MRV: Sustainability Report 2021

2021 Sustainability Report

The best way to predict the future is to create

Browsability Understanding the methodological guidelines

Hiperlinks

This report uses three main methodological guidelines: the GRI Standards, the SASB Standards, and the UN Sustainable Development Goals (SDGs).

• No início de cada capítulo estão o GRI e o SASB referentes aos temas tratados;

• Os ODS referenciam os temas materiais abordados.

This is an interactive document: you can browse the contents by clicking on the chapter names that appear in the header, and you can return to the table of contents at any time.

Throughout the report, there are hyperlinks at various points, so you can access more information on the subject from MRV&CO and its companies’ public websites.

Understanding what we mean

This is a report about the MRV&CO Group. However, due to the autonomy of the companies that are part of the Group, not all the information included in this document refers to all companies

Imagens

The images used in this report were taken from the MRV&CO image bank

When we mention MRV&CO, we are bringing information that is common to the companies of the Group or information that refers to the Group as a whole – that is, content concerning MRV, Urba, Luggo, AHS, and Sensia.

When we specifically mention MRV, Urba, Luggo, AHS, or Sensia, we are referring solely to these organizations

Much of the content of this Report refers to MRV, given that it is the largest company in the Group and the company with the highest level of management maturity. Content and indicators referring specifically to other companies will be signaled.

GRI 102-53

For inquiries about the Report, reach us via chat on the MRV&CO website, by e-mail or phone: (+55 31) 3615-7100..

Welcome: A message from the CEOs

A worthy legacy is built every day.

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Why is sustainability important?

This question has always been in MRV&CO’s ESG path. In our sustainability maturity journey, ideas and initiatives have evolved and expanded along with the answers we have sought from our very beginnings

that positively impacting our stakeholders and society as a whole are requirements that cannot be severed from real, actual results For a true, worthy legacy.

All MRV&CO companies have sustainability in their DNA. For over four decades, MRV has always been founded on the idea of returning benefits and values to society; Sensia, which recently completed its first year, was built on a solid sustainable foundation; Luggo, AHS, and Urba, with bold and connected business models, offer innovative approaches to living.

This is an ongoing construction process. At our core, we have very well-structured, ethical, and straightforward Governance . As of now, we are the first and only developer and construction company to have received the Pró-Ética Seal – largely due to our Integrity Program and our commitment to transparency, equity, and corporate responsibility, but also because we see ESG not as an idea – but as something very tangible in our daily lives

The housing deficit is one of the strategic parameters related to the challenges we face on a regular basis: in 2021, we launched approximately 44,600 units (over 20% more than in 2020); 86.7% of them were sold last year.

These companies, each in their own stage of sustainability maturity, have the ESG agenda in their core operations. This is what the housing market requires: we must understand the needs of our time, as well as the transformations, and keep in mind

In the Social pillar, our work is foundational. Our solutions portfolio focuses on something essential: housing, the very foundation for access to conditions pertaining to dignity and quality of life: safety, sanitation, energy, mobility, etc. A foundation also for families, communities, cities, and the economy. It is a great responsibility for us; as a Housing Platform, we not only deliver real estate projects, but we also offer more meaning to each person’s life

Education is also paramount to the Social pillar. Significant investments in initiatives such as the MRVInstitute – with annual contributions of 1% of the company’s profit – reflect our stance regarding the significance of the topic for achieving a consciousand sustainaable society. Also, education is seen in a very broad way: as formal education, with consolidated projects for schools and educators; as professional education, with employee training in our companies; and as civil education, based on the ability to reach people through our companies and products around

for life in society and the preservation of the planet. Still on this subject, here’s a 2021 milestone we are proud of: our Escola Nota 10 program celebrated its first decade graduating 4,000 students and more than BRL 4 million in investments. We achieve things today for lasting results.

And as we talk about life in society, we’re also talking about Neighborhoods – and we can create several benefits. With programs such as Vizinho do Bem (“The Good Neighbor”), we actively participate by engaging people, building urban infrastructure, and developing our neighborhoods – and, consequently, our cities, regions, and communities. We know we can always do more: the legacy mindset points to broad actions, and perpetuity is a keyword.

Diversity is also part of this equation, and we are working towards it by demystifying the idea that construction is a male environment, by training women to work on construction sites, too; by encouraging inclusion and equity in our staff; by taking inspiration from excellent examples to launch our first Trainee Program aimed at Black professionals. Here, the idea is to expand more and more with new actions and practices: there is a lot to learn and to be done.

As for the Environmental pillar, we are aware that our sector implies potentially serious environmental impacts – especially when the entire chain is considered. In this sense, to keep having a positive impact on the lives of thousands of people, we are constantly improving ourselves. How do we reduce negative environmental impacts while our companies and businesses grow increasingly?

For us, Operational Efficiency is the answer.

We understand that the strength of the MRV&CO Group opens room for the entire civil construction industry to evolve together when it comes to environmental issues. And we like to drive this evolution – thinking about operations in an innovative way so that our construction sites become more attainable and sustainable; studying and developing more efficient construction processes; mobilizing our chain to reduce negative impacts; and seeking solutions that may achieve projection and applicability in different contexts.

By 2030, we intend for all our developments to have some self-generation energy alternative, such as photovoltaic systems installed on their roofs and partnerships with companies offering rebates or solar farms for the condominiums’ communal areas – an initiative that generates savings for customers and is also crucial to reduce greenhouse gas emissions,

in line with the commitment made with the Science Based Target Initiative. Also, we have invested in our own photovoltaic plants to serve construction sites, offices, and points of sale: the plant in Uberaba, MG, is already in operation, with anannual energy generation potential of 1,125 MWh; and in March 2022, we started operations in our plant in Bahia, with an annual generation potential of 489.7 MWh.

As for water, we seek solutions for our consumption and that of our customers. With the goal of reaching 500,000 new housing units by 2030, we must evaluate ways to mitigate impacts on the use of water resources – among them, reuse. In 2021, the Water Reuse System for new MRV&CO projects stood out among the three best projects in INOVA 2030 – Young SDG Innovators, promoted by the UN.

To achieve all this on an ongoing basis, robust financial results are paramount. In 2021, MRV&CO had a record-high net profit of BRL 805 million, from an also all-time high of BRL 7.12 billion in sales

AHS, our US-based company, stood out with BRL 1.75 billion in annual OSV (Overall Sales Value); Luggo shows great promise, especially after the agreement reached with Brookfield Asset Management for the acquisition of more than 5,100 units; and Urba had a 148.7% increase in units sold over the previous year.

This is MRV&CO’s current sustainability scenario.

It is also essential to clearly communicate our steps on the ESG journey. By speaking and being heard, MRV&CO strengthens itself as a protagonist of change. Communicating transparently and efficiently engages people, attracts talent, and mobilizes individuals and institutions. Sharing learnings and talking about our advances in sustainability – they all echo the ESG agenda. And when we take the front seat in discussions on sustainability, we make commitments that drive our companies to be ever more conscious and responsible. A virtuous cycle: each new challenge inspires us to go further.

A reality we did not build alone but with the engagement of all our stakeholders. Together, we dream and conquer every stretch of this road into the future. In this journey, we consolidated our vision and strategy, evolving as a sustainable group. What we design today builds what we will be in five, ten, or many more years; and growth is what we envision for our future

This is growth that will provide us with the energy to always find more and better answers to that initial question and to turn it into a legacy. Growth is what gives MRV&CO the capacity, sensitivity, and opportunities to make a difference.

Rafael Menin e Eduardo Fischer — Presidentes

About our report

102-48; 102-50; 102-51; 102-52; 102-54; 102-56

We know that one of the primary demands of the Brazilian population is to own a home: it is a necessity but also a dream. The housing deficit in Brazil is a severe problem – and that’s why we’ve been working for more than four decades to make home ownership possible; to build a better future in a better world

We have exponentially strengthened this movement by consolidating the MRV&CO housing platform. And we are certain that sustainability is a key aspect for continuity and consistency and for the best results of this work. To evolve, expand and positively impact more and more people – as well as the planet.

This report shows how we push the ESG agenda forward and how we think and act to drive transformation in environmental, social, and governance terms. This Report is a communication document and also an engagement and management tool for MRV&CO, connecting employees and areas in favor of a common goal –something essential to give sustainability the relevance it deserves.

To communicate MRV&CO’s ESG practices and the results achieved

When we report on our sustainability performance, we revisit our practices, measure the results, and also mature and solidify our management – with a broad and clear view of the several ways in which we address each issue in the group’s everyday activities; with indicators, goals, achievements, and outlooks; with reflections that motivate us to go even further and do things even better.

To engage stakeholders, involving them in our current and future ESG agenda;

To contribute to the constant evolution of the Group’s sustainability management and practices

The data and information primarily cover the period from January 1 to December 31, 2021. However, the Sustainability Report is not just a snapshot of that moment: it encompasses our entire ESG context and our relevance in this scenario.

independent external verification carried out by the Totum Institute; once again, we adopted the Global Reporting Initiative (GRI) standards (the Essential option) to address our practices. And we also bring new features, such as the inclusion of some Sustainability Accounting Standards Board (SASB) indicators in management and data correlations.

This Report presents what we perceive as the key sustainability challenges for the construction industry; we inspect our materiality – what is, after all, more important? – and our ESG positioning, identifying what we do and can do to generate genuine value for all our stakeholders.

The Sustainability Report has been published every year since 2012. The 2021 edition was subject to an

We at MRV&CO hope that you will be just as inspired as we are. Enjoy!

This Report has three primary functions:

MRV&CO

Making dreams

can change

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We are a housing solutions platform. A business model that goes beyond the construction and development of real estate: we wish to understand people’s dreams and desires, to develop and deliver the perfect home for every need and every life stage; for the different projects and objectives of every customer profile

We are MRV, Urba, Luggo, Sensia, and AHS – companies that are part of a history of leadership in civil construction in Brazil, writing new stories, expanding business, creating partnerships, and building a path of transformation in the housing market in Brazil and in the world. We do this together as MRV&CO.

We come from Belo Horizonte, Minas Gerais. We come from Brazil, and we operate in over 22 Brazilian states and the Federal District. Since 2019, we have expanded borders and arrived in the USA with AHS Residential, which operates in three North American states.

We are also many: more than 21,000 employees in Brazilian operations and 300 in the United States, with over 8,000 suppliers in our database.

This is our collective belief: the best way to predict the future is to build it.

come true

the world. For all of us

Our Expansion Strategy

An ever-expanding outlook to make more and more dreams possible.

Brazil and in the world – and we started to position ourselves as MRV&CO.

In recent years, we have invested in diversifying our business model, expanding our horizons to all possibilities in the housing sector.

Without giving up on being a reference for low-income housing developments, we conquered new markets and customers with brands that contribute to a portfolio that reflects the desires and needs of different customer profiles, the trends and transformations, and the evolution of the relationship of individuals and families with their homes.

Between 2019 and 2020, we made progress in consolidating our housing platform by launching the brands Luggo , focused on renting apartments in our own developments, and Sensia , a developer

focused on the mid-range segment. The international expansion took a quite important first step by acquiring AHS Residential , which develops, builds, and manages apartment rental condominiums in the US, the largest real estate market in the western world. The three brands joined a group led by MRV , with its long history in the civil construction sector, and Urba , created in 2012 and focusing on urban development and high-quality planned land subdivisions.

MRV&CO’s companies have a track record of excellence in their sectors. And by connecting unique stories, assets, and expertise, they build together the path that leads to the future of housing by offering quality products and cultivating trust and respect with customers

In 2020, we integrated concepts, businesses, and visions on the evolution of housing in

Timeline

Foundation

Foundation

IPO 2007

MRV expansion throughout Brazil

By connecting unique stories, assets, and expertise, we build together the path that leads to the future of housing

2012

1979 2020 1994

Launch

Launch Launch

Group positioning as Acquisition of

Sustainability Maturity

MRV&CO Group are different. And so are their levels of maturity in sustainability.

Our sustainability performance is always linked to each brand’s history ; therefore, what you will see in this report are different degrees of performance and practices, in addition to the most consistent data and information on each company’s journey

MRV&CO’s Sustainability Maturity

MRV Making dreams

MRV has operated in the real estate market since 1979 and is currently the largest construction company in Latin America. But this company builds much more than just walls: with affordable, quality, and well-located housing solutions, MRV is committed to transforming the world of thousands of people .

From incorporating land to selling units, MRV executes all phases of its projects – houses and apartments with a focus on segments B, C, and D, in 163 Brazilian cities – and contributes to reducing the housing deficit in Brazil. Throughout its journey, MRV has become a leading voice in the segment – in sustainability, innovation, sustained growth, and shareholder returns. In line with the best practices in the sector, it permanently invests in the improvement and excellence of each project, with the highest standards in environmental, safety and health, and quality management, among others. Always putting the customer first , that is, their expectations and needs.

MRV is a publicly traded corporation, with participation in the following companies: MRL, Prime, Urba, Luggo, and AHS, and with securities traded on the B3, in the Brazilian Stock Exchange Novo Mercado. It is listed in the portfolio of 14 capital market indices.

The largest developer in Brazil in the real estate segment for the middle and lower middle classes We are present in 22 states and the Federal District.

Approximately 20.000 employees. 6.000 job posts created in the cities where we operate.

We operate in 160+ cites in Brazil. 40.000 units developed per year [on average].

BRL 100 million+ annually invested in technology.

come true can change the world. For all of us.

303 units sold.

Sensia

Every dream is unique.

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Sensia was launched in 2020 to be a developer focusing on the medium-high standard segment (Classes B and C). It develops projects with a wide range of possibilities for customization flexibility in key markets in the country.

Sensia has great advantages: units located in neighborhoods with several nearby facilities

enhancing the quality of life of its future residents; customization, with flexible plans and individualized consulting, allowing the unit to be customized according to the client’s needs and life stage; and superior finish, with quality and aesthetic care in every detail.

BRL 227 milion in OSV, in the launching of two developments in 2021.

In Campinas 30% of the development units were sold in only 29 days, and e 49% of the customers acquired unit customization.

Potential to operate with com 3.000 units sold per year

Urba specializes in urban development. Since 2012, it has built high-quality subdivisions in strategic locations: projects designed to provide a better quality of life and full infrastructure for its residents.

With operations in 25 cities in six Brazilian states, Urba invests in areas with potential for urbanized residentialand commercial developments for the middle and low segments. With efficient processes, technology, and innovation, Urba architecturally plans neighborhoods anddevelops urban spaces that provide quality of life with access to nearby businesses and services.

By

the end of 2021, Urba had reached In 2021,

Luggo

Viver bem pode ser mais simples. E incrível também.

Luggo is an MRV&CO proptech that brings an innovative service to Brazil: building and renting apartments for classes B and C, with little bureaucracy and focus on customer comfort, creating Luggo operates in a segment still little explored in the MRV&CO portfolio: the leasing of fully equipped residential properties, from essential services to technology. Convenience and innovation start with the rental process: it is 100% online, from the virtual tour to the digital signature of the contract; the location is 15 minutes away from everything; and advantages such as a specialized team and

pay-per-use services (some neverbefore- seen in rental properties): shared laundry; carsharing; bikes; cleaning services; gym; parking; coworking; home repair; grocery, storage/locker, in addition to building managers, community actions, and humanized customer service. Everything so that each rented apartment fulfills each client’s dream living experience. The startup was born from our expertise at MRV, which is responsible for purchasing the land, incorporating, and building on it. From then on, the projects are managed by Luggo, to be rented and sold to a Real Estate Investment Trusts (REIT).

Developments

in

6 cites in Brazil. Luggo had 100% of funds raised in the booking period, totaling BRL 90 million.

First Residential Real Estate Investment Fund in Brazil:LUGG11, with 452 units units sold..

AHS Residential

Quality housing without

In 2020, MRV&CO’s international expansion plan led to the acquisition of AHS Residential, a real estate company in South Florida, United States.

American homes. These are high-quality, low-cost housing developments with easy access to public transport, work, good schools, leisure, and entertainment.

Present in 19 cities in 3 states in North America.

Vertically integrated, AHS works at all stages of the chain – development, construction, and management – in apartment rental condominiums in the USA, offering quality housing close to large urban centers at affordable prices.

AHS brings high-efficiency construction and administration solutions. From identifying neighborhoods with a housing deficit to using concrete structures adapted to events such as hurricanes and storms, each choice is made with safety and quality of life in mind in

For the MRV&CO Group, AHS is about strengthening the Group’s diversification strategy with a new customer base and expertise in managing leasing projects. In 2021, new projects were launched in Texas and Georgia, consolidating US operations in markets with high growth potential.

US$ 280 million+ in fully developed projects.

2,000 units+ in fully developed projects.

In May 2022, AHS announced a new brand and a new positioning to strengthen its identity with the public and was renamed Resia.

US$ 1.02 billion OSV under construction in 2022.

32% average gross profit for developments sold in 2021 in land banking BRL 11.4 billion

MRV&CO’s strategy when creating a complete housing solutions platform is to offer housing options to different clienteles, connecting people with their needs, characteristics, and moment in life. Whether you are purchasing an MRV or Sensia apartment, buying a plot of land in urban allotments completely developed by Urba, in an innovative real estate rental experience with Luggo in Brazil or with AHS in the USA, this is how dreams come true: in many different ways.

Our product lines and their role in the MRV&CO strategy

The MRV&CO operation has several business fronts to fulfill a plan of 80,000 annual units, which could total BRL 18 billion in OSV per year

Economy lines: ESSENTIAL, ECO, GARDEN, and BIO

GOOD COST X BENEFIT

The lines offer projects with several choices of location, typology, leisure, finishing, and technological and sustainable innovations, meeting the base of economic real estate development and the growing demand of families with income starting at BRL 2,000 who have access to the country’s primary financing sources (FGTS and SBPE).

CLASS Line

MORE VALUE FOR THE MIDDLE-INCOME SEGMENT

Aimed at the middle-income segment, with products that stand out in terms of finishing, leisure options, innovations, and service offerings.

EXCELLENCE IN SUBDIVISION

Focused on low- and middle-income customers, Urba offers land for customers to build their homes in planned, fully urbanized allotments in strategic locations: this means more quality of life and convenience for families.

CUSTOMIZATION AND FLEXIBILITY

Created for the middle-income market above the CLASS clientele, with options to customize the floor plan and finishing materials, with projects that include additional leisure items and a gourmet balcony.

INNOVATION IN LIVING

Developments designed and developed

specifically for the rental & lease market, with an innovative approach, for later integral sale to a Real Estate Investment Fund (REIT).

GLOBAL EXPANSION

Originally based in North America, AHS focuses on developments for residential rental and subsequent sale to investment funds (REIT).

Sustainability and Civil Construction 2

The Challenges of Sustainable Construction

Together we can transform our reality.

Civil construction has always driven human development. The need for shelter, protection, and community life has guided us since the dawn of time. Since we began to inhabit this planet, we’ve all been looking for our own place to call home.

We now know that the quality-of-life civil construction provides us takes its toll on the planet, such as extensive consumption of natural resources and energy, greenhouse gas emissions, and solid waste.

neighbors. These issues are part of the everyday life of any construction site in Brazil and abroad.

Also, the challenges involve life in society: creating jobs, occupational safety, and relationships with suppliersas and

This is why applying sustainability principles to civil construction is paramount . To conserve, reuse, recycle, and renew; to protect natural resources, create durable and high-quality materials, and apply innovative construction methods: sustainable construction seeks to reduce or even zero the impact of our industry on the environment and communities with best construction practices, energy efficiency, and carbonfree technologies..

The search is for responsible action, integrated with all other solutions and the necessary transformations so that we can inhabit our planet in a more conscious way.

Impact Strategy

ESG: more than just a word; it’s about meaning.

3 The Big Challenges

Even before the acronym ESG gained ground in the market, we had already been investing heavily in Social, Environmental, and Governance issues.

At MRV&CO, the commitment to sustainability in civil construction means having an impact strategy that goes beyond our operational planning and economic performance. It’s about seeing the bigger picture of global trends and challenges . And it’s also about looking at our own backyards and neighborhoods, bringing answers to demands and questions coming from all our stakeholders. Thus, we mapped the key sustainability challenges for the civil construction industry. And we understand that the UN 2030 Agenda and the Sustainable Development Goals (SDGs) are the most effective ways of thinking about strategies and action plans to work and overcome these challenges:

Management and relationships with people (Employees, Clients, Contractors & Society)

The 2030 Agenda

The United Nations (UN) initiative is a global action that represents an unprecedented political consensus by mobilizing governments, society, and the private sector to overcome the challenges facing the planet.

Circular Economy in the Construction Industry (Supply Chain, Product Life Cycle and Legacy Building) Climate Emergency & Mitigation Climate Change Adaptation

The 2030 Agenda has set the Sustainable Development Goals (SDGs) as guidelines for action – translated into plans, policies, and initiatives tailored for the realities of each country, sector of the economy, and the entire society.

The deadline for achieving the 17 Sustainable Development Goals and their 169 targets is 2030. That is why we have entered the socalled “Decade of Action,” that is, the time to focus efforts to accelerate global progress towards sustainable development

MRV: Strategic Management of SDGs

Transformation starts at home

MRV is a reference in strategically managing the Sustainable Development Goals, with impacts in nearly all 17 SDGs.

For us, each of them has relevance, whether directly or indirectly, primarily or secondarily. But the impacts closely connected with our sector’s sustainability challenges are dealt with through particularly assertive and purposeful management.

By conducting positive and negative impact studies, and assessing our activities, projects, programs, and actions, through research, benchmarking, and in-depth interviews with MRV’s leaders and CEOs, we have identified which SDGs relate to the Group’s business model to maximize the impact of our actions

Visão 2030 MRV

Since 2019, the MRV 2030 Vision has been a guide for structuring our ESG strategies and proposing contributions to the sustainable development agenda. It is the result of a diagnosis and mapping process on the impacts of MRV’s activities and their correlation with the SDGs, based on our purpose and business vision and studies by the Institute for Applied Economic Research (IPEA) on how the SDGs connect with the Brazilian reality.

The 2030 Vision is a long-term public commitment, and its cornerstone is transparency. The status of this commitment is annually updated with our stakeholders, considering the changes of such a fluid, and constantly-evolving global scenario. The 2021 review offers an even more structured proposal on the organization’s ability to respond to current sustainability challenges

Read the document Here.

Terrain 4 8 13 17

MRV has incorporated the assessment of climate and environmental risks into its land acquisition processes to reduce the environmental impact of its developments and increase their resilience

addressed at each stage of the product and enterprise development cycles Reduced inequalities Quality Education Responsible consumption and production

Projects Suppliers Construction Use and Occupation Industry, innovation and infrastructure

The project stage determines the potential social and environmental performance of a development, which makes it the most crucial step for achieving long-term results in the construction industry. Sustainable projects promote performance and eco-efficiency in the construction and use of real estate.

All MRV suppliers must comply with labor rules and are encouraged to participate in education and environmental impact reduction programs. MRV also works with its suppliers to develop and incorporate innovations

From the implementation of the construction site to the conclusion of developments, the environment, and the communities neighboring the company’s operations are impacted. Sustainability at this stage can be achieved through agile, clean, economical, and safe construction

MRV developments contribute to reducing the housing deficit in Brazil and the vulnerability of lowincome populations. The company also seeks to contribute to sustainable cities, improve local infrastructure, and reduce water and energy consumption.

8 13

9 10 Decent work and economic growth

12

Reduced inequalities Responsible consumption and production

Industry, innovation and infrastructure

8 13 17

4 8 13 17

9 10 Decent work and economic growth

Climate action Partnerships for the goals Sustainable cities and communities 11 12

Climate action Partnerships for the goals 12

Industry, innovation and infrastructure

9 10 Decent work and economic growth

Reduced inequalities Responsible consumption and production

Reduced inequalities Quality Education Responsible consumption and production

Industry, innovation and infrastructure

Climate action Partnerships for the goals Sustainable cities and communities

Governance 9 10 Decent work and economic growth

Climate action Partnerships for the goals

Compliance with the highest standards of corporate governance has become paramount to meeting the demands of the various stakeholders and achieving the best environmental, economic, and

social performance required for the company’s success. MRV governance aims at expanding our positive impact by addressing the SDGs that

Commitments to Sustainable Development

For us, internal sustainability management goes hand in hand with external management of partnerships, participation in initiatives and councils, forums, and international discussions. Working together with institutions in projects focused on energy, climate change, human rights, integrity and compliance, and SDGs, among many other sustainable development topics, is part of our daily lives.

Our commitment to the future is building the change.

MRV: committed to the future

MRV is the only construction company that, for six consecutive years, has been part of the Corporate Sustainability Index (ISE) , the main index of the Brazilian Stock Exchange (B3), which recognizes and selects companies with good social, environmental, and governance practices. Since 2016, it has also been a signatory to the UN Global Compact – which mobilizes the international business community to adopt ESG measures based on the SDGs.

Global Compact

Brazil Network, UN

The Global Compact, a global commitment between the UN and signatory companies from different countries, seeks to comply with 10 principles related to human rights, labor rights, environmental protection, and the fight against corruption in all its forms.

Ethos Institute – Oscip

Its mission is to mobilize, raise awareness, and help companies to manage their businesses in a socially responsible manner. Since 2016, MRV has participated in various WGs, such as Integrity, Climate Forum, and Human

Since 2020, MRV has been one of the four companies supporting the network, in addition to being part of the Guiding Council of Rede Brasil (Corb) and participating in the Working Groups (WGs) Action against Corruption, Action for the SDGs, Action for Water, Action for Climate, Action for Human Rights and Action to Communicate and Engage.

UN Guiding Principles on Business and Human Rights

It also participates in the Inova 2030 programs: Young SDG Innovators; SDG Ambition, for the second year running, developing ambitious targets to achieve the SDGs; and Empowering Refugees, a joint initiative of the Global Compact, the UNHCR, and UN Women (since 2018).

We remain committed to having the UN brief as a guide on the respect that nations and companies owe to internationally recognized human rights. This is preventive action to respect, protect and fulfill fundamental freedoms and avoid violating the rights of others, in line with the United Nations Guiding Principles for Business (UNGP), developed by John Ruggie

Rights

Representing SDG 11 –Sustainable Cities and Communities, MRV, with CEO Eduardo Fischer, participates in the Leaders with ImPact Program from the Brazil Network of the UN Global Compact, which mobilizes relevant business leaders to promote sustainability within their companies, sectors, and society.

Awards and Recognitions Recognition that fuels

ISO (International Organization for Standardization

The set of world standards for industrial quality standardization and process management has granted MRV the following certifications:

• ISO 9001, which recognizes business management quality with a primary focus on customer satisfaction.

Climate Commitment Program

Since 2015, MRV has offset 100% of direct CO2 emissions and electricity consumed, helping to stop climate change. In 2020, we joined the Climate Commitment Program, created by Itaú Unibanco and Natura with the support of Instituto Ekos Brasil, to select projects that reduce greenhouse gas emissions and, at the same time, generate social and environmental benefits

• ISO 14001, which establishes a comprehensive Environmental Management System at all construction sites.

• ISO 45001, which governs the Occupational Health and Safety Management System for employee care.

CDP

In order for the implementation and renewal of certifications to be successful, staff teams take part in training and audits in each of the certified areas.

Since 2016, MRV has participated in the CDP, a global disclosure system that mobilizes investors, companies, and governments to build and accelerate collaborative actions for a truly sustainable economy, measuring and understanding its environmental impact. In 2021, in an assessment by the organization, MRV was recognized for its sustainability performance and positive outcomes in the engagement of its supply chain.

our biggest dreams.

MRV’s excellence in ESG management in several areas is recognized and certified

Women on Board

MRV and Urba are committed to diversity and gender equity in leadership positions – and in 2021, the companies were certified with the Women on Board (WOB) seal, an initiative supported by UN Women to recognize, value, and disseminate the presence of women in corporate environments. It is worth mentioning that, in Brazil, female representation on administrative councils is 11%, on average; at MRV, this share is 28.6%, and at Urba, 37.5%.

The Pró-Ética Seal by the Comptroller General of the Union

In 2021, MRV received the highest recognition for integrity and ethics in the corporate environment – an initiative of the Comptroller General of the Union (CGU) in partnership with the Ethos Institute.

Important national and international organizations awarded MRV for its work in several areas in 2021. major media outlets such as Estado de São Paulo, Época Negócios, O Globo, and prominent institutions recognized the MRV&CO Group for its pioneering spirit and expertise in the Brazilian population’s housing journey and on topics such as Corporate Governance, Institutional Marketing, Customer Relations, Innovation, among others.

See the awards for 2021 and previous years here.

Customer Relations Awards

Our customers are paramount to our business. Without them, we would not exist at all. We have always sought to make our clients’ experiences memorable because we know how much the dream of owning a home means to people. Thanks to this concern, we have been awarded several times in recognition of our customer relationship management . Next, we highlight the most important milestones since 2018:

2018

Case Award Rank

A journey centered on people – DTG and MRV Customer Experience – Track First Place

Meu MRV App Cliente S.A Gold and Case of the Year ConversecomSeusCliente Cliente S.A Gold

2019

Case Award Rank

Voted one of the three Best Companies in Customer Satisfaction MESC Third Place

Executive Assistance LATAM Bronze

Customer Experience MRV - Uma S.A. A journey centered on people

Cliente S.A Gold, Best Case of the Year, and Best Company of the Year

Executive Assistance Cliente S.A Gold

Customer Experience School Cliente S.A Silver

2020

Case Award Rank

Voted one of the three Best Companies in Customer Satisfaction MESC First Place

Virtual Assistant MIA Smart Customer Gold

Lovers MRV Smart Customer Gold

Virtual Assistant MIA Smart Customer Empresa do Ano, pelo case que obteve maior nota entre os inscritos.

Virtual Assistant MIA ABT Award Bronze

Contracting Companies Conarec First Place

Lovers MRV Cliente S.A Silver

Atendente Virtual MIA Cliente S.A Gold

Case Award Rank

Digital Renegotiation via MIA Cliente S.A Gold

Squad Resolver Cliente S.A Silver

Visita à Obra em Casa Cliente S.A Bronze

Digital Renegotiation via MIA Smart Customer Bronze

Visita à Obra em Casa Smart Customer Silver Squad Resolver Smart Customer Silver Customer Support Data

Consumidor Moderno Winner in the “Builders and Developers” Category

Top 100 Companies in Consumer Satisfaction MESC Qualified

Visita à Obra em Casa Prêmio ABT Silver

BPO Assessment and BPO

Avalia Conarec MRV Conarec

Winner in the “Builders and Developers” and “Company of the Year” Categories

Materiality

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The

The strategic and assertive management of sustainability in an organization requires the identification and prioritization of its issues – the most relevant subjects of the ESG agenda for the strategy and the creation of shared value. And this is not just about the organization: it applies to all its stakeholders, from shareholders to neighborhoods.

To this end, we employ the Strategic Materiality methodology.

future is being shaped at all times.

Materiality goes beyond defining priority topics: It is a strategic management tool for the company.

Strategic Materiality

Identifying Strategic Materiality allows the company to deal with ESG issues organically in the organizational strategy.

The process is done in stages and critically analyzes what is relevant to stakeholders and the company. Thus, it is possible to gain insights into what matters and what the priority are and to identify diverging interests – which, in turn, points to ways to align

the stakeholders’ expectations with the organization’s business model and strategy.

Strategic Materiality is built around the concept of Stakeholder Capitalism , which considers the relationship and engagement of stakeholders as pillars of the company’s superior performance

Research and Analysis

• Benchmark Analysis;

• Sectorial analysis;

• Analysis of MRV& Co’s strategic guidelines.

Escuta

Data Analysis

• In-depth interviews with the company’s key players;

• Survey with extensive participation of stakeholders.

• Considers the prioritization and relevance of the themes emerging in the first two stages..

SOME STRATEGIC MATERIALITY OPERATIONAL

SYSTEM

• Development of the SOME tool to perform stratified analysis by stakeholder groups

Validation

• Validation is carried out with MRV&CO’s top leadership aiming at the final definition of the material topics to be addressed.

MRV&CO’s 8 Material Issues

At MRV&CO, we have thus identified eight key issues. They are major pillars in our strategic management as they connect with our priority SDGs, reveal the main sustainability challenges in MRV&CO’s business, and inspire us to make our impacts increasingly positive. Learn more about them now in this section, as well as the corresponding GRI indicators and the SDGs related to the MRV 2030 Vision

Sustainable Construction

GRI 203 • 301 • 302 • 303 • 304 • 305 • 306

Governance, Ethics and Integrity

GRI 205

To contribute to the development of sustainable and smart housing and urbanization models and raise awareness about them How? Through new construction technologies; by understanding the social contexts in the areas where we operate; by analyzing the projects’ life cycle; with responsible and efficient management of water, energy, emissions, and the use, reuse, and disposal of materials; through environmental protection and reduction of possible environmental impacts.

To reinforce the best corporate governance practices within the Management Excellence Model (MEG).

Product Quality

GRI 416

How? By ensuring integrity in relationships and processes, a culture of compliance, anticorruption, due diligence, and management of the Code of Conduct, and assessing and mitigating all compliance risks that may arise between us and in our chain.

To meet and exceed customer expectations, needs, and desires in the scope of our developments and projects. How? With proactive planning, quality assurance, attention to user health and safety, and constant search for improvement, innovation, and certifications that recognize the excellence and sustainability of our products.

Operational Efficiency

GRI 201

Health and Safety

GRI 403

Data Privacy and Security

GRI 418

Business Strategy and Economic Performance

GRI 201 • 202

People Management (Development and Remuneration)

GRI 404

To ensure that our operations, from planning to after-sales, are efficient, responsible, and sustainable processes and that they meet high-quality standards. To encourage the entire chain and the civil construction sector to follow the same parameters and raise operational efficiency together.

How? With innovation, research, and development, and by meeting and demanding strict requirements and standards established internally, both by the market and international agreements.

To strengthen a culture of protection and respect for life, focusing on the well-being of direct and indirect employees, in addition to accident prevention and the pursuit of zero casualties. How? Cumprindo e superando as normas e requisitospadrão de saúde e segurança ocupacionais, para assegurar as melhores condições de trabalho para todas as áreas e equipes.

To protect, at all costs, the data relating to our stakeholders –customers, direct and indirect employees, neighboring communities, suppliers, and shareholders – and ensure that they are never violated or used for purposes that are not in their best interest.

How? Through assertive policies and management that guarantee the security and protection of our stakeholders’ data in accordance with the General Personal Data Protection Law (LGPD).

To create an organizational strategy that favors good economic performance, based on being a housing platform that ranges from housing developments to urbanization for the development of sustainable cities. How? By being faithful to the assumptions that brought us here: a fair and ethical organization that promotes decent and dignified work, with operational efficiency, quality, and the search for a sustainable standard of construction.

To stimulate human and professional development; to ensure that our professionals are compensated properly by valuing their knowledge, performance, and ability; to ensure an environment free of harassment and noncompliance; to watch over human and labor rights, and to build development ties with communities.

How? By promoting an encouraging, diverse, and inclusive work environment, with policies for positions and salaries, training, retention, combating discrimination, and guaranteeing human rights that are constantly reviewed and updated.

Governance

Introduction

Ethics, Integrity, Transparency, and Commitment: our guiding values.

The ethics agenda, the culture of integrity, transparency in conduct and business, and the commitment to best practices: the prosperity and reach of our businesses are only possible because of their solid foundations and the crystal-clear values on how to act and how to position ourselves in a complex and ever-changing world.

in the market, such as B3’s Novo Mercado, the Brazilian Institute of Corporate Governance (IBGC), the Securities and Exchange Commission (CVM), and the Corporate Sustainability Index (ISE).

Our governance guidelines are built on this base.

Our practices, policies, and organizational structures follow the standards and guidelines of key institutions linked to corporate governance and corporate sustainability

MRV&CO’s commitment to sustainability, our stakeholders, and our legacy for the next generations can be seen in the way we structure our governance – with the necessary instruments to act with integrity, ethical conduct and anti-corruption practices, risk management, and data security. With dialogue and transparency, we always seek what is most human and fairest in all our relationships

Governance structure

Board of Directors

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MRV

MRV’s governance structure has the Board of Directors as its main body, followed by

• Seven Executive Boards

• Fiscal Council

• Advisory Committees

» Six Statutory Committees

» Two Non-Statutory Committees

It is the collegiate body that defines and decides on strategic business issues, such as commercial policy, risk management, the feasibility of expanding new businesses, and the evolution of ESG-related issues, seeking engagement from the entire team.

The directors serve a two-year term and can be re-elected at the General Shareholders’ Meeting. This choice is guided by:

• Technical qualification

• Previous experiences

• Unblemished reputation

• Alignment with MRV’s purpose, values, and culture

• Knowledge about economic, social, and environmental aspects

The Board of Directors and the Committees installed therein undergo an annual selfassessment based on objective and subjective criteria, such as vision and objectives; promotion of values within MRV; shaping strategic development; risk appetite; external and stakeholder relations; integration with advisory committees, among others. Additionally, and in line with good governance practices, no Executive Officer is part of the Board of Directors, just as the Chairman of the Board is not a member of the Executive Board.

In addition, the Board of Directors elects the company’s CEO and other directors, and periodically evaluates and supervises management, with a focus on long-term sustainability.

It is also responsible for the Annual Management Report, which outlines the key strategic environmental and social indicators for the organization.

In addition, members cannot hold positions in competing companies, nor have conflicts of interest with MRV.

Read the Board of Directors Bylaws

MRV Board of Directors

Elected on April 23, 2021

• Rubens Menin Teixeira de Souza • President

• Marcos Alberto Cabaleiro Fernandez • Advisor

• Betânia Tanure de Barros • Independent Advisor

• Leonardo Guimarães Corrêa • Advisor

Antônio Kandir • Independent Advisor

• Sílvio Romero de Lemos Meira • Independent Advisor

• Maria Fernanda Nazareth Menin Teixeira de Souza Maia • Advisor

Among the seven members of the current Board of Directors, there are three independent advisors, as recommended by good governance practices, and two women, favoring gender diversity in senior management at MRV.

MRV Executive Board

It is responsible for the administration of corporate business in general and the performance, to this end, of all necessary or convenient actions, except for those to which the competence is attributed to the General Assembly or the Board of Directors according to the law or the company’s bylaws. This board is also responsible for planning, implementing, and ensuring compliance with the short, medium, and long-term strategic guidelines, in agreement with the Board of Directors and the Chief Executive Officers. Responsibilities are established by MRV’s Bylaws and the Board of Directors

The current Executive Board has seven members elected by the Board of Directors for a two-year term of office, with the possibility of reelection. Likewise, they can also be removed by the same Council.

The Chief Institutional Relations & Sustainability Officer must ensure compliance with the Company’s Sustainable Development Guidelines, leading the Environmental, Social, and Governance (ESG) initiatives in partnership with the various areas of MRV, among other competencies established by the Bylaws.

Together, the Chief Executive Officers must formulate the Company’s strategies, operational guidelines, and goals for the short, medium, and long terms and establish the criteria for carrying out the resolutions of the General Meeting and the Board of Directors.

Rodrigo Martins Resende, the Director of New Business (area directly linked to the MRV presidency), is in charge of the organizational structures of Luggo and Sensia.

Diretoria Executiva MRV

Elected on April 5, 2021

•

• CEO

•

•

• CEO

•

• Thiago Corrêa Ely • Executive Commercial and Credit Officer

• Silvio Luiz Gava • Chief Production Officer

•

• Chief Management & Human Development Officer

• Raphael Rocha Lafetá • Chief Institutional Relations & Sustainability Officer

Rafael Nazareth Menin Teixeira de Souza

Eduardo Fischer Teixeira de Souza

Ricardo Paixão Pinto Rodrigues

Chief Financial and Investor Relations Officer

Júnia Maria de Sousa Lima Galvão

MRV Fiscal Council

It is a corporate body independent from the management board and external auditors. This council is in charge of supervising the acts of the administrators and verifying the fulfillment of their legal and statutory duties, in addition to evaluating the annual management report and quarterly analyzing the balance sheet and financial statements to report conclusions and opinions to shareholders.

The Fiscal Council operates on a non-permanent basis, in accordance with the MRV Bylaws. At the request of the shareholders, the current term of office was installed at the Annual Shareholders’ Meeting in April 2021 and has three directors and their alternates – the minimum required by Brazilian Corporate Law

MRV Fiscal Council

From April 23, 2021, to April 23, 2022

MRV Advisory Committees

The Advisory Committees support the Board of Directors in proposing solutions and advising on the effectiveness of decision-making.

The six current Statutory Committees

• Governance, Risk and Compliance Committee

• People Committee

• Operations Committee

• Innovation Committee

• Legal Department

• Audit Committee

• Thiago da Costa e Silva Lott

• Paulino Ferreira Leite

• Fernando Henrique da Fonseca

• Ethics Committee

• Financial Committee

Learn more about the Advisory Committees.

The two current Non-Statutory Committees

Urba

Urba’s governance structure has a Board of Directors independent from that of MRV, which deliberates and provides guidelines on topics of high interest related to business and management – such as strategies focused on economic, social, and environmental aspects – in addition to safeguarding issues related to purpose, values, mission, and vision.

Urba Board of Directors

• Rubens Menin Teixeira de Souza • Chairman

• Rafael Nazareth Menin Teixeira de Souza • Advisor

• Júnia Maria de Sousa Lima Galvão • Advisor

• Leonardo Guimarães Corrêa • Advisor

• Jercineide Pires de Castro • Advisor

• Mônica Freitas Guimarães Simão • Independent Advisor

• Luiz Antônio Nogueira de França • Independent Advisor

• José Felipe Diniz • Independent Advisor

Among the members of the Urba Board of Directors, three are women and three are independent directors, in accordance with good governance practices

The structure also includes the Executive Board , with four Directors – two women and two men – and Finance; People; Governance, Ethics, and Compliance Committees

AHS

AHS has its own Board of Directors, formed in consonance with the MRV Board and sharing with it some directors.

AHS Board of Directors

• Rubens Menin Teixeira de Souza • Presidente

• Rafael Nazareth Menin Teixeira de Souza • Conselheiro

• Ernesto Lopes • Conselheiro

• Leonardo Guimarães Corrêa • Conselheiro

• Ricardo Blas • Conselheiro

Diretoria Executiva Urba

• Erika Matsumoto • CEO

• José Roberto Diniz Santos • Chief Financial and Investor Relations Officer

• Pedro Carlos Saldanha Auler • Chief Operations Officer

• Maria Lúcia Gouveia • Chief Real Estate Development Officer

For more information, see URBA’s Corporate Governance.

Based at the company’s headquarters in South Florida (USA), the Executive Board is the body responsible for day-to-day management. Its organizational structure and the nomenclature of its positions follow the country’s management precepts.

Diretoria Executiva AHS

• Ernesto Lopes • CEO Ricardo Blas • COO Carlos Gonzales • CIO Osvaldo Marchante • CAO Thiago Caixeta • CFO

• Fabrizio Batista • CSO)

• Alex Ballina • Government Affairs Director (Diretor de Relacionamento com setor público)

• Selma Rabelo • Product Development & Innovation Director (Diretora de Desenvolvimento e Inovação)

MRV

By the end of 2021, the MRV&CO shareholding composition combined shares owned by the company’s founder and controller with shares owned by investment funds, executive officers, directors, and other minority shareholders. Balance is ensured by principles that guide governance and management bodies. See the documents in MRV Overview

Governance Instruments

At MRV&CO, organizational values are our guidelines.

These principles guide our entire operation, who we are, who we seek to be, and how we interact with each other. With them, we strengthen our Culture of Integrity – which is supported by our Integrity Program, the Code of Conduct , the Bylaws, and various Policies and Regulations guiding all actions taken at MRV, Sensia, and Luggo.

AHS, as an originally North American company, offers a different historical and cultural background from the other companies in the group. The recent association between brands and organizational cultures inspires our current dedication to creating a robust Governance model that speaks to our stakeholders and responds to their main aspirations and needs.

Read our Ethics and Integrity documents.

Urba has its own Code of Conduct, Integrity Program, and training, as shown ahead.

There is only one way to do things: the right way. And we are all in charge

We believe that a more ethical and supportive world is built by sharing ideas and practices with our employees, suppliers, and partners to promote a culture of transparency and trust.

Integrity Program

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The Integrity Program articulates all corporate instruments and unfolds them into actions at all levels of MRV&CO. Under the management of the Compliance area, it develops and implements guidelines and processes to ensure that our business complies with the values, Code of Conduct, Policies, and current legislation. Its primary objective is to prevent, identify and remedy ethical deviations, fraud, and irregularities.

The Integrity program has a fundamental impact on strengthening the culture of integrity and MRV&CO’s institutional image – increasing trust in relationships with partners, suppliers, and customers; protecting the brand and the professionals’ reputations; strengthening anti-corruption mechanisms and increasing the Group’s and companies’ market valuegrupo e das empresas.

The Integrity Program pillars:

• Top management commitment to a culture of integrity

• Code of Conduct, Policies, and Procedures

• Risk & Compliance Monitoring

• Communication and Training

• Integrity Due Diligence

• Confidential Channel and Consequence Management

MRV: Acknowledging integrity and ethics

Among the 67 companies that received the PróÉtica 2020/2021 seal, MRV was the first and only construction company and developer to obtain the highest recognition of integrity and ethics in the corporate environment

– for running an effective Integrity Program and making voluntary commitments to various national and international entities guided by integrity, transparency, equity, accountability, and corporate responsibility.

The Pró-Ética seal is an initiative carried out over 10 years by the Comptroller General of the Union (CGU) of Brazil in partnership with the Ethos Institute as an incentive for the voluntary adoption of integrity and corruption prevention measures in the business sector.

Compliance Policies

The MRV&CO Compliance Policies support the Integrity Program and follow the best standards in business ethics practices. Fully aligned with the Group’s strategic objectives, the policies are approved by the Board of Directors and reflect our transparency and our commitment to excellence in Governance.

• Anti-Corruption Policy

• Consequence Management

• Risk Management Policy

• Compliance Policy

• Donation and Sponsorship Policy

Code of Conduct

MRV&CO’s Code of Conduct assembles the group’s values and ethical and behavioral guidelines for all our employees and the stakeholders with whom we interact – partners, customers, public agents, suppliers, third parties, etc. It is a reference document to guide us and conduct our business.

It is paramount to publicize and encourage compliance with these guidelines and ensure that they are known and upheld. To that end, regular employee training on the main topics of the Code of Conduct is one of the pillars of the Integrity Program, which is our benchmark to guide actions and decisions aimed at preserving the credibility and trust of all in the group, in and outside our companies

Learn more about MRV&CO’s Code of Conduct.

Anti-Corruption Practices

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The prevention and fight against corruption and bribery in the MRV&CO group is led in a structured manner and is systematized by the Compliance, Legal, Risk Management, and Internal Audit departments. The guidelines apply to all employees and third parties related to MRV&CO and are present in the Code of Conduct, the Compliance Policies, the Anti-corruption Policy, the Integrity Due Diligence Policy, and the Supplier, Service Provider, and Intermediary Agent Relationship Policy. All documents can acessados aqui.

100% of employees, senior managers, and governance bodies members have been informed about anti-corruption policies and procedures.

Relations with the Public Authority

102-25

With a core business historically related to affordable housing (currently with an emphasis on the Casa Verde e Amarela Program), MRV&CO understands that the risk of corruption is a risk to be always carefully observed in business relationships.

All relations between our team and federal, state, and municipal officials are guided by the Anti-Corruption Policy; furthermore, actions focused on reducing and eliminating this risk are also developed.

2. It is also forbidden to fund, sponsor or contribute to acts harmful to the public administration, and to use representations to hide or disguise interests or the identity of beneficiaries;

3. It is forbidden to hire companies that have public agents as partners or consultants that exercise public functions related to the Company’s activities.

MRV&CO’s Compliance area closely monitors the company’s relationships with the government in order to avoid cases of conflict of interest and undue benefit. Our policy is clear:

MRV&CO does not engage in partisan activities and nor does it make political contributions to candidates, political parties, party representatives, or similar campaigns, as provided for by electoral law.

1. Employees, third parties, and business partners are prohibited from receiving, promising, offering, and/or giving, directly or indirectly, any advantages to public officials or individuals and legal entities linked to them;

Also, in this context, among the requirements for suppliers are the approval of integrity due diligence before registration and the acceptance of the Golden Rules for Third Parties in Interactions with Public Authorities and MRV&CO’s Code of Conduct.

Constant follow-up, clear policies, and updated rules: this is how MRV&CO values its team and its interactions with the different spheres of public authority

Training and Qualification

The engagement of our employees to curb and tackle any form of corruption or misconduct is paramount. Therefore, we offer training courses and workshops in which we reinforce our values and commitment to ethics and integrity. In addition, communication about the Integrity Program with the Commercial, REDV, and Production departments has been intensified, and their respective senior leaders are the spokespersons for the message.

on accessibility tools (Brazilian sign language interpreter, subtitles, and a high-contrast resource for people with low vision and color blindness). At the end of the training, the employees electronically sign the Compliance to the Code of Conduct Agreement and the Anti-Corruption Policy.

Suppliers

E-learning training related to the Code of Conduct and the Culture of Integrity is mandatory for employees with access and require knowledge retention tests. They also count

For the on-site environments, the Integrity Kit is made available, containing exclusive materials for disseminating the Code of Conduct issues. The Integrity Agenda program is also held to raise awareness on this matter on all construction sites.

All new MRV&CO suppliers must accept the Compliance to the Code of Conduct Agreement and download the respective material to become familiar with the Company’s guidelines. In addition, all of our contracts include the relevant clauses provided for by the Code of Conduct and the AntiCorruption Policy. Our suppliers also count on a Supplier Portal , a platform dedicated to supporting our partners in financial

consultations and other issues, as well as providing easy access to the Code of Conduct and the Confidential Channel to file eventual complaints.

both of which are free and targeted at small and mediumsized companies.

The supply chain also has access to training actions to combat corruption and promote integrity, such as the training for the construction sector organized by the Alliance for Integrity and Fundação Dom Cabral’s Compliance Hands-on course,

MRV participated in the creation and dissemination of the global campaign to promote integrity. Promoted by the Alliance for Integrity, the movement counted on more than 60 partners in 14 countries and reinforced our purpose of ensuring good practices and compliance content throughout the value chain in practical terms.

All MRV&CO employees, without exception, have access to information and training on anti-corruption policies and procedures. By the end of 2021, 97% of the employee had received training on the topic.

Control, monitoring, and auditing

Communication Channels

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Confidential Channel

The Integrity Program is audited annually by an External Auditor. Every three months, a report of the key activities to strengthen the integrity and risk prevention culture is drafted for analysis and follow-up by the Statutory Governance, Risks and Compliance Committee. All meetings are reported to the Board of Directors for monitoring purposes

This channel is available 24/7 for the internal and external public to report incidents of noncompliance with the Brazilian legislation or MRV&CO’s Bylaws, such as violation of labor laws, inappropriate, inadequate, and unethical behavior, sexual and workplace harassment, discrimination (racism, homophobia, transphobia, xenophobia, ableism, among others), misconduct, fraud and manipulation, improper receipt, theft and robbery, conflicts of interest, among others. Reports may be anonymous and are received via telephone, website, or email by an independent and specialized

company, hence ensuring confidentiality. After reports are recorded and screened, they are investigated by our Risks and Internal Audit area.

In 2021, the Risks and Internal Audit department addressed 771 reports, 53% of which were confirmed. As for discrimination, nine reports were filed, six of which were confirmed and forwarded for administrative measures, in accordance with MRV&CO’s Consequence Policy, which provides for measures such as dismissal (with or without cause), suspension, and formal warning, among others.

MRV&CO’s Code of Conduct

provides for disciplinary and/ or legal measures to be taken in situations of non-compliance, comprising all employees, regardless of their hierarchical level. Relationship groups such as partners and suppliers are subject to these measures as well, and they may include written warnings, the exclusion of a supplier, partner, or contractor from MRV&CO’s roster, as well as the filing of appropriate lawsuits. In addition, the Compliance and Human Development areas conduct training sessions to disseminate the best practices of good conduct in the company.

Talk to Compliance

This channel is at the employees’ service and is used to clarify doubts, report ethical concerns, inform the receipt of gifts, and presents, and request supplier integrity due diligence, among other related topics. In 2021, 1,064 calls were addressed, reflecting the confidence in our culture of transparency.

MRV&CO’s Code of Conduct does not allow any retaliation or retribution to any individual who claims a report in good faith, assuring total protection and security to whistleblowers.

Urba

Developing smart, sustainable neighborhoods that improve the quality of life of people requires 100% ethical behavior and integrity.

To do the right thing, the right way, and for the right reasons is the motto of the Urba Integrity Program, launched in December 2020.

The program outlines the measures and actions that materialize the efforts of the organization and its employees, especially leaders, to improve and strengthen compliance in the scope of its organizational practices and processes, focusing on integrity and the best environmental, social, and governance practices, and in line with its core values.

Urba’s corporate and social responsibility policy does not tolerate any act of corruption or fraud and acts firmly to prevent and combat any form of unlawfulness practiced in the company or its value chain.

Learn about some of the governance instruments that Urba has developed in collaboration with its stakeholders:

• An independent and autonomous Compliance and Internal Audit Area is directly linked to the Board of Directors and counts on all human, financial, and technologic resources for its full operation;

•

Governance, Risk and Compliance Committee

An advisory, deliberative, and permanent collegiate body in charge of advising the Board of Directors. It helps to set and maintain lofty standards of governance and ethics within the Urba ecosystem;

• Code of Conduct, Policies, Standards, and Procedures – Provides the key guidelines to direct the professional conduct of employees, reinforcing the public commitment to ethics, honesty, integrity, and transparency in compliance with the law.

Risk Management

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Identify. Prevent. Reduce. Control.

MRV

To arrange its supervision and control mechanisms and ensure compliance with policies, processes, and procedures in the scope of the organization’s operations, MRV&CO counts on the support of the Compliance and Risk Management and Internal Audit areas, which work as a line of defense to manage corporate risks

impact the industry are addressed based on a specific methodology for dealing with strategic sustainability risks.

Risk management is integrated into the decision-making process and based on our Risk Management Policy , aligned to MRV’s movement to maintain sustainable pillars in its business while considering negative impacts and opportunities. ESG issues that can potentially

The risks arising from the business or the market in which MRV operates are identified and evaluated. Then, the approach to be adopted for each situation is defined based on its criticality and the organization’s risk appetite. We typically analyze the context, the risks, and the opportunities, as well as the relationship between the issue in question and our strategic direction, and this leads to risk qualification and quantification and a SWOT matrix to point out the best way to control each factor.

MRV Strategic Risk Typologies

• Compliance: legal and regulatory punishments, reputational and/or monetary loss resulting from non-compliance with internal guidelines, the Code of Conduct, and MRV&CO’s Policies, Bylaws, and Regulations;

• Conjuncture: losses and changes related to political, cultural, social, economic, or financial circumstances;

• Credit: loss resulting from failed payments by clients or financial institutions, guarantees for financial investments, among others;

Urba

• Image: loss resulting from the erosion of the company’s reputation with society, stakeholders, and/or authorities due to negative publicity, whether true or not, or clients’ dissatisfaction during their journey with the company;

• Legal/Regulatory: fines, penalties, or compensation resulting from actions taken by supervisory and control agencies, in addition to losses resulting from unfavorable decisions in lawsuits;

• Liquidity: lack of agility to honor financial commitments on the maturity date or to honor them only at high financial losses;

• Market: stems from pressures to change the prices of our products and the cost of the inputs required for our operations, or from significant loss of performance due to competition;

• Operation: loss resulting from failure, deficiency, or inadequacy of internal processes, people, and systems, or from external events;

Urba’s risk management process is carried out independently from that of MRV. It is based on the ABNT NBR ISO 31010 guidelines, which seek to connect policies, processes, and procedures to the organization’s everyday operations in line with the precepts of institutional risk management. Therefore, Urba’s risk management also supports the continuous improvement of work processes and projects and the allocation and effective use of available resources, contributing to the accomplishment of the organization’s objectives.

Urba’s Strategic Risk Matrix started to be prepared in October 2021, assisted by a consulting firm. The process is now at the risk identification and assessment stage, based on the company’s context, i.e., assessing the internal and external environment and scenarios and defining the business vision and strategic and long-term objectives.

Data Privacy and Security

entrusted to us, as well as our reputation in the market, including the National Data Protection Authority – ANPD.

Ensuring the correct treatment of personal data – always performed in a legitimate, appropriate, and transparent manner, according to the General Personal Data Protection Law – is crucial to the success of MRV&CO’s activities.

The creation of the General Personal Data Protection Law (Law No. 13.709) sanctioned an ever-present concern of MRV&CO: the search for adapting processes and activities so as to be always in accordance

with the best privacy and personal data security practices. And we do it not only to comply with the law but also to become a reference on the subject among our stakeholders.

MRV&CO has endeavored to adapt all its operations and treat the personal data of all holders involved in any process carried out by the organization in the most respectful and thorough manner possible.

Facing a dynamic and complex scenario, the Senior Management defined, in accordance with the propositions of the contracted consultants, that MRV&CO is to create a specific area to deal with the adaptation processes in the scope of the General Personal Data Protection Law (LGPD) . Operating independently from the other departments, the department should work under the umbrella of the GRC Executive Management structure to avoid any conflict of interest with other matters and enjoy the necessary autonomy to report directly to the Board of Directors.

This applies to both digital and physical data. It is continuous work carried out by each and every one of us. It is vital to protect the personal data of our customers, employees, and partners, to safeguard credibility and confidence

The challenge is to establish objective parameters to provide legal certainty and safe systemic mechanisms to perform personal data operations and processes. Therefore, MRV&CO now has an automation and control tool to meet the requirements of data subjects and is continuously to ensure that the issues of privacy and data protection are structured in the best way possible to make the privacy area more robust and secure for everyone. It is about ensuring speed and efficiency in complying with the obligations imposed by the legislation and providing the best experience for the holders of personal data by MRV&CO.

Trust is a critical element in customer relations. Keeping one’s personal data safe not only helps foster a positive relationship but increases customer satisfaction in the long run during their journey with MRV&CO.

Respect, care, and attitude at the service of the best experience for every customer.

Key Compliance Projects (2021)

Integrity Guardians Annual Campaign for the Statement of Ties “Harassment at the workplace: why is that my business?”

In 2021, the engagement of the Integrity Guardians program promoted the Culture of Integrity through four missions, significantly increasing the reach and success of the group’s Compliance projects. The project now features 42 guardians from various MRV&CO areas and departments, and they are true Compliance references in 21 cities. In 2022, the goal is to expand the program and its results to strengthen the culture of always doing the right thing in the multiple contexts involving the group’s operations.

Ethical Perception Survey

The project began in 2020 and went on with two other surveys in 2021. Our employees shared their perception of the integrity culture, and we were able to measure the assimilation of ethical issues and identify strengths and weak points that need improvement. We collected 2,313 responses in the second round of EPS, and 3,356 respondents participated in the third one. In addition to the growth in participation, the results showed considerable improvements in the indicators, attesting to the maturity of MRV&CO’s integrity culture.

This campaign aims to clarify to our employees what harassment is (and what it is not), provide guidance on how to act in the event of such an incident, and reinforce the importance of reporting to the Confidential Channel. It featured the streaming of a live educational event on how to combat harassment, with the participation of an expert on the subject and more than 3,000 views. A video by the CEO was also published, reaffirming our commitment to not accept nor allow any act of moral or sexual harassment in the workplace. This information is available in the “Combating Harassment” subsection of our Code of Conduct and can be accessed by all employees and the general public.

This project aims to optimize the process of declaring institutional ties between employees and other employees, suppliers, or public agents, as well as parallel activities. Previously, this was required only for employees with formal relationships by opening a call through the Talk to Compliance channel. Now, the Statement of Ties is annual, and the participation of all is of immense value to ensure compliance with the Code of Conduct and prevent/avoid conflicts of interest.

MRV Institutional Compliance Partnerships

Commitment to Production Chain Integrity in the Private Sector

To promote good compliance practices across the entire value chain, MRV is the first company in the construction sector to join a movement of leaders in partnership with the International Chamber of Commerce (ICC Brasil), which is the body responsible for the Commitment to Production Chain Integrity in the Private Sector.

By signing the agreement together with 16 other large companies headquartered in Brazil, MRV has reaffirmed its corporate governance mission: to contribute to the development of a strong culture of integrity comprising all stakeholders. Learn more.

100% Transparency Movement of the UN Global Compact Network

The Transparency 100% movement engages companies in fighting corruption to achieve the

Sustainable Development Goals (SDGs) of the 2030 Agenda, by mobilizing them to honor public commitments based on five ambitious targets. Together with the UN Global Compact Network Brazil, MRV is one of the Pioneer Companies committing to the fulfillment of 100% Transparency movement goals. Learn more

Movement for the Integrity of the Engineering and Construction Sector (MSIEC)

MRV is a signatory of the Movement for the Integrity of the Engineering and Construction Sector (MISEC). MISEC is the result of the joint efforts of the UN Global Compact Network Brazil and the Ethos Institute in partnership with companies and entities in the engineering and construction sector. This collective action aims to promote integrity measures for companies operating in the industry and their supply chains. Learn more

Read more about MISEC.

The people at the center of everything.

Employees, clients, shareholders, neighbors, and a legitimate concern with people: the social pillar is in MRV&CO’s DNA.

We play a crucial role in fighting one of Brazil’s – and perhaps the world’s – greatest social challenges: the housing deficit. We are now a housing platform even more able to offer different housing alternatives. And this would have been impossible without our whole team, which is committed and motivated to work together on this path that MRV&CO has been proud to walk for so many years.

IntroductionOne of the most legitimate and powerful ways to strengthen society is education. We truly believe that it is the most valuable tool to make the world a better place. But we don’t mean only formal and academic education – which is paramount and at which we excel –but also professional, aimed at training workers to perform their tasks, and civil education, through which we can positively touch the lives of our customers, neighbors, partners, and stakeholders.

We always strive to value our employees and partners. It is a responsibility not only to our workers – after all, we cannot succeed without them – but all of those who are impacted by our operations.

Employees

Our core stakeholders

102-07; 102-08; 405-01

Employees in all MRV&CO companies are a key driver of success and evolution. As the largest company in the group, MRV has the largest workforce, followed by Urba, AHS, Luggo, and Sensia. By the end of 2021, MRV&CO had a total of 22,308 employees.

Sensia and Luggo are part of MRV&CO and use MRV’s operational structure, especially in processes involving the purchase of land, construction works, and sale and/or lease of completed housing units. Therefore, the number of employees of these two companies is reduced when compared to the rest of the group’s enterprises.

Employees by Company %Total Men Women Total M W

MRV 17.096 4.522 21.618 79% 21%

Urba 220 112 332 66% 34%

Sensia 2 7 9 22% 78%

Luggo 16 13 29 55% 45%

AHS - (in Brasil) 12 8 20 60% 40%

AHS - (in EUA) 186 91 277 67% 33%

Total 17.532 4.753 22.285 79% 21%

Number of Employees MRV&CO (%)Total (%)Total

Men Women Total M W Total

Asian 214 80 294 73% 27% Asian 294 1% White (Caucasian) 4.222 1.974 6.196 68% 32% White (Cau casian) 6.196 28% Indigenous 288 307 595 48% 52% Indigenous 5.95 3% N/A 1.743 183 1.926 90% 10% N/A 1.926 9% Mixed 8.730 1.743 10.473 83% 17% Mixed 10.473 48% Black 2.148 376 2.524 85% 15% Black 2.524 11% Total 17.345 4.663 22.008 79% 21% Total 22.008 AHS (in the US) 277

TOTAL MRV&CO 22.285

Number of AHS

Employees (in the US)

By ethnicity Amount %Total

Hispanic/Latino 169 61% White (Caucasian) 20 18%

Black/African-American 22 8%

Hawaiian/Native 0 0% Asian 2 1% Native American 0 0% Mixed Ethnicity 7 2% N/A 27 10% Total 277

Note: The data from employees based in the USA is not as detailed as the data collected for MRV&CO group employees based in Brazil. For this reason, there is no disaggregated data for gender or race/ ethnicity categories for the 277 AHS employees working in the USA.

The construction sector has a history of male prevalence, and our rate of male employees is indeed very high (79%). However, we understand that this must change by increasing female participation in construction works as well. In 2021, through the Vizinho do Bem Program, we launched two initiatives that train and encourage women to gain ground in this environment and that have actually led to new hirings by MRV&CO:

Number of MRV&CO Leaders (MRV, Sensia and Luggo) Total (%) %Total

Men Women Total Men Women

Board of Directors 5 2 7 71% 29%

Audit Committee 3 0 3 100% 0%

Elas Colorem: This program offers construction painting training to female residents in the towns of Perobas and Funcionários, in the region of Três Barras, in partnership with Suvinil and BASF.

Governance, Risk and Compliance Committee 2 3 5 40% 60% Innovation Committee 10 1 11 91% 9% Operations Committee 4 0 4 100% 0% People Committee 4 3 7 57% 43%

Elas Constroem: Offers training in how to lay and grout ceramic tiles and is also targeted at women living in Perobas and Funcionários, in partnership with Saint Gobain. In addition to contributing to on-site diversity, such initiatives contributed to the development of the neighboring communities, and to the relationship with our supply chain, hence strengthening SDG 17.

The analysis of the diversity of representatives and leaders of MRV, Sensia, and Luggo, at the levels of Board of Directors, Committees, and Executive Board reveals similar rates:

Legal Department 4 1 5 80% 20% Ethics Committee 4 2 6 67% 33% Financial Committee 5 0 5 100% 0%

Executive Board 6 1 7 86% 14%

Total 47 13 60 78% 22%

Board of Directors 5 2 7 71% 29% Executive Board 6 1 7 86% 14%

Total 11 3 14 79% 21%

MRV&CO

Total

Up to 30 8.200 37% 31-50 yo 11.278 51% 50 yo or older 2.530 11%

Total 22.008

Considering the total number of employees, excluding those from AHS based in the USA, broken down by age, there is a prevalence of people aged between 30 and 50 years. However, when analyzing the leadership of MRV, Sensia, and Luggo, at the levels of Board of Directors, Committees, and Executive Board, we find the opposite result: 73% are aged above 50 years, whereas 27% are aged between 30 and 50.

Urba

GRI 405-01

Board of Directors Distribution 8 members 67% are male and 37% are female 25% of the board members are between 30 and 50 years old 75% of the directors are aged over 50 years old

Talent attraction, retention, and development

401-01; 401-02; 401-03; 103-404; 404-01; 404-02; 404-03

Building careers can feed one’s dreams.

We believe that working at MRV&CO should be an enriching, rewarding, and stimulating experience. This conviction inspires us to adopt measures aimed at ensuring satisfaction and favoring talent retention.

To recruit the best professionals, we have structured inclusion programs and actions targeted at trainees, interns, and apprentices.

To promote diversity and take steps in the ESG maturing journey, in 2021, we launched our

trainee program offering 12 affirmative job openings for Black workers. Applications were opened in November for candidates from all over the country, of any age, graduating between 2015 and 2021. In addition to this major initiative, we must highlight that the company has invested in this issue since 2020, with the creation of a D&I (Diversity and Inclusion) Committee formed by people from various positions, regions, cultures, races, affective-sexual orientations, and gender identities, with or without disabilities.

Our efforts today are focused on strengthening the digital culture among our team members, by encouraging innovative thinking and investing in education. For us, this means to be a business group aware of its role as a human transformation agent, and that is why we invest in education and technical and professional qualification.

MRV&CO: Hiring in 2021

Company Total

AHS (crowded in Brasil) 5

Luggo 12 Sensia 4 MRV 18.382 Urba 277 Total 18.680 MRV&CO Total Hirings 18.923 Layoffs 16.037 Total 2.886

2021 Turnover 7,01

Our team is the reflection of a prosperous and mutually beneficial business.

MRV’s Human Capital Development Relevant Actions

This refers to the combination of human development pillars and guidelines to ensure the development of competencies, diversity, inclusion, and talent retention.

• To promote the broad development of all MRV’s employees;

• To create training programs on corporate culture that supports our employees in the performance of their duties and the incorporation of the company’s values, with a focus on business areas;

• To develop leadership for current and future challenges by creating a team of successors for key positions in the company;

• To train young professionals with the potential to occupy specialist and leadership positions in the future through customized actions, such as the Trainee Program;

• To develop HR programs and processes to support the various business areas strategies in partnership with internal consultants;

• To carry out engagement and retention projects aimed at integration and valorization, among others;

• To develop engagement actions to favor the connection with the values and the group.

Get to know some of the actions and programs developed in 2021 for the development of MRV&CO’s employees:

• Acelera: A management model aimed at standardizing processes with a focus on operational efficiency. The regional sales offices are evaluated every four months and receive the program’s certification seal in case they reach a minimum compliance rate of 70%.

• Gerentes do Futuro: This program is targeted at Sales and Trading Market Managers and consists of an online learning trail covering technical and behavioral content, focusing on behavioral change and productivity.

• Escola de Vendas: A learning trail targeted at new brokers, which takes place monthly in a hybrid modality, featuring synchronous classes, distance learning content, and other activities to develop the sales practices, focusing on the housing units built by MRV.

• Manager Acceleration Program: acceleration of 32 leaders from several areas, focusing on the expansion of our business vision and new cultural competencies;

• Amplia: engineering learning network, with the implementation of an education center focused on the development of engineers, analysts, assistants and

trainees who work on MRV&CO. In 2021, the center carried out several actions:

» Virtual Catalog: instructional material addressing all training courses available on MRV&CO’s learning platform that may be compatible with the company’s production needs. The dissemination of this material is frequently reinforced, fostering the centrality and stimulating the self-development of employees;

» Multipliers Training: targeted at those already working on knowledge multiplication or interested in conducting training courses, learning how to apply training techniques, and using learning enhancement tools. In 2021, 46 professionals were trained in three classes;

» Mão na Massa: created to enhance our competencies and skills, the Mão na Massa circuit encourages the exchange of experiences and the sharing of successful cases of construction works in the areas of safety, quality, lead times, and costs. Two editions were held in 2021, with eight cases shared and 120 participants;

» Vídeos PES (Service Execution Procedures): these videos show how to perform critical production procedures in a practical way. In 2021, we produced three videos that received positive feedback and have frequently reinforced their

dissemination ever since;

» Desenvolver nos 4 Alicerces: restructuring of the weekly live streams with the production team, addressing relevant topics concerning quality and safety on construction sites.

• Integrar: a welcome meeting targeted at the production team to introduce new construction workers, focusing on the development, organizational, communicational, and safety actions endorsed by MRV&CO;;

• Mentoria Elas por Elas: 16 mentoring pairings targeted at women workers, featuring monthly meetings and sharing of practices;

Adding

• Trilhas da Engenharia: an integrated set of learning actions promoting alignment, continuous training, and the development of new competencies among the engineering team members. In 2021, the first training cycle was targeted at engineers, analysts, assistants, and trainees and trained more than 1,000 professionals;

• Desenvolvimento de Lideranças:

» PDL (Leadership Development Program) 550 leaders trained

» PDE (Engineer Development Program) – 200 engineers trained

» Leading Transformation Program – 21 leaders trained

• Cultura: an opportunity to continue the Leading the Transformation Program by creating and disseminating MV&CO’s new cultural competencies: Leader Forums, Competencies E-book, and Trails Catalog;

22.167:32:24

• Compartilhar (Internal Multipliers): promotes knowledge management and multiplication: 564 employees trained, and 21 classes completed;

• Young Talents: promotes the acceleration and development of young workers (or currently in training) with the Production and Real Estate Development Board by preparing them to become engineers or real-estate development consultants;

• Trilha de Aprendizagem targeted at areas and boards based on specific demands:

• REDV Trail – 50 executives trained over a 27-hour workload;

FDC Finance Training – 50 employees trained in REDV and 36 in Sales & Production.

Urba

404-1; 404-2

At Urba, training programs are designed to meet regulatory standards and controlled according to a Training Matrix. The standards covered are NR-01, NR-05, NR-12, NR-18, NR20, NR-33, NR-35, and Environmental Training.

up all these initiatives and the training courses available on the Desenvolver platform, there were

hours of training in 2021 with the participation of 8.606 employees; 49% men and 51%, women

Experience Surveys Performance Management Cycle

To advance the understanding of how the team perceives the company and the corporate environment, throughout 2021, seven Employee Experience Surveys were conducted based on the eNPS methodology, which measures the employees’ “promoter” attitude towards the companies where they work.

Pesquisa Application period eNPS

Journey ago/21 45

Leadership jan/21 53

Feedback (non-leaders) abr/21 75

We need to go beyond mere development programs: follow-up and feedback on our employees’ performance are paramount to always keeping the perspective on the potential opportunities for maturing. This is made possible by the Performance Management Cycle, which evaluates the competencies of leaders and non-leaders to map potential successors and development actions.

52,74% are female 47,26% are male; 24,06% are leaders; 75,94% are other employees.

Feedback (leaders) mai/21 86

D&I ago/21 56

Offboarding 2021 3

Onboarding 2021 74

Developing those who have been working with us is one of the guiding principles of our evolution. By early 2022, 4,970 employees had been submitted to the Performance Management Cycle (22.58% of MRV&CO’s total employees):

The evaluation considers the employees’ deliveries during the year, based on MRV’s 5 competencies , separated by 4 pipelines, with different behaviors expected for each one.

New Skills and the Four Pipelines

Individual Employees

Have no direct followers.

People Leaders

Have direct followers.

Leaders of Leaders

Have leaders as direct followers.

Business Leaders

Presidents and Executive Officers.

By working together, we can go further

We collaborate a lot. We know that the best results come from different perspectives. Our conversations are open and respectful. We listen actively and communicate openly.

People with a capital P

We recognize and celebrate the leading role of people. We are always investing in our development and seeking to learn and expand our contribution

Our customers are our reason to be Our customers’ dreams and needs mobilize all our deliveries and solutions. We question our activities and processes to deliver the best experience every day.

We design our own excellence

We are agile decision-makers. Planning and prioritizing are part of our daily routine. We are disciplined, we deliver what we promise, and we simplify whatever can make us more efficient.

The will to undertake

We are restless and we seek and adopt the best practices to generate the best value for us and our customers. We have an entrepreneurial spirit. By innovating, we make mistakes and difficulties into opportunities to grow and transform.

The Escola Nota 10 Program

Education is an important value for society, as well as our companies. Pursuing a strategy for sustainability only makes sense if it is founded on literacy, training, and knowledge generation for our employees

This is the cornerstone of the Escola Nota 10 Program, which promotes literacy and qualification among adults. It provides education for the exercise of one’s civic consciousness and has already trained more than 4,000 students over 10 years and received more than BRL 4 million BRL in investments.

The key pillars of Escola Nota 10:

• Social inclusion

• Innovation

• Collaboration

• Quality education

• Democratization of opportunities

• Economic development

• Alignment with sustainability criteria

• Centralized national pedagogical coordination

Compensation and Benefits

102-35; 102-36; 102-37; 102-38; 102-39; 202-01; 401-03; 405-02

Responsibility and respect

Fair remuneration is a vital part of engaging and valuing our employees and ensuring a safe and encouraging work environment.

The benefits provided by the labor law, as well as other ones offered by MRV&CO, include:

• Life insurance

• Health insurance

• Disability assistance

• Maternity and paternity leave

• Pension fund and benefit plan

• Meal vouchers

• Private pension

At MRV&CO, the paternity leave for all fathers, including foster ones, is extended to 10 days, and these workers also receive tips on how to care for their children through a booklet especially prepared for them.

Maternity and Paternity Leave

Paternity Leave – Male workers 425 Maternity Leave – Female workers 224 Total 649

Remained up to 12 months after the end of the leave period (MRV, Sensia and Luggo)

Men 214 Women 158 Total 372

At Urba, there were 2 parental (Maternity) leaves throughout 2021.

Remuneration practices

The benefits are added to salaries to compose the remuneration of MRV&CO employees. Our remuneration practices consider three perspectives:

The Hay methodology (Korn Ferry) is the basis for managing and evaluating nonoperational payment and job structure .

When the remuneration scenario is reviewed and benchmarked, the process involves thirdparty remuneration consultants. Another critical point refers to collective wage adjustments granted to all

employees and resulting from wage laws, agreements, conventions, or collective bargaining.

The remuneration policies and practices for senior management positions, which include fixed and variable compensation, are described in item 13 of our Reference Form .

Percentage increase in annual total remuneration

1. The employer’s perspective: to promote the knowledge, skills, and behaviors required for business success;

2. The employee’s perspective: remuneration is part of an attractive value proposition that employees acknowledge and support;

3. Cost perspective: compensation costs are sustainable and do not compromise other investments

(a) Highest paid individual 0%*

(b) TAll employees (except the highest paid) (on average) 6%

Ratio (a) / (b) 0%

*In 2021, the compensations for CEOs remained the same

MRV&CO’s lowest salary is paid to apprentices and is the same for men and women. To allow comparison with the Brazilian minimum wage, the working hours were converted to 44 hours per week:

Women Men 103% 103%

Salaries and remuneration

Salaries and compensation are key factors to value our employees, and the company’s goal is to always practice fair remuneration. Although we work continuously towards this goal, we know the big challenges that lie ahead: the quest to fix the gender pay gap , which is a critical issue not only in Brazil but worldwide.

On construction sites, women usually receive higher remuneration than men (6%+), but the gap remains in other categories since men tend to receive higher salaries altogether. The tables present data from MRV, MRL, and Prime.

Basic Salary

Functional Category Women/Men

Remuneration

Functional Category Women/Men

The ratio between MRV’s CEO compensation and the median salary of employees amounts to 10,750%. This has to do with the fact that most of the company’s employees work on construction sites, thus reducing the pay ratio.

C-Level 47% Director Level 83% Management 82% Coordination 87% Operational 99% Construction 102%

C-Level 47% Director Level 46% Management 89% Coordination 89% Operational 92% Construction 106%

Health and Safety

103-403; 403-01; 403-07; 403-08 [MRV, Sensia and Luggo]

Acting pre-emptively: more than a value, a commitment.

Health and integrity responsibility is an indisputable issue for MRV&CO when it comes to workers and other parties that may be impacted by our operations.

MRV&CO’s Occupational Health and Safety Management System was developed to promote and ensure safer and healthier workplaces. It has been implemented and certified according to ISO 45,001:2018 requirements and comprises

100% of the company’s 32,015 workers (in-house and outsourced staff) are in the scope of the system and are audited internally, according to the HSE’s Annual Internal Audit.

the construction sites and the head office. The group’s sustainability policy features clear guidelines supported by preventive actions aimed at Occupational Health and Safety (OHS) management. In addition, the group has an Internal Regulation (REG 38.005, HSE’s Monitoring and Measurement) to regularly measure, monitor, and evaluate the performance of the HSE management system.

Hazard and Risk Management

Our Internal Regulation (REG 38.009, Identification of Hazards and Assessment of OSH Risks) outlines the responsibilities, authorities, and guidelines for identifying the hazards and evaluating the risks to which workers (in-house and third-party) are exposed in performing their tasks and activities.

It also establishes criteria for determining and implementing control devices to tackle the identified hazards (elimination, substitution, engineering and administrative measures, and other actions involving personal and collective protection equipment).

All hazards and risks involved in the company’s operations are identified, evaluated, and consolidated through Hazard and Risk Matrices (HRMs) . The following elements are considered:

• Routine and non-routine activities;

• Identification of groups of exposed workers;

• The activities of all people with access to workplaces and sites, including

outsourced staff (such as contractors and external providers), visitors, and communities neighboring the construction sites that may be impacted by our operations, or staff working at a location that is not under MRV&CO’s direct control;

• Human factors such as behavior, individual capacity, etc.;

• Social factors such as working hours, victimization, harassment, leadership, and the company’s organizational culture;

• Hazards identified outside workplaces and sites;

• The site’s infrastructure, equipment, materials, substances, and physical conditions;

• Sketches/area layouts and plans, processes, installations, machines and equipment, operational procedures, and work organization, including adaptations to the needs and capabilities of the workers involved;

• Proposals for changes in activities, materials, machines and equipment, technology, and scope, among others, albeit temporary;

• Possible injuries or health issues related to the hazards identified;

• History of occurrences/incidents (investigation);

• Prevention measures already in place;

• Applicable legal requirements.

The Internal Accident Prevention Committees

(CIPAs) are present on all construction sites and also at the MRV&CO’s headquarters in Belo Horizonte, Minas Gerais. Together with the local Specialized Service in Safety, Engineering, and Occupational Medicine (SESMT), they manage hazards and risks and organize events and programs to raise awareness on

Investigation of WorkRelated Accidents and Near Misses

MRV&CO has a specific regulation to analyze and investigate incidents in all workplaces under its responsibility (REG 38.006, Analysis and Investigation of Work-Related Accidents and Near Misses). It assembles all guidelines and flows required for communicating, recording, and investigating identified incidents.

In case of serious or fatal accidents and or when serious and imminent risk situations are identified, CIPA is exceptionally summoned.

Workers’ Participation and Consultation

403-04; 403-07

Employees, partners, and suppliers also play a role in eliminating hazards, reducing risks, and preventing

work-related illnesses and injuries, thus contributing to maintain the appropriate conditions of hygiene, health, and safety for the well-being of all.

The Sustainability Policy is committed to the consultation and participation of workers in issues related to health, safety, and the environment, through various mechanisms:

• CIPA Meetings

• EDG Meetings (Management Performance Team)

• HSE Inspections

• Health, Safety, and Environment Dialogues (DSSMA)

• Right of Refusal

• Guest Satisfaction Survey (Optional anonymity)

• Confidential Channel (Optional anonymity)

• Notify Security (Optional anonymity)

Employees and third parties are always encouraged to participate in the Health, Safety, and Environment

Dialogues (DSSMA) through the frequent disclosure of the tools available and how to use them,Ambiente (DSSMA).

Urba

403-4

Urba construction sites must maintain a CIPA representative to comply with Regulatory Standard No. 05, and the company participates in MRV&CO’s CIPA events.

403-7

Urba has a schedule of HSE campaigns. Each month, specific pre-defined themes are addressed with the participation of all employees, such as mental health (White January), prostate cancer (Blue November), breast cancer (Pink October), among others.

Confidential Channel

Anonymity, privacy, and confidentiality are guaranteed when reporting violations of legal requirements or MRV&CO’s guidelines, regulations, or policies. Learn more on page 48.

Notify Security

A pocket notepad form provided to construction workers (in-house and third-party), encouraging the reporting of violations and unsafe conditions. It should be deposited in ballot boxes, and the workers’ identification is optional. The Occupational Safety department checks the contents daily, analyzes the allegations, and takes adequate measures for each case.

The results of the workers’ participation and consultation are primarily addressed in the work plan and the monthly CIPA meetings, which also address the relevant points raised at the Management Performance Team (EDG) Critical Analysis meetings, according to specific regulations. In turn, corporate issues are addressed at the Critical Analysis meetings of the Corporate Performance Team.

Occupational Health Services

403-03; 403-06

MRV&CO relies on the SESMT technical staff to design the basic health-related documents and actions to reduce and control the exposure to occupational risks:

PCMAT: Program for Working Conditions and Environment in the Construction Industry

PPRA: Environmental Risk Prevention Program

PCMSO: Occupational Health Medical Control Program

PCA: Hearing Conservation Program

PPR: Respiratory Protection Program

DSSMA: Health, Safety and Environment Dialogues

SIPAT: Internal Accident Prevention Week

CIPA: Internal Accident Prevention Committees

Right of Refusal

Provided for by the Consolidation of Labor Laws (CLT), the Right to Refusal assures workers the right to interrupt a given task that they believe constitutes a serious and imminent risk to their safety and health or that of another person. MRV&CO makes the form available for completion by workers (in-house and third-party), and it is easily accessible.

Workers receive occupational health care from specialized teams and certified professionals.

Covid-19

Since the first suspected cases of infection by the new coronavirus in Brazil and the announcement of the COVID-19 pandemic by the World Health Organization (WHO) in March 2020, MRV&CO has sought to understand the associated risks and take measures to fight Sars-CoV-2 among its employees, partners, customers, and society in general.

In addition to training on the correct use of protective masks and awareness-raising about prevention procedures, remote healthcare services are available for suspected, confirmed, and close contact cases for all employees, third parties, and direct relatives (19,296 appointments delivered in 2021). A daily questionnaire was also created, to be sent via SMS or associated with the work computer login, to map the health status of each employee and refer them to the remote healthcare service whenever necessary.

employees are instructed to perform their tasks from home.

At the beginning of the pandemic, all those who were classified into risk groups were sent home to remote work or were reassigned to activities that could ensure social distancing. In 2021, with the progress of Brazil’s immunization program, the employees on leave returned to their activities with the proper medical clearances and proof of vaccination.

In the offices, weekly COVID-19 antigen tests (nasal swabs) have been implemented. Reactive cases are referred to the telehealth service, and

As we compare absenteeism in 2020 and 2021 to 2019, we find a significant increase associated with COVID-19 and other respiratory syndromes. In 2021, 9,667 respiratory syndrome cases were reported (8,243 suspected and 1,424 confirmed cases of COVID-19). Unfortunately, 10 coronavirus-related deaths were reported. The families of these workers have been assisted, and we extend our solidarity to them, as we do to all the families of the victims of the disease in Brazil and all over the world.mundo

OHS Training

To ensure that every worker (inhouse or third-party) is trained and instructed to perform their tasks according to the HSE System requirements, MRV&CO has a specific regulation (REG 38.012 –HSE Competence, Training, and Awareness) laying down responsibilities, authorities, and criteria for workers training. The course takes place as part of the HSE Familiarization/Integration Training, and is targeted at all workers on the construction sites and in the headquarters, and covers several topics:

and control measures

• Waste Management/Selective Waste Collection

• OHS Hazards and Risks and Control Measures (such as collective and individual protection)

• Preliminary Risk Analysis (APR) and Work Permits

• HSE Inspection and Behavioral Assessment

• Use and conservation of Personal Protective Equipment (PPE)

• Emergency response procedures (PAE)

• Chemical handling, SDS labeling

We also provide introductory and periodic NR18 and NR35 training and other legal training (NR06, NR11, NR12, NR26, NR33, among others). The training level is monitored through audits performed by MRV&CO.

(PCA)

• Respiratory Protection Program (PPR)

• Ergonomic workplace analysis (EWA)

• Training on the Service Orders respective to each function

• Sustainability Policy

• Environmental aspects/impacts

• COVID-19 (protective measures, control and sanitation, and awareness).

MRV&CO upholds the qualification of its employees through specific training on HSE themes and manages the hazard and risks associated with their respective activities by always complying with the applicable laws, through procedures, internal regulations, and specific programs such as:

• Program for Working Conditions and Environment in the Construction Industry (PCMAT)

• Environmental Risk Prevention Program (PPRA)

• Occupational Health Medical Control Program (PCMSO)

• Hearing Conservation Program

Furthermore, throughout the year, the Internal Work Accident Prevention Weeks (SIPAT) and the Health, Safety, and Environment Campaigns , are held, all of which align with PCMAT, PPRA, and PCMSO principles.

Urba

Active workers in Urba’s construction sites are admitted only after undergoing basic training in occupational safety in construction work, according to NR-18. They also must undergo environmental training covering all the rules and particularities of each work site, in the context of occupational safety and health.

Work-Related Injuries and Ill-Health

Prevention is the primary focus of MRV&CO’s Health and Safety management. However, incidents may occur due to the company’s broad scope and geographical coverage. In 2021, most incidents occurred between 8:00 a.m. and 12:00 p.m. and involved hodmen, masons, and forming and stripping workers. Accident monitoring and investigation analyses show that the main hazards involving serious accidents occurring during the period covered by this report are working at heights, handling power tools, and incidents caused by falling objects.

MRV In-House Employees Third-Party

Work-related accidents

Number Contents Fatalities 1 0,016 0 0 Serious work-related accidents 2 0,03 1 0,04 Mandatory reporting of work-related accidents (includes the above data) 762 11,2 151 6,6

403-09; 403-10 [1] The accident rates were calculated according to the Brazilian Technical Standards Association standard NBR 14280:2001 – Work Accidents – Procedure and Classification.

The most common work-related accidents In-House Third-Party

Common types of lost time injuries (More than 15 days) 68 18

Common types of lost time injuries (Less than 15 days 554 110

No Lost Time Work-Related Accident 139 23

First-Aid Work-Related injury (Optional repor ting) 304 104

Work-Related Injuries and Ill-Health

The number of near misses totaled 342, considering in-house and thirdparty employees

In 2021, Urba reported no work-related accidents

MRV&CO adopts a procedure to investigate Work-Related Injuries and Ill-Health, through which the occupational physician distinguishes between conditions that may be or not be caused by work practices. The investigation committee counts on at least one occupational physician, one Occupational Safety representative, and the patient (the employee) whenever possible. The technical team assesses the occupational illness or medical complaint through interviews, on-site observation, and research with entities and specialists to determine their cause and whether they result from work practices.

In 2021, we kept a zeroincident rate of workrelated injuries and illnesses.

Customer Experience

The future is created one step at a time.

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Customers are more than just central stakeholders in our business: our reason to be is to provide people with housing solutions so they can make their dreams come true.

Everything is done with the utmost care and respect.

Each client is paramount to us. We are always trying to make each point of contact more pleasant, delightful, and efficient in proposing the necessary solutions.

experience at such an important moment of their lives: acquiring a home of their own. That is why we deliver, along with the keys, reference materials, such as the Owner’s Manual and the “Gas Primer.”

That is why we are constantly working on what we call Product Journey, which represents how much we care about our customer’s experience. We start from the product design process even before customers know that they will be purchasing one of our products. This encompasses the choice of the land, the project design, and the choice of materials and suppliers, and the very operationalization of the construction works and the use and occupation of the development. We even count on technologies and software to guarantee a constructive process is safe and in line with our customers’ expectations.

Excellent customer experience must also encompass health and safety concerns. It is vital to ensure that our developments do not pose risks to the health and safety of employees and customers alike when they move into our units. Therefore, we must pay close attention to the entire life cycle of our products, from design to use. For all stakeholders, this is where our brand’s reliability lies.

The primary regulations adopted to prepare the Owner’s Manual were NBRs 14.037, 5.674, and 15.575; the Civil Code, and the Consumer Defense Code

Our relationship does not end when we hand over the keys to our customers: it is strengthened through actions promoted by MRV, which brings us even closer to them. We deliver all warranty and preventive maintenance materials to help preserve and add value to condominiums.

We rely on a Management System that maintains strict control of materials, processes, and procedures for each project, based on ISO 9001 standards and on the ABNT NBR 15575 Performance Standard (Performance of Residential Buildings), verified by external PBQP-H SiAC Level A audits.

According to a sustainability framework, we maintain guidelines and tips that go beyond the house or apartment and provide healthy and sustainable living habits for this and the next generations.

As for quality and certification, the 2021 audits in the compliant – that is, which could result in health and safety impacts to internal and external customers. We also want to ensure the best use of the projects we deliver in a sustainable way. We want our customers to be our allies in building a premium

Sustainability Framework

Item Topics Content

1 Presentation + The 5Rs Sustainability

As part of the ongoing contribution to sustainability awareness and education, in 2021, a sustainability framework was almost fully developed to be sent to customers after they received the keys to their homes. It is based on 24 deliverables sent every two weeks for one year, addressing various relevant topics.

The concept behind the three stages of consumption: purchase, use, and disposal (Rethink, Refuse, Reduce, Reuse, and Recycle).

“The 6 Conscious Consumption Questions” (Why buy it? What should I buy? How do I buy it? Who should I buy it from? How do I use it? How do I dispose of it?). Tips for a more sustainable life. 3 Climate Crisis

2 Conscious Consumption: How to start out

Ways you can help fight climate change through daily choices 4 SDGs

What they are and how they relate to our daily lives; highlighting SDG 12: Responsible Consumption and Production. 5 General awareness: Conscious consumption and waste management Basic concepts about selective waste collection and correct disposal both in the apartment and the condominium. 6 Waste separation and disposal

Correct waste segregation in the apartment, featuring practical tips. 7 Cooking oil and Grease

How to correctly dispose of them. 8 Conscious Energy Consumption

Electronic devices and the impacts of home office (how to save energy when using laptops, the cost of leaving applian ces on standby) 9 The culprits behind high energy usage

Main causes and tips to reduce your utilities bills

Item Topics Content 10 Conscious energy consumption in the condominium Ways to save energy in the condominium. 11 More efficient appliances Usage tips and the most suitable products according to the efficiency labeling scale (A to G). 12 Conscious water consumption Practices to avoid wasting water in the kitchen and service areas. 13 Conscious water consumption in bathrooms Tips to reduce waste in bathrooms. 14 Conscious food consumption

How to avoid waste, use leftovers, plan a menu, and other tips. 15 Composting

A sustainable option for the disposal of organic residues that can be done in an apartment and/or a condominium. 16 Special Waste Disposal

How to dispose of expired medication, batteries, bulbs, masks, etc. 17 More durable, less disposable

Practical tips for replacing disposable everyday items with more durable products. 18 Indoor gardening for apartments

Practical tips for growing plants inside the apartment and assembling a collective garden with your neighbors. 19 Natural repellents

Homemade recipes and easily accessible options for fighting insects. 20 Fleas and ticks

How to fight them using simple, homemade options and recipes. 21 Sharing Sharing products with your neighbors is more sustainable than buying your own. 22 The “Being Sustainable Game”

Games and activities to be played at home. 23 Sustainable fashion consumption

Tips on how to care for your clothes to keep them for longer and how to dispose of them correctly and consciously (do nation, exchange, upcycling, etc.). 24 Furniture refurbishment

Practical tips for reusing furniture.

NPS and the customer journey The MRV Customers’ Council

How our customers perceive us is vital for us to improve continuously. The Net Promoter Score allows us to measure customer satisfaction and loyalty to our brand. We track NPS throughout the customer journey and employ the data as an analysis and decision-making tool.

Consolidated NPS (considering the same journey)

2020: 45 | 2021: 48 | 2022: 52

In early 2022, the customer journey, which aims to measure the level of satisfaction, was revised.

We ended 2021 with 68% of promoters, 12% of Passives, and 20% of detractors.

In 2022, we have had 70% of promoters, 12% of Passives, and 18% of detractors.

MRV is always seeking innovation, and that would be no different when it comes to customer relations. We aim to align our business objectives with our customers’ needs. And by bringing them to the center of our decisions (a strategic pillar of this company), we have triggered a cultural change. And with the goal of co-constructing the future of housing and bringing us even closer to our clients, we created the MRV Customers’ Council in 2021, which assembled two groups of residents with diverse economic and social backgrounds to become permanent advisors.

Promoters: customers who are happy with their relationship with your company. They are loyal and, in addition to recommending the company’s products and services, they are willing to keep purchasing them.

Detractors: customers who are dissatisfied with their relationship with the company. Besides detracting, they do not want to have ties with the brand.

To implement the Customers’ Council, we faced the challenge of the project’s innovation since it was an unprecedented initiative for the company. We seek to create

a comfortable environment for customers to collaborate since they are key to the business and can bring a new vision that goes beyond the technical aspect by incorporating behavioral ones. We held six two-hour online meetings based on empathetic and collaborative listening. We mapped out the key points of our customer journey, such as purchase decisions, the financial journey, products, relationships and services, life in the condominium, and innovation, among others. And together with the top leadership, we have taken these insights to the different departments and implemented changes to build the future of housing today.

Legal Actions

Even as we constantly pursue 1,755 lawsuits, among which 1,294 are currently in progress,excellence in the relationship with our customers, lawsuits, and claims concerning

the use of our housing units may occur. In 2021, there were regarding customers’ perceptions of the products they have purchased and what they have received

Specialized Program for Building Managers

Outcome Total Number Percentage

In progress 1.294 73,73%

Extinguished 7 0,40%

Denied 120 6,84%

Affirmed in part 239 13,62%

Affirmed 95 5,41%

Total Geral 1.755

The MRV legal area has a specialized center for dealing with litigation and vices,

with constant monitoring of the progress.

Customer experience goes far beyond the delivery of the keys. To make it even richer, we propose a new outlook on property management that strengthens the relationship between building managers and MRV. The goal is to make them feel supported and have someone to turn to when they need help, benefiting all other condo owners.

• Top 18: a guide to help the detailed examination of the items that most generate maintenance – and in some cases, inflated costs due to lack of preventive action. The name refers to the 18 maintenance services that, when not performed, generate the highest number of calls/complaints at the Post-Delivery stage, as well as legal claims.

• Escola de Síndicos 2.0: a training course on property management constantly monitors the progress of

the proceedings with content tailored for those who plan to become building managers or want to learn a bit more about how to maintain the value of their condominiums.

• The Conviver App: An App designed for employees, building managers, and owners of MRV units, which offers a wide array of features. The app’s functionalities include notices, booking of party rooms and other communal areas, mail delivery notices, access control to the entrance gate, the opening of requests to file complaints, doubts, suggestions, and repairs, and scheduling of maintenance and cleaning services.

The App has several other features, such as scheduling of upcoming assemblies, employee registration, and much more do condomínio e muito mais!

Relationship with Local Communities

Dreams can change everything around them . Each one of our developments has enormous potential to positively impact local communities and neighboring regions in direct or indirect economic and social terms. Job generation, urban infrastructure, basic services such as schools, day-care centers, and health centers, improvement of public roads, landscaping, rainwater drainage systems, sanitation, and electricity networks are just a few examples.

MRV, Sensia, Luggo, and AHS condominiums boost the influx of new residents to their locations, demanding the implementation of new infrastructure or the adaptation of the existing one.

Urba goes even further by developing complete neighborhoods according to its subdivision and allotment business model. In all cases, the concern with improving the life of populations is paramount.

Some of our projects are based on Neighborhood Impact Studies (NIS) and in conversations with locals so as to adapt the improvements to the actual, localized needs. Two important work fronts contribute to MRV&CO’s virtuous involvement with local communities and to positive impacts in a systematized and structured way: the Vizinho do Bem and the Diálogo com Você programs.

Vizinho do Bem

4 states with MRV developments implementing

Since 2016, the Vizinho do Bem (“Good Neighbor”) Program has implemented impact actions focused on local development. Based on a structured agenda of services to communities and support to social organizations, the program maps out the profile of neighborhoods in order to create activities tailored to each location.

It is a bond of trust aimed at establishing a good relationship between MRV and the neighborhoods where we install our developments based on socialenvironmental and economic development actions

BA: Solar de Vilas and Colina

Imperial MG: Mata Atlântica and Plaza Norte RJ: Parque Abrolhos, Alameda dos Coqueiros, Parque Jardim das Acácias, Protubos, Pedra Real and Vila

Diálogo com Você

We know that our operations may have potential or actual impacts, such as damage to residences or public roads, and air and noise pollution. In all our construction works, Diálogo com Você is a communication channel with neighbors to receive and handle requests via e-mail or phone, reducing possible nuisances during their execution. (+55 31) 4005-1313

Social and Human Rights Criteria

Respect as the foundation of all relationships

MRV&CO’s Commitment to Human Rights is grounded on respect in the scope of our relationships with employees, customers, suppliers, partners, and society. The Code of Conduct and the Supplier Policy set out guidelines to prevent risks and violations and implement and monitor best practices.

All our suppliers are evaluated according to social and environmental criteria . The standard procedure includes anti-corruption clauses in agreements and respect for social and environmental legislation so as to safeguard human rights issues. Our policies are in line with the

best practices of corporate governance, sustainable development, and social responsibility , in addition to international pacts and bodies such as the UN and the ILO.

• Currently, the most significant actual and potential negative social impacts identified in the supply chain are:

• Workers not receiving wages

• Workers not receiving benefits

• Workers forced to work overtime without compensation

• Workers’ accommodations lacking

• the minimum necessary conditions

• Workers coming from other locations irregularly

• Lack of formal employment ties

• Wage floors inferior to those typically paid to the category

• Workers paying to be approved for job openings

Urba

• The most serious risk we face in the scope of Human Rights is the use of forced or slave-like labor by service providers and contractors. We take resolute measures to avoid this reprehensible condition, all of which are set out in our Supplier Policy.

Urba conducts an auditing process even before employees are admitted to the site, demanding the presentation of documents during the checklist to prove that all employees are registered and covered by the labor rights provided for by the CLT and the CCT.

As the working period is finished, all documents referring to payroll are requested, as well as the filled-out GFIP, signed pay stubs, and bank receipts of salaries and benefits payments.

• Some preventive measures to identify a critical contractor or supplier early on include: Periodic Informal Sample Interviews with on-site production employees

• A Confidential Channel with reports investigated by our Risks and Internal Audit area (Learn more on page 48).

GRI 419-1

Since MRV&CO complies with all laws and socio-economic regulations, the company has not been punished with fines or administrative or judicial sanctions to this date.

CASE

The MRV Institute: more than 1.1 million lives impacted directly or indirectly*

Throughout MRV’s history, we have been sure of one thing: we have a vocation to transform people’s lives. And if there is one thing MRV believes in, it is the transforming potential of education.

In 2014, the company’s social investments were institutionalized, and the MRV Institute was born. Its first pillar of action, MRV Voluntários, shifted its focus to education with actions based on the true meaning of volunteering: the donation of time and knowledge by our employees.

Our employees have 44 working hours available a year to dedicate to MRV Voluntários.

all parties involved to make the project into a solid social business that can perpetuate itself and leave behind a legacy for local communities.

From 2016 to 2021, 46 projects were supported, benefiting 195,000 people directly and indirectly, and more than 4.14 million reais were invested.

The calculation of the number of indirect beneficiaries considers

A significant part of our efforts – through actions, programs, search for partnerships, and voluntary engagement – is invested in education. As with every large support network, projects seeking alliances with the MRV Institute have been developed. Therefore, we created the Educate to Transform pillar to open public calls to democratically select and deploy the most transformative social projects in the area of education. The idea is not only to provide financial support but also to train

Regarding the third pillar, the MRV Institute decided to bring education home, that is, into the employees’ families. Your Child, Our Future is an initiative focusing on offering books, courses, and school supplies for the children of MRV&CO employees – from early childhood, with books that inspire their imagination, through adolescence, through school supply kits, then into adulthood, with courses that help them to make dreams come true.

Since 2017, 32,000 children have been assisted, with 2.5 million BRL in investments.

In 2020, given the challenges posed by the COVID-19 pandemic, the fourth pillar was born: The iungo Institute, named after the Latin word meaning “to join, to bind, to connect.”

Certain of the great transformative potential of education, the iungo Institute connects teachers, managers, research centers, and education experts to form and strengthen teaching practices and learning materials networks; accordingly, relevant training courses have been created to support thousands of public-school teachers in Brazil in this specific scenario. Furthermore, partnerships have been set up with state education networks and leading universities, qualified learning materials have been produced, and knowledge exchange has been promoted with educators from all over the country.

In 2021, we directly benefited more than 182,000 people through the Institute’s various work fronts.

Currently, MRV&CO allocates 1% of its net profit to the MRV Institute yearly. The institute, in turn, invests and multiplies this amount by creating and maintaining programs and partnerships that make a difference in the country’s education. All data is audited and can be consulted on the MRV Institute website and the MRV&CO Activities Report.

Each story is unique and special. Together, they have the power to change reality.

From 2015 to 2021

people impacted directly + 1.1 million+ people impacted directly and indirectly

36 million+ invested in programs, projects, and partnerships

Introduction

The environmental pillar is paramount for MRV&CO, and it helps us make sure our companies will be recognized not only for the quality of their deliveries but also for their efforts to reduce our impacts on nature.

Great impact. Great challenges. Great actions.

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MRV&CO has internal certifications to ensure the sustainability of its processes and products: the MRV + Verde and the Obra Verde . These seals are audited and based on rigorous criteria and specific objectives certifying the developments that meet the requirements by adopting the best practices.

The impact of the construction industry on the environment is unquestionable – especially when analyzing all the stages in the production chain, from land selection and project design to the choice of suppliers, the production process, and the lifespan of the products.

In environmental terms, our governance is now mature and consolidated .

Not by chance, one of our material issues, unanimously selected by our stakeholders, is Sustainable Construction.

The MRV + Verde seal encompasses strategies that bring environmental benefits to the use and occupation of buildings.

The Obra Verde seal certifies compliance with management processes on construction sites aiming at reducing environmental impact.

Climate Change

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Since the environmental agenda is a priority for MRV&CO, our efforts are focused on one of the most complex and challenging global agenda: climate change.

We started 2021 by showing MRV’s endeavor to become a reference in the global climate agenda: in an unprecedented commitment with other companies in the construction industry, we signed an agreement with SBTi (Science Based Targets Initiative) to adopt targets to reduce greenhouse gas emissions (GEE).

the top leadership’s

SBTi is supported by the CDP, the Global Compact, the World Resources Institute (WRI), and the World Wildlife Fund (WWF). This commitment reflects

ESG focal points, reiterating our maturity in this issue and the search for public and measurable goals to reduce emissions that add to internal regulations to manage GEE emissions – Climate Change Policy, Carbon Management Plan, Sustainability Strategy, and Sustainability Risks and Opportunities Matrix. In practical terms, as a signatory to SBTi, MRV has set out targets for its products and processes to limit global temperature rise to 1.5°C. The goal is to minimize the impacts of climate change and contribute directly to the goals set out by the Paris Agreement

The MRV strategy for emissions management:

• We analyze our Carbon Cycle (initial analysis performed three years ago, to be reviewed in 2022): a specific outlook to reduce the raw materials, carbon footprint, water, and energy involved in our processes. This analysis complies with ISO 14040;

• We have been awarded the Gold Seal by the Brazil GHG Protocol Program;

• We excelled in the CDP, related to supplier engagement on climate change, with an A- grade;

• We conducted a Climate Vulnerability Study (based on the MOVE System) for land banking, aimed at identifying areas of improvement in the locations where we operate and ways to reduce climate risks in our future developments;

• We have had PSD targets linked to the Board of Directors and the Executive Board since 2016, which consider climate vulnerability analysis for 100% of MRV’s land by 2022

• We participate in ICO2 (B3’s Carbon Efficient Index);

• We conducted a Climate Vulnerability Study (based on the MOVE System) for land banking, aimed at identifying areas of improvement in the locations where we operate and ways to reduce climate risks in our future developments;

• We have had PSD targets linked to the Board of Directors and the Executive Board since 2016, which consider climate vulnerability analysis for 100% of MRV’s land by 2022;

Impact on SDG 11 –Sustainable Cities and Communities

The land bank’s vulnerability mapping project has a major impact on the relationship between climate change and the development of more sustainable cities and communities, which is a priority objective for us.

Variations in Emissions

Data referring to MRV

2018 2019 2020 2021 % Variation (2021/2018)

Scope 1 Emissions (tCO²e) 4.534 6.739 9.055 6.225 37,30% Biogenic Emissions (tCO²e) 492 669 266 305 -38%

Scope 3 Emissions 2020 2021 % Variation (2021/2018)

Buyed Steel 9.023 11.300 25,2%

Cement CP II 4.205 8.601 104,6%

Cement CP III 1.171 1.364 16,4%

Cement CP IV 931 2.432 161,1%

Scope 2 Emissions (tCO²e) 1.630 1.686 1.286 2.718 66,80%

Scope 3 Emissions (tCO²e) 268.442 282.934 212.969 249.286 -7,10%

Total Emissions (tCO²e) 275.098 292.028 223.576 258.534 -6,00%

Cement CP V 16.422 6.742 -58,9%

White Cement 145 208 43,6% Concrete 179.840 217.600 21,0%

Aviation Kerosene 970 804 -17,1%

Urban Solid Waste / Paper and Cardboard 263 235 -10,5% 212.969 249.286 17,1%

Scope 1 1,8% 2,5% 4,2% 2,5%

n 2021, MRV’s total GEE emissions rose by 15.6% compared to 2020, impacted by an increase in scope 2 and 3 emissions and the conversion factor. Even though scope 1 emissions fell by 29.9% compared with the previous year, the absolute values of the increase in scope 3 emissions negatively impacted the rates.

Scope 2 0,6% 0,6% 0,6% 1,1%

Compared to 2018, we must point out that the 2021 emissions were reduced in scope 3 due to the advent of concrete wall construction. This has become our primary construction method and is more efficient in GEE terms. As for the total emissions, they were reduced by 6%. Also, GEE emissions dropped compared to 2018, calculated from tCO2 over the number of units produced.

In 2021 MRV offset 9,248 tCO2e in carbon credit purchases. This amounts to a 12.8% reduction compared to 2020.

Energy Management

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MRV&CO works to build a legacy for its stakeholders. Therefore, Energy Management also stands out among our strategic pillars of sustainability.

concessionaires of the group’s operational sites is integrated into CLIMAS in monetary figures. Then, energy consumption is estimated in megawatts, gigajoules, and carbon.

This issue converges with climate change concerns and goals; after all, energy consumption is a major factor in emissions. MRV&CO’s strategy is very consistent: we aim at developing actions and solutions involving the use of photovoltaic energy.

The initiatives and investments in energy efficiency are linked to our Sustainability Policy and our Climate Change Policy. Currently, energy management is conducted by CLIMAS (ESG integrated information management system) and is connected to the SAP. Every consumption invoice issued by the

Throughout 2021, we prepared ourselves to replace the strategy of estimating the valuation of energy consumed. In 2022, it will give way to a process that will generate actual consumption data . The integration with CLIMAS will be maintained, but we will be able to gauge the exact consumption in energy metrics through Business Intelligence programs. The new process applies to all group companies except AHS.

Strategic Energy Management

MRV acts primarily on four fronts of strategic energy management

1. Purchase of energy in the Free Market to supply the MRV headquarters;

2. MRV solar farms to supply the company’s offices, stores, and construction sites;

• Uberaba Photovoltaic Plant, built to meet the demand of units in MG

» A UFV Uberaba gera 1.125 MWh/ano, o que representa uma economia de R$ 800 mil/ano;

Renewable Energy Use

Using renewable energy and offering discounts on the utilities bill is made possible via Mundo Casa, MRV’s marketplace with home products and services, at the customer’s own initiative. Currently, there are 651 active contracts:

• 379 contracts (MG)

• 184 contracts (MG and some cities in SP and RJ)

• 88 contracts (GO, Federal District, and Southern Brazil, except for the cities of Viamão and Porto Alegre)

By 2030, we plan that all our developments will have some self-generation energy alternative, such as photovoltaic systems installed on rooftops, partnerships with companies that offer rebates, or solar farms.

• Bahia Photovoltaic Plant in Lapão launched in April 2022

» UFV Lapão generates 489 MWh/year, which amounts to 300,000 BRL in savings per year:

• Other plants around Brazil are now under consideration

3. Photovoltaic systems in our developments to meet the energy demand of the condominiums’ common areas;

4. Partnerships with companies specializing in photovoltaic energy to serve customers, offering discounts and rebates on the energy used in their homes.

In practical terms, this amounts to average monthly savings of 11,500 BRL* – a figure that tends to grow as partnerships expand throughout Brazil.

* Data referring only to contracts valid in Minas Gerais.

Monitoring

An integrated, real-time process for monitoring photovoltaic systems in completed and future developments has been implemented, featuring the collection of periodic technical info and reports about energy generation and consumption that will help building managers run their condominiums.

Variations in Consumption Data

referring to MRV

In 2021, the biggest variations in energy consumption were the reduction of fuel consumption, both from non-renewable and renewable sources. As for the period covered, there was a 62.4% reduction in the use of renewable fuels and a 30.4% reduction in the use of non-renewable fuels, highlighting the decrease in the use of Diesel (-12.7% 2021/2018) and Jet Fuel (-49.3% 2021/2018

Energy Consumption in the organization (in thousand GJ)

2018 2019 2020 2021

Variation (%) (2021/2018) Variation (%) (2021/2020)

Renewable 3,2 4,7 0,1 1,2 -62,4% +953,9%

Non-Renewable 56 67 51 39 -30,4% -23,5%

Electrical 82 83 74 79 -4,3% +5,9%

Energy intensity, calculated through consumption over unit output, also decreased, thus showing greater energy efficiency. The main factor impacting this indicator was a 19.2% drop in energy consumption outside the organization compared to 2018.

Energy Consumption (in thousand GJ)

2018 2019 2020 2021

Variation (%) (2021/2018) Variation (%) (2021/2020)

Inside the company 142 155 125 119 -18,0% -5,1%

Outside the company 3.100 2.900 2.100 2.506 -19,2% +19,3%

Total 3.300 3.100 2.200 2.625 -20,4% +19,3%

Energy Intensity (GJ/UP)

2018 2019 2020 2021

Variation (%) (2021/2018) Variation (%) (2021/2020)

By company 88 79 64 69 -21,6% +7,8%

* UO: Unit Output

Water and Effluents Management

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The conscious use of natural resources is a guideline of MRV&CO’S Sustainability Policy. Water Consumption and Waste Generation are highlights. The water management process is similar to energy management and integrates CLIMAS and SAP. The water consumption is estimated in cubic meters, calculated from the monetary value. We are now developing a process to collect water bill data in m³ for greater accuracy.

MRV&CO primarily uses water through public utilities concessionaires via supply networks. This includes construction sites, which concentrate the highest consumption levels in the construction processes. Crucial objectives for construction site management involve reducing the volume and promoting the conscious use of water while focusing on reuse – which also contributes to generating fewer effluents.

Water reuse on construction sites

To reduce the use of potable water, the most relevant practices in construction works are:

• Recycling grey water from washbasins in changing rooms for reuse in toilet flushing system through a gravity device that allows the water to flow;

Water disposal

• Recycling grey water for reuse in cleaning equipment and floors from water used for cleaning concrete mixers after decanting and filtering impurities;

• The rainwater collected from the roof of the temporary offices at construction sites is used to wash equipment, clean areas, and irrigate gardens. The same can be done with the water expelled by the air conditioning systems

We are also attentive to this step: we have established effluent control systems, such as decanters used for concrete mixer washing water and the wastewater treatment system at construction sites not served by the sewage system. These structures adopt the standards outlined by the applicable local legislations and conform to internal procedures and regulations to ensure the best adherence of our operation to the norms

Water efficiency

• Saving devices, such as dual-flush toilets and flow restrictors in faucets.

• Rainwater retention and/or infiltration.

• Individualized home water sub-meters.

Water stress

The Aqueduct, which is WWF and WRI’s climate risk analysis software, is the tool applied to analyze scenarios and identify potentially water-stressed areas where MRV&CO. Current indicators point to the states of Bahia, Ceará and São Paulo, considering a total consumption of 478,000 cubic meters in the projects developed in these states.

Effluents

Effluent discharge from MRV&CO developments is collected by the public sewage system or sent to septic tanks/filters, sewage treatment plants, decantation tanks, or other treatment systems compatible with the local structure.

• As for the liquid effluents discharged into the sewage system, the minimum standards provided for by Brazilian law are monitored.

In 2021, we started to measure the volume of effluents discharged by adopting environmental requirements. In the absence of these, we comply with the standards of the most restrictive applicable legislation. The discharge of effluents has been estimated at 80% of the total volume of water purchased.

Urba

In 2021, 5,000 m³ of groundwater were captured via artesian wells and 3,024 m³ via third parties from water tankers. We must highlight that no activities were carried out in water-stressed areas.

1,000 (m3) Purchased Discharge

Consumption 2021

Even if there is no applicable legislation for the place or situation, monitoring always takes place. The discharge of effluents directly into a water body is not a MRV&CO practice.

Effluent disposal is operated according to state decrees and legislation when discharged into bodies of water. Disposal into septic tanks is implemented by qualified outsourced manpower, considering the issuance of a Waste Transport Manifest (MTR) upon cleaning and removal of sludge.

Materials and Waste Management

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Choosing suppliers

In MRV&CO, materials and inputs acquisition is closely linked to supply chain management and assigned to the Procurement area.

We always seek to achieve sustainability , considering not only the materials themselves but other related factors such as transportation, storage, etc.

MRV&CO conducts studies to find materials with a smaller environmental footprint , or alternatives with a smaller impact, in terms of production, usage, and disposal. The main idea is to comply with the GEE emission targets set by SBTi (1.5°C above pre-industrial levels).

According to this logic, suppliers are rigorously evaluated for their materials and procedures, even in the scope of the due diligence process. We favor those who have a smaller footprint, which helps MRV&CO to attain its targets. In addition, to avoid indirect logistic impacts, we prioritize local suppliers, provided they conform to the requirements.

A prime example of how we choose our wood suppliers. For our door kits and laminate floorings, we do not buy wood from protected and/or native areas; we only buy exotic woods (pine, eucalyptus, and mixed wood) certified by the Brazilian Forest Certification Program (Cerflor) and the Forest Stewardship Council (FSC). To strengthen our standing, we signed the “Amazon Charter” (2020/2021), which focuses on ensuring that companies do not purchase Amazon wood unless it is FSC-certified.

Since 2018, the primary and strategic suppliers in our portfolio must respond to the CDP Supply Chain. Therefore, we can track their criticality and the evolution of their sustainability, especially regarding climate change, water management, and forest management.

Listed below are the most relevant materials used by MRV&CO in 2021:

Key Materials Quantity Unity

Wires and cables 6.875.302,01 m

Laminated floorings 1.033.024,50 m²

Ceramic floorings 769.175,29 m²

Concrete 1.276.360,64 m³

Crushed stone 621.521,78 m³

Sand 273.311,85 m³

Stave pipes 60.373,95 pec

Mortar 70.021,90 sc

Even though there are certifications and norms in place, MRV&CO goes further by committing not to buy wood from any native forests and disallowing the use of this raw material in our entire supplier portfolio.

Key Materials Quantity Unity

Cement 24.278,92 ton

Steel rods 15.953,68 ton

Texture 7.303,72 ton

Cinder blocks 7.324.405,27 und Cement roofing sheets 315.914,18 und

Aluminum windows 244.858,48 und

Readymade doors 198.192,97 und

Bathroom fixtures 139.924,84 und

Waste Generation

The disposal of residues from our construction processes, so inherent in our activities, is what impacts waste generation the most.

Therefore, our commitment to waste management is to offer the most with the least. We achieve that by adopting processes for reusing concrete, sending paper and plastic for recycling, and purchasing more sustainable materials

Waste management is monitored by indicators that show the various waste classes, final disposal destinations, types, and volumes and is carried out through the integration of SAP and CLIMAS systems, adopting multiple control measures, such as:

• PGRCC (Construction Waste Management Plan)

• Issuance of MTRs (Waste Transport Manifests)

• Waste segregation

• Adequate waste storage

• Most environmentally adequate disposal destination

• The waste destined for disposal is that whose final destination is landfilling, including hazardous waste. This amounts to 214,698.93 m³.

• The waste not destined for disposal amounts to 157.284,03 m³.

Total waste – in m³:

Type Class Discharge Filter at Climas 2021

Non-hazardous A, B, C Classe ABC, A, B, C 367.421,59

Non-hazardous A Reuse Classe A Reuse 1.033,54

Non-hazardous A Donation Donation 5.509,22

Non-hazardous B Donation Donation 9.513,86

Non-hazardous B Sale Sale 1.747,85

Non-hazardous B Recycling/Others Class B (Output) 139.479,56

Non-hazardous B Reverse Logistics Class B reverse logistics

Non-hazardous A Construction Landfilll Class A (Output) 147.688,03

Non-hazardous C and ABC Industrial Landfill Class C and ABC 62.449,53

Hazardous D Class I Landfill Class D 4.561,37

TOTAL 371.982,96

The management of the group’s biodiversity and environmental protection issues is decentralized to stay connected to the respective operational regions.

Planting trees

Among the initiatives concerning this issue, we have maintained the commitment agreed to in 2020 along with 50 other Brazilian companies: we are part of the Amazon Council, which aims to find solutions to tackle illegal deforestation. We also map all our land and the surroundings to identify any potential impact on environmental preservation and conservation areas. The primary purpose is to comply with current legislation while understanding that legal demands may vary according to the site location.

Several factors determine MRV&CO operations, including the planting of seedlings to compensate for vegetal suppression. We have set out to plant species from the local biome, facilitating adaptation and reducing the potential impact caused by the insertion of invasive species. Since 2010, we have planted 1,770,824 trees, which is equal to removing 857,500.27 tons of CO² from the atmosphere.

Pro-Active Performance

In addition to protective actions, and conservation and mitigation of environmental impacts conditioned to counterparts from local governments, MRV also acts proactively in biodiversity projects. For example, we have a project in partnership with the Brazilian Ministry of Regional Development) in the state of Bahia called Agroforestry for the Conservation of River Basins Project.

The goal is to implement 60 agroforestry systems in two quilombola communities in the town of Muquém do São Francisco in environmentally vulnerable and degraded areas, contributing to their revitalization, the sustainable use of natural resources, and the increase in water availability in 16 hectares of the São Francisco River basin.

Legal Assistance and Environmental Criteria

307-01; 308-01; 308-02

IF-HB-160a.4

We are pleased to say that in 2021, MRV&CO received no monetary or non-monetary penalties caused by environmental incidents.

This is the result of extensive work grounded on Environmental Aspects and Impacts (LAIA), which maps the environmental risks of all activities and processes, establishing routines for operational controls to avoid or reduce environmental impacts.

Among the recent advances in environmental compliance, we can highlight:

• Monitoring of all our environmental notices and notifications;

• Structuring of computer-aided and integrated control of compliance with environmental terms and commitments (permits, authorizations, grants, etc.);

and production activities on construction sites. This resource adheres to the requirements of standards such as ISO 14001 and ISO 45001, which supervise the quality of processes through internal and external audit cycles.

• Monitoring of critical activities, such as Sewage Treatment Plants, Artesian Wells, and Concrete Plants, supported by our corporate environmental department;

• Procedural improvements for the authorization and execution of vegetal suppression and counterpart works;

• Implementation of the corporate monitoring of all non-conformities and their handling.

MRV&CO also maintains a Health, Safety, and Environment Management System encompassing several indicators, data, and information, including administrative

We also count on a conscious and responsible supply chain that decisively impacts our activities. Our contribution begins in the evaluation and approval stage and unfolds into risk monitoring and partner qualification actions. The Procurement department is in charge of examining the supply chain in terms of quality, health and safety, environment, social impact, and compliance through a qualitative and annual process consisting of the completion of a 50-question questionnaire. Finally, we evaluate adherence to the current legislation through a Legal Requirements Chart.

Our raw materials and inputs are also rigorously evaluated from the moment they are delivered at the construction sites, in terms of their adherence to technical norms and safety and quality standards, according to the procedures and reports established by ABNT NBR 15575, which deals with the requirements for the performance of buildings throughout their useful life.

CASE

Sustainable Management of Energy and Water

In 2016, MRV&CO decided that all of its developments would switch to photovoltaic power as a clean and renewable energy source. However, the legislation on distributed energy came into effect that same year, and the industry was still adapting to the new possibilities. Nevertheless, at that point, we implemented systems with photovoltaic modules installed on the roofs of the buildings in our new developments. Those were the first Developments with Multiple Consuming Units (EMUCs) in Brazil, a milestone in the country’s history of energy and power.

Four EMUCs are currently operating: Spazio Parthenon, in Contagem, MG (the first in Brazil, launched in 2018); Residencial Diversão and Forte Bittencourt, in Fortaleza, CE; and Parque Chapada da Costa, in Cuiabá, MT. All of them feature guaranteed energy for common areas and a discount on individual electricity bills.

However, we have run into technical issues to continue implementing EMUCs. As developments become more verticalized, the area available for mounting solar cells is limited, and so is the capacity to meet the condominiums’ total demand. The challenge here is to balance the equation between the value of the development, the intensity of occupation, and the actual benefit for owners.

The current strategy is a little different from the one we designed at the first moment: the generation of photovoltaic energy inside the developments only serves the common areas, significantly reducing the electricity bill – and the condo fees, which is a relevant issue for owners. In addition to this alternative, the goal is to equip condominiums with other renewable energy options through partnerships or MRV’s own solar farms

To provide owners with access to clean, renewable energy – and discounts on their electricity bills – we have partnerships with solar farm companies, such as Solatio, Flora, and Stella. The discount can also be extended to the neighborhood through the Good Neighbor project. We also began to invest in our own photovoltaic plants designed for remote consumption at our construction sites and sales offices. The plant currently operating in Uberaba serves MRV&CO’s construction sites and offices across the state of Minas Gerais. New plants are in the feasibility phase in several Brazilian states, and the Lapão plant was launched in March 2022 in the state of Bahia. According to the logic of reducing and resignifying the use of a valuable asset, we have created the Water Reuse System for MRV&CO’s new developments.

Facing the goal of delivering 500,000 new housing units by 2030 (which will generate the equivalent of 3,000+ Olympic-sized pools

of effluents into the sewage systems, every year), our challenge is to develop a business model for the large-scale reuse of domestic effluents that is viable and brings real savings to our clients.

The project was created to be presented at INOVA 2030 – an acceleration program helping young innovative professionals to develop projects to solve business challenges and contribute to the achievement of the Sustainable Development Goals – and was ranked in the top three. As a result, the program was presented at a UN conference, which attests to the great relevance of this initiative. The project is now in the feasibility phase and should be completed in 2022.

Generating sustainability and conscious water and energy consumption for operations and customers has been a great challenge from the very beginning and still is. We create, adapt, and modify business models – and we shall move forward in this never-ending process –until they become viable, good, and profitable for everyone.

Economic Performance

Performance

102-07; 103-201; 201-01

We build the future on a solid foundation.

The evolution of our housing platform in numbers. The future of building must have strong foundations. We need a firm, stable base so that our structures can grow safely. MRV&CO works hard to ensure its operational and financial performance. In 2021, it was no different, and we hit various alltime highs:

The highest profit in history: BRL 805 million

Record-high Net Operating Income: BRL 7.12 billion

And there’s more:

• AHS sales amounted to 1,378 units, amounting to 1.75 billion in OSV;

• Sale of two Luggo developments, amounting to BRL 106 million;

• 3,110 units sold in 2021 by Urba (Net Sales), amounting to BRL 458 million* in OSV

* Data referring to a 100% participation in Urba’s equities.

NOI IN BRL MILLION

6.056

2019 2020 2021

46,4% more profit compared to 2020 7.492 8.101 +49,9% +8,1%

6.646 7.118 +17,5% +7,1%

2019 2020 2021

Between apartments and lots, MRV&CO launched 44,651 units in 2021 – 21.8% more than in 2020. Of these units, 38,758 were sold: a comparative drop in sales of 15.1%.

The most notable impact factor for the reduction is in MRV’s sales, given that the other companies in the group had very significant relative increases.

2021 also marked the consolidation of MRV&CO as the first and only Multinational Housing Platform of Brazilian origin. All of our business lines recorded important advances – which confirms the relevance of the strategy of diversifying products, funding sources and operating markets.

Between apartments and lots, MRV&CO launched 44,651 units in 2021 – 21.8% more than in 2020. Of these units, 38,758 were sold: a comparative drop in sales of 15.1%

The most notable impact factor for the reduction is in MRV’s sales, given that the other companies in the group had very significant relative increases.

As for the landbank , a very representative indicator of the growth potential of MRV&CO companies, we totaled 347,254 units:

• MRV: 93,2%*

• Urba: 3,8%

• Luggo: 0,9%

• AHS: 2,1%

AHS, Urba and Luggo saw substantial increases in their adjusted net income, offsetting a 1.7% drop in MRV’s net income.

As for the landbank, a very representative indicator of the growth potential of MRV&CO companies, we totaled 347,254 units:

Some highlights of 2021

• The AHS land banking has a potential productivity of 7,402 units, equivalent to US$ 11.4 billion in OSV;

• Signing of an Investment Agreement with Brookfield for the sale of 5,100 Luggo units – or BRL 1.26 billion in OSV.

One year ago, the share of MRV’s sales funded by the Casa Verde e Amarela program amounted to approximately 80% of the group’s net sales; this share has now dropped to 46.1% – coupled with record-high sales and profitability.

MRV&CO’s 2021 Financial Results

MRV&CO Results (in thousand BRL)

MRV (REDV) Urba (Subdivision) Luggo (Rental & Leasing)

AHS (U.S. Rental & Leasing) Consolidated (MRV&CO)

Net Operating Income 6.888.682 152.133 1.082 76.503 7.118.400

Cost of housing units sold, and services provided (5.146.409) (86.169) (607) (44.171) (5.277.356)

Gross Profit 1.742.273 65.964 475 32.332 1.841.044

Gross Profit Margin 25,3% 43,4% 43,9% 42,3% 25,9%

Operating Revenue (Expenses) (1.175.781) (36.810) 21.669 491.187 (699.735)

Trade Expenses (621.012) (18.567) (1.697) (1.033) (642.309)

Trade Expenses/NOR 9,0% 12,2% 156,8% 1,4% 9,0%

General & Administrative Expenses (378.457) (24.168) (1.924) (98.841) (503.390)

G&A/NOR 5,5% 15,9% 177,8% 129,2% 7,1%

Other Net Operating Income (Expenses) (113.591) (4.447) 25.290 591.061 498.313

Equity Accounting (62.721) 10.372 - - (52.349)

Operating Income Before Financial Statements 566.491 29.154 22.144 523.519 1.141.309

* Customer Revenues through real estate development.

Note: The Group’s Results are presented by type of company, not by operating segment, as shown in Note 21 (Segment Information).

* The Net Income was adjusted in 2021, disregarding the impacts of the Equity Swap and the mark-to-market (MtM) of the IPCA/CDI Swaps on the Company’s results.

Financial Results 51.240 3.002 (158) (15.319) 38.765

Financial Expenses (193.254) (4.809) (175) (26.293) (224.531)

Revenues 127.276 2.425 17 10.974 140.692

Customer Revenues¹ 117.219 5.386 - - 122.604

Earnings before tax and social contribution 617.732 32.156 21.986 508.200 1.180.074

Income Tax and Social Contribution (139.381) (5.823) (2) (132.191) (277.397)

Net Profit 478.351 26.332 21.984 376.009 902.677

Income Attributable to Non-Controlling Interests 65.223 - - 32.509 97.732

Net Profit Attributable to Shareholders 413.129 26.332 21.984 343.500 804.945

Net Profit Margin 6,0% 17,3% 2031,8% 449,0% 11,3%

Net Profit Margin 522.595 26.332 21.984 343.500 914.411

Adjusted Net Profit Margin 7,6% 17,3% 2031,8% 449,0% 12,8%

MRV&CO’s 2020 Financial Results

MRV&CO Results (in thousand BRL)

MRV (REDV) Urba (Subdivision) Luggo (Rental & Leasing)

AHS (U.S. Rental & Leasing) Consolidated (MRV&CO)

Net Operating Income 6.491.234 88.994 - 66.132 6.646.359

Cost of housing units sold, and services provided (4.661.068) (54.463) - (56.490) (4.772.021)

Gross Profit 1.830.166 34.531 - 9.642 1.874.338

Gross Profit Margin 28,2% 38,8% - 14,6% 28,2%

Operating Revenue (Expenses) (1.176.747) (22.592) (10.914) 49.650 (1.160.603)

Trade Expenses (635.723) (9.302) (2.997) (1.239) (649.261)

Trade Expenses/NOR -9,8% -10,5% - -1,9% -9,8%

General & Administrative Expenses (370.973) (14.496) (1.700) (46.241) (433.410)

G&A/NOR -5,7% -16,3% - -69,9% -6,5%

Other Net Operating Income (Expenses) (121.187) (916) (6.217) 97.130 (31.191)

Equity Accounting (48.863) 2.122 - - (46.741)

Operating Income Before Financial Statements 653.418 11.939 (10.914) 59.292 713.736

Financial Results 84.107 2.582 36 (39.713) 47.012

Financial Expenses (64.228) (4.216) (54) (40.031) (108.529)

Revenues 58.949 1.514 90 318 60.871

¹ Customer Revenues through real estate development.

Note: The Group’s Results are presented by type of company, not by operating segment, as shown in Note 21 (Segment Information).

* The Net Income was adjusted in 2021, disregarding the impacts of the Equity Swap and the mark-to-market (MtM) of the IPCA/CDI Swaps on the Company’s results.

Customer Revenues¹ 89.385 5.284 - - 94.669

Earnings before tax and social contribution 737.525 14.521 (10.878) 19.579 760.747

Income Tax and Social Contribution (136.749) (3.006) - - (139.755)

Net Profit 600.777 11.515 (10.878) 19.579 620.993

Income Attributable to Non-Controlling Interests 69.026 - - 1.826 70.852

Net Profit Attributable to Shareholders 531.750 11.515 (10.878) 17.753 550.141

Net Profit Margin 8,2% 12,9% - 26,8% 8,3%

Adjusted Net Profit Attributable to Shareholders * 531.750 11.515 (10.878) 17.753 550.141

Adjusted Net Profit Margin 8,2% 12,9% 26,8% 8,3%

Far beyond basic infrastructure: the Smart Urba concept

CASE

Smart Urba

UN’s SDG 11 (Sustainable Communities and Cities) is a key objective for MRV&CO, as it is paramount to envision responsible and conscious urbanization to ensure basic social services and quality of life for the population. Accordingly, Urba, MRV&CO’s allotment company, develops products to contribute to the creation of efficient and planned communities, featuring infrastructure, welfare, leisure, and sustainability at an affordable price.

Smart Urba éis a concept based on smart and sustainable neighborhoods, designed to provide a superior experience by combining convenience and comfort with a safe, technological, and socially managed structure.

The Smart Urba developments go beyond the basics and the Cities’ counterparts and offer even more benefits to customers and society, creating genuine value for all. Therefore, they are planned and developed considering the pillars of the Smart Cities concept:

• Intelligent development

• Mobility and accessibility

• Environmental quality

• Ecosystem and biodiversity

• Water conservation

• Energy efficiency

• Technology and innovation

• Materials and waste

• Governance and social development

This is a bold checklist to provide owners with

• Security, convenience, mobility, and technology for a more practical and peaceful routine in a neighborhood that praises social interaction and where residents count on personalized support;

• Comfort, well-being, and environmental valuation to live a healthy life, closer to nature and other people;

• A project designed and built with socioenvironmental responsibility and incentive to local development.

The Smart Urba developments encompass all the conditions to benefit the entire community – residents and neighboring locations alike. Thus, part of the project is that developments are monitored

from the initial stages of the value chain by a social manager, which is essential to engage with all stakeholders, especially the community itself, both internal and external.

Social managers, among other functions, work to establish a Homeowner Association, which will be empowered to manage the neighborhood delivered by Urba with autonomy. Once the association is founded, they will gradually become mediators until their direct action is no longer necessary.

The first two developments following the Smart Urba format are being built in Campinas, São Paulo, according to the principles of smart and sustainable cities, and many more will come. As a form of social legacy, these neighborhoods expand the notion of good living and reflect the best future for housing.

CASE

Innovation at MRV&CO: evolution and revolution

Transformations result from small revolutions. To

accomplish them, we must always innovate on every front: from our way of thinking and doing things, action and reaction, the existing demand, to our aspirations.

Being a reference in the construction industry across Latin America would not be possible without a long trajectory of innovation, research, and development or without the agility to respond to the needs and challenges of the present with our usual quality and efficiency.

carbon footprint (focusing on carbon and steel, for example), and the reduced use of resources such as water and energy.

Another part of the innovation area brings a more transversal look to all sectors of the organization by analyzing the solutions offered to clients, mapping the innovation potential of each project, and relating it to the priority SDGs and MRV&CO’s 2030 Vision. This comprises various approaches: operational efficiency, technological development, portfolio expansion, circular economy, and new businesses.

The sector in charge of promoting this dynamic and continuous movement in MRV&CO is the innovation area. Precisely because it is responsible for small and large everyday revolutions, it must also undergo adaptations and updates every now and then. 2021 was the right moment to do that: we redesigned strategies, restructured objectives, innovated in management, and cultivated a new mindset to innovate across all group’s areas.

We can cite some examples among the projects currently under development: studies for using mining tailings to make concrete; reduction of water and cement use; new construction methods that innovate in the use of wood; and the adoption of offsite construction, which reduces waste in construction sites.

Part of the innovation structure remains linked to the operations department. This comprises research and development in engineering based on the use of modern materials, more sustainable and efficient construction processes, and reduction of our

External partnerships are also important innovation assets. Examples include the Eco-efficient Construction Center with USP, the open innovation projects in engineering with SENAI- MG, and the sustainability project on particulates with UFBA.

AHS Residential: inspiration for innovation without borders

MRV&CO’s innovation area gained a great ally with the incorporation of AHS into the group in 2020.

The Product Innovation and Development Department of the North-American developer has made important advances in methods that can revolutionize the building industry, both in the USA and Brazil. Among them is the use of Artificial Intelligence for spectrometric analysis (to identify the best scenarios to arrange the structures on the land) in the development’s very conception phase. The software takes 30 minutes to complete a task that would normally take two weeks and involve a much larger team of engineers and architects

AHS offsite construction method is a recent advance in building processes, capable of bringing countless quality improvements and reducing costs and negative ESG impacts.

It involves the construction of the internal elements of the apartments, such as bathrooms, laundry rooms, closets, etc., away from the building site at a specialized factory. The finished module is installed in the apartment structures at the proper time, which brings several advantages:

• reduction in the number of workers required;

• agility in construction and reduction of delays;

• simultaneous work on-site and in the factory;

• guaranteed compliance with budget and schedule;

• consistent quality;

• reduction of waste;

• assurance of user safety.

This is how AHS has responded to problems arising in the North American construction context, such as the supply chain stress and the lack of qualified labor to perform the same service on site.

MRV&CO contemplates the application of offsite construction in developments in Brazil to multiply the benefits this method can bring to people and the planet.

Our Vision for the Future 7

Trends: MRV&CO’s gaze into the future

To overcome the biggest sustainability challenges in the construction industry, MRV&CO seeks the best solutions: more efficient management and more innovative processes that can mitigate negative impacts and enhance positive ones.

As we prepared this report, we were able to clearly identify four

As market leaders and a reference in building, these are paths we often blaze, giving us the opportunity to drive and boost genuine and robust change. More than just identifying trends, we anticipate, whenever possible, what will really make a difference.

our movements to address the various challenges of our business – and to keep MRV&CO, whenever possible, at the forefront of transformation, with initiatives always guided by longevity and the desire to build a real legacy to the world and to all the people we may reach.

trends that inspire

Innovation in construction processes and business models

Our responsibility is greater than just building: we are aware of our role in giving meaning to community life.

In an industry so typically traditional as construction, which has changed relatively little over time and adopts processes that have been used for decades in the same way, there are certainly many opportunities to evolve. MRV&CO seeks to occupy the open spaces for innovation with an efficient performance that proves to be determinant to promoting welcome and necessary changes.

We believe that old-fashioned construction processes with intense environmental impact and extensive use of natural resources can and must be redesigned.

A notable example of this is offsite construction . Through this method, the development is built in modules, away from the construction site, reducing the use of materials, especially concrete and cement –which are some of the most environmentally harmful raw materials. A more sustainable alternative, the technology has existed

for some time but has gained ground only recently. AHS has invested heavily in developing this method in its US operations, and the process has also been implemented in Brazil.

Approaches like this one should be strengthened; however, at the same time, we should not get too comfortable. MRV&CO has continued to study new alternatives and search and create new ways of doing things.

By developing and implementing new production processes, not only do we mobilize our supply chain to become more sustainable, but we positively impact the entire industry by inspiring the whole ecosystem of builders and developers. By investing in innovation and research, we can identify processes and materials to reduce construction costs while minimizing environmental impact and improving health and safety for customers.

value across MRV&CO’s production chain by tenaciously pursuing more modern, intelligent, and sustainable production models.

This issue directly concerns the notion of circular economy in the construction industry . By new construction processes, we refer to alternatives encouraging the reduction in the intensive use of resources and supplies. These include MRV&CO’s energy management , initiatives by encouraging the use of photovoltaic systems, and the streamlining of water resources – even in already completed buildings.

However, we know we must go even further by scaling up successful initiatives to reach as many people as possible.

Too often, we see economic factors at the forefront of decision-making – and this often leads businesses to neglect the ESG agenda. Still, our projects and developments have shown that sustainability can be a savings factor: practices that reduce energy and water costs, for example, are very tangible solutions for our customers and, added to the financial benefits, can reduce impacts on the environment as well.

Servitization has stood out as an alternative to replace consumption-intensive models. With this in mind, MRV&CO has diversified its portfolio through the creation of Luggo and the acquisition of AHS. These companies deliver collaborative economy solutions based on renting and sharing services business model that meets the expectations and demands of customers with a lower environmental footprint and a high degree of satisfaction. We foster sustainability and quality of life that successfully fit into the logic of the circular economy – in which we also count on technology as an ally – by employing housing community software and applications aimed at the collaborative and regional economy.

Just as improving production processes is extremely relevant, the constant reevaluation of our business models is also vital to our ESG agenda . It is important to see opportunities that open up from this perspective.

All these elements contribute to business models that make MRV&CO a genuinely disruptive corporate group . A true housing platform that offers solutions for customers, with products designed to go beyond housing units. Now and always, the idea is to create and apply state-of-the-art structures, approaches, processes, and technologies – in addition to valuing and training people – to create sustainable communities.

We know we can add

A long-lasting neighbor relationship

The relationship between the residents of developments and the surrounding communities is a central issue in housing.

Engagement and relationship processes must happen at all stages and across the value chain – from the acquisition of land to building and the occupation of the units – and continue afterward when these homes come to life through the presence of residents and the elements of the surrounding environment.

cornerstone of integrated, sustainable, and mature communities. But what can we do to accomplish that?

The quality of these developments, the fulfillment of market demands, the alignment with clients’ expectations, and compliance with the legislation. All this is just the beginning. Each resident is building his or her life there: everything and everyone around them is part of it.

Indeed, as far as condo life goes, one of the biggest challenges we identified is the quality of neighbor relationships. The interactions among homeowners in developments and their surroundings can often go through conflicts and issues. MRV&CO is an important agent in this scenario – after all, we want our developments to become more than neighborhoods: we want them to be the

This concept supports initiatives such as the Vizinho do Bem Program (learn more on the Social pillar section, on page 84) and projects such as the Escola de Síndicos 2.0 (learn more on page 82); and inspires the innovative business models of Luggo and AHS, which feature property management by companies, or Urba , which, by building entire neighborhoods, also forms community associations to promote their development. Above all, this concept reinforces the notion of legacy –which is dear to us – and, therefore, must be present in all MRV&CO developments.

Creating value for residents means creating value not only for the products we deliver but for their entire micro-universe. It is paramount to listen to the neighboring communities; it is crucial to make that location a setting for real homes; it is indispensable to encourage virtuous bonds.

Education as a pillar of sustainability

To teach, to raise awareness, to drive the development and the evolution of people: MRV&CO has a high potential to impact education among our stakeholders in diverse ways.

We believe that it is a powerful and lasting tool to drive transformation and build more conscious and responsible communities that value people and care for their environment , creating everlasting value that feeds back in the long run as an increasingly sustainable society takes shape.

Today, our initiatives are based on three primary axes – the first two have been more assertive, whereas the third can (and needs to) be expanded and strengthened:

Formal Education

Projects implemented especially via the MRV Institute, in public educational institutions, and in partnership with civil society organizations. The Institute offers financing and mentoring in management to the selected entities, perpetuating practices and advances.

Professional Education

Promoted on several fronts to train and qualify our employees. An example is Escola Nota 10, which focuses on literacy and courses aimed at digital education and socio-environmental education, among other topics. The Human Development area also Offers training courses aimed at professional qualification and development among our employees.

Civil Education

Features strategies to raise awareness about sensitive issues to live a better personal and social life. Customers, families, local communities, and those living near MRV&CO developments often receive content via various community platforms on topics such as civic consciousness, maintenance, and sustainability, among others.

Consciousness and Sustainable Urbanization

By proposing to positively impact all of those living around our developments, MRV&CO takes on the role of leading transformation.

It is a bold stance requiring courage, attitude, and arduous work. It also requires designing collaborative processes and engaging vigorously and transparently with all its stakeholders. This is real engagement with the power to legitimize our efforts towards sustainability.

Making housing viable is not enough. We must also value everything that encompasses the notion of home.

In particular, it is a stance that requires the ability to prioritize what is most relevant about various aspects. For us, in terms of our business strategy, reputation, deliverables, financial returns, and the legacy we aim to leave behind; and for the world – the communities, cities, and the planet; the new generations, and the whole future.

Transformation is a key part of our purpose –and it goes beyond the realm of mere aspiration to materialize through our efforts and investments – which amount to more than 1 billion BRL in recent years – to contribute to the communities where we build our developments by bringing quality of life

and infrastructure to our customers and neighboring communities. Tools such as the Neighborhood Impact Studies (NIS) and constant dialogue help us to promote improvements tailored to the real needs of each location.

Purpose, ideas, solutions, and teamwork allows us to offer multiple ways to realize the dream of owning a home – and go further . More than just condos, apartments, and developments, we materialize forms of conscious and sustainable urbanization, which are intimately connected to our purposes. After all, it is not possible to aspire for a legacy, with a lasting and beneficial relationship for all, without ensuring adequate urban infrastructure for people; and also ensuring that they can enjoy their benefits in the best way possible and for a long time, becoming capable of maintaining and expanding their sustainable environment and themselves as leaders of change.

That’s why we keep evolving.

We are moving forward in our ESG journey, keeping a watchful eye, and seeing far beyond our walls and operations.

And we are still certain that construction practices must have the potential to create, in addition to buildings, condominiums, and subdivisions, Sustainable Cities And Communities – as recommended by SDG 11 .

The challenges of sustainable construction are many. But we can transform our reality — together.

102-01 MRV&CO 10

Business Strategy and Economic Performance 102-02 MRV&CO 10 Business Strategy and 102-03 MRV&CO 10 Economic Performance

• MRV, Urba, Luggo e Sensia: Av. Prof. Mário Werneck, 621 Estoril - Belo Horizonte/ MG

• AHS: 12895 SW 132 St Miami, FL 33186 102-04 MRV&CO 10 Business Strategy and Economic Performance 102-05 MRV&CO 10, 42

Business Strategy and Economic Performance

• MRV: Publicly-held corporation, listed on B3’s Novo Mercado segment. Its shareholding composition at the end of 2021.

• URBA: Urba is a publicly traded corporation, registered with the CVM under No. 025437. Its shareholding structure is as follows: MRV Engenharia e Participações S.A.: 51.19% Conedi: 23.65% José Felipe Diniz: 17.81% 102-06 MRV&CO 10 Business Strategy and Economic Performance

102-07 MRV&CO 10, 109

Business Strategy and Economic Performance

MRV

• total number of employees: 21,618;

• (R$ thousand) 2020 - net sales: 7,492,198; and 2021 - net sales: 8,100,528;

• Total capitalization:

URBA:

• Total number of employees: 332 employees.

• Total number of operations: During 2021, Urba kept 11 construction sites in operation. Net sales: in 2021, Urba totaled R$458.8 million in net sales.

• Number of products or services offered: during 2021, 3,350 units of lots were launched (put up for sale), distributed in 5 projects.

LUGGO:

• Total number of employees: 29

• Total number of operations: 452 units sold to the LUGG11 fund. Also 5,109 units traded with Brookfield.

SENSE:

• total number of employees: 9

• Total number of operations: SENSIA PARQUE PRADO - launched in Feb/2021 = 70% sold, 210 units sold by November 2021; SENSIA HORIZONTES DO ATLANTIC - launched in July/2021 = 40% sold, 80 units sold by November 2021

AHS:

• Total number of employees 20 based in Brazil and 300 in the USA;

102-07 Employees 10, 48, 57

102-08 MRV&CO 10

Business Strategy and Economic Performance

Business Strategy and Economic Performance

GRI Report Chapter Page Material Theme

102-08 Employees 10, 57

102-09 MRV&CO 10 Business Strategy and Economic Performance

Part-time contracts include only temporary employment contracts (Apprentices and Interns). Permanent employment contracts are all full-time.

MRV, Luggo and Sensia: In 2021 we had approximately 7,849 active suppliers on the MRV base. Of these suppliers, 74.32% are considered local suppliers, that is, from the same State as the work. Contracts from material suppliers, service providers, equipment leasing and contractors are considered.

URBA: Types of contracted suppliers: Suppliers of Services, Products, Materials, Lease, Projects. Total number of suppliers contracted in 2021 by the organization: 557; total number of registered suppliers: 1498. Geographical location of suppliers: We do not have this information.

102-10 MRV&CO 10, 15 102-12

Commitments to Sustainable Development 26 102-13 Commitments to Sustainable Development 26

Welcome – Message from the CEOs 4

102-14

Risk Management

102-15

Welcome – Message from the CEOs 4

MRV, Urba, Luggo, Sensia: SECONCI, SINDUSCON, ABRAINC

URBA: AELO - Association of Allotment and Urban Development Companies.

102-15 Risk Management 50 102-16 Governance Instruments 44, 45

MRV: Mission: Realize the dream of owning a home offering properties with the best cost/benefit ratio for the client.

Vision: To be the best company for incorporation, construction and sale of economic enterprises in Brazil.

Values: Ethics and transparency - We respect the laws and moral principles. We do not accept or offer “incentives” of any kind to provide or obtain “advantages”. We don’t lie, we don’t break laws or rules. Our results and actions are transparent, as the relationship with our customers, employees, shareholders and suppliers is honest and trus tworthy. We have integrity in the conduct of our business and we always do the right thing.

Think like the customer - We put ourselves in the customer’s shoes. We treat the customer as we like to be treated. We listen carefully to improve our products and services. Mistakes happen, but solutions must be agile, definitive and exemplary. On a day-to-day basis, the priority is the customer.

Value creation for the Shareholder - We seek excellent and differentiated results, as long as they are sustainable.

We like to be recognized for that. We are never satisfied and we are always looking for new challenges. We mo nitor our indicators and base our decisions on facts and data. We work the routine well, we innovate and we do not give up quality, because our performance depends on it. We strictly control our costs and always seek to add value to our Shareholder. We reward actions that reduce costs without affecting the quality of products and servi ces. We disseminate this value to all employees, who seek opportunities to reduce costs on a daily basis.

Committed team - Our employees take their challenges, commitments and results personally. We know that making dreams come true is not an easy task, but we dedicate ourselves to it every day. We come together as a team and act like “owners”. Our results are achieved, not obtained. We value, retain and invest in employees with differentiated performance. We do not tolerate accommodation.

Share Success - We share and celebrate our success. We distribute part of our profits, as the results are collective achievements. We reward in a differentiated way those who contribute with differentiated results.

Sustainability - We believe that personal and professional development, solid financial results, social investment and environmental preservation generate happiness for people and a better world.

GRI Report Chapter Page Material Theme

Governance Instruments 44,45 102-17 Governance Instruments 102-17 Governance Instruments 48 102-18

102-17

Governance Structure

38 102-19 38 102-20 36 102-22 36 102-23 36 102-24 36 102-25

Governance Instruments 44 Governance Instruments 102-26 Governance Structure 38

102-27

Governance Structure 36

Measures to improve and develop the Board of Directors’ knowledge of environmental and social topics have not yet been implemented. 102-28 Governance Structure 36 102-29 Governance Structure 38, 50

102-30 Risk Management 50

102-31

Governance Structure 38

102-32 Risk Management 50

MRV: According to MRV’s Risk Management policy, which aims to establish the guidelines adopted in the identification, assessment, communication and treatment of risks and opportunities generated as a result of its operation. In addition to ensuring that responsibilities and guidelines are defined, including applicable goals, methodologies and monitoring. Currently, responsibilities related to Risk Management are handled by: Board of Directors; Risk and Compliance Committee; Governance, Ethics and Sustaina bility Committee; Executive Board; Risk and Internal Audit Area; Compliance Area; Managers of areas related to strategic and operational risks. Since 2015, MRV has carried out a six-monthly diagnosis on the management of risks mapped in the Strategic Risks Matrix, through the Risk and Internal Audit area. The risks undergo a careful analysis and later the implementation of actions, controls and/or indicators are evaluated and discussed with the GRC and Privacy Committee.

Specific analysis of socio-environmental impacts, risks and opportunities not yet included in the body’s routine.

The Company, in the process of reviewing its sustainability practices, will analyze and annually approve its sustainability report by its Board of Directors.

Governance Structure 38 102-35 Remuneration and Benefits 67

102-33

102-36 67 102-37 67 102-38 67 102-39 67 102-40 Materiality 32

• External Stakeholders: Academy; Banks and/or Creditors; Providers; Outsourced; Customers and/or Consumers; Community and/or Civil Society; Shareholders and/or Investors;

• Internal Stakeholders: MRV employees; MRV&CO; Employees of Urba and Lugg

GRI Report Chapter Page Material Theme 102-41

MRV, Urba, Luggo and Sensia: All employees are covered by some collective instrument, in this sense 100% coverage. 102-42 Materiality 32 A Design-Thinking Workshop was held with the MRV&CO working group (WG) for the Sustainability Re port, where priority stakeholders were identified. 102-43 102-44 Materiality 32 102-45

MRV, Urba, Luggo, Sensia and AHS: The information disclosed in the financial statements includes the operations of all companies in the corporate structure of MRV&CO, namely: MRV Engenharia e Partici pações (Prime and MRL), Urba, Luggo, AHS (MRV US ). 102-46 Materiality 32 102-47 Materiality 32 102-48 About our Report 7 102-49 Materiality 32 There was a review of the Materiality of the MRV&CO Group. 102-50 About our Report 7 102-51 102-52 102-53 Browsability

GRI Report Chapter Page Material Theme

102-54 About our Report 7

102-55 GRI Content Index 126

102-56 About our Report 7

103-201 Performance 109 Efficiency & Business Stra tegy and Economic Performance 201-01 201-02 Climate change 90 202-01 Remuneration and Benefits 67 Business Strategy and Economic Performance 203-01 Customer Experience 83 Sustainable Construction 203-02

103-205 Governance Instruments

205-01 46 205-02 46

46 Governance, Ethics and Integrity

MRV:

• 100% of operations evaluated for risks related to corruption.

• There was no material fact that indicates significant risks related to corruption. The Compliance area is responsible for monitoring, recommending controls and carrying out projects to intensify MRV&CO’s anti-corruption policies. Among the projects carried out by Compliance in 2021, we can highlight: The Integrity Program managed by the Compliance area, covers guidelines and processes aimed at ensuring the compliance of our conduct with the Code of Conduct and MRV’s values. The program is audited annually by our

External Audit and quarterly, the main activities are reported to the Statutory Governance, Risks and Compliance Committee.

205-03 46

In 2021, no cases of corruption were reported or identified that could be included in the investigations.

103-301 Materials and Waste Management

100 301-01 100 Sustainable Construction 103-302 Energy management 94 Sustainable Construction 302-01 Energy management 94 Sustainable Construction 302-02 Energy management 94 Sustainable Construction

302-03 Energy management 94 Sustainable Construction

302-04 Energy management 94 Sustainable Construction 302-05 Energy management 94 Sustainable Construction 103-303

Water and Effluent Management 94 Sustainable Construction 303-01

Water and Effluent Management 94 Sustainable Construction 303-02 Water and Effluent Management 94 Sustainable Construction 303-03 Water and Effluent Management 94 Sustainable Construction 303-04 Water and Effluent Management 94 Sustainable Construction Effluents generated by water consumed from artesian wells and from water trucks were not considered, only water purchased from concessionaires.

303-05

Water and Effluent Management 94 Sustainable Construction

103-304 Biodiversity 104 Sustainable Construction 304-02

304-03 103-305 Climate change 90 Sustainable Construction 305-01 Climate change 90

Sustainable Construction

The gases considered for the calculation were, with their respective global warming potentials (GWP): CH4 (GWP 25); CO2 (GWP 1); HFC-32 (GWP 675); HFC-125 (GWP 3500); N2O (GWP 298).

305-02 Climate change 90

Sustainable Construction The gases considered for the calculation were, with their respective global warming potentials (GWP): CO2 (GWP 1).

305-03 Climate change 90

Sustainable Construction The gases considered for the calculation were, with their respective global warming potentials (GWP): CH4 (GWP 25); CO2 (GWP 1); N2O (GWP 298).

305-04 Climate change 90 Sustainable Construction

305-05 Climate change 90

Sustainable Construction

The increase in the factor was only in scope 2. Our energy consumption did not increase significantly, in parallel our emissions in this scope doubled, due to a change in the Emission Factor of approximately 105%. The activation of thermal plants caused the country’s average annual Emission Factor to increase. As we had a shortage of rain, to meet the energy demand, the government ends up injecting more ther mal energy into the grid. Regarding the increase in scope 3, it was due to the increase in consumption of civil construction inputs, as we had an increase in units produced.

305-06 Climate change 90 Sustainable Construction

305-07 Climate change 90 Sustainable Construction 103-306

Materials and Waste Management 100 Sustainable Construction

306-01

Materials and Waste Management 100 Sustainable Construction

MRV: Input: consumption of inputs (building materials); Activity: construction process - Concrete Wall; Outputs: waste generation. Possible Impact: Soil/water contamination if not controlled. Control Measu res: Establish PGRCC, issue MTR - Waste Manifest, carry out waste segregation, properly store collected waste and provide an environmentally more appropriate destination.

306-02

Materials and Waste Management 100 Sustainable Construction 306-03

Materials and Waste Management 100 Sustainable Construction Waste data are included in CLIMAS through integration with SAP, and are included as an “output” desti nation.

Materials and Waste Management 100 Sustainable Construction 306-05

306-04

Materials and Waste Management 100 Sustainable Construction

Specifically about class B waste that are mentioned in the SAP, they are usually waste collected by com panies that receive to collect, transport, re-sort the waste and allocate: materials for recycling. Residues considered as impurities (class B residues that are very dirty with organic material or are of a type of plastic not received by the final destination) are sent to a sanitary landfill. This class B category includes wood destination, which is usually reused and/or reused by the final destination.

307-01 Environmental Crite ria and Legal Servi ces 105

308-01 Environmental Crite ria and Legal Servi ces 105

MRV: 100% of suppliers are evaluated according to environmental criteria. We have included the Due Diligence and a questionnaire with socio/environmental questions, which all suppliers must respond to at the time of registration/qualification. We use the Legal Requirements table, which refers to what the su pplier must comply with, as well as other requirements applicable to our activities, products and services. In addition, we annually hold an event called the Supplier Chain Sustainability Program, where we are able to assess and reward our suppliers based on a questionnaire and evidence sent by them.

URBA: We do not have environmental criteria to prioritize supplies. However, we require that they have all necessary documentation with environmental agencies when necessary

308-02 Environmental Crite ria and Legal Servi ces 105

401-01

Attraction, Retention, and Development of Human Capital

61 61

401-03 61, 67

401-03 Remuneration and Benefits 61

We have 100% of our suppliers (8,661 suppliers in 2021) at the time of registration and approval, where in case of non-compliance they are excluded from our database. About third-party monitoring, it is done through DAE. However, we do not have quantitative information.

Standard employee benefits are: life insurance; health plan; disability and disability assistance; materni ty/paternity leave; pension fund/benefit plan; and share acquisition plan. All apply to all MRV and MRV& CO units. In order to offer benefits, there is no difference in workload.

103-403 Health and Safety 70 Health and Safety

403-01 403-02 Health and Safety 71 Health and Safety

403-03 Health and Safety 73 Health and Safety

MRV: To ensure compliance and monitor health and safety requirements that may be included in con ventions and collective bargaining agreements, we have software for legal requirements and data ma nagement to carry out this control. Both systems cover all works, in addition to ensuring that 100% of them undergo internal and external audits and monthly assessments of occupational safety and health standards, covering all workers. An internal regulation ensures and standardizes the management of the topic, including the topics of occupational medicine and occupational hygiene. Cipas work on each project and, in partnership with SESMT (Specialized Service in Safety Engineering and Occupational Me dicine), organize events and awareness programs. Risk assessment includes collective protection measu res – its result is a quantitative assessment, which supports investments and decisions. We count on the technical staff of SESMT, to prepare the basic documents and actions related to health to reduce and control the exposure of occupational risks.

403-04 Health and Safety 72 Health and Safety

403-05 Health and Safety 75 Health and Safety

403-06

Health and Safety

73

Health and Safety

MRV: Administrative workers have health plans, and construction sites are supported by the entities that represent them, in accordance with the collective bargaining agreement. In some cities, MRV has the su pport of non-profit Civil Associations, which directly support the civil construction sector, in order to offer improvements in the health condition, offering free consultations with specialists, such as cardiologist, orthopedist, ophthalmologist, dentist, in addition to enabling discount conditions from the association’s own perspective.

Employees allocated at MRV’s head office have access to the Meu Doutor program, where we have a fa mily health specialist to attend free of charge within our office; MRV&CO also makes available to all em ployees the Second Opinion project, so that they can resolve doubts about a diagnosis or if they need clarification on any suggested medical procedure; The request is made by email and directed to an ac credited doctor. MRV also provides its employees with O Sua Mente, where consultations are carried out online and free of charge by psychologists and psychiatrists. Since 2020, the program has been updated, and directed towards intense work for the mental health of the team, in the face of the challenges faced in the context of the pandemic. In the year 2021, 1906 attendances were recorded. All our employees, third parties and direct relatives have access to teleservice aimed at Covid-19. At the beginning of the pandemic, everyone who was classified as a risk group adopted the home office or was reassigned to activities with guaranteed social isolation. In 2021, considering the advance of vaccination throughout Brazil, employees who had been removed returned to activities with the proper medical clearances and proof of vaccination.

403-07 Health and Safety 70 Health and Safety

403-07 Health and Safety 72 Health and Safety

403-08 Health and Safety 70 Health and Safety 403-09 Health and Safety 76 Health and Safety 403-10

103-404

404-01 61

Attraction, Retention, and Development of Human Capital

61 People Management (Development and Remuneration)

404-02 61

8,606 IDS. Female 4,391 and Male 4,211 and 5 without gender.

i) female: average 0:41:08 and total 10,259:18:00; ii) male: mean 0:50:38 and total 11,903:24; iii) empty: average 18:09:00 and total 04:50:24.

MRV: Grade 10 School Program - The program started in 2011 and qualified more than 4,000 students in more than 180 construction sites.

Confraria – TOP TEAM (Presidency): Program focused on the ability to lead an organization in the pro cess of transformation.

PDL – Leadership Development Program (Executive Managers, Managers, Coordinators). Themes related to the challenges of business and leadership in a digital journey were worked on. PDE – Development Program for Engineers. We work on self-management and productivity, servant and transforming leadership; feedback and development; influence and communication; relationship and empathy. E-learning platform: 24 non-mandatory self-development courses connected to MRV&CO’s cultural skills available to administrative employees. All these courses add up to 15 hours of training. Mandatory Courses (institutional track + URBA code of conduct): the mandatory track totals 04h and 10m of training;

Outplacement: URBA can offer support in the career transition of employees as long as: they have been terminated without just cause, they have been with the company for 10 years or more. The company can define exceptions for cases of employees who have less time at home.

404-03 61

405-01 Employees 48, 57, 59

MRV:

• Total number of incidents of discrimination that occurred during the reporting period: 06;

• MRV&CO has a Confidential Channel (complaint mechanism) that is managed by an independent, outsourced company. All reports are evaluated by the Risk and Internal Audit area on a precautionary and independent basis. During 2021, 09 (nine) reports of discrimination were handled by the Risk and Internal Audit area, 06 (six) of which were confirmed and addressed for taking administrative measures, in accordance with the Company’s Consequence Policy, which provides for measures such as dismissal, suspension, formal warnings, etc. In addition, training is provided by the Compliance and Human Development areas.

URBA:

• We seek to promote and respect human rights and we understand that everyone is equal and deserves to be treated with dignity. The Company offers employees a healthy and safe work environment, based on the principles of mutual trust, respect, cordiality and awareness of treating others well and does not tolerate any act of discrimination, persecution, embarrassment, threat, interference or inappropriate insinuations from any nature, especially those that may characterize moral or sexual harassment. Reinforcing this guideline, during the first half of 2021 we carried out an episode of the “Papo Reto com o Compliance” project, focusing on the theme of respect for human rights, in particular: prejudice, discrimination, racism, racial slurs, harassment, diversity and inclusion. The project aims to approach directly with the target audience on topics that are recurrent in the Confidential Channel, object of doubts and guidelines, labor complaints, etc. In the second semester, we worked with the central theme: “Harassment, Never. Respect, Always!”. In 2021, three awarenessraising actions were also carried out at the construction sites - Daily Health and Safety Dialogue (DDS), addressing the themes integrity, ethics, harassment, respect, diversity, prejudice, etc. During 2021, we received the registration of a case of discrimination through a labor claim. The case was dealt with and administrative corrective measures taken.

408-01

MRV: There were no cases of suppliers related to child labor. Measurements are available in our Supply policy. In the Registration for release of employees for evaluation, we check the delivery of employees, ensuring that no minor is released to work, as well as any employee who does not meet the specifica tions of current legislation. When hiring our own workforce, we also assess the minimum age and ensure that only people of suitable age will work.

409-01 Social and Human Rights Criteria 85

412-01 Social and Human Rights Criteria 85

412-02

Number of construction sites: 330. 100% undergo human rights assessments. Suppliers are evaluated at the time of registration to ensure that they are not on the list of work analo gous to slavery, which I believe, and the DAE monitors contractors to ensure compliance with salary pay ments, social security obligations and benefits. In most contracts there are clauses in which the supplier undertakes to guarantee respect for human rights.

MRV: Considering all diversity actions in 2021: 100% Workplace users viewed at least 1 of the actions taken in the year.

URBA: Currently, Urba does not have specific adjustments on human rights, however, the topic is impor tant throughout the execution of ethics – Code of Ethical Conduct and in DDS.

412-03 Social and Human Rights Criteria 85

413-01

MRV: All operations are subject to environmental licensing, varying according to each municipality. In addition, in territories that have the Neighborhood Program, a neighborhood profile mapping is carried out, where activities are carried out according to the profile of each community.

MRV is present in several municipal councils. We are in councils like Sinduscon, Fiemg, ABRAINC, Seconci. We have a channel for receiving neighborhood complaints called Dialogue with You. In the channel, in 2021, we had 128 complaints, until August/2021, on topics such as: Employee conduct, Damage to the residence, Damage to public roads, effluents, Air quality, Burns, Waste, Noise after hours and Safety. We have the Neighborhood Relationship program in 12.5% of the projects.

103-413 Customer Experience 83 Sustainable Construction 413-02 Customer Experience 83 Sustainable Construction

MRV, Luggo and Sensia:

• All MRV operations have the potential for impact.

• The main real and potential negative impacts identified are: Damage to the residence, Damage to the public road, Effluents, Air quality, Fires, Residues, Noise after hours. 414-01 Social and Human Rights Criteria

85 8661 Suppliers in 2021 414-02 85 415-01 Governance Instruments 45 103-416 Customer Experience 78 416-01 Customer Experience 78 Product Quality

416-02 Customer Experience 78 Product Quality

103-417 Customer Experience 78

417-01 Customer Experience 78 Product Quality

417-02 Customer Experience 78 Product Quality

103-418 Data Privacy and Security 52 Data Privacy and Security 418-01

MRV, Urba, Luggo, Sensia:

• In 2021, MRV did not receive any substantiated complaints regarding breaches of customer privacy.

• MRV did not receive any complaints from regulatory agencies in 2021. In 2021, we did not identify any type of leak related to customer personal data. MRV values the security and privacy of the personal data of all holders who have some type of relationship with us.

419-01 Social and Human Rights Criteria 85

Material Theme Report Chapter Page Material Theme

IF-EN-250a.1 Customer Experience 78

IF-EN-250a.2

IF-EN-410a.1 Environmentall - Introduction

IF-HB-160a.4 Climate change 90

IF-HB-160a.4 Environmental Criteria and Legal Service 105

IF-HB-410a.3 Customer Experience 78

IF-HB-410a.3 Environmentall - Introduction

IF-HB-410a.4 Environmentall - Introduction