Occupational Health and Safety
Occupational Health and Safety
2030 KODS
Maintain the lost-time injury frequency rate (LTIFR) for employees and contractors below 1.0.
Lost-time injury frequency rate (LTIFR) for employees and contractors (per million hours worked) ¹
| 2022 | 2023 | 2024 | 2025 | |||||||||
| Employees | Contractors | Total | Employees | Contractors | Total | Employees | Contractors | Total | Employees | Contractors | Total | |
| Lost-time injury frequency rate | 1,59 | 1,11 | 1,34 | 1,74 | 1,09 | 1,39 | 2,78 | 1,10 | 1,84 | 3,15 | 1,09 | 2,02 |
| Year-over-year Variation² | -23% | -15% | -21% | +9% | -2% | +4% | +60% | +1% | +32% | +13% | -1% | +10% |
| Scope | 100% | 100% | 100% | 100% | 100% | 100% | 100% | 100% | 100% | 100% | 100% | 100% |
Note 1: Calculation basis - Lost-time injuries × 1,000,000 / hours worked
Note 2: “Year-over-year” analysis
In 2025, of the 169 recorded incidents, 119 involved employees, 86% of which were classified as having low potential severity. Of the 50 incidents involving contractors, 74% were also classified as low potential severity. The higher number of accidents involving the company's employees is directly linked to greater exposure to routine operational activities and was predominantly associated with low-potential-severity events.
The Company consolidated the standardization of its Risk Analysis and Management (RAM) methodology, enhancing the consistency of assessments and improving decision-making. Operational feedback channels were strengthened through the "Voice of Operations" initiative, which included more than 100 focus groups and captured 2,600 perspectives—leading to targeted actions to improve workplace conditions.
In 2025, the following activities stood out:
Safety Coffee Talks: An active listening initiative designed to better understand operational realities through discussion forums involving leaders at multiple organizational levels. The program included more than ten leadership sessions and resulted in over 500 preventive actions, including production rescheduling to mitigate workload pressures, the identification of priority topics for safety dialogues, and the implementation of operational safety improvements.
Learning Safety: formerly known as the Perception Academy, the program was redesigned to broaden its focus beyond risk perception, incorporating learning from actual work* as a core element of its approach.
Learning Time: dedicated learning and development sessions for occupational safety teams across all operational sites.
*Actual work: the work performed in practice, including the adaptations, decisions, and adjustments workers make in response to real operating conditions.
In the Forestry business, the Operational Safety Center was internalized, telemetry and video monitoring were standardized across the entire fleet, Critical Activity Requirements were updated, and self-assessments were implemented, significantly strengthening the company's risk prevention and response capabilities.
2030 KODS
Maintain the accident severity rate for employees and contractors below 50
Accident severity rate for employees and contractors (per million hours worked)
| 2022 | 2023 | 2024 | 2025 | |||||||||
| Employees | Contractors | Total | Employees | Contractors | Total | Employees | Contractors | Total | Employees | Contractors | Total | |
| Lost-time injury frequency rate | 82 | 30 | 55 | 239 | 488 | 376 | 325 | 141 | 220 | 132 | 421 | 290 |
| Year-over-year Variation² | 191% | 1527% | 584% | 36% | -71% | -41% | -59% | 199% | 32% | |||
| Scope | 100% | 100% | 100% | 100% | 100% | 100% | 100% | 100% | 100% | 100% | 100% | 100% |
Note 1: Calculation formula – (Lost workdays + Charged days + Carried-forward days) × 1,000,000 / total hours worked.
Note 2: Year-over-year analysis.
Although the severity rate increased in 2025 due to the occurrence of high-severity incidents, including fatalities, Klabin reinforced its commitment to continuously improving safety practices and strengthening a prevention- and risk management-oriented safety culture.
Key initiatives implemented during the year included:
- Expansion and review of the Risk Management process, including the launch of a structured mapping of processes and sub-processes that consider both actual work and scenarios based on past incidents. This initiative strengthens a systemic approach to risk management, improving the organization's ability to anticipate hazards, identify vulnerabilities, and prevent future incidents.
- Enhancement of Critical Activity Requirements (RACs): revision of assessment protocols and implementation of unit-level self-assessments, increasing control consistency and adherence to safe practices. This approach expanded the capacity to identify and address significant exposures, thereby building capacity for safe failure.
- Bringing the Operational Safety Center (OSC) in-house and standardizing telemetry and video monitoring across the entire forestry fleet, strengthening preventive monitoring capabilities and enabling rapid responses to critical alerts based on objective operational data and evidence.
- Strengthening of process safety through targeted training for relevant teams and the development of structured standards for Management of Change (MOC) and Pre-Startup Safety Reviews (PSSRs). These measures strengthened the management of risks associated with operational changes and new projects, improving the robustness and consistency of risk assessments.
- "Learning Safety" and "Learning Time"—initiatives designed to strengthen the continuous development of teams through practical, innovative learning approaches. These forums have enhanced employees' ability to recognize risks, take preventive action, and systematically capture and share lessons learned, fostering continuous learning and safety improvement.
- Inclusive listening initiatives, such as Voice of Operations and Safety Coffee Talks, created structured forums for dialogue between leadership and teams. These initiatives strengthened organizational trust, increased visibility into actual work, and led to the implementation of hundreds of improvement actions based on employees' firsthand operational experience.
2030 KODS
Achieve zero changed lives¹ among employees and contractors
| 2022 | 2023 | 2024 | 2025 | |
| Number of lives changed | 6 | 6 | 4 | 4 |
1 Note: ‘Changed Lives" is an internal safety concept introduced in 2019 to describe the significant and permanent impacts on people resulting from severe occupational or process-related incidents.
In 2025, four incidents involving life-altering injuries to third parties were recorded, all associated with timber transportation and industrial construction activities. Three of these incidents resulted in fatalities—two involving heavy vehicles and one involving electrical work. A fourth incident, in the civil construction sector, resulted in a lost-time injury. In response, Klabin implemented a series of measures to strengthen its health and safety management system, including reviewing operational processes, reinforcing preventive controls, providing targeted training for the teams involved, and enhancing risk monitoring. These actions are intended to prevent recurrence and ensure compliance with applicable legal requirements and corporate standards.
The Company developed specific initiatives for timber logistics and transport, focusing on the prevention of serious and fatal accidents. Key measures include:
- Implementation of onboard and integrative technologies, including the deployment of an integrated in-vehicle technology package and the integration of telemetry data through the Onysis platform, enabling centralized data management by the Operational Safety Center (OSC).
- Construction of the Operational Safety Center (OSC), a dedicated facility at Monte Alegre Farm for analyzing transport and forestry operations data and supporting strategic road safety decision-making.
- Implementation of the Lado a Lado (Together) Alcohol and Drug Control Program, a corporate initiative to prevent driving-related risks through continuous monitoring and standardized management protocols.
- Review and update of forestry RACs (Critical Activity Requirements): critical protocols—such as personnel transport, transport in cargo vehicles, and operations on slopes—were reviewed and approved, ensuring greater adherence to safe practices;
- Review and update of the Forestry Critical Activity Requirements (CARs): key requirements covering personnel transportation, transportation in cargo vehicles, and operations on slopes were reviewed and approved, strengthening adherence to safe work practices.
- Integration with Enterprise Risk Management (ERM): application of the risk assessment methodology across domestic and international logistics operations, including timber transportation, to identify intolerable risks and develop mitigation plans.
- Training and awareness: specific training for transport and forestry teams, supported by multiplier agents and reinforced through the communication of safety guidelines to strengthen a culture of prevention.
- Development of multiplier agents and dissemination of safety guidelines, reinforcing a culture of prevention.
Furthermore, support from specialized technical committees has strengthened the safe management of material handling by promoting the adaptation of equipment and processes to better protect those involved in the operation.
Finally, an assessment of the organization's third-party management process was also conducted, with a robust implementation plan for 2026.
The measures implemented strengthen integrated risk management in transport and forestry operations by combining technology, continuous monitoring, standardized critical requirements, and a preventive approach to reduce accidents and improve operational safety.
KODS 2030
Reach the Generative (Sustainable) level in the Hearts and Minds methodology, or an equivalent framework
Percentage of units by maturity level
| Year | Units | 2022 | 2023 | 2024 | 2025 |
| Pathological | 0 | 0% | 0% | 0% | 0% |
| Reactive | 8 | 26% | 26% | 26% | 26% |
| Calculator | 19 | 61% | 61% | 61% | 61% |
| Proactive | 3 | 10% | 10% | 10% | 10% |
| Generative | 1 | 3% | 3% | 3% | 3% |
| Under evaluation | 0 | 0% | 0% | 0% | 0% |
Evolving Safety: Building a Culture of Learning Together
Until 2024, Klabin used the Hearts and Minds methodology to assess the maturity of its safety culture.
In 2025, as part of the Company's strategic evolution, diagnostic assessments were discontinued and replaced with a continuous, integrated approach centered on actual work. In this context, the "Voice of Operations" model was developed, emphasizing active listening to teams, learning from operational experience, and understanding operational variability. As a result, no assessments were conducted using the previous methodology, reflecting the Company's transition from a maturity assessment model to one focused on organizational learning.
In 2025, the evolution of the Company's safety culture was aligned with the Klabin Attitude and the Company's organizational culture through the reinforcement of practices such as:
- Expansion of Inclusive Listening across operations: Klabin recognizes that the people who perform the work understand it best. The Company continues to learn from frontline experience by valuing diverse perspectives and fostering open dialogue.
- Consolidation of Learning Teams: Events and challenges are viewed as opportunities to better understand operational variability, strengthen processes, and develop collective solutions.
- Risk Mapping and the integration of systemic improvements into operational processes: Adaptation, safeguards, innovation, and prevention were integrated into this approach, with a focus on continuous learning, implementing actions arising from the analyses conducted, and embedding these improvements into operational routines.
- People Development: Continuous strengthening of capabilities and fostering a shift in mindset—from a focus on error prevention to the development of the capabilities that enable safe and sustainable performance.
Occupational health and safety rates and figures
| 2022 | 2023 | 2024 | 2025 | |||||||||
| Employees | Contractors | Total | Employees | Contractors | Total | Employees | Contractors | Total | Employees | Contractors | Total | |
| Number of deaths resulting from work-related injuries | 0 | 0 | 0 | 1 | 3 | 4 | 1 | 0 | 1 | 0 | 3 | 3 |
| Fatality rate resulting from work-related injuries | 0,00 | 0,00 | 0,00 | 0,03 | 0,07 | 0,05 | 0,03 | 0,00 | 0,01 | 0,00 | 0,07 | 0,04 |
| Number of high-consequence work-related injuries (excluding fatalities)¹ | 5 | 1 | 6 | 0 | 2 | 2 | 2 | 1 | 3 | 0 | 1 | 1 |
| Rate of high-consequence work-related injuries (excluding fatalities) | 0,14 | 0,02 | 0,08 | 0,00 | 0,05 | 0,03 | 0,06 | 0,02 | 0,04 | 0,00 | 0,02 | 0,01 |
| Number of reportable work-related injuries (ACA) | 57 | 45 | 102 | 60 | 46 | 106 | 99 | 52 | 151 | 119 | 50 | 169 |
| Work-related injury rate³ | 1,59 | 1,11 | 1,34 | 1,74 | 1,09 | 1,39 | 2,75 | 1,10 | 1,82 | 3,15 | 1,09 | 2,02 |
| Number of recordable work-related injuries (ASA) | 90 | 40 | 130 | 63 | 54 | 117 | 135 | 42 | 177 | 151 | 50 | 201 |
| Work-related injury rate | 2,50 | 0,99 | 1,70 | 1,83 | 1,28 | 1,53 | 3,78 | 0,88 | 2,13 | 4,00 | 1,09 | 2,41 |
| Hours worked | 35.943.188,93 | 40.375.462,72 | 76.318.651,65 | 34.418.859,15 | 42.079.022,05 | 76.497.881 | 35.633.871,52 | 47.292.355,83 | 82.926.227,35 | 37.768.658,54 | 45.743.539,95 | 83.512.138,49 |
Note 1: Lost-time injuries resulting in employee absences of more than six months.
Note 2: Lost-time injuries.
Note 3: Lost-time injuries × 1,000,000 / hours worked.
Note 4: Data on hours worked began to be collected only in 2025; therefore, no historical data are available for previous years.In 2025, 169 events were recorded, 82% of which were classified as low severity. Of these, 50 involved indirect employees, with 74% classified as having low potential severity, while 119 involved direct employees, 83% of which were classified as having low potential severity.
During the reporting period, high-potential incidents were primarily associated with vehicle tip-overs and rollovers during transportation and cargo-handling operations. By contrast, low-potential incidents occurred mainly in collision and caught-in/crushing scenarios.
The Company maintains a structured critical risk management system supported by specific procedures and annual audits conducted at all operating units to verify compliance with established controls. The critical risks with the greatest potential to result in severe incidents are associated with energy isolation, confined space entry, lifting operations, mobile equipment, hot work, electrical work, working at heights, personnel transportation, heavy-vehicle cargo transportation, operations on slopes, and work on energized electrical networks.
Klabin has also strengthened its Occupational Health and Safety (OHS) management system by aligning it with the ISO 45001 standard. Seven units have already achieved certification, while the remaining units follow the same guidelines.
The Company also maintains a comprehensive fatality prevention program, supported by investments in strategic initiatives such as leadership development, audits, and the Contractor Performance Program (COMSECON—Contractor Safety Commission), which was launched in 2024. The program reinforces preventive practices through awareness campaigns, inspections, and risk management.
Another highlight was the increased participation of contractors in the "Relatos" (Reports) tool, expanding the proactive reporting of unsafe conditions, acts of care, safe decisions, and incidents.
In 2026, Klabin plans to restructure its contractor management model, with a focus on standardizing processes and further strengthening Occupational Health and Safety criteria and values.
Klabin recorded no fatalities resulting from occupational diseases among its employees during the reporting period. Information on occupational diseases among contractors is managed by the respective contractor companies.
Occupational disease rate among employees (per million hours worked)
| 2022 | 2023 | 2024 | 2025 | |
| Occupational disease rate | 2,78 | 0,29 | 0,28 | 0,47 |
| Coverage (% of employees) | 100% | 100% | 100% | 100% |
Number of reportable occupational disease cases among employees and contractors (by region)
| Year | 2022 | 2023 | 2024 | 2025 |
| North | 0 | 1 | 1 | 0 |
| Northeast | 0 | 3 | 0 | 5 |
| Central-West | 0 | 0 | 0 | 2 |
| Southeast | 1 | 1 | 4 | 3 |
| South | 9 | 5 | 5 | 8 |
| Total | 10 | 10 | 10 | 18 |
Compared with 2024, there was an increase in the number of cases in which the Brazilian Social Security Institute (INSS) established an individual social security link. Internally, Klabin continued its health promotion initiatives while supporting employees throughout the workplace reassignment and rehabilitation process.
Cases of occupational diseases recorded among employees are primarily related to musculoskeletal disorders, including shoulder conditions, tenosynovitis, and back pain. The main hazards associated with the development of these diseases are ergonomic in nature, relating to the characteristics and conditions under which work activities are performed.
| Topic | Activity |
| Hazard and Risk Identification | The Process Safety team is responsible for implementing a management system focused on preventing, preparing for, mitigating, responding to, and recovering from catastrophic energy releases associated with the industrial processes of the Pulp & Paper business. In 2025, several key initiatives were implemented to strengthen process safety, including: (i). Process Risk Analysis (HAZOP and LOPA*): Conducting detailed studies to identify and mitigate operational risks, such as those carried out in the Otacílio Costa mill. (ii). Classification and Analysis of Process Safety Accidents and Incidents: Standardization of classification via an incident system based on the API 754 standard, ensuring an effective approach to categorization, analysis, and decision-making. (iii). Development and Dissemination of Lessons Learned: Use of tools such as SEPROK to share lessons learned from process safety incidents, fostering a culture of continuous improvement. (iv). Emergency Response: Standardization of emergency system inspection processes to ensure the proper maintenance, and full functionality of critical emergency response systems. The process of identifying process hazards and risks began in 2023 as part of Klabin's ongoing efforts to strengthen employee safety and operational resilience. In 2024, these initiatives were expanded and enhanced, reinforcing the Company's commitment to safety and operational excellence. In 2025, Klabin initiated the implementation and digitalization of its Management of Change (MOC) process to systematize cross-functional approvals and ensure the systematic identification and assessment of risks and opportunities associated with process and equipment modifications. Since 2020, Klabin has also operated the "Relatos" (Reports) system, which enables employees and contractors to report risk conditions and recognize safe behaviors and positive practices. Once a report is submitted, the responsible area is automatically notified to assess the situation and implement the appropriate corrective or improvement actions. When the reporter chooses to identify themselves, they receive formal feedback by email after the solution has been defined and implemented. In 2025, the system recorded approximately 160,000 reports—an average of 13,000 per month—reflecting a high level of engagement among employees in identifying and communicating health and safety risks and good practices. * HAZOP and LOPA are the English acronyms for Hazard and Operability Study and Layer of Protection Analysis, respectively. |
| Prioritization and integration of action plans | The prioritization and integration of action plans play a critical role in strengthening safety and operational efficiency. Key initiatives include: (i) Forestry OHS Master Plan: Structured around strategic pillars and developed in collaboration with leadership to ensure consistent implementation across all areas of the business. (ii) Superar Certification: Continuous improvement of occupational health and safety processes and tools. (iii) Development of the SPEM Manual: Standardization of safety segregation and signage devices. (iv) Strengthening of Work Permits and Safety Analysis: Implementation of software to standardize risk management. (v) Cross-Unit Audits: Implementation of a structured audit program for Critical Risk Activities (RACs) and emergency systems. In 2026, the Company will continue to advance its risk management and continuous training efforts, with the execution of action plans integrated into its corporate goals. |
| Integration of emergency response actions | The “Emergency Response System” project was launched in 2023 and continued throughout 2024 with the objective of standardizing emergency response systems across Klabin's operations in line with national and international standards. The initiative aims to ensure the traceability, availability, and effectiveness of critical emergency response systems, while reinforcing leadership accountability for their management and maintenance. These systems include water pumping systems, hydrants, fire extinguishers, smoke detectors, manual call points, alarm systems, sprinklers, and deluge systems. The implementation process comprises the following stages:
|
| Assessment of progress in risk reduction and prevention | Klabin assesses workplace environmental conditions through the Technical Report on Environmental Working Conditions (LTCAT) and the Risk Inventory, which provide the foundation for the Risk Management Program (PGR) across all of its operations. The LTCAT validation process is carried out in partnership with the consultancy responsible for preparing both the LTCAT and the Risk Inventory, in close collaboration with each unit's safety team. This process has led to the identification and implementation of a range of improvements, including: (i) Conducting additional quantitative assessments to validate the results obtained. (ii) Reviewing and reorganizing Homogeneous Exposure Groups (HEGs), including the reassignment of employees within existing HEGs and the creation of new groups to ensure a more accurate and effective representation of exposure profiles. (iii) Enhancing the management of Personal Protective Equipment (PPE) to reduce distribution errors, ensure the provision of the most appropriate PPE for each work area, and make the overall process more efficient and effective. |
| Internal audits | In 2025, Klabin conducted self-assessments of its Critical Activity Requirements (RACs) across all operations, as well as a comprehensive assessment of its Forestry operations in Santa Catarina and Paraná. These assessments enabled the Company to evaluate the effectiveness of its production system safeguards and risk management practices. |
| External Verification | Hazard and risk management is guided by the principles of ISO 45001:2018. Seven Klabin operations are certified to the standard following audits conducted between 2020 and 2021, with recertifications completed and valid through 2027. Although not formally certified, the remaining units operate under the same management standard. The management system covers 100% of employees and contractors. |
| Procedures for investigating accidents, incidents, and work-related illnesses | In 2025, Klabin continued its comprehensive initiative to modernize its Occupational Health and Safety (OHS) Management System. Existing procedures were reviewed, and new standardized procedures were established for implementation across the Company. A key milestone was the delivery of process safety training for leaders, supported by the development and standardization of core processes to strengthen leadership capabilities in areas such as incident investigation and Management of Change (MOC). The review and implementation of these new procedures help ensure that accidents, incidents, and work-related illnesses are investigated consistently and effectively across the Company. |
| Employee training | Since 2023, the "Care and Valuing Life" learning pathway has played a key role in developing the capabilities of Klabin's Occupational Health and Safety (OHS) team. The program comprises 14 courses designed to strengthen the team's critical thinking and analytical skills, with content focused on advancing the Company's safety culture and enhancing its OHS management system. In 2024, Klabin conducted a comprehensive review of its risk assessment process and updated its hazard identification and risk assessment methodologies, further strengthening employee training. In 2025, the focus shifted to strengthening safety mindset and process knowledge, ensuring that teams are well equipped to address workplace safety challenges. |
| Purchasing criteria and contractual requirements | In 2022, Klabin implemented a performance program that incorporated the Contractor Safety Commission (COMSECON) score into its procurement and contractor selection criteria, a practice that has remained in place ever since. The program includes assessments of preventive actions, risk management practices, safety awareness campaigns, and safety inspections. In 2026, the Company plans to further strengthen contractor management by refining its contractor qualification and selection criteria. |
Operational Health and Safety Policy – Klabin
Objective
The policy establishes the principles and guidelines for ensuring safe and healthy workplaces across all Klabin operations, in alignment with international best practices and the Company's sustainability strategy.
Scope
It applies to all Klabin units, subsidiaries, and controlled entities, including employees, third parties, and contractors.
Governance
- Clearly defined responsibilities for the Executive Board, the Safety and Continuous Improvement Committee, corporate and local strategic groups, the Purchasing Department, managers, and all employees.
- Formal approval by the Executive Board, with periodic review and the engagement of multiple managers.
Standards alignment
- References to the Brazilian Consolidation of Labor Laws (CLT), International Labour Organization (ILO) conventions, ABNT NBR ISO 45001, the Code of Conduct, the Sustainability Policy, and other corporate policies and standards.
- The policy aims to maintain an Occupational Health and Safety (OHS) management system that promotes continuous improvement and ensures compliance with applicable legal and regulatory requirements.
Risk Management and Continuous Improvement
- Systemic and preventive approach, with risk analysis integrated into corporate strategy.
- Specific tools for OHS management, protocols for critical risk control, and emergency and contingency response.
- Event analysis and sharing of lessons learned.
- Prioritization of improvement plans and actions.
Participation and Engagement
- Recognition of employee knowledge and active listening, with consultation and participation in the development of solutions.
- Reporting and ethics channels available to all employees.
Skill Development and Mindset
- Continuous training programs, collective development, and transparent communication.
- Promotion of collaborative environments and a safety mindset at all levels.
Monitoring and Indicators
- Monitoring of proactive and reactive indicators,
- Definition of quantitative targets and improvement actions.
- Technical groups responsible for tracking and reporting results.
Transparency
- Commitment to disclosing key OHS indicators and results in public reports and institutional channels.
- Documented review process and stakeholder participation.
The commitment was approved by the Executive Board.
Occupational health services
Throughout 2025, Klabin remained focused on employee health and well-being, compliance with applicable Regulatory Standards, and the performance of occupational medical examinations in accordance with each unit's Occupational Health Medical Control Program (PCMSO). Together, these initiatives support the identification, assessment, and management of occupational health risks.
During periodic occupational health examinations, employees complete the Self-Report Questionnaire (SRQ-20), a screening tool developed by the World Health Organization (WHO) to assess indicators of mental disorders. The questionnaire supports the early identification and monitoring of mental health risks among employees.
Occupational Health services also include the review and standardization of procedures related to activities such as working at heights and in confined spaces, as well as the Hearing Conservation Program, the Health Care Waste Management Program (PGRSS), and other occupational health services and outpatient care routines.
In addition, the "Viver Bem" (Live Well) Quality of Life Program promotes employee health and well-being through preventive initiatives and awareness campaigns focused on four key pillars: physical, emotional, financial, and social well-being. To learn more, access the Well-being-related benefit programs indicator.
Workplace Health Promotion
In 2025, the Viver Bem (Live Well) Program—built around the pillars of physical, mental, social, and financial well-being—continued to promote a holistic, preventive approach to health while expanding its initiatives for employees and their families. Supported by a network of more than 80 active Ambassadors, the program remained aligned with the Company's commitment to employee well-being, reinforcing its role as a cornerstone of Klabin's health, care, and sustainability strategy.
Physical health highlights
- Campaigns such as Health Month, Pink October, and Blue November, which included more than 2,000 preventive screenings—an increase of 65% compared with the previous year.
- A 2% increase in adoption of the physical activity platform, reaching 40% of employees in Brazil and 20% in Argentina.
- Implementation of Nutri K, a nutrition program offering 24/7 access and free monthly consultations. The program served 1,100 employees, contributing to a significant reduction in average BMI, a cumulative weight loss of more than one metric ton, and a 34% increase in physical activity participation.
- Integration of psychosocial risk management into Ergonomic Work Analyses (EWAs) in compliance with NR-01.
Social health highlights
- Family Program: A total of 568 pregnant employees were enrolled in the program, with 44% receiving ongoing monitoring, while continuing to receive benefits such as co-payment exemptions for diagnostic tests and a newborn care kit.
- Name Rectification Assistance and the Open Doors Program: strengthening inclusion and fostering stronger family connections.
Mental health highlights
- More than 50 health and well-being initiatives were carried out throughout the year, reaching 3,000 participants and achieving a 98% satisfaction rate, in addition to 8,000 health screenings conducted as part of periodic occupational medical examinations.
- Leadership-focused programs
- Psychological safety initiatives
- Revitalization of the Lado a Lado (Together) Program, with an enhanced focus on the prevention of alcohol and other drug use.
- 22,000 online psychotherapy sessions were scheduled.
- 592 consultations were provided through the Employee Assistance Program (EAP).
Financial health highlights
- Discussion circles to promote financial education
- Individual financial planning consultations and guidance, with more than 1,240 sessions provided.
- Strengthening of the Financial Education Track, linked to the Individual Learning Plan (ILP) for all employees, through technical and behavioral learning modules designed to support informed financial decision-making, available on the ENK Portal.
Health-related programs and benefits – by topic
| Program/Benefit | Coverage |
| “Psicologia Viva” (online psychotherapy for employees and dependents) | 22,000 sessions |
| Employee Assistance Program | 592 calls |
| Pink October – Screening participation (employees) | 40% |
| Pink October – Screening participation (dependents) | 23% |
| Blue November – Screening participation (employees) | 21% |
| Blue November – Screening participation (dependents) | 29% |
The Company maintains a structured Occupational Health and Safety (OHS) management system that is implemented across all manufacturing and forestry operations.
Guided by the Corporate OHS Policy, the system is based on the following principles:
- People are the solution: Valuing tacit knowledge and actively consulting employees and their representatives. Fostering engagement and empowerment so that employees become active contributors to safety solutions.
- Safety is built through action and listening: Learning from both successful outcomes and deviations by understanding the context, identifying lessons learned, and strengthening the integrity of relationships and management systems.
- Safety is everyone's responsibility: Employees, contractors, and their representatives share responsibility for protecting health and safety.
- Resilient systems: Designing systems to anticipate and mitigate risks, enabling the organization to respond effectively to situations or events that could affect people's health and safety.
The system is designed to protect lives and safeguard people's physical and mental health and well-being, while strengthening operational reliability and supporting the long-term sustainability of the business. In that context, it operates as a continuous cycle of anticipation, action, learning, and improvement, integrating governance, risk management, capability building, operational learning, and emergency preparedness into a preventive, systematic, and continuous improvement-driven approach.
Governance is aligned with the Company's strategy and establishes clear roles and responsibilities across senior leadership, the corporate function, and operational units. The corporate safety management defines guidelines, standards, and minimum compliance requirements, while each operation develops its own procedures and OHS Master Plans. These plans are built around strategic pillars and developed in collaboration with leadership, ensuring alignment with corporate guidelines while addressing the specific needs and risks of each operation.
Risk management is at the core of the OHS Management System and encompasses both occupational and process safety risks. Key elements include Risk Analysis and Management (AGR), Work Permits and Job Safety Analyses (PT/AST), Critical Activity Requirements (RAC), Process Safety (SEPRO), and Management of Change (MOC). The system also incorporates contractor management, occupational health and hygiene, Personal Protective Equipment (PPE) management, and the Lado a Lado (Together) Alcohol and Drug Prevention Program.
Compliance with applicable legal requirements is continuously monitored through a dedicated regulatory compliance management system. This approach enables the proactive identification, assessment, and management of risks and exposures, strengthening operational controls and enhancing operational reliability.
Emergency preparedness is another key pillar of the OHS Management System. The Company maintains an Emergency Response Plan (ERP), crisis management protocols, and a Business Continuity Plan (BCP), supported by a structured fire protection system management program that includes inspections, testing, and cross-unit audits. Together, these measures strengthen emergency response capabilities, mitigate potential impacts, and enhance organizational resilience.
Recognizing that safe performance depends on technical competence, engaged leadership, and a culture of trust, the Company continuously invests in strengthening an organizational culture built around the Klabin Attitude. The Care and Valuing Life learning pathway provides the foundation for the technical development of the Occupational Health and Safety (OHS) team, offering courses designed to reinforce the OHS management system and foster a preventive culture.
Initiatives—including Learning Safety, the Leadership Journey, Safety in Focus, and Learning Hour—together with structured communication, engagement, and recognition programs, strengthen employees' ability to identify risks and act proactively in the face of the complexities of actual work.
In 2025, the Company made significant progress in its journey to become a learning organization, strengthening its ability to anticipate, monitor, and respond to critical risks by learning from actual work. Operational learning was embedded as a strategic component of the system, with incident management focused on understanding contributing factors and identifying opportunities for continuous improvement. In this context, Learning Teams were established as a core practice to deepen understanding of operational dynamics and boost safer performance.
At the same time, structured listening initiatives—such as Voice of the Operation and Safety Coffee Talks —were further strengthened to foster open dialogue between leaders and frontline employees, recognize the value of operational knowledge, and translate insights from day-to-day work into concrete preventive actions.
Key Occupational Health and Safety highlights throughout the year included:
- Standardization and strengthening of governance for the Risk Analysis and Management (RAM) methodology, including the review and formal approval of procedures, structured implementation across units, and the training of multiplier agents.
- Update of industrial and forestry Critical Activity Requirements (RAC) and conduct of self-assessments
- Strengthening of process safety through preventive assessments, emergency simulations, and incident analysis.
- Structuring the occupational hygiene coordination unit, with a strategic focus on the anticipation, recognition, evaluation, and control of risks.
These integrated initiatives enhanced the maturity of the OHS Management System, reinforcing a preventive, data-driven approach centered on protecting lives and ensuring operational reliability.
As part of its preventive monitoring efforts, the Company brought the Operational Security Center (CSO) in-house and standardized telemetry and video monitoring across 100% of its forestry fleet, expanding its capacity to carry out data-driven preventive interventions.
Updated and verified on: 17/08/2026