Contents 2 Introduction p.3 Corporate Strategy p.205 Highlights 2020 p.5 Financial and Economic Performance p.230 Statement from the CEO p.20 Annual Chart p.236 Overview p.23 Acknowledgments p.249 Significant Numbers p.38 Final Provisions p.250 Achievements 2020 p.48 GRI Index p.251 Society p.125 Directors p.271 Social Balance Sheet p.169 Financial Statements p.272 Environment p.175 Introduction 3 The 2020 Integrated Report aims to provide accountability and information to society, focusing on the organization’s ability to generate value over time, based on the management of its capital. In addition to the Financial Statements, this document also introduces the Long-term Strategy, the Business Plan, the resources used, the capitals engaged and the impacts generated in the sustainability area, in compliance with the provisions of Law No. 13.303/2016 – State-Owned Companies Law, and is available on the website: www.metro.sp.gov.br/metro/institucional/pdf/relatorio-integrado-2020.pdf Opinions, information and suggestions about the integrated report can be submitted at: www.metro.sp.gov.br/fale-conosco/registro-manifestacao.aspx Introduction 4 Scope Materiality The data and information correspond to the management of For definition of relevant and strategic topics, the Business Plan Companhia do Metropolitano de São Paulo from January 1 to and the Long-Term Strategy, the context of sustainability and December 31, 2020 and refer to the company’s performance in the onions of stakeholders (given in a number of the metropolitan passenger transport sector, as the body communication and media channels) were considered, as well responsible for planning, project, construction, deployment, as the economic and financial performance of the Company in operation and maintenance of the rapid transit network. 2019 and 2020. This Integrated Report 2020 includes the Annual Charter, signed The Integrated Report 2020 is structured to adhere to the model by the members of the Board of Directors, in accordance with developed by the International Integrated Reporting Council – the Law. IIRC, in the Brazilian Accounting Standard CTG 09, of November 19, 2020, and is based on the parameters established in the Data from third-parties and suppliers involved in the company’s Global Reporting Initiative - GRI standards for reporting activities are not included, as well as information on Metro’s sustainability management, and the International Financial lines operated by concessionaires in the private sector. Reporting Standards - IFRS criteria, for financial and other accounting information to present information in a transparent manner to stakeholders, bringing an integrated view of the business model and strategies, as well as the financial, human, intellectual, manufactured, natural and social capital considered to create value. The Integrated Report 2020 also addresses the opportunities and risks identified in the operational, governance and financial and non-financial performance context. Highlights 2020 5 COVID-19 In 2020, after WHO declared the Novel The key actions were: Coronavirus pandemic, the São Paulo Metro adopted a series of actions aimed at fighting Creation of a COVID-19 Committeeto support the operation and preventing contagion. Consolidation of information and referral of all actions related to the Coronavirus subject to support management and employees. Cleaning Implementation of new hygiene and cleaning protocols on trains and stations, operational and administrative posts and disinfection of equipment and vehicles. Capacity monitoring Real-time monitoring of train capacity, with the initial goal of carrying up to 2 standing passengers per m². The data shared to support decision-making, adjustments in capacity strategies and guidance to passengers on the best distribution on platforms and trains. Highlights 2020 6 COVID-19 Contingency Plan: support for stations and traffic ARCHIVE / METRO MÁRCIA ALVES Transfer of employees from the technical and administrative staff to support service at the stations, due to the reduced operating staff during the pandemic. Reinforcement of the operation of trains with employees of the technical staff and supervisors of the stations and security qualified to operate trains, when necessary. New operational distance training Continuity of operational training with participants and instructors in face-to-face work restrictions. Communication . Internal operational communication of guidance to all Use of mask on a train and in the work employees. of art by artist Alex Fleming at Sumaré Station . Operational communication of guidance to passengers. Broadcasting of educational campaigns, totaling 16 motivational videos and 4 institutional videos. Highlights 2020 7 COVID-19 Passenger temperature check Public call for passenger check monitoring, for tests with Collective Body Temperature Monitoring and Detection of Use systems in order to validate solutions for the protection of passengers related to COVID-19. Implementation of the first control point at the Trianon-Masp station in December 2020. Physical barriers Installation of mirror validator and acrylic protection against Coronavirus to protect employees in the operation of blocking lines. Highlights 2020 8 COVID-19 Partnership with the private sector Distribution of more than 1 million personal protective masks to passengers. Installation of 4 hygienic booths at stations: . Corinthians-Itaquera (Line 3-Red); . Paraíso (connection of Lines 1-Blue and 2-Green); . Sé (integration of Lines 1-Blue and 3-Red). The product used is Chlorhexidine, a potent antiseptic, used in surgical procedures. Highlights 2020 9 COVID-19 For our staff . Distribution of masks, alcohol-based hand sanitizer, kits for internal hygiene of the vehicle fleet (with special attention to ambulances, vans and minibuses); . Distribution and placement of warnings, demarcation of floors, isolation of chairs and tables in pantries, cafeterias and restaurants in the yards and enhanced cleaning in all common and circulation areas; . Use of digital thermometers to check the temperature of employees, service providers and visitors at the entrance to buildings under Metro’s responsibility; . Implementation of the teleworking system in the administrative areas, for a contingent of approximately 600 employees, with a reduction in expenses estimated at R$ 9 million/year. Highlights 2020 10 Respect and Safety Accessibility at 100% of stations Platform Screen Doors Implementation of elevators and tactile signage on the floor, Implementation of platform screen doors at stations, preventing from the access points to the boarding place on the platforms people and objects from falling on the track and allowing trains at all stations. to circulate with greater speed in the region of the platforms, Implementation of priority seats, audible and visual signaling reducing travel time. announcing the next station and the opening side of the doors on all trains. Availability of staff trained to assist people with disabilities or restricted mobility. Public Security Development of strategies to ensure the safety of passengers at access points, platforms and trains. A modern closed-circuit television system is available at all 62 stations, together with a Security Control Center, which are essential for fighting crime. Highlights 2020 11 Innovation QR Code Ticket To make life easier for passengers when buying their tickets, Metro implemented fare payment via QR Code. This new system brings more convenience and saves time, since it can be purchased with a credit card via app or website. In this case, the code is generated on the mobile phone and the ticket is released by pointing the mobile phone screen to the reader. MÁRCIA ALVES / ARCHIVE / METRO MÁRCIA ALVES Passengers at the station may also purchase tickets via debit card at self-service machines or paying in cash at ticket windows. The ticket is printed on the spot, and then the passenger must insert it into the reader located at the locks. Highlights 2020 12 Innovation MÁRCIA ALVES / ARCHIVE / METRO MÁRCIA ALVES MetroLab First innovation laboratory among the world’s metros, counting on scientists, technicians and researchers in a joint effort to pursue innovation projects and solutions improving urban mobility. The history of the São Paulo Metro’s pioneering spirit once again emerges with a project that points to open innovation, new methodologies and the transmission of knowledge. All with the aim of always offering a world-class rapid transit system. Highlights 2020 13 Innovation BIM room on Metro’s premises Implementation of an environment especially dedicated to the activities of production and training of professionals for the development of projects using BIM - Building Information Modeling technology. Highlights 2020 14 Innovation MÁRCIA ALVES / ARCHIVE / METRO MÁRCIA ALVES Shared Services Center – CSC Opening of the CSC operating space, aiming at increasing efficiency in the provision of services, reducing costs, eliminating redundancies in carrying out work and supporting organizational units to dedicate themselves to their core activities. Highlights 2020 15 Innovation Technological Innovation Center of the São Paulo Metro – NIT Creation of the unit responsible for managing the company’s innovation and articulating the network of institutions – on a global level – to establish a strategic look at urban mobility, aiming to improve the lives of passengers on metropolitan rapid transit system and, accordingly, life in the city. Implementation of PLIM