Saúde e segurança ocupacional
Occupational health and safety
KODS 2030
Keep the accident frequency rate (own employees and contractors) below 1
Accident frequency rate of direct and indirect employee accidents (per million hours worked)
2021 | 2022 | 2023 | 2024 (Preview) |
---|---|---|---|
1.70 | 1.34 | 1.39 | 1.84 |
In 2024, Regional Occupational Safety Managers were created to concentrate strategic actions on reducing safety events with dedicated management in the company's different segments. Efforts are being made to increase capacity in risk management, developing leaders engaged with safety, improving operational skills in safety and mitigating risk tolerance, including contractors.
Aiming to reduce high-potential incidents, the company is working on a project to “Strengthen the Work Permit and Work Safety Analysis” in order to have standardized and clear risk management through software that records the specific risks of each activity, including those involving one of our RACs (Critical Activity Requirement).
Through the Contractors' Safety Committee (COMSECON), contractors are encouraged to carry out work such as DDS (Daily Safety Dialogue), field interviews, safety reports and also safe activity recognitions.
Accident frequency rate of direct employees (per million hours worked)
2021 | 2022 | 2023 | 2024 (Preview) | |
---|---|---|---|---|
Employees | 2.07 | 1.59 | 1.74 | 2.97 |
% reduction YoY | 22 | 23 | -8 | -71% |
Coverage | 100% | 100% | 100% | 100% |
*calculation: ACA x 1,000,000/hw
In 2024, the Regional Occupational Safety Managements were implemented, with strategic efforts focused on reducing incidents and adapting to the needs of the company's different segments. Thus, the company is strengthening its Occupational Health and Safety (OHS) Management System, aligning it with the requirements of the ISO 45001 standard.
Progress was made on the strategic initiatives in the Safety Work Plan. These initiatives include:
- Improving risk management, focusing on detailed analysis of activities and anticipating potential threats;
- Development of leadership and operational skills, with training and recognition programs that promote an integrated vision of security aligned with the technical and behavioral axis;
- Mitigation of risk tolerance by promoting consistent actions throughout the Company, involving a program of inspections to assess the risks of the operation.
Accident frequency rate of indirect employee accidents (per million hours worked)
2021 | 2022 | 2023 | 2024 (Preview) | |
---|---|---|---|---|
Employees | 1.31 | 1.11 | 1.09 | 1.03 |
% reduction YoY | 18 | 26 | 2 | 5 |
Coverage | 100% | 100% | 100% | 100% |
*calculation: ACA x 1,000,000/hw
The 2024 results were driven by the continuous improvement of the Occupational Health and Safety Management System (OHSMS) and the revision of the contractor management policy, initiated in 2020.
In addition, in its fourth year, COMSECON made progress on the main initiatives of the Safety Work Plan 2024: Mitigating Risk Tolerance. The Contractor
A management project was implemented, which includes surveying the security tools used by outsourced companies, promoting their integration with our security standards and objectives.
The active use of the reporting tool by contractors indicates the effectiveness of COMSECON. This tool allows the recording of unsafe conditions, safe decisions, active care practices and incidents, helping to identify and mitigate risks in a proactive and collaborative manner.
KODS 2030
Zero lives changed* of own and contracted employees
2021 | 2022 | 2023 | 2024 (Preview) | |
---|---|---|---|---|
Number of lives changed | 8 | 6 | 6 | 3 |
The lives changed this year were related to Moving Equipment and Adapting Machinery, critical activities that have already been mapped. Specific projects to mitigate these risks, such as the man-machine segregation project and the NR10 and NR12 committee, are being implemented.
In 2024, Regional Occupational Safety Managers were created, directing strategic efforts to reduce incidents with management focused on the company's various segments. This year, Critical Activity Requirements (RAC) audits were conducted at all plants.
The Safety Work Plan continues as the central axis for reducing high-potential incidents, divided into four main initiatives:
- Risk Management: Focus on analyzing activities and anticipating risks, reinforcing preventive control.
- Leadership Development: Technical and behavioral training programs to strengthen critical thinking and strategic action in safety.
- Operational Competence: Integration of recognition programs, valuing safe practices, and expansion of NR20 and NR12 training, mitigating exposure risks.
- Mitigating Risk Tolerance: Implementing rigorous inspections and improving contractor management, ensuring greater control over critical risks.
In addition, the NR10 and NR12 Regulatory Standards Committee was continued, with a focus on identifying the next steps for compliance, as well as strengthening process safety through improvements in incident investigations, enabling comprehensive actions in units with similar risks. The company carried out Activity Requirements audits this year.
*The lives changed concept was introduced in 2019 and refers to significant effects caused by occupational and process accidents that are considered very serious and permanent involving people.
KODS 2030
Maintain the severity rate of accidents with own and contracted employees below 50
Severity rate of direct and indirect employees (per million hours worked)
2021 | 2022 | 2023 | 2024 (Preview) | |
---|---|---|---|---|
Employees | 257 | 55 | 376 | 247 |
In 2024, the Company continued with structuring projects, such as the NR10 and NR12 Regulatory Standards Committee, with a focus on identifying the next steps for adapting and consolidating process safety. Progress was made in investigating incidents, enabling comprehensive actions to be taken in units with similar risks, as well as conducting Critical Activity Requirements (RAC) audits in all units.
Regional Workplace Safety Managements were created, focusing strategic efforts on reducing incidents. These actions include strengthening the Occupational Health and Safety (OHS) Management System, in line with the ISO 45001 standard, and the continuous improvement of procedures, tools and training.
The Safety Work Plan remains a central pillar, divided into strategic initiatives, including:
- Risk Management: Strengthening activity analysis and risk anticipation;
- Leadership Development: Promoting technical and behavioral training to stimulate critical thinking and leadership in safety;
- Operational Competence: Unifying recognition programs and expanding training in NR20 and NR12, boosting safe practices;
- Mitigating Risk Tolerance: Implementing rigorous inspections and strengthening contractor management.
The Performance Program is currently in its fourth year, and includes preventive actions, risk management, awareness campaigns and safety inspections, along with the management process that considers the score of the Contractors' Safety Committee (COMSECON) as a hiring criterion for corporate recognition, encouraging partner companies that prioritize the safety of their employees. In addition to the continuity of projects started in previous years, such as the Regulatory Standard 10 and 12 Committee, process safety was consolidated with progress in the investigation of process occurrences, making it possible to cover actions for all units that may have the same risk, and the implementation of risk mitigation barriers, reinforcing the segregation of people and equipment.
This year initiatives were also launched with the aim of mitigating risk tolerance, with a focus on the inspection program, which aims to develop a Klabin partner to conduct a diagnosis/audit at all units, surveying the main business risks so that it is possible to define strategies, investments, guidelines, so that we can control, reduce or mitigate these risks, with a focus on operational risks, process risks and occupational risks. Also being addressed is the contractor management project, which will be undertaken by means of a system, document management and auditing of third parties and also of third-party equipment, initially for vehicles and then for fixed and mobile operational equipment.
Severity rate of direct employees (per million hours worked)
2021 | 2022 | 2023 | 2024 (Preview) | |
---|---|---|---|---|
Employees | 444 | 82 | 239 | 366 |
Coverage | 100% | 100% | 100% | 100% |
In 2024, the increase in the severity rate was due to a critical event that resulted in a changed life in one of our units.
Severity rate of indirect employees (per million hours worked)
2021 | 2022 | 2023 | 2024 (Preview) | |
---|---|---|---|---|
Employees | 60 | 30 | 488 | 161 |
Coverage | 100% | 100% | 100% | 100% |
KODS 2030
Achieve a more advanced level (Generative/Sustainable) in the Hearts and Minds methodology or equivalent
Percentage of units, by maturity level
Units | 2021 | 2022 | 2023 | 2024 (Preview) | |
---|---|---|---|---|---|
Pathological | 0 | 0.00% | 0 | 0 | 0 |
Reactive | 8 | 38.00% | 26% | 26% | 26% |
Calculating | 19 | 34.00% | 61% | 61% | 61% |
Proactive | 3 | 7.00% | 10% | 10% | 10% |
Generative | 1 | 3.00% | 3% | 3% | 3% |
Under assessment* | 0 | 17.00% | 0% | 0% | 0% |
In the units, the focus was on addressing the opportunities identified in the previous diagnoses, using the Cultural Transformation Plan (PTC) as a strategic tool to strengthen the Management System. The planned actions are monitored through PLAK, allowing for greater control and targeting of initiatives. In addition, in 2024, leaders were trained through the Leadership Journey and more than 3,000 hours were invested in learning new concepts, developing skills and safety awareness.
For 2025, all units will undergo a diagnostic process, consolidating progress and reinforcing the goal of reducing high-potential incidents.
Topic | Action |
---|---|
Identification of Hazards and Risks |
The objective of Process Safety Coordination is to implement a management system focused on preventing, preparing for, mitigating, responding to, and restoring catastrophic energy releases related to the Paper & Pulp Business's industrial processes. The components of this management system include:
The process of hazard and risk identification was initiated in 2023 as part of ongoing efforts to strengthen employee safety and protection. |
Prioritization and integration of action plans |
In 2023, the consolidation of the GENU platform continued as the integrated management system for the Company's action plans related to OHS (Occupational Health and Safety). Projects also commenced to adapt the system for specific analyses of incidents related to process safety. Additionally, there was standardization of the "scope of actions" format when related to incidents with high potential. During these occasions, mitigation actions are defined and units with potential for similar scenarios are analyzed, contributing to risk reduction. For the next year, it has been determined that compliance with action plans affecting safety indices will be part of the Company's overall goals. |
Integration of actions for response to emergencies |
In 2023, the "Emergency Response System" project was launched to standardize the Emergency Response System across Klabin units, by National and International Standards, ensuring traceability, availability, effectiveness, and leadership commitment with the water pumping system, hydrants, fire extinguishers, smoke detectors, emergency buttons, alarms, sprinklers, and deluge systems. This process involves the following stages:
|
Assessment of progress in risk reduction and prevention |
In 2023, a committee of experts dedicated to studying and analyzing the Risk Management Program (PGR) structure was formed. This committee undertook internal actions, supported by specialized consultancies, and adjusted the Genu system to develop PGR for the units. The digitization and availability of information and PGR via the system are strategic measures that enhance access and management of occupational safety data. This initiative makes information more accessible, enabling more efficient and proactive risk management, and facilitating quicker and more informed decision-making when necessary. The investment in forming the committee of experts, adapting the Genu system, and digitalizing the PGR underscores Klabin's commitment to the safety and health of its employees, compliance with regulatory standards, and promotion of a safe and healthy work environment. |
Internal audits | Partial completion of Critical Activities Requirements (CAR) audits allows for identifying the robustness and safeguards of the production system related to risk management. In 2024, audits will be conducted in 100% of the plants. |
External Assurance | Risk and hazard management is guided by ISO 45001:2018. Klabin has six units certified within the validity period of audits conducted between 2020 and 2021 and recertified in 2023. |
Procedures for investigating accidents, incidents, and work-related illnesses | In 2023, the extensive modernization project of the Occupational Health and Safety Management System continued at Klabin. Existing procedures were reviewed and new standard procedures were defined company-wide. Highlights include the revision of procedures for hazardous energy lockout and soil excavation and drilling. Standard procedures were created for occupational health and safety (OHS) training, and hydrojetting, among others. Klabin operates by Superar, an adaptation of the TPM/WCM method tailored to its context and reality. In 2023, the Araucária Project commenced, focusing on continuous improvement towards certification processes. The project collaborates with the innovation team to modernize and align method requirements and tools with enhancements to the Occupational Health and Safety Management System. |
Employee training |
In 2023, the Care and Life Appreciation Track was created for the development of the OHS team. The initiative comprises 14 courses focused on enhancing the critical and analytical capabilities of the safety team through content aimed at advancing safety culture and OHS management system. In 2022, OHS topics were integrated into Klabin's employee onboarding process (both direct and indirect employees working within Klabin facilities). |
Criterion for purchases and contractual requirements | Since 2022, a performance program has been implemented that established the Contractor Safety Committee (COMSECON) score as a purchasing criterion. This initiative includes assessments of preventive actions, risk management, awareness campaigns, and safety inspections. |
Occupational health and safety rates and figures
2023 | 2022 | 2021 | 2020 | |
---|---|---|---|---|
Number of fatalities as a result of work-related injuries | 4.00 | 0.00 | 2.00 | 1.00 |
Rate of fatalities as a result of work-related injuries | 0.05 | 0.00 | 0.03 | 0.02 |
Number of high-consequence work-related injuries (excluding fatalities)* | 2.00 | 6.00 | 6.00 | 2.00 |
Rate of high-consequence work-related injuries (excluding fatalities) | 0.03 | 0.08 | 0.09 | 0.04 |
Number of recordable work-related injuries** | 106 | 102 | 112 | 117 |
Rate of recordable work-related injuries*** | 1.39 | 1.34 | 1.70 | 2.18 |
*Lost-time accidents that left employees on leave for more than 6 months.
** Lost-time accidents.
*** Accidents with leave x 1,000,000/hht
Despite efforts to ensure the safety of operations, unfortunately, four fatalities were recorded, one direct employee and three indirect employees, throughout 2023. Klabin is directing strategic efforts to change this scenario, strengthening the Occupational Health and Safety Management System (OHS) to make it more solid and robust and aligned with the ISO 45001 standard, which involves the continuous improvement of procedures, systems, tools and training.
In 2023, there was an increase compared to the previous year, which indicates the need for the Company to continue dedicating itself daily to strengthening risk management and the guidelines of the Life Protection Policy.
Reaffirming its ongoing commitment to employee safety, a comprehensive plan is being implemented with a focus on eradicating fatalities in Klabin's operations. It encompasses initiatives and measures to strengthen risk management, train leaders and operators, and mitigate risk tolerance.
Occupational health and safety rates and figures – direct employee
2023 | 2022 | 2021 | 2020 | |
---|---|---|---|---|
Number of fatalities as a result of work-related injuries | 1.00 | 0.00 | 2.00 | 0 |
Rate of fatalities as a result of work-related injuries | 0.03 | 0.00 | 0.06 | 0 |
Number of high-consequence work-related injuries (excluding fatalities)* | 0 | 5.00 | 2.00 | 1.00 |
Rate of high-consequence work-related injuries (excluding fatalities) | 0 | 0.14 | 0.06 | 0.03 |
Number of recordable work-related injuries** | 60 | 57 | 70 | 78 |
Rate of recordable work-related injuries*** | 1.74 | 1.59 | 2.07 | 2.67 |
* Lost-time accidents that left employees on leave for more than 6 months.
** Lost-time accidents.
*** Accidents with leave x 1,000,000/hht
Strategic efforts are being made to eliminate the fatality scenario at the company, with actions to strengthen the Occupational Health and Safety Management System (OHS), making it more solid and robust, in line with the ISO 45001 standard and with the continuous improvement of procedures, systems, tools, and training.
The increase in rates compared to 2022 indicates the need for the company to continue dedicating itself daily to strengthening risk management and adhering to the guidelines of the Life Protection Policy.
Occupational health and safety rates and figures – indirect employees
2023 | 2022 | 2021 | 2020 | |
---|---|---|---|---|
Number of fatalities as a result of work-related injuries | 3.00 | 0 | 0.00 | 1.00 |
Rate of fatalities as a result of work-related injuries | 0.07 | 0 | 0.00 | 0.04 |
Number of high-consequence work-related injuries (excluding fatalities)* | 2.00 | 1.00 | 4.00 | 1.00 |
Rate of high-consequence work-related injuries (excluding fatalities) | 0.05 | 0.02 | 0.12 | 0.04 |
Number of recordable work-related injuries** | 46 | 45 | 42 | 39 |
Rate of recordable work-related injuries*** | 1.09 | 1.11 | 1.31 | 1.59 |
* Lost-time accidents that left employees on leave for more than 6 months.
** Lost-time accidents.
*** Accidents with leave x 1,000,000/hht
Despite the efforts made to ensure safety, unfortunately, there were fatalities during the operations. The Company is concentrating strategic efforts on transforming this scenario, strengthening its Occupational Health and Safety (OHS) Management System, and striving to reduce risk tolerance through initiatives such as the inspections program and contractor management.
Klabin is committed to integrating its contractors through a series of actions. In 2023, the work started in previous years continued with the implementation and monitoring of the Contractor Performance Program (COMSECON – Contractor Safety Committee), which includes preventive actions, risk management, a calendar of safety campaigns and inspections. One of the improvements of this approach is the increased participation of contractors in the "Reports" tool, where they can report unsafe conditions, active care, safe decisions, and incidents.
Occupational illness rate involving direct employees (per million hours worked)
2023 | 2022 | 2021 | 2020 | |
---|---|---|---|---|
Employees | 0.29 | 2.78* | 0 | 0.06 |
Coverage (% of employees) | 100 | 100 | 100 | 100 |
*calculation: ACA x 1,000,000/hht
In 2023, there was an improvement in occupational disease rates related to the work we do in health promotion and disease prevention, in addition to the primary health care program we have in some units.
Number of cases of reportable occupational diseases involving direct and indirect employees (by region)
2023 | 2022 | 2021 | 2020 | |
---|---|---|---|---|
North | 1 | 0 | 0 | 0 |
Northeast |
3 |
0 | 0 | 0 |
Midwest | 0 | 0 | 0 | 0 |
Southeast | 1 | 1 | 0 | 1 |
South | 5 | 9 | 0 | 1 |
Total | 10 | 10 | 0 | 2 |
In 2023, the number of cases of occupational disease nexus related to the social security technical nexus stayed the same. However, the rates have improved due to the actions of the ergonomics committees and the monitoring of cases by the health team at the Company's outpatient clinics (multidisciplinary team) and referrals to the Viver Bem channels (physical, social, financial and mental health pillars).
Occupational health services
On May 5, 2023, the World Health Organization (WHO) declared the end of the Public Health Emergency of International Concern (PHEIC) caused by COVID-19.
However, that declaration does not mean that COVID-19 is no longer a health threat, but that the management of the disease is now like that of other infections. Despite the suspension of Klabin's medical protocol for the disease, the Company remains attentive to the complaints of employees and third parties and is ready to guide flu symptoms, whether they stem from COVID-19 or influenza.
In 2023, employee service at all plants focused on compliance with the Regulatory Standards.
The Primary Care Program, available in some plants in partnership with the health operator, has led to a reduction in cost and diagnosis time. In addition, the rate of employees seeking and adhering to therapies remained steady over the period.
Programs and associated health benefits - by topic
Program/Benefit | Coverage |
---|---|
Psicologia Viva (online psychotherapy for employees and dependents) | 22.253 appointments |
Employee Assistance Program (EAP) | 610 calls |
Outubro Rosa (Breast cancer awareness campaign) - % of Employee Adherence | 47,70% |
Outubro Rosa (Breast cancer awareness campaign)- % of Dependent Adherence | 39,13% |
Novembro Azul (Prostate cancer awareness campaign) - % of Employee Adherence | 45,85% |
Novembro Azul (Prostate cancer awareness campaign) - % of Dependent Adherence | 41,45% |
Occupational Health Promotion
In 2023, the Viver Bem Program was restructured to become more diverse with the inclusion of the financial health pillar key and the reclassification of the emotional health pillar to mental health, placing more emphasis on the theme. Various initiatives were promoted for the physical, mental, financial, and social health pillars, focusing on comprehensive and preventive care for employees and their families.
The actions encourage health care and maintenance, offering support for improving lifestyle and quality of life in the workplace, promoting health and well-being, and contributing to a culture of care and a more sustainable and secure future.
The actions related to each of the program's pillars are listed below:
Physical health:
Preventive health campaigns were carried out, in particular Pink October, Blue November, and flu vaccinations, which affected 2,900 employees and their families.
This cycle also saw the start of updates to the ergonomic analyses. In addition to the campaigns and the continuation of ergonomics actions, ergonomic analyses were revalidated and a Cognitive Ergonomics Report was included to assess the mental load of employees.
There was an increase of 30-35% in membership of the physical activity platform, which benefits employees and their dependents.
Reinforcing its commitment to promoting the quality of life of its employees, Klabin has become a signatory of the Gerar Bem-Estar Movement of the ABQV (Brazilian Association of Quality of Life).
Emotional Health
Klabin offers an online psychotherapy service for employees and their dependents, free of charge and without session limits, through its partner Conexa on the Psicologia Viva platform. The service has been the subject of campaigns focused on expanding access, especially in the field of mental health prevention, which has increased searches and consultations.
Another benefit available to Klabin employees and their dependents is the Employee Support Program, which provides confidential support or advice in the legal, psychological, social and financial areas. In 2023, there were more than 610 cases serviced.
Actions focused on psychoeducation and mental health prevention for different audiences also continued. In partnership with Escola de Negócios (ENK), training was given to leaders on the subject of psychological safety in the leadership journey in the Turning the Key Program and mental health in the Florescer Program, aimed at training new leaders.
There were two prevention campaigns on mental health, one specifically on suicide prevention, as well as safety dialogues on the subject during operations. The actions aimed to provide information, naturalize the issue, and reduce the stigma attached to it.
A questionnaire for mental health screening was included in the periodic examinations, allowing for preventive action. By screening for signs and symptoms, we can work to prevent or minimize serious mental health situations. This year, there were 302 participants in the pilot project and, by 2024, the proposal is to extend it to all units.
Klabin has remained a signatory of #MenteEmFoco, a movement of organizations that recognize the importance of mental health in the workplace, coordinated by the Brazil Network of the UN Global Compact. It aims to incorporate and monitor actions every six months, in addition to keeping the issue on the agenda and acting for the benefit of the mental health of employees and society, combating social prejudice and the taboo on the subject.
Financial health
In 2023, the Financial Education Track was reinforced, connected to the long-term incentive (ILP) strategy for everyone on the Klabin Business School Portal. The initiative offers six hours of behavioral and technical content, such as financial intelligence, planning, investments, and preparing for the future. During the year, 1,865 hours of training were completed.
In addition to the track, there were six rounds of talks on the subject, reinforcing financial education, and specific actions such as lectures and helpdesks to support employees in filing their income tax returns. The Company also offers support channels for financial planning advice, as well as guidance and questions, available free of charge to employees and their dependents.
Social Health
In addition to the support channels, there is the Klabin Pregnant Women Program, developed to care for and accompany pregnant employees, from the time they discover their pregnancy until they return to work. This included actions aimed at families, such as conversation circles and webinars on parenting, which were attended by 460 employees.
The Occupational Health and Safety Management System (OHSMS) is guided by the standards of the PDCA cycle in all forestry units, with guidelines and procedures dedicated to the prevention of losses and the continuous improvement of processes, to preserve life, health, and the physical integrity of people. The OHSMS is based on promoting a culture of health and safety, counting on the partnership of leaders as an essential element to experience and influence, following three fundamental principles:
1. Visible commitment: demonstrating, through attitudes, decisions and words, involvement and dedication to OHS as a core value;
2. Line responsibility: engaging in the implementation, maintenance, and improvement of the OHSMS, ensuring the deployment, consolidation and adequate allocation of resources, to ensure best practices and sustainable results;
3. Operational discipline: adopting a posture of safe execution of each task, reporting possible situations of risk to people or property and practicing active caution.
The safety culture is continuously developed and evaluated using the Hearts & Minds methodology, backed up by the Life Protection Policy. This guideline aims to cultivate a fair culture that prioritizes employee well-being and business strategy, transforming failures into lessons that drive safer processes and activities throughout Klabin.
In addition, there is a comprehensive action plan in response to serious incidents, which includes an analysis of the possibility of recurrence in the various plants. This allows the same hazard mitigation measures to be standardized.
The RAC (Requirements for Critical Activities) audits, carried out annually according to schedule, assess the units according to their progress in preventing the risks identified.
As part of its ongoing commitment to employee safety, Klabin is committed to implementing a comprehensive work plan aimed at eliminating fatalities. The document includes strategic initiatives and actions to strengthen risk management, train leaders and operators, and mitigate risk tolerance. The Company has developed a series of initiatives aimed at creating a safe working environment and protecting the lives and physical integrity of its employees.
To increase risk management capacity, existing risks are periodically reviewed, allowing for the reinforcement of work permit and task safety analysis (PT/AST) processes and the implementation of measures to improve road safety in operations. In addition, leaders are trained to actively promote a culture of safety. The "Atitude 5 Estrelas" program is being implemented, focused on ensuring operational competence in safety, accompanied by a new training matrix to meet the requirements of the NR20 and NR12 standards. Actions to mitigate risk tolerance include a comprehensive inspection program and the reinforcement of contractor management practices, focused on standardizing the safety of outsourced companies.
The Corporate Occupational Safety Management is under the People & Corporate Services Department, reporting directly to the Remuneration, Performance and Occupational Safety Management. In 2024, the Security Management was restructured. In addition to the Corporate Occupational Safety Management, which is responsible for standardizing Klabin's safety processes, safety managers have been created by business, with branches in the coordination areas described below:
Corporate Occupational Safety Management: a structure that already existed and, with the change, will be responsible for maintaining the Occupational Health and Safety Management System (OHSMS) and defining guidelines and standards for the company.
Regional Occupational Safety Management: there are four new structures dedicated to standardizing safety operations at the different business units: Forestry; Packaging; São Paulo/Santa Catarina Papers; and Paraná Papers.
Updated and verified on: 07/04/2024