Braskem periodically assesses the materiality, that is, the relevance, of sustainability issues in order to structure its strategy for the company's contribution to sustainable development. In 2013, this evaluation was renewed based on a structured stakeholder consultation process, summarized in the following diagram.

Consultation Process

29 Apects (Based on GRI*)
17 Material Aspects
10 Macro-Objectives

Workshops with internal and external stakeholders**

3 workshops with Team Members (2 in Sao Paulo, 1 in Salvador)

4 workshops with external stakeholders (in Triunfo, Maceió, Salvador, and Sao Paulo)

1 workshop in the U.S.A. (with internal and external stakeholders)

6 meetings with Financiers, Government, and Local Communities in Mexico.

Interviews with leaders**

35 interviews with Braskem's senior leadership (all vice presidents and Directors responsible for areas with high sustainability influence)

Online survey***

2,001 responses to the online survey, from Team Members, Customers, Suppliers, Academia, Local Groups (NGOs, Local Communities, Trade Associations), Opinion Formers (Government, Press), and General Public.

Consolidation and Results**

1 workshop, involving the Sustainable Development, People & Organization (equivalent to HR), and Strategic Planning teams.

* Global Reporting Initiative (G3 and G4); international standard for matters regarding the promotion of sustainability.

** Supported by ERM, specialized sustainability consultancy.

*** Supported by Reputation Institute, specialized stakeholder consultation consultancy.

With the aspects listed by the Global Reporting Initiative Reporting Guidelines (GRI, considering both G3 e G4) as a starting point, we analysed each aspect to define how they should be analysed. We came to the conclusion that some aspects could be aggregated (e.g. safe use of products includes customer health and safety and product labelling) and others did not require evaluation, either because they are issues in which we did not identify any involvement of our value chain (e.g. indigineous rights) or they are considered basic obligations, such as meeting legal requirements. Hence we reached 29 aspects to be analysed. To see the full description, click here .

The result of this process was registered in the Materiality Matrix below, which plots the extent of Braskem's impact in the matter in question (assessed using data on the context in which Braskem operates and our contribution to it) versus the relevance of each aspect to our stakeholders (ponderation of the ranking each aspect attained in the different consultations performed). Braskem's level of control over each aspect was also assessed, to help us understand how to act on the matter. Click on each element of the matrix to find out more about the definitions used, as well as the evaluation of each topic. To download the full material, with all results and definitions, click here .

Braskem Materiality Matrix

Level of Braskem's impact

4 - High

3 - Medium

2 - Low

1 - Irrelevant

2 - Low

3 - Medium

11b

4 - High

Level of importance for Stakeholders

LEVEL OF BRASKEM'S CONTROL OR INFLUENCE OVER THE ASPECT

1 - MINIMAL
2 - LOW
3 - MEDIUM
4 - STRONG

- 1. Non-renewable resources
- 2. Water
- 3. Climate Change and Energy
- 4. Air
- 5. Waste
- 6. Transport
- 7. Biodiversity (a = Mexico)
- 8. Post-consumption
- 9. Suppliers - Environmental Management
- 10. Product development -Environmental
- 11. Jobs (b = USA)
- 12. Freedom of Association
- 13. Health and safety
- 14. Training and Career
- 15. Equal opportunities
- 16. Company security guards
- 17. Safe use of Braskem's products
- 18. Grievance mechanisms
- 19. Suppliers - Social Management
- 20. Economic Performance
- 21. Community investment and relationships
- 22. Receipt of government assistance
- 23. Local suppliers
- 24. Free competition
- 25. Fraud and corruption
- 26. Contribution to public policy
- 27. Product development - Social
- 28. Labor from local communities
- 29. Transparency and integrity

Materiality
Critical
High
Moderate
Low

1. NON-RENEWABLE RESOURCES

IMPORTANCE

Medium (3):

Topic ranking in the consultations

10^th per Braskem Leaders (3);
2^nd in online survey (4);
Prioritized in 8 out of 8 workshops with an average score of 3.3 (3);

IMPACT

High (4):

Braskem is the largest industrial consumer of natural gas in Brazil

Braskem is the largest consumer of naphtha in Brazil

CONTROL

Medium (3):

Making products from renewable sources is controlled by Braskem, but markets define acceptance (3) ;

Prioritized in 8 out of 8 workshops with an average score of 3.4 (3) ;

2. WATER

IMPORTANCE

Medium (3):

Topic ranking in the consultations:

11^th per Braskem Leaders (3);
7^th in online survey (4);
Prioritized in 8 out of 8 workshops with an average score of 3.6 (4);

IMPACT

High (4):

Braskem is among the 5 largest consumers of water in the states of Bahia, Rio Grande do Sul, and Alagoas (BA, RS, AL)

CONTROL

Medium (3):

Braskem controls the consumption, but not the availability of water (3) ;

Prioritized in 8 out of 8 workshops with an average score of 3.6 (4) ;

3. CLIMATE CHANGE AND ENERGY

IMPORTANCE

Low (2):

Topic ranking in the consultations:

16^th per Braskem Leaders (2);
14^th in online survey (3);
Prioritized in 5 out of 8 workshops with an average score of 3.3 (3);

IMPACT

High (4):

Braskem is among the 5 largest industrial consumers of energy and emitters of greenhouse gas emissions in Brazil

CONTROL

Medium (3):

The control depends on other parties (suppliers of renewables) and on government regulation (3) ;

Prioritized in 5 out of 8 workshops with an average score of 3.2 (3) ;

4. AIR

IMPORTANCE

Medium (3):

Topic ranking in the consultations:

14^th per Braskem Leaders (3);
9^th in online survey (3);
Prioritized in 6 out of 8 workshops with an average score of 3.6 (4);

IMPACT

High (4):

Among the 5 largest sources of industrial atmospheric emissions in Maceio, Camacari, and Triunfo;

In Triunfo, responsible for over 90% of SO₂, NOx, and Particulate Matter

CONTROL

Strong (4):

Braskem controls its SOx, NOx, and PM emissions (4) ;

Prioritized in 7 out of 8 workshops with an average score of 3.4 (3) ;

5. WASTE

IMPORTANCE

Medium (3):

Topic ranking in the consultations:

12^th per Braskem Leaders (3);
11^th in online survey (3);
Prioritized in 5 out of 8 workshops with an average score of 3.7 (4);

IMPACT

High (4):

Braskem is among the 5 largest generators of industrial waste in Alagoas, Bahia, and Rio Grande do Sul.

The chemical industry is the largest source of hazardous waste in Brazil.

CONTROL

Strong (4):

Braskem is 100% responsible for the waste produced in its operations (4) ;

Prioritized in 5 out of 8 workshops with an average score of 3.6 (4) ;

6. TRANSPORT

IMPORTANCE

Irrelevant (1):

Topic ranking in the consultations:

28^th per Braskem Leaders (3);
29^th in online survey (3);
Was not prioritized in the workshops

IMPACT

Low (2):

Although we transport hazardous products, our operation makes up less than 10% of the quantity of product transported in São Paulo (for example)

CONTROL

Low (2):

A sizeable part of product transport is contracted by our Clients (2) ;

Was not prioritized in the workshops

7. BIODIVERSITY

IMPORTANCE

Low (2), except Mexico (4):

Topic ranking in the consultations:

29^th per Braskem Leaders (3);
20^th in online survey (3);
Prioritized in the Alagoas workshop with a high score - 3.8 (4);
7a = high importance in Mexico: 4^th in the survey and cited in 4 of 6 meetings.

IMPACT

Irrelevant (1), except México (2):

Braskem has no operational facilities in areas of high value in biodiversity, with the exception of Mexico (7a), where an endangered species was relocated.

CONTROL

Medium (3):

Braskem is located at industrial sites and has control through contracts (3) ;

Prioritized in Alagoas workshop with an average score of 3 (3) ;

8. POST-CONSUMPTION

IMPORTANCE

Medium (3):

Topic ranking in the consultations:

3^th per Braskem Leaders (4);
18^th in online survey (2);
Prioritized in 7 out of 8 workshops with an average score of 3.2 (3);

IMPACT

High (4):

Braskem is the largest producer of thermoplastic resins in Brazil; the rate of mechanical recycling of post-consumption plastic in Brazil is 21%, only 52% of waste receives appropriate treatment.

CONTROL

Low (2):

Multiple parties are involved in the waste treatment chain (citizens, government, treatment companies...) (2) ;

Prioritized in 7 out of 8 workshops with an average score of 2.7 (3) ;

9. SUPPLIERS - ENVIRONMENTAL MANAGEMENT

IMPORTANCE

Low (2):

Topic ranking in the consultations

23^rd per Braskem Leaders (1);
28^th in online survey (1);
Prioritized in 1 out of 8 workshops with an average score of 3.6 (4);

IMPACT

Medium (3):

Braskem is among the 10 largest buyers of hazardous products. Petrobras, however, is one of the main suppliers

CONTROL

Low (2):

Braskem can make contractual requirements to influence suppliers (except naphtha) (2) ;

Prioritized in 1 out of 8 workshops with an average score of 3.4 (3) ;

10. PRODUCT DEVELOP.- ENVIRONMENT

IMPORTANCE

High (4):

Topic ranking in the consultations

4^th per Braskem Leaders (4);
3^rd in online survey (4);
Prioritized in 6 out of 8 workshops with an average score of 3.4 (3);

IMPACT

Medium (3):

18% of Braskem's polymer revenue comes from products developed in the last 3 years

Other chains have more innovation potential (technology, telecommunications, automobiles)

CONTROL

Medium (3):

Development also depends on suppliers and customers (3) ;

Prioritized in 6 out of 8 workshops with an average score of 3.3 (3) ;

11. JOBS

IMPORTANCE

Low (2), except for the USA (4):

Topic ranking in the consultations:

18^th per Braskem Leaders (2);
24^th in online study (4);
Prioritized in 3 out of 8 workshops with an average score of 3.5 (4)
11b = considered one of the most important topics at the USA workshop

IMPACT

Medium (3):

Braskem is not labor-intensive (less than 0.1% of industrial jobs in Brazil)

the plastics chain, however, generates around 5% of industrial jobs in Brazil

CONTROL

Medium (3):

Braskem does not control job generation for its suppliers or customers, but can influence their growth (2) ;

Prioritized in 3 out of 8 workshops with an average score of 3.5 (4) ;

12. FREEDOM OF ASSOCIATION

IMPORTANCE

Medium (3):

Topic ranking in the consultations:

24^th per Braskem Leaders (1);
25^th in online survey overall (1),
but 1^st per Team Members (4)
Was not prioritized in the workshops

IMPACT

Low (2):

Braskem is not labor-intensive

Considering indirect jobs also, it generates less than 0.5% of industrial jobs in Brazil.

CONTROL

Strong (4):

Braskem controls the topic in its operations, including for supervised contractors, through contracts (4) ;

13. HEALTH AND SAFETY

IMPORTANCE

High (4):

Topic ranking in the consultations

1^st per Braskem Leaders (4);
1^st in online survey (4);
Prioritized in 7 out of 8 workshops with an average score of 3.7 (4)

IMPACT

High (4):

Braskem is the largest producer in the country of some toxic products

Due to the stocks of hazardous products, there are high risks

CONTROL

Strong (4):

Braskem has total control over these risks (4) ;

Prioritized in 7 out of 8 workshops with an average score of 3.6 (4) ;

14. TRAINING AND CAREER

IMPORTANCE

Medium (3):

Topic ranking in the consultations

9^th per Braskem Leaders (3);
6^th in online survey (4);
Prioritized in 1 workshop with Team Members (Bahia), with an average score of 3.0 (3)

IMPACT

Irrelevant (1):

Braskem is not labor-intensive. Less than 0.1% of industrial jobs in Brazil

CONTROL

Strong (4):

Braskem is able to control this matter (4) ;

Prioritized in 1 internal workshop (Bahia), with a high score of 3.8 (4) ;

15. EQUAL OPPORTUNITIES

IMPORTANCE

Medium (3):

Topic ranking in the consultations

13^th per Braskem Leaders (3);
4^th in online survey (4);
Was not prioritized in the workshops

IMPACT

Irrelevant (1):

Braskem is not labor-intensive. Less than 0.1% of industrial jobs in Brazil

CONTROL

Strong (4):

Braskem can control this matter (4) ;

16. COMPANY SECURITY GUARDS

IMPORTANCE

Irrelevant (1):

Topic ranking in the consultations

26^th per Braskem Leaders (1);
27^th in online survey (1);
Was not prioritized in the workshops

IMPACT

Irrelevant (1):

Braskem's expenditures on private security are less than 1% of this market.

CONTROL

Strong (4):

Braskem, by means of its contracts, is fully capable of controlling this matter (4) ;

17. SAFE USE OF BRASKEM'S PRODUCTS

IMPORTANCE

Medium (3):

Topic ranking in the consultations

5^th per Braskem Leaders (4);
13^th in online survey (3);
Prioritized in 2 out of 8 workshops with an average score of 3.0 (3)

IMPACT

Medium (3):

Braskem produces and sells some hazardous and toxic products, but handling takes place in industrial settings, which are more controlled

CONTROL

Low (2):

The safe use of chemical products depends on suppliers and customers (2) ;

Prioritized in 2 out of 8 workshops with an average score of 2.6 (3) ;

18. GRIEVANCE MECHANISMS

IMPORTANCE

Irrelevant (1):

Topic ranking in the consultations

19^th per Braskem Leaders (2);
22^nd in online survey (1);
Was not prioritized in the workshops

IMPACT

Low (2):

Braskem is a B2B company, and therefore has a lower number of interactions than B2C companies

CONTROL

Strong (4):

Braskem is able to control the matter (4) ;

19. SUPPLIERS - SOCIAL MANAGEMENT

IMPORTANCE

Low (2):

Topic ranking in the consultations

17^th per Braskem Leaders (2);
23^rd in online survey (1);
Prioritized in 1 external workshop (São Paulo) with a high score of 3.6 (4)

IMPACT

Low (2):

Braskem is not a large indirect employer. Our supply chain would generate 3% of industrial jobs in Brazil at most.

CONTROL

Low (2):

Braskem can make contractual requirements to influence suppliers (excluding naphtha) (2) ;

Prioritized in 1 out of 8 workshops with an average score of 3.4 (3) ;

20. ECONOMIC PERFORMANCE

IMPORTANCE

Medium (3):

Topic ranking in the consultations

2^nd per Braskem Leaders (4);
10^th in online survey (3);
Prioritized in 4 out of 8 workshops with an average score of 3.3 (3)

IMPACT

Medium (3):

Braskem is the 15^th largest company by EBITDA in Brazil and number 1 in the industry.

Braskem is the 21^st largest chemical company in the world

CONTROL

Medium (3):

Braskem controls some variables, but there are numerous others that define the ability to define the profit (3) ;

Prioritized in 4 out of 8 workshops with an average score of 3.4 (3) ;

21. COMMUNITY INVESTMENTS & RELATIONSHIPS

IMPORTANCE

Low (2):

Topic ranking in the consultations

27^th per Braskem Leaders (1);
17^th online survey (2);
Prioritized in 6 out of 8 workshops with an average score of 3.3 (3);

IMPACT

High (4):

Braskem is likely among the 10 largest industrial investors in community benefits in Brazil

CONTROL

Strong (4):

Braskem is able to control the matter (4) ;

Prioritized in 6 out of 8 workshops with an average score of 3.1 (3) ;

22. RECEIPT OF GOVERNMENT ASSISTANCE

IMPORTANCE

Irrelevant (1):

Topic ranking in the consultations

25^th per Braskem Leaders (1);
26^th online survey (1);
Was not prioritized in the workshops

IMPACT

Medium (3):

Braskem is the 49^th largest taxpayer in Brazil

CONTROL

Low (2):

The most Braskem can do is request the benefit, but the decision is beyond Braskem (2) ;

23. LOCAL SUPPLIERS

IMPORTANCE

Low (2):

Topic ranking in the consultations

15^th per Braskem Leaders (2);
12^th online survey (3);
Prioritized in 1 internal workshop (Bahia) with an average score of 3.0 (3)

IMPACT

High (4):

Braskem is not a large generator of indirect employment, but can be very important for the cities in which it has operations. Example: Maceio, Camacari, Triunfo, Duque de Caxias etc.

CONTROL

Low (2):

Braskem may wish to engage, but local suppliers may not exist (2) ;

Prioritized in 1 out of 8 workshops with an average score of 3 (3) ;

24. FREE COMPETITION

IMPORTANCE

Medium (3):

Topic ranking in the consultations

22^dn per Braskem Leaders (2);
21^st online survey (2);
9^th for customers in the survey (3)
Was not prioritized in the workshops

IMPACT

Medium (3):

Braskem is the 21^st largest chemical company in the world.

Braskem is the largest resin producer in the Americas

CONTROL

Strong (4):

Braskem is able to control the matter (4) ;

25. FRAUD AND CORRUPTION

IMPORTANCE

Low (2):

Topic ranking in the consultations

20^th per Braskem Leaders (2);
16^th in online survey (2);
Was not prioritized in the workshops

IMPACT

Medium (3):

Braskem can define a series of procedures to reduce the risks of illicit negotiations, but they can happen regardless

CONTROL

Medium (3):

Braskem may define a series of procedures to reduce the risks of illicit negotiations, but they can happen regardless (3) ;

26. CONTRIBUTION TO PUBLIC POLICY

IMPORTANCE

High (4):

Topic ranking in the consultations

7^th per Braskem Leaders (4);
19^th online survey (2);
Prioritized in 2 out of 8 workshops with an average score of 3.7 (3)

IMPACT

High (4):

Braskem is the 2^nd largest chemical manufacturer in Brazil revenue-wise

Braskem is the 49^th largest taxpayer in Brazil

CONTROL

Low (2):

Braskem may attempt to have an influence, but decisions are beyond its control (2) ;

Prioritized in 2 out of 8 workshops with an average score of 2.5 (3) ;

27. PRODUCT DEVELOPMENT - SOCIAL

IMPORTANCE

High (4):

Topic ranking in the consultations

6^th per Braskem Leaders (4);
5^th online survey (4);
Prioritized in 2 out of 8 workshops with an average score of 3.5 (4)

IMPACT

High (4):

Plastic components reduce costs of final products

Other chains have more innovation potential (technology, telecommunications, automobiles)

CONTROL

Medium (3):

Development also depends on suppliers and customers (3) ;

Prioritized in 2 out of 8 workshops with a high score of 3.5 (4) ;

28. LABOR FROM LOCAL COMMUNITIES

IMPORTANCE

Medium (3):

Topic ranking in the consultations

21^st per Braskem Leaders (2);
15^th in online survey (2);
5^th for Team Members (4);
Prioritized in 3 out of 8 workshops with an average score of 3.3 (3)

IMPACT

High (4):

The plastics chain generates around 5% of the industrial jobs in Brazil, which, if applied to a location, may be very relevant

CONTROL

Medium (3):

The participation of other parties is required to train the local workforce.

Prioritized in 3 out of 8 workshops with an average score of 3.8 (4) ;

29. TRANSPARENCY AND INTEGRITY

IMPORTANCE

High (4):

Topic ranking in the consultations

8^th per Braskem Leaders (3);
8^th online survey (4);
Prioritized in 5 out of 8 workshops with a high score of 3.7 (4)

IMPACT

Medium (3):

Braskem is the 7^th largest private company in Brazil

Braskem does not deal B2C, which reduces its exposure

CONTROL

Strong (4):

Braskem is able to control the matter (4) ;

Prioritized in 5 out of 8 workshops with a high score of 3.8 (4) ;

Braskem's impact and/or that of its value chain is a major factor in the topic's outcome. The topic is relevant on a global scale, or, if it is local, Braskem makes relevant contributions in the majority of its operating regions.

Braskem's impact and/or that of its value chain contributes to the topic, but Braskem/its value chain is one of the largest agents only in some of its regions of operation.

Braskem's impact and/or that of its value chain influences the topic outcome, but Braskem /its chain is at most a medium-sized agent in its operating regions .

Braskem's impact and/or that of its value chain does notchange the outcome of the topic.

The topic is of high relevance to internal and external stakeholders

The topic is of medium relevance to internal and external stakeholders, orof high relevance to a specific stakeholder

The topic is of low relevance to internal and external stakeholders

The topic is irrelevant for internal and external stakeholders

Braskem has no significant control or influence in regard to this topic. The result depends on the actions of others.

Braskem does not control the matter, but can influence its stakeholders. The result depends more on others than on Braskem.

Braskem controls the matter in its operations and/or significantly influences its stakeholders. The result depends on the collective measures taken by the parties.

Braskem controls the matter and is the main responsible for the outcome.