The Sustainability Steering Committee is the highest corporate governance body responsible for sustainability topics. This committee oversees sustainability performance and supervises the company’s environmental, social, and governance practices (see GRI 2-9 Governance structure and composition and GRI 2-18 Evaluation of the performance of the highest governance body for more information).

The committee comprises six members, all holding executive positions. Bracell does not have any independent or advisory members on its governance bodies or committees (learn more about the roles and credentials of the Sustainability Steering Committee members under GRI 2-17: Collective knowledge of the highest governance body).

Women in Leadership

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 2024, we made significant progress toward this target, exceeding our interim goal of 27% set for the year, and closing the cycle with 29.4% of leadership roles held by women, representing 117 female leaders within the company.

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

In 2024, the first year of implementing our Bracell 2030 roadmap, we established the baseline satisfaction levels within these groups and identified key performance indicators by which we will measure our efforts in the years ahead.

Number of leaders in pulp business operations, by gender and role – 2024¹

Position	Men		Women
	São Paulo	Bahia	São Paulo	Bahia
Director2	12	2	0	0
Senior Manager	22	7	3	3
Manager	61	25	25	12
Coordinator	95	57	58	16
Total	190	91	86	31
Total by gender	281		117

¹ Includes only Bracell’s direct employees. Bracell Papéis employees are not included.

² Including the positions of president, director, head and vice president.

Percentage of women in leadership roles directly involved in pulp operations – 2024¹ 

	Bahia	São Paulo	Total
Total people in leadership positions	122	276	398
Total women in leadership positions	31	86	117
Percentage of women in leadership positions	25,4	31.2	29.4

¹ Includes only Bracell’s direct employees. Bracell Papéis 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.

As of yearend 2024, women in leadership positions at Bracell included 6 senior managers, 37 managers, and 74 coordinators—making up 29.4% of all leadership roles.

In 2024, we carried out the following initiatives as part of our Diversity & Inclusion 2030 roadmap:

1. Conducted a company-wide Diversity & Inclusion Census across all Bracell operations
2. Ran a survey on respect and equity, targeted at affinity group members, as part of the D&I Census
3. Launched a Women’s Talent Acquisition and Retention Program—which includes mapping women in succession tracks for leadership roles, opening affirmative job postings for women, creating a women-focused talent pool, and providing leadership training on bias awareness and inclusive leadership
4. Rolled out a Women’s Career Acceleration Program—focused on women identified as future leaders—which also includes creating affirmative-action leadership positions for women.

 

Number and percentage of individuals within the organization’s governance bodies – by gender¹

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

¹ There are no individuals in governance bodies in our Northeast paper operations.

Number and percentage of individuals within the organization’s governance bodies by age group¹

Governance bodies	Bahia		São Paulo		Southeast Paper Operations		Total
	Number	Percent	Number	Percent	Number	Percent	Number	Percent
Under 30	0	0	0	0	0	0	0	0
30 to 50	0	0	2	66.67	0	0	2	33.33
Over 50	2	100	1	33.33	1	100	4	66.67
Total	2	100	3	100	1	100	6	100

¹ There are no individuals from minority and/or vulnerable groups serving on the organization’s governance bodies. The data excludes our Northeast paper operation, as this data has not been tracked for this operation.

Total workforce by employee category and gender¹

Employee category	Bahia		São Paulo		Southeast Paper Operations		Northeast Paper Operations		Total
	Men	Women	Men	Women	Men	Women	Men	Women	Men	Women
Executive Management1	2	0	12	0	2	0	0	0	16	0
Senior Manager	11	3	22	3	3	1	4	0	40	7
Middle Management	27	13	61	25	12	6	15	5	115	49
Coordinator	59	17	95	58	4	2	20	6	178	83
Specialist	52	12	95	39	11	1	2	1	160	53
Technical/Supervisor	120	32	732	88	108	20	41	10	1,001	150
Administrative	168	197	505	377	68	36	82	111	823	721
Operational	1,039	214	3,737	709	268	77	670	102	5,714	1,102
Trainee	1	2	6	14	0	0	0	0	7	16
Total	1,479	490	5,265	1,313	476	143	834	235	8,054	2,181

¹ Including the positions of president, director, head and vice president.

Percentage of employees by job category and gender (%)

Employee category	Bahia		São Paulo		Southeast Paper Operations		Northeast Paper Operations		Total
	Men	Women	Men	Women	Men	Women	Men	Women	Men	Women
Executive Management1	100	0	100	0	100	0	0	0	100	0
Senior Manager	70	30	88	12	75	25	100	0	85	15
Middle Management	68	32	71	29	67	33	75	25	70	30
Coordinator	78	22	62	38	67	33	77	23	68	32
Specialist	81	19	71	29	92	8	67	33	75	25
Technical/Supervisor	79	21	89	11	84	16	80	20	87	13
Administrative	46	54	57	43	65	35	42	58	53	47
Operational	83	17	84	16	78	22	87	13	84	16
Trainee	33	67	30	70	0	0	0	0	30	70
Total	75	25	80	20	77	23	78	22	79	21

¹ The data includes the positions of president, director, head and vice president.

Number of employees by employee category and age group

	Bahia	São Paulo	Southeast Paper Operations	Northeast Paper Operations	Total
Executive Board
Under 30	0	0	0	0	0
30 to 50	0	8	1	0	9
Over 50	2	4	1	0	7
Total	2	12	2	0	16
Senior Manager
Under 30	0	0	0	0	0
30 to 50	11	20	3	0	34
Over 50	3	5	1	0	9
Total	14	25	4	0	43
Middle Management
Under 30	0	0	0	0	0
30 to 50	35	67	12	17	131
Over 50	5	19	6	0	30
Total	40	86	18	17	161
Coordinator
Under 30	1	6	0	5	14
30 to 50	64	101	3	16	182
Over 50	11	46	3	2	62
Total	76	153	6	23	258
Specialist
Under 30	10	8	1	0	24
30 to 50	42	95	8	3	143
Over 50	12	31	3	0	46
Total	64	134	12	3	213
Technical/Supervisor
Under 30	11	192	33	7	245
30 to 50	108	436	62	42	646
Over 50	33	192	33	1	259
Total	152	820	128	50	1,150
Administrative
Under 30	151	312	25	113	616
30 to 50	187	389	55	74	690
Over 50	27	181	24	3	235
Total	365	882	104	190	1,541
Operational
Under 30	245	1,027	137	194	1,642
30 to 50	857	2,313	129	532	3,792
Over 50	151	1,106	79	45	1,381
Total	1,253	4,446	345	771	6,815
Trainee
Under 30	3	19	0	0	22
30 to 50	0	1	0	0	1
Over 50	0	0	0	0	0
Total	3	20	0	0	23
Total
Under 30	421	1,564	196	319	2,563
30 to 50	1,304	3,430	273	684	5,628
Over 50	244	1,584	150	51	2,029
Total	1,969	6,578	619	1,054	10,220

 

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

	Bahia	São Paulo	Southeast Paper Operations	Northeast Paper Operations	Total
Executive Board
Under 30	0%	0%	0%	0%	0%
30 to 50	0%	67%	50%	0%	56%
Over 50	100%	33%	50%	0%	44%
Total	100	100	100	0	100%
Senior Manager
Under 30	0%	0%	0%	0%	0%
30 to 50	79%	80%	75%	0%	79%
Over 50	21%	20%	25%	0%	21%
Total	100%	100%	100%	0%	100%
Middle Management
Under 30	0%	0%	0%	0%	0%
30 to 50	88%	78%	67%	100%	81%
Over 50	13%	22%	33%	0%	19%
Total	100%	100%	100%	100%	100%
Coordinator
Under 30	1%	4%	0%	22%	5%
30 to 50	84%	66%	50%	70%	71%
Over 50	14%	30%	50%	9%	24%
Total	100%	100%	100%	100%	100%
Specialist
Under 30	16%	6%	8%	0%	11%
30 to 50	66%	71%	67%	100%	67%
Over 50	19%	23%	25%	0%	22%
Total	100%	100%	100%	100%	100%
Technical/Supervisor
Under 30	7%	23%	26%	14%	21%
30 to 50	71%	53%	48%	84%	56%
Over 50	22%	23%	26%	2%	23%
Total	100%	100%	100%	100%	100%
Administrative
Under 30	41%	35%	24%	59%	40%
30 to 50	51%	44%	53%	39%	45%
Over 50	7%	21%	23%	2%	15%
Total	100%	100%	100%	100%	100%
Operational
Under 30	20%	23%	40%	25%	24%
30 to 50	68%	52%	37%	69%	56%
Over 50	12%	25%	23%	6%	20%
Total	100%	100%	100%	100%	100%
Trainee
Under 30	100%	95%	0%	0%	96%
30 to 50	0%	5%	0%	0%	4%
Over 50	0%	0%	0%	0%	0%
Total	100%	100%	0%	0%	100%
Total
Under 30	21%	24%	32%	30%	25%
30 to 50	66%	52%	44%	65%	55%
Over 50	12%	24%	24%	5%	20%
Total	100%	100%	100%	100%	100%

 

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

	Bahia	São Paulo	Southeast Paper Operations	Northeast Paper Operations	Total
PwDs
Executive Board	0	0	0	0	0
Senior Manager	1	0	0	0	1
Middle Management	1	2	0	0	3
Coordinator	1	1	0	1	3
Specialist	0	1	0	0	1
Technical/Supervisor	4	13	0	0	17
Administrative	29	7	0	2	38
Operational	38	39	1	14	92
Trainee	0	1	0	0	1
Total	74	64	1	17	156
Black individuals1
Executive Board	–	–	–	0	0
Senior Manager	–	–	–	0	0
Middle Management	–	–	–	0	0
Coordinator	–	–	–	5	5
Specialist	–	–	–	0	0
Technical/Supervisor	–	–	–	7	7
Administrative	–	–	–	34	34
Operational	–	–	–	173	173
Trainee	–	–	–	0	0
Total	–	–	–	219	219

¹ Data on employees in minority and/or vulnerable groups (black and LGBTQIA+) by employee category are not tracked for our pulp and paper operations in São Paulo or our pulp operations in Bahia. The number of black employees is currently tracked only for our Northeast paper operations.

Percentage of employees in minority and/or vulnerable groups by employee category (%)

	Bahia	São Paulo	Southeast Paper Operations	Northeast Paper Operations	Total
PwDs
Executive Board	0.00%	0.00%	0.00%	0.00%	0.00%
Senior Manager	7.14%	0.00%	0.00%	0.00%	2.10%
Middle Management	2.50%	2.33%	0.00%	0.00%	1.80%
Coordinator	1.32%	0.65%	0.00%	3.85%	1.10%
Specialist	0.00%	0.75%	0.00%	0.00%	0.50%
Technical/Supervisor	2.63%	1.59%	0.00%	0.00%	1.50%
Administrative	7.95%	0.79%	0.00%	1.04%	2.50%
Operational	3.03%	0.88%	0.29%	1.81%	1.30%
Trainee	0.00%	5.00%	0.00%	0.00%	4.30%
Total	3.76%	0.97%	0.16%	1.59%	1.50%
Black individuals1
Executive Board	–	–	–	0.00%	0.00%
Senior Manager	–	–	–	0.00%	0.00%
Middle Management	–	–	–	0.00%	0.00%
Coordinator	–	–	–	19.23%	19.23%
Specialist	–	–	–	0.00%	0.00%
Technical/Supervisor	–	–	–	13.73%	13.73%
Administrative	–	–	–	17.62%	17.62%
Operational	–	–	–	22.41%	22.41%
Trainee	–	–	–	0.00%	0.00%
Total	–	–	–	20.49%	20.49%

¹ Data on employees in minority and/or vulnerable groups (black and LGBTQIA+) by employee category are not tracked for our pulp and paper operations in São Paulo or our pulp operations in Bahia. The number of black employees is currently tracked only for our Northeast paper operations.

Total workforce by region and gender

Region	Men	Women	Total
Bahia	1,479	490	1,969
São Paulo	5,265	1,313	6,578
Southeast Paper Operations	476	143	619
Northeast Paper Operations	822	232	1,054
Total	8,042	2,178	10,220

 

Workforce by region and gender (%)

Region	Men	Women	Total
Bahia	75	25	100
São Paulo	80	20	100
Southeast Paper Operations	77	23	100
Northeast Paper Operations	78	22	100
Total	79	21	100

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. LGBTQIA+
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 2024, we made consistent 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.

1. 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 2024, we made significant progress toward this target, exceeding our interim target of 27% set for the year, and closing the cycle with 29,4% of leadership roles held by women, representing 117 female leaders within the company (learn 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 launched a Women’s Career Acceleration Program, with 50% of positions reserved as affirmative-action opportunities to help build a strong pipeline of future female leaders (learn more about women in leadership on page XX).

2. Harassment Prevention and Response

• Bracell provided training on workplace and sexual harassment for coordinators, managers, and supervisors across the organization.
• We ran an internal awareness campaign featuring posters, practical leadership guides, and a refresher on our Code of Conduct.
• Key Personnel—including business partners, internal auditors, and HR teams—were trained in investigation techniques to strengthen internal reporting and response mechanisms.

3. Strengthening D&I Governance

• We unified our affinity groups, which began meeting monthly in June to discuss relevant topics and assess ongoing initiatives.
• Strategic departments such as Health, Communications, and Recruitment were also trained to support the effective rollout of D&I strategies.

4. Education, Awareness, and Engagement

• We introduced the Bracell Diversity & Inclusion Guide, which defines key concepts, outlines commitments, and shares good practices to foster a more inclusive environment.
• We hosted our 1^st D&I Corporate Week, with expert-led discussions on disability, LGBTQIAPN+, generations, race, and gender.
• We also launched inclusive leadership training focused on respect, belonging, and building diverse, collaborative teams.

5. Data-Driven Assessment and Planning

• We conducted a Diversity and Inclusion Census, mapping inequalities related to gender, race, ethnicity, sexual orientation, disability, and other factors.
• The findings informed our first structured D&I action plan, set to begin implementation in 2025.

Recognition

Bracell’s communication and sustainability initiatives were recognized in 2024 with the Jatobá Public Relations Trophy. We received a special award as Company of the Year, a category that celebrates communication efforts combining innovation, strategy, and impact. We presented three case studies: “Bracell 2030 Roadmap,” a documentary, and an internal campaign against harassment and discrimination called Não é MIMIMI (“It’s Not Whining”).

Diversity, the central theme of the campaign awarded the Jatobá Trophy, is also a key element in our ESG strategy and is reflected in the Bracell 2030 commitments. We strive to promote equal opportunity for men and women and foster an inclusive work environment for all affinity groups. As a company operating in a sector with human capital challenges, we aim to lead the industry through initiatives that enhance quality of life, turning them—along with training, development, and recognition programs—into factors in attracting and retaining talent.

Affinity groups

Bracell fosters diversity and inclusion through affinity 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, LGBT+, People with Disabilities (PwDs), Generations, and Gender.

In 2024, we reached key milestones in our diversity journey across four focus areas: representation, training, partnerships, and affirmative action:

• Representation: we currently have 75 allies at our Alagoinhas (BA) and Camaçari (BA) sites, actively promoting our D&I agenda.
• Training and Awareness: we delivered 27 hours of diversity training, 26 hours of awareness events, and 9 hours of Toolbox Talks, reaching more than 300 employees in our operations.
• Partnerships and Recognition: We formed three new partnerships with consulting firms specializing in inclusive practices. We received the Lilac badge from the Government of Bahia, recognizing gender inclusion initiatives, and we maintained our LGBT+ and racial equity certifications.
• Affirmative Action: we established our first all-women forestry team. Twenty-three contractors were hired to work in our forestry operations in Bahia. We also launched another edition of Indica PcD, a referrals program for people with disabilities.
• Development programs: we launched an English Development Program for Women and a Development Track for People with Disabilities.

Guidance Handbook

In 2024, we published our Diversity & Inclusion Guide, shared with all employees. The Guide, available to all employees, provides straightforward, plain-language definitions of key terms and concepts, along with practical tips for cultivating an inclusive mindset and fostering a supportive, psychologically safe workplace.

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

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

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

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

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

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

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

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

Total compensation structure

Total compensation is composed of:

• Basic salary
• Allowances
• Variable compensation
• Benefits.

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

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

Variable compensation

Variable compensation is structured into two main groups:

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