Talent acquisition, development and retention—alongside Employee health, well-being, and safety—are strategic for the sustainability and long-term success of the business. These topics directly affect people’s experience, team performance, and Bracell’s ability to innovate and grow sustainably. For this reason, they are considered material to our approach to sustainability management (learn more about our double materiality assessment in GRI 3-2 List of material topics).

As a growing company, we view human capital as essential for achieving our Bracell 2030 targets and building a safe, healthy, and inclusive workplace. Internally, we have policies, processes, and standard operating procedures that guide our people management practices.

In 2025, we prioritized strengthening our Human Resources  department and standardizing talent acquisition, development and retention practices across sites, while respecting the local conditions of each business (learn more about our training and development initiatives under GRI 404 – Training and education). To support this effort, we implemented a unified system that integrates these processes, enhances cross-site synergies, and creates better conditions for sharing best practices.

Another highlight of the year was the first-time participation of our Northeast Paper operations in the RGE Group Global Engagement Survey, which provides a comprehensive view of organizational climate. This survey is a key tool in our people management approach. Alongside performance reviews, it helps to strengthen our T.O.P.I.C.C. culture and reinforces values such as Ownership and Complementary Teams (see more under GRI 2-6).

In talent acquisition, we carried out training initiatives for communities surrounding our operations. In 2025, we provided training for mechanics, drivers, harvesting operators and nursery workers in São Paulo. A total of 311 people attended training. In Bahia, in partnership with the National Industrial Training Service (SENAI) and the National Service for Rural Training (SENAR), we trained 37 students.

Germinar program

This new program is focused on attracting young researchers. Through Germinar, we have expanded engagement with local universities in the regions where we operate, aiming to encourage academic interest in Bracell’s fields of activity.

Diversity, equity and inclusion remain central to our talent development practices.

Bracell’s training and development strategy includes leadership development programs for all management levels. We also run initiatives designed to prepare operational employees with leadership potential for future management roles. In addition, our Cultivando Potenciais program for non-leadership employees has 50% of available spots reserved for women. This program includes a dedicated development track for women, focused on advancing gender equity at Bracell.

We ended 2025 with women representing 27.7% of leadership positions. This corresponds to 113 women out of 408 leaders. 

This group includes 69 coordinators, 38 managers and 6x senior managers. 

Note: the women in leadership target in our Bracell 2030 roadmap is based on the number of female leaders working directly in our pulp operations. The baseline for this target is 2020. Bracell Papéis operations began in 2023.

 Underrepresented groups

As part of our Diversity & Inclusion (D&I) targets, we also aim to foster a more inclusive work environment for our minority groups, with a target of achieving 90% positive feedback from these employees on respect and equity in the workplace by 2030.

In 2025, we made meaningful progress in awareness and engagement initiatives. We launched anti-racism and anti-ableism learning tracks for all employees.

We also enhanced the governance of these groups’ initiatives through structured action plans designed to make our organization more inclusive. We expanded existing initiatives, such as transforming Diversity and Inclusion Week into Diversity and Inclusion Month, broadening the discussion to cover themes relevant to underrepresented groups.

With key performance indicators defined through our 2024 Diversity & Inclusion Census, we began implementing the first structured initiatives for underrepresented groups across all operations—in Bahia, these initiatives have been in place since 2022.

Bracell’s diversity and inclusion practices (read more under GRI 405-1 Diversity of governance bodies and employees) include measurable targets, a Diversity & Inclusion Committee, and affinity groups focused on gender, race, people with disabilities, LGBTQIAPN+, and generations—the latter launched in 2024 in our Bahia operations. We are a signatory to the Women’s Empowerment Principles (WEPs), a UN Global Compact and UN Women initiative providing guidance on promoting gender equality and women’s empowerment in the workplace, marketplace, and community. Bracell is also actively involved in industry organizations aligned with this agenda.

Afro Fashion Day

For the third consecutive year, we participated in Afro Fashion Day, the largest event devoted to increasing visibility of black fashion in Brazil. At the Bracell-designed spaces, guests created looks using scarves produced by women from the Bracell-supported social project Fábrica de Fardamentos in Bahia. We also showcased a men’s outfit made with viscose fabric, a material derived from the dissolving pulp produced by Bracell.

Diversity within Bracell 2030

In 2025, following a review of the Diversity and Inclusion Census results, we expanded our action plan to further build an inclusive workplace for underrepresented groups—one of the commitments under our Bracell 2030 roadmap. During the year, we also reached 27.7% women in leadership positions, totaling 113 female leaders serving as coordinators, managers and senior managers.

Training & development

Bracell offers employees a corporate learning program with a structured training matrix that builds both soft and hard skills. Through our knowledge hub—the Bracell Learning Institute—we offer development tracks tailored to our forestry, mill, logistics, and supporting operations.

Our training programs are a key differentiator in attracting and retaining talent. Training initiatives are directly aligned with Bracell’s business challenges and support employees’ personal and professional growth, while also reflecting our T.O.P.I.C.C values (read more under GRI 2-6 About Bracell).

Training is offered both in person and online. Learn more about each initiative under GRI 404-2 – Programs for upgrading employee skills and transition assistance programs.

In 2025, we launched a new program, called Geração Futuro, in partnership with SENAI. Primarily designed for the children of our employees, the program provides technical education in the pulp and paper industry, along with scholarships to study English (read more under GRI 404-2).

During the year, we also expanded our Colheita de Talentos program to the municipalities of Garças and Marília, in the state of São Paulo, located near our forestry operations, in partnership with Senai. Originally launched in Bahia in 2021, the initiative has already trained 96 Harvester and Forwarder machine operators for forest operations across eight cohorts. In São Paulo, 77 new operators graduated and 20 were hired by Bracell. 

Impacts and risks

Bracell conducts comprehensive assessments of the potential and actual impacts related to the material topics in our materiality matrix. These assessments address both positive and negative aspects across the economy, environment, and people—including impacts on human rights.

For the topic Talent acquisition, development and retention, the aspects shown in the table below were identified. For each aspect, we work to prevent impacts from occurring and also have measures in place to reduce or mitigate impacts should they occur.

Potential impacts	Actual impacts
No negative potential impacts were identified.	Work-life imbalance: in remote operations located far from urban centers, absenteeism may increase as a result of limitations in chartered transportation, as well as dissatisfaction related to commuting time, overtime and the lack of flexible work arrangements.
	Decline in employee engagement levels: resulting from a potential reduction in favorability scores identified in the engagement survey.
	Higher turnover: due to the rising appeal of other jobs in the market offering better benefits, flexibility, and pay.

Total workforce and new hires in the period, by age group

Bahia Pulp

Age group	2024					2025
	Total workforce	New hires	New hire rate (%)	Terminations	Turnover rate (%)	Total workforce	New hires	New hire rate (%)	Terminations	Turnover rate (%)
Under 30	423	168	39.9	95	31.24	441	116	26.3	109	25.51
30 to 50	1,304	115	8.82	140	9.78	1,217	103	8.46	159	10.76
Over 50	244	7	2.87	18	5.12	237	2	0.84	37	8.23
Total	1,969	290	14.73	253	13.79	1,895	221	11.66	305	13.88

 

São Paulo Pulp

Age group	2024					2025
	Total workforce	New hires	New hire rate (%)	Terminations	Turnover rate (%)	Total workforce	New hires	New hire rate (%)	Terminations	Turnover rate (%)
Under 30	1,564	794	50.77	350	36.57	1,782	829	46.52	470	36.45
30 to 50	3,430	1,523	35.44	1,057	37.61	4,430	1,297	29.28	1,067	26.68
Over 50	1,584	234	14.77	169	12.72	841	217	25.8	196	24.55
Total	6,578	2,551	38.78	1,576	31.37	7,053	2,343	33.22	1,733	28.9

 

Southeast Paper Operations

Age group	2024					2025
	Total workforce	New hires	New hire rate (%)	Terminations	Turnover rate (%)	Total workforce	New hires	New hire rate (%)	Terminations	Turnover rate (%)
Under 30	196	71	36.22	14	21.68	182	37	20.33	24	16.76
30 to 50	273	136	49.82	23	29.12	321	41	12.77	44	13.24
Over 50	150	7	4.67	8	5	19	6	31.58	5	28.95
Total	619	214	34.57	45	20.92	522	84	16.09	73	15.04

 

Northeast Paper Operations

Age group	2024					2025
	Total workforce	New hires	New hire rate (%)	Terminations	Turnover rate (%)	Total workforce	New hires	New hire rate (%)	Terminations	Turnover rate (%)
Under 30	320	109	34.06	81	29.69	354	119	33.62	106	31.78
30 to 50	627	201	32.06	139	27.11	657	3	0.46	161	12.48
Over 50	45	6	13.33	5	12.22	52	119	228.85	9	123.08
Total	992	316	31.85	225	27.27	1,063	241	22.67	276	24.32

Note: Bracell Papéis started operations in 2023 and reports its sustainability performance indicators since 2024.

 

Total workforce and new hires in the period, by gender

Bahia Pulp

Gender	2024					2025
	Total workforce	New hires	New hire rate (%)	Terminations	Turnover rate (%)	Total workforce	New hires	New hire rate (%)	Terminations	Turnover rate (%)
Mens	1,479	189	12.78	168	12.07	1,419	148	10.43	210	12.61
Women	490	101	20.61	85	18.98	476	73	15.34	95	17.65
Total	1,969	290	14.73	253	13.79	1,895	221	11.66	305	13.88

 

São Paulo Pulp

Gender	2024					2025
	Total workforce	New hires	New hire rate (%)	Terminations	Turnover rate (%)	Total workforce	New hires	New hire rate (%)	Terminations	Turnover rate (%)
Mens	5,635	1,961	34.8	1,119	28.04	5,721	1,833	32.11	1,341	27.8
Women	1,357	656	48.34	409	39.24	1,332	510	38.29%	406	34.38
Total	6,992	2,617	37.43	1,608	30.21	7,053	2,343	33.28	1,747	29.04

 

Southeast Paper Operations

Gender	2024					2025
	Total workforce	New hires	New hire rate (%)	Terminations	Turnover rate (%)	Total workforce	New hires	New hire rate (%)	Terminations	Turnover rate (%)
Mens	476	150	31.51	38	19.75	400	64	16	53	14.63
Women	143	64	44.76	7	24.83	122	20	16.39	21	16.8
Total	619	214	34.57	45	20.92	522	84	16.09	74	15.13

 

Northeast Paper Operations

Gender	2024					2025
	Total workforce	New hires	New hire rate (%)	Terminations	Turnover rate (%)	Total workforce	New hires	New hire rate (%)	Terminations	Turnover rate (%)
Mens	781	177	22.66	177	22.66	828	190	22.95	219	24.7
Women	211	238	112.8	48	67.77	235	51	21.7	57	22.98
Total	992	415	41.83	225	32.26	1,063	241	22.67	276	24.32

Note: Bracell Papéis started operations in 2023 and reports its sustainability performance indicators since 2024.

We are a responsible corporate citizen. Employee compensation also includes a benefits package aligned with our corporate policies to promote health and well-being, regardless of the contract type. We offer extended maternity and paternity leave of 180 and 20 days, respectively (read more under GRI 401-3 Parental leave).

Benefits also include health insurance, dental insurance, meal and food allowance cards, pharmacy benefit, health and wellness services (nutrition, psychological counseling, gym access, other sports activities, and health and wellness programs), private pension plans, payroll-deductible loans, Profit-Sharing Program (PPR), dependent allowance for children with disabilities, life insurance, daycare assistance, and year-end benefits. Our benefits policy applies to employees under full-time, part-time and temporary employment arrangements. The only exception is supplementary pension plans, which are not included in the compensation package for our Northeast Paper operations.

As part of our health and well-being initiatives, our Pessoinhas program provides support throughout pregnancy and the postpartum period, offering content focused on maternal and child health, including parental training for infant care and dedicated support for mothers during the postpartum phase, helping to strengthen family bonds.

In addition, Bracell Papéis stores are available at our mills, offering products at below-market prices to Bracell employees.

We are a responsible corporate citizen. We offer extended maternity and paternity leave of 180 and 20 days, respectively.

Parental leave

Gender	2024				2025
	Bahia Pulp	São Paulo Pulp	Southeast Paper	Northeast Paper	Bahia Pulp	São Paulo Pulp	Southeast Paper	Northeast Paper
Total number of employees that were entitled to parental leave
Men	1,479	5,635	476	822	1,419	5,721	400	828
Women	490	1,357	143	232	476	1,332	122	235
Total employees who took parental leave during the current year
Men	44	32	2	64	22	2	0	27
Women	8	39	1	15	10	55	7	3
Total employees who returned to work during the reporting period after parental leave ended
Men	46	33	2	0	23	2	3	29
Women	10	31	1	0	10	73	7	4
Total number of employees that returned to work after parental leave ended that were still employed 12 months after their return to work
Men	17	36	2	0	23	2	3	29
Women	18	9	0	0	10	73	7	4
Return rate
Men	100	100	100	100	100	100	100	100
Women	100	100	100	100	100	100	100	100
Retention rate
Men	89.47	76.6	100	0	100	100	100	100
Women	81.82	60	0	0	100	100	100	100

Note: there is a variation in the values between employees who started their parental leave in the current year and those who returned from parental leave in the same period, since the latter group includes professionals who were absent in the previous year.