Sustainability Report ENEVA 2020
5.1 STRATEGIC
MANAGEMENT
We act to make the energy transition feasible and ensure the growth of
Brazil and of our business in a sustainable and long-lasting manner,
promoting value creation in all links of our production chain. In this regard,
we have maintained a long-term strategy and challenged ourselves, in 2018,
to reach a contracted thermal power generation capacity of 4.7 GW in up to
5 years (by the end of 2023). This target would be reached through the
development of thermal power greenfield projects powered by gas or
renewable sources, or through assets acquired in mergers and acquisitions.
It also considers partnerships with global E&P companies to develop and
build thermal power plants powered by natural gas. Already in line with ESG
principles, we have also committed to halt any further investments in new
coal-fired generation assets.
As part of our strategy, in 2019 we restructured our trading business for the
qualified and competitive supply of natural gas in customized and integrated
solutions of thermal and industrial power generation for consumers who can
choose their own supplier. Starting in 2021, we will offer solutions that
combine electricity, natural gas, and their liquids in customized products and
services. To do so, we mapped out business opportunities and engaged major
clients throughout the country, but mainly in the North and Northeast
regions, where we already have operations and where the mining, metallurgy,
steel, cement, and pulp & paper industries have stood out. With this strategy,
we will use our logistical advantage to provide democratic gas supply to
regions with less access to it, offering more competitiveness to our future
client processes and making natural gas viable as a complementary solution
for cleaner energy generation, replacing liquid fuels such as diesel and fuel oil.
To achieve this goal, our sustainable development strategy is based on a framework of solid pillars:
PEOPLE
Our main asset, which is key for us
to achieve the goal of becoming the
Brazilian Company most admired for its
innovation, performance, and people.
We have a team of professionals with
complementary expertise, qualified to act
in the entire value chain, from hydrocarbon
exploration to planning and development of
fields for natural gas production and design of
a competitive strategy for energy trading, and
the implementation and operation of power
generation plants.
eDUC
AÇÃO
SUST
eneva
ENTA
VEL
ENVIRONMENTAL,
SOCIAL & GOVERNANCE
The key criteria for the achievement of
the strategic goals of enabling a clean
and stable energy matrix.
Conservation of biodiversity and natural
resources; preparation for the energy of
the future; maintenance of high ethical and
governance standards; and development of
employees and local communities.
FINANCIAL
DISCIPLINE
ool
We raised R$6.8 billion by issuing new
debt in 2019/2020, including R$4.0 billion
for optimizing existing debt.
Strong liability management reflected in the
consistent improvement of the debt profile,
with the lengthening of maturities and cost
reduction. We ended 2020 with leverage (net
debt/EBITDA) of 3.3x and an average debt term
of 6.0 years.
ABOUT
THIS REPORT
LETTER FROM
MANAGEMENT
ABOUT
ENEVA
FIGHTING
COVID-19
SUSTAINABILITY REPORT [ENEVA 2020]
INTELLECTUAL &
ORGANIZATIONAL
CAPITAL
SOCIAL &
MANUFACTURED
CAPITAL
HUMAN
NATURAL
CAPITAL
RELATIONSHIP
CAPITAL
CAPITAL
FINANCIAL
CAPITAL
APPENDICES
GRI
CONTENT
INDEX
SASB
CONTENT
INDEX
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