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.

The averages include all employees who received training, including those who were terminated during 2025.

Average hours of training for employees during the period covered by this report, by gender

2025

Gender	Bahia Pulp			São Paulo Pulp			Southeast Paper			Northeast Paper
	Total number of employees	Hours of training	Average hours of training	Total number of employees	Hours of training	Average hours of training	Total number of employees	Hours of training	Average hours of training	Total number of employees	Hours of training	Average hours of training
Men	1,419	37,987.08	26.77	5721	168,914.05	29.53	400	8,678.75	21.70	828	6,187.50	7.47
Women	476	15,530.12	32.63	1332	25,928.15	19.47	122	1,603.15	13.14	235	1,781.50	7.58
Total	1,895	53,517.20	28.24	7053	194,842.20	27.63	522	10,281.90	19.70	1063	7,969.00	7.50

Note: the data presents the number of direct employees as of December 31, 2025, in accordance to GRI 2-7 reporting guidelines.

Bahia Pulp

Gender	Total number of employees			Hours of training			Average hours of training
	2023	2024	2025	2023	2024	2025	2023	2024	2025
Men	1,434	1,479	1,419	62,016.72	47,988.43	37,987.08	43.25	32.45	26.77
Women	470	490	476	10,618.32	12,222.28	15,530.12	22.59	24.94	32.63
Total	1,904	1,969	1,895	72,635.04	60,210.71	53,517.20	38.15	30.58	28.24

Note: The training data reflect the total number of direct employees trained throughout the entire 2025 fiscal year. Given the materiality of the topic for the organization, the scope covers all employees and all training activities carried out during the period. It is important to highlight that these data differ from those reported under GRI 2‑7, which represent the static census of active employees as of the cutoff date of December 31, 2025.

São Paulo Pulp

Gender	Total number of employees			Hours of training			Average hours of training
	2023	2024	2025	2023	2024	2025	2023	2024	2025
Men	4,718	5,265	5,644	314,123.00	246,771.00	206,890.00	66.60	46.87	36.66
Women	1,064	1,313	1,560	50,479.00	45,036.00	40,204.00	47.40	34.30	25.77
Total	5,782	6,578	7,204	364,602.00	291,807.00	247,094.00	63.10	44.40	34.30

Note: The training data reflect the total number of direct employees trained throughout the entire 2025 fiscal year. Given the materiality of the topic for the organization, the scope covers all employees and all training activities carried out during the period. It is important to highlight that these data differ from those reported under GRI 2‑7, which represent the static census of active employees as of the cutoff date of December 31, 2025.

Southeast Paper

	2024			2025
Gender	Total number of employees	Hours of training	Average hours of training	Total number of employees	Hours of training	Average hours of training
Men	476	54,789.00	115.10	400	10,190.00	25.48
Women	143	9,541.00	66.72	125	2,465.00	19.72
Total	619	64,330.00	103.93	525	12,655.00	24.10

Note 1: Bracell Papéis started operations in 2023 and is reporting its sustainability performance indicators for the first time, for year 2024.
Note 2: The training data reflect the total number of direct employees trained throughout the entire 2025 fiscal year. Given the materiality of the topic for the organization, the scope covers all employees and all training activities carried out during the period. It is important to highlight that these data differ from those reported under GRI 2‑7, which represent the static census of active employees as of the cutoff date of December 31, 2025.

Northeast Paper

	2024			2025
Gender	Total number of employees	Hours of training	Average hours of training	Total number of employees	Hours of training	Average hours of training
Men	834	6,418.00	7.70	828	6,263.30	7.56
Women	235	1,206.83	5.14	235	1,853.00	7.89
Total	1,609	7,624.83	7.13	1,063	8,116.30	7.64

Note 1: Bracell Papéis started operations in 2023 and is reporting its sustainability performance indicators for the first time, for year 2024.
Note 2: The training data reflect the total number of direct employees trained throughout the entire 2025 fiscal year. Given the materiality of the topic for the organization, the scope covers all employees and all training activities carried out during the period. It is important to highlight that these data differ from those reported under GRI 2‑7, which represent the static census of active employees as of the cutoff date of December 31, 2025.

Average number of training hours completed by the organization’s employees during the reporting period, by job category

2025

Employee category	Bahia Pulp			São Paulo Pulp			Southeast Paper			Northeast Paper
	Total number of employees	Hours of training	Average hours of training	Total number of employees	Hours of training	Average hours of training	Total number of employees	Hours of training	Average hours of training	Total number of employees	Hours of training	Average hours of training
Executive Board	1	69.00	69.00	14	53.00	3.79	0	0.00	0.00	0	0.00	0.00
Senior Management	13	438.00	33.69	30	512.30	17.08	4	63.00	15.75	0	0.00	0.00
Middle Management	30	1,397.87	46.60	91	2,753.08	30.25	16	238.00	14.88	18	130.50	7.25
Coordinator	74	4,231.78	57.19	146	7,731.08	52.95	8	249.20	31.15	22	468.00	21.27
Specialist	66	2,861.40	43.35	146	3,644.08	24.96	13	316.83	24.37	6	95.00	15.83
Technical/Supervisor	139	6,424.82	46.22	855	27,615.82	32.30	123	4,133.25	33.60	52	958.50	18.43
Administrative	340	12,416.68	36.52	853	15,452.70	18.12	77	900.53	11.70	181	1,583.00	8.75
Operational	1,218	24,901.17	20.44	4,869	133,438.78	27.41	281	4,381.08	15.59	784	4,734.00	6.04
Trainee	14	776.48	55.46	49	3,641.35	74.31	0	0.00	0.00	0	0.00	0.00
Total	1,895	53,517.20	28.24	7,053	194,842.19	27.63	522	10,281.89	19.70	1,063	7,969.00	7.50

Note: the data presents the number of direct employees as of December 31, 2025, in accordance to GRI 2-7 reporting guidelines.

Bahia Pulp

Employee category	2024			2025
	Total number of employees	Hours of training	Average hours of training	Total number of employees	Hours of training	Average hours of training
Executive Board	2	23.50	11.75	1	69.00	69.00
Senior Management	14	395.25	28.23	13	438.00	33.69
Middle Management	40	1,163.00	29.07	30	1,397.87	46.60
Coordinator	76	3,230.00	42.50	74	4,231.78	57.19
Specialist	64	2,385.55	37.27	66	2,861.40	43.35
Technical/Supervisor	152	5,960.93	39.22	139	6,424.82	46.22
Administrative	365	10,038.85	27.50	340	12,416.68	36.52
Operational	1,253	36,587.63	29.20	1,218	24,901.17	20.44
Trainee	3	426.00	142.00	14	776.48	55.46
Total	1,969	60,210.71	30.58	1,895	53,517.20	28.24

Note: The training data reflect the total number of direct employees trained throughout the entire 2025 fiscal year. Given the materiality of the topic for the organization, the scope covers all employees and all training activities carried out during the period. It is important to highlight that these data differ from those reported under GRI 2-7, which represent the static census of active employees as of the cutoff date of December 31, 2025.

 

São Paulo Pulp

Employee category	2024			2025
	Total number of employees	Hours of training	Average hours of training	Total number of employees	Hours of training	Average hours of training
Executive Board	12	609.00	50.75	14	93.00	6.64
Senior Management	25	1,752.00	70.08	25	523.00	20.92
Middle Management	86	9,234.00	107.37	108	2,949.00	27.31
Coordinator	153	23,543.00	153.88	162	8,679.00	53.57
Specialist	134	5,304.00	39.58	150	3,777.00	25.18
Technical/Supervisor	820	45,045.00	54.93	923	31,097.00	33.69
Administrative	882	31,355.00	35.55	1,354	29,939.00	22.11
Operational	4,446	172,821.00	38.87	4,270	141,251.00	33.08
Trainee	20	2,144.00	107.20	198	28,786.00	145.38
Total	6,578	291,807.00	44.36	7,204	247,094.00	34.30

Note: The training data reflect the total number of direct employees trained throughout the entire 2025 fiscal year. Given the materiality of the topic for the organization, the scope covers all employees and all training activities carried out during the period. It is important to highlight that these data differ from those reported under GRI 2-7, which represent the static census of active employees as of the cutoff date of December 31, 2025.

 

Southeast Paper

Employee category	2024			2025
	Total number of employees	Hours of training	Average hours of training	Total number of employees	Hours of training	Average hours of training
Executive Board	2	67.00	33.50	0	0.00	0.00
Senior Management	4	83.00	20.75	4	64.00	16.00
Middle Management	18	539.00	29.94	19	276.00	14.53
Coordinator	6	219.00	36.50	10	346.00	34.60
Specialist	12	624.00	52.00	14	358.00	25.57
Technical/Supervisor	128	12,096.00	94.50	124	4,436.00	35.77
Administrative	104	3,572.00	34.35	91	1,667.00	18.32
Operational	345	47,130.00	136.51	260	4,924.00	18.94
Trainee	0	0.00	0.00	3	584.00	194.67
Total	619	64,330.00	103.93	525	12,655.00	24.10

Note 1: Bracell Papéis started operations in 2023 and is reporting its sustainability performance indicators for the first time, for year 2024.
Note 2: The training data reflect the total number of direct employees trained throughout the entire 2025 fiscal year. Given the materiality of the topic for the organization, the scope covers all employees and all training activities carried out during the period. It is important to highlight that these data differ from those reported under GRI 2 7, which represent the static census of active employees as of the cutoff date of December 31, 2025.

Northeast Paper

Employee category	2024			2025
	Total number of employees	Hours of training	Average hours of training	Total number of employees	Hours of training	Average hours of training
Executive Board	0	0.00	0.00	0	0.00	0.00
Senior Management	4	0.00	0.00	0	0.00	0.00
Middle Management	20	143.50	7.18	18	130.50	7.25
Coordinator	26	262.33	10.09	22	468.00	21.27
Specialist	3	6.00	2.00	6	95.00	15.83
Technical/Supervisor	51	581.00	11.39	52	958.50	18.43
Administrative	193	975.67	5.06	181	1,654.50	9.14
Operational	772	5,656.33	7.33	784	4,810.00	6.14
Trainee	0	0.00	0.00	0	0.00	0.00
Total	1,069	7,624.83	7.13	1,063	8,116.50	7.64

Note 1: Bracell Papéis started operations in 2023 and is reporting its sustainability performance indicators for the first time, for year 2024.
Note 2: The training data reflect the total number of direct employees trained throughout the entire 2025 fiscal year. Given the materiality of the topic for the organization, the scope covers all employees and all training activities carried out during the period. It is important to highlight that these data differ from those reported under GRI 2 7, which represent the static census of active employees as of the cutoff date of December 31, 2025.

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. Training is delivered in both in-person and virtual formats, covering:

1. Leadership Development:
   1. Lidera and Líderes em Ação: our Lidera program is designed for coordinators, while Líderes em Ação is geared to supervisors—with both aimed at building leadership capabilities.
   2. Manager Training Program (MTP): delivered across all RGE Group companies, this program provides a learning track covering strategic topics such as Finance, Supply Chain, and Human Resources, with sessions led by company executives.
   3. Plant Lead Development: a targeted program that prepares high-performing operators to move into leadership positions.
   4. Executive Leadership Program (ELP) / Foundation Leadership Program (FLP) / Country Management Development Program (MDP): To sustain a robust succession pipeline, Bracell runs long-term leadership development programs aligned with RGE Group guidelines. The ELP and FLP are designed for executive and senior management levels, respectively. In addition, the Country MDP serves as a strategic development track for high-potential leaders, delivered in collaboration with ISE in São Paulo. All programs are supported by Management Development Review (MDR) cycles, ensuring alignment between individual growth and global strategic objectives.
2. Managerial & Soft Skills Training: Training to build interpersonal, emotional, and behavioral competencies, helping create a more collaborative and efficient workplace.
3. Gateway Programs: Tailored development tracks for young apprentices, interns, and trainees to support onboarding, cultural integration, and long-term professional growth. Bracell offers Apprentice, Technical Internship, University Internship, and Trainee programs to support early career development, and maintains a talent pool focused on business and operational roles. Technical & Role-Specific Training: Programs designed to ensure compliance with regulations, internal policies, and legal requirements, while fostering employee safety and well-being.
4. Passport Program: A learning track for employees in mill, forestry, and logistics operations, focused on boosting productivity and enhancing performance.
5. Geração Futuro program: launched in 2025 in partnership with the National Industrial Training Service (Senai), this Bracell initiative focuses on talent attraction and retention. The program, primarily intended for employees’ children, provides two-year technical training in pulp and paper, in addition to an English language scholarship and training in Excel and Power BI for participating youth. The initiative has been implemented in Lençóis Paulista (SP). In the year, 32 spots were made available.

Adding to these programs are the following initiatives:

• Academic partnerships: scholarships for graduate courses in Pulp and Paper Technology (offered by the Brazilian Pulp and Paper Technical Association) and for an MBA in Forest Management (offered by the Federal University of Paraná).
• Financial Support for External Training, including grants for a range of educational opportunities, such as:
  • English
  • Trade programs
  • Undergraduate programs
  • Graduate and MBA programs
  • Master’s degrees
• Induction events: Floresta em Foco and Indústria em Foco highlight key aspects of Bracell’s forestry and mill operations, supporting technical and strategic learning.
• MULTI Assessment Center: this tool evaluates employees’ behavioral skills for leadership positions, supporting strategic decision-making and professional development.
• Organizational culture initiatives: these include podcasts featuring company leaders, quizzes, lectures, and the T.O.P.I.C.C. Award, which honors employees who embody the company’s values.

Bracell also provides training focused on gender equity, inclusion of people with disabilities, and inclusive leadership, reinforcing our commitment to a fairer and more respectful workplace.

Integration of Bracell Papéis

In 2025, the full integration of corporate training and development programs into Bracell Papéis was completed, ensuring alignment and equal opportunities across the organization. Among the programs offered were:

• the ELP (Executive Leadership Program), with one senior manager nominated—the program includes a training module delivered in Singapore
• the FLP (Future Leadership Program), with two managers nominated
• the Lidera program, with the participation of eight middle management representatives

A corporate English course was also offered, with six employees participating and, as part of the Trainee Program, four participants joined our Northeast Paper operations. A succession mapping process was also carried out, generating individual development plans.

Bracell Learning Institute

Bracell operates a dedicated knowledge and training hub called the Bracell Learning Institute (BLI). BLI embodies our commitment to employee development and to fostering a culture of continuous learning. Through the institute, we create opportunities to share knowledge via formal training and development activities—both in person and online—as well as hands-on field training.

The BLI delivers learning programs aligned with the needs of our business and operations. These cover regulatory standards, technical and operational topics such as workplace safety, corporate values, company policies and guidelines, leadership development, as well as community training initiatives for prospective operations employees.

In 2025, we began constructing a new Bracell Learning Institute building at our Bahia site. The new facility will be dedicated to the development of employees and members of the surrounding community.

Percentage of employees receiving performance reviews by region (%)

Region	2023		2024		2025
	Men	Women	Men	Women	Men	Women
Bahia Pulp	76	24	92	90	100	100
São Paulo Pulp	81	19	89	84	100	100
Southeast Paper	–	–	92	85	100	100
Northeast Paper	–	–	4	4	100	100
Total by gender	80	20	81	77	100	100
Note : Bracell Papéis started operations in 2023 and is reporting its sustainability performance indicators for the first time, for year 2024.

 

Employee category	Bahia Pulp		São Paulo Pulp		Southeast Paper		Northeast Paper
	Men	Women	Men	Women	Men	Women	Men	Women
Executive Board	50	–	100	–	100	–	–	–
Senior Management	55	75	95	100	100	100	–	–
Middle Management	90	92	97	96	100	83	100	100
Coordinator	100	100	96	93	100	100	100	100
Specialist	87	71	97	95	91	100	0	0
Technical/Supervisor	89	97	95	92	94	85	0	0
Administrative	82	82	94	97	97	92	0	0
Operational	89	94	87	73	89	81	0	0
Trainee	0	0	100	100	0	0	0	0
Total	96	91	89	84	92	85	4	4
Note: for 2025, 100% of employees received performance reviews