Bracell does not have an independent remuneration committee. The process to determine remuneration is based on legal requirements and employee performance reviews. We conduct annual salary reviews, considering collective bargaining agreements negotiated with unions representing the employee categories within our workforce (see GRI 2-30).

These agreements are submitted to a vote by employees, who approve or reject proposals. Once approved by majority vote, these conditions are incorporated into total remuneration.

For technical and leadership positions, an evaluation is also conducted by internal committees composed of related leaders (see GRI 2-19 – Remuneration policies for more on remuneration packages).

In strategic processes, Bracell engages external advisors to conduct benchmarking studies, helping to ensure we maintain competitive remuneration practices.

The topic of health, well-being, and occupational safety is strategic to Bracell’s sustainability efforts and the long-term resilience of the business. This topic directly affect people’s experience, team performance, and Bracell’s ability to innovate and grow sustainably.

In 2025, we adopted the SPQC (Safety, Quality, Productivity and Cost) model in addressing this topic, putting safety first in all decision-making processes. The goal is to strengthen our safety culture as a key driver of Bracell’s overall organizational culture.

We maintain an Integrated Occupational Health and Safety Management System aligned with Brazilian legislation, especially the Regulatory Standards (NRs) issued by the Ministry of Labor and Employment (learn more under GRI 403-1 – Occupational health and safety management system).

The system is managed by Bracell employees who are part of the Specialized Occupational Safety and Health Engineering Service (SESMT) and the Specialized Rural Occupational Safety and Health Service (SESTR), as required by NR-4 and NR-31.

Our occupational health and safety management practices also include a Risk Management Program (PGR), Rural Occupational Risk Management Program (PGRTR), and Occupational Health Surveillance Program (PCMSO). These programs outline safety standards and procedures applicable to all activities conducted by employees and contractors, in line with our integrated management system policy.

These initiatives align with our Integrated Management System Manual, and international standards ISO 9001, ISO 14001, and the Program for the Endorsement of Forest Certification (PEFC).

Programs, processes, and practices for risk assessment and accident investigation

Hazard Reports	Hazard Reports are issued for all employee roles and tasks. Risk assessments are carried out by a specialized firm using appropriate methods that are compliant with current legislation.
Workplace Environment Condition Reports (LTCAT)	These reports identify areas eligible for hazard bonuses and that require enhanced risk control measures. They also inform action plans that guide prevention efforts.
Risk Management Program (PGR)	The purpose of this program is to identify risks and design measures to control and prevent them (collective protection equipment, administrative measures, training and personal protective equipment).
Rural Occupational Risk Management Program (PGRTR)	Through this program, we identify, assess, and manage occupational risks in our forestry operations.
Worker protection policies and processes	To shield workers from retaliation, Bracell has policies and processes in place to prevent intimidation, threats, or actions that could negatively impact employment or the workplace environment, such as termination, demotion, loss of income, punishment, and any other unfavorable treatment.
Right of refusal	All employees have a right to refuse to perform a given task if they feel unsafe, by completing the right-of-refusal field in the Work Clearance form.
Sempre Alerta and Safe Behavior Program	We have two behavioral programs supporting our goal of achieving zero incidents: Sempre Alerta (“Always Alert,” with a focus on our forestry and mill operations) and our Safe Behavior Program (with a focus on mill operations), both designed to preventively achieve continuous improvement in our safety culture.
Prevention cards	All employees are issued a prevention card containing a list of ten self-assessment criteria, which they must carry with their badge. This card includes a reminder of their right to stop their task, immediately notify their supervisor, and only continue the task when the risk has been neutralized or eliminated. The right of refusal is also included in each employee category’s collective bargaining agreement.
Internal Accident Prevention Committee (CIPA)	Bracell has a continuous improvement subcommittee within CIPA that documents safety actions implemented and their practical outcomes.
Accident Prevention Week	A week dedicated to improving employees’ understanding of operational and occupational safety procedures, as well as safe behavior.
Accident and Incident Investigation	When accidents or incidents occur, the root causes are investigated and analyzed with the participation of managers, department heads, the Occupational Safety team, the Internal Accident Prevention Committee (CIPA), and those directly involved. These investigations, conducted in accordance with internal safety procedures, aim to identify the root causes, implement actions to address them, and document lessons learned to prevent recurrence.
Root Cause Analysis	All accidents and incidents are logged and investigated using Root Cause Analysis (see Occupational Safety Inspection Reports (RIST).
Occupational Safety Inspection Reports (RIST)	Occupational Safety Inspection Reports (RIST) serve as an internal audit tool covering safety, health, and environmental issues. These reports cover 199 compliance items (including NR-1, NR-31, NR-12, required training, among others). Reports are prepared on a regular basis by Occupational Safety employees, supporting compliance with applicable regulations and for continuous improvement in our forestry operations. As an additional preventive measure, department-specific and general performance review meetings are held to develop action plans addressing safety inspection items raised by the Occupational Safety team.
Occupational Health Surveillance Program	This program maps out workers’ tasks and workplaces, the occupational hazards to which they are exposed, and the medical exams required for the prevention of occupational diseases and health protection. It also establishes the frequency at which health checkups are to be conducted. All Bracell employees and contractors are covered by our Occupational Health and Safety Management System.
RADAR – Administrative Disciplinary Rules and Restorative Actions	These rules are designed to embed operational discipline and safe behaviors in Bracell’s mill and forestry operations. In addition to strengthening the safety behaviors of everyone who interacts with our operations, RADAR also establishes a more transparent and fair approach to recognizing good safety practices, as well as a no tolerance stance on unsafe conduct that is liable to cause accidents in our operations.

At Bracell, safety is a core value, and cultivating a culture of prevention is key to fostering health and well-being in the workplace.

In 2025, our Northeast Paper operations achieved significant improvement in safety performance following the implementation of corporate safety policies and programs (see operational safety disclosures under GRI 403-9). 

Across our forestry operations, monthly inspections are conducted at all work fronts, with a focus on accident prevention and compliance with applicable legislation.

A Safety Standstill was also held at the Avaí (SP) and Lençóis Paulista (SP) nurseries to raise awareness about the risks of falls and sprains, which are among the most common causes of accidents in the sector.

To enhance fleet safety and protect neighboring communities, Bracell increased its investment in technology and safety systems for three-trailer road train trucks, including third-party vehicles. Each truck is now equipped with five strategically positioned cameras (front, side, cabin and fatigue monitoring), transmitting real-time footage a Monitoring Center. Artificial intelligence tools support detection of driver fatigue and distractions, contributing to a 90% reduction in unsafe driving behaviors since 2021.

In logistics, in May 2025, our Forestry and pulp transportation teams carried out awareness activities as part of Yellow May—an international campaign to reduce traffic accidents—with an emphasis on responsible driving and the importance of avoiding rushed behavior on the road. We have also deployed technology in forest fire monitoring, using drones and thermal cameras to detect and control heat sources, enabling a fast and cost-efficient response.

Bracell’s partnership with the local fire department ensures fire response teams receive specialized training in areas such as collapsed-structure search and rescue and emergency response to hazardous materials incidents. In turn, Bracell’s Fire responders share expertise in canyon navigation and vehicle extrication.

In terms of well-being initiatives, the Bracell Social Center continued to advance projects under the Well-Being pillar and to promote healthy lifestyles throughout 2025. In March 2025, Casa hosted a lecture titled “Taking Care of Yourself: Health and Well-Being for Women,” in partnership with the Municipal Health Department of Lençóis Paulista. In October, pilates classes were offered to the public as part of the program’s third scheduled session.

Additionally, Bracell provided breast and prostate cancer screening tests at no copayment under the health plans at its operating units.

During the year, we also announced the construction of a breastfeeding support room, offering appropriate facilities and privacy for milk expression and storage. The program includes a multidisciplinary team, composed of a doula, an obstetric nurse and a psychologist, ensuring continuous and comprehensive care.

Impacts and risks

In managing the material topic of Occupational health, safety and well-being, Bracell has identified actual and potential impacts and risks, both negative and positive. Based on these findings, we work to prevent or mitigate negative impacts and enhance positive ones.

Potential negative impact	Actual negative impacts	Actual positive impacts
Infectious diseases affecting employees and contractors due to exposure to pathogens. This impact is limited in scope and low in intensity, as we have effective internal controls, formalized policies and procedures, and performance indicators in place.	Ensuring fair working conditions and protecting workers’ rights through collective bargaining agreements.	Ergonomic issues caused by repetitive tasks and inadequate posture during the maintenance and operation of equipment. This impact is limited in scope and low in intensity, as we have effective internal controls in place.
		Health impacts on employees, with leave taken due to work-related physical and psychological illnesses. This impact is broad in scope and of medium intensity.
	Preventing employee illnesses through campaigns and educational initiatives.	Respiratory and skin issues in employees and contractors caused by exposure to hazardous chemical substances. This impact is limited in scope and of medium intensity, with internal control mechanisms in place.
		Serious workplace injuries caused, for example, by operating heavy machinery, working at heights, or in confined spaces. This impact is limited in scope and of medium intensity.

Safety Performance Index

In our Mill operations, Procurement department and Paper operations, safety culture performance is tracked using a Safety Performance Index (IDS). This metric reflects the weighting scores of Safety Programs, which are assessed based on employee engagement, effectiveness in implementing action plans, and the documentation of behavioral safety observations. Throughout the year, safety campaigns are carried out in operational areas and across our official communication channels, continuously reinforcing safe behaviors. In addition, the Safety Team provides ongoing support by conducting field observations, toolbox talks and training sessions across operational areas, both during regular working hours and in shift operations.

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.

Bracell offers employees a defined contribution benefit plan, which is based on monthly contributions made equally by both employee and employer. This is a voluntary plan with nationwide coverage. The purpose of the benefit is to encourage employees to build financial reserves throughout their careers, providing greater financial security in retirement and supplementing the public pension system.

Under the current model, no liabilities are generated, as monthly contributions are immediately allocated to a dedicated fund for each enrolled participant. Our strategy fully ensures coverage of the plan through monthly deposits matching employee contributions. Because it is a defined contribution structure, the organization does not require or set a vesting period, as coverage is already guaranteed under the current model.

Pension plan contribution policies vary by operation:

• São Paulo (Pulp) and Southeast Paper operations Employees contribute 5.64%, calculated in accordance with the current salary policy, and the company matches 100% of the amount contributed by the employee.
• Bahia Pulp: Employees contribute between 1% and 9% of their salary. The company matches at least 100% of the employee’s contribution and may contribute up to 200%, depending on length of service.
• Northeast Paper Operations: At present, this benefit is not offered in this operation. 

For confidentiality reasons, Bracell does not disclose financial information.

Bracell’s Compensation Policy applies to all employees. This policy establishes a minimum wage that is higher than the local minimum wage. The Policy is guided by inclusive principles that promote equal opportunity and diversity across dimensions such as gender, ethnicity, age, religion, sexual orientation, geographic origin, social class, and personal values, while recognizing individual strengths and talents.

Salaries are determined based on several factors, including current labor laws and collective bargaining agreements (read more under GRI 2-30), the role’s weight and importance within the organizational structure, market practices, internal pay equity, external competitiveness, the expertise and skills required for each position, organizational strategies, available budget, and the company’s financial position.

The salary table is updated annually based on compensation surveys conducted by specialized consulting firms, taking into account factors such as competition, region, labor availability, unemployment rates, and market turnover.

The total compensation package offered by the company includes basic salary, bonuses, variable compensation, and benefits, and is designed to be competitive within the market.

In addition, a significant portion of contractors engaged in supporting activities are compensated in accordance with the prevailing local minimum wage. To ensure integrity in these relationships, Bracell conducts rigorous due diligence to verify compliance with labor legislation and applicable collective bargaining agreements. This oversight is conducted through systematic document reviews and the inclusion of mandatory contractual clauses requiring partner companies to fully comply with their legal obligations toward their workforce.

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.

Bracell has an Integrated Occupational Health and Safety Management System that is compliant with Brazilian legal requirements, including the Regulatory Standards (NRs) of the Ministry of Labor and Employment (MTE), labor laws, International Labor Organization (ILO) conventions, Brazil’s Civil and Criminal Codes, collective bargaining agreements, licensing and inspection requirements, and guidelines issued by the Public Labor Prosecutor’s Office (MPT). The system covers all workers, activities, and work locations within the company.

OHS management is carried out by Bracell employees who are members of the Specialized Occupational Health and Safety Service (SESMT), as required by NR-4. The team includes occupational safety engineers and technicians, occupational physicians, occupational nurses, and nursing technicians. Bracell’s Risk Management Program (PGR) and Occupational Health Surveillance Programs (PCMSO) outline safety standards and procedures applicable to all activities conducted by employees and contractors, in line with our Integrated Management System Policy.

The System’s procedures establish day-to-day safety requirements and specific control measures for different risk scenarios. The management model follows guidelines set out in our Integrated Management System Manual and in ISO 9001 and ISO 14001. In addition, Bracell has an Integrated Occupational Health and Safety Management System that is compliant with Brazilian legislation and regulatory standards, ensuring a safe work environment aligned with best practices in occupational health.

Bracell has an Occupational Health and Safety Management System (OHSMS) in place to identify potential hazards, assess risks, and implement proactive safety measures across both routine and non-routine activities.

Risk and hazard assessments, aimed at protecting people, the environment, assets, and business continuity, are conducted by the Process Safety, Emergency, and Business Risk Management teams, which are part of the Occupational Health and Safety Department.

Health and safety performance indicators are monitored by the Health & Safety team, which presents performance metrics to all departments in monthly meetings, and to the Board and Management in bi-weekly occupational health and safety meetings.

Programs, processes, and practices for risk assessment and accident investigation

We employ specific tools and programs to identify and assess risks, as outlined in the table below:

Health and Safety Hazard Reports	These technical reports include both quantitative and qualitative assessments of workplace environmental conditions, which are actively monitored to evaluate physical, chemical and biological risks and ensure a safe and healthy work environment for employees. With respect to hazardous activities, the reports address exposure to life-threatening risks, and these environments are continuously assessed to ensure safe working conditions.
Workplace Environment Condition Reports (LTCAT)	These reports identify and document employees’ exposure to harmful agents (physical, chemical and biological) in the workplace, serving as a key document for social security purposes and eligibility for special retirement, as well as supporting hazard bonuses and special pension status (PPP).
Always Alert Program	A preventive tool designed to identify and report substandard conditions or practices, near misses or incidents and employees exercising their right to refuse unsafe work.
Internal Accident and Harassment Prevention Committee (CIPA)	Bracell has a continuous improvement subcommittee within CIPA that documents safety actions implemented and their practical outcomes.
Internal Rural Accident and Harassment Prevention Committee (CIPATR)	Bracell SP Florestal has a continuous improvement committee that documents safety actions implemented and their practical outcomes.
Occupational Safety Inspection Reports (RIST)	Occupational Safety Inspections serve as an internal audit tool covering safety, health, and environmental issues. These reports verify compliance with requirements, including Regulatory Standards, mandatory training, and other legal obligations. Reports are prepared on a regular basis by Occupational Safety employees, supporting compliance with applicable regulations and for continuous improvement in our operations. As an additional preventive measure, department-specific and general performance review meetings are held to develop action plans addressing safety inspection items raised by the Occupational Safety team.
RADAR – Administrative Disciplinary Rules and Restorative Actions	These rules are designed to embed operational discipline and safe behaviors in Bracell’s mill and forestry operations. In addition to strengthening the safety behaviors of everyone who interacts with our operations, RADAR also establishes a more transparent and fair approach to recognizing good safety practices, as well as a no tolerance stance on unsafe conduct that is liable to cause accidents in our operations.
Safe Behavior Program (PCS)	Focused on strengthening risk perception and protecting lives through open, constructive and respectful communication.
Occupational Benzene Exposure Prevention Program (PPEOB)	A set of mandatory measures in Brazil designed to protect workers exposed to benzene, a carcinogenic substance found in fuel stations and petrochemical plants, among other environments, in compliance with NR-15 (Appendix 13-A).
Respiratory Protection Program (PPR)	A mandatory program in Brazil comprising technical and administrative measures, established by Fundacentro and regulated by Ordinance 672/2021, to ensure the proper use of respirators and safeguard workers’ health against harmful agents such as dust, fumes, vapors and biological hazards when engineering controls alone are not sufficient, including equipment selection, training, fit testing and maintenance of Respiratory Protective Equipment (RPE).

Process Quality Assurance and Training

We provide employee training to ensure occupational health, well-being, and safety processes and tools are effective (learn more under GRI 403-5 Worker training on occupational health and safety). In this context, we carried out the following:

• Training on Regulatory Standards (NRs) and operational procedures (read more under GRI 3-3 Attracting, Developing and Retaining Employees);
• Oversight of the onboarding process for new employees and ongoing training
• Regular safety audits conducted by the Occupational Safety team to identify areas needing to be addressed and to improve management practices and processes
• Safety certification for specific tasks, such as working at heights and in confined spaces.

Through the Work Permit (WP) system and the Sempre Alerta program, employees may formally exercise their Right of Refusal when activities present a potential risk to their physical integrity. Once documented, the employee works jointly with the Occupational Health and Safety team, department head and other relevant parties to assess the identified risks and define actions to control or eliminate them, ensuring the task is carried out safely.

Monitoring and continuous improvement

• Process outcomes are reviewed and presented in monthly meetings of departmental safety committees and the Master Occupational Safety Committee, ensuring the system is continuously reviewed and improved.
• A Safety Performance Index (IDS) tracks safety indicators by department and supports safety management.
• Accidents and incidents are investigated using Bracell’s internal Root Cause Analysis procedure (PR.IND.BSP.612), which includes an improved methodology and behavioral analysis.

Communication channels and worker protection

We provide formal channels for employees to report hazards and unsafe situations, ensuring protection from retaliation:

• IDS – a tool whereby employees can report risk situations, which are addressed by the safety team
• Whistleblower hotline (Contato Seguro) – ensures confidentiality and protection against intimidation or penalties (read more under GRI 2-25 Processes to remediate negative impacts);
• Sempre Alerta program – enables workers to exercise their right to refuse unsafe tasks, without fear of retaliation
• Internal policies and processes to ensure that safety-related reports do not result in negative impacts on employment or the employee’s professional standing.

In our Bahia operations, we have implemented a program, called OPA (Observe, Plan, Act), to encourage employees to report risk conditions and adopt a “see and act” approach. Reports are managed by the relevant departments and discussed in daily management meetings, ensuring effective corrective action is taken and fostering a continuous safety culture.

We offer occupational health services to ensure a safe environment and promote employee well-being. These include disease prevention initiatives, wellness campaigns, and wellness programs designed to provide safe working conditions and a high quality of life for all team members.

All services are provided by qualified professionals, including an occupational physician, occupational nurse, and nursing technician. To ensure quality of service, we conduct annual satisfaction surveys with employees. In addition, we engage external audits to ensure compliance and service effectiveness.

Workers have unrestricted access to on-site medical clinics, which provide 24-hour in-person care and remote support via corporate phone, email, and internal extension. Health promotion and occupational disease prevention information is shared through the company’s official channels, including the intranet, weekly Comunica newsletters and Comunica TV, digital and physical bulletin boards, emails, and Rádio Bracell.

Main services provided:

• Occupational Health & Safety Program (PCMSO): occupational health checkups tailored to the risks of each position, aiming to preserve employee health. If any abnormal results are detected during checkups, the relevant individuals are temporarily relieved of their duties, provided with appropriate treatment based on the recommendations of our medical team, and monitored until their health status normalizes.
• Hearing Conservation Program (PCA): a set of measures to mitigate noise-related risks, thereby preventing or minimizing work-related hearing impairment. This includes a hearing management system integrated into the environmental management system.
• Health and quality-of-life campaigns: initiatives based on Brazil’s national health calendar.
• Health and Ergonomics Committees: strengthening prevention and promoting well-being in the workplace.
• Occupational health checkup management: continuous monitoring of employees’ health.
• Medical and nursing care: access to clinical support and first aid.
• Acolher program: management of workstations for pregnant employees.
• Occupational disease control and prevention: risk and absenteeism management.

We also regularly provide both individual and group counseling on topics such as maintaining a healthy diet and the importance of exercising regularly.

We actively involve our employees in the development, implementation, and evaluation of the Occupational Health and Safety Management System. Employee participation is encouraged through training, educational campaigns, toolbox talks, and monitoring tools, ensuring an inclusive and effective approach.

Employees contribute directly to training programs, campaigns, and educational initiatives, and also participate in our Safety Performance Index (IDS) and continuous improvement activities.

Communication channels

Health and safety information is shared through leadership and internal communication tools such as Comunica TV and bulletin boards, ensuring that all employees have access to up-to-date guidelines.

Formal health and safety committees

Bracell maintains formal committees composed of both employees and contractors, who are tasked with continuously monitoring, analyzing, and improving safety conditions. Their key roles include:

• Identifying and mitigating risks, and implementing preventive measures
• Assessing working conditions, conducting inspections, and improving operational environments
• Designing and implementing occupational health and safety programs
• Investigating and responding to serious, imminent risks, with the authority to recommend halting operations until the issues are resolved.

These committees meet monthly and have the autonomy to recommend actions and monitor implementation, influencing the design and implementation of safety policies.

All Bracell workers are represented on health and safety committees.

Active employee participation

Employees are encouraged to actively engage around health, well-being, and safety through:

• Toolbox talks, which foster open communication to raise concerns and offer suggestions
• Support for the Internal Accident Prevention Committee (CIPAA), ensuring that reported issues are addressed
• Safety walks, which allow managers to hear employees’ perspectives on risks and best practices
• Recognition campaigns, which highlight good safety practices and promote a culture of prevention.

Both in-house and third-party workers are encouraged to identify, report, and document any events related to health, well-being, and safety occurring in our operations. Following investigation, action plans are developed for each reported case. All of this information is evaluated as part of the incident investigation process.

Our 100% Safe Journey Program encourages active employee participation. Through this program, we recognize best practices and high safety standards demonstrated by employees. Following assessments of compliance with safety standards, winners are announced and awarded bronze, silver, or gold badges.

We believe that both hard and soft skills are essential to the success of our employees. With this in mind, we have continued to bolster our professional development programs, positive organizational culture, and health and safety protocols. All of these efforts are aligned with our commitment to promoting a culture of diversity, equity and inclusion.

We provide health and safety training to all employees and contractors to ensure a safe work environment and compliance with regulatory standards. These training programs, developed in plain language, aim to prevent occupational risks, promote employee well-being, and minimize accidents, covering topics from machine safety to preventive measures in risk situations.

All training materials are reviewed periodically to reflect legislative updates. In addition, we assess training effectiveness through internal audits and safety indicators. To ensure the continuous improvement of our health, well-being, and safety training efforts, we also conduct satisfaction surveys and performance evaluations.

This supports ongoing employee training, reduced operational risks, and a strong safety culture in the workplace.

In 2025, we held a Safety Standstill at the Avaí (SP) and Lençóis Paulista (SP) nurseries. The initiative aimed to encourage reflection on the importance of safety and constant attention to risks, particularly falls and sprains, which are among the leading causes of accidents in the sector.    

We also carried out our traditional Yellow May campaign. Throughout the month, the Forestry and pulp transportation teams conducted intensive traffic safety awareness activities. The 2025 campaign focused on the impact of the fast pace of daily life on people’s behavior in traffic. Teams discussed the importance of slowing down to save lives and of safe behaviors, such as not using mobile devices while driving and staying within speed limits. Employees working in in-house pulp transportation participated in a full day dedicated to safety, totaling 16 hours of engagement, including toolbox talks.

General health and safety training

Training covers both theoretical and practical content, such as emergency drills and instructions on proper use of Personal Protective Equipment (PPE). This includes training on:

• Accident Prevention (NR 01 – Employee Induction, NR 05 – CIPA)
• First Aid and Emergency Response (NR 07 – First Aid, Fire Response Team)
• Machine and Equipment Safety (NR 12 – Machinery Protection, NR 31.12 – Machine Operation Safety)
• Safe Handling of Chemicals (NR 20 – Occupational Safety and Health with Flammables and Fuels)
• Working at Heights and in Confined Spaces (NR 35 – Work at Heights, NR 33 – Confined Space Work)
• Vehicle Operation and Cargo Transport (Defensive Driving, Cargo and Emergency Vehicle Drivers).

Job-specific training by area

Mills

Training programs on industrial operations and safety at production facilities, including:

• NR 10 – Safety in Electrical Installations and Maintenance (Low and High Voltage – SEP)
• NR 11 – Safe Operation of Forklifts
• NR 13 – Boiler and Process Unit Safety
• NR 18 – Safety in Welding and Aerial Platform Operations
• NR 20 – Handling of Flammables and Fuels
• Lockout-Tagout

Forestry

Training focused on field safety, including:

• NR 31 – Safe Operation of Agricultural and Forestry Machinery
• NR 31.7 – Prevention of Accidents Involving Pesticides
• Safe Operation of Forestry Equipment (Chainsaws, Forwarders, Harvesters, Chippers, etc.)
• Forest Fire Prevention and Control

Fire Prevention and Response

We run an annual training program for the fire teams responsible for responding to fires in our forestry and mill operations, in compliance with the regulations of the São Paulo and Bahia fire departments. These training sessions cover:

• Implementation of strategic actions
• Use of equipment
• Defensive driving techniques for firefighting vehicles
• Use of helicopters for support in fire response
• Best practices in local community engagement

Methodology and application:

• Regulatory training (NRs) is tailored to employees’ roles and tasks, in compliance with legal requirements.
• Internal safety programs, such as RADAR and Sempre Alerta, address best practices and safe behavior.
• Hands-on training and drills ensure readiness for emergency situations.
• New employee onboarding includes general instructions on occupational health and safety

Bracell provides health and dental plans for all employees and their dependents, with national coverage. We also offer discounts in drugstore chains, gyms, educational institutions, and partnerships with organizations such as the Industrial Social Service (SESI), providing access to sports and leisure activities.

Bracell’s health management approach is centered on promoting well-being and preventing illness, both in the workplace and in employees’ daily lives. We also provide both individual and group counseling on topics such as periodic checkups, maintaining a healthy diet and the importance of exercising regularly. Key initiatives include:

Health benefits and wellness programs

Wellness programs

• Mental health: Levemente program, focused on emotional well-being
• Physical activities: Bracell Runners and Corrida do Eucalipto (running and brisk walking programs), and the Bracell Challenge, which supports better quality of life by encouraging healthy eating habits and regular exercise. These initiatives are available to both employees and their eligible dependents.
• Maternal health: Pessoinhas program: multidisciplinary support for pregnant employees and spouses, providing assistance throughout pregnancy up to six months after childbirth.
• Corporate Citizenship: extension of maternal leave by an additional 60 days, totaling 180 days of leave, and extended paternal leave by an additional 15 days, totaling 20 days of leave. Employees also receive baby first aid training and attend sessions as part of the Pessoinhas program.

Annual health campaigns:

• coordinated awareness initiatives on topics including sexually transmitted infections, respiratory diseases, flu vaccination, breast (Pink October) and prostate cancer prevention (Blue November), dehydration prevention, and two annual blood donation drives.

Bracell ensures workers’ health information is kept strictly confidential, in compliance with Brazil’s General Data Protection Regulation (BR GDPR). All data is handled exclusively by healthcare professionals, ensuring confidentiality and impartiality.

Both employees and contractors have access to outpatient services, including checkups by nurses and physicians. When necessary, workers are referred for additional exams and specialized medical care.

Beyond providing health services, we actively identify hazards and risks associated with the activities of both employees and contractors over whom we do not have direct control. To prevent and mitigate these risks, we have a robust risk management system based on continuous risk identification and monitoring using tools such as our Risk Management Program (PGR), Occupational and Safety Procedures, Job Safety Analysis, Permits to Work, Occupational Safety Inspection Reports (RIST), Safety Committees, Gemba Safety Walks, Preliminary Risk Analysis (APR), and Work Clearance (LT).

Contractors are required to follow an internal procedure, ensuring that their risk management programs align with Bracell’s safety guidelines for proper task execution.

The main risks identified include mechanical, electrical, thermal, chemical, ergonomic, and physical hazards, as well as risks related to fire and explosion. Occupational risks are also mapped, such as noise, vibration, non-ionizing radiation, poor posture, manual lifting, falls, poisonous bites, and road accidents. In addition, hazards like working at heights, handling chemicals, and electricity may result in falls, burns, or electric shocks.

Safety is further enhanced by our Specialized Occupational Health and Safety Engineering Service (SESMT) and a 24-hour Emergency Prevention and Response Team, organized across three shifts.

In our mill operations, a dedicated full-time emergency team operates around the clock, including an emergency response crew available for all work shifts, as well as trained fire wardens prepared to respond to emergencies with water and chemical fire trucks, ambulances, portable water cannons, and automated external defibrillators. In Bahia, the emergency team is also a participant in the Camaçari Industrial Park’s Mutual Emergency Response Plan (PAM).

Occupational health and safety management practices

Safe behavior	The safe behaviors outlined in our Code of Conduct are reinforced through clear guidelines for employees.
Occupational health & safety programs	Comportamento Seguro (“Safe Behavior”) and Sempre Alerta (“Always Alert”)—two programs covering all employees, including contractors.
Inspections	Safety inspections to identify unsafe working conditions and behavior, inform continuous improvement, and strengthen our safety culture.
Contractor audits	Six-monthly audits on compliance with applicable legal requirements.
Integrated Management System	Procedures, instructions, and incident investigation forms are incorporated in Bracell’s Integrated Management System (IMS).

Bracell ensures that 100% of our workforce is covered by our Occupational Health and Safety Management System. This includes 10,533 direct employees and 15,546 contractors under the company’s control. All workers are covered by internal audits and external audits on legal and regulatory compliance conducted during the reporting period. Learn more about employee and contractor figures under GRI 2-7 and GRI 2-8.

We have an Occupational Health and Safety Management System in place based on legal requirements and/or recognized standards/guidelines. 

We follow Brazilian regulatory standards and ABNT 14280, including NR 01, which addresses risk management and the Risk Management Program (PGR), and NR 07, on Occupational Health & Safety Programs (PCMSO). These guidelines are addressed in our Integrated Management Policy.

Hazards and risks with the potential to cause serious accidents are identified and addressed through detailed analyses, planning, qualitative and quantitative assessments, a risk matrix, and consequence assessments. Tools such as Sempre Alerta and Potential Critical or Fatal Incident Assessments (PSIF) support risk identification and assessment.

Workplace safety is reinforced through internal procedures like Job Safety Analysis and Permits to Work. All employees, whether direct or outsourced, must be certified and trained before requesting any permit to work. No maintenance work can begin without a permit to work, in accordance with our “Commitment to Life – Stay Alert” safety policy. Routine operations are also governed by Standard Operating Procedures and safety pointers.

No worker has been excluded from work-related injury data.

Established safety targets include maintaining an overall frequency rate (TRIR and LTIR) lower than 3.0, a total recordable injury rate (TRIR) below 1.0, a lost time injury rate (LTIR) below 2.5, and a severity rate below 50.

In 2025, our Northeast Paper operations achieved significant improvement in safety performance following the implementation of corporate safety policies and programs. The number of lost-time injuries decreased from 14 in 2023 to 7 in 2024 and 2 in 2025.

In Pulp Mill, Procurement and Paper operations, we use the Safety Performance Index (IDS), a metric that consolidates Safety Programs and enables assessment of each operation’s performance. This index takes into account, among other factors, the status of incident investigations, records of behavioral safety observations, unsafe conditions, near misses and employees exercising their right of refusal, as well as key safety metrics such as injury frequency rate, severity rate and near miss rate. These indicators guide discussions within the Safety Committees and support the development of action plans focused on awareness campaigns, inspections and continuous improvement across operations.

Number of work-related injuries per year, by operation

Bahia Pulp

Number of work-related injuries per year, by operation

DIRECT EMPLOYEES
	Bahia Forestry				Bahia Mill
	Number of injuries		Injury rates		Number of injuries		Injury rates
	Lost time	No lost time	Lost time	No lost time	Lost time	No lost time	Lost time	No lost time
2022	0	0	0	0	1	0	0.5	0
2023	0	0	0	0	0	1	0	0.45
2024	0	1	0	0.41	0	1	0	0.43
2025	0	0	0	0	2	2	0.84	0.84

 

Number of work-related injuries per year, by operation

CONTRACTORS
	Bahia Forestry				Bahia Mill
	Number of injuries		Injury rates		Number of injuries		Injury rates
	Lost time	No lost time	Lost time	No lost time	Lost time	No lost time	Lost time	No lost time
2022	1	3	0.14	0.41	0	2	0	1.4
2023	1	0	0.19	0	0	1	0	0.62
2024	1	3	0.21	0.64	0	0	0	0
2025	0	0	0	0	0	0	0	0

 

Work-related injuries

Category	2024				2025
	Bahia Forestry		Bahia Mill		Bahia Forestry		Bahia Mill
	Employees	Contractors	Employees	Contractors	Employees	Contractors	Employees	Contractors
Number of hours worked	2,433,329,080	4.709.789.380	2,311,170	1,583,730	2,449,902	4,539,559	2,382,321	2,988,112
Basis for numbers of hours worked (200,000 or 1,000,000)	1,000,000	1,000,000	1,000,000	1,000,000	1,000,000	1,000,000	1,000,000	1,000,000
Number of fatalities as a result of work-related injuries	0	0	0	0	0	0	0	0
Rate of fatalities as a result of work-related injuries	0	0	0	0	0	0	0	0
Number of high-consequence work-related injuries (excluding fatalities)	1	4	1	0	0	0	2	0
Rate of high-consequence work-related injuries (excluding fatalities)	0	0	0.43	0	0	0	0.84	0
Number of recordable work-related injuries (including fatalities)	01	04	0	0	0	0	4	0
Rate of recordable work-related injuries (including fatalities)	0	0	0	0	0	0	1.68	0

São Paulo Pulp

Number of work-related injuries per year, by operation

DIRECT EMPLOYEES
	São Paulo Forestry				São Paulo Mill
	Number of injuries		Injury rates		Number of injuries		Injury rates
	Lost time	No lost time	Lost time	No lost time	Lost time	No lost time	Lost time	No lost time
2022	6	27	1.46	6.82	2	15	0.82	6.14
2023	7	24	1.16	4.46	3	14	1.12	5.22
2024	15	45	1.93	3.87	2	22	0.73	8.04
2025	11	38	1.21	4.19	5	15	1.53	4.6

 

Number of work-related injuries per year, by operation

CONTRACTORS
	São Paulo Forestry				São Paulo Mill
	Number of injuries		Injury rates		Number of injuries		Injury rates
	Lost time	No lost time	Lost time	No lost time	Lost time	No lost time	Lost time	No lost time
2022	3	35	0.3	2.89	2	17	0.62	5.31
2023	9	47	0.59	3.1	5	19	2.32	8.8
2024	11	39	0.77	1.95	7	13	2.22	4.13
2025	16	28	1.06	1.86	4	21	0.93	4.88

 

Work-related injuries

Category	2024				2025
	São Paulo Forestry		São Paulo Mill		São Paulo Forestry		São Paulo Mill
	Employees	Contractors	Employees	Contractors	Employees	Contractors	Employees	Contractors
Number of hours worked	7,752,947	14,347,400	3,225,864.86	4,384,225.10	9,075,844	15,055,570	3,260,854	4,303,903
Basis for numbers of hours worked (200,000 or 1,000,000)	1,000,000	1,000,000	1,000,000	1,000,000	1,000,000	1,000,000	1,000,000	1,000,000
Number of fatalities as a result of work-related injuries	0	0	0	0	0	0	0	0
Rate of fatalities as a result of work-related injuries	0	0	0	0	0	0	0	0
Number of high-consequence work-related injuries (excluding fatalities)	15	11	0	0	11	16	5	4
Rate of high-consequence work-related injuries (excluding fatalities)	1.93	0.77	0	0	1.21	1.06	1.53	0.93
Number of recordable work-related injuries (including fatalities)	45	39	26	26	49	44	21	25
Rate of recordable work-related injuries (including fatalities)	5.8	2.72	8.06	5.93	5.4	2.92	6.44	5.81

Bracell Papéis Sudeste (Southeast Paper)

Number of work-related injuries per year, by operation

DIRECT EMPLOYEES
Year	Number of injuries		Injury rates
	Lost time	No lost time	Lost time	No lost time
2024	1	6	1.2	7.18
2025	2	10	1.93	9.65

Note: Bracell Papéis started operations in 2023 and is reporting its sustainability performance indicators for the first time, for year 2024.

 

Number of work-related injuries per year, by operation

CONTRACTORS
Year	Number of injuries		Injury rates
	Lost time	No lost time	Lost time	No lost time
2024	0	0	0	0
2025	0	0	0	0
Note: Bracell Papéis started operations in 2023 and is reporting its sustainability performance indicators for the first time, for year 2024.

Work-related injuries (Southeast Paper Operations)

Category	2024		2025
	Employees	Contractors	Employees	Contractors
Number of hours worked	835,786.17	91,203.20	1,035,950.94	405,831.60
Basis for numbers of hours worked (200,000 or 1,000,000)	1,000,000	1,000,000	1,000,000	1,000,000
Number of fatalities as a result of work-related injuries	0	0	0	0
Rate of fatalities as a result of work-related injuries	0	0	0	0
Number of high-consequence work-related injuries (excluding fatalities)	0	0	2	0
Rate of high-consequence work-related injuries (excluding fatalities)	0	0	1.93	0
Number of recordable work-related injuries (including fatalities)	0	0	12	0
Rate of recordable work-related injuries (including fatalities)	0	0	11.58	0

Note: Bracell Papéis started operations in 2023 and is reporting its sustainability performance indicators for the first time, for year 2024.

Bracell Papéis Nordeste (Northeast Paper)

Number of work-related injuries per year, by operation

DIRECT EMPLOYEES
Year	Number of injuries		Injury rates
	Lost time	No lost time	Lost time	No lost time
2024	9	20	2.92	9.42
2025	2	25	0.61	7.68

Note 1:  Bracell Papéis started operations in 2023 and is reporting its sustainability performance indicators for the first time, for year 2024.

Note 2: Our Northeast paper operations began keeping records of no-lost-time injuries in August 2024.
Note 3: No indicents involving third-party workers were reported in our Bracell Papéis Nordeste operations.

Note 4: At Bracell Papéis Nordeste (Northeast paper operations), the monitoring and recording of incidents involving contracted workers are carried out directly by the respective service provider companies.

 

Work-related injuries (Northeast Paper operations) 

Category	2024		2025
	Employees	Contractors	Employees	Contractors
Number of hours worked	3,088,256	99,840	3,256,7043,106,880	130,680119,072
Basis for numbers of hours worked (200,000 or 1,000,000)	1,000,000	1,000,000	1,000,000	1,000,000
Number of fatalities as a result of work-related injuries	0	0	0	0
Rate of fatalities as a result of work-related injuries	0	0	0	0
Number of high-consequence work-related injuries (excluding fatalities)	3	0	2	0
Rate of high-consequence work-related injuries (excluding fatalities)	0.97	0	0.6164	0
Number of recordable work-related injuries (including fatalities)	9	0	4	0
Rate of recordable work-related injuries (including fatalities)	2.91	0	1.2329	0

Note 1: Bracell Papéis started operations in 2023 and is reporting its sustainability performance indicators for the first time, for year 2024.

Nota 2: The recorded occupational accidents include incidents such as collisions with objects, crushing injuries, sprains, exposure to chemical substances or extreme temperatures, falls, cuts, commuting accidents, and bites from venomous animals. All of these risks are already part of operational risks matrix and are part of occupational safety procedures.

Note 3: Our Northeast paper operations began keeping records of no-lost-time injuries in August 2024.

Note 4: No indicents involving third party workers were reported in our Bracell Papéis Nordeste operations.

Note 5: At Bracell Papéis Nordeste (Northeast paper operations), the monitoring and recording of incidents involving contracted workers are carried out directly by the respective service provider companies.

Bracell did not record any occupational diseases among employees or workers in 2025. No worker was excluded from the management of occupational hazards and risks. These risks are monitored and managed based on medical records in the SOC management system and legally mandatory programs such as our Rural Occupational Risk Management Program (PGRTR) and Occupational Health & Safety Program (PCMSO).

Bracell ensures compliance with Regulatory Standard 01, using specific work orders to ensure conformity to occupational health and safety guidelines. Additional preventive tools include task safety analysis, prevention cards, and permits to work. In reporting information on occupational disease hazards and risks, Bracell follows Brazil’s Regulatory Standard 07, covering the Occupational Health Surveillance Program; NR 01, which sets out general provisions on occupational risk management; and NR 17, which addresses ergonomics—ensuring strict control over any factors that may affect workers’ health.

Information on the main types of work-related ill health is not disclosed for confidentiality reasons under the Brazilian General Data Protection Regulation (BR GDPR) and due to doctor-patient privilege.

All employees diagnosed with work-related illnesses are treated and monitored by Bracell’s Health team. When necessary, they are referred to specialists, with costs covered by the company. If an employee requires medical leave exceeding 15 days, they are referred to the social security agency (INSS) to apply for accident-related benefits.

In all cases, a Work Accident Report (CAT) is filed. We monitor treatments through to the employee’s full recovery and return to duty. In addition, the workstation is assessed, and an action plan is implemented to prevent recurrence of occupational illnesses.

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

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.