ANNUAL REPORT 2021

Innovation and business 
resilience  19
Co-creation in digital innovation  20
Safe digital energy  21
Regulatory and institutional 
protagonism  22
Performance in the year  24
Integrity and transparency  25
Corporate governance  26
Ethics and compliance  33
Risk management  36
Stakeholder engagement  38
Our team  41
Health & Safety  44
Customers and consumers  46
Investor relations  48
Supply chain  49
Our neighbors  50
Our socio-environmental 
commitment  51
Private social investment  52
Environmental Management System  59
Biodiversity  60
Climate strategy  62
Energy efficiency  65
Waste management  68
About this report  69
Appendices  71 
GRI content index  80
SASB content index  94
Independent assurance statement  95 
Credits and Acknowledgments  98 
A warm welcome to you  3
Message from the CEO  4
Omega Energia  5
There is only one Omega  6
Business model 7
What we do  8
How and with whom we operate  11
Our principles  12
Our ESG Journey  13
ESG Purpose  14
Materiality Matrix  15
Priority SDGs  17
Highlights of the year  18 
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
INNOVATION 
SOCIO-
ENVIRONMENTAL
OMEGA ENERGIA
ESG JOURNEY
ABOUT
2
SUSTAINABILITY REPORT 2021

This Sustainability Report presents 
both our results achieved in the 
period and the initiatives and priority 
goals in our ESG journey.
At Omega we believe that maintaining 
close relations with all stakeholders 
is crucial: after all, we live and breathe 
in an interconnected world and 
sustainability relies on value being 
created and shared with all.
This is how we use our energy to 
transform the world.
Enjoy the report!
A warm  
welcome 
to you! 
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
ABOUT
3
SUSTAINABILITY REPORT 2021

GRI 102-14, 102-15
Since March 2008 we have been working 
tirelessly for the causes of 100% Renewable 
Energy and Sustainable Energy that create value 
for each and every one of our stakeholders. 
As citizens and businesspeople, we are responsible 
for providing every Brazilian with access to clean and 
affordable energy. We are fighting this battle as the 
sole power generator fighting openly for an energy 
sector free from subsidies, a sector in which the 
competition provides the motivation for bringing the 
price of energy down and freeing consumers who are 
currently hostages of a model driven by high inflation, 
that drains incomes and limits the dreams of millions 
of Brazilians. As such, in 2021, we decided to assume 
the role of protagonist, by publicly and transparently 
defending regulatory changes that will allow Brazil’s 
energy (the cleanest and most affordable in the world) 
to achieve its full potential. Amongst the affirmative 
actions being adopted, we are contributing to the 
approval of a law that takes into consideration the 
interests of society as a whole, establishing the new 
regulatory framework for Distributed Generation 
(DG), bringing an end to subsidies over the coming 
years, which will save energy consumers billions of 
Reais. We have also launched the ‘Movimento Luz 
Livre’ (‘Free Light Movement’ - ‘MLL’), in support of 
the approval of Bill of Law 414/21 by the Federal 
Legislative Authority, meaning that approximately 
50 million consumers will be able to choose who 
they purchase their power from, just as they can 
choose their cellular phone operator or bank. 
Driven by the desire to transform the country 
through clean and affordable electricity, and long 
before the term ‘ESG’ started to be used, the 
positive experience of 2021 was another step on 
a journey in which we will continue to defend just 
causes, since we undoubtedly wish to establish 
our position and become increasingly recognized 
as a company providing a service to society.
At the end of 2021, we brought together our three 
business fronts - development, generation and 
commercialization - under the ‘Omega Energia’ holding 
company, which came to be listed on the B3  ‘Novo 
Mercado’ or ‘New Market’ (‘MEGA3’) In the words of 
one investor which is a global benchmark in ESG, 
this operation demonstrated “the importance that 
Omega places on good governance and dialog with 
its minority shareholders,” given that the operation 
was decided upon exclusively by independent board 
members and shareholders with no conflicting 
interests, which is not a very common practice 
in the Brazilian market. Raising profitability via 
greenfield projects, accelerating growth, reducing 
costs, increasing efficiency and moving into 
new markets, amongst other actions, were the 
foundations that led the majority of our minority 
shareholders to approve the operation in October, 
Message from the CEO
thereby starting a new phase for the Company with 
various new avenues of growth and value creation.
Our ability to reinvent ourselves has kept us at the 
forefront of the sector and, in practice, we have 
been recognized as a benchmark in the creation and 
development of digital products in energy, especially 
through the powerful growth of our digital energy 
sales platform. We are also the only company listed 
in the renewable energies sector which publishes 
production guidance and its EBITDA and, in 2021, we 
were precisely on target with our economic forecast 
for the year, having generated 7,049.5 GWh, that led 
to an EBITDA of R$ 1.13  billion (a margin of 77%), 
and the outlook for 2022 is for continued growth. 
As well as a cleaner future, we believe that the 
renewable and accessible energy that we produce 
can be the beginning of a turnaround that allows 
every Brazilian to have hope once again, be it through 
the increased productivity of a business or relief at 
seeing the electricity bill at the end of the month. 
We understand that, together, we can bring about 
the sustainable development of our country and 
that the engagement of each one of us opens the 
way for us all to move forward. Much more than 
a report on our operational and financial results, 
this report presents our successes, impacts and 
positive perspectives on all that we can be.
Antonio Bastos 
CEO and Founder
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
INNOVATION 
SOCIO-
ENVIRONMENTAL
OMEGA ENERGIA
ESG JOURNEY
ABOUT
4
SUSTAINABILITY REPORT 2021

Omega Energia
OMEGA ENERGIA
OMEGA ENERGIA
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
ABOUT
5
SUSTAINABILITY REPORT 2021

Our company was conceived in line with 
sustainability principles and for the last 14 years 
has been engaging in protagonism to jointly 
change the world. We are proud to produce 
energy from 100% renewable sources with the 
genuine intent of investing in the development of 
society, business and the people around us. 
On December 23, 2021 we completed the business 
combination of our three operational fronts – 
development, generation and digital trading of 
energy, leading to the creation of Omega Energia 
S.A., a company listed on B3 (under the symbol 
MEGA3), formed to supply practical and sustainable 
digital energy to all Brazilian consumers.
Streamlining our corporate structure and governance 
makes us more agile and more focused on 
continuously developing solutions, which ease 
pain points in our rapidly growing customer 
base. A larger and more streamlined Omega also 
enables us to cut expenses and capital costs. 
It also guarantees the continuity of our highly 
successful value creation history, smartly using our 
growing cash generation to ensure the company 
continues to lead the renewables sector.
The business combination has made us stronger, more 
streamlined and prepared to proceed in our journey.
GRI 102-1, 102-2, 102-10
There is only one Omega 
OMEGA ENERGIA
OMEGA ENERGIA
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
ABOUT
6
SUSTAINABILITY REPORT 2021

Manufactured Capital
06 Wind Farms
01 Photovoltaic Cluster
04 Small Hydropower Plants
03 Offices (02 in Brazil and 01 in the USA)   
 
Intellectual Capital
Innovation & Technology: data-driven decisions, using 
the best technology available and proprietary solutions
Digital Energy Platform
14-year expertise leading the renewable energy 
sector in Brazil  
 
Financial Capital
R$ 9.0 billion invested in expanding our portfolio since 
the IPO in 2017
Recurring capital-market support:  
R$ 5.5 billion issued since our IPO 
3rd largest issuance of company debentures, classified as 
green debentures, totaling R$ 1.05 billion   
 
Social and relationship capital
A presence in all energy submarkets in Brazil
Suppliers with long-term relations 
Engaging with representatives from local communities 
 
 Natural Capital
We use clean and renewable resources: 
Wind Power (Wind Energy) 
Solar irradiation (Solar Energy)  
Flowing water (Small Hydro Powerstations)  
 
Human Capital
Team formed of co-entrepreneurs  proactively seeking 
solutions for the company’s continuous growth
Manufactured Capital
The largest renewable energy producer in Brazil 
with 1,869 MW of installed capacity   
 
Business Model
Intellectual Capital
We are pioneers and problem solvers:  
creating tailored opportunities  for all customers
Consolidating the renewable energy sector   
in Brazil 
Financial Capital
Creating value for stakeholders
Enterprise value of R$ 11.6 billion, including the 
acquisition of new ventures
Adjusted EBITDA in 2021 of R$ 1.13 billion   
 
Social and relationship capital
Contributing to our neighbors' socioeconomic 
development
Social investment of R$ 9.2 million in projects prioritizing 
education and income generation
1,040 students assisted in Education Centers   
 Natural Capital
1,583 thousand metric tons of CO2 emissions avoided 
since 2019 
 
Human Capital
21.2 hours of training per employee
0 accidents at work involving our co-entrepreneurs
We offer an end-to-end 
solution, from designing the 
cluster to  delivering clean, 
simple and affordable energy 
to consumers. Our customers 
range from  major factories to 
local stores, from corporations 
to shortly any household in the 
country
inputs
outputs
 ENERGY TO TRANSFORM THE WORLD
TRADING 
We sell energy directly  to 
 consumers, through our 
sustainable and digital energy 
platform! We boast an array of 
products and services, enabling 
PPAs for small to corporate 
consumers, carrying out energy 
trading and offering RECs and 
Carbon Credits
STAKEHOLDERS / CLIENTS / SUPPLIERS / INVESTORS / 
CO-ENTREPRENEURS / GOVERNMENTS / COMMUNITIES
ENERGY GENERATION
We operate and manage our 
assets based on data,  
fundamentals and  long-term 
partnerships
PROJECT   
DEVELOPMENT AND  
CONSTRUCTION
Assessment of natural 
resources , multiple studies, 
implementation and 
construction until delivery of 
the operational asset
INTEGRATED SOLUTION
OMEGA ENERGIA
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
ABOUT
7
SUSTAINABILITY REPORT 2021

GRI 102-2, 102-4, 102-5, 102-7
1 2
11
10
5
3
4
6
7
9
8
Assets GRI EU1
Wind
Hydropower
Solar
Types of plants
Start date
Share
Installed capacity
Terms
Wind generation
capacity
Solar generation
capacity 
Hydro generation
capacity 
545,9 MW
1.626 MW
160,5 MW
82,5 MW
1. Installed capacity is 50% of total
generation capacity and equates to
Omega's 50% equity interest in the venture
1
10
6
8
   Delta Maranhão (MA)
2017 / 2019 / 2020
100%
426,0 MW
   Delta Piauí (PI)
2014 / 2017
100%
144,8 MW
   Ventos da Bahia 1 e 2 (BA)1
2017 / 2019 / 2020
50%
91,3 MW
   Gargaú (RJ)
2012
100%
28,1 MW
   Chuí (RS)
2020
100%
592,8 MW1
   Assuruá Cluster (BA)
2019 / 2020
100%
353 MW
Serra das Agulhas (MG)
2017
100%
30,0 MW
Pipoca (MG)2
2010
51%
20,0 MW
Indaiás (MS)
2012
100%
32,5 MW
Pirapora (MG)1
2018
50%
160,5 MW
7
9
5
   Assuruá 4 (BA)
Under implementation 
100%
211,5 MW
5
   Assuruá 5 (BA)
Under
implementation 
100%
243,6 MW
5
2
3
   Ventos da Bahia 3 (BA)1
Undergoing acquisition 
50%
90,75 MW
4
Current and
Potential Portfolio
Up to
8.474,8 MW
Wind Pipeline
1.810 MW
Solar Pipeline
4.250 MW
 
Operating
Assets
1.869 MW
Assets under 
Construction
545,9 MW
11
2. Installed capacity is 100% of generation
capacity as Omega is a majority shareholder
and holds an equity interest of more than
50% for Pipoca
In operation 
Under construction 
What we do
We strive to offer seamless solutions, transforming 
renewable resources - sun, wind and water - into 
products that meet the requirements and minimize 
the pains of our customers. We accordingly develop, 
implement, operate and sell clean energy generated 
by our assets, offering innovative technological 
solutions to the market to expand access and 
reduce the cost of energy for consumers.
As the largest generator of Brazilian renewable 
energy, our presence spans all the regions of 
the country, distributed through seven states, 
with an installed generation capacity of 1,869 
MW in wind and solar energy and small hydro 
power plants. At the end of 2021, our portfolio 
was comprised of the following assets: 
OMEGA ENERGIA
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
ABOUT
8
SUSTAINABILITY REPORT 2021

Seamless solutions 
for our customers
Omega Energia offers its customers renewable 
affordable energy at the push of a button through the 
largest digital platform. Our clients can sit back and 
take care of business and while we handle everything 
related to electricity, tailoring solutions and products. 
Budget control
Customers only pay for 
the amount they consume, 
with no waste or worries
Fixed electricity prices
Predictability in 
energy costs
Saving money safely
Energy straight from 
the producer
The security of a producer 
that does not need 
financial guarantees, at no 
cost to the customer
Practical digital management
Online practical operation 
at the push of a button – 
digital signatures
Sustainability
100% clean and renewable energy
All digital
Total resource savings 
(paper, time, etc.)
Customers can offset part 
of their CO2 emissions 
by purchasing RECs
“We are a natural mineral water company 
extremely concerned about the environment. 
We are therefore adapting and helping our 
planet by using sustainable energy.”
Matteus Amato 
Águas Petrópolis Paulista  
“We, at Móveis Bom Pastor, know that energy 
is the source of life, and today we therefore 
use 100% renewable and clean energy, which 
is crucial to the success of the new era before 
us, the era of sustainable development.”
Edinei Purgato 
Móveis Bom Pastor 
OMEGA ENERGIA
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
ABOUT
9
SUSTAINABILITY REPORT 2021

From Paulino Neves (MA) to Chuí (RS), we digitally 
sell clean affordable energy to customers of all 
shapes, sizes and segments - from large factories 
to local stores, from basic sanitation utilities to 
shortly any household in the country. We always 
enhance the customer’s journey, building enduring 
and sustainable relationships; and sustainable 
and tailored solutions for all, including:
Energy-intensive companies – Middle-market and 
Corporate clients (Wholesale) 
Operations are customized through contracts lasting 
10 to 20 years. These are partnerships that help build 
new renewable assets that create economic, social 
and environmental values. Such clients include Bayer, 
Grupo Mateus, Heineken, Grupo Carrefour Brasil and 
3M, to name but a few.
Small electricity consumers (Retail) 
Companies presenting a contracted demand between 
500 kW and 1.5 MW. In our platform, the contracting 
process is practical and renewable, requiring a few 
clicks. We invest in totally digital solutions and offer 
a personalized service, in the event the customer has 
any queries. Our team is always ready to help. Digital 
products are studied and carefully prepared to meet 
different requirements for different sectors.
Our commercial fronts 
GRI 102-6
Our products
Energy sales 
This is the commercial front tasked with managing 
all the portfolio price risks and the Company's entire 
portfolio. The purchase and sale of energy in the free 
market formalized through bilateral contracts can also 
be resold to generators, traders or free consumers.
Environmental features (digital & renewable products 
for all customers) 
We offer sustainable products originating from the 
environmental benefit of generating renewable energy.
The main products are: certificates of origin, known 
as RECs (Renewable Energy Certificates) and Carbon 
Credits. Our clients in this business front include: 
Banco BV, Cremer, Heineken, Bayer, and 3M, etc.
The ten-year contract guarantees that the energy 
consumed by Bayer’s Brazilian plants in Uberlândia, 
Paracatu, Itaí, Campo Verde, Cachoeira Dourada, 
Petrolina, Paulínia and Belford Roxo comes from 
100% renewable sources. This clean energy will 
avoid the emission of approximately 100 thousand 
metric tons of CO2 during the contractual term of 
2024 to 2033. Bayer will also record the deduction of 
emissions related to purchasing energy, which will 
be reported in accordance with the GHG protocol.
Alex Merege, Product Supply leader at Bayer, believes 
the agreement with Omega is another important 
initiative the company is implementing to achieve 
sustainability targets, in line with UN Sustainable 
Development Goals (SDGs). The executive intends 
for Bayer to become a carbon-neutral company by 
2030, reducing emissions of pollutants throughout its 
value chain, whilst also mitigating the environmental 
impact of crop protection products by 30%.
Bayer & Omega Energia: 
health and nutrition 
partnership with 
clean energy
OMEGA ENERGIA
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
ABOUT
10
SUSTAINABILITY REPORT 2021

Based on our mantra of “Transforming the world 
through clean, affordable and practical electricity”, 
we encourage all Omega employees to adopt an 
ownership mindset and entrepreneurial spirit. Going 
beyond engagement and belonging to the team, this 
is why we refer to ourselves as co-entrepreneurs: 
We proactively strive to propose changes and, 
under a customer-centric focus, create innovative 
solutions to develop the renewable energy sector 
and build the company we want to work for.
How and with whom we operate
GRI 102-16
For our team consisting of 283 co-entrepreneurs, we 
seek more than just a career, as the aim is to provide 
a comprehensive journey of growth so that every 
single one of us can positively influence society.
In line with SDGs and our business 
strategy, we all pull together daily to:
Foster the electrification 
of economic sectors 
still dependent on 
fossil fuels;
Expand access 
for all people to 
the free renewable 
energy market;
Enable the capacity to 
adapt to new developments, 
foreseeing market 
trends, ensuring the 
Company’s longevity and 
pursuing new solutions 
for energy consumers;
Reduce greenhouse gas 
(GHG) emissions, thereby 
limiting the impact of global 
warming. Leading by example 
and thereby spearheading the 
fight against climate change; 
Foster the sustainable 
development and 
independence of our people 
and communities through 
education and income 
generation; and
Mitigate health and safety 
risks, guaranteeing a safe and 
healthy workplace for all 
people we engage.
OMEGA ENERGIA
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
ABOUT
11
SUSTAINABILITY REPORT 2021

We make big dreams 
even bigger
We try to exceed our goals and dream 
ever bigger.
We grow together
We believe that integrity and 
transparency, with a healthy dose 
of empathy, are crucial to building 
strong, genuine and enduring 
relationships.
We have  
an owner’s  
mindset
We share the same purpose, 
take responsibility, and never 
lose sight of financial discipline.
We are  
customer-centric
We are obsessed with delivering the 
best for people, and work to empower 
consumers and create passionate 
customers.
We are  
problem-solvers
We harness technology in our 
favor to become more creative 
and agile. We use an analytical, 
technically sound and 
sustainable approach focused 
on creating value.
Our
Principles
We are 
nonconformists
We challenge the status quo 
each and every day and will 
not rest until clean energy 
is a reality for everyone.
OMEGA ENERGIA
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
ABOUT
12
SUSTAINABILITY REPORT 2021

Our  
ESG Journey
ESG JOURNEY
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
INNOVATION 
SOCIO-
ENVIRONMENTAL
ABOUT
13
SUSTAINABILITY REPORT 2021

ESG Purpose
14 years ago, Omega Energia's goal was to transform 
the world through energy, in a constructive journey 
for not just the company but, above all, its people. 
This is because we make big dreams even bigger 
and it is our mission to create a legacy in Brazil. This 
mission permeates everything we do and makes 
our faces beam with passion. This is what we see 
in Omega, a company with a united and inspired 
team aware their work has a genuine purpose.
We are a company that has been 100% renewable 
since its inception in 2008 - a time when 
renewable energy was in its infancy– but have 
never settled for this. We are restless and have 
a latent sense of ownership that positions us as 
active agents in the development of the energy 
market and transition to a low-carbon economy.
In 2021, we set up the  Sustainability and ESG Board 
to focus on, expedite and expand this strategic 
journey in sustainability. We innovate in the mandate 
of this position, expanding its scope to include not 
only more traditional areas of the environment, 
social investment and corporate governance but 
also those which are usually allocated to other 
teams, such as carbon, institutional relations, 
ethics and compliance, and health and safety.
“Under this systemic and all-encompassing vision, 
our aims include galvanizing our relationship with 
key stakeholders (not including investors and 
clients), enhancing the measurement of results and 
nurturing sustainable solutions”, explains Omega 
Energia's Sustainability and ESG Officer, Livia Mariz.
This structure provided a springboard for a new 
journey. “A journey that looks to the long-term, 
that understands it is responsible for propelling 
the country towards a low-carbon economy, 
democratizing access to clean energy and sharing 
victories, bringing education, independence 
and income to the communities adjacent to 
our ventures and facilities”, she explained.
We believe that being sustainable means aligning 
interests and creating added value. We cannot make 
major achievements without the people who embrace 
projects and identify with sustainability proposals. 
We exist because collectively we are people who 
are embarking on a transformation commitment. 
We exist because together we are greater.
"A journey that looks to the long-term, that 
understands it is responsible for propelling 
the country towards a low-carbon economy, 
democratizing access to clean energy 
and sharing victories, bringing education, 
independence and income to the communities 
adjacent to our ventures and facilities"
Livia Mariz
Omega Energia's Sustainability 
and ESG Officer
ESG JOURNEY
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
INNOVATION 
SOCIO-
ENVIRONMENTAL
ABOUT
14
SUSTAINABILITY REPORT 2021

Alongside the pursuit of business synergy, in 2021 we 
believe we should fortify our structure to be a standard 
setter in sustainability and accordingly formed a 
dedicated team. As a part of this we also identified the 
opportunity to pursue greater proximity and ramp up 
the dialog and active listening with all stakeholders.
We accordingly conducted a broad consultation 
regarding our operation and redefined our materiality 
matrix so that together we could build a long-term 
plan aligned around the Company’s interests. This 
process began by analyzing internal, sector and 
benchmarking documents, which led us to select 
the stakeholders for the engagement to define the 
organization's impacts and an initial list of 19 topics.
Also note that during the process of actively listening 
to our stakeholders, a lot of the feedback received 
confirms the convergence between the priority pillars 
of our ESG plan and stakeholder expectations. Our 
stakeholders believe we should lead the movement to 
electrify and decarbonize society, whilst maintaining 
our focus on people and sharing victories with our 
neighbors. This is the very tonic of our ESG journey, 
as demonstrated by the testimonials aside: 
GRI 102-40, 102-42, 102-43 
Materiality matrix
1
Initial list of 19 topics
2
It is presented to nearly 400 people 
comprising 12 stakeholder groups 
who state how relevant they believe 
each topic is to Omega, through:
Online questionnaires answered 
by clients, communities, 
co-entrepreneurs, financiers, 
suppliers and partners, the 
press, investors, environmental 
consultancy firms and agencies, 
sector agencies, regulatory 
agencies and insurance companies.
19 interviews carried out  
individually and as a group with:
7 members of senior leadership  
3 members of the Board of Directors 
3 investors 
2 customers 
2 suppliers 
2 financiers 
sustainability working group.
3
Consultants analyze 
answers, apply metrics 
and weight and compile 
a list of topics
4
Senior leadership 
analyses the list of 
most relevant topics
5
It is validated by the Board 
of Directors, leading to 
our Materiality Matrix, 
described in detail below:
“They didn’t go there just to build the windfarms; they 
were concerned about the community surrounding the 
venture, building a school, creating jobs and examining 
the social situation.” 
Customer
“Building a company for private social investment, 
attracting funds from Omega and elsewhere and 
offering products to customers.” 
Co-entrepreneur
“I am delighted with Omega because it also creates 
jobs and lots of people from surrounding communities 
are employed there. This is extremely rewarding for me 
as well as other people I believe.” 
Resident in the community surrounding our assets
“Details about TCFD to understand the Board’s 
alignment with the Paris Agreement, in order to keep 
temperature rises in check. To be Net Zero by 2050. 
Compiling the scope 1, 2 and 3 inventory as well as a 
road-map to understand how the Company is making 
its transition in the short, medium and long terms, and 
the indicators it is using.” 
Investor
ESG JOURNEY
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
INNOVATION 
SOCIO-
ENVIRONMENTAL
ABOUT
15
SUSTAINABILITY REPORT 2021

GRI 102-21, 102-44, 102-46, 102-47, 103-1
List of material 
topics
We understand that our greatest contribution to 
society consists of ensuring energy is increasingly 
clean, affordable and sustainable. Our stakeholders 
believe we should lead the movement to electrify and 
decarbonize society, whilst maintaining our focus on 
our people and sharing victories with our neighbors. 
This was the very essence of our prioritization!
1 
Ethics, integrity 
and compliance
2 
Innovation  
and business 
resilience
3 Attracting,  
developing and 
retaining employees
4 
Climate  
strategy
5   
Socio-environmental 
responsibility
6 
Energy  
efficiency
7 
Health and  
safety
Transparency, anti-corruption 
compliance, disseminating our 
code of conduct and the eth-
ical principles governing our 
organizational processes and 
combating anti-competitive 
practices and bribery.
Investment in innovation and 
technology that enables us to 
adapt to new developments, 
foresee market trends and en-
sure the Company’s longevity.
Attracting and retaining talent, 
team development, meritocrat-
ic recognition, compensation 
strategy, engagement and ex-
perience focused on retention 
and reducing team turnover.
Identifying and managing 
risks and maximizing climate 
opportunities that can affect 
our business model, including 
commitments, targets and 
climate governance.
Enabling a positive impact 
on surrounding communities, 
effectively contributing to sus-
tainable development through 
practical and creative solutions 
and social investment focus-
ing on education and income 
generation.
Expanding renewable energy 
use, reducing energy consump-
tion and optimizing energy 
management during operation.
 Policies, guidelines, protocols 
and processes that identify 
risks to people’s health and 
safety and that guarantee safe 
and healthy operations.
prioritized by
Senior leadership
Lenders
Media
Investors
Insurers
Senior leadership
Board of Directors
Regulatory agencies 
Clients
Senior leadership
Co-entrepreneurs
Media
Board of Directors
Senior leadership
Clients
Investors
Regulatory agencies
Suppliers
Co-entrepreneurs
Communities
Media
Environmental agencies
Senior leadership
Clients
Regulatory agencies
Communities
Co-entrepreneurs
Suppliers
205-1, 205-2, 205-3
414-1, 414-2, 419-1
201-1, 201-2 
202-1, 202-2
102-8, 102-41
401-1, 401-2, 404-1, 404-2, 404-3
302-1, 302-2,
305-1, 305-2, 305-3, 305-4, 
305-5, 305-6, 305-7
203-1, 203-2
413-1
302-1, 302-2
308-1, 308-2
403-1, 403-2, 403-3, 403-4, 
403-5, 403-6, 403-7, 403-8, 
403-9, 403-10
GRI 
Indicators
Related 
SDGs
ESG JOURNEY
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
INNOVATION 
SOCIO-
ENVIRONMENTAL
ABOUT
16
SUSTAINABILITY REPORT 2021

To promote quality education to enable concrete and relevant 
opportunities for effective learning and income generation, as knowledge 
is the driver of sustainable development.
To guarantee the unrestricted freedom of choice, competitivity between 
agents and above all the provision of clean and affordable energy to all 
Brazilian citizens.
To identify and mitigate health and safety risks and ensure safe and 
healthy operations, as well as sustainable relations.
To enable the capacity to adapt to new developments, foreseeing new 
market trends, ensuring the Company’s longevity and pursuing new 
solutions for energy consumers.
To lead by example and understand that producing 100% renewable 
energy is just one aspect of our contribution to the urgent fight against 
climate change.
Priority SDGs
Based on Omega Energia's new materiality matrix 
and our mapped value chain and its main impacts, 
we sought to correlate the Sustainable Development 
Goals (SDGs) of the United Nations (UN) 2030 Agenda 
against the Company’s strategy and guidelines.
We accordingly defined the five priority SDGs in our 
ESG journey, which aim to inform Omega's business 
plan and instill sustainability practices and concepts 
into the entire team’s daily routines. The table to the 
side presents the justification for this selection:
SDG
Our contribution
ESG JOURNEY
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
INNOVATION 
SOCIO-
ENVIRONMENTAL
ABOUT
17
SUSTAINABILITY REPORT 2021

The journey to achieving our purpose is still in its infancy, but 
the results of our journey thus far demonstrate our mission to 
make clean energy a reality for all. This was the advance made 
in 2021 that enabled us to secure a double upgrade in the MSCI 
rating: from BB to A.
               Social
• Building the third Janela para o Mundo Education 
Center in Gentio do Ouro (BA).
• Joining the Saving Lives campaign, a movement led 
by BNDES with a wide range of partners.
• Developing our Health and Safety Culture by 
preparing the Rules for Life and the Health 
and Safety Policy.
• Publication of the People Manifesto, sharing the 
principles underpinning our organizational culture 
agenda. 
• Launching Sementes do Delta (Seeds of Delta), a 
project embracing the environment, education and 
income generation. See more in Private social 
investment.
Headlines for the year
             Governance
• Creating the Sustainability and ESG Board.
• Joining the Business Initiative for Integrity and Transparency.
• Creating the Transparency Channel to facilitate access to Omega's 
internal policies. 
• Effective implementation of the internal audit at the Company. 
• The only Company in the electric sector to have publicly spoken 
out against awarding more subsidies to Distributed Generation 
(DG). Learn more in Regulatory and institutional protagonism. 
• Organizing a petition signed by more than 70 thousand citizens in 
favor of consumers being able to choose their electricity supplier 
(Movimento Luz Livre - MLL). Learn more in Regulatory and 
institutional protagonism.
             Environment
• Obtaining Silver Status in our carbon inventory, as per the 
GHG Protocol.
• Omega’s clean, affordable and simple energy avoided the 
emission of 891 thousand metric tons of CO2 in 2021.
• Initiating the implementation of management software 
to track environmental licenses.
• Expansion of Renewable Energy Certificates by signing 
up to the I-REC code: In 2021, we sold 72,104 RECs 
(b-RECs and I-RECs), which amount to more than 8.9 
million RECs in the long-term.
• Trading 3.53 million carbon credits, representing part of 
the CO2 emissions avoided by Omega since 2013.
ESG JOURNEY
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
INNOVATION 
SOCIO-
ENVIRONMENTAL
ABOUT
18
SUSTAINABILITY REPORT 2021

Innovation and  
business  
resilience
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
ABOUT
19
SUSTAINABILITY REPORT 2021

At Omega we believe the renewable energy sector’s 
transformative journey is still in its infancy. We are 
convinced that research and innovation are not only 
strong differentials for renewable energy companies, 
but also powerful tools to steer the Company’s 
ambitions. This is why we have consistently increased 
our investments in technological innovation and 
research: our investment has risen by 536% between 
2017 and 2022 and since 2020 represents more than 
1% of annual gross energy profit (net revenue less 
purchased electricity).
More than investment in technology, this is the model 
adopted to implement innovation that has kept us at 
the leading edge of the sector. Our capacity to foresee 
trends, identify opportunities, launch pioneering 
products and services and quickly adapt to new 
realities is thanks to the work of our multidisciplinary 
teams, one of our organizational culture pillars.
Co-creation in 
digital innovation
At Omega our objective is to co-create innovative 
products and solutions so as many Brazilians as 
possible can easily access cheap 100% renewable 
energy.
We are now a digital company. This means that the 
concepts and digital mindset are ingrained in and 
enhance our operation and internal processes, as well 
as the development of all products.
Our teams for example have been using technologies 
and data intelligence since 2018 – both to expedite 
the decision-making process and to identify 
efficiency gains and market opportunities. In 
asset management, we are becoming increasingly 
capable of carrying out predictive failure analyses, 
improving uptime and operational performance.
In 2021 we increased the investment in our digital 
platform by 122%, making the user's journey even 
more practical and user-friendly, which helped 
swell our customer list. The objective for 2022 
is to expand our range of solutions, including in 
the platform, in addition to procuring sustainable 
products and energy, and the entire monitoring 
and control of consumption and invoicing.
We also invest in other digitization initiatives such as:
GRI EU 6, EU8
More than investment 
in technology, this is 
the model adopted to 
implement innovation that 
has kept us at the leading 
edge of the sector
•	
Nanotechnology; 
•	
Artificial intelligence for short- and long-
term weather predictions;
•	
Monitoring vibration data for predictive analysis 
of failures in wind turbine components;
•	
Monitoring of blades by drone;
•	
Monitoring and predicting resources and performance;
•	
Monitoring lightning;
•	
Failure prediction systems using machine 
learning and artificial intelligence.
Investing in 
technological 
innovation
+536% 
from 2017 to 2022
In addition to 100% 
clean energy, Omega's 
platform also allows 
users to offset part of 
their CO2 emissions by 
purchasing RECs.
Or click here to access 
the platform.
INNOVATION 
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
SOCIO-
ENVIRONMENTAL
ABOUT
20
SUSTAINABILITY REPORT 2021

Actively involved in matters related to cyber 
security, including the nurturing of a corporate 
culture, we have a security monitoring program 
for all our computer and data networks.
We prioritize the shielding of energy grids and 
client data from all forms of intrusion, including 
cyber incidents, which could threaten to interrupt 
operations or damage customers. Securely 
delivering the electricity service is crucial. 
Protecting data stored in the cloud and all 
systems is continually assessed to enhance 
the maturity of our cyber security structure. 
A further focus is strengthening the culture 
and awareness of our co-entrepreneurs. 
Therefore, our team undergoes cyber-security 
and data-privacy simulations annually focusing 
on building techniques to maintain awareness at 
work, at home and whilst traveling. 
Clients can see our Information Security 
Policy (available to all on our website) and 
we take all possible measures to protect the 
confidentiality and security of personal data. 
We also conduct realistic cyber attack tests 
to validate our protection layers and incident 
processes. There were 179 alarms in 2021, but 
no serious incidents were recorded in this period.
Safe digital energy
SASB IF-EU-550a.1
"There were 179 alarms 
in 2021, but no serious 
incidents were recorded 
in this period."
Daniel Biaggio
Chief Technology Officer - CTO
INNOVATION 
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
SOCIO-
ENVIRONMENTAL
ABOUT
21
SUSTAINABILITY REPORT 2021

In 2021, we engaged in important sector agendas 
to enable all Brazilians to have access to renewable, 
clean affordable energy. We accordingly launched 
the Movimento Luz Livre (MLL) movement, in aid 
of democratizing and modernizing the electric 
sector, in order to enable any citizen to choose their 
electricity supplier, whilst actively fighting against 
the continuation of unnecessary subsidiaries for 
Distributed Generation (DG), a highly competitive 
sector that does not need new benefits awarded 
by the government and paid for by consumers.
We believe and tirelessly strive for Brazil to have 
an electric sector that is not just renewable but 
also sustainable, for which it is necessary to 
strike a balance for all agents, which needless to 
say includes consumers. With this intent, over 
the course of 2021 we continued to exercise 
corporate protagonism in aid of a more efficient 
and socially fair regulatory framework that benefits 
all agents in the electric sector, in all points.
Always founded upon our principles and values and 
propelled by the aim of making Brazil’s electric sector 
sustainable, over the course of 2021 we engaged in 
important sector agendas with the National Congress. 
Of particular importance was our discussion of the 
Draft Law for the Distributed Generation regulatory 
framework  in Brazil and discussions about Draft 
Laws regarding the opening up of the free market 
to all energy consumers in Brazil. The elements 
common to these two discussions are our struggles 
for people’s freedom of choice and against the 
creation of new subsidies that are paid for by Brazil's 
people and are no longer necessary to enable the 
expansion of renewable sources, as they are already 
highly competitive. We are therefore fighting for the 
whole of Brazil's population, and not just a select 
few, to have access to cleaner and cheaper energy.
Distributed Generation 
In discussions about DG, we were the only 
Company in the electric sector to publicly speak 
out against awarding more subsidies to this form 
of energy generation, along with consumer defense 
associations. We adopted this stance because we 
firmly believe that DG has achieved this stage of 
maturity and competitiveness, meaning that awarding 
new incentives to sector entrepreneurs – 
including Omega, would be tantamount to 
unnecessarily increasing end prices for consumers 
who are already facing some of the world's 
highest energy bills. The technical coherence of 
our position was vindicated by the fact we are 
Regulatory and institutional 
protagonism
GRI 102-13
In 2021 we launched the 
Movimento Luz Livre movement 
in aid of democratizing and 
modernizing the electricity sector, 
striving to enable any citizen to 
choose their electricity supplier 
INNOVATION 
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
SOCIO-
ENVIRONMENTAL
ABOUT
22
SUSTAINABILITY REPORT 2021

It should also be noted that Omega Energia has 
an active voice in electric sector discussions not 
just through its direct approach, which is our main 
resource, but also through the leading sector 
associations. In 2021 we were members of the 
following associations, always seeking to play a 
leading role and technically contribute to the main 
agendas in the electric sector, in line with all of 
our principles set forth throughout this report:
the only company invited to attend meetings and 
debates regarding the creation of the Distributed 
Generation (DG) legal framework with the National 
Congress and we participated in these debates 
without being represented by any association.
Movimento Luz Livre 
This Omega initiative is blazing a trail amongst electric 
sector companies and aims to enable all Brazilian 
citizens to be able to freely choose their electricity 
supplier. MLL takes a proactive stance based on 
dialog and technical grounds, in which we are in favor 
of the National Congress passing Draft Law 414/21, 
which will modernize and democratize the electric 
sector by providing freedom of choice to citizens. In 
the second half of 2021 we invested in online and  
offline training media actions, also holding lives and 
events, including a demonstration in Brasília, obtaining 
40 million impacts, reaching some 16 million people. 
This helped us engage civil society and we got more 
than 70 thousand people to sign a petition (QR Code 
opposite) in favor of allowing consumers to choose 
their electricity suppliers. We, therefore, assumed a 
leading role in the mobilization for every citizen to be 
able to choose clean, cheap and practical electricity.
Our proactive work in the regulatory and 
institutional field strengthens and reflects the 
Company’s market intelligence as a competitive 
edge informing its strategy and practically 
demonstrates that we are fighting to guarantee 
clean cheaper energy for all Brazilians.
•	
Brazilian Wind Power  
Association (ABEEólica); 
•	
Brazilian Clean Energy Generation  
Association (Abragel); 
•	
Brazilian Wholesale Electricity 
Association (Abraceel).
GRI 102-13
Click here to see and 
sign the Movimento 
Luz Livre petition
INNOVATION 
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
SOCIO-
ENVIRONMENTAL
ABOUT
23
SUSTAINABILITY REPORT 2021

As resource availability is cyclical, Omega and other 
renewable generation utilities will experience higher-
than-expected output in some years and lower in 
others. The diversification and active management 
of our portfolio are the tools we have to reduce 
uncertainty surrounding gross income and their 
efficiency was again demonstrated by the 2021 result.
With all assets being used in the year, our volumes 
grew 58% in 2021, resulting in an adjusted Ebitda 
of R$ 1.13 billion1. Measures such as cost-cutting, 
power balancing and insurance rebates offset a 
gross volume of funds 3.8% lower than the historical 
average and nonrecurrent downtime events in Delta 
Maranhão and Chuí. 
Creating Value
In terms of value creation, 2021 brought better news 
than a solid Ebitda might suggest. 
In the Chuí cluster alone, we created approximately 
R$ 350 million of value by implementing the 
asset's restructuring plan. The combination of debt 
restructuring, merging assets into the  holding 
company, acquiring an additional 22% interest in 
Santa Vitória do Palmar and a detailed cost-cutting 
and operational optimization plan led to a meaningful 
increase in the return on the acquisition. Combining 
Chuí, the compound long-term effect of the increase in 
inflation since the end of 2020 and the acquisition of 
Ventos da Bahia 3, created more than R$ 700 million 
of additional value for the business plan in 2021.
GRI 103-2, 103-3 | 201, 201-1 | EU1, EU30
Performance in the year
Performance headlines in 2021
1 The indicator reflects the proportional participation of unconsolidated investments and does not consider 
non-cash and nonrecurrent items and costs and expenses incurred by Omega Desenvolvimento.
Energy output
7,050 GWh
	
+ 58%
Gross profit from energy
R$ 1.47 billion
	
     + 52%
Adjusted Ebitda 1
R$ 1.13 billion
	
+ 49%
Cash 4Q21
R$ 1.4 billion
	
+ 6%
Distribution of value added
2019
2020
2021
Employees
21.5
35.7
39.2
Government
74.6
50.1
206.5
Financiers/third parties
344.1
440.5
743.1
Shareholders
32.6
54.7
296.9
Total
472.9 
581.0
1,285.8
Direct economic value added (R$ million) 
Greater transparency around 
performance
In order to increase transparency and facilitate 
investor understanding of the Company’s results, in 
2021 we launched our annual Ebitda and Electricity 
Output projections.
We are one of a handful of renewable generation 
companies in the world that publicly share their annual 
forecasts for two indicators, as we believe that this 
helps the company and the renewable energy sector 
to continually evolve and become the main source of 
renewable energy anywhere in the world.
For 2022 we are expecting energy generation between 
7,290 GWh and 8,230 GWh and an Adjusted Ebitda 
between R$ 1.2 billion and R$ 1.4 billion. The annual 
projection factors in four elements: Asset maintenance 
plan, better predictions made by our resources models 
team, price scenario based on the energy platform's 
pricing system and the company's annual budget.
INNOVATION 
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
SOCIO-
ENVIRONMENTAL
ABOUT
24
SUSTAINABILITY REPORT 2021

Integrity and 
transparency
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
ABOUT
25
SUSTAINABILITY REPORT 2021

At the end of 2021, the completion of the 
combination of the development, generation 
and sales divisions into a single holding 
company also presented us the opportunity of 
making further progress in strengthening our 
governance framework, policies and practices.
We, therefore, seek to provide greater alignment 
between the interests of noncontrolling shareholders, 
controlling shareholders and management, preserving 
and optimizing the generation of economic results in 
the long term and sharing value with all stakeholders.
In 2021, we reinforced disclosure practices and 
gave transparency and visibility to the market and 
all stakeholders in actions we had been adopting 
for at least five years in ESG. In July we were 
consequently rewarded with a double upgrade 
in our MSCI rating, from BB to A in ESG.
Corporate 
governance
In line with B3 Novo Mercado requirements, we are 
wholeheartedly committed to adopting the best 
corporate governance practices and always aim to 
go beyond legal compliance. We voluntarily endeavor 
to comply with the Corporate Governance Principles 
proposed by the G20 of the Organization for Economic 
Co-operation and Development (OECD), which became 
an international benchmark and are adopted as the 
standards of the Financial Stability Board (FSB).
Share ownership
50.08%
35.73%
45.81%
4.12%
14.35%
277,991,205  
shares
22,843,260  
shares
Total shares 
555,114,291
Controlling group
Other shareholders
Tarpon Gestora de Recursos S.A.
Verde Asset Management S.A.
LAMBDA3 Fundo de Investimento 
em Participações
Other
254,279,826  
shares
79,634,172  
shares
198,357,033  
shares
277,123,086  
shares
49.92%
GRI 102-12
We included more independent 
directors on the Board of 
Directors, including the position 
of deputy chairman, going 
considerably beyond the 20% 
required by Novo Mercado rules
Proxy Access
Our Annual General Meetings are the ultimate 
authority for shareholders to exercise governance, 
where noncontrolling shareholders are entitled 
to exercise  proxy access, i.e., they can request 
the inclusion of matters in the agenda of 
meetings - providing they hold 2% of the share 
capital and do so 45 days before the Annual 
General Meeting and can nominate candidates 
to the Board of Directors - providing they hold 
at least 1% of the share capital and do so 25 
days before the Annual General Meeting.
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
ABOUT
26
SUSTAINABILITY REPORT 2021

Initially based on six policies and assumptions 
aligned with industry best practices, Omega 
Energia's Governance evolved in 2021 
through the initiatives listed below:
1. Code of Conduct and  
Anti-corruption Policy
6. Independent Members on the Board of 
Directors and Diversity in Senior Leadership
5. Related Party 
Transactions Policy
4. Social and 
Environmental Policy
3. Sustainability 
Policy
2. Material Information 
Disclosure Policy and Policy 
for Trading Securities Issued
Practices 
existing at 
Omega
Initiatives 
launched  
in 2021
People Manifesto, which shares the foundations of 
our organizational culture, in addition to the 
presumptions of our working ecosystem with the 
team and other stakeholders
Structuring a Sustainability and ESG board 
exclusively dedicated to bolstering our 
ESG culture and creating value from our 
sustainability and decarbonization agenda
Effective implementation of the 
internal audit at the Company
Defining the information security policy with 
standards that guarantee confidentiality, integrity 
and availability of the Company’s data and systems
Defining a compensation policy seeking 
to establish the general guidelines and 
rules for setting compensation
Defining the risk management policy, establishing 
guidelines, controls, procedures and responsibilities 
in the corporate risk management process
Defining a policy for assessing the 
performance of Company executives 
with guidelines for carrying out their 
annual performance assessments
Approving internal regulations for the Board of Directors, the 
Oversight Board and the Audit Committee, in order to regulate 
the work of the boards, their responsibilities and duties, and 
how they interact with other Company boards
Defining a Health and Safety Policy that nurtures a 
healthy and safe workplace for our team, which is 
non-negotiable for us
Increasing the number of independent members 
on our Board of Directors, including the position of 
deputy chairman, going beyond the 20% independence 
requirement in the Novo Mercado regulations
Joining the Business Initiative for 
Integrity and Transparency
Expanding the duties of the Board of Directors: All 
members, including independent members, can 
now call meetings and add matters to the agenda of 
board meetings, which is no longer the sole discretion 
of the Chairman of the Board of Directors
Defining the policy with clear criteria 
for appointing new members to the 
Company's management team
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
ABOUT
27
SUSTAINABILITY REPORT 2021

Members in office at 12/31/2021, with a term through 2024
Chairman of the Board of Directors
José Carlos Reis de Magalhães Neto
General Meeting
Governance 
framework
The ultimate authority for shareholders to exercise 
governance is the General Meeting, with an annual 
general meeting taking place once a year and 
extraordinary meetings whenever necessary.
Our framework also consists of the Board of 
Directors, Oversight Board, a Statutory Board and a 
Statutory Risks and Audit Committee.
1 In March 2022, Kristian Schneider Huber 
was replaced by director Pedro de Andrade 
Faria, maintaining the level of 
independence on Omega’s Board at 44%.
2 In 2022 the newly reformulated Statutory 
Board consisted of Andrea Sztajn, as Chief 
Financial & Investor Relations Officer, and 
Alexandre Tadao Amoroso Suguita, as 
officer without a specific designation.
Serving directors
GRI 102-18, 102-22
We are committed 
to adopting the best 
corporate governance 
practices and always 
aim to go beyond 
legal compliance
Oversight Board
Chairman and serving member
Bruno Meirelles Salotti
Serving members
Independent members
Chief Executive of Omega Energia
Antonio Augusto Torres de Bastos Filho
CFO and Investor Relations Officer
Andrea Sztajn
Development and the  
United States
Paulo Alexandre Coelho Abranches2
Energy Platform
Marcelo Lamar Pereira Simão2
Audit & Risk 
Management Committee
Coordinator and independent member
Eduardo de Toledo
Antonio Augusto Torres 
de Bastos Filho
Rogério Sekeff Zampronha
Eduardo Silveira Mufarej
Kristian Schneider Huber1
Eduardo de Toledo 
(independent member)
Gustavo Rocha Gattas  
(independent member)
Rachel Ribeira Horta 
(independent member)
Maria Helena Pettersson
Ricardo Scalzo
Flavio Cesar Maia Luz
Walter Iorio
Terms last until the Annual General 
Meeting that will resolve the accounts 
for the year ended December 31, 2021. 
Term of until 2023.
Members in office at 12/31/2022. 
Term of until 2023.
Members in office at 12/31/2022.
Deputy Chairman of the 
Board of Directors
Roberto da Cunha Castello Branco
(independent member)
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
ABOUT
28
SUSTAINABILITY REPORT 2021

Audit & Risk 
Management Committee
The committee’s core responsibility is to advise the 
Board of Directors on assessing and monitoring 
issues related to the independent audit, the quality 
and completeness of internal control mechanisms 
and quarterly information, interim and financial 
statements, as well as monitoring risk contingency 
plans and actions and proposing the Board of 
Directors update the Risk Matrix or adopt corrective 
measures and structural improvements. As a technical 
board that guarantees the transparency and quality of 
the financial information disclosed by the Company 
to the market, it should meet whenever necessary, but 
at least once every two months, so that accounting 
information is always examined before its publication.
Note that Omega Energia's Internal Audit activities 
began in 2022, whose duties consist of independently 
and impartially monitoring and assessing the 
quality and effectiveness of the Company’s internal 
controls and risk management process, as well 
as checking compliance thereof with the other 
policies and regulations in place at Omega.
Board of Directors
Omega Energia's Bylaws state that the Board of 
Directors shall consist of at least three and most nine 
members who can be elected and removed at any time 
by the General shareholders meeting for a unified term 
of two years, with re-election permitted.
It has a chairman and deputy chairman, with the 
latter independent, appointed from within the 
board, with at least 20% of its members having to 
be independent. In 2022, Omega’s Board changed 
the number of directors to nine, including four 
independent members, accounting for 44% of 
its make-up, much higher than the percentage 
recommended by the best governance standards.
The group’s responsibilities include defining the 
Company's long-term strategy, overseeing 
management and performance of the bylaws and 
setting the general principles governing Omega 
Energia's initiatives. 
To view the rules of 
procedure of the Board of 
Directors click here.
Oversight Board
Nonpermanent board convened at the Extraordinary 
General Meeting held December 23, 2021. It is an 
independent mechanism for overseeing and verifying 
the work of our executives (Board of Directors and 
Executive Board) to directly report to our shareholders. 
In addition, it holds periodical meetings to review and 
comment on the Company’s Annual Report, financial 
statements and quarterly information. 
Executive Board
Our Executive Board consists of at least one officer 
and at most five officers - who can be appointed and 
dismissed at any time by the board of directors for 
a unified term of one year, after which reelection is 
permitted. The CEO is tasked with conducting the 
operations of the holding company Omega Energia, 
as well as monitoring all the Executive Board’s work, 
in accordance with the guidelines outlined by the 
Board of Directors, and engaging in the steering 
and delivery of activities related to the Company’s 
general planning and coordinating the work of the 
company’s teams. The CFO and IR Officer shall ensure 
compliance with the financial targets and guidelines 
established by the board of directors. The Officer 
with no specific title shall assist the CEO, CFO and IR 
Officer in the performance of their duties, as well as 
practicing normal management acts of the Company. 
GRI 102-19, 102-20, 102-32
To see all the resumes 
of the members of 
our Board of Directors, 
Oversight Board, 
Statutory Executive 
Board and Audit & Risk 
Committee, please 
access this link on our 
Investor Relations page.
To view the rules of 
procedure  
of the Oversight Board,  
click here.
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
ABOUT
29
SUSTAINABILITY REPORT 2021

Assessment and 
compensation
More than an excellent reputation and solid 
experience, we seek to ensure that management’s  
expertise can handle the challenges we face. 
We mapped out ten areas of expertise, which 
concentrate the  expertise related to core business 
risks. Company management was selected with 
the aim of fully completing this portfolio. 
During 2021, 14% of business risks mapped 
out were classified as “high”, and 85% were 
concentrated in the pillars: Energy industry, Risk 
management and Governance. These three 
pillars concentrate 43% of the expertise mapped 
in our management, showing a high degree of 
correlation amongst the main challenges and 
risks of the Company with the expertise of its 
senior management and Board of Directors.
GRI 102-22, 102-24, 102-35, 102-36
Tech
Environment
Governance
Sustainability
Power  
sector
Risk manage-
ment
Finance (M&A, 
investments)
Entrepreneurship
Commercial/ 
sales
Legal/ 
regulatory
Experience in a manage-
ment or sponsor capacity 
at a tech company, in 
relevant digitization or au-
tomation projects, and/or 
in corporate technology 
and digitization functions.
Responsible for environ-
mental risk management, 
important environmental 
projects and/or obtaining 
the licenses necessary 
for the implementation 
of projects.
Vast experience as a 
member of corporate 
governance bodies 
and/or widely recog-
nized credentials.
Experience in a man-
agement or  sponsor 
capacity at companies 
with strong sustainabil-
ity governance.
Prior experience in 
the power sector—
in generation, dis-
tribution or turbine 
manufacturing 
companies.
Risk managing fi-
nancial, investment 
or asset develop-
ment/operation 
risks.
Prior experience in 
investments, M&A or 
other finance-related 
areas.
Experience in a man-
agement or sponsor 
capacity developing 
new business, solutions 
and innovative projects.
Expertise in project 
sales/commercial 
functions.
Prior experience 
managing legal 
and/or regulatory 
affairs.
1 In 2022, the Ethics, People and Sustainability committees were closed down to be transformed into squads as part of a more agile cultural dynamic.
Skills of governance board members1
Board of 
Directors
Oversight 
Board
Executive 
Board
Audit & Risk 
Committee
Ethics  
Committee
People  
Committee
Sustainability 
Committee
Skills
9 members
3 members
4 members
3 members
4 members
3 members
4 members
Tech
8
0
2
1
2
2
1
Environment
3
0
2
1
2
1
2
Governance
9
3
3
3
3
2
3
Sustainability
5
0
1
1
3
2
3
Power sector
6
1
4
2
3
2
3
Risk management
6
3
2
3
4
3
3
Finance (M&A, 
investments)
8
3
2
3
3
3
3
Entrepreneurship
5
0
1
0
2
2
1
Commercial/sales
5
0
3
1
2
2
1
Legal/regulatory
2
0
1
0
2
1
2
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
ABOUT
30
SUSTAINABILITY REPORT 2021

Board Performance
In September 2021 the Board of Directors approved 
the Performance Assessment Policy of Directors, 
Offiicers, and Committee Members, which structured 
the procedures for assessing governance bodies. 
The document stated that the assessments 
of the Executive Board, Board of Directors and 
Committees as collegiate bodies and their respective 
members individually will be conducted annually 
by the Chairman of the Board of Directors. 
The executives’ overall compensation is approved 
annually at the General Shareholders’ Meeting. A 
Compensation Policy was also approved for the 
Executive Board and Board of Directors in 2021. 
The goal was to consolidate methodologies 
that attract, retain and motivate the best 
professionals at the Company, nurturing a system 
of meritocracy, with acknowledgment linked to 
exceptional performances, fostering an “ownership 
mindset”, through additional variable incentives 
depending on performance and compliance with 
our principles and organizational culture.
This methodology of providing incentives in the 
form of Variable Compensation and long-term 
incentives applies to the Executive Board. It does 
not include the Board of Directors, Oversight Board 
and Audit and Risk Management Committee.
GRI 102-28, 102-37
2019
Salary
PRV1
Options Plan2
Benefits
Other3
Total
Board of Directors
83.33%
0.00%
0.00%
0.00%
16.67%
100.00%
Executive Board
18.95%
62.82%
11.45%
0.40%
6.39%
100.00%
Oversight Board
-
-
-
-
-
-
Audit and Risk Management Committee
83.35%
0.00%
0.00%
0.00%
16.65%
100.00%
2020
Salary
PRV1
Options Plan
Benefits
Other
Total
Board of Directors
84%
0%
0%
0%
16%
100%
Executive Board
19%
63%
11%
0%
6%
100%
Oversight Board
87%
0%
0%
0%
13%
100%
2021
Salary
PRV1
Options Plan
Benefits
Other
Total
Board of Directors
80%
0%
0%
0%
20%
100%
Executive Board
22.15%
67.12%
0%
0.44%
10.20%
100%
Oversight Board
80%
0%
0%
0%
20%
100%
Audit and Risk Management Committee
80%
0%
0%
0%
20%
100%
Proportion of each element in total compensation
1 PRV = Variable Compensation Plan.
2 This item was completed based on the CVM's regulations and accounting rules regarding the topic. Given the features of the Options Plans, the 
amounts related to share options awarded under these plans do not constitute “compensation” for labor, tax and social security purposes.
3 Includes all entitlements under Brazilian labor regulations (vacation pay, 13th salary) and 
payroll charges (social security and Severance Indemnity Fund (FGTS)).
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
ABOUT
31
SUSTAINABILITY REPORT 2021

2021 Targets
Weight in 
corporate metrics
Result 
obtained
Key fact
Attraction  
and retention
2.0%
0.6%
Formation of the team within the expected SLA, but we lost more people than 
projected as a target.
Risk 
Management
1.0%
1.0%
No risks not mapped out in our matrix materialized, for which mitigation and 
remediation plans had already been addressed.
Health and 
Safety
2.0%
0%
Completion of the Health and Safety Policy, but we did not achieve our zero 
accidents target.
ESG Action 
Plan
1.5%
1.5%
Delivery of the Plan’s actions in the year: joining the GHG Protocol; issuing 
I-RECs and carbon credits; human rights campaign; publishing our People 
Manifesto and joining the Business Initiative for Integrity and Transparency.
Total
6.5%
3.10%
2022 Targets
Weight in 
corporate metrics
Goals
Attraction  
and retention
4.0%
Team retention.
Risk 
Management
1.0%
Zero occurrence of critical risks mapped in our matrix.
Health and 
Safety
5.0%
Zero tolerance for serious accidents and instilling a health and safety culture through initia-
tives such as the campaign of NRs 10, 11, 23 and 35 and comprehensive health initiatives.
ESG Action 
Plan
5.0%
Implementing an Action Plan with targets including: preparing the decarbonization plan; 
obtaining gold status in the GHG protocol; responding to the Disclosure Insight Action (CDP)/
Task Force on Climate-related Financial Disclosures (TCFD); ongoing implementation of 
the SGA in the Chuí cluster and Southeast; implementing social impact methodology; 
scaling up the scope of Janela para o Mundo.
Total
15%
Compensation 
Co-entrepreneurs’ variable compensation is 
determined 80% by corporate targets and 20% by 
individual performance assessments. Corporate 
targets are directly related to the ESG targets and 
the five priority SDGs (further information in Our ESG 
Journey) not just for senior management and the 
Sustainability and ESG board, but for the entire team.
In 2022, ESG targets as a proportion of the 
Company’s targets increased by 241%  
(from 6.5 to 15%), which demonstrates the 
alignment of incentives and investments around 
the topic, from the integration of our operations 
and the formation of a new executive board.
GRI 102-37
241%
is the increase in 
the representation 
of sustainability 
in our corporate 
targets
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
ABOUT
32
SUSTAINABILITY REPORT 2021

At Omega Energia, we believe that acting with ethics 
and respect for values in all steps of our business is 
the start of a sustainable journey to building a better 
society. We strive for these principles and values to be 
embedded in our organizational culture and practiced 
on a daily basis by our teams and third parties.
Under the ESG umbrella, our  Compliance 
framework consists of a senior executive 
team, namely:  the Sustainability and ESG 
Board and corporate legal division.
Approved by the Board of Directors in 2019, the 
Integrity Program covers topics germane to the 
ethical conduct of co-entrepreneurs and partners in 
their dealings with public and private entities such as 
corruption, conflicts of interest, fair competition, image 
preservation, donations and sponsorships, public 
contracts and tenders, gifts, work environment, and 
financial discipline, among others. The construction 
and current measures to cement the program 
aim to prevent unethical conduct and mitigate 
risks relating to public and private corruption.
As a means of objectively assessing the extent 
to which this program will be able to achieve this 
goal, the methodology used was that provided 
by the Federal Audit Court (Controladoria-Geral 
da União - CGU) to verify potential reductions in 
fines for companies that adopt a Quality Integrity 
Program. The maximum potential reduction is 
4%, and as a result of the measures rolled out in 
2021 we estimate that the Company can achieve 
a score equivalent to a reduction of nearly 3%. 
Monitoring the Program’s management and nurturing 
discussions and resolutions about mitigating, 
precautionary and disciplinary measures and actions 
is the responsibility of the Ethics Committee.
GRI 102-16, 102-17, 103-2, 103-3 | 205 | 206
Ethics & Compliance
Unfair competition 
Omega respects its competitors and wants to 
compete fairly. It is committed to free competition 
and strives to achieve an equitable, competitive 
market. The Company recognizes the importance 
of protecting free enterprise and the observance 
and enforcement of competition law. Therefore, 
agreements, commitments or any interaction with 
competitors intended to limit, exclude, or dissimulate 
free competition or free enterprise are prohibited.
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
ABOUT
33
SUSTAINABILITY REPORT 2021

Transparency channel
To provide greater visibility and clarity to the Program’s 
policies and practices, we streamlined and facilitated 
access for all stakeholders to these documents, by 
creating the Transparency Channel. A single page 
on our site presents various documents related to 
ethics and compliance, such as our Code of Conduct, 
Anti-corruption Policy, Sustainability Policy, Socio-
environmental Policy, Health and Safety Policy and 
Information Security Policy. These documents are 
reviewed and updated periodically and undergo 
approval of the Company’s management bodies.
To also make the subject increasingly accessible 
and all co-entrepreneurs more aware of it, we 
created a page about Compliance and internal 
policies in the internal communications channel 
most used (workplace), which periodically publishes 
straightforward posts about the main topics 
addressed in the Code and other policies, in order 
to expand the team’s repertoire around the topic 
and to simplify more complex topics in a fun way.
Another important mechanism is the Compliance 
Portal, a digital platform created by our tech team, 
provided so that co-entrepreneurs can record dealings 
with government agents and request the approval 
of gifts, hospitality, donations and sponsorship.
GRI 103-2, 102-17, 102-33, 102-34, 205-2
CONFIDENTIAL HOTLINE 
Omega Energia's Confidential Hotline is provided so 
that all stakeholders can report any and all conduct 
which possibly breaches our Integrity Program 
and related policies or appears to contravene 
some legal and regulatory standards in force.
All reports made through the Confidential Hotline 
are handled by an independent company outside 
of Omega Energia, specializing in analyzing and 
addressing queries, concerns, suggestions or 
grievances, guaranteeing impartiality and absolute 
confidentiality - if so desired by the whistleblower.
Reports to the system flow in such a way as to 
ensure effective investigation by Compliance, the 
Ethics Committee and/or the Board of Directors. 
To guarantee the impartiality and rigidity of the 
system, any complaints that mention the person in 
charge of Compliance are forwarded to the CEO and 
any complaints mentioning the CEO are forwarded 
to the chairman of the Board of Directors.
Our Confidential Hotline addressed and 
resolved five complaints in 2021. The main 
topics addressed were violations of the Code of 
Conduct, and moral and sexual harassment.
The Confidential Hotline is 
available via our site and on 
0800 450 4509, 
from 8 AM to 8 PM 
Monday to Saturday.
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
ABOUT
34
SUSTAINABILITY REPORT 2021

Anti-corruption 
We believe that education is the springboard for 
strengthening our ethical conduct and year in, 
year out we, therefore, invest in various formats 
and models of training to truly avoid any type 
of anti-corruption legislation violations.
All co-entrepreneurs were trained in the Code of 
Conduct and Anti-Corruption Policy in 2019, and 
signed statements of awareness and adherence. 
In 2020 and 2021 we prioritized specific training 
for people assigned to our own and third-party 
plants, and for those with more interaction or 
risk of interaction with government agents.
Compliance headlines in 2021
5 complaints  
identified, addressed and resolved 
Issues: 
Violation of the Code of Conduct 
Moral harassment 
Sexual harassment
97% of the team  
trained in the Integrity Program
GRI 103-2, 103-3| 205, 102-17, 102-33, 102-34
In February 2022 we launched 
online training in the Code of 
Conduct and 97% of our team has 
currently received this training in 
respect of key corruption issues.
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
ABOUT
35
SUSTAINABILITY REPORT 2021

Risk management
The risk management model at Omega Energia aims 
to comply with the main area frameworks such as ISO 
31000, the Committee of Sponsoring Organizations 
of the Treadway Commission (COSO), and the Institute 
of Internal Auditors (IIA). It also monitors quantitative 
and qualitative metrics to measure company risks.
Our risk matrix is fully reviewed, reassessed, and 
updated every 12 months on a zero-base basis. 
It is also actively and continuously monitored 
throughout the year. This way we constantly 
increase the granularity of our maps; our analyses 
include economic, environmental, and social topics. 
This process allows us to find the “owner” of each 
of the six pillars of our risk matrix, increasing the 
accountability of all stakeholders, actively and 
comprehensively managing the implementation of 
mitigating measures and contingency plans, and 
monitoring indicators. This enables us to prevent 
weaknesses and issues that could jeopardize our 
business, and ensures our expansion takes place 
amid solidity, financial flexibility and sustainability.
The Company's financial statements for 2021 
were audited by EY. Omega also has a statutory 
Risk Management and Audit Committee, which 
is the main oversight and risk monitoring system 
and also supports the constant search for a 
stronger and better risk management model.
To analyze the risk associated with credit and 
structured transactions we use a proprietary system 
of counterparty risk, which is based on the best 
practices used by the main rating agencies, tailored 
to our business. By tracking these risks on a monthly 
basis, we have been able to keep a healthy and 
diversified credit portfolio that ensures we can be 
agile in capturing new business, always in line with 
the appetite for risk defined by the Board of Directors 
and monitored by the Risk Management team.
GRI 102-11, 102-15, 102-30
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
ABOUT
36
SUSTAINABILITY REPORT 2021

Risk Matrix
Operational
Resources
Market
Credit
Liquidity
Technology & 
Information
 Asset operational 
efficiency
 System availability
 Power generation 
deviations
 People and internal 
processes
 Environmental, legal 
and regulatory risks
 Energy reallocation 
mechanism (MRE)
 Estimated discharge 
and solar and wind 
resource where our 
assets are located
 Changes in economic 
indicators and market 
pricing (e.g. inflation, 
interest rates, difference 
settlement pricing)
 Risks of noncompliance 
with customer or 
investment contracts
 Ability to meet 
financial obligations
 Higher transaction 
costs in the electricity 
trading market
 Information technology 
and cybersecurity
 Unavailability 
of IT assets
 Loss of data integrity
Follow-up management
(Risk Management function and individual risk owners)
Audit and Risk  
Management Committee
Business Risk Management
Board of  
Directors
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
ABOUT
37
SUSTAINABILITY REPORT 2021

Stakeholder 
engagement
ENGAGEMENT 
INTEGRITY AND TRANSPARENCY
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
ABOUT
38
SUSTAINABILITY REPORT 2021

Omega Energia considers all parties we 
impact to be stakeholders. We believe that 
maintaining close relations with all stakeholders 
is crucial: after all, we live and breathe in an 
interconnected world and sustainability relies 
on value being created and shared with all.
We seek a convergence of interests so that together 
we may create a virtuous circle of value creation. 
After checking with our stakeholders and profound 
reflection on the part of our leadership, we decided to 
make structural changes to improve the transparency 
of practices already in existence. These changes 
are described throughout this report and include:
Our relationship activities have 
always kept us connected to our 
stakeholders, as we listen to their 
concerns and use them to shape 
our sustainability agenda
Stakeholder  
engagement
• Reviewing our Materiality Matrix after 
consulting our stakeholders (page 15);
• Taking an even greater leadership 
position in the agenda of renewables 
and providing cheaper energy to all 
Brazilian citizens (page 22);
• Deepening our commitments to the 
environmental agenda, such as by reporting to 
the Task Force on Climate-related Financial 
Disclosures (TCFD) and setting decarbonization 
targets (page 63);
• We explained the correlation between the 
expertise of the Committees and Board with the 
risks mapped in our matrix (page 30);
• Improving SASB reporting, with all indicators 
in line with the business and no overlaps with 
the GRI, such as: IF-EU-000.A, IF-EU-000.B and 
IF-EU-000. and 
(page 67);
• Quarterly publication of ESG 2022 targets in 
greater detail in financial releases (page 32);
Our initiatives in response 
to stakeholders
ENGAGEMENT 
INTEGRITY AND TRANSPARENCY
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
ABOUT
39
SUSTAINABILITY REPORT 2021

Approach to engagement and main topics covered1
Stakeholders
Means of relationship
Key topics  
and concerns raised 
Engagement objectives
Clients
Customer relationship chat service, telephone interactions, 
email, social media and commercial meetings. Customer 
service, customer help desk, events and Confidential Hotline.
Quality of service, customer 
orientation, a diversified, high-quality 
product portfolio.
Address and resolve requests 
and queries, as well as promoting 
integrated solutions.
Communities
In-person interaction, email, telephone interaction, WhatsApp 
messaging and discussion forums (Eg. Diálogos project - MA)
Promoting community engagement, 
the positive impact that drives 
regional development and settling 
any conflicts. 
Actively listening to maintain 
dialog, mitigating any negative 
impacts
and advancing regional 
development.
Suppliers and business 
partners
Meetings and conference calls with suppliers. Ombudsman 
channel, supplier service channel, events, Confidential Hotline 
and Unsafe Conditions Reporting Channel.
Occupational health and safety. 
Contractor working conditions.
Developing suppliers with a view 
to a mutually rewarding long-term 
partnership in a virtual cycle of 
growth.
Government,  
regulators and 
Environmental agencies  
Strategic, political, institutional and technical meetings, working 
groups and events, advocacy through trade associations.
Compliance with laws and 
regulations.
Public administration principles. 
Media
Email, responses to media queries and requests for interviews 
with Omega Energia executives and information about our 
business and operations.
Accountability, image management 
and reputation.
Disclosure of facts and opinions 
transparently.
Investors and financiers
Telephone interaction, IR email messages, IR website, general 
meetings, virtual meetings, conferences, webinars, roadshows, 
earnings calls and online surveys.
Business performance and creating 
shareholder value.
Transparency and greater 
expertise about the company 
in order to maintain a close 
relationship between investors, 
financiers and Omega Energia.
Trade associations
Discussion forums, meetings, letters, email, telephone 
interaction, participation in public hearings and publication of 
technical papers.
Membership of trade associations.
Building partnerships and closer 
engagement with experts, 
advocating for initiatives 
supporting the development of 
the industry.
The Omega Energia 
Team/
Co-entrepreneurs
Internal communications (Workplace, Teams), workshops, 
mentoring, online surveys, events, service channel for our team, 
Confidential Hotline and Unsafe Conditions Reporting Channel.
Attracting and retaining talents, 
training and career plans. Workplace 
conditions.
Performance against targets, 
workplace conditions and well-
being.
GRI 102-8,103-2, 103-3 | 401, 402, 408, 409, 412
In addition to these initiatives adopted, we highlight 
relationship actions that allow us to be permanently 
connected to stakeholders, listening to their concerns 
and providing feedback on our sustainability agenda:
1 The frequency of engagement with the listed stakeholders is frequent.
ENGAGEMENT 
INTEGRITY AND TRANSPARENCY
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
ABOUT
40
SUSTAINABILITY REPORT 2021

Our team
Omega Energia's team consists of 283 people who 
we call co-entrepreneurs, as our organizational culture 
encourages each person to act on a daily basis with 
an owner mindset and entrepreneurial spirit. 
Each person’s mission is to contribute to business 
growth, always maintaining dynamism, agility and 
customer centricity.
We are committed to defending human rights 
and will not tolerate any form of discrimination or 
bias, with relationships that are always based on 
respect and inclusion. We believe all ideas should be 
heard so that all may be co-authors of our story.
Human Rights policies and procedures are 
disclosed in our Code of Conduct and are part 
of our standards, which repudiate any form of 
discrimination and forbid child, forced, or slave-
like labor. All agreements signed by the company 
have clauses to this effect, and technical material 
on this topic is also provided to social projects. 
We constantly disseminate our culture with 
engagement measures that use all available direct 
communication channels with the team. Using 
direct, easy-to-understand language, the values and 
practices of the People Manifesto are disclosed by 
the Experience and Workplace team, and fostered 
during workshops, surveys, and other periodic events.
GRI 103-2, 102-8, 103-3 | 401, 402, 408, 409, 412
Workforce by region
Region
2019
2020
2021
Northeast
27
25
33
Southeast
118
119
239
South
0
5
10
United States
0
0
1
Total
145
149
283
1 In 2021, we opened our headquarters in (USA) 
and hired our first employee in the location.
2 N/A in 2019 and 2020, as the Statutory Executive 
Board's grouping only began to be reported in 2021.
Employees by age group 
2019
2020
2021
Under 30
67
53
117
30 to 50
73
89
156
Over 50
5
7
10
Total
145
149
283
Workforce by employee category
2019
2020
2021
Statutory Executive Board
8
7
7
Non Statutory Executive 
Board2
N.A.
N.A.
11
Senior Leadership
8
4
25
Directors
3
7
8
Technicians
8
11
16
Management
30
31
33
Specialists and engineers
12
13
60
Assistants and Analysts
76
76
123
Total
145
149
283
ENGAGEMENT 
INTEGRITY AND TRANSPARENCY
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
ABOUT
41
SUSTAINABILITY REPORT 2021

Given our fast-paced growth, the People 
and Experiences area found it necessary 
to take initiatives focused especially on 
talent development and retention.
Individual development is based on shared 
experiences, the constant stimulus of new 
challenges and, depending on the capabilities of 
each co-entrepreneur, embracing opportunities 
of added depth and/or breadth.
In 2021, team mandates changed by 9% in order 
to acknowledge and create new development 
opportunities. In other words, 25 people 
stepped into new positions, deepening or 
expanding the scope of their activities based 
on their competencies and flexibility.
Benefits
When it comes to compensation and benefits, each 
year Omega Energia conducts a market survey to 
make sure it has a competitive incentives package 
that is in line with creating value for the business 
and its stakeholders. All our co-entrepreneurs, 
with the exception of our Board members and 
interns, are hired under the CLT (registered) 
GRI 103-2, 103-3 | 202| 404, 401, 401-1, 401-2, 401-3
Percentage of the work force who received regular performance and 
career development reviews in 2021 
Employees
Men
Women
Total
Statutory Executive Board
100%
100%
100%
Non Statutory Board
66.67%
100%
81.82%
Senior Leadership
100%
100%
100%
Technicians1
93.75%
N.A.
93.75%
Management
100%
100%
100%
Specialists and engineers
91.67%
83.33%
90.00%
Assistants and analysts
92.31%
93.10%
92.68%
Total2
90.32%
91.75%
91.75%
Workers
Men
Women
Total
Interns
80.00%
100%
83.33%
1 In 2021 there were no female technicians.
2 The total number of employees receiving regular performance reviews corresponds to the 2021 
cycle, with the remaining 8.25% having already undergone the process in the previous cycle.
regimen.  Co-entrepreneurs and interns receive 
the same basket of benefits - meal and grocery 
vouchers, medical/dental care, and life insurance.
In 2021 we folded grocery, meal and transportation 
vouchers into the Caju card, so people have 
flexibility of using the benefit as needed. As 
part of the well-being front, in addition to the 
Quilometragem (running group) and Várzea 
(soccer group) programs, we included the ZenKlub 
platform that offers benefits such as meditation 
through psychotherapy at lower prices.
Training
In 2021, we started a coaching program for officers as 
well as group and individual mentoring for the entire 
Company. We also began tracking average training 
and coaching hours for all Company personnel.
We also provided training required by regulations for 
different categories such as working at heights or in 
confined spaces, working with electricity, first-aid, fire 
brigade, and defensive driving.
Attracting, retaining 
and nurturing talent
ENGAGEMENT 
INTEGRITY AND TRANSPARENCY
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
ABOUT
42
SUSTAINABILITY REPORT 2021

Compensation
We also offer a partnership program for which all 
those considered key for business development are 
eligible, such as statutory and non-statutory officers, 
managers, supervisors, and others. This extends to 
our service providers. Our stock option plan aims to 
align the interests of our shareholders and our team 
and is also used as a means to recognize people 
and retain the best talents. In 2021, 6% of our co-
entrepreneurs participated in the partnership plan.
Compensation is comprised of a fixed portion 
of 13 monthly wages a year, corrected annually 
based on collective bargaining agreements, and a 
variable portion. Variable compensation is based 
on profit sharing and performance assessments 
using the following criteria: 80% on group targets 
made up of operational, financial, strategic, and 
organizational performance, and 20% on individual 
performance assessments that use cultural, 
functional, performance, and purpose metrics.
All co-entrepreneurs go through two annual 
performance assessments: Radar and 360 
Assessment. The goal is to individually assess each 
team member, connecting individual deliveries, 
competencies, mindsets, and initiatives to company 
results. This process allows us to broadly and deeply 
analyze each individual, promoting a virtuous circle of 
meritocracy, aligning incentives and developing people. 
GRI 404-3
1 Radar
An assessment of skills 
and results achieved in 
the first six months by the 
employee’s direct manager.
AUGUST
2 Merit Committee
An annual meeting with strategic 
leaders to review performance 
and agree on roles and incentives.
SEPTEMBER
4 HR Committee
An annual meeting with strategic 
leaders to discuss employee 
performance and potential.
JANUARY
3 Annual 360º 
assessment
Assessment of competencies 
and performance in the year by 
employees’ network (managers, 
peers, team, internal clients).
JANUARY
annual variable 
remuneration
promotions, positions, 
salaries and benefit 
packages
1
4
2
3
Our Performance Cycle is made up of the following steps
We have annual windows for performance reviews, establishing roles 
and responsibilities and reviewing agreements with the team.
ENGAGEMENT 
INTEGRITY AND TRANSPARENCY
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
ABOUT
43
SUSTAINABILITY REPORT 2021

Health & Safety is one of our priority material themes, 
also reinforced by our stakeholders to be addressed by 
Omega Energia. This combines our goal of promoting 
a safe and healthy environment, our growth strategy, 
and our goal to become a reference in ESG. We believe 
that by ensuring a safe and healthy workplace, we also 
galvanize our relationships and build a legacy that 
consolidates Omega as the company we want to be.
Health and safety is imperative in our operations 
and a priority in our decision-making and activities. 
We are proactive and use Preliminary Risk Analysis 
(PRA) as a tool to ensure mitigation measures are 
mapped and implemented. Where an unmapped 
safety risk is identified, the relevant person notifies 
their superior and, together, they agree on how the 
relevant task can be performed safely. From August 
to December 2021, when our Health and Safety 
Reporting Channel was created, we have been 
able to proactively identify and correct 249 unsafe 
conditions and behaviors. The process used to 
investigate accidents and near-misses enables ample 
disclosure of lessons learned, albeit after-the-fact. 
Health and safety
GRI 103-2, 103-3 | 405 | 406, 403-3, 403-4, 403-5, 403-6, 403-10, 405-1
Disseminating a culture of safety
To strengthen a Culture of Excellence in Health and Safety among our 
team and suppliers, in 2021 we created the Health and Safety practice 
and hired a dedicated team to work on developing the health and 
safety system. Our non-negotiable commitment and rules have been 
consolidated and broadly disclosed, with the creation of Occupational 
Health and Safety Policy, Rules for Life, Accident and Near-miss 
Standard, and a Health and Safety Reporting channel for reporting 
unsafe behaviors and incidents, and for making positive comments. 
In addition to systematic Safety Dialogs at all our generating parks 
and asset construction sites, we provide specific qualification and 
recycling training for each position, some of which may be extended 
to third-parties. 
 
Once a month, the Internal Accident Prevention Committees 
(Cipas) meet with representatives of all service providers at every 
operating facility to discuss any safety incidents, monitor measures 
implemented, and foster the improvement of local practices. 
The Safety Guardians committee, created in 2021, is comprised 
of managers and directors. It meets every two weeks to discuss 
strategy and area performance and process effectiveness. 
Monthly meetings are held 
at all operating facilities to 
discuss safety events, monitor 
measures implemented, and 
foster local improvements.
ENGAGEMENT 
INTEGRITY AND TRANSPARENCY
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
ABOUT
44
SUSTAINABILITY REPORT 2021

Our health and safety training matrix was revised 
in 2021 and adjusted for the activities and risks 
to which each individual is exposed. Non-required 
trainings were added, and the more critical 
ones offered using hybrid or in-person models. 
Service providers must also complete the training 
matrix, which is continuously monitored.
There were no reports of occupational diseases 
affecting our co-entrepreneurs in 2021. Monitoring is 
the responsibility of our Occupational Health 
Surveillance Program (PCMSO), whose goal includes 
periodic checkups of the entire team. 
To protect their physical health, all co-entrepreneurs 
have health and dental insurance with no co-pay 
and regional or national coverage that includes the 
right to be reimbursed for procedures not covered. In 
terms of comprehensive care, in 2021 we provided 
a mental health care platform (ZenKlub) for every 
team member and their direct family members. It also 
provides annual flu vaccines and physical exercise 
programs such as running, yoga, and football.
Supporting the Covid-19 vaccine roll-out
Due to the ongoing Covid-19 pandemic, in 2021 our priority 
remained protecting the physical and psychological health and 
well-being of our team and their loved ones. Since the onset 
of the pandemic, we have had a consulting infectologist to 
validate protocols, guide people, and monitor registered cases. 
As soon as the vaccine became available, we encouraged 
employees to get vaccinated and provided logistics support for 
field staff to allow them to get to health centers and back. This 
benefit was extended to contractors. As a result, 98% of our 
team had been vaccinated by the end of 2021. Our initiatives 
to help fight the pandemic in the community are described in 
the chapter titled Our Socio-environmental commitment.
All Omega Health and Safety programs, 
policies, and practices are based on ISO 
45.001:2018 and on the regulations of the 
Brazilian Ministry of Labor and Social Security.
GRI 103-2, 103-3 | 403-3, 403-4, 403-5, 403-6, 403-10 | 405, 405-1, 406 
Diversity and inclusion
Omega Energia provides opportunities for each 
and every one of us in a diverse, sensitive, and 
plural way, with no bias. Our mindsets and conduct 
envisage a diverse workplace, in which respect 
provides the foundation for everyone to have 
a real feeling of belonging and representation 
by the company, its values and initiatives.
Omega's Code of Conduct and People Manifesto 
repudiate all forms of discrimination or prejudice 
due to color, race, gender, ethnic origin, age, 
economic situation, nationality, geographic 
origin, physical, mental, or psychiatric condition, 
family relations, religion, political position, sexual 
orientation, or any other identity factor.
Professionals are also recruited in a totally impartial 
manner. We analyze the technical requirements, and 
the fit between candidates and the Omega culture 
and mission, including our integrity standards. We 
do not have quotas or targets in this respect.
As a natural outcome of this culture of respect, our 
first Diversity Census conducted in 2021 by self 
identification found that 27.27% of respondents said 
they were brown or black; 20.88% said they had no 
religious beliefs; and 6.06% said they were LGBTQIA+.
ENGAGEMENT 
INTEGRITY AND TRANSPARENCY
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
ABOUT
45
SUSTAINABILITY REPORT 2021

Customers and consumers
GRI 102-12
One of Omega Energia’s guiding principles is 
customer-centricity: we are obsessed with delivering 
the best for people, and work to empower consumers 
and create passionate customers. We focus on 
identifying and offering end-to-end solutions for all 
sorts of customers, nurturing trust-based relationships 
and working ethically and transparently.  Sharing 
our purpose with clients  helps enable long-term, 
sustainable, and competitive negotiations. More 
than customers, we have causes and partnerships.
Contracts can be signed in just a few clicks using 
our digital platform. If there are any questions 
the commercial team can be contacted via chat 
to quickly provide support or solve the issue. At 
Omega Energia our desire is to build trust-based 
relationships and capture customer loyalty.
2021 was a special year for us in terms of empowering 
electricity consumers, as we were active participants 
in the debate on Distributed Generation (DG), and 
took a lead position in the Luz Livre (MLL) (Free 
Light) movement. Both initiatives are described 
in the chapter titled Regulatory Leadership. 
Number of customers served and total electricity delivered
Type of agent
2019
2020
2021
Total
Large customers
Different client count
22
38
26
86
Different contract count
25
49
44
118
Sum of GWh1
1,631
7,836
8,503
17,970
Medium and small clients
Different client count
7
60
103
170
Different contract count
9
61
109
179
Sum of GWh1
98
1,657
1,264
3,019
Total Portfolio
Total different client count
29
98
129
256
Total different contract count
34
110
153
297
Sum of GWh1
1,729
9,494
9,766
20,989
1 The sum of GWh represents the total volume of the contract over the entire contractual 
term (eg: 8 years), considering the year the operation was closed (eg: closed in 2021).
Click here to see and 
sign the Movimento 
Luz Livre petition
ENGAGEMENT 
INTEGRITY AND TRANSPARENCY
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
ABOUT
46
SUSTAINABILITY REPORT 2021

SASB IF-EU-000.A, IF-EU-000.B
Omega 360: transforming together
Another important market engagement activity, which is in 
synergy with the Luz Livre [Free Light] movement, is the online 
Omega 360 event, with over 1.5 thousand registrations, including 
representatives from 1.2 thousand companies spanning 
multiple industries, from automotive OEMs to paper and plastic 
manufacturers, and even small merchants and individuals.
For three days between September 21 and 23, 2021, personalities 
and experts interacted virtually with the audience on themes 
such as sustainability and transforming realities; entrepreneurial 
spirit; and the power of dissatisfaction with the status quo. They 
had the chance to rethink the electric energy sector in Brazil 
together, from a perspective of 100% renewable sources and more 
competitive costs, promoting positive socioeconomic impact.
See more here about 
the movement 
Movimento Luz Livre.
Watch the video of the 
event Omega 360.
We are a digital company, we use technology to 
be more creative and agile, without dehumanizing 
customer service.
At the start of the pandemic for instance, we 
proactively contacted several of our customers to 
overcome difficulties and jointly develop financial 
solutions. At the same time, we launched the 
product with full flexibility, adding value to Omega 
Energia’s portfolio and customers.
ENGAGEMENT 
INTEGRITY AND TRANSPARENCY
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
ABOUT
47
SUSTAINABILITY REPORT 2021

We have a close relationship with our investors; 
we foster engagement, dialog, and transparent 
relations. Frequent dialog with investors is ensured 
in the form of market information frequently posted 
on our Investor Relations website, along with 
mailings, conferences, and non-deal roadshows 
that strictly comply with the Information Disclosure 
Policy, which combines the standards, rules of 
procedure and internal procedures used to ensure 
that publicly disclosed data is gathered, processed 
and reported in an accurate and timely fashion.
One significant outcome of this broad and transparent 
engagement with our investors was an increase 
in Omega’s shareholder base in 2021, a trend 
that has been a constant in recent years. By late 
December, the Company had over 13 thousand 
investors, compared to only nine thousand in 2020 
(a 147% increase), and three thousand in 2019.
Spearheaded by our Investor Relations team, 
we ensure that reliable information is disclosed 
in our official communication channels, such 
as B3 and CVM systems, which provide 
free access to documents such as:
•	 Corporate News
•	 Shareholder Notices
•	 Company Announcements
•	 Financial statements in accordance 
with International Financial 
Reporting Standards (IFRS)
•	 Quarterly Earnings Releases
•	 Integrated Annual Sustainability Report
To facilitate access to our Investor Relations team we 
provide the “Speak to IR” channel on our website that 
connects directly to a team that answers questions 
about the company. This is also the channel to join 
the mailing list and receive relevant information 
as soon as it is disclosed by the company.
Shares and Debt in 2021
In January we issued a share offering 100% on the 
secondary market that brought in some R$ 955 
million, amid strong demand in our shareholder base, 
as well as new investors in Brazil and abroad. During 
the process, new and current investors recognized 
Omega Energia’s history of creating value, its recurrent 
ability to allocate funds, and the future outlook for 
consolidating and unlocking the value of digitization, 
along with growing recognition of our ESG journey.
Furthermore, in May 2021, we issued a new set of 
Green debentures, continuing our pioneering effort 
in Green Bonds in the electricity industry. This issue 
brought in R$ 1.05 billion to refinance the debts of the 
Chuí and Gargaú complexes, creating tangible value for 
investors by reducing the associated financial costs, 
and improving the company’s debt payment profile.
Investor relations
Share ownership
In December 2021 the Company 
had more than 13 thousand 
investors, an increase of 147% 
compared with the previous year
See more on our 
Investor Relations page 
ri.omegaenergia.com.br
ENGAGEMENT 
INTEGRITY AND TRANSPARENCY
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
ABOUT
48
SUSTAINABILITY REPORT 2021

Most service providers retained by Omega 
Energia are involved in management and 
implementation of new assets. This strategy is 
the result of the fast pace of growth and seeks to 
ensure scalability of the management model.
The asset management supply chain is primarily 
made up of long-term contractors that maintain our 
generation plants and power facilities (substations 
and transmission lines) and provide miscellaneous 
services such as facility cleaning and security.
The supply chain for implementation is made 
up of builders who work from clearing and earth 
moving through electro-mechanical equipment 
installation. These suppliers are mobilized and 
demobilized as needed, depending on the stage 
of the project. Numerous other service providers 
are also involved in support activities such as 
environmental studies, environmental permitting 
and monitoring, social management, technology, 
and telecom services, among others.
We believe sustainability is strongly interconnected 
with the practices of our supply chain. This is why 
our Health and Safety Policy, our Rules for Life, and 
Accident and Near-miss policies are legally binding 
attachments to all our service agreements. The 
entire supply chain is aware that it must follow the 
Code of Conduct and Anti-corruption policy. All 
contracts include a clause stating that we repudiate 
all forms of child, forced, or slave-like labor. 
In 2021 we qualified suppliers using labor, health, 
and safety criteria. All suppliers that provide 
labor must be qualified to provide services 
for the organization. Before starting any job, 
suppliers must qualify and provide proof that 
they meet the minimum requirements. If any 
license or qualification has an expiration date, 
we ask for renewal at the appropriate time.
By late 2021, a continuous monitoring platform 
managed by an independent consulting firm had 
over 160 registered suppliers. In 2022, Omega plans 
to build and implement a more comprehensive 
methodology to assess supplier contracting, based 
on high standards of management in all ESG pillars.
GRI 102-9, 102-10, 103-2, 103-3 | 407, 408,  409, 414, 408-1
Supply chain
We at Omega Energia believe 
sustainability is strongly 
interconnected with the 
practices of our supply chain
ENGAGEMENT 
INTEGRITY AND TRANSPARENCY
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
ABOUT
49
SUSTAINABILITY REPORT 2021

Our neighbors
We are supporting players in the transformation 
of the lives of the children, youth, and adults 
who live in the communities surrounding 
our operations and new projects in the 
implementation phase, through both the social 
projects that make our eyes shine, embrace what 
the Company believes in and values the most, and 
direct and transparent relations. To learn about 
how we relate to and interact with our neighbors 
and our projects on behalf of community 
socioeconomic development, please read about 
our Private Social Investment in the chapter 
titled Our Socio-environmental Commitment.
ENGAGEMENT 
INTEGRITY AND TRANSPARENCY
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
ABOUT
50
SUSTAINABILITY REPORT 2021

Our socio-environmental 
commitment
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
SOCIO-
ENVIRONMENTAL
INNOVATION 
ABOUT
51
SUSTAINABILITY REPORT 2021

We believe our activities are only truly sustainable 
if we are able to align interests and create 
and share value with all stakeholders. 
As a result, in line with the company’s Sustainability 
Policy and the concepts of its Code of Conduct 
and Anti-Corruption Policy, in 2021 we created our 
Socio-environmental Policy with guidelines that 
underpin the actions taken to fulfill our purpose. This 
enables integrating the social and environmental 
dimensions to Omega’s business strategy.
We go beyond legal requirements and develop 
actions and projects to enable significant 
positive impact in the situations we are part 
of. Below we describe how this comes about 
and the main results in each dimension.
Private social investment 
We think and act like good neighbors, we are 
willing to listen, converse, and care for shared 
spaces, contributing to mutual development. This 
is the commitment of our Sustainability Policy.
GRI 103-2, 103-3 | 203 | 413| 203-2, 413-1
Our socio-environmental commitment
Neighbor testimonials
“I live in Gentio do Ouro and 
would like to say something 
about Omega Energia, 
which landed in our region 
and immediately started 
making a difference. I see 
the company has respect 
This is why, as soon as we purchase an operating 
asset or build a new plant, we immediately start 
to interact with the communities and other 
local players by developing a social diagnosis 
based on active listening to all stakeholders and 
secondary data (e.g. socioeconomic, health, 
and safety. The two main goals are to:
1.	 Create suitable and effective relationship and 
communication processes and channels to maintain 
a constructive, collaborative, and transparent dialog.
2.	 Propose and develop compliant and relevant socio-
environmental projects and initiatives for the regions.
We think globally and act locally. Based on a social 
diagnostic and the application of methodologies 
for community engagement and approximation, 
we create suitable dialog channels to meet any 
demands of the communities we join. We also 
build a suitable social strategy for each region. 
Throughout 2021 we held forums to listen to 
local players as part of our Dialog Project, which 
consists of periodic meetings with partner 
Community Associations in the MA Delta to answer 
questions and update data, among others.
We also maintain the social communication projects 
required for obtaining environmental permits that, 
among other initiatives, call for Venture Monitoring 
Committees, which have existed at the facility 
we are currently building in Bahia since 2021.
for our community. We all have an active voice, and all of us 
are heard. It has implemented a number of social projects 
and investments, especially the Education Center. I was 
amazed at this project for our children and youth. This facility 
is very good for the town. Omega Energy knows how to get 
things done and is the face of sustainability in our region.”
Jari Moreira Dias 
resident of Gentio do Ouro, Bahia
SOCIO-
ENVIRONMENTAL
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
ABOUT
52
SUSTAINABILITY REPORT 2021

Simple, specific, and 
purposeful solutions
We seek to promote socio-economic development 
with autonomy in our geographies, and the proactive 
role played by each person in overcoming obstacles 
and achieving superior results, especially through 
education and income generation projects.
We embrace opportunities to build simple and 
specific solutions that are aligned with our purpose, 
and value the vocation and characteristics of every 
community, enabling permanent and consistent 
solutions for creating shared value. Below we 
demonstrate how this happens and the main 
results achieved across these three dimensions:
GRI 103-2, 103-3 | 203, 203-2, 413, 413-1
Education
Income  
generation
Good  
neighbors
SOCIO-
ENVIRONMENTAL
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
ABOUT
53
SUSTAINABILITY REPORT 2021

Janela para o Mundo Education Centers are our 
main volunteer social investment in education. In 
December 2021, the third Window to the World 
Education Center in Gentio do Ouro (Bahia) joined the 
centers in Ilha Grande, Piauí, which opened in 2017, 
and in Paulino Neves, Maranhão, completed in 2020.
Window to the World Education Centers are designed 
to become a facility for formal and informal education, 
with the infrastructure required for different courses 
and activities, fostering social integration in the 
communities as a location for interaction and the 
exchange of knowledge. All these activities are part 
of a virtuous circle and based on a cross-sectional 
pedagogical network that binds together all knowledge, 
focusing on concrete and purposeful learning.
The curriculum is the basis for Center activities. The 
Centers translate all we believe about education 
into action. Courses are offered free of charge 
and range from Extra Tutoring in Portuguese 
and Math, Sem Barreiras (No Barrier) (e.g. Libras 
(Brazilian sign language) and audio description), 
New Information and Communication Technologies 
(NICT), English as foreign language, and university 
entrance prep courses. In 2021, in addition to 
new pedagogical projects we launched courses 
such as: Virando a Chave (Turning the Key) to 
encourage micro-entrepreneurs with mentoring, 
guidance, tools, and resources to enhance local 
business, and Let’s Code to train developers. 
Education
Inspiring educational journeys 
and better opportunities now 
and in the future
SOCIO-
ENVIRONMENTAL
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
ABOUT
54
SUSTAINABILITY REPORT 2021

Academic development
Provide the conditions needed for teaching 
and learning and improved school 
performance; prepare students to take 
and pass university entrance exams.
Income generation
Encourage local entrepreneurism, offering 
opportunities for productive activities that 
will create jobs and income, always looking 
to the future.
Employability
Enable access to vocational courses and 
professional knowledge suitable to the market 
and local job opportunities, increasing 
employability and enabling personal and 
professional development.
Objectives of the Janela para o 
Mundo Education Center:
In 2021, more than 5,310 hours of hybrid 
classes and activities were offered to 320 
students, with results including:
12 students 
with grades above the national 
average for essay writing in 
the Enem1, with 6 scoring 
in excess of 800 points
9 admissions
in selective processes for 
higher education amongst 
a class of 15 students
4 honorable 
mentions 
2 at the Brazilian Public 
School Mathematics Olympiad 
(Obmep) and 2 at the Maranhão 
Mathematics Olympiad (OMM)
3 new 
businesses 
created by our students
12 people 
entering the jobs market, including 
3 as Young Apprentices or interns
1 According to the Anísio Teixeira National Institute for Educational Research 
(Inep), the average score in essay writing was 588.74 points.
The main challenges for 2022 will be to upscale and 
implement a strategy to measure the positive impact 
of the Janela para o Mundo Education Centers.
To find out more about the 
Window to the World Education 
Centers, click here.
SOCIO-
ENVIRONMENTAL
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
ABOUT
55
SUSTAINABILITY REPORT 2021

Income generation
See below our sustainability cases, where we 
believe that the most important such cases in 
2021 was the Seeds of the Delta program.
In 2021, our main sustainability case was 
Sementes do Delta [Seeds of the Delta], created 
as part of an environmental requirement to enable 
reforestation of 92 hectares in Parnaíba and 
Ilha Grande, around our wind parks in Piauí.
We built a greenhouse for seedlings and saplings, 
and created an association titled ECOSEMDELTA, 
which translates to the Association of Seed Gatherers 
and Sapling Producers in the Parnaíba Delta, which 
gathers and sells native seeds. Omega was its first 
customer. This association will open the market for 
selling seeds and saplings to different companies in 
the region and enable it to participate in public tenders.
By purchasing native seeds we are ensuring jobs 
and income in the surrounding community, and 
planting forests that will help the decarbonization 
process. This project also gave rise to the Semeando 
[Seeding] project, that provides ad-hoc and enduring 
environmental education initiatives at our Education 
Centers. The first initiative to create a WhatsApp 
group to discuss themes like how to reuse foods, how 
to build worm farms, and how to germinate plants.
Sementes do Delta is our main 
sustainability case as a single 
project combines reforestation, 
income generation, and education
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
SOCIO-
ENVIRONMENTAL
INNOVATION 
ABOUT
56
SUSTAINABILITY REPORT 2021

Da Raiz ao Grão (From Root to Grain)
After revamping and automating the Vila de Gameleira do 
Assuruá Flour House (manioc flour) in 2020, the second 
phase of the Root to Grain project was a 200-hour course 
to train “Rural Agents in Farm to Market Manioc Crops” 
in 2021. Over 20 local farmers participated in theoretical 
and practical classes to improve the use of the new tools 
offered by the Flour House and how to clean and sanitize 
equipment. They also learned about sales and marketing 
techniques, entrepreneurism, and how to sell different 
products such as manioc chips and bio-jewelry.
Aqualuz 
Aqualuz is innovative and ecologically correct equipment 
created to serve families in developing nations, providing 
access to potable water and water safety. This is a well-
documented treatment method based on using the sun 
for disinfection, resulting in water that is completely 
free of bacteria. We installed 100 Aqualuz devices in 
homes in the rural area of Gentio do Ouro and Xique-
Xique, in Bahia, benefiting 100 households in eight 
rural communities, positively impacting 400 people.
SOCIO-
ENVIRONMENTAL
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
ABOUT
57
SUSTAINABILITY REPORT 2021

In 2021, as the pandemic continued and new 
Covid-19 variants emerged, we continued 
our efforts to fight, prevent, and mitigate 
the impact of the disease, such as a R$ 3.5 
million contribution to the BNDES effort 
titled Salvando Vidas [Saving Lives]. 
This amount went entirely to purchasing 
personal protective equipment (PPE), and 
setting up four oxygen plants for philanthropic 
hospitals in the towns of Quixadá (CE), Natal 
(RN), Barreiras (BA) and Xique-Xique (BA).  
During this same period we sent 1,295 
basic baskets of food to the population in 
Parnaíba and Ilha Grande (PI), and renewed 
our partnership with Unicef Brazil and EDF 
Renewables to donate medical equipment 
(oxygen concentrators, oximeters, and 
thermometers), as well as personal protective 
equipment (PPE). This initiative directly 
benefited over 70 thousand people, and some 
240,200 indirectly, helping fight Covid-19. 
Our COVID-19 response
Good neighbors
Being a good neighbor also means caring for the 
health and well-being of people. For this reason, 
in 2021 we continued to invest in measures 
to help fight Covid-19 and other initiatives to 
improve the living conditions of those living in 
the communities surrounding our operations. 
Casa do Agricultor [Farmer’s House]: in 2021 
we built a Casa do Agricultor in Chuí, RS where 
the City Department of Agriculture and EMATER 
(Technical Assistance and Rural Extension 
Corporation) operate. This facility also has 
experimental greenhouses to better serve micro-
entrepreneurs and family farmers in the region. 
Revamping and restoring the Cultural Center: 
work was completed in 2021 on a facility that 
houses the Chuí City Department of Sports, 
Culture, Tourism, and Leisure. It has become 
a multi-use Cultural Center that includes the 
City Library and will offer its own programs and 
provide space for arts and crafts exhibits..  
Health care Center: a reference in medical care 
for the population in Chuí, we invested to revamp 
and expand its main facility by over 190 square 
meters. This addition enabled an increase in the 
number of visits and tests, and increased both 
convenience and comfort. This center now offers 
services such as physical therapy, psychology, 
and internal medicine, specialties for which 
equipment was available, but were impossible 
to provide as there was insufficient space.
Social services: In 2021 we also completed the 
construction of a facility to house the CRAS in Chuí 
(Social Assistance Referral Centers) and revamped 
a building housing the Board of Guardians, making 
it possible to provide better quality services, and 
increase capacity by 30%. We are also building 
the CRAS in Pinhos to provide social services 
to the population of Santa Vitória do Palmar. 
SOCIO-
ENVIRONMENTAL
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
ABOUT
58
SUSTAINABILITY REPORT 2021

Environmental 
Management System
Omega’s Environmental Management System (EMS) 
is a tool within our Sustainability Policy through which 
we strengthen environmental management across 
the organization and ensure all of our activities are 
aligned with our purpose. Based on ISO 14,001, our 
Environmental Management System (EMS) was 
implemented in Maranhão in 2020, and in Piauí in 
2021. In 2022 it will be implemented in the Southeast 
and Chuí, and in the entire Assuruá complex in 2023.
In 2021 we also implemented environmental 
management software to manage the environmental 
permits in our portfolio, and oversee compliance 
with the conditions imposed, and monitor 
environmental management at the Company in 
general. The software has an interface to visualize 
these modalities, as well as a version for computer. 
It also has a specific app for mobile devices that 
stores the data from on-site inspections. It can 
also generate reports and monitoring dashboards, 
available to anyone with access to the software.
Continued implementation of the EMS in other 
Omega clusters includes training for the user-
administrators responsible for providing the 
Company’s energy consumption to the Environment 
team that in turn, calculates and monitors the 
indicators use to calculate emissions.
Based on ISO 14,001, 
our Environmental 
Management System 
(EMS) was implemented 
in Maranhão in 2020, 
and in Piauí in 2021.
SOCIO-
ENVIRONMENTAL
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
ABOUT
59
SUSTAINABILITY REPORT 2021

Biodiversity
Our Environmental Management System (SGA) 
promotes a culture of protecting and respecting 
biodiversity and ecosystems in our geographies, 
and the efficient use of natural resources. All 
assets must meet environmental requirements 
in order to mitigate any impacts caused.
Although the implementation of our ventures has a 
restricted geographical reach, vegetation may need 
to be cleared for the construction of transmission 
lines, substations, dams, photovoltaic panels and 
wind turbines, affecting water quality and some 
groups of fauna, such as fish, birds and bats. 
However, these impacts are assessed during the 
study phase and control, prevention and offsetting 
actions are presented to the environmental 
agencies, which validate and issue the licenses and 
permits necessary to implement the ventures.
See below the environmental protection 
initiatives deployed in the vicinity of our 
operational assets, as well as projects carried 
out in protected or rehabilitated habitats:
GRI 103-2, 103-3 | 304, 304-1, 304-2, 304-3
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
SOCIO-
ENVIRONMENTAL
INNOVATION 
ABOUT
60
SUSTAINABILITY REPORT 2021

Assuruá Cluster 
Located in the state of Bahia, this cluster 
produces wind energy in an area occupying 
28 km². It is partly located within a protected 
area (APA Lagoa de Itaparica), a terrestrial 
ecosystem. It had a sapling plantation occupying 
0.4 km2 of caatinga, which used the muvuca 
direct-seeding method, drawing on a pool 
of seeds of native species to the region.
Delta Maranhão 
This is a wind farm covering a total area of 
39.50 km2. It is located nine kilometers from a 
fully protected area (the Lençóis Maranhenses 
National Park). It is also nested within a 
protected area (APA da Foz do Rio Preguiças), 
both harboring coastal marine biodiversity.
Delta Piauí 
This wind farm produces energy in an area of 
36.1 km2. It is located within a protected area 
(APA Delta do Parnaíba) harboring coastal marine 
biodiversity. A nursery was built in Piauí state in 
2021, with the capacity to generate 50 thousand 
saplings/year. This project aims to maximize 
the potential of an environmental requirement in 
wind farms in Piauí state to reforest 92 hectares 
in the region of Parnaíba and Ilha Grande. We 
expect to begin recovering an area of 30 hectares 
in 2022. See more in the Seeds of the Delta 
Project in the topic Private social investment.
Indaiá Grande e 
Indaiazinho SHP 
Located in Mato Grosso do Sul, this 
plant is surrounded by some 0.64 km² 
of APP areas of the Cerrado biome. 
Serra das Agulhas SHP 
Located in Minas Gerais, we planted saplings 
under the “muvuca” technique, recovering an area 
of approximately 0.26 km² of Cerrado vegetation.
SOCIO-
ENVIRONMENTAL
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
ABOUT
61
SUSTAINABILITY REPORT 2021

The fully renewable, low cost energy we produce 
helps to mitigate the impact of climate change 
on the planet every day. Each year it avoids the 
emission of tons of greenhouse gases (GHG) - 
1,583 thousand tCO2 in the past three years, 891 
thousand tCO2 in 2021 alone. In this way we help 
fight global warming according to the guidelines of 
the Paris Agreement, and the commitments in our 
Sustainability and Socio-environmental Policies.
According to the IPCC 2021 report, which projects 
different greenhouse gas emission scenarios 
and their possible impacts on global weather, the 
North, Southeast, and South of Brazil will suffer 
different meteorological impacts in the coming 
decades. Thus, one of our premises is the active 
management of our portfolio and the acquisition and 
operation of renewable energy assets of different 
generating sources and in different geographies.
In order to make strategic decisions regarding 
expanding our energy output we have the 
support of our own team of meteorologists, and 
artificial intelligence tools so that studies and 
models consider the cyclic nature of climate. 
Our diversity strategy on this front includes:
•	
Low correlation between our 
Indaiás, Gargaú and Pirapora, Assuruá 
and Ventos da Bahia, Chuí, Delta 
Maranhão and Delta Piauí assets;
•	
Power supply agreements indexed 
to inflation, and with counterparties 
with high credit ratings; and
•	
A majority of regulated power supply 
agreements with four-year terms.
GRI 102-11, 103-2, 103-3 | 305, 305-1
Climate strategy
Regardless of the fact we are a 100% renewable 
energy generation utility, we are committed to 
compiling an inventory on our greenhouse gas 
emissions and proposing feasible initiatives to 
mitigate these emissions. We accordingly compiled 
our GHG inventory in accordance with the Brazilian 
GHG Protocol methodology and in 2020 we 
received silver status for reporting scopes 1, 2 and 
3 (business trips and waste). Our target for 2022 is 
to achieve gold status by having our GHG inventory 
independently assured by an Inmetro-accredited body.
In 2021, Omega sold 3,586,386 
Carbon Credits and 142,209 
RECs from our clean energy 
generation assets.
SOCIO-
ENVIRONMENTAL
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
ABOUT
62
SUSTAINABILITY REPORT 2021

Direct greenhouse gas emissions (tCO2 equivalent)1, 2, 3, 4 
Scope 1 GHG
2019
2020
2021
Production of electricity, heat or steam
81.50
198.60
72.73
Physical-chemical processing
0
10.30
21.58
Transportation of materials, products, waste, workers and 
passengers
0
0
172.85
Fugitive emissions 
0.07
15.50
18,358.04
Total gross CO2 emissions
81.57
224.40
18,625.20
Biogenic emissions – Scope 1
2019
2020
2021
Total
21.50
39.90
61.23
1 The calculations include the gases CO2, CH4, N2O, HFCs and SF6.
2 The increase in scope 1 - fugitive emissions was due to an extraordinary event occurring in Delta Maranhão, resulting in the asset being 
shut down for two weeks.
3 These figures are subject to change after submission to the GHG Protocol.
4 Our inventory underwent independent assurance by Bureau Veritas Certification in accordance with the requisites 
of the standards NBR ISO 14064 and the Specifications of the Brazilian GHG Protocol Program.
We seek to play a leading role in terms of climate in the 
renewable energy sector. Our commitment for 2022 
therefore goes beyond meeting the requirements of 
Disclosure Insight Action (CDP) and the Task Force on 
Climate-related Financial Disclosures (TCFD): we will 
present Omega Energia’s Decarbonization Plan with 
targets to reduce emissions and will sign up to the 
Science Based Targets Initiative (SBTi) methodology.
We obtained Renewable Energy Certificates (RECs) 
equivalent to our electricity consumption in 2021, 
which assure that the electricity consumed in our 
operations is derived from clean assets, reducing 
our carbon footprint. As a result, we assured that our 
indirect emissions from purchased electricity (scope 2) 
using the market-based approach were zero in 2021.
GRI 305-1, 305-2 , SASB IF-EU-110a.1, IF-EU-110a.2
Energy indirect GHG emissions (tCO2 
equivalent) 
Scope 2
2019
2020
2021
6.50
12.00
50.49
The calculations include the gas CO2.
As a result of the business combination (which led us 
to recording not just operational assets but also 
assets under implementation), in 2021 our GHG 
inventory saw a substantial rise in emissions, as we 
included the works on building Assuruá 4 and the 
Education Center in Bahia.
Renewable Energy Assurance Statement
The offsetting of the Scope 2 greenhouse gas emissions of
Omega Energia S.A.
Rua Elvira Ferraz, n° 68, 12° andar, conjuntos n° 123 e 124, Vila Olímpia, 
São Paulo/SP CEP: 04552-040 CNPJ 42.500.384/0001-51
has been assured in accordance with ISO 14064-3:2019 in accordance 
with the requisites of ISO 14064-1:2018
SGS verified the compliance of the 405 RECs (Renewable Energy 
Certificates) generated by “Testa Branca III Energia S.A.” and referred to 
as BlockC. These certified that the emissions of 53 tCO2e reported in 
“Scope 2” for electricity consumed in 2021 (405 MWh) can be reported 
as equal to zero.
SOCIO-
ENVIRONMENTAL
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
ABOUT
63
SUSTAINABILITY REPORT 2021

Other GHG emissions (tCO2 equivalent)1, 2, 3, 4
Scope 3
Upstream
2020
2021
Upstream transportation and distribution
0
37.86
Waste generated in operations
51.3
33.81
Business travel
65.9
186.80
Subtotal
117.3
258.47
Downstream
2020
2021
Downstream transportation and distribution
0
184.60
Effluents generated in operating activities
0
20.69
Subtotal
0
205.29
Total
117.3
463.76
Biogenic emissions – Scope 3
2020
2021
Total
0.8
6.24
1 The calculations include the gases CO2, CH4, N2O, HFCs and SF6.
2 Data is unavailable for 2019.
3 These figures are subject to change after submission to the GHG Protocol.
4 Our inventory underwent independent assurance by Bureau Veritas Certification in accordance with the 
requisites of the standards NBR ISO 14064 and the Specifications of the Brazilian GHG Protocol Program.
Greenhouse gas emissions intensity 1, 2, 3, 4
2019
2020
2021
Total GHG emissions (t CO2 equivalent)
81.6
224.4
19,139.70
GHG emissions intensity
0.02
0.05
2.71
1 The calculations include the gases CO2, CH4, N2O, HFCs and SF6.
2 The emissions intensity calculation includes the Company's emissions based on generation 
output in the year (GWh) and direct emissions from our operations (Scopes 1, 2 and 3).
3 Data is unavailable for 2019.
4 These figures are subject to change after submission to the GHG Protocol.
GRI 305-3, 305-4, SASB IF-EU-110a.3
In 2021, Omega sold 3,586,386 
Carbon Credits and 142,209 RECs from 
our clean energy generation assets.
SOCIO-
ENVIRONMENTAL
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
ABOUT
64
SUSTAINABILITY REPORT 2021

In addition to being a company focused on the 
generation and trade of energy produced from 
100% renewable sources, Omega itself consumes 
relatively little energy. In addition to neutralizing 
our Scope 2 emissions with Renewable Energy 
Certificates (RECs), ensuring all the energy 
Omega uses is clean and carbon-neutral, we 
constantly strive to be more efficient. 
It is worth pointing out that our operating assets 
are spread across Brazil, in areas far from urban 
centers. Thus, and more frequently during the 
Covid-19 pandemic, the Company team moves 
around primarily by automobile. In this type of 
travel we prioritize the use of biofuels available at 
the locations in question. So much so that in 2021 
the use of non-renewable fuels increased only 5%, 
while the use of renewable fuels increased 700%.
Our administrative offices optimize energy use 
with simple economy and awareness tools such as 
automatic shut-off switches. In 2021, we moved our 
largest office (São Paulo) to a Leed (Leadership in 
Energy and Environmental Design)-certified building.
Between 2020 and 2021 our electricity use increased 
50%, but much of this is the result of the return to 
in person work by most of our co-entrepreneurs.
In this same period energy sold increased 195%. This 
growth is justified as, by combining businesses, 
Omega Energia consolidates the full volume sold by 
the trader.
We are also qualified to issue Renewable Energy 
Certificates (RECs) and Carbon Credits, both 
important environmental products that, as per the 
Paris Agreement, enable offsetting or neutralizing 
the carbon emissions of our customers.
GRI 102-12, 103-2, 103-3 | 302, 302-1
Energy efficiency
SOCIO-
ENVIRONMENTAL
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
ABOUT
65
SUSTAINABILITY REPORT 2021

Total energy consumed (GJ)
2019
2020
2021
Nonrenewable fuels
1,988.1
4,394.1
4,595.2
Renewable fuels
21.7
41.0
287.0
Energy (electricity) consumed
313.6
705.3
1,437.0
Electricity sold
13,875,480.0
16,757,640.0
49,440,913.8
Total
-13,873,156.6
-16,752,499.6
-49,434,594.6
Energy consumption within the organization
Fuels (GJ)
2019
21.7
1,520.0
468.1
Subtotal 1,988.1
Total 
2009.8
Total 
4435.1
Total 
4882.2
2020
41.0
3,050.0
1,344.1
Subtotal 4,394.1
2021
287.0
2,632.8
1,962.3
Subtotal 4,595.2
GRI 302-1
Gasoline
Diesel
Ethanol
Nonrenewable sources
Renewable sources 
SOCIO-
ENVIRONMENTAL
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
ABOUT
66
SUSTAINABILITY REPORT 2021

Total purchases and sales 
recorded at CCEE 
SASB IF-EU-000.A Number of customers of Omega 
Energia 
In 2021, our free market base was 
129 customers. 
SASB IF-EU-000.B Total electricity delivered  
In 2021, electricity sold in the market amounted to 
9,065 GWh. 
SASB IF-EU-000.E Total wholesale electricity 
purchased  
In 2021, electricity purchased in the free market 
amounted to 4,616 GWh. 100% under bilateral 
contracts with major generators and traders. 
11,223 GWh
Regulated market
Wholesale
Total wholesale electricity purchased
Total electricity delivered
16,286 GWh
Energy consumption outside of the 
organization
2019
2020
2021
Electricity  
consumed (GJ)
N.A.
N.A.
42,747.2
Total electricity delivered (11,223 GWh in 
the regulated market and 16,286 GWh in 
wholesale)
Buyer
2019
2020
2021
Total
Total GWh
9,921
8,523
9,065
27,509
Total wholesale electricity purchased
In GWh
2019
2020
2021
Total
Total GWh
6,071
4,446
4,616
15,134
GRI 302-2 | SASB IF-EU-000.E
SOCIO-
ENVIRONMENTAL
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
ABOUT
67
SUSTAINABILITY REPORT 2021

Our environmental team proactively works to prevent 
any impacts from the generation of solid and/or 
hazardous waste, in accordance with the guidelines of the 
Management Plan, an integral part of our SGA, compliant 
with the Brazilian National Solid Waste Policy (Federal 
Law 12.305). We hold internal awareness raising and 
training talks as well as monitoring non-compliances 
and seeking to identify points of improvement.
Quarterly training was provided in 2021 under 
the solid waste management program, as well as 
adapting waste bays in operations in the states of 
Maranhão and Piauí. For 2022 we expect to continue 
training and adapting waste bays in operating 
assets in the South-east, Midwest and South.
GRI 103-1, 103-2 | 201-2 | 306, 306-1, 306-2, 306-3, 306-4
Waste management
Total waste diverted from disposal, by composition 
in metric tons (t)  1, 2
Composition
2020
2021
Used oil
16.7
21.47
Waste from the water/oil sep-
arator system (SAO)
-
19.5
Sink tank sludge
-
197.80
Total
16.7
238.77
Total waste diverted from disposal, by recovery operation in metric tons (t)1,2,3
2020
2021
Hazardous
Onsite
Offsite
Total
Onsite
Offsite
Total
Recycling
-
-
-
0
197.80
197.80
Subtotal
-
-
-
0
197.80
197.80
Nonhazardous
Onsite
Offsite
Total
Onsite
Offsite
Total
Preparation for reuse
0.70
0
0.70
4.78
0
4.78
Recycling
6.60
9.40
16.00
0
36.19
36.19
Subtotal
7.30
9.40
16.70
4.78
36.19
40.97
Total
7.30
9.40
16.70
4.78
233.99
238.77
1 The sale of oil for refinement as nonhazardous waste was reported in 2020. In 2021 this material is reported as hazardous, including waste 
from the water/oil separator system (SAO). Part of the oil used was re-filtered (4.78t) and reused within the operation, with the remainder sold 
to a firm specializing in refining and reusing oil.
2 Data is unavailable for 2019.
3 Onsite means within the organization and offsite means outside the organization.
1 Data is unavailable 
for 2019.
2 Both waste from 
the SAO system and 
sludge from think tanks 
were collected by duly 
licensed and authorized 
companies, and directed 
to suitable treatment.
SOCIO-
ENVIRONMENTAL
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
ABOUT
68
SUSTAINABILITY REPORT 2021

About this report
ABOUT
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
69
SUSTAINABILITY REPORT 2021

About this report
This first edition of our Sustainability Report as Omega 
Energia includes economic, social, environmental 
and governance information from the Company’s 
multiple business fronts, as well as initiatives, 
performance and results achieved between January 
01 and December 31, 2021. However, as we view 
the business combination from the perspective of 
continuity and longevity, the data and information 
for years 2019 and 2020 reported here depict the 
Company before the combination, whereas the data 
and information for 2021 depict the Company's 
consolidation into a single Omega, except where 
stated otherwise in footnotes to these indicators. 
This annual report complies with Global Reporting 
Initiative (GRI) Standards, the worldwide standard 
for sustainability reporting. In order to comply with 
best transparency and reporting practices, this 
document also follows the integrated reporting 
guidelines and frameworks of the International 
Integrated Reporting Council (IIRC) and the 
Sustainability Accounting Standards Board (SASB). 
The content and scope of this report were 
based on our new materiality matrix, compiled 
as part of a thorough process described in the 
chapter “Our ESG Journey”, where the seven 
material topics also inform the organization 
of chapters, including the titles thereof.
The GRI Standards applied in this report are 
independently assured by Bureau Veritas. 
GRI 102-12, 102-46, 102-50, 102-52, 102-53, 102-56
For further information please 
contact: 
https://certification.bureauveritas.
com.br/fale-conosco/
The scope of this 
report was based on 
seven material topics 
explained in the chapter 
Our ESG Journey
ABOUT
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
70
SUSTAINABILITY REPORT 2021

D&O compensation 
Board of Directors
Statutory Executive Board
Oversight Board1
2019
2020
2021
2019
2020
2021
2020
2021
Total no. of members
8
8
8
2.9 2
3
3
3
3
No. of compensated 
members
2
2.67 2
3
3
3
3
2
3
In Reais (R$)
Salary/fees
444,000.00
639,934.20
771,181.60
2,792,681.70
3,164,669.80
3,497,055.30
174,553.80
547,625.60
Direct and  
indirect benefits
–
–
–
69,925.10
66,865.90
68,942.40
–
–
Other3
88,800.00
121,193.80
154,236.30
995,293.60
1,067,328.40
1,611,257.60
26,831.40
109,525.10
Profit sharing
–
–
–
3,562,797.20
10,492,991.20
10,612,004.20
–
–
Share-based
–
–
–
–
1,911,839.20
–
–
–
Total
532,800.00
761,128.00
925,417.90
7,420,697.50
16,703,694.50
15,789,259.50
201,385.20
657,150.70
1 There was no Oversight 
Board in 2019.
2 The decimals denote the 
change in the number of 
members over the year, as it 
is based on the average for 
12 months. Members of the 
Statutory Executive Board 
were changed in 2019, with an 
officer leaving in January and 
another joining in February 
(2.92). Another director 
joined in May 2020 (2.67).
3 Includes all entitlements 
under Brazilian labor 
regulations (vacation pay, 13th 
salary) and payroll charges 
(social security and Severance 
Indemnity Fund (FGTS)).
Appendices
ABOUT
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
71
SUSTAINABILITY REPORT 2021

93
98
186
52
Total: 145
Total: 149
Total: 283
51
97
Men
Women
2019
2020
2021
Employees by employment contract type1 and employment type 2, by gender
1 All employees have a permanent contract.
2 All employees work full-time.
Workers and individuals on governance 
bodies
2019
2020
2021
Interns
8
4
12
Governance body 
members1
3
3
18
1 Only compensated members of the Board of Directors were 
considered to be members of governance boards in 2019 and 
2020. All members of the Board of Directors, Oversight Board, 
Statutory Committee (Audit and Risk Management) and the 
Statutory Executive Board were included in the account in 2021.
Employees hired
2019
2020
2021
No.
Rate1
No.
Rate1
No.
Rate1
By age group
Under 30
42
0.6
16
0.3
95
0.8
Between 30 and 50
31
0.4
21
0.2
66
0.4
Over 50
0
0
2
0.2
2
0.2
Total
73
0.5
39
0.2
163
0.6
By gender
Men
45
0.4
31
0.3
105
0.6
Women
28
0.5
8
0.1
58
0.6
Total
73
0.5
39
0.2
163
0.6
By region
Northeast
12
0.4
4
0.2
14
0.4
Southeast
56
0.5
30
0.2
143
0.6
South
0
0
5
1
5
0.5
United States
N.A.
N.A.
N.A.
N.A.
1
1
Total
68
0.5
39
0.3
163
0.6
1 Rate of new hirings.
ABOUT
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
72
SUSTAINABILITY REPORT 2021

Terminations
2019
2020
2021
No.
Rate1
No.
Rate1
No.
Rate1
By age group
Under 30
14
0.5
11
0.2
54
0.4
Between 30 and 50
11
0.5
17
0.1
38
0.2
Over 50
0
0
2
0.2
2
0.2
Total
25
0.5
30
0.2
94
0.3
By gender
Men
15
0.5
25
0.2
62
0.3
Women
10
0.4
5
0.1
32
0.3
Total
25
0.5
30
0.2
94
0.3
By region
North-east
5
0.3
6
0.2
10
0.3
Southeast
43
0.3
24
0.2
80
0.3
South
0
0
0
0
4
0.4
United States
N.A.
N.A.
N.A.
N.A.
0
0
Total
48
0.3
30
0.2
94
0.3
1 Rate of new hirings.
Turnover rate1
2019
2020
20212
By age group
Under 30
0.19
0.09
0.26
Between 30 and 50
0.14
0.13
0.18
Over 50
0
0.01
0.01
Total
0.34
0.23
0.45
By gender
Men
0.21
0.19
0.3
Women
0.13
0.04
0.15
Total
0.34
0.23
0.45
By regional distribution
Northeast
0.06
0.03
0.04
Southeast
0.34
0.18
0.39
South
0
0.02
0.02
United States
N.A.
N.A.
0
Total
0.34
0.23
0.45
1 Calculation methodology: [(hirings + terminations)/2]/total headcount.
2 The increase occurred because hirings outperformed 
terminations. The proportion of hirings in relation to the number 
of terminations was 30% in 2020, rising to 73% in 2021.
GRI 401-1
ABOUT
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
73
SUSTAINABILITY REPORT 2021

Parental leave
2019
2020
2021
Employees entitled to parental 
leave
Men
93
98
186
Women
52
51
97
Employees who took parental 
leave
Men
1
1
1
Women
2
2
3
Employees who returned to work 
during the reporting period after 
parental leave ended
Men
1
1
1
Women
1
1
3
Employees that returned to work 
after parental leave ended that 
were still employed 12 months 
after their return to work
Men
1
1
1
Women
1
1
3
Rate of return
Men
100%
100%
100%
Women
100%
100%
100%
Retention rate
Men
100%
-
100%
Women
50%
-
100%
Ratio of standard entry-level wage compared to local minimum wage
By gender
2019
2020
2021
Men
Women
Men
Women
Men
Women
Entry-level wage paid by the organiza-
tion
1,508.30
2,144.20
1,531.25
2,144.20
1,531.25
1,324.90
Minimum salary as established by 
legislation or the relevant union
1,439.00
1,439.00
1,439.00
1,439.00
1,218.15
1,218.15
Percent ratio
104.8
149.0
104.1
149.0
125.70
108.76
GRI 202-1, 404-1, 404-3
ABOUT
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
74
SUSTAINABILITY REPORT 2021

Average hours of training per year per 
employee
By gender
2019
2020
2021
Men
14.0
22.9
24.4
Women
2.3
2.3
15.1
Total
9.8
16.3
21.2
By employee category
2019
2020
2021
Statutory Executive Board
0
0
30.9
Non Statutory Board
0
0
22.4
Senior Leadership
0
0
44.2
Directors
0
0
0
Technicians
60.0
96.0
33.0
Management
12.1
14.4
36.2
Specialists and engineers
2.3
2.1
16.4
Assistants and analysts
6.6
11.0
14.0
Total
9.8
16.3
21.2
GRI 404-1, 404-2, 403-8, 403-9 | SASB IF-EU-320a.1
Workers covered by an occupational health and safety system
2021
Employees
Workers1
Total number of individuals
283
231
Number and percentage of individuals covered by an occupational health 
and safety management system based on legal requirements and/or 
recognized standards/guidelines
283
231
100%
100%
1 Workers who are not employees, but whose work and/or workplace is controlled by the organization. Includes interns 
and fixed asset operation and maintenance staff, but does include those working on project implementation.
Work-related injuries1
2021
Employees
Workers2
Number of hours worked
818,400
747,120
Number of fatalities as a result of work-related injury
0
0
Rate of fatalities as a result of work-related injury
0
0
Number of serious work-related injuries (excluding deaths)
0
0
Rate of serious work-related injuries (excluding deaths)
0
0
Number of recorded work-related injuries (including deaths)
0
6
Rate of recorded work-related injuries (including deaths)
0
10.38
Employees and Workers 3
Lost time injuries frequency rate
4.53
Total near-miss frequency rate 4
8.30
1 Injury rates are calculated for every 1,000,000 hours worked.
2 Includes fixed asset operation and maintenance staff, but does include those working on project implementation, i.e. only figures for Omega 
Geração are reported.
3 The data does not include project implementation activities.
4 Data for the period September to December 2021.
ABOUT
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
75
SUSTAINABILITY REPORT 2021

Percentage of total workforce by employee category and gender
Employees
2019
2020
2021
Men
Women
Men
Women
Men
Women
Statutory Executive 
Board
66.7%
33.3%
66.7%
33.3%
71.4%
28.6%
Non Statutory  
Executive Board1
-
-
-
-
50%
50%
Senior Leadership
50%
50%
50%
50%
54.6%
45.4%
Directors
100%
0%
85.7%
14.3%
75%
25%
Technicians
100%
0%
100%
0%
100%
0%
Management
83.3%
16.6%
77.4%
22.6%
69.7%
30.3%
Specialists  
and engineers
61.5%
38.4%
69.2%
69.8%
76.9%
23.1%
Assistants  
and analysts
52.6%
47.4%
53.9%
46.1%
52.8%
47.2%
Total
64.4%
35.5%
65.5%
34.4%
65.7%
34.5%
Workers
2019
2020
2021
Men
Women
Men
Women
Men
Women
Interns
75%
25%
75%
25%
83.3%
16.7%
1 The employee category Nonstatutory Executive Board was not segregated in 2019 and 2020, as it was in 2021.
Percentage workforce by employee category and age group
Employees
2019
2020
2021
Under 
30
30 to 
50
Over 
50
Under 
30
30 to 
50
Over 
50
Under 
30
30 to 
50
Over 
50
Statutory Executive 
Board
0%
100%
0%
0%
100
0%
0%
85.7%
14.3%
Non Statutory 
Executive Board1
N.A.
N.A.
N.A.
N.A.
N.A.
N.A.
0%
100%
0%
Senior Leadership
0%
100%
0%
0%
100%
0%
4%
96%
0%
Directors
0%
33.3%
66.7%
0%
42.8%
57.2%
0%
37.5%
62.5%
Technicians
11.1%
66.6%
22.2%
0%
90.9%
9.0%
6.2%
87.6%
6.2%
Management
13.3%
8.4%
3.3%
9.6%
87.1%
3.2%
12.1%
84.9%
3%
Specialists  
and engineers
61.5%
38.4%
0%
23.0%
76.9%
0%
19%
81%
0%
Assistants  
and analysts
53.9%
43.4%
2.6%
56.5%
42.1%
1.3%
57.7%
40.7%
1.6%
Workers
2019
2020
2021
Under 
30
30 to 
50
Over 
50
Under 
30
30 to 
50
Over 
50
Under 
30
30 to 
50
Over 
50
Interns
N.A.
N.A.
N.A.
N.A.
N.A.
N.A.
100%
0%
0%
1 The employee category Nonstatutory Executive Board was not segregated in 2019 and 2020, as it was in 2021.
GRI 405-1
ABOUT
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
76
SUSTAINABILITY REPORT 2021

Percentage of the workforce of underrepresented groups by employee category
Employees
2021
Black and Brown
LGBT
PwDs
Statutory Executive Board
14%
0%
0%
Non Statutory Executive Board1
9%
0%
0%
Senior Leadership
12%
0%
0%
Directors
0%
0%
0%
Technicians
44%
0%
0%
Management
30%
0%
0%
Specialists and engineers
30%
12%
0%
Assistants and analysts
32%
7%
0%
Total
28%
6%
0%
Workers
2021
Black and Brown
LGBT
PwDs
Interns
57%
57%
0%
1 The employee category Nonstatutory Executive Board was not segregated in 2019 and 2020, as it was in 2021.
GRI 405-1
2019
2020
2021
2020
2019
Percentage of individuals within the organization’s 
governance bodies, by gender and age group
Men
Women
Under 30
Between 30 and 50
Over 50
100%
87.5%
12.5%
25%
25%
25%
37.5%
75%
75%
75%
62.5%
2021
ABOUT
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
77
SUSTAINABILITY REPORT 2021

Ratio of basic salary and remuneration of women to men, by employee 
category
2019
2020
2021
Statutory Executive Board
1.3
1.16
1.74
Non Statutory Executive Board1
-
-
1.14
Senior Leadership
1.11
0.87
1.57
Directors
-
0.7
0.91
Technicians2
0
0
0
Management
1.0
1.4
0.74
Specialists and engineers
0.8
1.1
1.51
Assistants and analysts
0.9
0.6
0.98
1 The employment category Nonstatutory “Executive Board ” was 
not segregated in 2019 and 2020, as it was in 2021.
2 No women were employed in the employee category "Technicians" during the reporting 
period, and therefore the ratio calculation does not apply to this category.
GRI 405-2
GRI 103-1, 103-2 | 302-2, 306, 306-1, 306-2, 306-3 | SASB IF-EU-000.E
Total waste generated by composition (t)1
Hazardous2
2019
2020
2021
Co-processing
36.20
23.30
17.52
Industrial Landfill
13.80
107.10
341.35
Incineration
40.00
10.00
2.19
Recycling (batteries)
0.50
8.10
0.03
Subtotal
90.50
148.50
361.09
Nonhazardous
2019
2020
2021
Recycling
0.10
55.40
7.02
Class II Landfill
13.20
34.60
60.43
Subtotal
13.30
90.00
67.45
Total
67.75
238.68
428.54
1 The values of waste directed to Class I and Class II landfills increased in relation to 2020 due 
to better segregation and management of waste (SGA training and fewer estimates).
2 Hazardous waste generated derives from the preventive and corrective maintenance 
of our operating assets, and generally consists of oil-contaminated materials.
ABOUT
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
78
SUSTAINABILITY REPORT 2021

GRI 201-2
Financial implications and other risks and opportunities due to climate change
Physical risk
Risk definition
Opportunities
Hydropower
Changes in hydrologic flow regime, potential-
ly resulting in disputes over water use and 
generation outputs lower than guaranteed 
capacity, requiring the Company to purchase 
electricity—often at higher prices—to meet 
demand.
Higher hydro resource availability: Despite the 
risks associated with a dramatic increase in 
hydro resource, the flood season supports 
operation at maximum design generation 
output.
Solar power
Changes in the intensity and duration of solar 
radiation: this can be caused by cloud cover, 
rain, particulate matter or smoke from fires. 
Soot buildup on solar panels. Extremely high 
temperatures.
Increased intensity and duration of solar radi-
ation: extended generation periods and higher 
efficiency. Lower average temperatures: 
improved solar panel efficiency.
Wind power
Changes in wind patterns: impacts on ex-
pected generation periods, resulting in lower 
generation outputs.
Stronger and more frequent winds: stronger 
and more frequent winds directly affect wind 
power assets, increasing generation output 
and revenues.
Transmission 
lines
Power outages caused by unusually inclem-
ent weather.
Milder temperatures improve transmission 
line efficiency.
Regulatory risk
Risk definition
Opportunities
Regulatory incentive for certain less econom-
ically feasible sources and projects, which do 
not benefit Omega's portfolio.
Municipal and state tax incentives and energy 
policies to mitigate the federal government’s 
emissions in order to develop renewable en-
ergies, enabling new asset operation oppor-
tunities.
ABOUT
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
79
SUSTAINABILITY REPORT 2021

GENERAL DISCLOSURES
GRI Standards
Disclosure
Page
Omission
SDG
GRI 101: Foundation 2016
GRI 101 contains no disclosures
Organizational profile
GRI 102: General Disclosures 2016
102-1 Name of the organization
06
102-2 Activities, brands, products, and services
06, 08
102-3 Location of headquarters
São Paulo (SP)
102-4 Location of operations
08
102-5 Ownership and legal form
08
102-6 Markets served
10
102-7 Scale of the organization
08
102-8 Information on employees and other workers
41
8, 10
102-9 Supply chain
41
102-10 Significant changes to the organization and its supply chain
06, 49
102-11 Precautionary principle or approach
36, 62
102-12 External initiatives
26, 46, 65, 71
102-13 Membership of associations
22, 23
GRI content index
GRI 102-55
ABOUT
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
80
SUSTAINABILITY REPORT 2021

GRI Standards
Disclosure
Page
Omission
SDG
Electric Utilities Sector Supplement – 
Organizational profile
EU1 Installed capacity, broken down by primary energy source and by 
regulatory regime
08, 24
7
Strategy
GRI 102: General Disclosures 2016
102-14 Statement from senior decision-maker
04
102-15 Key impacts, risks, and opportunities
04, 16
Ethics and integrity
GRI 102: General Disclosures 2016
102-16 Values, principles, standards, and norms of behavior
11, 33
16
102-17 Mechanisms for advice and concerns about ethics
33, 34, 35
16
Governance
GRI 102: General Disclosures 2016
102-18 Governance structure
28
102-19 Delegating authority
29
102-20 Executive-level responsibility for economic, environmental, and social 
topics
29
102-21 Consulting stakeholders on economic, environmental, and social 
topics
16
102-22 Composition of the highest governance body and its committees
28, 30
102-23 Chairman of the highest governance body
The Chairman of the Board does not hold an executive role at the 
organization.
102-24 Nominating and selecting the highest governance body 
30
102-28 Evaluating the highest governance body's performance
31
102-30 Effectiveness of risk management processes
36
ABOUT
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
81
SUSTAINABILITY REPORT 2021

GRI Standards
Disclosure
Page
Omission
SDG
102-32 Highest governance body’s role in sustainability reporting
29
102-33 Communicating critical concerns
34, 35
102-34 Nature and total number of critical concerns
34, 35
102-35 Remuneration policies
30
102-36 Process for determining remuneration
30
102-37 Stakeholders’ involvement in remuneration
31, 32
Stakeholder engagement
GRI 102: General Disclosures 2016
102-40 List of stakeholder groups
15, 40
102-41 Collective bargaining agreements
100% of Omega Energia's employees are covered by collective bargaining 
agreements.
8
102-42 Identifying and selecting stakeholders
15
102-43 Approach to stakeholder engagement
15, 40
102-44 Key topics and concerns raised
16, 40 
Reporting practices
GRI 102: General Disclosures 2016
102-45 Entities included in the consolidated financial statements
102-46 Defining report content and topic Boundaries
16, 71
102-47 List of material topics
16
102-48 Restatements of information
None.
ABOUT
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
82
SUSTAINABILITY REPORT 2021

GRI Standards
Disclosure
Page
Omission
SDG
GRI 102: General Disclosures 2016
102-49 Changes in reporting
None.
102-50 Reporting period
71
102-51 Date of most recent report
July 2021, for 2020.
102-52 Reporting cycle
71
102-53 Contact point for questions regarding the report
71
102-54 Claims of reporting in accordance with the GRI Standards
This report has been prepared in accordance with the GRI Standards—“Core” 
option.
102-55 GRI content index
81
102-56 External assurance
71
MATERIAL TOPICS
GRI Standards
Disclosure
Page
Omission
SDG
GRI 200 ECONOMIC SERIES
Economic performance
GRI 103: Management approach 
2016
103-1 Explanation of the material topic and its boundary
16
103-2 The management approach and its components
24, 34
103-3 Evaluation of the management approach
24
ABOUT
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
83
SUSTAINABILITY REPORT 2021

GRI Standards
Disclosure
Page
Omission
SDG
GRI 201: Financial performance 2016
201-1 Direct economic value generated and distributed
21
8, 9
201-2 Financial implications and other risks and opportunities due to climate 
change
80
13
Market presence
GRI 103: Management approach 
2016
103-1 Explanation of the material topic and its boundary
16
103-2 The management approach and its components
24, 42
103-3 Evaluation of the management approach
42
GRI 202: Market presence 2016
202-1 Ratio of standard entry level wage by gender compared to local 
minimum wage
75
1, 5, 8
202-2 Proportion of senior management hired from the local community
We do not have any policy or guideline to hire officers in the local 
community. Administrative and technical employees are normally hired 
in the community, as are service providers. This is due to their proximity 
to our operations and because we prioritize hiring local professionals, 
such as the educators in our education centers. Our Executive Board is 
based at our headquarters in São Paulo, officers are hired from different 
parts of Brazil.
8
Indirect economic impacts
GRI 103: Management approach 
2016
103-1 Explanation of the material topic and its boundary
16
103-2 The management approach and its components
34, 52, 53
103-3 Evaluation of the management approach
52, 53
GRI 203: Indirect economic impacts 
2016
203-2 Significant indirect economic impacts
52, 53
5, 9, 11
ABOUT
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
84
SUSTAINABILITY REPORT 2021

GRI Standards
Disclosure
Page
Omission
SDG
Anti-corruption
GRI 103: Management approach 
2016
103-1 Explanation of the material topic and its boundary
16
103-2 The management approach and its components
33, 34, 35
103-3 Evaluation of the management approach
33, 35
GRI 205: Fighting corruption 2016
205-1 Operations assessed for risks related to corruption
No risk assessments were conducted for corruption in 2021.
16
205-2 Communication and training on anti-corruption policies and 
procedures
34
16
205-3 Confirmed incidents of corruption and actions taken
There were no public legal cases relating to corruption in 2021.
16
Unfair competition
GRI 103: Management approach 
2016
103-1 Explanation of the material topic and its boundary
16
103-2 The management approach and its components
33, 34
103-3 Evaluation of the management approach
33
GRI 206: Anti-competitive behavior 
2016
206-1 Legal actions for anti-competitive behavior, anti-trust, and monopoly 
practices
Omega was not party to legal proceedings involving unfair competition 
or violation of anti-trust and anti-monopoly laws in the year.
16
GRI 300 ENVIRONMENTAL SERIES
Electricity
GRI 103: Management approach 
2016 
103-1 Explanation of the material topic and its boundary
65
103-2 The management approach and its components
24, 65
103-3 Evaluation of the management approach
65
ABOUT
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
85
SUSTAINABILITY REPORT 2021

GRI Standards
Disclosure
Page
Omission
SDG
GRI 103: Management approach 
2016 
302-1 Energy consumption within the organization
65, 66
7, 8, 12, 13
302-2 Energy consumption outside of the organization
67
7, 8, 12, 13
Biodiversity
GRI 103: Management approach 
2016 
103-1 Explanation of the material topic and its boundary
16
103-2 The management approach and its components
34, 60
103-3 Evaluation of the management approach
60
GRI 304: Biodiversity 2016
304-1 Operational sites owned, leased, managed in, or adjacent to, protected 
areas and areas of high biodiversity value outside protected areas
60
6, 14, 15
304-2 Significant impacts of activities, products, and services on biodiversity
60
6, 14, 15
304-3 Habitats protected or restored
60
6, 14, 15
Emissions
GRI 103: Management approach 
2016 
103-1 Explanation of the material topic and its boundary
16
103-2 The management approach and its components
34, 62
103-3 Evaluation of the management approach
62
GRI 305: Emissions 2016
305-1 Direct (Scope 1) GHG emissions
62, 63
3, 12, 13, 14, 15
305-2 Energy indirect (Scope 2) GHG emissions
63
3, 12, 13, 14, 15
305-3 Other indirect (Scope 3) GHG emissions
64
3, 12, 13, 14, 15
305-4 GHG emissions intensity
64
13, 14, 15
ABOUT
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
86
SUSTAINABILITY REPORT 2021

GRI Standards
Disclosure
Page
Omission
SDG
305-5 Reduction of GHG emissions
We have committed to set emissions reduction targets in line with 
the Science Based Targets Initiative (SBTi) methodology by 2022. 
We are preparing an action plan, with aggressive targets to reduce 
carbon emissions, in line with our ESG Action Plan. We will respond 
to the Disclosure Insight Action (CDP)/Task Force on Climate-related 
Financial Disclosures (TCFD) by 2022.
13, 14, 15
Effluents and waste
GRI 103: Management approach 
2016 
103-1 Explanation of the material topic and its boundary
16
103-2 The management approach and its components
34, 68
103-3 Evaluation of the management approach
68
GRI 306: Waste 2020
306-1 Waste generation and significant waste-related impacts
68
3, 6, 11, 12
306-2 Management of significant waste-related impacts
68
3, 6, 11, 12
306-3 Waste generated
68
3, 6, 12, 14, 15
306-4 Waste diverted from disposal
68
3, 11, 12
GRI 400 SOCIAL SERIES
Employment
GRI 103: Management approach 
2016 
103-1 Explanation of the material topic and its boundary
16
103-2 The management approach and its components
34, 41, 42
103-3 Evaluation of the management approach
41, 42
ABOUT
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
87
SUSTAINABILITY REPORT 2021

GRI Standards
Disclosure
Page
Omission
SDG
GRI 401: Employment 2016
401-1 New employee hires and employee turnover
42, 74
5, 8, 10
401-2 Benefits provided to full-time employees that are not provided to 
temporary or part-time employees
42
3, 5, 8
401-3 Parental leave
42
5, 8
Electric Utilities Sector Supplement 
– Employment
EU16 Policies and requirements regarding health and safety of employees 
and employees of contractors and subcontractors
44
8
Labor/management relations
GRI 103: Management approach 
2016 
103-1 Explanation of the material topic and its boundary
16
103-2 The management approach and its components
34, 41
103-3 Evaluation of the management approach
41
GRI 402: Labor/management 
relations 2016
402-1 Minimum notice periods regarding operational changes
There is no official minimum term for reporting changes, policies or 
procedures. This is analyzed on a case-by-case basis. It is our practice 
to discuss potential moves at least one month in advance and provide 
assistance with moving and housing during the transition.
8
Occupational health and safety
GRI 103: Management approach 
2016 
103-1 Explanation of the material topic and its boundary
16
103-2 The management approach and its components
34, 44
103-3 Evaluation of the management approach
44
ABOUT
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
88
SUSTAINABILITY REPORT 2021

GRI Standards
Disclosure
Page
Omission
SDG
GRI 403: Occupational health and 
safety 2018
403-1 Occupational health and safety management system
44
8
403-2 Hazard identification, risk assessment, and incident investigation
44
3, 8
403-3 Occupational health services
44, 45
3, 8
403-4 Worker participation, consultation, and communication on 
occupational health and safety
44, 45
8, 16
403-5 Worker training on occupational health and safety
45
8
403-6 Promotion of worker health
45
3
403-7 Prevention and mitigation of occupational health and safety impacts 
directly linked by business relationships
44
8
403-8 Workers covered by an occupational health and safety management 
system
76
8
403-9 Work-related injuries*
76
3, 8, 16
403-10 Work-related ill health
44, 45
3, 8, 16
Training and education
GRI 103: Management approach 
2016
103-1 Explanation of the material topic and its boundary
16
103-2 The management approach and its components
34, 42
103-3 Evaluation of the management approach
42
ABOUT
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
89
SUSTAINABILITY REPORT 2021

GRI Standards
Disclosure
Page
Omission
SDG
GRI 404: Training and education 
2016
404-1 Average hours of training per year per employee
42
4, 5, 8, 10
404-2 Programs for upgrading employee skills and transition assistance 
programs
42
8
404-3 Percentage of employees receiving regular performance and career 
development reviews
42, 43
5, 8, 10
Diversity and equal opportunity
GRI 103: Management approach 
2016 
103-1 Explanation of the material topic and its boundary
16
103-2 The management approach and its components
34, 45
103-3 Evaluation of the management approach
45
GRI 405: Diversity and equal 
opportunity 2016
405-1 Diversity of governance bodies and employees
45, 77, 78
5, 8
405-2 Ratio of basic salary and remuneration of women to men
79
5, 8, 10
Non-discrimination
GRI 103: Management approach 
2016
103-1 Explanation of the material topic and its boundary
16
103-2 The management approach and its components
34, 45
103-3 Evaluation of the management approach
45
GRI 406: Non-discrimination 2016
406-1 Incidents of discrimination and corrective actions taken
No cases of discrimination were reported or discovered in 2021.
5, 8
Freedom of association and collective bargaining
GRI 103: Management approach 
2016
103-1 Explanation of the material topic and its boundary
16
103-2 The management approach and its components
34, 49
103-3 Evaluation of the management approach
47
ABOUT
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
90
SUSTAINABILITY REPORT 2021

GRI Standards
Disclosure
Page
Omission
SDG
GRI 407: Freedom of association and 
collective bargaining 2016
407-1 Operations and suppliers in which the right to freedom of association 
and collective bargaining may be at risk
All suppliers have freedom of association, but this is not managed by 
Omega.
8
Child labor
GRI 103: Management approach 
2016 
103-1 Explanation of the material topic and its boundary
16
103-2 The management approach and its components
34, 49
103-3 Evaluation of the management approach
49
GRI 408: Child labor 2016
408-1 Operations and suppliers at significant risk for incidents of child labor
49
8, 16
Forced or compulsory labor
GRI 103: Management approach 
2016 
103-1 Explanation of the material topic and its boundary
16
103-2 The management approach and its components
34, 49
103-3 Evaluation of the management approach
49
GRI 409: Forced or compulsory labor 
2016
409-1 Operations and suppliers at significant risk for incidents of forced or 
compulsory labor
No operations were identified or reported with significant risk for 
incidents of forced or compulsory labor in the year.
8
Human rights assessment
GRI 103: Management approach 
2016 
103-1 Explanation of the material topic and its boundary
16
103-2 The management approach and its components
34, 41
103-3 Evaluation of the management approach
41
ABOUT
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
91
SUSTAINABILITY REPORT 2021

GRI Standards
Disclosure
Page
Omission
SDG
GRI 412: Human rights assessment 
2016
412-1 Operations that have been subject to human rights reviews or impact 
assessments
The Company does not have an appraisal mechanism for this particular 
topic.
412-2 Employee training on human rights policies or procedures
No trainings and workshops were scheduled regarding the topic in 
2021.
412-3 Significant investment agreements and contracts that include human 
rights clauses or that underwent human rights screening
The risk of human rights violations is low in investment contracts 
for the acquisition of new assets, as the number of people in plants 
is minimal. Other contracts are bound to our Code of Contact which 
addresses the topic and requires compliance by all stakeholders.
Local communities
GRI 103: Management approach 
2016 
103-1 Explanation of the material topic and its boundary
16
103-2 The management approach and its components
34, 52, 53
103-3 Evaluation of the management approach
52, 53
GRI 413: Local communities 2016
413-1 Operations with local community engagement, impact assessments, 
and development programs
52, 53
413-2 Operations with significant actual or potential negative impacts on 
local communities
In our opinion Omega does not have operations that pose significant 
real or potential risks to communities.
1, 2
Supplier social assessment
GRI 103: Management approach 
2016 
103-1 Explanation of the material topic and its boundary
16
103-2 The management approach and its components
34, 49
103-3 Evaluation of the management approach
49
GRI 414: Supplier social assessment 
2016
414-1 New suppliers that were screened using social criteria
Information not 
available
5, 8, 16
414-2 Negative social impacts in the supply chain and actions taken
5, 8, 16
ABOUT
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
92
SUSTAINABILITY REPORT 2021

GRI Standards
Disclosure
Page
Omission
SDG
Social and economic compliance
GRI 103: Management approach 
2016
103-1 Explanation of the material topic and its Boundary
16
103-2 The management approach and its components
34
103-3 Evaluation of the management approach
GRI 419: Socioeconomic compliance 
2016
419-1 Non-compliance with laws and regulations in the social and economic 
area
No instances in 2021.
16
Availability and reliability
Electric Utilities Sector Supplement – 
Availability and reliability
EU6 Management approach to ensure short and long-term electricity 
availability and reliability
20
7
Research and development
Electric Utilities Sector Supplement – 
Research and development
EU8 Research and development activity and expenditure aimed at providing 
reliable electricity and promoting sustainable development
20
7, 9, 17
Access
Electric Utilities Sector Supplement 
– Access
EU30 Average plant availability factor by energy source and by regulatory 
regime
24
1, 7
ABOUT
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
93
SUSTAINABILITY REPORT 2021

SASB content index
Topic
SASB Code
Description
Page
Greenhouse gas  
emissions
IF-EU-110a.1
(1) Gross global scope 1 emissions, and percentage covered under (2) emissions-limiting regulations and (3) emissions-
reporting regulations
63
IF-EU-110a.2
Greenhouse gas (GHG) emissions associated with power deliveries
63
IF-EU-110a.3
Discussion of long-term and short-term strategy or plan to manage Scope 1 emissions, emissions reduction targets, and 
an analysis of performance against those targets
64
Workforce Health & Safety
IF-EU-320a.1
(1) Total recordable injury rate (TRIR), (2) fatality rate, and (3) near miss frequency rate (NMFR)
76
Network resilience
IF-EU-550a.1
Number of incidents of non-compliance with standards or regulations on physical and/or cyber security
21
Activity metrics
IF-EU-000.A
Number of customers served: 1 (residential), 2 (commercial) and 3 (industrial)
47, 67
IF-EU-000.B
Total electricity delivered for: (1) residential, (2) commercial, (3) industrial, (4) all other retail customers and (5) wholesale 
clients
47, 67
IF-EU-000.D
Total electricity generated, percentage by major energy source, percentage in regulated markets
IF-EU-000.E
Total wholesale electricity purchased
67, 79
ABOUT
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
94
SUSTAINABILITY REPORT 2021

Introduction 
Bureau Veritas Certification Brazil (Bureau Veritas) 
was engaged by OMEGA ENERGIA S.A to conduct an 
independent assurance of its Sustainability Report for 
the year 2021 (hereinafter referred to as the Report)
The information published in the report are OMEGA 
ENERGIA S. A’s management sole responsibility. Bureau 
Veritas’ responsibilities are defined in the following 
scope of work.
Scope of work 
The scope of this verification encompassed the 
Standard and Principles1 of the Global Reporting 
InitiativeTM GRI for Sustainability Reports and SASB 
for the electricity sector and refers to the reporting 
period from January 1 to December 31, 2021.
Omega Energia and Bureau Veritas responsibilities 
The preparation, presentation and the content of 
the Report are OMEGA ENERGIA S.A’s management 
sole responsibility. Bureau Veritas is responsible for 
providing an independent opinion to the Stakeholders, 
pursuant to the scope of work defined in this 
statement.
Methodology 
The assurance work covered the following activities:
1.	 Interviews with the personnel responsible 
for material issues and Report content;
2.	 Review of documentary evidence provided 
by OMEGA ENERGIA S.A in relation 
to the reporting period (2021);
3.	 Evaluation of the systems used 
for data compilation;
4.	 Analysis of stakeholder engagement 
activities developed by OMEGA ENERGIA, as 
presented in the Sustainability Report;
5.	 Evaluation of the method used to define material 
issues which constitute the basis of the Report, 
taking into account the sustainability context 
and the scope of the information published.
The level of verification adopted was Limited, 
according to the requirements of the ISAE 3000 
Standard2, which were incorporated to the internal 
assessment protocols of Bureau Veritas. 
Limitations and exclusions 
Excluded from the scope of this work was any 
assessment of information related to:
•	
Activities outside the defined reporting period. 
•	
Statements of position (expressions of opinion, 
beliefs, goals, or future intentions) on the part of 
OMEGA ENERGIA S.A. 
•	
Accuracy of economic and financial data contained 
in this Report which has been taken from financial 
statements verified by independent financial auditors;
The following limitations apply for 
this assurance engagement:
•	
The principles of Accuracy and Reliability were limited 
to data samples related to material aspects published 
within the Report; 
•	
Economic and financial data presented within the 
report were assessed against the GRI reporting 
principle of Balance; 
•	
The Inventory of Greenhouse Gas (GHG) emissions 
of OMEGA ENERGIA S.A has been verified by a 
Bureau Veritas team in a specific job, according 
to ISO 14.064-1/07 and GHG Protocol criteria. 
A Verification Statement was issued exclusively 
regarding the verification of the GHG inventory.
Independent assurance statement – Bureau Veritas	
1 Materiality, Stakeholder Inclusiveness, Sustainability Context, Completeness, Balance, 
Comparability, Accuracy, Periodicity, Clarity, and Reliability.
2 International Standard on Assurance Engagements 3000 – Assurance Engagements 
other than Audits or Reviews of Historical Financial Information.
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
INNOVATION 
SOCIO-
ENVIRONMENTAL
OMEGA ENERGIA
ESG JOURNEY
ABOUT
95
SUSTAINABILITY REPORT 2021

Opinion on the Report and the assurance process
•	
OMEGA ENERGIA S.A presents its Sustainability 
Report 2021 based on the definition of 07 (seven) 
material issues, updated through a process 
carried out at the end of 2021. This report was 
prepared based on the analysis of internal, industry 
and benchmarking documents, stakeholder 
participation, definition of the organization's 
impacts, with an initial list of 19 material issues. 
This list was presented to almost 400 people from 
the 12 defined stakeholder groups, so that they 
could give their opinion on the relevance of each 
theme for OMEGA ENERGIA S.A and its business; 
•	
In our opinion, the Sustainability Report 2021 of 
OMEGA ENERGIA S.A presents the impacts of the 
company's activities in a balanced way, to the "core” 
standard; 
•	
OMEGA ENERGIA has reported its performance 
with respect to sustainability targets, enabling an 
objective analysis by the reader; 
•	
During the Assurance process, the 
inconsistencies found in the data to be 
reported in relation to one or more of the GRI 
Principles were satisfactorily addressed.
Recommendations
•	
In 2021 the Safety Guardians Committee was 
implemented. However, the meetings of this 
Committee do not have minutes on the discussions/
actions that occurred in each meeting. It is suggested 
the implementation of meeting minutes with the 
points discussed. 
•	
Indicator 403-9 refers to work accidents. For workers 
(including permanent contractors), the number of 
employees is requested by cluster and site in an 
informal way (WhatsApp, digital platforms). It is 
recommended to request the number of employees 
for the calculation of exposure time through e-mails 
or other tool that keeps traceability of this information.
Conclusion 
As a result of our assurance nothing has come to our 
attention that would indicate that:
•	
The information presented in the Report is not 
balanced, consistent and reliable; 
•	
OMEGA ENERGIA S.A has not established appropriate 
systems for the collection, aggregation and analysis 
of quantitative and qualitative data used in the Report; 
•	
The Report does not adhere to the Principles for 
defining report content and quality of the GRI 
Standards and does not meet its Core level.
Declaration of independence and impartiality 
Bureau Veritas Certification is an independent 
professional services firm specializing in Quality, 
Health, Safety, Social and Environmental Management, 
with more than185 years’ experience in independent 
assessment.
Bureau Veritas implemented and followed a Code 
of Ethics throughout its business, in order to assure 
that its staff preserve the highest standards in the 
performance of their activities.
Bureau Veritas has a quality management system 
that is certified by a third party, according to which 
policies and documented procedures are maintained 
for the compliance with ethic, professional and legal 
requirements. We are particularly attentive to avoid 
conflicts of interest.
The assurance team has no links with OMEGA 
ENERGIA, other than the independent assurance of the 
Sustainability Report. We understand that there is no 
conflict between other services performed by Bureau 
Veritas and this assurance conducted by our team.
The team that conducted this assurance for OMEGA 
ENERGIA has extensive knowledge in information and 
systems verification, which involves environmental, 
social, health, safety, and ethical issues, which allied 
to the experience in these areas, allows us a clear 
understanding about the presentation and verification 
of good corporate responsibility practices.	
	
São Paulo, June, 03, 2022.
 
Luiz Juvêncio Cardoso Quaglia 
Lead Auditor for Assurance Sustainability Reports (ASR) 
Bureau Veritas Certification – Brazil
Bruno Bomtorim Moreira  
Certification Technical Manager  
Bureau Veritas Certification – Brazil
Bureau Veritas 
contact channel:
https://certification.
bureauveritas.com.br/
fale-conosco/	
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
INNOVATION 
SOCIO-
ENVIRONMENTAL
OMEGA ENERGIA
ESG JOURNEY
ABOUT
96
SUSTAINABILITY REPORT 2021

We at Omega are the result of a continuous ESG 
journey. Resilience and passion for creating 
sustainable solutions is a part of our DNA. The 
changes were and continued being possible because 
of a collective unification around a purpose with a 
genuine feeling of belonging. We exist because 
collectively we are people who are embarking on a 
transformation commitment. Let’s go beyond our 
dreams and get things done.
Let's keep moving forward 
together with all our energy 
to transform the world!
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
OMEGA ENERGIA
ESG JOURNEY
INNOVATION 
SOCIO-
ENVIRONMENTAL
ABOUT
97
SUSTAINABILITY REPORT 2021

Credits
Content, design and consulting
grupo report – rpt.sustentabilidade
Cristina Sant’Anna and Rejane Lima - contents
Ana Souza and Taynah Capecci - project management
Lilian Fiala - materiality
Helena Gurgel - GRI and SASB consultancy
Leandro Lopes - graphic design
Rubem Hojo and Taiana Granja - layout
América Latina Traduções - translation
www.gruporeport.com.br
Many thanks
To the Omega team that actively 
worked on creating this report and our 
ESG journey with boundless energy to 
jointly change the world.
INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
INNOVATION 
SOCIO-
ENVIRONMENTAL
OMEGA ENERGIA
ESG JOURNEY
ABOUT
98
SUSTAINABILITY REPORT 2021

INTEGRITY AND TRANSPARENCY
ENGAGEMENT 
INNOVATION 
SOCIO-
ENVIRONMENTAL
OMEGA ENERGIA
ESG JOURNEY
ABOUT
99
SUSTAINABILITY REPORT 2021