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.

Diversity and Inclusion (D&I) is central to the Bracell 2030 roadmap and one of our core pillars of action. This commitment is reflected in various initiatives carried out across all operations. 

Diversity & Inclusion

Our Diversity Journey follows common guidelines for all RGE group companies in Brazil, adapted to the specific nature and needs of each business unit. The Journey is structured around five pillars:

1. Gender
2. People with Disabilities
3. Race
4. LGBTQIAPN+:
5. Generations.

Across these pillars, we work to:

1. Promote inclusion and equity, creating opportunities for growth and a sense of belonging for everyone, regardless of identity or background
2. Increase awareness and education by engaging employees and raising awareness around the importance of diversity and inclusive policies
3. Strengthen initiatives through partnerships and certifications, positioning Bracell as a leader in diversity
4. Expand representation by expanding affirmative action initiatives and recruiting talent from underrepresented groups
5. Ensure a psychologically safe environment by fostering a culture of respect, appreciation, and psychological safety

In 2025, we made further progress in our Diversity & Inclusion (D&I) efforts through structured initiatives that helped build an inclusive workplace culture and foster equity across all levels of the organization. Key initiatives carried out during the year are outlined below.

Advancing Women in Leadership

• We continued to track progress on our target to reach 30% women in leadership roles by 2030, as part of our commitment to gender equity. In 2025, we closed the year with 27.7% women in leadership roles, representing a total of 113 women leaders across our organization (read more under Bracell 2030). The women in leadership target in our Bracell 2030 roadmap is based on the number of female leaders working directly in our pulp operations.
• We continued our Women’s Career Acceleration Program, with 50% of positions reserved as affirmative-action opportunities to help build a strong pipeline of future female leaders.
• In 2025, 73% of Bracell-supported high-impact business projects were led by women, already exceeding the 2030 target of 60%.
• We also began developing a women’s mentoring program, scheduled for launch in 2026. 

1. Education, Awareness, and Engagement
   • The “Cultivating Leaders, Cultivating Potential” program, designed for non-leaders, reached 50% female participation, and these participants began a dedicated acceleration track. 
   • We continued to provide inclusive leadership training focused on respect, belonging, and building diverse, collaborative teams.
   • Data-driven initiative: we began implementing our first structured D&I action plan, based on the results of the Diversity Census conducted in the previous year.

Underrepresented groups

Bracell fosters diversity and inclusion through minority groups that design initiatives tailored to the unique challenges and contexts of each business unit. These groups play a vital role in raising awareness and educating our workforce, helping to build a more inclusive and equitable workplace environment. We currently support five active affinity groups: Race, LGBTQIAPN+, People with Disabilities (PwDs), Generations, and Gender.

As part of our Diversity & Inclusion (D&I) targets, we aim to achieve 90% positive feedback from affinity group employees regarding respect and equity in the workplace by 2030.

In 2025, we continued tracking key indicators related to respect and equity, managing and monitoring the execution of our D&I action plan, and advancing initiatives led by the Diversity and Inclusion Committee and affinity groups focused on gender, race, people with disabilities, LGBTQIAPN+ and generations. We also carried out a series of education and awareness initiatives throughout the year: 

• The former “Diversity and Inclusion Week” evolved into the “Diversity and Inclusion Month.” Held in July, the event dedicated each week to one affinity group, enabling deeper engagement and focus. The initiative was implemented concurrently across all operations (BSC, BSP, BPN, BPS), featuring expert talks and employee group discussions.
• Senior leaders attended Unconscious Bias Training.
• We continued to distribute Diversity and Inclusion Guides during onboarding, and launched the D&I – Workday Track, an online training program available to all employees.
• The Gender affinity group began tracking the participation of women in leadership development programs to build a solid dataset to inform future targets and roadmap planning.
• A dedicated development track was also created for high-potential women leaders. This track addresses the additional challenges women may face as they move into leadership roles.
• Our first female Facility Manager was nominated for the track.
• Discussion groups and meetings were held on topics such as the multiple roles women play, motherhood and career, masculinities, and related themes.
• Lilac August—a national campaign to raise awareness about ending violence against women—was marked by several prevention-focused initiatives. 
• The LGBTQIAPN+ affinity group continued its awareness agenda and hosted a discussion group called “LGBTQIAPN+ Voices: Achievements, Struggles and the Search for Equality.” Bracell also launched a communication campaign titled “Love in All Its Forms” on Valentine’s Day, highlighting the diversity of relationships.
• Under the race pillar, anti-racism awareness-raising tracks were launched and made available to all employees. We also held the photo exhibition themed, “Tones: What the Skin Reveals,” featuring portraits of Black employees.
• Educational programs were conducted with interns and apprentices to prepare them as diversity ambassadors.
• Bracell continued to open affirmative-actions positions for people with disabilities. The PwD affinity group delivered the lecture “How to Be an Ally for the Inclusion of People with Disabilities.” The group also provides accessibility recommendations to the Facilities department to help create inclusive environments for people with disabilities.
• Conversations on parenting were held at the Lençóis Paulista nursery to provide support on this topic for employees at the facility.

Women in leadership positions

Promoting gender equality is one of the top priorities in the Bracell 2030 roadmap, which sets a target of having 30% of leadership positions held by women by 2030. In 2025, Bracell closed the year with 27.7% of leadership positions held by women, representing a total of 113 women leaders. 

These include 6 senior managers, 38 managers, and 69 coordinators—a strong female presence across different levels of leadership. Read more about the Bracell 2030 Diversity & Inclusion targets in GRI 3-3: Management of the material topic: Talent acquisition, development and retention.

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.

As part of our action plan to advance women in leadership and gender equity, we have launched a future women leaders development program, with a dedicated track for women within the Cultivando Lideranças, Cultivando Potenciais program. This exclusive development track addresses the specific challenges women may face throughout their professional journey.

Number of leaders working directly in pulp business units, by gender and role

Employee category	2023				2024				2025
	Men		Women		Men		Women		Men		Women
	São Paulo Pulp	Bahia Pulp	São Paulo Pulp	Bahia Pulp	São Paulo Pulp	Bahia Pulp	São Paulo Pulp	Bahia Pulp	São Paulo Pulp	Bahia Pulp	São Paulo Pulp	Bahia Pulp
Executive Board	10	2	0	0	12	2	0	0	2	1	0	0
Senior Management	24	4	1	2	22	7	3	3	27	10	3	3
Middle Management	49	30	24	11	61	25	25	12	65	17	25	13
Coordinator	86	54	38	17	95	57	58	16	92	59	54	15
Total by business unit	169	90	63	30	190	91	86	31	186	87	82	31
Total by gender	259		93		281		117		273		113

Note 1: Includes only Bracell’s direct employees. Bracell Papéis (Paper Northeast and Paper Southeast) employees are not included.
Note 2: for the Executive Board position are considered the roles of President, Director, Head, and Vice President.

Percentage of women in leadership roles directly involved in pulp operations

	2023			2024			2025
	Bahia Pulp	São Paulo Pulp	Total	Bahia Pulp	São Paulo Pulp	Total	Bahia Pulp	São Paulo Pulp	Total
Total people in leadership positions	120	232	352	122	276	398	127	281	408
Total women in leadership positions	30	63	93	31	86	117	31	82	113
Percentage of women in leadership positions	25	27.2	26.4	25.4	31.2	29.4	24.4	29.2	27.7

Note: includes only Bracell’s direct employees. Bracell Papéis (Paper Southeast and Northeast) employees are not included. The women in leadership target in our Bracell 2030 roadmap is based on the number of female leaders working directly in our pulp operations.

In 2025, we carried out the following initiatives as part of our Diversity & Inclusion 2030 roadmap:

Launched practical initiatives drawing on the results of the corporate Diversity & Inclusion Census conducted in 2024, across all Bracell operations

Created affirmative-action positions for women in various operational roles

Expanded Diversity and Inclusion Week into “Diversity and Inclusion Month,” with a corporate-wide agenda designed to raise awareness among Bracell employees on topics relevant to underrepresented groups 

 

Number and percentage of individuals within the organization’s governance bodies

Governance bodies	2024										2025
	Bahia Pulp		São Paulo Pulp		Southeast Paper		Northeast Paper		Total		Bahia Pulp		São Paulo Pulp		Southeast Paper		Northeast Paper		Total
	Men	Women	Men	Women	Men	Women	Men	Women	Men	Women	Men	Women	Men	Women	Men	Women	Men	Women	Men	Women
Number of governance body members	2	0	3	0	1	0	0	0	6	0	1	0	2	0	0	0	0	0	3	0
Percentage of governance body members by gender	100	0	100	0	100	0	0	0	100	0	100	0	100	0	0	0	0	0	100	0

 

Number and percentage of individuals within the organization’s governance bodies by age group

Governance bodies	2024										2025
	Bahia Pulp		São Paulo Pulp		Southeast Paper		Northeast Paper		Total		Bahia Pulp		São Paulo Pulp		Southeast Paper		Northeast Paper		Total
	Number	Percent (%)	Number	Percent (%)	Number	Percent (%)	Number	Percent (%)	Number	Percent (%)	Number	Percent (%)	Number	Percent (%)	Number	Percent (%)	Number	Percent (%)	Number	Percent (%)
Under 30	0	0	0	0	0	0	0	0	0	0	0	0	0	0	0	0	0	0	0	0
30 to 50	0	0	2	67	0	0	0	0	2	33	0	0	1	50	0	0	0	0	1	33
Over 50	2	100	1	33	1	100	0	0	4	67	1	100	1	50	0	0	0	0	2	67
Total	2	100	3	100	1	100	0	0	6	100	1	100	2	100	0	0	0	0	3	100

Note: there are no employees from underrepresented and/or vulnerable groups serving on the organization’s governance bodies.

Total workforce by employee category and gender

Employee category	2023										2024										2025
	Bahia Pulp		São Paulo Pulp		Southeast Paper		Northeast Paper		Total		Bahia Pulp		São Paulo Pulp		Southeast Paper		Northeast Paper		Total		Bahia Pulp		São Paulo Pulp		Southeast Paper		Northeast Paper		Total
	Men	Women	Men	Women	Men	Women	Men	Women	Men	Women	Men	Women	Men	Women	Men	Women	Men	Women	Men	Women	Men	Women	Men	Women	Men	Women	Men	Women	Men	Women
Executive Board	2	0	10	0	N/A	N/A	N/A	N/A	12	0	2	0	12	0	2	0	0	0	16	0	1	0	14	0	0	0	0	0	15	0
Senior Management	4	2	24	1	N/A	N/A	N/A	N/A	28	3	11	3	22	3	3	1	4	0	40	7	10	3	27	3	3	1	0	0	40	7
Middle Management	30	11	49	24	N/A	N/A	N/A	N/A	79	35	27	13	61	25	12	6	15	5	115	49	17	13	66	25	8	8	14	4	105	50
Coordinator	54	18	86	38	N/A	N/A	N/A	N/A	140	56	59	17	95	58	4	2	20	6	178	83	59	15	92	54	5	3	18	4	174	76
Specialist	45	8	80	32	N/A	N/A	N/A	N/A	125	40	52	12	95	39	11	1	2	1	160	53	50	16	95	51	11	2	4	2	160	71
Technical/Supervisor	115	25	644	76	N/A	N/A	N/A	N/A	759	101	120	32	732	88	108	20	41	10	1,001	150	110	29	759	96	104	19	44	8	1,017	152
Administrative	145	192	370	307	N/A	N/A	N/A	N/A	515	499	168	197	505	377	68	36	82	111	823	721	151	189	485	368	45	32	62	119	743	708
Operational	1,031	210	3,219	500	N/A	N/A	N/A	N/A	4,250	710	1,039	214	3,737	709	268	77	670	102	5,714	1,102	1,013	205	4,170	699	224	57	686	98	6,093	1,059
Trainee	8	4	19	8	N/A	N/A	N/A	N/A	27	12	1	2	6	14	0	0	0	0	7	16	8	6	13	36	0	0	0	0	21	42
Total	1,434	470	4,501	986	N/A	N/A	N/A	N/A	5,935	1,456	1,479	490	5,265	1,313	476	143	834	235	8,054	2,181	1,479	476	5,721	1,332	400	122	828	235	8,368	2,154

Nota 1: Executive board category includes positions of president, director, head and vice president.

Note 2: due to Bracell Bracell Papéis (Paper Northeast and Southeast) commissioning in 2023, the company discloses tissue paper operations sustainability performance since 2024. 

Percentage of employees by job category and gender (%)

Employee category	2023										2024										2025
	Bahia Pulp		São Paulo Pulp		Southeast Paper		Northeast Paper		Total		Bahia Pulp		São Paulo Pulp		Southeast Paper		Northeast Paper		Total		Bahia Pulp		São Paulo Pulp		Southeast Paper		Northeast Paper		Total
	Men	Women	Men	Women	Men	Women	Men	Women	Men	Women	Men	Women	Men	Women	Men	Women	Men	Women	Men	Women	Men	Women	Men	Women	Men	Women	Men	Women	Men	Women
Executive Board	100	0	100	0	N/A	N/A	N/A	N/A	100	0	100	0	100	0	100	0	0	0	100	0	100	0	100	0	0	0	0	0	100	0
Senior Management	67	33	96	4	N/A	N/A	N/A	N/A	90	10	70	30	88	12	75	25	100	0	85	15	77	23	90	10	75	25	0	0	85	15
Middle Management	73	27	67	33	N/A	N/A	N/A	N/A	69	31	68	32	71	29	67	33	75	25	70	30	57	43	73	27	50	50	78	22	68	32
Coordinator	75	25	69	31	N/A	N/A	N/A	N/A	71	29	78	22	62	38	67	33	77	23	68	32	80	20	63	37	62	38	82	18	70	30
Specialist	85	15	71	29	N/A	N/A	N/A	N/A	76	24	81	19	71	29	92	8	67	33	75	25	76	24	65	35	85	15	67	33	69	31
Technical/Supervisor	82	18	89	11	N/A	N/A	N/A	N/A	88	12	79	21	89	11	84	16	80	20	87	13	79	21	89	11	85	15	85	15	87	13
Administrative	43	57	55	45	N/A	N/A	N/A	N/A	51	49	46	54	57	43	65	35	42	58	53	47	44	56	57	43	58	42	34	66	51	49
Operational	83	17	87	13	N/A	N/A	N/A	N/A	86	14	83	17	84	16	78	22	87	13	84	16	83	17	86	14	80	20	87	13	85	15
Trainee	67	33	70	30	N/A	N/A	N/A	N/A	69	31	33	67	30	70	0	0	0	0	30	70	57	43	27	73	0	0	0	0	33	67
Total	75	25	82	18	N/A	N/A	N/A	N/A	80	20	75	25	80	20	77	23	78	22	79	21	75	25	81	19	77	23	78	22	79	21

Nota 1: Executive board category includes positions of president, director, head and vice president.

Note 2: due to Bracell Papéis (tissue paper operations) commissioning in 2023, the company discloses tissue paper operations sustainability performance since 2024. 

Number of employees by employee category and age group

Employee category	2023					2024					2025
	Bahia Pulp	São Paulo Pulp	Southeast Paper	Northeast Paper	Total	Bahia Pulp	São Paulo Pulp	Southeast Paper	Northeast Paper	Total	Bahia Pulp	São Paulo Pulp	Southeast Paper	Northeast Paper	Total
Executive Board
Under 30	–	–	N/A	N/A	0	0	0	0	0	0	0	0	0	0	0
30 to 50	–	–	N/A	N/A	4	0	8	1	0	9	0	6	0	0	6
Over 50	–	–	N/A	N/A	8	2	4	1	0	7	1	8	0	0	9
Total	–	–	N/A	N/A	12	2	12	2	0	16	1	14	0	0	15
Senior Management
Under 30	–	–	N/A	N/A	0	0	0	0	0	0	0	0	0	0	0
30 to 50	–	–	N/A	N/A	22	11	20	3	0	34	8	27	2	0	37
Over 50	–	–	N/A	N/A	9	3	5	1	0	9	5	3	2	0	10
Total	–	–	N/A	N/A	31	14	25	4	0	43	13	30	4	0	47
Middle Management
Under 30	–	–	N/A	N/A	1	0	0	0	0	0	0	0	1	0	1
30 to 50	–	–	N/A	N/A	100	35	67	12	17	131	25	79	12	18	134
Over 50	–	–	N/A	N/A	13	5	19	6	0	30	5	12	3	0	20
Total	–	–	N/A	N/A	114	40	86	18	17	161	30	91	16	18	155
Coordinator
Under 30	–	–	N/A	N/A	4	1	6	0	5	14	2	9	1	4	16
30 to 50	–	–	N/A	N/A	172	64	101	3	16	182	58	126	6	17	207
Over 50	–	–	N/A	N/A	20	11	46	3	2	62	14	11	1	1	27
Total	–	–	N/A	N/A	196	76	153	6	23	258	74	146	8	22	250
Specialist
Under 30	–	–	N/A	N/A	12	10	8	1	0	24	9	16	1	0	26
30 to 50	–	–	N/A	N/A	137	42	95	8	3	143	45	118	12	6	181
Over 50	–	–	N/A	N/A	16	12	31	3	0	46	12	12	0	0	24
Total	–	–	N/A	N/A	165	64	134	12	3	213	66	146	13	6	231
Technical/Supervisor
Under 30	–	–	N/A	N/A	175	11	192	33	7	245	11	216	36	5	268
30 to 50	–	–	N/A	N/A	605	108	436	62	42	646	99	579	81	46	805
Over 50	–	–	N/A	N/A	80	33	192	33	1	259	29	60	6	1	96
Total	–	–	N/A	N/A	860	152	820	128	50	1,150	139	855	123	52	1,169
Administrative
Under 30	–	–	N/A	N/A	371	151	312	25	113	616	159	331	58	114	629
30 to 50	–	–	N/A	N/A	597	187	389	55	74	690	157	485	58	63	758
Over 50	–	–	N/A	N/A	46	27	181	24	3	235	23	37	0	4	64
Total	–	–	N/A	N/A	1,014	365	882	104	190	1,541	340	853	77	181	1,451
Operational
Under 30	–	–	N/A	N/A	1,073	245	1,027	137	194	1,642	247	1,161	118	231	1,757
30 to 50	–	–	N/A	N/A	3,287	857	2,313	129	532	3,792	823	3,010	156	507	4,496
Over 50	–	–	N/A	N/A	600	151	1,106	79	45	1,381	148	698	7	46	899
Total	–	–	N/A	N/A	4,960	1,253	4,446	345	771	6,815	1,218	4,869	281	784	7,152
Trainee
Under 30	–	–	N/A	N/A	38	3	19	0	0	22	13	49	0	0	62
30 to 50	–	–	N/A	N/A	1	0	1	0	0	1	1	0	0	0	1
Over 50	–	–	N/A	N/A	0	0	0	0	0	0	0	0	0	0	0
Total	–	–	N/A	N/A	39	3	20	0	0	23	14	49	0	0	53
Bracell
Under 30	–	–	N/A	N/A	1,674	421	1,564	196	319	2,563	441	1,782	182	354	2,759
30 to 50	–	–	N/A	N/A	4,925	1,304	3,430	273	684	5,628	1,217	4,430	321	657	6,625
Over 50	–	–	N/A	N/A	792	244	1,584	150	51	2,029	237	841	19	52	1,149
Total	–	–	N/A	N/A	7,391	1,969	6,578	619	1,054	10,220	1,895	7,053	522	1,063	10,333

Note 1: due to Bracell Papéis (tissue paper operations) commissioning in 2023, the company discloses tissue paper operations sustainability performance since 2024. 

Note 2: age group data disaggregated by operational unit is not available for the year of 2023.

Percentage of employees, by job category and age group (%)

Employee category	2023					2024					2025
	Bahia Pulp	São Paulo Pulp	Southeast Paper	Northeast Paper	Total	Bahia Pulp	São Paulo Pulp	Southeast Paper	Northeast Paper	Total	Bahia Pulp	São Paulo Pulp	Southeast Paper	Northeast Paper	Total
Executive Board
Under 30	–	–	N/A	N/A	0	0	0	0	0	0	0	0	0	0	0
30 to 50	–	–	N/A	N/A	33	0	67	50	0	56	0	43	0	0	40
Over 50	–	–	N/A	N/A	67	100	33	50	0	44	100	57	0	0	60
Total	–	–	N/A	N/A	100	100	100	100	0	100	100	100	0	0	100
Senior Management
Under 30	–	–	N/A	N/A	0	0	0	0	0	0	0	0	0	0	0
30 to 50	–	–	N/A	N/A	71	79	80	75	0	79	62	90	50	100	79
Over 50	–	–	N/A	N/A	29	21	20	25	0	21	38	10	50	0	21
Total	–	–	N/A	N/A	100	100	100	100	0	100	100	100	100	100	100
Middle Management
Under 30	–	–	N/A	N/A	1	0	0	0	0	0	0	0	6	0	0.65
30 to 50	–	–	N/A	N/A	88	88	78	67	100	81	83	87	75	100	86
Over 50	–	–	N/A	N/A	11	13	22	33	0	19	17	13	19	0	13
Total	–	–	N/A	N/A	100	100	100	100	100	100	100	100	100	100	100
Coordinator
Under 30	–	–	N/A	N/A	2	1	4	0	22	5	3	6	13	18	6
30 to 50	–	–	N/A	N/A	88	84	66	50	70	71	78	86	75	77	83
Over 50	–	–	N/A	N/A	10	14	30	50	9	24	19	8	13	5	11
Total	–	–	N/A	N/A	100	100	100	100	100	100	100	100	100	100	100
Specialist
Under 30	–	–	N/A	N/A	7	16	6	8	0	11	14	11	8	0	11
30 to 50	–	–	N/A	N/A	83	66	71	67	100	67	68	81	92	100	78
Over 50	–	–	N/A	N/A	10	19	23	25	0	22	18	8	0	0	10
Total	–	–	N/A	N/A	100	100	100	100	100	100	100	100	100	100	100
Technical/Supervisor
Under 30	–	–	N/A	N/A	20	7	23	26	14	21	8	25	29	10	23
30 to 50	–	–	N/A	N/A	70	71	53	48	84	56	17	68	66	88	69
Over 50	–	–	N/A	N/A	9	22	23	26	2	23	21	7	5	2	8
Total	–	–	N/A	N/A	100	100	100	100	100	100	100	100	100	100	100
Administrative
Under 30	–	–	N/A	N/A	37	41	35	24	59	40	47	39	32	63	43
30 to 50	–	–	N/A	N/A	59	51	44	53	39	45	46	57	68	35	58
Over 50	–	–	N/A	N/A	5	7	21	23	2	15	7	4	0	2	4
Total	–	–	N/A	N/A	100	100	100	100	100	100	100	100	100	100	100
Operational
Under 30	–	–	N/A	N/A	22	20	23	40	25	24	20	24	42	29	25
30 to 50	–	–	N/A	N/A	66	68	52	37	69	56	68	62	56	65	63
Over 50	–	–	N/A	N/A	12	12	25	23	6	20	12	14	2	6	13
Total	–	–	N/A	N/A	100	100	100	100	100	100	100	100	100	100	100
Trainee
Under 30	–	–	N/A	N/A	97	100	95	0	0	96	93	100	0	0	98
30 to 50	–	–	N/A	N/A	3	0	5	0	0	4	7	0	0	0	2
Over 50	–	–	N/A	N/A	0	0	0	0	0	0	0	0	0	0	0
Total	–	–	N/A	N/A	100	100	100	100	100	100	100	100	0	0	100
Bracell
Under 30	–	–	N/A	N/A	23	21	24	32	30	25	23	25	35	33	26
30 to 50	–	–	N/A	N/A	67	66	52	44	65	55	64	63	61	62	63
Over 50	–	–	N/A	N/A	11	12	24	24	5	20	13	12	4	5	11
Total	–	–	N/A	N/A	100	100	100	100	100	100	100	100	100	100	100

Note 1: due to Bracell Papéis (tissue paper operations) comissioning in 2023, the company discloses tissue paper operations sustainability performance since 2024. 

Note 2: age group data disaggregated by operational unit is not available for the year of 2023.

Number of employees in minority and/or vulnerable groups, by employee category

	2024					2025
	Bahia Pulp	São Paulo Pulp	Southeast Paper	Northeast Paper	Total	Bahia Pulp	São Paulo Pulp	Southeast Paper	Northeast Paper	Total
PwDs
Executive Board	0	0	0	0	0	0	0	0	0	0
Senior Management	1	0	0	0	1	1	0	0	0	1
Middle Management	1	2	0	0	3	1	4	1	0	6
Coordinator	1	1	0	1	3	2	0	0	1	3
Specialist	0	1	0	0	1	0	2	1	0	3
Technical/Supervisor	4	13	0	0	17	5	13	0	1	19
Administrative	29	7	0	2	38	22	16	0	2	40
Operational	38	39	1	14	92	38	52	4	14	108
Trainee	0	1	0	0	1	1	0	0	0	1
Total	74	64	1	17	156	70	87	6	18	181
Black individuals
Executive Board	–	–	–	0	0	0	0	0	0	0
Senior Management	–	–	–	0	0	0	0	0	0	0
Middle Management	–	–	–	0	0	1	2	1	0	4
Coordinator	–	–	–	5	5	9	5	0	4	18
Specialist	–	–	–	0	0	6	4	0	0	10
Technical/Supervisor	–	–	–	7	7	26	47	8	9	90
Administrative	–	–	–	34	34	51	39	3	36	129
Operational	–	–	–	173	173	197	340	16	183	736
Trainee	–	–	–	0	0	2	2	0	0	4
Total	–	–	–	219	219	292	439	28	232	991

Note: for the year of 2024, the total number of employees belonging to underrepresented and/or vulnerable groups (Black individuals) by functional category was not measured for the pulp and paper operations in São Paulo nor for the pulp operations in Bahia. The total number of Black individuals was measured only for Bracell Northeast Paper.

Percentual de grupos minorizados e/ou vulneráveis por categoria funcional (%)

	2024					2025
	Bahia Pulp	São Paulo Pulp	Southeast Paper	Northeast Paper	Total	Bahia Pulp	São Paulo Pulp	Southeast Paper	Northeast Paper	Total
PwDs
Executive Board	0	0	0	0	0	0	0	0	0	0
Senior Management	7.14	0	0	0	2.1	1.43	0	0	0	0.55
Middle Management	2.5	2.33	0	0	1.8	1.43	4.6	16.67	0	3.31
Coordinator	1.32	0.65	0	3.85	1.1	2.86	0	0	5.56	1.66
Specialist	0	0.75	0	0	0.5	0	2,30	16.67	0	1.66
Technical/Supervisor	2.63	1.59	0	0	1.5	7.14	14.94	0	5.56	10.5
Administrative	7.95	0.79	0	1.04	2.5	31.43	18.39	0	11.11	22.1
Operational	3.03	0.88	0.29	1.81	1.3	54.29	59.77	66.67	77.78	59.67
Trainee	0	5	0	0	4.3	1.43	0	0	0	0.55
Total	3.76	0.97	0.16	1.59	1.5	100	100	100	100	100
Black individuals
Executive Board	–	–	–	0	0	0	0	0	0	0
Senior Management	–	–	–	0	0	0	0	0	0	0
Middle Management	–	–	–	0	0	0.34	0.46	3.57	0	0.4
Coordinator	–	–	–	19.23	19.23	3.08	1.14	0	1.72	1.82
Specialist	–	–	–	0	0	2.05	0.91	0	0	1.01
Technical/Supervisor	–	–	–	13.73	13.73	8.9	10.71	28.57	3.88	9.08
Administrative	–	–	–	17.62	17.62	17.47	8.88	10.71	15.52	13.02
Operational	–	–	–	22.41	22.41	67.47	77.45	57.14	78.88	74.27
Trainee	–	–	–	0	0	0.68	0.46	0	0	0.4
Total	–	–	–	20.49	20.49	100	100	100	100	100

Note: for the year of 2024, the total number of employees belonging to underrepresented and/or vulnerable groups (Black individuals) by functional category was not measured for the pulp and paper operations in São Paulo nor for the pulp operations in Bahia. The total number of Black individuals was measured only for Bracell Northeast Paper.

Total workforce by region and gender

Region	2023			2024			2025
	Men	Women	Total	Men	Women	Total	Men	Women	Total
Bahia Pulp	1,434	470	1,904	1,479	490	1,969	1,419	476	1,895
São Paulo Pulp	4,501	986	5,487	5,265	1,313	6,578	5,721	1,332	7,053
Southeast Paper	N/A	N/A	N/A	476	143	619	400	122	522
Northeast Paper	N/A	N/A	N/A	822	232	1,054	828	235	1,063
Total	5,935	1,456	7,391	8,042	2,178	10,220	8,368	2,165	10,533

Note: due to Bracell Papéis (tissue paper operations) comissioning in 2023, the company discloses tissue paper operations sustainability performance since 2024. 

Workforce by region and gender (%)

Region	2023			2024			2025
	Men	Women	Total	Men	Women	Total	Men	Women	Total
Bahia Pulp	75	25		75	25	100	75	25	100
São Paulo Pulp	82	18	100	80	20	100	81	19	100
Southeast Paper	N/A	N/A	N/A	77	23	100	77	23	100
Northeast Paper	N/A	N/A	N/A	78	22	100	78	22	100
Total	80	20	100	79	21	100	79	21	100

Note: due to Bracell Papéis (tissue paper operations) comissioning in 2023, the company discloses tissue paper operations sustainability performance since 2024. 

At Bracell, employee compensation is based on their roles and responsibilities, ensuring there is no gender bias or any other form of discrimination. For confidentiality reasons, we do not disclose individual salaries or details on salary composition.

Bracell’s Compensation Policy, applicable to all employees, uses an inclusive and equitable approach that values diversity and provides equal opportunity for everyone. This policy embraces differences and recognizes individual talent and potential, covering diversity across gender, ethnicity, age, religion, sexual orientation, geographic origin, social class, disability, physical appearance, and world views.

Bracell’s total compensation package includes financial elements based on each employee’s role, contributions, and achievements.

Our compensation structure is compliant with current labor laws and all collective bargaining agreements (see GRI 2-30). We also benchmark our compensation practices so we remain competitive in attracting and retaining talent to support Bracell’s strategies and goals.

Internally, compensation is determined based on a role’s grading and/or its relative importance in the organizational structure, internal pay equity, the knowledge and competencies required for each role, the defined organizational structure, available budget, and both individual and company performance.

The salary table is updated annually based on market benchmarks. Benchmarking assessments cover variables such as competitor compensation, regional benchmarks, labor availability, unemployment rates, and turnover.

For the highest governance body and C-suite positions, Bracell’s compensation structure includes fixed and variable pay, signing bonuses and recruitment incentives, retirement benefits, and severance-related policies.

For leadership positions, variable compensation includes bonuses linked to achieving organizational goals, including commitments outlined in Bracell 2030 (read more under Bracell 2030).

Total compensation structure

Total compensation is composed of:

• Basic salary
• Allowances
• Variable compensation
• Benefits.

Our salary table is reviewed annually against market-specific or general benchmarks from research published by specialized consultancies. Based on this benchmarking research, adjustments may or may not be made. Salary adjustments consider factors such as:

• Market fluctuations
• Competitiveness
• Region
• Labor availability
• Unemployment rate
• Market turnover

Variable remuneration

Variable compensation is structured into two main groups:

1. Performance Contract (PC):
   • Based on an individual contracts setting specific targets
   • The award is governed by a corporate bonus program tied to target achievement
2. TOPICC Core Values Assessment Form (CVAF):
   • Based on scores from the employee performance review process
   • Payments are governed by a Profit-Sharing Agreement (PPR), established annually between the company, a committee elected by employees, and the relevant union

Bracell does not disclose financial information related to salaries or compensation, as this data is considered strategic and confidential.