2022  
Sustainability
Report
Building tomorrow

Summary
About the report  ................................................................... 03
Message from the Board of Directors  ................................ 04
Message from the President  ............................................... 05
 About Randoncorp   .......................................................... 06
Who we are  ............................................................................................ 07
Our business verticals  ........................................................................... 11
2022 highlights  ....................................................................................  20
 Value Creation  ................................................................. 26
ESG Ambition  ........................................................................................  27
Our performance  ..................................................................................  34
 Ethical and responsible management    .......................... 36
Governance that generates value  .....................................................  37
Ethics  .....................................................................................................  44
Risk management .................................................................................  47
 Prosperity for all  .............................................................. 50
Our people  .............................................................................................  51
Value relations  ....................................................................................... 62
Excellence and safety as a value  .....................................  75
Occupational health and safety  .......................................................... 76
Product safety and excellence  ............................................................  81
Information security & privacy  ............................................................  83
 Sustainable innovation   ....................................................85
Continuous and disruptive innovation  ...............................................  86
Sustainable mobility  .............................................................................  91
Collaboration & innovation  ..................................................................  96
 Commitment to the environment  ..................................  100
Environmental management  ..............................................................  101
Combating climate change  ................................................................ 104
Prioritizing the circular economy  ......................................................  107
Water use  .............................................................................................  110
 Attachments  ................................................................... 112
GRI and SASB Index  ............................................................................  113
Capitals map  ........................................................................................ 134
SDG map  ..............................................................................................  135
Assurance statement  ......................................................................... 136
Credits  .................................................................................................. 138
2

About the report
We now present Randoncorp's 2022  
Sustainability Report.
In this document, we describe the main highlights of 
the business between January 1st and December 31st, 
2022, including, in an integrated manner, financial, 
operational, environmental, social and corporate 
governance aspects.
Throughout its pages, we address how our strategy, 
operations and ESG Ambition have created value 
for employees, customers, suppliers, investors, 
communities and other stakeholders during the year.
In line with the best sustainability practices, the 
Report was prepared following the guidelines of the 
Reporting (learn more ahead). To structure and define 
its scope, we have based ourselves on a study of 
the most relevant themes for business sustainability, 
described on page 27.
This document was audited by BSD Consult.
Best practices adopted
Integrated Reporting: For the 3rd year in a row, we 
followed the Integrated Reporting guidelines, created 
by the International Integrated Reporting Council 
between financial and non-financial factors and their 
relevance to long-term business value creation. At 
each chapter opening, you will find the Capital XX 
marker, indicating which capital was addressed, and 
at the end of the report, on page 134, the capital map 
identifies the pages where capitals were mentioned.
 
We have also adhered to the guidelines of the 
a global voluntary standard for sector sustainability 
reporting, for the second consecutive year. At the 
beginning of each subchapter, we point out the reported 
indicators, through the acronym SASB XX.  In the SASB 
content.
 For the fourth 
consecutive year, we have adhered to the Global 
world's most widely used guideline for sustainability 
reporting. At the beginning of each subchapter, 
you will find the indicators reported on, by means 
breakdown of indicators on page 128.
 defined by the United 
engaging organizations around the world in goals for 
sustainable development. On page 32 we present the 
priority SDGs of the business and how we contributed 
to achieving them, at the beginning of each chapter 
you will find the logos of the SDGs addressed, and 
at the end of the report, on page 135, we publish the 
SDG map, referencing the relevant content for each 
SDG impacted.
If you have any questions, suggestions, or 
wish to learn more about any of the topics 
presented in this report, please write to us!
ri@randon.com.br
3

Message from the Board of Directors
We are pleased to celebrate 
another year of record 
revenues, expansion of 
our strategy, and business 
diversification. 
The results achieved in 2022 stem from the principles 
we have cultivated for 74 years, inspired in generating 
prosperity for our people and for society.
For the first year in our history, we now have a 
CEO not belonging to the controlling shareholders 
group, with the separation of the positions of CEO 
and President Director, a major step forward in our 
governance. Sérgio Carvalho has continued the 
work done by his predecessors, with a performance 
based on the Company's principles and purpose. As 
such, we continue evolving and advancing towards 
an increasingly prosperous and sustainable future, 
since the ESG agenda is connected to the strategies 
that are being developed by him, together with the 
entire management and company teams.
Daniel Randon, in turn, as President Director, maintains 
his strategic role as a sponsor of our ESG Ambition, 
not only for the company, but influencing the entire 
ecosystem that surrounds us, both nationally and 
internationally.
Aware of the constant and rapid evolution of the world 
of work, in 2022 we made the decision to establish 
a People Committee. The first advisory committee to 
the Board of Directors began its activities effectively 
in 2023, dealing with topics related to our people, 
talents, development, diversity and inclusion.
Another aspect of our governance that makes us 
proud is the fact that we scored above the average of 
publicly traded companies in the CVM's Governance 
Report - "Practice or Explain", including in the 
comparison with companies that participate in B3's 
strictest listing segment, the Novo Mercado.
We also had other movements that show our advances, 
such as the evaluation of the Board of Directors. We 
modified our Bylaws, formally establishing governance-
related topics such as conflicts of interest and board 
member independence, in line with the Brazilian 
Governance Code recommendations.
Based on our legacy and history, but also on our 
vision for the future, we are pleased to share first-
hand in this Sustainability Report our new corporate 
name and brand. Now, Randon Companies are 
Randoncorp. A brand that values the shared 
legacy from more than seven decades. A brand 
that maintains and strengthens its principles 
and purpose. And which emerges to follow the 
sustainable growth we aim at and practice. 
Enjoy your reading! 
David Abramo Randon
Chairman of the Board of Directors 
4

Message from the President
We are in constant 
movement. 
Our journey of transformation and accelerated growth in 
a swift and sustainable manner is based on the lessons 
learned over a seven decade trajectory, always aiming 
for a positive result not only for the Company, but for 
society as a whole.
Sustainability is present in our operations and permeates 
the entire ecosystem of the Company. This shows us 
how valuable it is to have strong principles, inspired by 
the values of our founders, and a keen eye for ESG issues.
The results we show in this report consolidate the 
performance of a company concerned with commitments 
for the future, which invests in research and development 
to bring solutions linked to mobility megatrends and to 
respond to environmental challenges.
Our products and processes are born within this concept. 
This in the case of Randon Solar trailer, presented at the 
close of 2022 at Fenatran. With solar panels and patented 
technology that is unprecedented in Latin America, this 
launching operates in energy control and management. 
We have also expanded our supply of products in 
composite materials through Frasle Mobility, and the 
Company have also entered the nanoparticle segment 
through NIONE, using world-leading technology.
The more we evolve, the more we deepen our 
commitments to sustainability, to the community, and to 
ethical and responsible governance. This mirrors the work 
of our people, who, by means of initiatives and projects, 
contribute directly to self-development, environmental 
preservation, and the generation of value for society.
We have revised practices and processes, expanded our 
fields of operation and product and service portfolios, 
developed new disruptive technologies, and sought an 
even more diverse presence in countries on all continents. 
In 2022, we moved forward in important geographies, 
such as North America, and expanded the synergies 
among our operations. We have expedited actions to 
achieve the goals outlined in our ESG Ambition, by starting 
the execution of a R$100 million investment plan, to be 
carried out by 2030, to generate renewable energies that 
will supply our industrial units around the world.
In 2022, we continued to invest in Diversity and Inclusion 
programs, committing ourselves even more to this issue 
that is so relevant to society, seeking to provide a safe, 
welcoming and humane environment for our employees. 
Furthermore, we continue to engage in social and cultural 
projects through Instituto Elisabetha Randon, which 
mainly serves the communities where we operate.
We have gotten this far with global recognition for the 
quality of our innovative and sustainable solutions for 
the transportation and logistics sectors. In 2022, several 
awards supported our performance in this direction, such 
as the Best of ESG award, from Exame magazine, among 
others described in this Report.
Continuing this evolution, we have adopted a new 
identity to match this change: Randoncorp, a brand that 
represents the great transformation experienced by 
the Company and that positions us to build the future. 
This is a new step in the journey that we want to take, 
even more focused on sustainable solutions, with solid 
business, close to our partners and the community, and 
multiple in our operations and in the organization of 
teams and people.
The 2022 Sustainability Report already features this new 
identity, which translates the performance of a Company 
that is always connected to the future, understanding 
that this path is rich in opportunities.
We understand that our people, our customers, investors 
and partners are critical to this trajectory. It is these 
connections, the people, and our purpose of connecting 
people and riches, to generate prosperity, which make us 
clearly see that, together, we are building tomorrow. 
Have a pleasant reading! 
Daniel Raul Randon
President
5

About  
Randoncorp
Chapter 1
> CHAPTERS:
Vinicius Pegoraro
Trailer Welder Assembler
6

About 
Randoncorp
We are Randoncorp. 
 
For over 70 years, we have 
been developing solutions 
in transportation equipment, 
automotive systems and logistic 
services. We have a diversified 
business model, serving different 
markets on five continents. 
Our performance is based on 
quality, innovation, ethics, and 
sustainability, to uphold value-
generating relationships with our 
stakeholders and the environment.
Connecting people 
and riches to 
generate prosperity.
Purpose
 
> Valued and respected people.
 
> Satisfied customers.
 
> Safety and Quality.
 
> Preservation of our image and legacy.
 
> Ethics.
 
> Profitability with sustainability.
 
> Innovation and Technology.
 
> Randon is all of us.
Principles
Strategic guidelines
FINANCIAL STRENGTH.
COMPANY DESIRED TO WORK.
ABSOLUTE FOCUS ON CUSTOMERS.
INNOVATION AND TECHNOLOGY AS DIFFERENTIATORS.
DIVERSIFICATION WITH FOCUS.
LEVERAGING SYNERGIES.
7
ABOUT RANDONCORP

Manifest 
We are multiple and many:  
We are in every corner of Brazil and the world; 
With a passion to tread new paths, we inspire and mobilize dreams and people. 
Innovating and creating solutions to our challenges every day. 
We seek to share prosperity. 
We respect our relationships with the planet and with people. 
We always have room for more.  
Original ideas, new products, the latest services. 
One that creates a sustainable future combined with 
a unique way of thinking and doing mobility. 
We are fortunate to rely on people who know that in a world as dynamic  
as ours, keep on moving is fundamental. 
And so we carry on. 
With a growing appetite for tomorrow and plenty of courage to live the future. 
Tireless. Enthusiastic. Always evolving. 
Connecting people and riches to generate prosperity.
8
ABOUT RANDONCORP

Randoncorp in figures
Founded in  
1949
R$346.8 MM 
in CAPEX
Products present in 
over 120 countries
32 factories and 
9 distribution 
centers in 12 
countries
R$11.2 billion 
in net revenue
R$1.5 billion 
in EBITDA
15,950 
employees
New Company identity
Beginning in 2023, we updated our brand and corporate 
identity, with the objective of following the transformations in 
the Company and in the markets where we operate, in line with 
our vision for the future.
After all, we are different from what we were. And we certainly 
have more positive transformations ahead of us.
Now, we are Randoncorp, a brand that values the shared 
legacy of over more than seven decades, strengthens its 
principles and purpose, and follows the sustainable growth 
that we aim at and practice.
Our update is, more than a change of brand, a milestone 
of change. In this way, we intend to transmit to our talents, 
customers and other stakeholders all our robustness, stability, 
and courage.
ABOUT RANDONCORP
9

ABOUT RANDONCORP 
Global presence
32 Industrial 
Units 
24 Brazil
2 Argentina
1 China
2 EUA
1 India
1 Mexico
1 Uruguay
9 Distribution 
centers
2 Brazil
2 Argentina
1 China
1 Colombia
1 Netherlands
2 United Kingdom
4 Trailers and 
CKD Units
1 Algeria
1 Ethiopia
1 Ivory Coast
1 Kenya
3 Technology 
and Innovation 
Centers
3 Brazil
7 Financial and 
Digital Services
7 Brazil
6 Commercial 
offices 
1 Germany
1 Brazil
1 Chile
2 USA
1 Mexico
Our headquarter is 
located in Caxias 
 Brazil, 
where most of 
our activities are 
concentrated.
United States 
 
Algeria 
Netherlands 
United Kingdom 
Germany 
India 
China 
 
Mexico 
 
Ivory Coast 
Colombia 
Chile 
Argentina 
 
Kenya 
Uruguay 
Ethiopia 
Brazil 
 
 
 
 
10

Our business 
verticals
Randoncorp has complementary businesses 
with high synergy, allowing us to act together to 
achieve our purpose of connecting people and 
riches, to generate prosperity.
The companies that are part of Randoncorp 
ecosystem are distributed among five business 
verticals. You can learn more about our corporate 
structure here.
ABOUT RANDONCORP
11

NEW RANDON BRAND
With the increase in its scope of action, Randon Implementos now has the 
new brand RANDON. The change reflects the modernization of the Company 
and is in line with new global trends.
It is the largest manufacturer of trailers and semi-trailers 
in Latin America and one of the 10 largest in the world. It 
produces truck bodies, trailers, semi-trailers and railcars.
It is the main Brazilian exporter in the segment, with a share of approximately 60% of the sector and 
having products present in dozens of countries.
Argentina, and in the city of New Jersey, United States. The Company also has a distribution center in 
In 2022, the Company finalized the acquisition of the North American manufacturer Hercules Enterprises 
LLC, which adds diversification and resilience to the business, and established Randon Venice, its own 
distributor of Randon brand products.
Vertical
OEM
Equipment for cargo transportation (road 
trailers and railway wagons), including models 
of semi-trailers, truck bodies, railcars and 
railway wagons, as well as aftermarket parts.
Structure
8 industrial units, 6 in Brazil and 2 abroad, 
1 distribution center, 1 commercial office, 
1 holding company abroad, and 4 strategic 
partners.
Service network
80 points in Brazil and 85 abroad.
Customer base
Large transportation companies, cargo 
generators, fleet owners, and the 
self-employed.
 ABOUT RANDONCORP 
67%
9%
19%
5%
Domestic 
market
Foreign 
market 
Railcars
Aftermarket
12

Joint venture between Randon and Meritor, offers products and solutions 
in brake systems for commercial, connected to mobility megatrends and is 
the largest manufacturer of brake systems for trucks, buses, trailers and 
semi-trailers in South America.
With Mastertech, it operates in the surface processing industry, investing in high technology to reduce 
its environmental impact. In addition, it owns Master Flores da Cunha, a unit that operates in aluminum 
die-casting.
It supplies components and coupling systems to the main OEM companies 
of trucks, buses, and trailers/ semi-trailers in the world, and is the largest 
fifth-wheel manufacturer in Brazil.
leader in Fifth Wheel Technologies.
the company's portfolio of operations by investing in bus components, in addition to parts for trucks and 
trailers/semi-trailers, segments in which the company is a consolidated leader.
Vertical
Auto Parts
Suspensions, axles, electromobility, brake 
systems, coupling systems, foundry and 
machining.
Structure
12 industrial units, 11 in Brazil and  
1 abroad.
Customer base
Major global original equipment 
manufacturers (trucks and buses), trailers 
companies, aftermarket segment, and 
agricultural equipment manufacturers.
22.2%
14.9%
41.3%
21.6%
Brakes
Coupling 
Systems
Axles &  
Suspensions
Foundry and 
Machining
 ABOUT RANDONCORP 
13

It is a domestic leader in technological solutions for wheel end systems, 
manufacturing hub and drum assemblies and cast supports for axles and 
suspensions for buses, trucks, trailers, agricultural machinery and tractors.
Specializing in solutions for wheel end systems and cast and machined supports, supplies parts 
for OEMs as well as the aftermarket and agricultural markets. A reference in sustainability, it is 
considered one of the cleanest, safest and most environmentally correct foundries in Brazil and in 
The Mogi Guaçu plant is being built with the assets of Fundição Balancins, acquired by auction in 
2022, with an investment of R$40 million. The forecast is that the operations of this unit will start 
in 2024.
Industry leader in Latin America, offers solutions in suspension systems, 
axles, electromobility, components and services to major truck, bus and 
trailers manufacturers in Brazil.
It adds value and technology to transportation with innovative products and services, providing greater 
Vertical
Auto Parts
Suspensions, axles, electromobility, brake 
systems, coupling systems, foundry and 
machining.
Structure
12 industrial units, 11 in Brazil and  
1 abroad.
Customer base
Major global original equipment 
manufacturers (trucks and buses), trailers 
companies, aftermarket segment, and 
agricultural equipment manufacturers.
22.2%
14.9%
41.3%
21.6%
Brakes
Coupling 
Systems
Axles &  
Suspensions
Foundry and 
Machining
 ABOUT RANDONCORP 
14

Its is a global leader in its market and develops, 
produces and markets friction and non-friction materials 
for application in braking and suspension systems. 
Its is a reference in spare parts, with premium 
quality products. In addition, it has a wide portfolio 
of components for brake, transmission, engine, and 
suspension systems.
In recent years, it has been expanding its operations as an aftermarket powerhouse through a strong 
expansion strategy. Its products are marketed to over 120 countries, and currently, it has factories 
in Brazil, the United States, Argentina, Uruguay, India, China, and distribution centers strategically 
positioned worldwide.
brought greater agility and efficiency in customer service, in addition to reducing operating costs. And 
in 2023, during the preparation of this report, it announced the acquisition of the company AML Juratek, 
located in the United Kingdom, continuing its movement towards expansion and internationalization.
Vertical
Motion  
Control
Motion control products such as friction 
materials, components for brake systems and for 
suspension, steering and powertrain systems.
Structure
7 abroad), 4 commercial offices, and 1 
technology center.
Customer base
Original equipment manufacturers, 
distributors and auto parts retailers.
49.1%
Brakes
Brake  
Systems
Suspension, 
Steering and 
Powertrain
Other
19.3%
4.7%
26.8%
 ABOUT RANDONCORP 
15

Frasle Mobility's new positioning
In 2023, Fras-le is renamed Frasle Mobility, in line with the Company's new positioning. In this context, 
we also launched a manifest:
Life is movement.
And our commitment is to keep it that way:
Dynamic, fluid, moving forward.
Beyond the movement safety, mobility.
Beyond mobility, performance, innovation, and sustainability
Beyond every achievement of the past, a confident look to the future.
We are Frasle Mobility.
We are respect for the planet.
We are care for people.
We are the union of strong brands that pursue innovation so you can move.
A global brand, present all over the world.
For you to have performance, positive experiences, and complete solutions. 
We are Frasle Mobility.
Keep life in motion.
From this change, we are now addressing the Frasle Mobility brand as a house of brands, under which 
the other brands are:
 ABOUT RANDONCORP 
Vertical
Motion  
Control
Motion control products such as friction 
materials, components for brake systems and for 
suspension, steering and powertrain systems.
Structure
7 abroad), 4 commercial offices, and 1 
technology center.
Customer base
Original equipment manufacturers 
distributors and auto parts retailers.
49.1%
Brakes
Brake  
Systems
Suspension, 
Steering and 
Powertrain
Other
19.3%
4.7%
26.8%
16

Vertical
Financial and  
Digital Services
Consortium for acquisition of capital goods, 
real state, financial products and services, 
insurance and digital services, investments 
in startups, leasing of heavy vehicles and 
equipment, SaaS, and open innovation 
platform for connecting companies, people, 
and startups. 
Structure
7 units, being 1 financial institution, 
1 consortium administrator, 1 open 
innovation company, 1 insurance broker, 
1 venture capital, 1 heavy vehicle rental 
company, and 1 software solutions unit.
Customer base
Suppliers, distributors and customers 
of Randoncorp, manufacturers 
of agricultural machinery and 
equipment, and operators in the 
logistics ecosystem.
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products and services directed to the transportation 
and logistics industry.
It offers financial products, solutions and services in 
line with Randoncorp's ecosystem, promoting the 
financial development of the Group's customers and 
suppliers. In line with the current market needs, Banco 
Randon also provides digital products and works in 
partnership with startups, being in constant evolution.
As one of the largest consortium managers in Brazil, 
it offers business partners with a credit alternative for 
selling their products. and for customers, a safe and 
cost-effective way to purchase goods.
It operates through a sales network in the six 
manufacturers with whom it has a partnership in the 
road trailers, agricultural machinery and equipment, 
minibuses and trucks segments. It is also present in the 
consortium (coop-payment plans) of real estate and 
vehicles with its own brand Racon and offers solutions 
in a digital consortium of services with the Yeah brand.
Insurance expertise to protect assets, Randon 
Corretora de Seguros operates in the Brazilian market, 
offering insurance solutions for personal, business, 
residential and vehicle protection, in partnership with 
the main insurance companies in the country.
A startup investment company with the objective of 
creating new business opportunities while bringing 
us closer to innovation ecosystems, stimulating the 
creation of new solutions for our customers.
Its operations are focused mainly on segments 
that complement the company's business, such as 
logistics, financial services, insurance, technology, and 
Industry 4.0. Since its creation, it has evaluated over 
380 startups, with investments of R$25.3 million in 8 
invested startups and 18 co-invested via funds.
 ABOUT RANDONCORP 
17

Innovation platform that builds connections and brings partner companies closer 
to entrepreneurs, startups, universities, communities and the entire innovation 
ecosystem. It operates from diagnosis to the development of an innovation culture 
to deliver tangible results, and serves industries ranging from metalworking and 
furniture, to agribusiness, health and wellness, and financial services.
Through development programs, challenges, and mentoring, the company stimulates the production of knowledge and 
agile solutions, solving real problems, valuing ideas, and generating new business opportunities. It is headquartered in 
Born as a result of the partnership between Randoncorp 
and Gerdau Next, the company was created to boost 
business for the future of mobility, by providing 
leasing services of heavy vehicles, such as trucks and 
semi-trailers, and transportation-related equipment.
The joint venture had an initial investment of R$250 
million, with each partner having a 50% stake. Its name 
is written with double D's in reference to the English 
verb add, referring to how much this company aims to 
add value.
A technology company that works with the design, 
building, and support of solutions in segments such 
as finance, retail, services, industry, and technology, 
providing consulting, innovation, design, development, 
and software testing services.
In 2023, Randoncorp finished the acquisition process of 
51% of the company. Randoncorp's initiatives to create 
digital solutions will now be more robust and large-
scale, expanding the performance of the Financial and 
Digital Services vertical of the Company.
Vertical
Financial and  
Digital Services
Consortium for acquisition of capital goods, 
real state, financial products and services, 
insurance and digital services, investments 
in startups, leasing of heavy vehicles and 
equipment, SaaS, and open innovation 
platform for connecting companies, people, 
and startups. 
Structure
7 units, being 1 financial institution, 
1 consortium administrator, 1 open 
innovation company, 1 insurance broker, 
1 venture capital, 1 heavy vehicle rental 
company, and 1 software solutions unit.
Customer base
Suppliers, distributors and 
customers of Randon Companies, 
manufacturers of agricultural 
machinery and equipment, and 
operators in the logistics ecosystem.
18
 ABOUT RANDONCORP

Vertical
Advanced Technology 
and Headquarters
Development of mobility products and 
solutions, manufacturing and marketing of 
robot cells, innovation of manufacturing 
processes and solutions in automation, 
production and processing of materials 
through nanotechnology.
Structure
1 advanced technology unit, 1 
technology center, 1 business office, 1 
plant, and 1 corporate center.
Customer base
Randoncorp Companies, several 
industries, and startups.
the largest independent 
technology centers in the automotive sector in South America, dedicated to  
the development and approval of products for the mobility industry.
The CTR has a broad structure to serve various segments of the sector, including over 20 types of tracks, with different 
types of paving and conditions for testing, in addition to a 2,200 sqm building, with a technical space for preparing 
vehicles and a structural laboratory, recently expanded, with the acquisition of new servo-hydraulic actuators, sharing 
centers, and software for controlling, capturing, and treating data.
 A RANDONCORP 
Auttom offers technological solutions in automation 
and industrial robotics, such as robotic cells, customized 
electrical panels, machine safety and telemetry, focusing 
on several segments.
The unit also provides technical engineering and 
advisory services in industrial automation, in addition 
to the sale of parts and components for this segment. 
Aiming to become a global supplier of robotization, it 
has structured the operation of its new office in the 
United States over 2022.
Company focused on the development, production, and 
application of nanotechnology, enabling innovative 
solutions in materials.
Created in 2021, the company is derived from the 
discovery of the method for producing nanoparticles.
It is the first company in the world to produce niobium 
nanoparticles in large scale. 
Through nanotechnology, it enhances the physical-
chemical properties of materials, bringing them to 
their best versions, improving their performance, 
revolutionizing traditional products, as well as enabling 
the creation of new solutions with unique features.
19
 ABOUT RANDONCORP

2022 Highlights
Acquisition of the North American semi-
trailer manufacturer Hercules Enterprises 
LLC, which adds diversification and resilience 
to the OEM Vertical and strengthens its entry 
into the North American market, enhancing its 
internationalization strategy.
Creation of Addiante, a joint venture with 
Gerdau Next. The new company is part of the 
Financial and Digital Services vertical, offering 
rental services for heavy vehicles and equipment, 
strengthening our performance strategy as a full 
ecosystem of solutions for transportation.
Establishment of Randon Venice, 
which 
operates in the distribution and marketing of 
Randon products in the State of Rio Grande do 
Sul. The service coverage encompasses about 
424 cities in the State of Rio Grande do Sul, which 
corresponds to 80% of the State.
Purchase of the Balancins Foundry assets, 
Castertech's foundry and machining capacity, 
which also performed adjustments in the 
production capacity.
Frasle Mobility expands its operations center in 
Argentina. The new structure, Centro Operativo 
Garín, located in the province of Buenos Aires, 
brings together all fronts of Frasle Mobility's 
brands, which is a benchmark in the auto parts 
market of that country. The center's objective is to 
centralize operations and, as a result, improve the 
processes for about 350 customers.
Inauguration of JOST Brasil`s branch, a new 
 with 3.5 thousand 
m2 of area. This operation expands JOST`s 
portfolio of operations with the manufacture 
of components for buses, in addition to other 
parts for trucks and trailers/semi-trailers. The 
installation of the unit relied on the support of 
Auttom, our robotization and automation unit, 
to develop modern processes of welding and 
component assembly.
Acquisition of DB Server, a company that 
operates in software solutions, announced in 
December. It became part of Randon Companies 
in February 2023.
Expansion
 ABOUT RANDONCORP 
20

2022 Highlights
Innovation
Sales of the e-Sys system start, an electric 
auxiliary traction system designed exclusively 
by Randoncorp, in a partnership between 
Suspensys and CTR. The technology was 
equipped in semi-trailers models, representing 
the arrival of this solution to the market. 
Investment of around R$9 million in two 
startups by Randon Ventures, in the sectors 
of fintech and intelligent manufacturing, 
Money Money and Sirros IoT.
The new digital consortium service is 
offered by Randon Consórcios, under the 
brand "Yeah", exclusive for individuals, with 
totally online hiring and freedom of choice as 
to credit destination.
Randon Smart is launched, a new service 
of embedded intelligence developed for 
fleet management. The platform combines 
telemetry and sensing systems for tracking 
semi-trailers, with more savings and safety in 
the product's operation.
Randon Solar is created, a refrigerated semi-
trailer equipped with solar panels featuring a 
patented technology, unprecedented in Latin 
America, for energy control and management. 
Presentation of the new modular platform 
to the market, which allows the assembly 
in riveted connections, reducing the use of 
welding by about 70%. Lighter, more resistant, 
and sustainable, the platform allows for faster 
loading and unloading and reduces fuel 
consumption and maintenance.
 ABOUT RANDONCORP 
21

2022 Highlights
ESG
Initiation of the performance evaluation 
process for the Board of Directors, in line 
with the best corporate governance practices.
Announcement of an investment of R$100 
million in renewable energy projects. The 
amount includes a variety of projects, the 
first of which is a photovoltaic plant with 
about 2,400 solar panels, installed at Randon 
Inauguration of the new Randon logistics 
center 
focused 
on 
sustainability.  
The 9 thousand sqm building, in Caxias do Sul 
plant, automated processes and centralized 
operations control, all of which help to ensure 
a clean operation.
Photovoltaic 
plant 
project 
at 
Fras-le 
Friction Material, built in partnership with 
the Chinese government. The panels supply 
20% of the unit's energy.
Updating our organizational competencies, 
aligned with our purpose, future vision, and 
challenges.
Launch of our affinity groups aimed at 
supporting the transformation of a diverse and 
inclusive culture. We have over 200 people 
engaged in the issues of gender equity, race 
and ethnicity, people with disabilities, and 
 ABOUT RANDONCORP 
22

Awards and Recognition
Throughout 2022, our 
responsible performance, 
with a focus on innovation 
and value creation for our 
stakeholders, was recognized 
by a number of awards.
 ABOUT RANDONCORP 
23

Valor 1000 Award
The Valor Econômico newspaper ranking, 
which gathers the largest Brazilian companies, 
has highlighted Randoncorp as the leader in 
the Vehicles and Parts category.
This is the first time we have received this 
award, which lists the thousand largest 
companies in the country, according to 
financial and accounting criteria. 
Best of ESG Award 
Randoncorp has been awarded the Best of 
ESG 2022 Award, which recognizes social, 
sustainability and corporate governance 
practices, promoted by Exame Magazine. 
The company was the winner in the Capital 
Goods and Electrical & Electronics category, 
along with two other Brazilian companies.
Money Report's  
Notables Gallery
The President of Randoncorp, Daniel Randon, 
is now part of the Notables Gallery, promoted 
by Money Report, which highlights personalities 
active in the economy, business and relevant 
aspects of Brazil. 
The executive has 
been recognized in the  
Sustainability category.
Great Place to Work 2022
companies from the State of Rio Grande do Sul, has once again listed 
Randoncorp`s subsidiaries among the Best Companies to Work For.
 
> In the ranking, Master appears in 20th place in the category that 
encompasses large companies. Among medium-sized companies from 
the State of Rio Grande do Sul, JOST Brasil is listed in 49th place, and 
TI&CSC in 13th place.
24

> Melhores e Maiores: Exame magazine's Yearbook 
recognized Randoncorp in the Capital Goods and 
Electrical-Electronic category.
 
> Top Five Road Implements Award: Randon was 
recognized as Brand of the Year in the ranking 
promoted by the Magazine Frota & Cia. In addition 
to this, the Company received first place in six 
other categories of the Award. 
 
> Marcas de Quem Decide: Randoncorp companies 
are among the most recalled and preferred brands 
by managers of companies and top executives in the 
Rio Grande do Sul market, according to the ranking 
promoted by Jornal do Comércio newspaper in 
partnership with Qualidata. Randoncorp achieved 
the 1st place in recall and the 2nd place in preference 
in the category Innovative Gaucho Brand. Racon 
Consórcios ranked 1st in recall and preference, in 
the Consortium category.
 
> Top of Mind in Transport Award: granted by the 
editorial group TranspoData, which has recognized 
Randon as the company most recalled in the 
implement category.
 
> Champions of Innovation: promoted by Grupo 
Amanhã, Randoncorp was awarded the 4th place 
among the 50 most innovative companies in 
Southern Brazil.
 
> O Mecânico Research: Frasle Mobility, Nakata, 
Fremax and Lonaflex appear in the first positions in 
19 categories of the award, which recognizes the 
preferred brands and the ones most recalled by 
mechanics. 
 
> Institutional Investor: Randoncorp has achieved 
the first place in all categories of the annual 
ranking, which recognizes the best professionals 
and companies in Latin America with regard to 
best capital market relations practices. Among the 
companies of Capital Goods classified as Small 
Caps, the Company is ranked first in the categories:
 
>
 Sérgio L. Carvalho; 
 
>
 Paulo Prignolato; 
 
> Best Investor Relations Program; 
 
> Best Investor Relations Team; 
 
> Best ESG; 
 
> Best Analyst Day; 
 
> Best Covid-19 Crisis Management; 
 
>
st and 2nd places: Davi 
Coin Bacichette and Esteban Angeletti. 
 
>
 promoted by Associação dos 
respectively, in the categories Market Highlight and 
performance in the export scenario in 2021.
 
> Best of the Year Award: Fremax was recognized 
as 1st place among the brands of brake discs most 
recommended by the members of the Sindicato da 
Indústria de Reparacao de Veículos e Acessórios do 
pads and CV Joints categories, the brands Frasle 
Mobility and Nakata, respectively, achieved second 
place in the nominations.
 
> TOP 100 Open Corps Award: the 100 Open Startups 
Ranking has recognized Randoncorp among the 
Brazilian automotive industries that are most 
connected with open innovation.
 
> Metalurgical Merit Gigia Bandera: the President 
Daniel Randon was recognized by Union of Metal, 
Mechanical and Electrical Material Manufacturers of 
Caxias do Sul and region.
 
> Finance & Law Summit Awards: as the country's 
best in the Financial category in the automotive 
area and finalist in the Legal category.
Sérgio L. Carvalho, Randoncorp CEO, at Exame's Best ESG Awards.
25
 ABOUT RANDONCORP

Value  
creation
Chapter 2
> CHAPTERS:
Children assisted by  
the Florescer Program
26

C
O
M
MI
T
M
EN
T 
T
O 
TH
E 
EN
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M
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•  
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PE
RI
TY
 
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TI
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•  
EX
CE
LL
EN
CE
 
A
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ET
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A
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V
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A
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RE
SP
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BL
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•   
ESG Ambition
We face the challenges of a changing world as an opportunity 
to build a better society. In the search for a more ethical, effi-
cient, and prosperous future for all people, we know that ESG is 
the essential way to achieve our goals and put our purpose and 
principles into practice.
In this sense, since 2021, our ESG Ambition defines the strategic 
pillars, commitments and targets established to promote busi-
ness and value chain sustainability.
To build our ESG Ambition, we conducted a materiality study, 
which identifies the most relevant themes for business sustain-
ability from the perspective of investors (main capital markets 
best industry practices, and the Company's operating strategy.
As an outcome, we identified 13 material topics that were 
grouped into five interconnected strategic pillars:
We believe that there is no future 
unless we build more collaborative 
and sustainable relationships.
To identify and 
develop eco-
efficiency gains 
opportunities in our 
operations, with a 
focus on promoting 
circularity and the 
efficient use of 
resources, fighting 
climate change, 
and stimulating 
advancements 
in environmental, 
supplier and client 
management 
practices.
To optimize the 
generation of value 
to our publics, 
while supporting 
the development 
of our employees 
and a diversified 
and inclusive work 
environment and 
stimulating the 
development of 
sustainable practices 
by our suppliers and 
socio-economic 
inclusion in local 
communities.
To ensure business 
sustainability 
through continuous, 
disruptive, and 
collaborative 
innovation while 
striving for 
advancements in 
sustainable cargo 
transportation and in 
our value chain.
To remain a reference 
in terms of quality 
and safety in all areas 
of our operations, 
with a focus on 
the safety of our 
employees, data 
security, and product 
excellence to ensure 
safety to our clients.
To optimize 
the sustainable 
development of 
our business by 
assuming institutional 
commitments 
and adopting 
better sustainable 
management 
practices, with 
ethics and corporate 
governance, while 
keeping transparency 
and rendering 
accounts to all of our 
stakeholders.
ESG 
Ambition
VALUE CREATION
27

We have a Sustainability Committee, a non-statutory 
and operational body, which reports to the President 
Daniel Randon. The Committee is composed of 
corporate representatives of the areas related to the 
ESG Ambition topics. In 2022, the new coordinator is 
Anderson Pontalti, Superintendent Director, member of 
the Company's Executive Committee.
Among 
the 
responsibilities 
of 
the 
Sustainability 
Committee, we highlight:  
 
> Propose new strategies and directions to leverage 
ESG in the organization.
 
> Support the development of actions that reinforce 
our performance in the five pillars of the ESG 
Ambition.
 
> Monitor the fulfillment of the established 
commitments.
 
> Ensure that ESG practices are connected to the 
company's strategy.
 
> Promote culture and debates on the theme.
Legenda da foto.
Sustainability Governance 
VALUE CREATION
28

For each pillar of the ESG Ambition, we have established a set of actions, 
projects, indicators, and targets in order to address the listed commitments.
The goal is for us to continuously 
evolve, generating more and more 
value for society and the environment, 
taking advantage of synergies to 
drive the market toward sustainable 
development. 
Over 2022, we continued to advance in sustainability governance 
our commitments. The development of each pillar and its impact are 
detailed in the following chapters of this Report. Next, we present 
a summarized overview on how the Company's main ESG indicators 
have evolved.
 ESG performance 
VALUE CREATION
29

Esg  
Ambition
Public 
Commitment
SDG
Base Year  
2022
Premises
Goal
Remarks
Commitment 
to the 
Environment
Reduce 
greenhouse 
gas emissions 
by 40% until 
2030.
13
2.72
2.51
TonCO2e/hours 
worked, of the 
emissions related to 
scopes 01 and 02. 
Methodology: GHG 
Protocol
Minimize impacts of greenhouse 
gas emissions on climate 
change in line with sustainable 
development goals.
To better demonstrate this indicator, as of 2022 we started 
reporting emissions intensity as a rate. The companies considered 
for the calculation of this indicator are listed on page 123.
Zero waste 
disposal in 
industrial 
landfills and 
reuse 100% 
of the treated 
effluent by 
2025.
6, 12 
and 
13
24%
23%
Waste sent to 
industrial landfill/ 
Waste generated in our 
operations.
Fostering the circular economy 
by adding value to the waste 
generated, as well as eliminating 
the possibility of environmental 
liabilities.
Most of the units do not dispose of their waste in industrial 
landfills. The challenge for this commitment is the disposal of 
foundry waste (slag, refractory), for which there are several 
studies in progress. The companies considered for the 
calculation of this indicator are listed on page 127.
50%
50%
Reuse of effluents from 
units that have their 
own treatment station.
To sustainably manage water by 
optimizing the use of this natural 
resource in our operations.
Randon Araraquara, a subsidiary of OEM Vertical, already reuses 
100% of its effluents. The companies considered for the calculation 
Sustainable 
Innovation
Increase 
the annual 
net revenue 
generated 
by new 
products.
9
To ensure the Company's 
longevity through the constant 
development and launch of 
products that provide benefits 
to society, especially the socio-
environmental ones.
We are undergoing an improvement process for the reporting 
of this public commitment, due to the complexity of the 
theme and the diversity of our businesses. Therefore, we will 
not bring the result of the quantitative indicator in this cycle. 
However, the various and consistent initiatives in sustainable 
innovation, which strongly contribute to the achievement of this 
commitment, are available on page 86.
Excellence  
and Safety  
as a Value
Zero serious 
accidents 
in our 
operations.
3
0.11
Serious injuries are 
considered to be 
those resulting from 
serious accidents with 
permanent injuries and/
or fatalities. Serious 
injuries/hours worked) 
X 1,000,000
Promote safe and secure work 
environments, ensuring that 
employees have adequate 
conditions to perform their 
activities.
Our focus is always on zero serious accidents in our operations. 
In 2022, the classification criteria of the Serious Injury Rate was 
revised and, in this format, work safety criteria were included, 
in addition to the health criteria that were evaluated in previous 
cycles. Therefore, in 2022, the safety analysis with the work 
activity restriction parameter was included. For comparison 
purposes, the 2021 occurrences were all reassessed and, 
applying the new criteria, the serious injury rate went from 0.11 
(reported the previous year) to 0.29. 
Prosperity for 
All
To double 
the number 
of women in 
leadership 
positions 
until 2025.
5
11%
15%
This indicator 
considers the positions: 
leadership, coordination, 
management, and board 
of directors of companies 
located in Brazil.
Increase women's representation 
and equal opportunities for 
leadership at all levels of the 
Company through a diverse and 
inclusive culture.
This indicator considers the companies we had in December 
2020, when we made and released this public commitment.
VALUE CREATION
30

Collaboration 
To contribute to the ESG agenda and the transformation of the transportation sector, we 
collaborate with initiatives that promote sustainability and contribute to the development 
of our business.
Global Compact
Since 2021, we have been a signatory of the Global Compact, a United 
to adopt 10 universal principles that reflect fundamental values in the areas 
of human rights, labor relations, environment, and anti-corruption.
Business Pact for Integrity and Against Corruption
Since 2019 we are signatories to the Business Pact for Integrity and Against 
Corruption, of the Ethos Institute, which aims to promote a more principled 
and ethical marketplace and eradicate bribery and corruption.
Transforma RS
We are part of Transforma RS, a hub that connects companies, government, 
universities and society with the purpose of supporting the sustainable 
development of Rio Grande do Sul.
 
>
 
>
 
>
 
>
 
>
 
>
 
> Association of Capital Market Analysts and Professionals 
 
>
 
>
 
> National Association of Finance, Administration and 
 
>
 
> Chamber of Industry, Commerce and Services of Caxias do 
 
>
 
>
 
> Heavy Duty Manufacturers Association
 
> Inova RS
 
> Ethos Institute
 
> Hélice Institute
 
> Besc Institute of Humanities and Economics
 
> SAE Brasil
 
> Union of Metallurgical and Electrical Materials Industries of 
 
> Interstate Union of Railway and Highway Materials and 
 
> National Union of Industry and Components for Motor 
VALUE CREATION
31

SDG 7 › Affordable and 
clean energy
7.2 
By 
2030, 
increase 
substantially the share of 
renewable 
energy 
in 
the 
global energy mix.
 
> Public 
commitment 
to 
combat 
climate 
change 
that foresees the increased 
use of renewable energy in 
operations.  
 
> 20% of the energy consumed 
comes 
from 
renewable 
sources. 
7.3 By 2030, double the global 
rate of improvement in energy 
efficiency.
 
> Energy intensity of 0.08  
GJ/hours worked.
SDG 8 › Decent work 
and economic growth
8.8 Protect labor rights and 
promote safe and secure 
working environments for 
all workers.
 
> Injury rate of 0.11 in 2022.
 
> R$28 million invested in 
Occupational Health and 
 
> 88.5% 
of 
employees 
covered 
by 
collective 
bargaining agreements.
 
> Public commitment to zero 
serious accidents in our 
operations.
SDG 5 › Gender equality
5.5 
Ensure 
women’s 
full 
and 
effective 
participation 
and equal opportunities for 
leadership at all levels of 
decision-making in political, 
economic and public life.
 
> We have 14% women in 
considering 
the 
base 
companies at the moment of 
our public commitment).
 
> Public commitment to double 
the number of women in 
leadership positions by 2025 
 Contribution to the SDGs 
As signatories of the Global 
Compact, we are committed 
to contributing to the 
achievement of the UN 2030 
Agenda, which aims to engage 
organizations around the world 
in support of 17 Sustainable 
The SDGs constitute a global action plan to contribute 
to sustainable development, by acting on issues such 
as poverty, social inequality and climate change.
Based on a detailed study of the synergies between 
our ESG strategy and Ambition and the SDGs, we iden-
tified at least fifteen goals in which our actions may 
have a positive impact. By assessing the relevance and 
urgency of our action on each of them, we identified 
seven as priorities for our business.
VALUE CREATION
32

SDG 9 › Industry, innovation and 
infrastructure
9.5 
Enhance 
scientific 
research, 
upgrade the technological capabilities 
of industrial sectors in all countries, 
in particular developing countries, 
including, 
by 
2030, 
encouraging 
innovation 
and 
substantially 
increasing the number of research 
and public and private research and 
development spending. 
 
> R$131 million invested in RD&I in 
2022.
 
> 30 R&D&I projects finalized.
 
> R&D structure in all of the Company's 
units. 
 
> Business 
verticals 
focused 
on 
innovation, formed by: CTR, Auttom, 
and Nione. 
 
> Public commitment to increase the 
annual consolidated net revenue 
generated by new products.
SDG 11 › Sustainable cities 
and communities
11.2 By 2030, provide access to 
safe, affordable, accessible and 
sustainable transport systems for 
all, improving road safety.
 
> 42 innovation projects focused 
on sustainable mobility in 2022.
SDG 12 › Sustainable consumption 
and production
12.2  By 2030, achieve the sustainable 
management and efficient use of natural 
resources.
 
> R$21.1 million invested in environmental 
management initiatives.
 
> 50% of effluent treated in 2022.
 
> 88% conversion rate from raw material 
to products.
12.5 By 2030, substantially reduce 
waste generation through prevention, 
reduction, recycling and reuse.
 
> 55% of non-hazardous waste was 
recycled. 
 
> 24% of waste disposed of in industrial 
landfills. 
 
> Public commitment to zero waste 
disposal in industrial landfills and reuse 
100% of treated effluent by 2025.
SDG 13 › Climate action
13.1 
Strengthen 
resilience 
and 
adaptive capacity to climate-related 
hazards and natural disasters in all 
countries. 
 
> 8% reduction in GHG emissions 
intensity, compared to the base year 
of 2020.
 
> Public 
commitment 
to 
reduce 
greenhouse gas emissions by 40% 
considering scope 01 and 02 by 
VALUE CREATION
33

Our performance
R$131.0 
million  
invested 
in RD&I
Social and 
Relationship
Natural
Human
Intellectual
Manufactured
9 industrial 
centers
32 industrial 
parks
10,347 
suppliers
1.9 million GJ  
of consumed 
energy
R$21.1 million 
invested in 
environmental 
management 
initiatives
15,950 
employees
6 commercial 
offices
R$6.9 million 
invested in  
social actions
R$7 MM 
invested 
in the 
construction 
of solar power 
plants
4,866  
new hires
5 companies 
focused on 
technology and 
innovation
7 financial 
and digital 
services  
companies
470.15 ML of 
water consumed
20.2 hours
training for 
women
23 hours
training for 
men
64 new registered
patents
R$4.5 billion 
in economic 
value
R$7.6 billion 
paid in 
contracts 
with suppliers
55%  
of non-hazardous  
waste was 
recycled
100% of the eligible employees were
submitted to evaluations
30 innovation
projects concluded
R$140.6 
million 
distributed in 
dividends to the 
shareholders
4 programs 
coordinated by 
the Elisabetha 
Randon Institute 
50%  
of effluent  
reuse
INNOVATION
OUR  
PEOPLE
ENVIRONMENT
SOCIETY
BUSINESS
R$11.2 
billion in 
consolidated 
Net Revenue
+ than 68,000 
people  
benefited  
by IER
88% raw  
material 
conversion 
rate
Value Created 
CAPITALS
VALUE GENERATED
Building 
tomorrow
VALUE CREATION
34

Financial results 
We closed the year with consolidated net revenue of R$11.2 billion, 23.1% higher than the 
previous year. Consolidated EBITDA came to R$1.5 billion, 13.5% higher than in 2021, and the 
EBITDA margin was 13.5%, a reduction of 1.2 percentage points.
Among the factors that impacted this result are:
 
>  Strong demand from the truck and semi-trailer markets;
 
>  Pass-through of inflation throughout the year, reflecting the increase in average sales prices;
 
>  New sources of revenue through the expansion of production capacity and the acquisition 
and incorporation of companies;
 
>  Good performance in the aftermarket;
 
>  Expansion of revenues in the foreign market;
 
> A diversified business model, with access to new geographies and an increased portfolio.
In relation to the foreign market, we closed 2022 with US$436.5 million, an increase of 37.9% 
consolidated net revenue in 2022, an increase of 1.3 percentage points compared to 2021.
Net income recorded at the end of the year was R$471.7 million, 32.4% less than the previous 
year. The drop in the comparison is explained mainly by the recognition of non-recurring tax 
credits recorded in 2021, which affect the comparison base.
Over 2022, we have invested R$1.2 billion to continue our continuous improvement process and 
expand our operations.
of the last twelve months). Excluding Banco Randon results, net debt in the period was R$1.6 
billion, with leverage of 1.08x EBITDA.
The financial data were audited by a specialized company, as stated in the Management Report.
ECONOMIC HIGHLIGHTS
2022
2021
∆%
Total Gross Revenue Total1
16,188,683
13,269,421
22.0%
Consolidated Net Revenue
11,152,417
9,057,457
23.1%
International Market Revenues 
US$2
436,463
316,399
37.9%
Consolidated Gross profit
2,624,762
2,268,352
15.7%
23.5%
25.0%
Consolidated EBITDA
1,504,964
1,326,464
13.5%
EBITDA Margin
13.5%
14.6%
Adjusted EBITDA
1,510,443
1,337,376
12.9%
Adjusted EBITDA Margin
13.5%
14.8%
Consolidated Net Profit
471,719
697,876
4.2%
7.7%
Results per Share R$
1.43
2.12
FINANCIAL HIGHLIGHTS
2022
2021
∆%
Consolidated Net Equity
2,744,765
2,520,219
8.9%
Investments3
1,221,200
586,893
108.1%
Net Debt
2,925,301
2,542,175
15.1
1,594,320
1,409,314
13.1%
Leverage
1.94 x
1.92 x
1.5%
1.08 x
1.08 x
0.2%
ROE (last 12 months)
18.7%
33.9%
ROIC (last 12 months)
14.5%
16.4%
1 No elimination of intercompany sales. 2
 
3
Amounts in R$ Thousand, unless otherwise indicated.
VALUE CREATION
35

Andrei da Silva Borges
Administrative Assistant 
Ethical and responsible 
management
Chapter 3
> Chapters:
36

41,541 
shareholder
Governance that generates value
 Outlook 
Randoncorp is a publicly traded Company, with shares traded at B3 under the 
tickers RAPT3 and RAPT4. At the end of 2022, our capital was composed of 
116,515,527 common shares and 212,815,006 preferred shares, with a market 
value of R$2.7 billion.
The founding group holds 95,206,561 common shares, representing 81.71% 
of the total of that kind of voting shares. In addition, they hold 34,969,676 
preferred shares, totaling a position of 39.5% of the Company's total shares.
To ensure the continuous generation of long-term sustainable value, and the 
fulfillment of our commitment to transparency and ethics in the day-to-day 
business, we adopt the best corporate governance practices, in line with the 
39.6%
0.3%
20.4%
17.6%
1.6%
20.5%
Controlling Group
Individuals
Institutional investors1
Legal Entities2
Foreigners
Treasury Shares
ETHICAL AND RESPONSIBLE MANAGEMENT
Best practices
 
> Level 1 Corporate Governance in B3.
 
> 60.1% free float.
 
>
 
>
 
> Manual for Participation in Annual General Meetings.
 
>
 
> Governance Portal.
 
> Independent audit reporting to the Board of Directors.
 
> Outsourced and independent Reporting Channel.
 
> Corporate Policies.
 
> Corporate Governance Board.
1 Investment Funds and Clubs. 
2 Companies, Banks, Brokers and Associations.
37

Recognized governance
Recognizing the 
implementation and 
adoption of best 
governance practices 
in the management and 
use of Governance, we 
received the Digital 
Governance Award 
2022, presented by Atlas 
Governance.
Evolution in corporate governance 
Throughout 2022 we have continued to evolve in adhering to the best Corporate Governance 
practices of the IBGC's Code of Best Governance Practices, reaching an adherence of 
78.3% to recommended practices.
Among the advances made during the year, we can mention:
 
>
 
> Update of the Bylaws.
To learn more about the practices adopted, access our Corporate Governance Report at: https://
ri.randoncorp.com/en/corporate-governance/corporate-governance-report/
Partial adherence
Full adherence
82.6%
73.9%
65.2%
56.6%
51.0%
2018
2019
2020
2021
2022
78.3%
4.3%
2.2%
4.3%
10.9%
15.7%
71.7%
60.9%
45.7%
35.3%
ETHICAL AND RESPONSIBLE MANAGEMENT
Bylaws update
To meet the best corporate governance practices, in 2022 we updated our Bylaws, including 
guidelines such as: 
 
> Rule for cases of conflict of interest in General Shareholders' Meetings and Board of 
Directors' resolutions;
 
> Minimum of 1/3 of Independent Board Members and definition of independence;
 
> Statutory provision for an integration program for new Board Members;
 
> Minimum number of six Board meetings per year;
 
> Express authority of the Board to evaluate risk exposure and the effectiveness of risk 
management;
 
> Dismemberment of the President Director's responsibilities, by creating the position 
of Executive General Director.
38

Structure
* Data from 12/31/2022.
As of 2023, a non-statutory People Committee was installed to advise the Board of Directors. And the Executive Committee underwent 
changes, with the addition of the Superintendent Director of the Advanced Technology vertical, Cesar Augusto Ferreira, and the new 
designation of the 2022 Superintendent Directors, who will become COOs of their respective verticals. Moreover, there was a change 
in the composition of the Fiscal Council with elections held at the last AGM.
Evolution in the 
structure
As announced last year, as of 
January 1, 2022, the positions 
of President Director and CEO 
were separated and are now 
held by Daniel Randon and 
Sérgio L. Carvalho, respectively.
In the new structure, Daniel 
Randon reports to the Board 
of Directors and continues to 
support the new CEO and the 
Executive Committee, as well as 
leading the internal operating 
committees 
dedicated 
to 
the ESG agenda, strategies 
to strengthen the brand and 
reputation, and issues related 
to ethics and compliance.
Sergio L. Carvalho is the 
first market professional to 
hold the position of CEO in 
the Company's 74 years of 
existence, and his mission 
is to further strengthen the 
Company's internationalization, 
business diversification, and 
innovation processes.
Risk Management  
and Compliance
Shareholders' 
 Meetings
David A. 
Randon
Chairman
Alexandre 
Randon
Vice-President
Pedro Ferro 
Neto
Board Member
Ana Carolina 
R. Strolbel
Board Member
Vicente 
F. Assis
Board Member
Fiscal  
Council
Renato S. P. 
Chaves
Gilberto C. 
Monticelli
Ademar 
Salvador
Thiago W. 
Pereira
João C. 
Sfreddo
Daniel R. 
Randon
President
Sérgio L. Carvalho
General Executive  
Director
Paulo 
Prignolato
VP and IRO
Daniel 
M. Ely
VP
Alexandre 
Randon
Director
Sérgio L. 
Carvalho
CEO
Paulo 
Prignolato
CFO and  
IRO
Daniel 
M. Ely
CTO
Anderson Pontalti
Superintendent  
Director
 Frasle Mobility
Ricardo Escoboza
Superintendent  
Director
Auto Parts
Sandro A. Trentin
Superintendent  
Director
Trailers
Ethics  
Committee
Sustainability  
Committee
Brand & Reputation  
Committee
Non-Statutory  
Operating Committees
Corporate  
Governance
Board of  
Directors
Executive  
Committee
Statutory  
Board
ETHICAL AND RESPONSIBLE MANAGEMENT
39

Board of Directors 
elected individually by the shareholders, at the 
General Meeting, and may have from three to nine 
members, with a unified term of office of two years 
and reelection permitted.
Composed of five members, three of whom are 
independent, with an average term of office of 5.4 
years. During 2022, the Board of Directors met 24 
times, with an average frequency of 100%.
The Board's responsibilities can be found in the 
Internal Regulations in our IR website.
Position
Number of 
terms
Attendance 
at meetings
David Abramo Randon
Chairman
2
100%
Alexandre Randon
Vice-President
8
100%
Pedro Ferro Neto
Independent 
Board Member
3
100%
Vicente Furletti Assis
0.5
100%
Ana Carolina Ribeiro Strobel
1
100%
Composition on 12/31/2022
To learn about the detailed professional experience of each Board member access our IR website.
From left to right, Alexandre Randon, Ana Carolina R. Strobel, David A. Randon, Vicente F. Assis and Pedro Ferro Neto, constituting 
the Board of Directors of Randoncorp.
Evolution of the board of directors
Following the best corporate governance practices, in 2022 we implemented the 
performance evaluation of the Board of Directors as a collegiate body.
The evaluation process became annual and was conducted internally, by means 
of self-assessment and evaluation questionnaires of the Board, made available on 
an online platform that allowed for anonymous answers. Based on the results of 
the evaluation, we implemented measures to improve the Board's efficiency, such 
as making meeting materials available in advance, as required by the Bylaws, and 
including topics suggested by Board members in the Annual Thematic Agenda.
Another important advance, in the continuous business expansion scenario, 
was the creation of Board of Directors meetings with the leaders of our various 
operating plants. In these events, in addition to the in-depth knowledge of each 
business reality, they can learn about projects and events linked to sustainable 
development, such as products with green technologies, renewable energies, and 
innovative production processes.
40

Position
Number of 
terms
Attendance at 
meetings
Ademar Salvador
Council Member 
elected by the 
Controller
6
98%
João Carlos Sfreddo
11
100%
Renato Sobral Pires Chaves
6
100%
Gilberto Carlos Monticelli
1
100%
Thiago Wolf Pereira
Council Member 
elected by 
Minorities
1
100%
Composition on 12/31/2022
To learn about the detailed professional experience of each Board member access our IR website.
Position
Number of 
terms
Attendance 
at meetings
Daniel Raul 
Randon
President-Director
2
100%
Paulo 
Prignolato
Vice-President and 
Investor Relations 
Officer
Executive 
Committee 
Member 
2
100%
Sérgio L. 
Carvalho
General Executive 
Director
Executive 
Committee 
Member 
3
100%
Daniel M. 
Ely
Vice-President Director
Executive 
Committee 
Member 
1
100%
Alexandre 
Randon
Director
8
100%
Composition on 12/31/2022
To learn about the detailed professional experience of each Board member access our IR website.
 Fiscal Council 
non-permanent, installed at the request of shareholders at an Annual General Meeting. It 
supervises the acts of the managers of the Company and its subsidiaries, examining and 
expressing its opinion on the financial statements.
It may have from three to five members, with the same number of alternates, the majority 
being elected by the controller, with a term of office of one year. In 2022, it was composed 
of five members, who met 9 times, attended by 98% of the members, on average. Also, 
this year, there were changes in the composition of the Fiscal Council, with elections held 
at the AGM.
To learn more about the duties and responsibilities of the FC, access the Internal Rules 
on our Investor Relations website.
ETHICAL AND RESPONSIBLE MANAGEMENT
Statutory Board
The Board is a body composed of at least two members, and at most nine, being one 
the Chief Executive Officer, up to three with the designation of Vice-President Director, 
one Investor Relations Officer, and up to four Officers with no specific denomination.
The Board of Directors must elect all, with a unified term of two years and reelection 
permitted. Currently, our Board is composed of five members, who held 13 meetings 
during the year. 
The competencies and responsibilities of the Board are described in the Internal 
Regulations.
41

Sérgio L. 
Carvalho
Paulo 
Prignolato
Daniel 
M. Ely
Anderson 
Pontalti
Sandro A. 
Trentin
Ricardo 
Escoboza
Chief Executive 
Chief Financial 
Chief 
Transformation 
Superintendent 
Director   
Superintendent 
Director   
Superintendent 
Director   
Composition on 12/31/2022
 Executive Committee 
Superintendent Directors from the Trailers, Auto Parts 
and Motion Control verticals, with no fixed term of office.
In 2023, the Executive Committee went through 
changes, with the addition of the Superintendent 
Director of the Advanced Technology vertical, Cesar 
Augusto Ferreira, and the new designation of the 2022 
Superintendent Directors, who will become COOs of 
their respective verticals.
The COMEX has the task of analyzing the operations 
and direct management of the Company and its 
subsidiaries and, when appropriate, submit the issues 
for the Board of Directors' resolution.
From left to right, Anderson Pontalti, Daniel M. Ely, Paulo Prignolato, Sérgio L. Carvalho, Sandro A. Trentin and Ricardo Escoboza, 
constitute the Executive Committee.
42

Remuneration 
Our Remuneration Policy for senior management aims to attract, retain 
and engage the best professionals, contributing to the business longevity 
and value creation for our stakeholders. It provides that the remuneration 
must be established and updated based on an annual market survey and 
on the targets linked to the Company's strategic planning.
The Board of Directors, Executive Board and Fiscal Council's compensation 
is approved annually by the shareholders at the Shareholders' Meeting. 
Board of Directors members are paid a fixed monthly fee, distributed by 
the Directors at a meeting, which is part of the overall amount defined at 
the Meeting.
The Executive Board is entitled to a fixed remuneration, a benefits package 
and variable remuneration, as profit sharing, linked to the achievement 
of goals and the obtaining of short- and long-term results. The Fiscal 
Council Members, on the other hand, have equal fixed remuneration, plus 
the cost of travel expenses, as provided by law.
In 2022, we created a non-statutory People Committee, which began 
operating in 2023. Among its duties is the evaluation process for 
determining the remuneration of employees.
For further information about leadership remuneration, please access our  
Remuneration Policy.
0.2%
3.3%
47.8%
48.5%
Fixed 
remuneration
Variable 
remuneration
Post-job 
benefit
Benefit + 
FGTS
Board of 
Directors and 
Statutory  
Board
CONDUÇÃO ÉTICA E RESPONSÁVEL
R$20 million distributed as follows:
ETHICAL AND RESPONSIBLE MANAGEMENT
43

Ethics
We are committed to 
promoting an ethical culture 
with respect for human 
rights in all our companies. 
Acting with integrity, transparency and accountability 
is our duty, both in our work environment and in 
our relationships, and we are continuously seeking 
practices to evolve in this area.
This commitment is guided by the Integrity Program, 
ID Randon (“Randon ID”), that drives the evolution 
process towards ethical and responsible conduct, 
strengthening our values and principles. Through 
Randon ID, we ensure the adoption of tools that 
promote, guide, disseminate and monitor ethics and 
integrity in our business.
Our Code of Ethical Conduct establishes the principles 
and values to be observed by all employees, managers 
and business partners, in all the Company's subsidiaries. 
The document presents guidelines on what we expect 
and require in our relations, with practical examples that 
may occur on a daily basis.
Our Anti-Corruption Policy states that we do not 
tolerate any form of corruption and bribery, confirming 
and laying down methods that reinforce best practices 
in the fight against corruption.
Furthermore, we have 18 other corporate policies 
approved by the Board of Directors that govern topics 
such as compliance, anti-corruption and consequence 
management, among others. Visit our Policies and 
Code of Ethics and Conduct page for more information: 
https://ri.randoncorp.com/en/corporate-governance/
bylaws-codes-and-policies/.
Conflict of interests
Our Code of Ethical Conduct establishes 
that, whenever the personal interests of 
any manager or employee may override the 
Company's interests, he or she must step 
aside for the company's analysis. In this way, 
we ensure that decision-making is guided 
with the necessary impartiality and integrity.
In the document, we present conduct that can 
be understood as a conflict of interest, with 
guidelines on how to proceed in each case. 
Additionally, conflict of interest situations are 
also regulated in our Bylaws, Internal Rules of 
the Board of Directors, Internal Rules of the 
Board of Executive Officers and Policy on 
Transactions with Related Parties.
In case of conflicts within the Board of 
Directors, the members involved should speak 
out and not participate in the discussions and 
decisions about the related topics.
ETHICAL AND RESPONSIBLE MANAGEMENT
44

Monitoring 
 
Ethics Channel
As part of our Integrity Program, we have an Ethics Channel through which 
all our stakeholders may report cases or suspected violations of our Code of 
Ethical Conduct, other corporate policies, or the legislation of the countries 
where we operate.
The Channel is an exclusive and safe means of communication, ensuring 
anonymity, protection and non-retaliation to the reporters. The information 
recorded is received by an independent and specialized company, ensuring 
absolute confidentiality and the appropriate handling of each situation. Next, 
the reports are sent to the Risk Management and Compliance area, which 
assigns the appropriate forwarding.
For confirmed cases of non-compliance with ethical conduct, disciplinary 
measures are applied in accordance with the Company's Consequences 
Policy. For specific cases, action plans are also prepared, with the objective of 
correcting them and preventing new occurrences.
In 2022, 470 reports were registered, being 94% finalized. Out of this amount, 
53.7% were considered unfounded, 34.2% founded, 6.1% inconclusive, 2.7% 
with insufficient data, and 3.2% out of scope. The actions taken for the cases 
that had grounds included orientation, verbal warning, contract suspension, 
written warning, dismissal without fair cause, referral for training, and creation 
of procedures.
To strengthen our ethic and integrity culture, Randon ID program is presented to 
the employees as soon as they join the Company. New employees receive hard and 
digital copies of the Code of Ethical Conduct, in addition to undergoing training on 
the document. At the end of the process, they sign a statement of awareness and 
commitment to its guidelines.
Employees also undergo refresher training whenever the document is updated. As 
the Code of Ethical Conduct underwent a revision process in 2021, the Company's 
leaders attended refresher training in the same year, and the remaining employees 
were trained throughout 2022.
On the International Anti-Corruption Day, we launched our AntiCorruption Training 
on the Pra.VC platform, which also has other training on compliance, with videos 
and debates to encourage employees' reflection.
We also recurrently hold integrity journeys in the business units themselves, in order 
to reinforce the values and principles contained in our Code of Ethical Conduct.
 Engagement 
 
Ethics Channel
https://www.canaldeetica.com.br/empresasrandon/
 
 
compliance@empresasrandon.com.br
ETHICAL AND RESPONSIBLE MANAGEMENT
45

Internal Audit 
The Internal Audit is the area responsible for the independent and systematic 
evaluation of all processes and units of Randoncorp, with the objective of verifying 
whether they are in compliance with the current legislation and with internal 
policies and procedures, also evaluating the effectiveness of internal controls.
To define the area's annual work plan, with the processes and units to be audited, 
we take into account the following aspects: criticality of the risks of the corporate 
matrix, the strategic guidelines, the process and unit's relevance and materiality.
The corporate risk matrix considers the assessment of corruption risks and this 
assessment is reflected in the Regulatory Risk category. Currently, we have listed 
four risks as priorities concerning corruption:
The Internal Audit area is also responsible for investigating reports and allegations 
of corruption received through the Ethics Channel, and the Risk Management 
and Compliance department is responsible for risk analysis and management 
of the fight against corruption in 100% of our operation. In 2022, there was no 
record of reports and accusations of corruption in the Ethics Channel.
Environmental Risk
Non-compliance 
regarding environmental 
protection actions.
Criticality level of the 
risk: Significant.
Regulatory  
Compliance Risk
Lack or loss of institutional 
capacity to manage the 
regulatory complex of 
the Companies, violation 
of the norms and 
legislation in effect.
Criticality level of the 
risk: Significant.
Ethical Conduct Risk
Employee acts diverging 
from the ethical standards 
established and accepted 
by the Companies.
Criticality level of the 
risk: Significant.
Third-Party And Partner 
Management Risk
Weaknesses, illegal acts in 
the relation with suppliers, 
service providers, distributors 
and franchisees.
Criticality level of the 
risk: Significant.
ETHICAL AND RESPONSIBLE MANAGEMENT
46

Risk Management
So as to manage the possible negative impacts on our business, we 
continue to advance in methodologies to ensure the continuous 
improvement of our risk management processes in an integrated, 
structured, customized and inclusive manner in all spheres of business 
and in all our companies. 
Our Risk Management Policy sets out the Company's risk management 
guidelines, strategies, and responsibilities. According to the document, 
the Board of Directors is responsible for approving the policy and 
ensuring the effectiveness of the risk management systems.
The Executive Committee, on the other hand, is responsible for 
continuously evaluating the effectiveness of the risk management model, 
defining the risk appetite and owners, and approving its evaluation.
We also have other specific thematic policies linked to the theme, such as:
 
> Asset Security Policy.
 
> Information Security Policy.
 
> Personal Data Privacy Policy.
 
> Controllership Policy.
 
> Finance Policy.
 
> Health and Safety and Environment Policy.
 
> Consequences Policy.
 
> Corporate Purchasing Policy.
 
> People Management Policy.
 
> Compliance Policy.
 
> Investment Management Policy.
 
> Exchange Risk Management Policy.
 
> Sponsorship and Donations Policy.
 
> Policy for Hiring Extra-Audit Services.
 
> Internal Audit Policy.
 
> Result Allocation Policy.
 
> Related Party Transactions Policy.
47

With the purpose of more efficiently identifying, assessing and classifying each 
risk inherent to our operations, we maintain a corporate risk map that is updated 
biannually. In 2022, we identified 44 corporate risks, which were classified and 
prioritized for treatment according to the level of impact and probability in four 
categories in accordance with our Risk Management Policy: strategic, financial, 
operational or regulatory.  
For each risk identified and assessed in the corporate risk map, we define a 
risk treatment and response strategy, through a control activity or action plan, 
executed by the risk owners and monitored by the Risk Management and 
Compliance area. 
Risk treatment should comply with the following guidelines:
Risk classification and handling
Processo de Gestão Integrada de Riscos
IDENTIFICATION
ASSESSMENT AND CLASSIFICATION
HANDLING
Every year, we survey the risks of our processes, 
to ensure that the risk map is updated. In 2022, 
we identified 44 corporate risks.
Identified risks are classified and prioritized for handling 
according to the level of criticality (impact versus 
likelihood) into four categories in accordance with our Risk 
Management Policy described below.
For each identified and assessed risk, a response strategy 
is defined, described in action plans coordinated by the Risk 
Management and Compliance department.
The strategy must prioritize one of the four guidelines set out below 
from our Risk Management Policy:
Avoid
Discontinuing activities that generate risk.
Accept
The impact/probability of the event andof continue 
operating with the control.
Mitigate
Creating controls or initiatives that minimize the 
potential exposure to risk.
Transfer 
Reduce the likelihood or impact of transferring or sharing 
with third parties.
Strategic Risk
Associated to the strategic decisions of the 
organization to achieve its business objectives and/
or derived from its lack of capacity or ability of the 
company to protect itself or adapt to changes in the 
business environment.
Operational Risk
Associated to the possibility of facing losses (in 
production, assets, clients, revenues) resulting 
from flaws, deficiencies or inadequacy of internal 
processes, staff and systems, as well as external 
events such as natural disasters, frauds, labor strikes 
and terrorist acts.
Financial Risk
Associated to market, credit and liquidity risks: 
 »
Market and Government Risks: financial losses 
due to the alteration of interest and exchange 
rates, in share prices, in commodity prices, and in 
the legislation in force. 
 »
Credit Risks: possibilidade de perdas pelo 
não pagamento de crédito concedido por 
financiamento e emissões de títulos. 
 »
Liquidity Risks: loss of capital, of the financial 
value of assets.
Regulatory Risk
Associated to legal or regulatory sanctions, financial 
or reputational loss  the company might suffer as a 
result of a failure to fulfill the enforcement of laws, 
agreements, regulations, code of conduct and/or of 
internal policies.
ETHICAL AND RESPONSIBLE MANAGEMENT
48

Emerging risks
In our risk management process, we also 
monitor the presence of emerging risks, 
which are those resulting from hazards, which 
may generate significant exposure in the long 
term. Emerging risks were considered to be: 
Cybersecurity and Information Security and 
Macroeconomic and Political Factors. As we 
operate more and more globally, we become 
increasingly exposed to cyber threats and 
data breaches that can lead to reputational 
damage and regulatory penalties. Moreover, 
political and economic uncertainties in the 
domestic and foreign markets may negatively 
impact the segments in which Randoncorp 
operates. Therefore, we have expanded the 
risk Macroeconomic and Political Factors to 
Macroeconomic and Geopolitical Factors.
Cybersecurity and information 
security
Protection, 
security 
and 
privacy 
of 
information error with evolving cyber 
threats.
Type: Operational
Main Potential Impacts: 
 
> System downtimes (off-line);
 
> Data kidnapping or data leakage;
 
> Compensation to third parties for 
damages;
 
> Network damage;
 
> Image degradation; and
 
> Financial loss (fines and penalties). 
Main mitigation actions: 
 
> Attack Monitoring;
 
> Password Vault;
 
> Pentest;
 
> Cybersecurity Insurance;
 
> Privacy governance; and
 
> Projects related to the information 
security master plan. 
External 
emerging 
risk 
reasons: 
regulation of personal data protection and 
an increase in more sophisticated cyber-
attacks, affecting companies of various 
sectors and sizes.
Macroeconomic and political 
factors
Changes in the macroeconomic and political 
environments that negatively affect the 
segments in which Randon Companies 
operate.
Type: Strategic
Main Potential Impacts: 
 
> Financial loss;
 
> Loss of business opportunities and 
synergy;
 
> Investments with return different than 
expected;
 
> Reduction of sales and/or business 
margin;
 
> Increase in the price of raw materials.
 
Main mitigation actions: 
 
> Monitoring 
of 
economic 
and 
socioeconomic indicators;
 
> Budgetary contingency plan;
 
> Institutional relations with class entities.
External Emerging Risk Reasons: Global 
geopolitical uncertainty, international trade 
disruptions, war in Ukraine.
ETHICAL AND RESPONSIBLE MANAGEMENT
49

Prosperity 
for all
Chapter 4
> CHAPTERS:
Ryan Talisson da Silva
Storekeeper
50

Our people
One of the principles underlying the business of 
Randoncorp is that people are valued and respected. 
Therefore, we invest in creating a diverse and 
welcoming environment where employees feel 
comfortable to be leaders in their careers and make 
a difference in the performance of the business.
 
We base our relationship 
with our team on trust, 
integrity and transparency.
 
In this sense, our People Management Policy 
establishes the guidelines to ensure a strategic 
management of people in line with the best market 
practices, with justice, equality of treatment and 
opportunity for all.
51

Diversity, Inclusion & Equity 
At Randoncorp, we believe that the diversity of our team is one of our 
business strengths. It is through a team with multiple life stories, talents 
and worldviews that we increase our innovation and value creation.
Our commitment is to build an inclusive environment for all people, 
valuing differences and respecting human beings and their life 
trajectories.
Ensuring a happy, humanized, welcoming and safe environment is one 
of our goals as a company.
The promotion of best inclusion and equity practices are aligned with 
our principles of valuing people and we act on four fronts to drive our 
diversity strategy: 
 
>
Institutional Commitment:
Creating representativeness goals, inclusive culture, and objectives for 
the themes of gender equity, race and ethnicity, people with disabilities, 
 
>
Strengthening Inclusive Culture:
Leadership development, communication actions with inclusive 
language, development of spokespeople, and face-to-face and online 
meetings to raise awareness about the issues.
 
Randoncorp's Diversity Fronts
 
>
Expansion of the representation of minority and/or under-
represented social groups:
Programs for expediting women's careers, training of reference persons to support PWD's, 
and review of policies and processes in the employee journey.
 
>
Governance:
Creation of affinity groups with goals of representativeness, objectives and inclusive 
culture. Definition of boardsponsors to influence change and connect with business 
strategies.
52

Throughout 2022, we have 
advanced inclusive  
culture initiatives. 
With the goal of promoting 
gender equity at all 
levels of the organization 
and ensuring our public 
commitment, our strategy is 
driven by career acceleration 
for women, tracking 
female leadership goals, 
attraction and selection, 
and inclusive processes. 
53
PROSPERITY FOR ALL

We continue to invest in actions to educate and raise 
awareness of our teams on the topic. We have, for example, 
the PRA.VC Diversity, Inclusion and Equity journey, which 
803 people completed in 2022. And we also have more 
courses on the theme, with 1,108 concluded.
In addition, we held conversation rounds on topics 
Consciousness, as well as workshops for female employees 
Aiming to raise the awareness of leaders, we conducted 
two trainings on the role of leadership in promoting gender 
equality and implementing a culture based on respect for 
On an online basis, we organized a series of thematic 
livestreams, open to all employees, focusing on topics such 
as female leadership, motherhood, fatherhood, racial/ethnic 
of people with disabilities.
 
> One woman inspires the other
 
> Children in the curriculum 
Day).
 
>  Not me, we! › Different stories, same direction (day of 
migrants, immigrants, and refugees - ethno-racial.
 
>  
 › An agenda for all people 
 
>  Fathers who are together!
 
> Demystifying the myths about the inclusion of People 
with Disabilities
Disabilities).
 
> Racial Literacy.
 In total, we registered almost 
3,000 participants in live 
streams. 
Commitment: 
To double the number of women in 
leadership positions until 2025.
Result:
15%
Learn more at page 30.
Focused on the women's career development and on 
increasing their representation in leadership positions, 
we maintained our Women's Organizational Mentoring 
Program throughout 2022. The program aims to 
empower and strengthen female leadership through 
personal and professional development, in addition to 
facilitating the creation of networks among professionals 
and strengthening the synergy between the different 
business units. We strive to nurture a living learning 
process by sharing experiences and encouraging a 
culture of learning and sorority. 
During the year, we ran a new cycle of this initiative, which 
included 26 female employees from different hierarchical 
levels, 13 mentors and 13 mentees, who participated in 
an intense process of exchange and learning aimed at 
preparing them for new challenges. 
Women's Journey
In 2022, we started Jornada Delas, 
a career acceleration program for 
female employees, aligned with our 
diversity and inclusion initiatives. The 
first group included 22 women who 
did not hold a leadership or manage-
ment position, selected from among 
the applicants on a voluntary basis.
The training aims to develop skills 
such as self-knowledge, interper-
sonal relationships, influence, nego-
tiation, and personal branding, with 
an emphasis on women's careers.
54
PROSPERITY FOR ALL

Affinity Groups
In 2022, we launched the training journeys of affinity groups, which bring together over 
200 people allied with the theme to talk, debate, bring experiences and perspectives on 
how to advance in diversity and inclusion practices.  
The people involved in the groups had a training day, learned about the company's 
strategies, integration, and the creation of ideas prioritized for planning and execution in 
2023. 
Check the purpose of each Affinity Group at Randoncorp:
Training geared to the participants of the affinity 
groups
 
> Awakening: training meeting to broaden knowledge on 
the topics of diversity, inclusion, and equity, challenges of 
each social marker, corporate challenges and myths, and 
the role and responsibilities of affinity groups.
 
> Inter-being: teambuilding teambuilding of the four affinity 
groups, which brings concepts about diversity and social 
markers and creation of the groups' identity, the purpose, 
values, expectations, and challenges that the members 
brought to generate significant changes.
 
> Connect: participants meeting to get to know each social 
marker, also addressing the connection of the company's 
strategies with the interests of the groups and experiences 
with the theme.
Women
Pursue gender equity with collective and individual actions that 
promote respect and empowerment of women at all levels of the 
organization, generating real changes.
Race and ethnicity
Acting with commitment and awareness, connected with our origins 
to transform Randoncorp into an environment with ethnic and racial 
equity, leaving a legacy of opportunities, respect, empathy, justice and 
unity, starting now.
To build a culture of belonging and authenticity at Randoncorp, 
and inclusive environment, using all spaces. 
PWDs
To support the issues of physical and digital accessibility, providing 
inclusion conditions for people with disabilities, welcoming diversity 
and respecting the human being in its entirety and differences. 
The Groups have as a work front to stimulate positive 
influence, self-knowledge, and continuous learning. Besides 
having initiatives on commemorative dates, awareness raising, 
conversation rounds, and reflection groups, each group also 
has goals and objectives regarding representativeness and 
inclusive culture. 
55

Culture and employer brand 
At Randoncorp, we know that the Company's 
success is related to our ability to recruit 
the best professionals for our business, with 
training, qualification and an innovative vision. 
To this end, we have a structured recruitment 
process, conducted online, focused on speed 
and on the candidate`s experience.
All job openings are advertised on our 
careers page on the Gupy platform and on 
social networks, and on our Work with Us 
page. In addition, we maintain contact with 
several educational institutions and education 
ecosystems, through which we hold lectures 
and events.
Throughout 2022, we continued our Employer 
Branding process, and implemented our 
employee value proposition, known as EVP 
by a multidisciplinary team, defined our pillars: 
People who interacted with the 
Employer Brand cycle content
5,198,871 
people impacted
4.2% 
engaged with our content
Global presence, 
Innovation and 
Technology, Dynamism, 
Sustainable Attitude, 
and Universe of 
Opportunities. 
Motto  
"Your Talent in Motion"
As of 2022, with the weakening of the Covid-
19 pandemic, the onboarding process is 
again 100% face-to-face, with the exception 
of employees hired in the telecommuting 
modality.
10.0%
37.0%
53.0%
on LinkedIn
on Instagram
on Facebook
22,194 
people  
interacted on  
social networks
56
PROSPERITY FOR ALL

Benefits 
Our employees receive a robust benefits package, 
including health care, meal or meal voucher, life 
insurance, funeral aid, transportation, and a Christmas 
basket. In addition, full-time employees receive day 
care aid and bonuses for years of service.
Propelled by our digital transformation culture, we 
are also attentive to implement initiatives that seek 
innovation not only in products, but in all areas 
and processes of Randoncorp, including people 
management. Thus, we have established new work 
cycles and models such as coworking, innovation 
hubs, telecommuting and home-office.
In 
2022, 
about 
1,868 
Randoncorp 
employees 
performed their activities in the home-office model 
and 52 in the teleworking model. Based on this 
initiative, we are also expanding this model to 
activities that do not require the physical structure 
of the company, such as the areas of Financial and 
Digital Services, IT and Digital Business.
57
PROSPERITY FOR ALL

Development 
We know that our people are the main players in the transformation of the Company and, for this reason, we invest in the 
development of the entire team, including senior management, managers and operational professionals.
In 2022, in line with the business evolution, we reviewed our organizational competencies, which guide the development 
of employees in their self-development journey. As a result of this process, the competencies Acting collaboratively and 
Guidance for execution are now formally included in Our Way of Being and Doing.
Self-knowledge and 
continuous learning
It is constantly committed 
to holistic self-
development (physical, 
emotional, intellectual), 
generating impact in 
an autonomous and 
sustainable way, with 
responsibility.
Individual
Relation
Organization
Positive influence
Influences and inspires people, 
acting in accordance with the 
organization's principles and 
values, creating a collaborative 
and safe environment, 
promoting change and 
innovation. Demonstrates 
consistency between what he/
she feels, says and does, to 
create positive experiences 
with those he/she relates 
to. Encourages colleagues 
to achieve the company's 
objectives with enthusiasm.
Collaborative action
Builds constructive 
working relationships, 
characterized by a high 
level of acceptance, 
cooperation, and 
mutual respect, relating 
empathetically and 
with dedication to 
relationships.
Guidance for execution
Drives results through 
concrete actions 
completed and aligned 
with our purposes and 
values, the sustainable 
development of the 
business, and the 
generation of value for 
stakeholders.
Strategic vision
Recognizes trends, 
opportunities, and risks 
and translates them into 
the business, connecting 
the necessary agents to 
ensure the sustainability 
of the business, through 
continuous innovation, 
collaboration, and vision 
of the whole.
 Our Way of Doing
58
PROSPERITY FOR ALL

Corporate Education
To conduct our employees' development, we have 
programs, guided by the People Management Policy 
and by the Education and Development Procedure. 
The programs include cycles of competence building, 
awareness-raising and specific training, which meet 
everything from mandatory needs to the demands of 
each employee.
We offer our team the PRA.VC, an online learning portal, 
which encourages independence and leading role in 
their personal and professional development, offering 
courses and learning journeys. Since 2021, we have 
made terminals available, with computers installed in 
work points, to simplify courses access.
Some programs:
Quality
For employees to be able to meet the rules of 
the certifications, standards, and requirements of 
our customers according to the best practices of 
management systems.
Safety
Continuous training about the necessary actions to 
maintain safety at work, maintaining a preventive culture 
about accidents and risks. 
Languages  
We offer an online platform that promotes training in 
several languages in an interactive way. In 2022 we 
allocated 28 licenses for foreign immigrants living in 
Brazil to study the Portuguese language.
Qualificar Program 
Our Young Apprentice Program, developed in partnership 
with SENAI and Randon Professional Education Center. 
This program trains young talents in the Randon/SENAI 
Professional Education Center, located in the premises of 
people took the course, and 64 are nearing completion.
The Educational Center has been perfecting itself in 
robotization and industrial automation, supporting the 
training of professionals in future skills. In 2022 a welding 
simulator was acquired to be part of the pedagogical 
part, bringing more safety and reduced inputs.
Ser Digital
In 2022, we implemented a development program 
focused on DIGITAL, with the goal of awakening and 
influencing professionals to digital knowledge.
Randoncorp's Being Digital Program provides its 
employees with access to an immersive learning 
platform with over 1,200 courses on programming, 
digital transformation, data science and soft skills.
Average training
23.0 
hours, on average
20.2 
hours, on average
See the average training  
hours, by functional category, 
in the Indicators Attachment.
59
PROSPERITY FOR ALL

At Randoncorp, we recognize the trust and competence legacies through the career 
of new cycles of experience in active longevity.
Since its creation 20 years ago, 808 professionals have participated. The activities of 
this program also engage the participation of family members. In 2022, we conducted 
the biannual Active Longevity Survey with people disengaged in the last five years to 
analyze the impact of this preparation for external career transition.
Main results:
 
> 29% entrepreneurship;
 
> 71% took on new routines with the family;
 
> 92% practice physical activity;
 
> 89% have overall health wellness; and
 
> 11% have some type of health treatment in progress.
 
In 2022, we deepened the analysis of this organizational practice and established the 
purpose of valuing people's paths and providing connections for a sustainable future.
We updated the name to New 
The learning axes have been recreated to Perceive, Rediscover, Connect, and 
Create new cycles of experiences, to be explored over two years.
60
PROSPERITY FOR ALL

Leadership development
The Leadership in Motion program aims to prepare our leaders for the future of the 
business, seeking to strengthen organizational competencies, promote professional 
development, career advancement, engagement, and team building.
In 2022, the program focused on the Company's Business Pillar and on the 
development of an educating leadership. All meetings and learning communities 
were conducted by Randoncorp's internal leaders, from conception to presentation, 
with concepts on the themes and internal cases.
In addition, the program included the following initiatives:
 
> Coaching and mentoring.
 
> Executive Organizational Mentoring.
 
>
 
> Visits for benchmarking.
 
> Behavioral development.
 
> Technical development.
 
> Diversity, Inclusion, and Equality Training Courses.
 
> Spokesperson Development.
In addition to development programs, we seek to keep our leaders engaged and 
aligned with business strategies with the Leadership Meeting, an annual meeting 
of leaders, aimed at reflecting on the future of our business. In 2022, the event was 
held in a mixed format and had the Synergy theme, with emphasis on the launch of 
The performance evaluation of our employees is adapted according to the different 
work levels within Randoncorp. It has been implemented in the Company since 2016, 
and the evaluation for administrative positions, since 2020.
of Directors, Managers, Coordinators and administrative employees. Administrative 
employees are evaluated based on our five organizational competencies (learn more 
on this evaluation, it is possible to analyze performance and opportunities, drawing 
The Directors, on the other hand, go through the 360º evaluation, which includes 
peer evaluation, and the managerial and coordination levels go through the 270º 
evaluation, which consists of a self-evaluation, the manager's evaluation, and the 
subordinates' evaluation. All management levels go through the so-called calibration 
rounds with the participation of the higher levels.
Performance evaluation
100% 
of eligible employees 
received a performance 
evaluation and represent   
10.85% of the global 
workforce.
43.0%
57.0%
women
men
1,128  
eligible
employees
61
PROSPERITY FOR ALL

Value relations
 Suppliers 
Encouraging the development of sustainable practices for our suppliers 
is an intrinsic part of our sustainability strategy. By relating to an ethical 
and responsible supply chain, we expand our capacity to create value for 
society and the environment, reinforcing our goal of generating prosperity 
for all.
In 2022, our supply chain was made up of 10,347 domestic and international 
companies, with the metalworking and chemical industries standing out. 
The main commodities purchased were steel, wheels, tires, castings and 
mechanical springs.
Besides this, we relied on 9,001 domestic suppliers, that is, based in Brazil, 
totaling an expenditure of R$6.4 billion, which corresponds to 81% of the 
total spent with suppliers in 2022.
10,347
suppliers
R$7.6 billion
in supplier contracts
R$6.4 billion  
in Brazil
R$1.2 billion
abroad
Supply chain
62
PROSPERITY FOR ALL

To join our supply chain, suppliers must declare, during 
the negotiation process, that they accept and comply 
with all the requirements presented in our policies, 
manuals and programs, including human rights and 
anti-corruption guidelines. We also evaluate their 
financial health, commercial conditions, quality of 
products and services offered, as well as commitment 
to ethical and socially responsible behavior.
The selection, evaluation, and monitoring process 
for suppliers of structural items, who provide 
materials and services applied in our products, 
establishes quality, logistics, after-sales, commercial, 
environmental, occupational health and safety, and 
social responsibility criteria during approval and for 
supply chain maintenance.
To do this, they must be able to demonstrate compliance 
with legal and regulatory requirements through the 
submission of Licenses and Certificates, as well as 
during certification and monitoring audits, which assess 
their integrated management system, including quality 
management 
system, 
environmental 
management 
system, occupational health and safety system, and 
social responsibility requirements. To proceed with 
the relationship, they must achieve a minimum 80% 
alignment with the practices assessed.
The audit is carried out at the time of contracting 
and on a recurring basis in the companies already 
approved, the schedule being defined according to the 
criticality of the items and the performance evaluated 
in previous audits.
Supplier Selection and Monitoring
Social Responsibility
 
> No child labor and forced labor 
or equivalent to slavery.
 
> Corporate Policy on Health 
and Safety (ensure a safe and 
healthy work environment, 
as well as measures to 
prevent accidents and harm 
to collaborators’ health).
 
> Freedom of affiliation to 
workers unions and right 
to collective bargaining.
 
> Forbid any discriminatory 
practice.
 
> Not to employ any disciplinary 
practice (corporal or mental 
punishment, physical 
coercion and verbal abuse).
 
> Workload defined according 
to the applicable legislation.
 
> Fair remuneration.
 
> Not to elaborate a “blacklist” 
of labor equivalent to 
slavery with the names of 
employers caught by Federal 
Government inspectors.
 
> Corporate anticorruption, 
ethics and organizational 
governance policy.
Environment
 
> Corporate environmental 
management policy.
 
> To hold all the necessary 
environmental licenses.
 
> Environmental 
Management System 
and permanent 
updates according to 
the requirements of 
the ISO 14001 norm.
 
> Waste management.
 
> Noise/vibration 
management.
 
> Monitoring, reduction 
and optimization of 
the consumption of 
natural resources.
 
> Management of 
environmental liabilities.
 
> Environmental risk 
management.
 
> Constant monitoring, 
recording and continuous 
improvement of 
the environmental 
management system.
Occupational Health and 
 
> OHS Management 
System and permanent 
updates  according to 
the requirements of the 
ISO 45001 norm.
 
> Corporate OHS Policy 
with the commitment 
of ensuring safe 
and healthy working 
conditions to prevent 
harm to health 
associated to work 
assignments, and 
appropriate for the 
purpose, size and 
context of the company 
and to the specific 
nature of its risks and 
opportunities.
 
> The Senior 
Management must 
ensure that this policy 
reaches all levels at the 
company.
 
> The Organization 
must establish, 
implement and maintain 
OHS management 
monitoring processes.
Auditable requirements for suppliers
63
PROSPERITY FOR ALL

Throughout 2022, 306 direct suppliers had their processes audited, which exceeds the 
established target of 300 suppliers evaluated. Out of these, 45 were new suppliers joining 
our base. As a result of the process, no significant environmental and social incidents 
were identified.
In addition, no incidents or companies with risk of child labor and forced or compulsory 
labor were registered among the suppliers evaluated in our audits.
Critical material suppliers
Out of the 780 suppliers of direct items active in our chain in the year 
2022, 114 are classified as critical due to the type of materials they 
supply, in relation to their application in our production chain, which 
represents 15% of the total.
For these cases, we have a risk management procedure associated 
with the supply of critical materials, provided for in, but not limited to, 
the commercial contracts signed. The Supplier Requirements Manual 
requires the company to provide advance notice of any material 
change or alternative supply in the event of material restriction, material 
unavailability, or supply disruption.
Furthermore, our risk matrix supports the evaluation and taking 
of action for suppliers classified with high supply risk, with pre-
established criteria.
306
300
Audits undertaken at direct suppliers 1 2
123
203
57
133
2022
¹ In 2020 and 2021, we saw a significant reduction in the number of audits performed due to the 
restrictions imposed by the covid-19 pandemic.
² Involved companies: Frasle Mobility, Controil, Jurid, Fremax, Master, Castertech, Suspensys, 
Randon Caxias do Sul, Araraquara, Chapecó, Messias and Erechim.
2021
2020
Performed
Goal
64
PROSPERITY FOR ALL

Due Diligence
The new Randoncorp suppliers undergo a third-
party integrity analysis process, with the purpose of 
identifying facts or signs of non-compliance in topics 
such as ethics, anti-corruption, environment, labor 
rights, financial, tax and criminal aspects, privacy 
and reputation.
The management and operation of the due diligence 
portal is carried out by an independent and specialized 
company. The Risk and Compliance Management 
department is responsible for conducting the due 
diligence and notifying the Purchasing department 
about the level of risk identified in each supplier.  
In 2022, 529 suppliers were 
evaluated. Out of these, 
78% were classified as low 
risk, with no records of 
non-compliance, 20% were 
approved with reservations, 
classified as moderate 
or high risk (due to the 
presence of lawsuits still 
pending trial), and 2% 
were classified as critical 
risk, considered to have 
failed the evaluation.
Every month, we evaluate the quality and performance 
of our suppliers, both in the current month and in the last 
quarter. By doing so, we can ascertain their momentary 
performance and identify trends, making it possible to 
draw up improvement plans and decide whether or not 
to keep the supplier in our chain.
The IDGF is divided into four blocks: Supplier 
evaluations are compiled into management reports, 
which include, but are not limited to, the score obtained 
during the supplier process audit, the delivery credibility 
in the period, and the PPM index (defective parts per 
million parts supplied).
Altogether, these indicators feed the score of the Global 
supplier in four classes, according to its presented 
performance:
 
>  suppliers with the best GSPI benefit from their 
performance, giving priority to new business with the 
Company.
 
>  suppliers that may participate in new purchasing 
processes but are not a priority.
 
>  low-performing suppliers, who must establish actions 
to correct the identified problems and level up.
 
> suppliers who were unable to demonstrate improvement 
in their processes throughout the supply period and, 
therefore, have their relationship suspended. 
When significant non-conformities are identified, the 
supplier must draw up an action plan to improve its 
performance. In case of problems in implementing the 
action plan, the Supplier Development area conducts IQ 
meetings (quality and performance follow-up meetings), 
which involve the supplier's team and our quality and 
engineering teams and other areas, which follow up and 
support the solution of the problem identified.
If, even so, the non-conformity is not resolved, as a last 
resort, we hold Super IQ meetings, which involve our 
board and the supplier's board, where conditions for 
supply permanence are established. Those that do not 
meet the stipulated deadlines and targets have their 
contracts suspended.
Supplier Engagement
Every year we hold the Supplier Meeting, an event 
that brings together our supply chain to present our 
performance scenario, strategy, guidelines, and 
perspectives for each business vertical. In 2022 the 
together 100 partner companies.
During the program, participants had access to 
our public ESG commitments and key strategies in 
innovation, industrial and product technologies, market 
and business perspectives.
Aimed at encouraging and promoting best sustainability 
practices, during the meeting we awarded the Supplier 
Awards, which recognizes suppliers that have developed 
projects 
in 
three 
categories: 
Competitiveness, 
Innovation and Technology, and ESG. In the 2022 
edition, 45 projects were registered.
65
PROSPERITY FOR ALL

Metalúgica Fey
Awarded in the 
Competitiveness category, 
it developed a fasteners 
optimization and unification 
project, which resulted in lead 
time reduction, productivity 
increase, and competitiveness.
Braslux
Awarded in the Innovation 
and Technology category, the 
company, which specializes in 
solutions for lighting systems 
and injected technical parts, 
presented a rear module project 
for Randon`s New R line, 
with modernized design and 
innovative technology.
Michelin
Awarded in the ESG category for 
the Rubberway project, a digital tool 
that allows environmental, social 
and economic monitoring of small, 
medium and large rubber tappers in 
Brazil, enabling socio-environmental 
assessment and action-taking 
in the search for an increasingly 
sustainable rubber chain.
Suppliers awarded in 2022
66

Customers 
One of the principles of our business is Satisfied 
Customers.
For this reason, we listen and collect information 
about our customers' main needs by means of visits, 
meetings, technical and commercial training about our 
products, and participation in fairs and industry events.
Accordingly, the Financial and Digital Services vertical 
developed the Customer at the Center program, 
whose mission is to develop, evolve and the internal 
culture focused on the customer. In 2022, the program 
was revitalized from previous programs of Randon 
Consórcios, focusing on the entire Financial and 
Digital Services Vertical, under the tripod "Understand, 
Deliver and Surprise”.
During the year, as part of the program, we imple-
mented several actions and initiatives that rein-
force our customer focus:
 
> Lecture on the theme.
 
> Customer Week, which included special News, 
interactive panels and commemorative events;
 
> Fixed agenda in the Via de Mão Dupla meet-
ings, which bring together the management 
and employees of the units on a monthly basis 
to discuss indicators and initiatives, with dif-
ferent themes and approaches at each edition;
 
> Theme present in the Strategic Planning and in 
management's speeches;
 
> Survey of cases and social evidence;
 
> Survey of indicators;
 
> Manifestations Committee to monitor the new 
format.
We also provide customer service channels by 
0800 phone and the Contact Us channel, avail-
able on our corporate website. In our social media 
we answer all the messages received, clarifying 
doubts and solving problems and questions.
Understand
 
> Real listening.
 
> Practicing empathy.
 
> Asking with interest to help.
 
> Making sure of the customer's need.
Surprise
 
> Impact the customer with 
the best experience.
 
> Delivering a personalized, 
human service.
 
> Doing the basics well.
Customer at the center
Deliver
 
> Delivering the best solution with 
the least effort to the customer.
 
> Getting it right the first time.
 
> Take ownership of the 
customer's request and solve 
it within the agreed-upon 
timeframe.
67
PROSPERITY FOR ALL

Customer satisfaction
 
To measure whether we are meeting the demands 
and needs of our customers, we conduct satisfaction 
surveys focused on our brands and business verticals.
Satisfaction Index
90.1%
87.5%
85.7%
2022
2020
2018
Goal
Result
87.7%
85.0%
85.0%
Biennial Survey
Motion Control Vertical
67
50
66
86
0
24
86
85
56
90
77
15
Satisfaction index 
Domestic 
market
Foreign 
market
contact points between the brand and the customer, such as: customer service, negotiation, prices, delivery time, success with 
the service, etc. In the NPS methodology, it is possible to identify the percentage of promoters and detractors customers of each 
brand:
 
>
 
>
 
>
opportunities for improvement in terms of customer satisfaction. 
 
>
improvements in the relationship with customers.
PROSPERIDADE PARA TODOS
OEM Vertical
Domestic Market
2021
2016
2018
2020
68
PROSPERITY FOR ALL

Auto Parts Vertical
Financial and  
Digital Services Vertical 
Domestic market
Foreign market
Satisfaction level 
95.0%
85.7%
100%
93.0%
2021/ 
2022
2021/ 
2022
2019/ 
2020
2019/ 
2020
75.0%
75.0%
75.0%
75.0%
Goal
Result
In 2019, the survey was carried out in a consolidated manner for all Auto Parts Vertical 
units, every two years. Starting in 2020 we established that the satisfaction survey 
would be individual for each unit.
Master and JOST have revamped their survey procedures and set the application 
every three years, with the next one scheduled for 2023. While Castertech decided 
on a biennial form, with the next one also being applied in 2023.
Randon Consórcios did not carry out its 2022 survey due to a 
change in the company's systems. Conexo carried out its first 
survey, where the goal was 60%. The company reached an 
NPS of 90%.
69

Shareholders 
In order to reach out to the Company's investors, we 
have an Investor Relations area. Among its activities are 
meetings with shareholders, capital market analysts 
and potential investors, presentations of quarterly 
results, participation in conferences, group meetings, 
live casts and podcasts.
To forge a close relationship with this public, we rely 
on our virtual platforms, such as the Investor Relations 
website, our LinkedIn page, and mailing list.
On our IR website, we offer videos, livecasts and 
videoconferences focused on material facts, quarterly 
results and the Company's ESG Ambition. Another 
important communication channel with our investors 
is Randon Day, an annual event held to present the 
Company's strategies. In the 2022 edition, the event 
had, for the first time, a mixed format, with in-person 
participants and online broadcasting.
Also in 2022, we received our investors at Fenatran 
to present the products launched by the Trailer, 
Auto Parts and Motion Control verticals. During the 
event, about 50 investors and capital market analysts 
participated in a meeting with our key executives, in 
which the expectations for the automotive sector 
and the Company's future strategies were discussed. 
Access the meeting's recording here.
During the year, we also announced a new format for disclosing results, 
now reported in the form of the five business verticals. By doing so, 
we aim to show the market how we conduct our business, in a clear 
sign that we are prepared to maintain our fast growth, with even more 
focus on conducting operations, executing our strategy, and achieving 
sustainable growth.
In keeping with its practice of communicating projections, the Company 
releases its annual Guidance. In 2022, the disclosure underwent a change 
the projections are presented in a range of values and include qualitative 
information to explain them.
70
PROSPERITY FOR ALL

Communities 
Aiming to promote citizenship and social development 
in the communities where we operate, we have the 
for promoting the private social investment of 
Randoncorp. The Institute operates through programs, 
activities and projects that foster education, culture 
and social assistance, as well as support the 
challenges connected to the performance of the 
Company's businesses: education for traffic safety 
and vocational technical training.
To be a national 
reference 
in social 
development.
 
> Stakeholders 
To fulfill the expectations of our target publics.
 
> Sustainability 
To strive for financial, social and environmental 
equilibrium, as a means to perpetuate our 
operations.
 
> Quality in every action 
To turn qualty into our main strength.
 
> Valued and respected people 
To respect human beings as the final recipients 
of everything we do.
 
> Ethics, integrity and reliability 
To do everything according to the highest 
ethical standards.
 
> Image, a heritage to preserve 
To preserve a good image is a commitment 
assumed by all of us.
Vision
Principles
71
PROSPERITY FOR ALL

In 2022, we invested R$3.0 million in the initiatives 
supported by IER, making it possible to sustain five social 
programs that benefited over 68 thousand people. 
Since 2010, over R$22.7 
million have been allocated 
to IER, impacting over 
750,000 people.
To learn more about Instituto Elisabetha 
Randon, access the website:
https://ier.randon.com.br 
Every year, the IER publishes its Activity 
Report, which covers the main supported 
activities, their results and impacts, and 
the financial statement for the period.
Social investment (in R$ million)
Benefited people
2022
2021
2020
2022
2021
2020
68,000
26,320
6,426
3.0
2.0 0.5
1.3
Total
6.9
Total
7.3
Total
17.3
2.1
2.7
0.6
1.8
1.9
7.4
1.4
6.4
IER
Culture
Sports
Other
72
PROSPERITY FOR ALL

20 years of the Florescer 
Created in 2002, the Florescer Program, an IER 
program, is a Coexistence and Bond Strengthening 
and teenagers in socially vulnerable situations, to 
enable them to take on citizenship and improve their 
quality of life, through pedagogical, cultural, and sports 
activities, and education for life.
Since its creation, the program has provided over 
17,000 services to children and adolescents aged 6 to 
15. To celebrate the Program's 20th anniversary, we 
have produced a video telling the story of the people 
impacted by the initiative, available at the link.
In 2022, we opened a new center of the Program in 
Koehler, in partnership with Fremax and the City Hall. 
We also have two Florescer Homes, located next to 
addition to social franchises in cities of Rio Grande do 
Sul and Paraná.
After finishing their training in the Florescer Program, 
the youngsters who are interested in continuing in 
our programs can join the Florescer Program for 
Professional Initiation, a partnership between IER and 
this stage, the teenagers participated in a technical-
vocational course on Industrial Processes in Logistics, 
aiming for a better insertion in the job market.
 
Activities offered by the Florescer Program:
 
> Awareness for life;
 
> Support for schooling;
 
> Basic notions of technology and 
information;
 
> Basic notions of the english language;
 
> Robotics;
 
> Sports and culture;
 
> Instrumental music and choral singing, 
through a partnership with the mais 
música project.
In 2022, the Florescer program served 1,188 
children, with 376 services provided in the 
centers in Caxias do Sul and Joinville, and 
another 812 services provided in the social 
franchises located in Bento Gonçalves/RS, 
Erechim/RS, Maringá/PR, and Vacaria/RS.
The Florescer Professional Initiation program 
served and trained 64 adolescents for 
employability. Since the program's inception 
in 2004, the Florescer Professional Initiation 
program has trained 1,064 youngsters.
Children assisted  
by the Florescer Joinville.
73
PROSPERITY FOR ALL

Vida Sempre (“Life Always”) 
Program
As a transportation corporation, we are concerned with 
generating value for society by encouraging defensive 
driving and safe behavior in traffic, contributing to 
reducing the number of accidents.
Created in 2010, the Vida Sempre Program, by Elisabetha 
Randon Institute, is designed to educate drivers and 
pedestrians for safer and more appropriate behavior in 
traffic, by means of lectures, theatrical presentations, 
tips in the media, and printed material.
The program is structured on three fronts:
 
> Traveling theater, with Teatro Vida Sempre, which has 
a repertoire of four sketches offered and performed 
for free in the southern states of Brazil.
 
>
partnership with the National Road Safety Observatory 
and videos on good behavior in traffic to entities 
certified with the Laço Amarelo seal, such as Instituto 
Elisabetha Randon, which, in turn, makes the material 
available to Randoncorp employees.
 
>
 
> Course on Fuel-Efficient and Safe Driving for truck 
drivers from transport companies that are partners of 
Randon Implementos. 
In 2022, the Vida Sempre program had an impact on 
some 65,000 people, among viewers of the Vida Sempre 
Theater and participants of the Fuel-Efficient and Safe 
Driving.
There were 186 free performances of the Vida Sempre 
Theater in 16 cities in Rio Grande do Sul, Santa Catarina 
and Paraná.
Randon Memorial
The history of Randoncorp is directly related to the 
history of cargo transportation in Brazil and to the 
region. The Randon Memorial, maintained by IER, is 
designed to preserve and disseminate this history 
by keeping a collection with over 57,000 historical 
documents related to the companies that are part of 
the Company.
Its physical space is still under construction and will 
feature research rooms, video library, auditorium, 
coffee shop/bistro, gift store, and exhibition space.
 
VOLUNTEER")
To stimulate our employees' volunteerism in favor of 
actions in the communities, the Instituto Elisabetha 
a Volunteer), our volunteer program. Through it, 
volunteers donate their time to provide renovation and 
janitorial services in public schools in Caxias do Sul 
working in other social entities, by organizing lectures 
and events, among other activities.
Apart from generating value for the communities, the 
initiatives have a positive impact on the employees 
themselves, who awaken new skills and personal 
competencies, in addition to the feeling that, with 
small actions, it is possible to work for a better world.
The actions of the Being a Volunteer in 2022 program 
impacted about a thousand people who live in the 
Euzébio Beltrão de Queiroz neighborhood, in Caxias 
do Sul.
74
PROSPERITY FOR ALL

Vagner Jonas Schlindwein
Shipper 
Excellence 
and safety
as a value
Chapter 5
> CHAPTERS:
75

Occupational 
Health and Safety
Safety is a non-negotiable value to Randoncorp, which must be prioritized in 
the care provided to employees in all our operations.
in an integrated manner, is part of the Company's Management System (learn 
work environment, preventing undesirable occurrences.
Aimed at achieving excellence in health and safety, the document describes 
four guidelines to manage the theme:
Our HSMA Guidelines
New 
technologies
Legal 
compliance
Quality of 
life
Prevention 
culture
Among the conditions laid down as essential for our management of this theme 
are the commitment of the leadership and compliance with the standards 
established by international certifications. Accordingly, the management 
systems of the companies Frasle Mobility, Suspensys, Master, Jurid do Brasil, 
CTR have received the ISO 45.001 certification, focused on Occupational 
Health and Safety.
In total, we invested R$28 million in 
health and safety during the year. 
Coupling the investments made, focused on minimizing risks, with the culture 
of prevention initiatives, we have made significant progress in reducing serious 
accidents in the companies. We recorded, in 2022, a serious injury rate of 
0.11, with an LTIR (lost day accident rate) of 2.5 and LTIFR (lost time accident 
frequency rate) of 12.7. As for occupational diseases, we recorded a 0.79 rate 
and zero fatalities in the year (see all of our work-related injury indicators on 
Commitment: 
Zero serious accidents in our operations.
Result:
 
0.11 serious accident rate.
Learn more on page 30.
76
EXCELLENCE AND SAFETY AS A VALUE

5 safety attitudes
ACCEPT 
the commitment.
CARE 
for myself, for 
each other, and 
for the whole.
STOP 
the activity in 
case of risk.
REPORT   
any non-
compliant 
situation.
VALUE 
safety above all.
 Prevention Culture 
To reinforce among our employees the commitment 
to best practices in occupational health and safety 
and spread a culture focused on prevention and safe 
behavior, we maintain and continuously strengthen, 
since 2018, Uma Atitude Muda Uma Vida ("An 
on five attitudes. Each year, projects and actions that 
strengthen and reinforce these attitudes are defined. In 
2022, the Occupational Accident Prevention Week had 
as its motto "The commitment starts with me".
Health and well-being
 
>
 
> Partnerships
 
> Parental leave
 
> Breastfeeding Space
 
> Day Care Aid
 
> Maternal Aid
 
> Home Office Aid
77

Health & Safety risk management 
Aimed at minimizing health and safety risks in our 
department, in conjunction with leaders and other 
employees, carries out work focused on surveying the 
main hazards in our work environment. The result is 
shared with the rest of the team so that everyone may 
work on safer alternatives for the operation, as well as 
follow preventive and control measures.
Since 2020, as part of our strategy to zero serious 
accidents, we have identified and classified the 
so-called critical risks in each of our units. In addition, 
we monitor and manage critical risks through indicators 
that consider all accidents and incidents in this 
Fatalities). Both are reported regularly and followed up 
by the CEO and Managing Directors at the HSE meeting.
A multidisciplinary team investigates these occurrences, 
with the goal of identifying their causes, eliminating 
risks and sending alerts with information about the 
occurrence to everyone in the unit. In the case of 
critical occurrences, we rely on the lesson learned, a 
document prepared by a unit representative detailing 
the occurrence, root cause, and correction actions, 
shared with all units with the purpose of providing 
coverage so that everyone can take action to prevent 
similar situations from happening.
In case of new acquisitions, we conduct a risk 
assessment during the due diligence process and 
establish an action plan, which may extend for up to two 
years, aimed at minimizing risks considered critical.
In 2022, as part of the strategy to minimize critical risks, 
we identified the opportunity to increase the synergy 
among units that present similar risks, expediting 
the search for and implementation of solutions. 
Therefore, we created seven Thematic Groups, each 
group focusing on a critical risk, composed and led by 
industrial managers, supported by the occupational 
safety technical team.
The thematic groups meet monthly and work based 
on the results of the monthly indicators and on the 
lessons learned. Their work progress is reported to the 
Executive Committee on a regular basis.
Reporting Risk Situations
Following the 
-
ant situation, we encourage employees and service 
providers to report occurrences, risk situations and 
suggestions for improvements in our reporting chan-
nels, such as the Randon App, and the Ethics Channel, 
with guaranteed confidentiality and anonymity. These 
occurrences are addressed to the responsible areas 
for evaluation, analyzed, when relevant, in the units' 
performance meetings and implemented if necessary.
In addition, all workers and contractors are instructed 
to follow the 
risk, reporting the identified situation to the immedi-
ate manager.
78
EXCELLENCE AND SAFETY AS A VALUE

Health Services 
Our employees may rely on health centers strategically located in the units 
and with a health plan operator of its own: SSI Health.
Through it, our team has access to a service center with local service, which 
offers clinical, emergency, and urgent care services, social assistance, 
dental and psychological care, test collection, audiometry, and nursing care.
Beneficiaries have guaranteed access to all health-related specialties, 
through a network of over 723 service providers, meeting all the requirements 
The SSI Saúde has an administrative headquarters and a service center for 
the beneficiaries, directing the Accredited Network according to medical 
specialties that support users' care.
For companies that do not have these internal resources, we make these 
services available through accredited services that serve in the city where 
the company is located.
INITIATIVE
OBJECTIVE
Quality of Life
To promote the integrated management of health actions, 
making available the necessary tools and resources so that 
the workers may invest further in their health and well-being 
in the physical, emotional, social, and financial aspects
Psychological 
counseling
Individualized care for emotional needs and referral of critical 
situations for adequate treatment
Lectures &  
Workshops
Raising workers' awareness through specific activities to 
strengthen mental health
Furthermore, we offer a series of programs and initiatives aimed at employee health and 
prevention:
We have a computer-based system to maintain the confi-
dentiality of personal information related to the health of our 
employees, in addition to medical confidentiality. The guide-
lines of Randon ID ensure that the information related to the 
workers` health, as well as their participation in health ser-
vices and programs, is not misused.
79
EXCELLENCE AND SAFETY AS A VALUE

Participation and engagement 
 Health and Safety Training and capacity building 
In an effort to stimulate preventive attitudes and health 
and safety procedures, we maintain participative 
processes and consultations with employees and 
service providers through meetings, gatherings, and 
communication channels:
 
> Dialogues on HSE: meetings held at least twice a 
week, to provide guidance and collect reports of 
occurrences in OSH. 
 
>
: 
meetings that bring together employees, managers, 
and service providers to discuss the risk conditions 
in the workplace and pursue prevention measures. 
 
> Monthly 
Performance 
Meetings: 
monthly 
management meeting with the HSE team of each 
unit, to analyze indicators and report occurrences 
in the period. 
 
> HSE meetings: periodic meetings with the CEO and 
superintendent directors to monitor HSE indicators, 
performance evaluation and revalidation of adopted 
strategies. 
 
> Relationship channels: tools such as the Randon 
App and Corporate WhatsApp designed to listen 
and collect information that help us advance our 
preventive culture.
Aiming to reinforce our guidelines among 
employees, we have a strong physical 
structure, technology and people for training 
and qualification in Occupational Health and 
Safety, available for training and recycling.
Physical Structure & Technology
 
> HSE Excellence Center: a space available 
to all Randoncorp, that offers special 
technologies 
applicable 
to 
training, 
workshops and events.
 
> Distance Training: an online platform that 
provides training focused on Regulatory 
Standards and other relevant subjects in 
Health & Safety.
 
> Board and Card Games: a playful activity 
aimed at improving risk perception and 
supporting our team's capacity building.
Training sessions
We manage training through the education team, 
with follow-up at the units' monthly HSE performance 
meetings. For service providers, control is carried out 
via the Supplier Portal. If the certificate expires, the 
service provider is unable to access the company 
until a new certificate is issued.   
Specific trainings: we offer a range of trainings 
to manage specific work-related risks and prevent 
occurrences and incidents, such as:
 
> Safety onboarding for new employees;
 
> Training regarding the Ergonomics Program;
 
> Training 
regarding 
the 
Hearing 
Conservation 
Program;
 
> Training regarding the Respiratory Protection 
Program;
 
>
 
>
electricity;
 
>
equipment;
 
>
 
>
and Fuels;
 
>
 
>
 
>
 
>
 
>
management system.
80
EXCELLENCE AND SAFETY AS A VALUE

Product safety and excellence
Ensuring the quality and safety of our products is crucial 
to the Company's sustainability. Therefore, in addition 
to generating value for customers and consumers, we 
strengthen our brands and ensure the financial returns 
necessary for business continuity.
To this end, all our companies have a Management 
Occupational Health and Safety and Laboratory 
Competence Systems. We also have tools to control 
and manage the processes, to verify the success of 
our actions and to seek continuous improvement.
To meet the legal and technical requirements and 
regulatory norms, our processes use a number of 
methodologies and standards, such as:
 
>
 
>
 
> Continuous improvement programs to solve problems, 
such as 8D.
 
>
 
> Lean Six Sigma Program.
In order to guarantee to our customers the quality of 
our processes and products, our units have conquered 
throughout our history a series of certifications 
for quality, environmental, and health and safety 
management systems, among others. 
In this direction, in 2022, Castertech Indaiatuba won 
on the Quality Management System. To achieve this, 
the unit went through a structured improvement 
process, which included mapping the organization's 
processes, assessing risks and opportunities, defining 
roles and responsibilities, preparing operational 
documentation and implementing indicators. In the 
obtained, for its two acoustic measurement tracks, 
requirements for acoustic test tracks.
We also have technical certifications, which certify 
us as suppliers of quality materials for the automotive 
industry, both in Brazil and in other countries where 
we operate.
81
EXCELLENCE AND SAFETY AS A VALUE

Our main certifications
Our Certifications by unit
ISO 9001
Quality management 
system
ISO 14001
Environmental 
management system
IATF 16949
Quality management 
system in the 
automotive industry
ISO 45001
Occupational 
Health and Safety 
Management system
OHSAS 18001
Occupational 
Health and Safety 
Management system
ISO 17025
Requirements 
for testing and 
calibration 
laboratories
Motion 
Control
Frasle Mobility
Fras-le EUA
Jurid
Fremax
Controil
Fras-le China
ISO/IEC17025
Auto Parts
Castertech Matriz
Castertech Usinagem
Castertech Indaiatuba
Suspensys Caxias
Suspensys Resende
Master
Mastertech
Master Flores da Cunha
JOST
ISO9001
Trailer
Implementos Caxias
Implementos Araraquara 
Implementos Chapecó
ISO9001
ISO9001
Advanced 
Technology
CTR
Process innovation 
To ensure the quality, safety and performance of our processes and products, 
we work on several innovation fronts:
 in our units, we have structures dedicated to product innovation, 
focused on delivering solutions to customers with higher quality, 
Innovation in processes: we have a specialized unit, Auttom, which 
focuses on industrial transformation, aiming at gains in automation, 
New products and solutions: in partnership with Instituto Hercílio 
Randon, Randon Technological Center and Conexo, our companies 
are working towards the launch of solutions with greater strength and 
82
EXCELLENCE AND SAFETY AS A VALUE

Information security & privacy
At Randoncorp, we build lasting relationships 
with our stakeholders based on transparency 
and trust. 
Therefore, we take special care with the security of personal data and the privacy of our 
employees, customers and suppliers.
This concern becomes even more important with the digitalization of our business and of 
our performance in this theme, our Privacy Policy establishes the guidelines for the 
collection, use, storage, treatment and protection of data on our websites, platforms and 
internet applications.
In addition to this document, we have a series of procedures and policies that establish 
standards and guidelines to be followed by all employees and partners:
 
> Information Security Policy;
 
> Personal Data Privacy Policy;
 
> Ethical Conduct Code;
 
> Incident Management Control Procedure;
 
> Change Management Control Procedure;
 
> Access Management Control Procedure;
 
> Backup Procedure;
 
> Remote Work Control Procedure;
 
> Cloud Services Contracting Control Procedure;
 
> Mobile Device Standard Procedure;
 
> Server Standard Procedure; and
This topic is reported regularly to the Executive Committee and to the Company's Board 
of Directors. 
In addition, we have an entire structure dedicated to privacy governance and 
data protection, consisting of: 
 
> Information Security area;
 
> Information Security and Privacy Committee, made up of representatives from 
the Compliance, Legal, Information Security, Financial Services, and Digital 
Business Management departments;
 
> Risk Management and Compliance area. 
In 2022, we recorded one information security incident, which impacted an 
isolated system of only one unit of the Company over a 24-hour period and 
resulted in no material impact.
Data Subject Portal
Users of our platforms can access the Data Subject Portal, where we 
explain how we collect, protect and handle their personal data. In this 
space, they may request the updating of their data, the deletion and 
withdrawal of consent, among other data subject rights.
83
EXCELLENCE AND SAFETY AS A VALUE

In order to protect our systems against the threat of 
cyber-attacks, we perform daily monitoring of all our 
technological assets, including applications and data-
bases, on all devices.
Our operation macro-structures are anchored in spe-
cialized partner companies, focused on monitoring 
and responding to incidents of possible cyber-threats 
in real time. We also use tools for hacker attack sim-
ulations in the main systems of Randoncorp, in order 
to find weaknesses and assess the effectiveness of 
defense mechanisms.
At Randoncorp, in addition to investments in tech-
nology, we seek to raise awareness among our 
stakeholders and spread a culture of information 
security through the Safe Connections Program. 
The program includes campaigns and training 
through the official channels of communication and 
corporate education.
The choice of content offered is based on the results 
of tests carried out to analyze employee behavior, 
including social engineering campaigns. To carry out 
the campaigns, we prioritize the sectors that inter-
act with the most sensitive information.
In 2022, we partnered with teams dedicated to pro-
ducing awareness and dissemination pieces for all 
Randoncorp companies, using internal communi-
cation channels. Additionally, we hold custom-built 
workshops and forums that consider the content 
important to the target audience.
For service providers who access Randoncorp 
systems, we share at the Suppliers Portal the edu-
cational materials of the Safe Connections Program. 
In addition, our contractual clauses describe the 
essential requirements to ensure the treatment and 
protection of personal data in order to guarantee 
safe and responsible handling of information.
 Protection from cyber 
attacks 
 Information security culture 
84
EXCELLENCE AND SAFETY AS A VALUE

Caroline Seben Ghidini
R&D Laboratory Technician 
Sustainable
Innovation
Chapter 6
 
85
85

Continuous 
and disruptive 
innovation
Innovation Strategy 
and Culture 
At Randoncorp, we consider it our duty to 
invest in disruptive and continuous innovation, 
generating solutions aligned to the new 
market challenges and consumer needs. It 
is through the development of new, creative, 
innovative and competitive technologies 
that we are able to add value to our brands, 
customers and other stakeholders.
We have a robust innovation strategy, which 
involves teams and companies dedicated 
to the topic, as well as partners such as 
startups, universities and companies. The 
strategy is in synergy with our ESG Ambition, 
since it is also aimed at building a more 
sustainable transport sector, with lower 
resource consumption and less pollution.
Although we have structures dedicated 
exclusively to the theme, the strategy is 
conducted transversally across all business 
verticals. It is currently divided into two axes:
 
> Evolutive axis:  seeks to innovate in solutions that add 
quality, safety, and efficiency to the products, improving 
the performance of our customers' vehicles.
 
> Disruptive axis: strives to create solutions that meet the 
new market challenges and trends.
In this context, the fact that we are a globalized company, 
present in several countries around the globe, is a business 
strong point, because it connects us to new technologies and 
markets. But, at the same time, we maintain a strong culture, 
with domestic company features, which allows a greater 
penetration of the innovation culture among our employees. 
As a result of this strategy, we 
have invested R$131.0 million in 
innovation in the year.
Over the next few chapters, we will describe some of our 
innovation structures and initiatives, including the specific 
investments made during the year.
Randon Solar: concept refrigerated 
trailer, which features solar 
panels and patented technology 
unprecedented in Latin America.
86

Robust Structure 
Created in 2010, the CTR is one of the largest 
independent technology centers in Latin America, 
aimed at the development and homologation of 
products for the mobility industry. It is the first and most 
complete independent testing ground for trucks, buses, 
passenger cars, motorcycles, road equipment, and auto 
parts in the country.
Located in Farroupilha, in Serra Gaucha, it serves as an 
engineering hub that meets the main OEM companies 
of light and heavy vehicles, auto parts, machines 
and agricultural implements. Today, 60% of the tests 
performed in the complex are intended for companies 
outside Randoncorp.
In its area of over 90 hectares, it has over 20 tracks, 
totaling more than 15 kilometers, in different types of 
paving and conditions, to carry out tests, in addition to a 
technical space for vehicle preparation and a structural 
laboratory. It also offers a wide range of added 
services, such as an engineering team, test drivers, and 
technicians for data analysis.
All tracks and laboratories are aligned with the needs 
foreseen in the current regulations and with the most 
recent discussions in the industry and worldwide. This 
is the case with the goals set by the Air Pollution Control 
the reduction in the level of noise pollution from vehicles 
between 2025 and 2029. Within this scenario, the CTR 
has two acoustic measurement tracks already compliant 
with the changes in legislation and with international 
In 2022 we built a photovoltaic plant inside the complex, 
with an investment of R$7 million, adding even more 
87
SUSTAINABLE INNOVATION

Auttom
Auttom is our unit for acceleration and development 
of automation and intelligent systems for industrial 
processes. It produces and markets turnkey robotic 
cells, machines, devices and industrial tooling, and 
provides technical engineering and advisory services 
in industrial automation, acting on four fronts:
 
> Special Machines for Core Processes: Design and 
construction of special machines and devices for core 
processes of Randoncorp companies.
 
> Automation: use of technological elements and 
machinery in industrial processes.
 
> Handling: development of autonomous machines and 
equipment, which operate with no human conductor.
 
> Smart Manufacturing: uses manufacturing integrated 
to information technology, with machines connected to 
the Internet to monitor production processes.
Currently, automated cells implemented by Auttom have 
increased operational efficiency in different industrial 
units, such as the new Ecoplate side assembly line, of 
the grain semi-trailer.
 
 
In 2022, we signed an intention to buy DB Server, 
acquiring 51% of the company's equity shares. This 
move, which was approved by the Administrative 
2023, expedites the operation of digital businesses 
across the group, expanding the business of the 
Financial and Digital Services vertical.
Digital Business
Created 
in 
2019, 
the 
Digital 
Business 
area represented an important evolution 
for 
Randoncorp 
by 
bringing 
new 
work 
methodologies and new skills to the internal 
environment of a group that is over 70 years old. 
It is a team focused on disseminating, massifying 
and developing new technologies supporting 
Randoncorp`s digital transformation, based 
on new work models and stimulating internal 
learning and collaboration.
In line with the main technological advances 
in the market, we seek to boost the digital 
transformation of Randoncorp through the 
laboratory for the development of Digital 
Products.
Currently, the area works with a focus on 
processes such as automation, data intelligence, 
and skills development in the technology arena. 
Among its projects, we can mention:
Blockchain
Studies, tests and
proof of concept for
product traceability
and smart contracts.
Academy
People development, 
through internal and 
external professional 
training and qualification
(in partnership with 
academic institutions).
Artificial Intelligence
Develops Artificial 
for application in products, 
people management,
logistics and financial 
services.
Agile Solutions
Focus on developing 
(build) digital solutions 
to add value and acquire 
technology (software 
development) knowledge.
Robotic Process
Automation 
Automates processes
by eliminating repetitive or 
low value-added activities.
Analytics
Data-oriented culture, 
joining data analysis 
with business strategies 
(data driven).
88
SUSTAINABLE INNOVATION

Hercilio Randon Institute
association whose mission is to carry out research 
activities. Since 2021, it has been operating as a 
Science and Technology Institute, associated to 
Randoncorp. In 2022, the Institute reached the record 
of 60 patents and a portfolio of 44 research projects.
Among its activities are the development of research 
and disruptive technologies for products in the cargo 
transport sector, in line with the megatrends in the 
automotive industry.
The Institute is organized in three knowledge verticals: 
Embedded Electronics, Mobility, and Smart Materials.
Research is developed through partnerships with 
different players in innovation ecosystems, such 
as universities, other research institutes, startups, 
companies and funding agencies.
The Institute operates through long-term technological 
partnerships, taking advantage of existing research 
know-how and infrastructure, as in the case of the Randon 
team, with researchers from different regions of Brazil 
and incorporates lean startup methodologies for the 
development of its research.
In 2022, we invested R$131.0 million in Research, 
projects, registered 64 patents. Since this year, we 
have started to calculate the impact of RD&I on our 
revenue by considering all Randoncorp companies 
in Brazil, whereas before we considered only the 
OEM Vertical. This way, we are able to analyze, 
in a more comprehensive way, the strategy and 
corporate pattern of our investments in research, 
development and innovation.
Get to know, as follows, the main highlights in 
products, processes, and services.
 
Innovation in Products
New R Modular Line: reinforcing the pillars of 
modularity and sustainability, the new modular 
platform configurations promise to transform the cargo 
transportation concept. The structure is joined by 
structural rivets, reducing the use of welding by about 
70%. Lighter, the platform increases the load capacity 
and reduces fuel consumption and maintenance.
Randon Smart: proprietary platform with telemetry 
and sensing systems that generate data to control and 
Randon Solar: concept refrigerated semi-trailer, 
which has solar panels and patented technology 
unprecedented in Latin America for the control and 
management of energy.
Mobility
Embedded 
electronics
Smart 
Materials
 technical delivery and commercialization of the 
Hybrid R, a semi-trailer equipped with the e-Sys, an 
electric auxiliary traction axle that provides fuel savings 
Products with niobium nanoparticles (long life): 
Castertech's hubs and drums and spider (component 
of the brake system) of Master are now using a 
technology that incorporates nanometric niobium 
to the cast iron, promoting the improvement of 
mechanical properties, weight reduction, durability 
increase, and resistance of the components (learn 
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SUSTAINABLE INNOVATION

Innovation in Processes
Berlim project: cell divided into four workstations, 
aiming at the safe and productive manufacturing of 
Master brake components, by means of a traceability 
system that allows to follow the manufacturing 
progress in real time, thus ensuring product quality.
Buslink project: cell with a welding robot and an 
automated assembly system for JOST Buslink, along 
with a product traceability system in all processes 
(welding and assembly), with information saved in the 
cloud for real-time follow-up.
Elsa project: retrofting of the Elsa brake assembly cell, 
segmenting operations into workstations, in order to 
meet Master brake assembly quality and ergonomic 
requirements. At the same time, a product traceability 
system was implemented and the cell's productivity 
increased, by increasing equipment reliability.
Solda do para-choque project: Productivity improvement 
and gains in the bumper column welding process at 
Randon, through a welding robot, in order to ensure 
product quality and reduce ergonomic risks to employees.
Smart Composites: automated cell with four loading 
and unloading and handling robots for the manufacture 
of Randon's Ecoplate III panels, with greater approval 
in product quality, better ergonomics for employees 
and increased productivity.
Innovation in Services
Business expansion: we have structured the new 
Randoncorp joint venture in partnership with Gerdau 
Next and launched the brand Addiante. With the purpose 
of boosting business for the future of mobility, the 
new company will operate, initially, with vehicle rental 
services.
Consortium Laboratory
of the sales network to share ideas and good practices, 
aiming at constant improvement in the partnership 
between the administrator and dealers. The laboratory 
unfolded into a number of strategies and actions, in 
order to enhance the results and broaden the sales 
force's portfolio.
Matriciality: Architecture redesign project to prepare 
the Financial and Digital Services Vertical for future 
challenges, respecting the knowledge acquired 
over the years and leveraging the business through 
existing synergies. The reinforcement of the areas is 
aligned with the market's evolution and the need for 
a structure that can support both physical and digital 
growth. To this end, the matrix model was used, 
where the professional broadens his view to a delivery 
performance for the different businesses, making the 
deliveries made in each action increasingly impactful 
and comprehensive.
Digital Bank & Account App: the APP of Randon 
Bank Digital Account was launched in May 2022 for 
employees of the Financial Services Vertical in a 
test mode. In November 2022, the Pix feature was 
launched, which improved the portfolio of already 
existing solutions, such as payment of bills, transfer 
between accounts and payment account. The 
forecast is that in 2023 the platform will be available 
to employees from other verticals and to the entire 
market in the app stores.
Digital consortium: Sale of consortium services 
(credit for renovations, parties, travel, medical 
and aesthetic procedures, studies, among others) 
that begins and ends in a digital environment. The 
implementation of the service allowed us to promote 
fluidity in the sales processes and meet the needs of 
the consumer who is prone to make online purchases. 
The digital consortium has enabled the creation of 
the Yeah Brand that constantly challenges the teams 
involved to create and relate in a new environment.
90
SUSTAINABLE INNOVATION

Sustainable Mobility
At Randoncorp, we know that our progress in the main ESG 
guidelines of the sector is directly related to our ability to 
innovate, especially when it comes to fighting climate 
change. Building the future, today, means developing less 
polluting technological solutions that will translate into 
gains for customers, society and the environment.
Because it is the main logistic and passenger transport 
mode in the world and it is still dependent on the 
consumption of fossil fuels, the land transport sector 
is currently the second largest emitter of greenhouse 
gases, second only to the electrical sector.
Within the different transport segments, road transport 
accounts for 74% of emissions. It is precisely in this 
sector that we have a predominant performance, and 
we can offer products and technological solutions to 
help reduce emissions.
That is why we are committed to investing in sustainable 
mobility, seeking alternatives to build a transportation 
system that does not cause impacts to human health 
and to ecosystems, while still meeting the population's 
transportation needs.
In line with the most recent transformations in our 
industry, we work on sustainable mobility with a 
focus on the industry's main trends, described in the 
following chapters.
1 Report on Transport and Climate Change Global Status 
91

In the first half of 2022, the technology was tested in 
Randon semi-trailers models at Randon Technological 
solution has reached the market as part of the Hybrid 
R line of semi-trailers and is even being exported.
In line with this initiative, in the second quarter of the 
the free circulation of road trailers with electric auxiliary 
axles. Randoncorp was involved in the creation of the 
Resolution.
Innovation and R&D projects on sustainable 
mobility trends
ELECTRIFICATION MOBILITY
2020
2021
2022
4
5
7
 Electrification 
One of the major sustainability trends in the automotive 
industry is transportation electrification. Based on the 
search for new forms of vehicle propulsion, powered by 
electricity, the intention is to reduce the consumption 
of fossil fuels, which have a greater potential for 
pollution and greenhouse gas emissions.
We understand that we can operate in this scenario by 
developing solutions focused on propulsion and cargo 
mobility. We already have a product that has been 
tested, approved and launched in the market with 
these characteristics: the e-Sys, which has already 
started to be commercialized in 2022. This is an 
auxiliary electric traction system with an innovative and 
disruptive profile, produced exclusively by Suspensys 
for the cargo transportation market.
The e-Sys is an electromechanical set that aims to 
solve one of the main challenges for the electrification 
of heavy vehicles, which is the time required to load the 
vehicle and the lack of infrastructure on the highways 
to do so. Using an intelligent algorithm, the solution 
causes the engine itself to work also as an energy 
generator.
Consisting of an electric engine coupled to an auxiliary 
drive shaft, a frequency inverter, a battery pack, and 
the energy generated during braking and downhill 
driving, in order to apply it during uphill driving.
Depending on the application, the highway conditions, 
and the type of cargo carried, the system offers 
fuel savings of up to 20%, reducing greenhouse gas 
emissions and providing, also, less wear and tear on 
the components.
Equipped with technologies developed exclusively by 
the company and registered in global invention patents, 
it is the result of a joint development work between 
TREND 1
MOBILITY OF ELECTRIFICATION
Initiatives related to new propulsion 
concepts (with focus on electric traction), 
in addition to new concepts and modes  
of mobility for people and goods.
.
92

Embedded Electronics 
From the introduction of complex electronic systems, 
composed of microprocessors and dedicated software, 
we develop solutions that extend our products' features.
In 2022, we had some important launches in line with 
this trend:
Randon Smart: platform installed in the Randon New 
sensing systems that provide data for tracking and 
managing the semi-trailer fleet, with more savings and 
safety in the operation.
With the technology, it is possible to monitor the 
semi-trailer in real time, with location sharing, mileage 
controls, onboard scales for weight control, and 
georeferencing to delimit zones of interest between 
loading and unloading points. By obtaining detailed 
reports from the platform, the fleet manager can 
optimize the trip planning, taking advantage of the 
best performance.
Brake Linings Wear Control
electronics to enhance safety in transportation. 
Through a brake lining wear control system installed 
on the S-axle of the brakes, it is possible to measure 
the wear of linings through sensing. The technology 
allows connectivity with other systems and vehicle 
data, improving maintenance control and increasing 
the vehicle's availability.
Sensors
electronics in coupling sensors, automated opening (air 
release) and integrated camera (king pin finder).
Innovation and R&D projects on sustainable 
mobility trends
EMBEDDED ELECTRONICS
2020
2021
2022
3
10
10
TREND 2
EMBEDDED ELECTRONICS
Development of solutions 
with complex electronic 
systems for vehicles.
93
SUSTAINABLE INNOVATION

Smart Materials 
To replace the use of essential materials in our 
production with items that have new, lighter, and more 
efficient properties, we have invested in the discovery 
of smart materials.
In this sense, since 2021, Frasle Mobility has marketed 
a line of products in composite materials which 
enable the development of lighter and more efficient 
products. One example is the use of this technology 
in fender supports, which has generated a reduction 
of up to 65% in their weight. This line was called 
Fras-le Smart Composites until the end of 2022. As 
of 2023, the brand went through an evolution and 
became COMPOSS.
The result is a better performing and more sustainable 
product, since lighter vehicles burn less fuel and, 
consequently, emit fewer pollutants.
The technology integrates several new product 
launches and new product settings, such as the taillight 
support and the fender support for heavy vehicles, 
trucks, buses, and light SUVs.
Innovation and R&D projects on sustainable 
mobility trends
SMART MATERIALS
2020
2021
2022
9
24
25
TRED 3
SMART MATERIALS
 NIONE 
NIONE is a business unit focused on the development 
of nanotechnology, at the frontier of what is 
most cutting-edge in the intersection between 
sustainability and innovation.
Its very existence is the result of our investments 
in cutting-edge science, since the technology 
exploited arose from studies conducted by Randon 
produce niobium nanoparticles on a large scale.
With a globally required patent, the innovation 
has multiple applications, which can enhance the 
physical-chemical properties of materials used in 
industry, bringing out their best versions, more 
efficient and with unique features.
With a team of highly trained researchers and 
engineers and a modern manufacturing unit, NIONE 
develops, produces and markets solutions for 
various industrial segments, not limited only to the 
automotive industry.
Development of alternative solutions 
to the use of materials (essentially 
steel) in vehicular applications, with 
a focus on reducing weight and 
increasing efficiency.
94
SUSTAINABLE INNOVATION

Environmental benefits of 
nanotechnology produced by 
the NIONE
2
component and/or test board in relevant environment.
Energy Efficiency
Increases the life cycle of electric 
vehicle batteries, contributing 
towards technology availability.
Durability
Extends the durability of 
components, positively 
impacting the entire production 
chain, right up to disposal.
Resistance
Improves the mechanical 
resistance of materials and 
reduces mass, thus lowering 
the consumption of raw 
materials and energy.
Anti-corrosion barrier
Significantly improves corrosion 
resistance, increasing durability 
while reducing the application 
layer and drying time.
Lightness
Makes it possible to build 
lighter vehicles, reducing 
fuel consumption and 
increasing load capacity.
At the close of 2021, in partnership with WEG Tintas, 
the unit's first product was launched: a premix with 
niobium oxide nanoparticles, which serves as a base 
for application in WEG's protective coatings. The 
technology was applied in Fremax`s brake discs, a 
subsidiary of Frasle Mobility, in search of greater 
protection against corrosion.
In 2022, Castertech Fundição e Tecnologia launched 
Materials, which uses nanotechnology in the 
formulation of the products, promoting improvement 
in mechanical properties, weight reduction, and 
increased lifetime and strength of the components.
Master Sistemas Automotivos has launched a 
brake spider developed with niobium particles. The 
structural change reduced the product's weight by 
about 20%, increasing its resistance and lifespan.
NIONE ended the year with 61 ongoing projects, 
developed in partnership with large companies, in 17 
sectors, ranging from cast alloys to the cosmetics 
industry. Of these initiatives, 32 are in TRL 52.
95
SUSTAINABLE INNOVATION

Collaboration & Innovation
We know that if we want to innovate and positively 
impact the world, we cannot rely solely on our own 
efforts. For this reason, we have developed a number of 
initiatives to act in tandem with researchers, startups, 
universities, employees, and other partners, creating a 
true innovation ecosystem.
Conexo is an innovation platform that generates 
connections and brings partner companies closer to 
entrepreneurs, startups, universities, the community 
and the entire innovation ecosystem. It operates from 
diagnosis to the development of a culture of innovation 
to deliver real resultss.
Physical space
Located in Caxias do 
for events, training, 
coworking, meeting 
rooms, experimental 
technologies, and parking.
Ecosystem positioning
 »
Coworking
 »
Space rental
 »
Activation of support 
and sponsorship
Digital space
Online platform intended to 
stimulate the exchange of 
knowledge among people with 
common talents and interests, as 
well as to connect companies with 
projects and startups. It can be 
accessed through the link: 
hub.conexo.io.
Innovation culture
 »
Culture Diagnosis
 »
Human and 
organizational 
development
 »
Events
Virtual reality environment 
developed in partnership 
with DB for immersive 
experiences, providing 
participants with 
technological and 
emotional experiences.
Innovation
 »
Programs, co-creation 
and mentoring
 »
Structuring and governance 
of innovation environments
 »
Projects
Conexo Estructure
Conexo serves the companies that are part of 
Randoncorp, from the metal-mechanic and furniture 
industries to agribusiness, health and welfare, and 
financial services. The platform drives innovation 
throughout the ecosystem through a range of services, 
divided into three pillars:
96
SUSTAINABLE INNOVATION

Start
The Start Program has the purpose of 
stimulating intrapreneurship, exploring 
problems and opportunities of low 
complexity in companies, validating 
hypotheses and prototyping solutions. 
At the end of the seven-week program, 
participants have a solution project for 
the problem mapped out.
In 2022, we had 41 participants from 13 
different companies, who presented 
partially approved).
Challenge
The Challenge aims to connect 
Conexo's partner companies with 
startups, 
educational 
institutions, 
research centers, and entrepreneurs 
who help solve their low and medium 
complexity challenges.
In 2022, we had 21 challenges as part 
of the Program, with 20 participants 
and 214 startups/IES registered. There 
were 45 applications approved for 
Demoday, with 14 proofs of concept 
approved and 9 still under evaluation. 
Among the participating companies, we 
can mention: Suspensys, Castertech, 
Master, Holding, Randon Consórcios, 
Randon, TI&CSC, Jost, Frasle Mobility, 
Sicredi Pioneira and Conexo itself.
ExO
The ExO Program aims to speed up 
the participants' hard and soft skills, 
using active learning methodologies, 
with the objective of developing 
and modeling strategic projects of 
high and medium complexity for the 
participating companies.
This year we had 22 participants 
from 14 different companies. As a 
result, 95% of the positive behavior 
indicators grew in comparison to the 
beginning of the Program, and 89% of 
the negative indicators decreased.
Mapping the 
innovation 
ecosystem of  serra 
gaúcha
With the objective of 
strengthening the connection 
between people and 
institutions to exchange 
experiences, partnerships 
and business, in 2022, 
Conexo developed the first 
edition of the Mapping of the 
Ecosystem of Serra Gaúcha. 
The document, which was 
published in December, 
identifies and highlights the 
players responsible for the 
development of innovative 
projects in the region.
It mapped 50 startups, 9 
companies with innovation 
cases, 4 educational 
institutions, 6 innovation 
agents, 3 innovation incentive 
laws, 24 innovation spaces, 
and 18 events focused on 
innovative culture.
Find out more here.
97
SUSTAINABLE INNOVATION

Helice Institute 
The Hélice Institute is aimed at 
creating a collaborative innovation 
ecosystem in Serra Gaucha through 
the connection between companies 
and mature startups. Currently, 
the organization is supported 
by Randoncorp and four other 
companies in Serra Gaucha.
The Institute promotes open 
innovation through dialogues, 
exchanges, challenges, diagnostics 
and training, helping its members find 
innovative solutions to the challenges 
of their business.
Learn more about the Hélice Institute 
at the website: https://helice.network
Randon Ventures is an initiative of Randoncorp aimed at investing in start-ups with 
ready-made products and a dedicated team. The goal is to support innovative projects 
in the market that are in synergy with our business.
By being invested by Randon Ventures, startups have the confidence and trust of a solid 
company in the domestic and international markets, in addition to receiving mentoring 
and training from top executives of Randoncorp and having access to environments to 
test and develop pilot projects.
 Randon Ventures 
Fintechs
Access to credit
Invested segments
Logtechs
Complementing 
the portfolio
Insurtechs
Digitalization 
and distribution 
of insurance
Indústria 4.0
Smart manufacturing
Autotechs
Electric mobility and 
automotive technologies
Deeptechs
Complex, high-impact 
technologies
 › RAND2
Apart from the 
investments 
made, in 2022 we 
consolidated some 
synergies between 
the startups invested 
in previous years 
and Randoncorp 
companies. Some 
important examples 
are Randon Smart 
(learn more on page 
solutions offered 
via Randon Bank, 
such as advancing 
receivables and the 
post-paid freight 
product, which were 
developed jointly 
with the companies 
Motorista PX, 
Trugghub and  
Delta Global.
98
SUSTAINABLE INNOVATION

Money Money Invest
Randon Ventures has led an investment round of R$7 
million in fintech Money Money Invest, a platform that 
connects investors willing to lend money to small and 
medium entrepreneurs seeking credit.
Through the model known as P2P lending, the startup 
offers loans to small and medium-sized businesses 
with more attractive conditions than those offered 
by traditional financial institutions, using an online 
platform that simplifies and makes access to credit 
more accessible.
Founded in 2019, Money Money Invest has already lent 
more than R$50 million to about 820 small and medium-
sized companies. For Randoncorp, the partnership with 
the startup acts as a tool to accelerate the processes 
carried out by the Financial Services and Digital 
business units. 
Sirros IoT
Sirros IoT is a startup specializing in solutions for 
Industry 4.0, marketing IoT devices with secure, cloud-
based connectivity and real-time control to help with 
decision making, productivity and efficiency for other 
businesses.
Founded in 2016, in Rio Grande do Sul, Sirros IoT is 
present in eight Brazilian states and works with 25 of 
the largest companies in the country. At Randoncorp, 
the startup is already working on more than 18 Industry 
4.0 projects.
Randon Ventures led a round of investments in the 
startup, amounting to R$5.2 million. The investment was 
made with the participation of ArcelorMittal, through 
Açolab Ventures, and the national angel investment 
association BR Angels Smart Network. With the funds, 
the startup intends to optimize the cloud IoT Platform 
and scale the service to industrial plants.
See next the startups invested by Randon Ventures in 2022 and their innovative 
solutions for the logistics and transport sector.
To learn more about the startups invested 
in previous years, access the 2021 
Sustainability Report at here.
Gerdau Next 
Ventures
In 2022 we entered into a 
partnership to participate in 
the 3rd acceleration batch 
of Gerdau Next Ventures, 
the new business division 
of the Gerdau Company. 
The program aimed to seek 
innovative solutions and 
business opportunities in the 
logistics and supply chain 
sector.
In all, 325 businesses were 
mapped, 211 enrolled in the 
program, and 68 interviews 
were conducted with the 
entrepreneurs. Five startups 
were selected to benefit from 
acceleration and mentoring 
until March 2023.
99
SUSTAINABLE INNOVATION

Taise Gotardo
Corporate HSE
Commitment
to the 
environment
Chapter 7
 
100

Environmental 
management
Investments in environmental  
management initiatives
33.10%
1.49%
42.48%
2.21%
6.74%
13.97%
Waste treatment  
and transport
 
Emissions  
treatment
Effluent  
treatment
 
Analysis (effluents, 
waste, emissions, 
eater, soil)
Environmental 
projects 
Rates
MAIN PROJECTS
Renewable energy, carbon footprint 
and effluent reuse.
At Randoncorp, we recognize the relevance of pursuing a sustainable 
business growth, attentive to the limited resources of the environment and 
to the environmental impacts of our products and operations. 
This is the only way to fulfill our purpose 
of connecting people and riches, 
generating real prosperity that is 
sustained in the long term. 
To this end, we rely on an integrated Management System that precisely 
monitors our environmental performance in aspects such as waste 
generation, energy and water consumption. The management of this 
issue is governed by the Health, Safety and Environment Policy, which 
establishes as vital elements the commitment of senior management and 
compliance with requirements established by international certifications.
In this sense, Frasle Mobility (parent company), Castertech (parent company), 
Suspensys, Master, Jurid do Brazil, Frasle North America, Fremax, Randon 
Caxias, FANACIF, Castertech Schroeder and Jost are certified by ISO 14001, 
which assesses environmental management systems in relation to their 
entire value chain, including risks and opportunities in the product life cycle.
Furthermore, we rely on the Environment Manual, which brings the guidelines 
that steer our strategic fundamentals, so that the operations are based on 
the preservation of people's integrity and the protection of the environment.
.
R$21.1 
million
101
COMMITMENT TO THE ENVIRONMENT

Rota Verde (“Green Route”) 
In order to establish the main actions and targets to be 
developed to mitigate the Company's environmental 
impact, we established the Green Route program. The 
initiative is structured in three pillars and three major 
challenges.
Green route program pillars
Our Goals
Sustainable environmental 
development
More responsible economic 
growth and consumption
Release of 
treated  
effluent
Disposal
of waste in
industrial  
landfill
Environmental technologies  
and innovations 
Results in operational efficiency, 
with better use of inputs and raw 
materials and reduced waste
Environmental responsibility
Culture of prevention and 
support to the communities 
where the company operates.
Reverse logistics
Circular economy
Greenhouse gases
40% by 2030
Alternative energy
Sources
Eco Friendly
Products and Processes
Energy Consumption
Conversion rate
Water Consumption
ZERO 
Challenge
B
Y
 
2
0
2
5
B
Y
 
2
0
2
5
Increase
Reduction
102
COMMITMENT TO THE ENVIRONMENT

COMMITMENT TO THE ENVIRONMENT
Environmental culture - 
SEMEAR
Every year, we hold the Randon Environment 
our employees and seek new ideas to 
transform the business and build a better 
and more sustainable future for all. In 2022, 
the event had the theme "Our Commitment 
to the Environment", reinforcing the initiatives 
of the Rota Verde Program.
Among the activities performed, we highlight. 
Entre as atividades realizadas, destacamos:
 
> Thematic dialogues;
 
> Reverse logistics campaign for 
electronics;
 
> Launch of the "Erase this Habit" 
project, in which cigarette butts 
are recycled and transformed into 
cellulose used in social projects. 
Besides encouraging recycling, the 
initiative encourages the reduction of 
tobacco consumption;
 
> Awareness actions with the children of 
the Florescer program.
In 2022, Randon opened its new logistics center: 
a 9,000 square-meter area located next to the 
The building was designed with a focus on new 
processes and sustainable initiatives, especially 
the use of clean energy, automated processes 
and centralized control of operations.
The structure has its own solar power generation 
plant, a new electric gantry for moving parts, 
machines for internal operation with lithium 
batteries, and structures such as tree walls and 
flower beds on the sides, which help to run a clean 
operation.
In partnership with RTS Industry, Randon has also 
invested in new automated processes, such as an 
autonomous vehicle for towing components for 
internal transportation between the production 
areas of the plant and the logistics center, in 
addition to a new layout and verticalization of 
stocks, optimizing work and storage areas and 
spaces.
All these technologies make the internal logistics 
process of inputs and parts used for the 
manufacturing of the Company's products more 
efficient, safe, and sustainable.
Randon's new sustainable logistics center
103

Combating 
climate change
›
›
›
›
› 
At Randoncorp, we 
recognize the urgency 
of acting against climate 
change. Not only the 
future of our business 
depends on it, but the 
well-being of  
humanity itself.
104

Commitment: To reduce greenhouse 
gas emissions by 40% (tonCO2e/
hours worked, referring to 
Result:
We reduced 8% of 
emissions intensity, 
with an intensity of 2.51 in 2022, 
compared to 2.72 in 2020.
Learn more on page 30.
Therefore, we are publicly committed to reducing our 
emission of greenhouse gases through combined 
actions involving the use of clean fuels and energy, 
adoption of low-carbon technologies, and improvement 
in energy efficiency.
Aligned with our public commitment, in 2022 we 
announced an investment of R$100 million in renewable 
energy projects to supply our units in Brazil and 
worldwide until 2030.
The first delivery of this investment was the construction 
of a photovoltaic plant with 2,408 solar panels at Randon 
construction of the plant was completed in December 
and it is scheduled to start operating in the first half 
of 2023. The plant has the capacity to generate 1,991 
MWh/a and should meet 100% of CTR's energy demand 
over the next 25 years.
The initiative also aims to ensure the supply of energy 
for the development of projects focused on electric 
mobility, allowing all vehicles developed and tested 
in the Technological Center to use clean energy. In 
addition, with the energy generated, it will meet 
30% of the current energy consumption of Randon 
shipping.
Simultaneously, we built and inaugurated, in June 2022, 
a photovoltaic plant, at Fras-le Friction Material, located 
in China, in partnership with the local government. The 
panels supply 20% of this unit's energy.
Besides these two projects, the logistic building of 
Randon Caxias is also being fed by solar panels, with the 
installation of 102 panels on the roof of the structure, 
generating an average of 7,000kWh/month.
We have also had other initiatives aimed at reducing CO2 
emissions, such as the replacement of air conditioning 
equipment that use R22 gas for R410A at Suspensys, 
which emits seven times less carbon to the atmosphere. 
Out of the 85 pieces of equipment that use this gas, 69 
have already been replaced.
105
COMMITMENT TO THE ENVIRONMENT

Photovoltaic Plant located at 
Randon Technological Center.
Decarbonization of products and processes
In 2022, we calculated the carbon footprint based 
on NBR ISO 14.044 and ISO 14.040 methodologies 
in a first project in order to compare two products 
with different raw material composition and 
different manufacturing process of the controlled 
Frasle Mobility.
The pilot project was made on the railroad 
shoe, with changes in the manufacturing and 
formulation process. A tool was also developed 
so that all changes, both in process and raw 
material, can take into consideration the carbon 
footprint.
As a result, we have reduced this product carbon 
footprint by 43%. This result is based on ISO 
methodology and considers as a premise a 20% 
increase in the useful life of the new product 
when compared to the previous one.
In an effort to be in line with our commitment to reduce 
develop and monitor our GHG emissions inventory. 
This way we can identify the main opportunities to 
reach our 40% emissions reduction target. Therefore, 
in 2022, considering the base year of 2020, we had an 
8% reduction in greenhouse gas emissions intensity.
Our Scope 1 emissions registered a total of 40 thousand 
tCO2e, in 2022. For Scope 2, we totaled 11 thousand 
tCO2e, a 66% reduction over 2021. Part of this result 
was due to the emission factor of the Brazilian energy 
matrix. We also registered a drop in total emissions 
and in the intensity of emissions in relation to the 
previous year, of 31% and 25%, respectively.
In addition, we continually monitor our energy 
consumption. In 2022 we consumed 1.9 million GJ of 
energy, an increase of 11% over last year. The energy 
intensity was 0.08 GJ/hours worked, compared to 
0.07 GJ/hours worked in 2021.
You can access the full material consumption 
indicators in the Attachments on page 123. 
106

Prioritizing the circular economy
Our business model entails the consumption of a large volume and variety of raw 
materials for the production of our automotive equipment and systems. At the same 
time, we generate waste from production leftovers, product packaging and end-of-
life disposal.
To reduce the impact of our production process, we seek to expand the concept 
of circular economy in the different stages of our operation, reducing material use, 
increasing product useful life, and investing in strategies to recycle and reuse waste.
In this sense, we pursue the challenge taken on with the Green Route to zero waste 
achieve this public commitment, we have the Eco Sand project, which aims to use 
foundry sand to be incorporated into asphalt paving. The project is in the phase 
of environmental licensing and research and development studies for the waste 
slag and foundry refractory. Currently, 76% of our waste is already diverted from 
industrial landfills.
Commitment: 
Zero waste disposal in industrial landfills and reuse 
100% of the treated effluent by 2025. 
Result:
24% of waste disposal in industrial 
landfills and 50% of the effluent reused.
Learn more on page 30.
107

The waste generated in our operation comes mainly 
from the cutting and stamping processes of parts that 
generate scrap metal, as well as the disposal of packaging 
of raw materials and other materials and inputs used in 
production.
In line with the circular economy principles, our priority 
in the destination of waste is the reuse and recycling of 
the inputs used in the production process, especially in 
the intercompany model, as in the case of scrap metal 
generated in production processes, which returns as raw 
material for the furnaces in our foundries.
The oil emulsion generated in machining processes, for 
example, is recovered through a decantation process, in 
which the chip is separated from the cutting oil, and both 
are returned to the production process. Another example 
is the powder paint recovery process in painting booths, 
in which the exhaust system of the booth itself recovers 
and reuses the raw material. 
We also value the correct disposal of our wooden 
packages and pallets, working on their recovery. In the 
case of plastic jerry cans, IBC barrels and used gallons, we 
return them to the original supplier or sell them for reuse.
Another technique we use to reduce the environmental 
impact in the final destination of our waste is 
co-processing, used primarily for waste with greater 
heating power. 
The organic waste resulting from gardening pruning and 
sludge goes through a composting process and is later 
used as fertilizer.
The suppliers responsible for waste management, 
including its disposal and transportation, are licensed and 
have the relevant documentation to perform the activity. 
We monitor the documents throughout the process, up 
to the issuance of the final waste disposal certificate by 
the supplier.
In 2022, we generated a total of 96.2 tons of non-
hazardous waste. Of this total, 55% was sent for recycling 
and 10% for recovery operations. The amount sent to 
industrial landfills was 24%.
At the same time, we generated 8.9 tons of hazardous 
waste, 95% of which was recovered through the adoption 
of advanced treatment and reuse techniques, such as 
recycling, reprocessing and co-processing. 
All the data regarding waste generation is monitored by 
the Environment Department through systems such as 
SAP and Waste Transport Manifest.
 Materials 
Aligned with our commitment to the circular 
economy, we carry out continuous monitoring of 
indicators for the management of the materials 
used in manufacturing our products. In 2022, 21.8 
thousand tons of renewable material were used in our 
operation. Our conversion rate, which represents the 
amount of raw material purchased that is converted 
into product, was 88%.
You can access the full material consumption 
indicators in the Attachments on Page 120.
You can access the full waste indicators in the 
Attachments on page 124.
 Waste 
108
COMMITMENT TO THE ENVIRONMENT

Reverse logistics for customers 
GRI
 Packaging recycling 
Frasle
2020
2021
2022
0.92
0.99
1.14
Collected materials (tons)
861
1,021
1,003
Fremax
2020
2021
2022
0.6
1.8
2.7
Collected materials (tons)
594.4
1,047
786.1
Reverse logistics
Supporting the circular economy, customers of some 
of our friction products benefit from reverse logistics 
services, where they can send the parts at the end of 
their useful life, and we take care of their recovery or 
final disposal.
At Frasle Mobility, we have the Pro-Environment 
Program, which operates in the states of Rio Grande do 
Sul, Santa Catarina, Paraná, São Paulo, Rio de Janeiro 
and Minas Gerais. With this program, used brake 
linings are collected and sent to coprocessing plants. 
At Fremax, the Safe Disposal Program collects brake 
discs, which are sent to the foundry and reincorporated 
into the company's production process, generating 
new products. The program covers the states of 
Rio Grande do Sul, Santa Catarina and Paraná. The 
project's investment increased significantly in 2022 
due to the increase in scrap prices.
UA major environmental impact of our business 
is caused by the packaging of our products, 
which is disposed of by our customers. Seeking 
to compensate for this impact and stimulate 
the recycling chain as a whole, Frasle Mobility 
has entered into a partnership with Eureciclo, an 
organization that operates in tracking the recycling 
chain and creating value for all agents involved in 
the process.
The initiative aims at supporting associations of 
recyclers and forwarding for recycling a quantity 
equivalent to at least 22% of the total packaging 
used by Frasle Mobility, Controil, Fremax and 
Nakata. By 2022, we have recovered 517.4 tons of 
packaging as part of the project, including plastic 
and paper waste.
109
COMMITMENT TO THE ENVIRONMENT

Effluent reuse is a strategic indicator for our 
companies, important for our ESG Ambition, 
and is monitored and reported periodically 
in performance meetings with management. 
Our main goal is to achieve a closed loop of 
consumption, in which the production processes 
can be fed with no withdrawal of natural 
resources, except for human consumption.
With this goal in mind, in 2021, as part of the 
launch of the Green Route, we announced a 
public commitment to reuse 100% of the treated 
effluents from our units that have an Effluent 
In 2022, we focused on carrying out a water 
balance in all units mapped with the possibility 
of reuse for later preparation of the executive 
project and definition of additional technologies 
to allow reuse in industrial processes.
Water use
At Randoncorp, we are aware of the importance 
of treating water as a finite resource that must be 
preserved for the survival of future generations.
Therefore, the water used in our production processes 
- for cooling parts, for example - comes from artesian 
wells. In this case, its use is tied to the preservation of 
the water table, and this criterion is constantly monitored 
in our operations. Water for human consumption, on the 
other hand, comes from the local utility.
Besides these sources, we also capture rainwater 
and treat and reuse our effluents. In this case, the 
water is returned to the process and a percentage is 
discharged into the public network.
To reduce our operations environmental impact, we 
manage the use of water on two fronts: reducing 
consumption and reusing the treated effluent.
We seek to reduce water consumption by adopting 
technologies and awareness campaigns, both in the 
industrial and administrative areas. As a result, in 
2022 we withdrew 470.15 ML of water, and discarded 
105.9. As a result, our water consumption for the year 
was 365.06 ML. The water consumption indicator is 
calculated based on consolidated net revenue and in 
2022 was 0.02.
You can access the full water 
consumption indicators in the 
Attachments on page 122.
110

Effluents 
To ensure the treatment of the effluents 
generated in our operation, we have five Effluent 
 
> Site Interlagos: collects the effluents from 
JOST Brazil, Master, Castertech, Suspensys 
and Randon Caxias.
 
> Forqueta Site: it collects effluents from Frasle 
Mobility.
 
> Randon Araraquara: reuses 100% of the 
effluents.
 
> Fremax.
 
> Jurid do Brazil.
The other companies that do not have their own 
ETE have their effluents treated by third-party 
companies, which guarantee an environmentally 
adequate destination.
In the effluents generated in our operation, the 
substances that offer significant risk to the aquatic 
environment or to human health are DBO, DQO, 
nitrogen, phosphorus and metals, which have 
their release limits defined in the environmental 
licensing. In 2022, there was no record of 
deviations from the established physical/chemical 
and biological parameters.
Periodically, we carry out laboratory analyses 
to monitor the volume of the treated effluent, 
verifying compliance with the emission standards 
established in the applicable laws.
been presenting an excess of released flow (m³/
day) due to a change in the limit made during the 
135 m³/h.day). This deviation has been reported 
request was made to correct the limit based on 
the measurement records.
Effluent treatment plant systems at the Interlagos 
site and Frasle Mobility have requirements for 
effluent discharge, considering the profile of the 
receiving water bodies, according to CONAMA 
Resolution 430 and CONSEMA 355/2017.
In 2022, we discarded 279.18 megaliters of water 
in our operation. As a result, we achieved 50.3% of 
our public commitment to eliminate the discharge 
of treated effluents between 2020 and 2025. The 
indicator is discussed in periodic meetings with 
management and is also monitored by the Ethics and 
Compliance department. Currently, we have projects 
and investments planned to achieve this goal.
111
COMMITMENT TO THE ENVIRONMENT

Dalton Ericson da Silva Moraes
Materials Scheduling Analyst
Attachments
Chapter 8
> CHAPTERS:
112

Indicators
Companies that are part of Randoncorp:
AUTO PARTS
MOTION CONTROL
TRAILERS
FINANCIAL & DIGITAL SERVICES
ADVANCED TECHNOLOGY AND HQ
Castertech
Armetal
Randon Araraquara
Banco Randon
Auttom Automação and Robótica
Castertech Indaiatuba
ASK Fras-le
Randon Argentina
Randon Consórcios
Auttom USA
Castertech Schroeder Fundição
Fanacif
Randon Caxias
Randon Corretora
CTR
Castertech Schroeder Usinagem
Farloc
Randon Chapecó
Randon Ventures
NIONE
Castertech Usinagem
Frasle Mobility
Randon Linhares
Randon Investimentos
Holding/Headquarter
Castertech Mogi Guaçu
Andina
Randon Messias
Randon Serviços e Participações
Master 
Frasle Mobility Argentina
Randon Porto Real
Addiante
Master Flores da Cunha
Frasle Mobility Europe 
Randon Triel-HT
DBServer
JOST
Frasle Mobility Europe BV
Randon Venice
Conexo
JOST Campinas
Frasle Mobility Friction Material
Randon Holdco USA
Suspensys
Frasle Mobility México
Hercules Enterprises
Suspensys México
Frasle Mobility Michigan
Suspensys Resende
Frasle Mobility North America
Frasle Mobility Panamericana
Freios Controil
Fremax
Jiaxing Bafu Trading Co. Ltd
Jurid do Brazil
Nakata
AML Juratek
Tekjur Limited
Bettaparts Limited
Juratek Limited
113
ATTACHMENTS

Governance that creates value 
The Board of Directors is periodically involved in the evaluation of topics related 
to the sustainability agenda, approving the Company's guidelines and initiatives. 
The preparation of the Report mirrors the actions taken and validated, as the 
case may be, by the Board of Directors.
 Our People 
Total employees
Total employees, indefinite term (permanent)
2022
2021
REGIONAL DISTRIBUTION
TOTAL
%
TOTAL
%
North America
204
1.3%
76
0.5%
Asia
591
3.7%
666
4.3%
Europe
14
0.1%
15
0.1%
South America
574
3.6%
583
3.8%
Brazil
Northeast
10
0.1%
11
0.1%
Midwest
0
0%
5
0.0%
Southeast
2,211
13.9%
1,566
10.1%
South
12,346
77.4%
12,511
81.1%
Total
14,567
91.3%
14,093
91.3%
TOTAL
15,950
100%
15,433
100%
2022
2021
REGIONAL DISTRIBUTION
TOTAL
%
TOTAL
%
North America
186
1.2%
-
-
Asia
245
1.5%
-
-
Europe
12
0.1%
-
-
South America
462
2.9%
-
-
Total
15,024
94.2%
12,243
76.8%
Brazil
Northeast
10
0,1%
10
0.1%
Midwest
0
0%
5
0.03%
Southeast
2,099
13.2%
780
5.1%
South
12,010
75.3%
11,448
74.2%
Total
14,119
88.5%
12,243
76.8%
BY GENDER
TOTAL
%
TOTAL
%
Men
12,642
79.8%
12,645
81.9%
Women
3,188
20.2%
2,788
18.1%
Total
15,880
100%
15,433
100%
2022
2021
BY GENDER
TOTAL
%
TOTAL
%
Men
11,918
74.7%
9,973
64.6%
Women
3,029
19.0%
2,270
14.7%
Total
14,947
93.7%
12,243
79.3%
Nakata, Castertech Schroeder, and Jurid.
Nakata, Castertech Schroeder, and Jurid.
114
ATTACHMENTS

Employees trained and communicated on anti-corruption policies and procedures 
Total employees, by fixed term (temporary)
2022
2021
JOB CATEGORY
WOMEN
MEN
WOMEN
MEN
COMMUNICATED
%
TRAINED
%
COMMUNICATED
%
TRAINED
%
Members of the 
governance body
18
100%
18
100%
18
100%
18
100%
Own employees
15,950
100%
4,699
29.5%
15,433
100%
5,148
33.4%
2022
2021
REGIONAL DISTRIBUTION
TOTAL
%
TOTAL
%
North America
18
0.1%
-
-
Asia
346
2.2%
-
-
Europe
2
0.0%
-
-
South America
104
0.7%
-
-
Total
510
3.2%
429
2.7%
Brazil
Northeast
0
0%
1
0.01%
Midwest
0
0%
0
0%
Southeast
40
0.3%
39
0.3%
South
0
0%
389
2.5%
Total
40
0.3%
429
2.7%
2022
2021
BY GENDER
TOTAL
%
TOTAL
%
Men
492
3.2%
257
1.7%
Women
18
0.1%
172
1.1%
Total
510
3.3%
429
2.8%
Nakata, Castertech Schroeder, and Jurid.
Nakata, Castertech Schroeder, and Jurid.
115
ATTACHMENTS

Hiring and turnover
2022
2021
BY GENDER
HIRING
HIRING RATE
DISMISSALS
HIRING  
RATE
HIRING
HIRING  
RATE
DISMISSALS
TURNOVER 
RATE
Men
3,604
26.66%
3,391
27.91%
4,694
50.7%
2,805
22.2%
Women
1,262
39.81%
860
27.13%
1,415
37.1%
728
26.1%
BY AGE GROUP
Less than 30 years
2,650
56.92%
2,217
47.62%
3,507
72.6%
1,957
40.5%
Between 30 and 50 years
2.086
22.67%
1,852
20.13%
2,491
28,1%
1.425
16.1%
More than 50 years
130
9.77%
182
13.68%
111
9.3%
151
12.6%
BY GEOGRAPHICAL DISTRIBUTION
Brazil
4,608
32%
4,038
28%
5,826
41%
3,388
24%
Northeast
0
0%
1
25%
4
36%
0
0%
Midwest
0
0%
0
0%
3
60%
2
40%
Southeast
1,102
44%
527
23%
498
32%
251
16%
South
3,953
29%
3,511
29%
5,321
43%
3,135
25%
North America
24%
54
29%
19
25%
16
21%
South America
33%
123
26%
229
39%
95
16%
Europe
33%
6
50%
4
27%
6
40%
Asia
22%
30
12%
31
5%
28
4%
Total
4,866
22%
4,251
26.76%
6,109
39.6%
3,533
22.9%
116
ATTACHMENTS

Parental Leave
Average training hours, by job category
Structure of the governance bodies
2022
WOMEN
MEN
Total number of employees entitled to 
take maternity/paternity leave
114
205
Total number of employees who took 
paternity/paternity leave
114
205
Total number of employees who returned 
to work after the end of maternity/
paternity leave
64
202
Total number of employees who returned 
to work after the end of their maternity/
paternity leave and were still employed 
twelve months after their return to work
35
132
Return rate
56.1%
95.5%
Retention rate
54.7%
65.3%
2022
2021
Coordination
58.5
53.8
Board of Directors
13.5
24.8
Management
34.9
41.9
Administrative
30.1
23.9
Production/operation
20.4
17.6
Internship
14.2
18.1
Apprentice
7.5
3.9
BOARD OF DIRECTORS
EXECUTIVE BOARD
GENDER
TOTAL
%
TOTAL
%
Men
4
80%
5
100%
Women
1
20%
0
0%
Total
5
100%
5
100%
AGE
TOTAL
%
TOTAL
%
Less than 30 years
0
0%
0
0%
Between 30 and 50 
years
1
20%
2
40%
Over 50 years old
4
80%
3
60%
Total
5
100%
5
100%
117
ATTACHMENTS

2022
2021
2020
EMPLOYEE CATEGORY
WOMEN
MEN
WOMEN
MEN
WOMEN
MEN
Apprentice
33%
67%
37%
63%
41%
59%
Internship
46%
54%
45%
55%
45%
55%
Production/operation
16%
84%
15%
85%
12%
88%
Administrative
57%
43%
55%
45%
55%
45%
Coordination
16%
84%
16%
84%
14%
86%
Management
19%
81%
13%
87%
12%
88%
Board of Directors
3%
97%
3%
97%
0%
100%
2022
2021
2020
EMPLOYEE CATEGORY
YEARS
30 TO 50 
YEARS
YEARS
YEARS
30 TO 50 
YEARS
YEARS
YEARS
30 TO 50 
YEARS
YEARS
Apprentice
96%
3%
1%
100%
0%
0%
100%
0%
0%
Internship
89%
11%
0%
95%
5%
0
97%
3%
0%
Production/operation
31%
60%
9%
33%
59%
8%
32%
59%
9%
Administrative
30%
63%
8%
28%
64%
8%
31%
59%
10%
Coordination
8%
82%
10%
1%
85%
14%
0%
87%
13%
Management
0%
79%
21%
0%
79%
21%
0%
81%
19%
Board of Directors
0%
75%
25%
0%
70%
30%
0%
67%
33%
118
ATTACHMENTS

Communities 
 Occupational Health & Safety 
 Suppliers 
the public security area of the State of Rio Grande do 
Sul, for the purchase of armored vehicles for the 12th 
Military Police Battalion of Caxias do Sul, including:
 
> A discrete SUV, minimum 140CV, semi-armored, 
for the Police Station Specialized in Women's 
Assistance in Caxias do Sul, worth R$226,000;
 
>
with cell and benches, for the Police Station of 
Ready Assistance in Caxias do Sul, worth R$427.4 
thousand.
In all units, we conduct social impact assessments 
through connections with the surrounding communi-
ties, conducted by the HSE and Brand and Reputation 
departments of Randoncorp companies. The social 
projects supported are described on pages 73 and 74.
Expenses with suppliers
2022
2021
REGION
TOTAL PAID TO SUPPLIERS
% 
TOTAL PAID TO 
SUPPLIERS
%
South
R$3,788,936,480.29
58.91%
R$4,320,484,574
62.1%
Southeast
R$2,497,913,285.16
38.84%
R$1,937,016,352
27.9%
Northeast
R$137,210,793.38
2.13%
R$100,812,332
1.4%
Midwest
R$6,166.259.85
0.10%
R$4,960,707
0.1%
North
R$1,278,112.46
0.02%
R$609,630
0.02%
Total
R$6,431,504,931.14
83.90%
R$6,954,172,617
92.1%
Imported
R$1,233,222,716.11
16.09%
R$590,289,002
8.5%
Employees covered by an occupational health and safety management system 
 
2022
2021
EMPLOYEES
%
EMPLOYEES
%
Individuals covered by an occupational health and safety management system, based on legal requirements 
and/or recognized standards/guidelines
15,950
100%
15,433
100%
Individuals covered by an internally audited occupational health and safety management system, based on 
legal requirements and/or recognized standards/guidelines
15,950
100%
15,433
100%
Individuals covered by an occupational health and safety management system audited or certified by an 
external party, based on legal requirements and/or recognized standards/guidelines
9,797
61.4%
 10,454
69%
119
ATTACHMENTS

Environmental Management 
Materials used, broken down by type (ton)*
Materials consumed in the operation from recycling
MATERIAL TYPE
20221
%
20211
%
20202
%
Renewable
21,824.10
5.88%
16,772.5
0.1%
40,504.9
14.6%
Nonrenewable
349,184.71
94.12%
285.647,94
99.9%
236,370.7
85.4%
Total
371.008,8
100%
302.420,44
100%
276,875.5
100%
Randon Chapecó, Jost, Controil, Fanacif, Farloc, Fremax, Jurid, Fasia, Frasle Caxias.
Five main materials used, broken  
down by type and weight
MATERIAL TYPE
RENEWABLE
Natural sodium bentonite
6,044,360.0
Barite
9,172,808.97
Paper
230,000.00
Kaolin
4,613,197.0
Wood
1,723,740.98
Total renewable material used
21,784,106.95
NOT RENEWABLES 
GUSA iron
16,692,540.00
Steel scrap
17,973,808.08
Steel (sheets, profiles, tubes)
180,068,598.05
Foundries
33,298,254.21
Steel parts
41,250.207.77
Total non-renewable material used
289,283,408.11
MATERIAL
%
Carbon Steel Scrap 
17,973.81
100%
18,482.36
100%
8,539.88
100%
Rubber
4,757.74
100%
120
ATTACHMENTS

Renewable fuel consumption
Non renewable fuel consumption
2022
2021
2020
FUEL TYPE
TOTAL CONSUMED %
TOTAL CONSUMED %
TOTAL CONSUMED %
Electricity
202,857.78
12.03%
210,374.1
77.82%
39,430.9
2.13%
Firewood for direct burning
3,733.79
0.22%
7,094.21
0.4%
5,600.69
0.30%
Biodiesel
-
-
1,583.7
0.09%
81,0
0%
TOTAL
206,591.57
12.25%
219,052.01
12.31%
45,112.59
2.44%
Amount of Energy Consumed
1,686,630.22
100%
1,779,066.7
100%
1,805,740.99
100%
2022
2021
2020
Energy Intensity
0.08
0.07
0.1
2022
2021
2020
FUEL TYPE
TOTAL CONSUMED %
TOTAL CONSUMED %
TOTAL CONSUMED %
Diesel oil
73,486.17
4.36%
15,376.1
0.86%
3,421.5
18%
Gasoline
327,72
0.02%
8.1
0%
308.5
0.02%
Electricity
705,146.98
41.81%
907,624.2
51.02%
1,192,806.2
64.45%
LPG
33,614.87
1.99%
136,071.1
7.6%
304,546.1
16.46%
Natural gas
667,462.90
39.57%
508,037.5
28.56%
304,546.1
16.46%
TOTAL
1,480,038.65
87.75%
1,567,117.0
88.09%
1,805,628.4
97.56%
*Companies considered: Fremax, Jurid, Fras-le Caxias, Nakata, FASIA, Interlagos location, 
121
ATTACHMENTS

TOTAL RECOVERED
QUANTITY OF  
PRODUCTS SOLD
% RECOVERED
Frasle Brake Linings
1,003
19,693,434
5%
836
4,610,272
17%
TOTAL AMOUNT OF PACKAGES
576
2,574
22%
393
1,784
22%
Total
969
4,358
22%
2022
2021
2020
AREAS
ALL THE AREAS
AREAS WITH 
WATER 
STRESS
ALL THE AREAS
AREAS WITH 
WATER STRESS
ALL THE AREAS
AREAS WITH 
WATER 
STRESS
Surface water (rivers, lakes, oceans)
0.00
0.00
0.00
Groundwater (water table)
146.27
0.00
118.50
0.00
129.10
0.00
Seawater
0,00
0.00
0.00
0.00
0.00
0.00
Produced water (resulting from some process 
of the company)
0,00
0.00
0.00
0.00
0.00
0.00
Third-party water (municipal water supply or 
other companies)
323.26
0.00
221.62
5.10
155.90
0.00
Total
365.06
0.00
213.12
5.10
218.40
0.00
Water Consumption*
*Companies considered: Fremax, Jurid, Fras-le Caxias, Nakata, FASIA, Interlagos location, 
122
ATTACHMENTS

2022
2021
2020
EMISSION SCOPE 1
Stationary combustion
27,987.19
31,164.73
23,199.75
Mobile combustion
9,094.10
8,147.85
3,712.50
Fugitive emissions
320.94
267.05
1,736.47
Industrial processes
1,865.69
676.79
575.04
Solid waste
55.46
123.40
140.60
Effluents
694.99
454.33
304.23
TOTAL SCOPE 1
40,018.37
40,834.16
29,668.60
EMISSION SCOPE 2
Energy purchased and consumed
11,384.85
33,546.35
16,675.92
TOTAL SCOPE 2
11,384.85
33,546.35
16,675.90
BIOGENIC EMISSION
Biogenic CO2
1,394.99
1,388.15
158.47
51,403.22
74,380.51
46,344.50
Emission intensity (kgCO2e/hours worked)
2.51
3.34
2.72
Hours worked
20,464,922.01
22,276,019.17
17,059,020.66
Note: Data include the following companies: Jost, Castertech, Frasle, Suspensys, Master, Randon Caxias, Controil, Randon Chapecó, Randon Araraquara, Fremax, Randon Technological Center, Jurid, 
FNAI, FASIA, Randon Bank, Randon Consórcios.
GHG emission source (tCO2e)
123
ATTACHMENTS

CLASS
CLASSIFICATION
CONSOLIDATED
II
Non-hazardous
21,873.08
Grease Box
II
Non-hazardous
380.67
Aluminum sliver
II
Non-hazardous
113.60
Empty Plastic Container
II
Non-hazardous
44.04
Construction
II
Non-hazardous
1,140.01
Civil Construction CTR
II
Non-hazardous
4.04
Raw material packaging
II
Non-hazardous
643.69
Wood
II
Non-hazardous
2,289.36
Sandpaper
II
Non-hazardous
11.23
ETE sludge and septic tank with non-toxic substances
II
Non-hazardous
3,523.34
Nylon
II
Non-hazardous
25.90
Clear metal
II
Non-hazardous
18.08
Used oil in the dining hall
II
Non-hazardous
0.02
Common waste
II
Non-hazardous
29.49
Organic (food scraps and toilet paper)
II
Non-hazardous
271.90
Aluminum parts
II
Non-hazardous
1.00
Uncontaminated paper and cardboard
II
Non-hazardous
803.40
Brake pads
II
Non-hazardous
302.61
Uncontaminated plastic
II
Non-hazardous
599.60
Waste
124
ATTACHMENTS

CLASS
CLASSIFICATION
CONSOLIDATED
Exhaust Powder
II
Non-hazardous
7,806.91
Refractory
II
Non-hazardous
288.39
II
Non-hazardous
612.91
Glass waste
II
Non-hazardous
3.68
Wood waste
II
Non-hazardous
1,688.79
II
Non-hazardous
39.08
II
Non-hazardous
1.22
Rejected parts containing sheet metal and mass
II
Non-hazardous
-
Ferrous metal scrap
II
Non-hazardous
39,014.00
Non-ferrous metal scrap
II
Non-hazardous
13,804.62
Polyurethane
II
Non-hazardous
31.86
Rubber
II
Non-hazardous
76.36
Chemical toilet
II
Non-hazardous
0.51
EPS
II
Non-hazardous
0.55
Pruning and Gardening Waste
II
Non-hazardous
13.24
Composite Material Waste
II
Non-hazardous
8.80
Sweeping waste
II
Non-hazardous
336.16
Blasting powder
II
Non-hazardous
495.02
Cigarette butts
II
Non-hazardous
0.07
Total
II
Non-hazardous
96,297.22
125
ATTACHMENTS

CLASS
CLASSIFICATION
CONSOLIDATED
Energy accumulators (batteries, cells)
I
Hazardous
0.72
Soaking bath
I
Hazardous
12.96
Borra de Cavaco
I
Hazardous
83.51
Contaminated Jerry cans
I
Hazardous
12.02
Ink sludge and grinding
I
Hazardous
439.92
Contaminated empty packaging (drums, IBC's, miscellaneous packaging)
I
Hazardous
616.42
Oil emulsion
I
Hazardous
2,300.14
Contaminated PPE
I
Hazardous
449.05
Contaminated fluid
I
Hazardous
30.00
Lamps
I
Hazardous
4.16
Used lubricating oil
I
Hazardous
74.03
Contaminated paper and cardboard
I
Hazardous
291.25
Contaminated plastics
I
Hazardous
278.41
Chemicals Products
I
Hazardous
2,901.88
Glue residue
I
Hazardous
-
Electronic waste
I
Hazardous
16.47
Hospital waste
I
Hazardous
0.04
Paints/thinner waste
I
Hazardous
5.59
Physical-Chemical Sludge ETE
I
Hazardous
717.72
Plasma sludge
I
Hazardous
302.55
Health waste
I
Hazardous
2.03
Contaminated Solids
I
Hazardous
178.41
Grease Cloth
I
Hazardous
2.64
Total
I
Hazardous
8,719.92
126
ATTACHMENTS

HAZARDOUS WASTE
2022
2021
2020
Preparation for reuse
2,430.8
43.4
Recycling
1,351.8
293.4
462.4
Other recovery operations
7,184.6
2,073.8
0
TOTAL
8,536.5
4,798.0
505.8
Preparation for reuse
-
1,397.6
128.2
Recycling
52,933,3
61,923.9
33,035.4
Other recovery operations
15,608,9
10,374.2
4,682.1
TOTAL
68,542.3
73,695.7
40,845.7
HAZARDOUS WASTE
2022
2021
2020
Incinerated (no energy recovery)
2.18
5.1
0.1
Landfill containment
277.33
38.4
39.2
Other disposal operations
0
35.1
2,439.6
TOTAL
279.4
78.5
2,478.9
Incinerated (no energy recovery)
0
0
39.2
Landfill containment
24,300.6
23,618.4
16,048.0
Other disposal operations
0.92
0
6,847.4
TOTAL
24,300.9
23,618.4
22,934.6
Waste destined for recovery 
Waste destined for disposal
127
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GRI and SASB Index
UNIVERSAL DISCLOSURES
GENERAL CONTENTS
The organization and it's reporting practices
Organization details
Randon S.A. implementos and Participações. A publicly traded company 
Page 7.
Entities included in the organization's sustainability reports
Page. 13
Reporting period, frequency and point of contact
January 1, 2022, to December 31, 2022. Publication frequency: annual. 
Page 3. 
Restatements of information
We had no significant restatements of information.
External assurance
Page 136
Activities and workers
Activities, value chain and other business relationships
Page 62.
Employees
Page 114.
Workers who are not employees
476 third-party contractors for catering, cleaning and security services - 
Managed by the CSC.
Governance
Governance structure and composition
Page 37.
Nomination and selection of the highest governance body
Page 37.
Chair of the highest governance body
Page 37.
Role of the highest governance body in overseeing the management of impacts
Pages 40 and 47.
Delegation of responsibility for managing impacts
Page 47.
Role of the highest governance body in sustainability reporting
Pages 3 and 114.
Conflicts of interest
Page 44.
Communication of critical concerns
Page 47.
Collective knowledge of the highest governance body
Page 40.
128
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UNIVERSAL DISCLOSURES
Evaluation of the performance of the highest governance body
Page 40.
Remuneration policies
Pages 39 and 43.
Process to determine remuneration
Pages 39 and 43.
Annual total compensation ratio
Confidential data.
Strategy, policies and practices
Statement on sustainable development strategy
Pages 4 and 5.
Policy commitments
Pages 44 and 45.
Embedding policy commitments
Pages 44 and 45.
Processes to remediate negative impacts
Page 45.
Mechanisms for seeking advice and raising concerns
Page 45.
Compliance with laws and regulations
We received no fines or non-monetary sanctions in 2022.
Membership associations
Page 31.
Stakeholder engagement
Approach to stakeholder engagement
Pages 51, 65, 68 and 70.
Collective bargaining agreements
88.5% of employees are covered by collective bargaining agreements, 
and in Brazil the percentage is 96.9%. In the units abroad where 
agreements are not applicable, we adopt the criteria of the legislation in 
force in each country and comply with local market practices
Material Topics
Process to determine material topics
Page 27.
List of material topics
Page 27.
Material Topic: Ethical and Responsible Driving
Management of material topics
Page 44.
Anti-corruption
Total number and percentage of operations assessed for risks related to corruption and 
significant risks related to corruption identified
Page 46.
Communication and training about anti-corruption policies and procedures
Page 45.
Confirmed incidents of corruption and actions taken
Page 46.
129
ATTACHMENTS

UNIVERSAL DISCLOSURES
Non-discrimination
Incidents of discrimination and corrective actions taken
In 2022, we registered no cases of discrimination in our Ethics Channel.
Freedom of Association and Collective Bargaining
Operations and suppliers in which the right to freedom of association and collective 
bargaining may be at risk
The right to exercise freedom of association and collective bargaining 
is evaluated during supplier approval and periodically, according to the 
criticality of the item or process and supplier performance. In 2022, 306 
suppliers had their processes audited and no non-conformities were 
found in this requirement.
Child Labor
Operations and suppliers at significant risk for incidents of child labor
No incidents of child labor were registered in the suppliers evaluated in 
our audits. 
Forced or Compulsory Labor
Operations and suppliers at significant risk for incidents of forced or compulsory labor
No incidents of forced or analogous to slavery were registered in the 
suppliers evaluated in our audits.
Material Topic: Prosperity for all
Management of material topics
Pages 51, 52, 57, 58, 62, 67 and 71.
Indirect Economic Impacts
Infrastructure investments and services supported
Page 119.
Procurement Practices
Proportion of spending on local suppliers
Pages 62 and 119.
Supplier Environmental Assessment
New suppliers that were screened using environmental criteria
Page 63.
Negative environmental impacts in the supply chain and actions taken
Page 63.
Employment
Total number and rate of new employee hires and rate of employee turnover, by age group, 
gender and region
Page 116.
Benefits provided to full-time employees that are not provided to temporary or part-time 
employees
Page 57.
Maternity/paternity leave
Page 117.
130
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UNIVERSAL DISCLOSURES
Training and Education
Average hours of training per year per employee, by gender and employee category
Page 117.
Transition assistance programs provided to facilitate continued employability and the 
management of career endings resulting from retirement or termination of employment
Pages 58, 59, 60 and 61.
Percentage of employees receiving regular performance and career development reviews, 
by gender and employee category
Page 61.
Diversity and Equal Opportunity
Diversity of governance bodies and employees with percentage of individuals by gender, 
age group, minority or vulnerable groups and other indicators of diversity
Page 117.
Local Communities
Operations with local community engagement, impact assessments, and development 
programs
Pages 71 and 119.
Supplier Social Assessment
New suppliers that were screened using social criteria
Page 63.
Negative social impacts in the supply chain and actions taken
Page 63.
Employees
Number of employees
Page 114.
Material Topic: Excellence and safety as a value
Management of material topics
Pages 76, 81 and 83.
Occupational Health and Safety
Occupational health and safety management system
Page 77.
Hazard identification, risk assessment, and incident investigation
Page 78.
Occupational health services
Page 79.
Worker participation, consultation, and communication on occupational health and safety
Pages 80 and 82.
Worker training on occupational health and safety
Page 80.
Promotion of worker health
Page 79.
Prevention and mitigation of occupational health and safety impacts directly linked by 
business relationships
Page 79.
Workers covered by an occupational health and safety management system 
Page 119.
Work-related injuries
Page 76.
131
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UNIVERSAL DISCLOSURES
Work-related ill health
Page 76.
Page 76.
Customer Privacy
Substantiated complaints concerning breaches of customer privacy and losses of customer data
No complaints, data breaches or data leaks registered.
Material Topic: Sustainable Innovation
Management of material topics
Pages 86, 87, 89, 90, 91, 96 and 98.
i) description of the RD&I strategy and structure; ii) amount invested in RD&I; iii) projects 
completed; iv) revenue of Randon Implementos from products launched in the last 5 years; 
v) new patents registered
Page 89.
Number of startups supported by Randon Ventures, per year
Page 98.
Number of innovation and R&D projects in sustainable mobility
Page 91.
Material Topic: Commitment to the Environment
Management of material topics
Pages 101, 102, 104, 108, 110.
Materiais
Materials used by weight or volume
Pages 108 and 120.
Recycled input materials used
Pages 108 and 120.
Percentage of reclaimed products and their packaging materials in relation to total products 
sold within the reporting period, for each product category
Pages 109 and 122.
Energy
Energy consumption within the organization
Pages 104 and 121.
Energy intensity
Page 121.
Energy consumption reduction
Page 104.
130a.1
renewables
Page 121.
132
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UNIVERSAL DISCLOSURES
Water and Effluents
Interactions with water as a shared resource
The companies do not significantly impact the watersheds and are not 
located in water-stressed areas. Page 110.
Management of water discharge related impacts
Pages 110 and 111.
Total water withdrawal by withdrawal source, including in areas with water stress
Pages 110 and 122.
Breakdown of total water discharge by types of destination, including in areas with water stress
We are unable to break down the amount of water by type of 
destination, only the total amount.
Total water consumption 
Page 110.
Emissions
Pages 104 and 123.
Pages 104 and 123.
GHG emissions intensity
Pages 104 and 123.
Reduction of GHG emissions
Page 104.
renewables
Page 121.
Waste
Waste generation and significant waste-related impacts 
Page 108.
Management of significant waste-related impacts
Page 108.
Total weight of waste generated in metric tons
Page 124.
Total weight of waste diverted from disposal in metric tons
Pages 108 and 124.
Total weight of waste directed to disposal in metric tons
Pages 108 and 124.
Additional content
Economic Performance
Direct economic value generated and distributed
Page 35.
133
ATTACHMENTS

Capitals Map
Pages 6, 26, 75 and 85.
Pages 6, 26, 50, 75, 85, 100 and 112.
Pages 6, 26, 36, 50, 75 and 85.
Pages 6, 26, 75 and 85.
Pages 6, 26, 75, 85, 100 and 112.
Pages 6, 26, 75, 85, 100 and 112.
Intellectual
Social and  
Relationship
Human
Manufactured
Natural
Financial
134
ATTACHMENTS

Page 50
Pages 26, 85, 
100 and 112
Pages 26, 75, 
85, 100 and 
112
Page 112
Pages 6, 26, 
36, 50, 75, 85, 
100 and 112
Pages 26, 85, 
100 and 112
Pages 50, 75 and 100
Pages 26, 75 and 85
Pages 100 and 112
Page 50
Pages 36 and 50
Page 75
Pages. 26, 36 and 50
Pages 26, 85, 110 and 
112
Page 36
SDG Map
135
ATTACHMENTS

Assurance Statement
ELEVATE has carried out an independent verification of 
the preparation process of Randoncorp's Sustainability 
Reporting Initiative) Standards 2021. The process aims 
to provide interested parties with an independent 
opinion on the quality of the information provided in 
the report.
Independence, competence and responsibilities
We work independently and ensure that no member 
of ELEVATE has consulting contracts or other com-
mercial ties with Randoncorp. ELEVATE is a company 
specialized in sustainability. The work was conduc-
ted by a team of experienced professionals trained 
in external verification processes. The preparation of 
the Sustainability Report, as well as the definition of its 
content, is the responsibility of Randoncorp. The verifi-
cation of the report was the work of ELEVATE.
Scope and Limitations
The scope of our work includes information from the 
full version of the Sustainability Report 2022, for the 
period covered by the report from January 1, 2022 
to December 31, 2022. The independent verification 
process was conducted in accordance with AA1000AS 
-
tion condition, providing a moderate level of Assurance. 
The verification of financial data was not the subject 
of ELEVATE Consulting's work. The financial data was 
audited by a specialized company as stated in the 
opinion of the Financial Statements.
Methodology
The procedures developed during the assurance work 
included:
• Evaluation of the content of the 2022 Sustainability 
Report;
• Understanding the process flow of obtaining and 
generating information for the Sustainability Report;
• Selection of 20 items and indicators to verify the 
information provided;
• Interviews with managers from key areas regarding 
the relevance of information for sustainability repor-
ting and management and source of information 
provided on the selected indicators;
• Based on sample testing, confirmation of the infor-
mation in the Sustainability Report with supporting 
documentation, management reports, internal con-
trols, and official correspondence;
• Checking compliance with the GRI Standards and 
requesting adjustments to the report.
Disclaimer
• The Letter of Assurance and any other attachments 
("Product") are for the exclusive use of the assured 
recipient ("Client"). Under no circumstances shall this 
Product or the information contained herein be distri-
buted or reproduced without the prior consent of the 
copyright owner. ELEVATE accepts no responsibility, 
and disclaims all liability, for any third party use.
• The Product is limited to the activities previously 
agreed upon with the Client, including the provisions 
set forth in the Scope and Limitation. The Product 
should be read and understood as a whole, and sec-
tions should not be read or taken out of context.
• The Product should not be construed as legal, invest-
ment, tax, accounting, regulatory or other professio-
nal advice. The Product is intended for informational 
purposes only and is not intended to be used as a 
substitute for expert advice or work product that a 
professional would normally provide to a client and 
should not be relied upon as such. The Customer 
remains solely responsible for its decisions, actions, 
use of the Product, and compliance with applicable 
laws and regulations. This disclaimer must accom-
pany each copy and/or reproduction of this Product.
• The standard Terms and Conditions of ELEVATE's 
contracts ("Terms and Conditions") are incorporated 
herein by reference into this disclaimer. All applica-
ble provisions of the Terms and Conditions remain in 
effect, and ELEVATE accepts no liability or obligation, 
except as otherwise expressly set forth in the Terms 
and Conditions, see at: https://www.elevatelimited.
com/about-elevate/sustainability/terms-conditions/
Main Conclusions
Based on the analyses of the evidence and interviews 
conducted for the verification of selected indicators, 
we present in summary the following main conclusions:
• During the interviews with managers, ELEVATE veri-
fied the evidence for the following selected indi-
136
ATTACHMENTS

controls were provided that support the informa-
tion presented in the report: Certifications of the 
units; Data security culture campaigns; Impact of 
Research, Development, and Innovation, Impact of 
the ExO program, and Public commitment of women 
in leadership.
• It was found that the information related to these 
indicators and themes was collected in a consistent 
manner within the organization, through solid infor-
mation management systems and with metrics that 
enable monitoring and comparability of data with 
previous years. In some cases, ELEVATE reques-
ted adjustments in the presentation of the data that 
were met by the reporting areas.
• After developing its ESG Agenda in 2021, the 2022 
reporting period has allowed Randoncorp to move 
forward with the commitments made and to assess 
the progress of the goals presented per strategic 
pillar. Progress is presented in summary form, faci-
litating better monitoring of key indicators. As the 
company is constantly growing, it was necessary to 
maintain the base of companies initially considered 
in the baseline measurement. In case of divergen-
ces with the current base, the company provided 
the equivalent data for the current base of com-
panies, giving the necessary explanations for any 
differences.
• The company defined the content on the basis of 
the list of material themes drawn up in 2021. All 
themes were addressed within the report with infor-
mation about the management process and related 
indicators from the GRI Standards, SASB and own 
indicators. The presentation of data from at least 
one year prior to the reporting period allows for the 
monitoring of data and the reading of trends that 
favor a more effective management of the themes.
• Regarding the compliance with the GRI stan-
dards adopted in the Sustainability Report 2022, 
Randoncorp has followed the standards in its 
essence, using the metrics and formats provided 
by GRI. We recommend presenting the elements of 
content items not fully answered in the GRI index in 
future reports, but in our analysis there is no material 
information missing that could affect the view of the 
performance presented in the report.
Concluding Remarks
Based on the scope of our work and the assurance pro-
cedures we have performed, we have concluded that 
nothing has come to our attention that causes us to 
believe that the information related to sustainability per-
formance in the Sustainability Report 2022 of Randoncorp 
is not fairly presented in all material respects.
The company presents its performance in a clear way, in 
compliance with the GRI 2021 Standards and providing 
a balanced view of its sustainability management and 
the impacts linked to its operation.
São Paulo, April 26, 2023.
137
ATTACHMENTS

Credits
Coordination
Randoncorp Investor Relations and Brand and Reputation
Editorial project, content writing, GRI consultancy and translation
Ricca Sustentabilidade
Graphic design, illustrations and diagramming
Ricca Sustentabilidade
Photos
Banco de Imagens Randoncorp
Adobe Stock
Alex Battistel
Tamborim Filmes
Tazum Video
Cover Photos
Contact info
ri@randon.com.br
comunicacao@randon.com.br
Visit
randon.com.br/pt
linkedin.com/company/empresasrandon/
facebook.com/RandonSA/
youtube.com/c/EmpresasRandon
instagram.com/empresasrandon/
To learn more:
Detailed results, commented by the management: 
Financial Statements 
Overview of relevant aspects of the business: 
Management Annual Report
138
ATTACHMENTS

139