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)*

*Calculation: number of lost-time injuries X 1 million hours worked.

Accident frequency rate of direct employees (per million hours worked*

*Calculation: number of lost-time injuries x 1 million hours worked.

Frequency rate of indirect employee accidents (per million hours worked)*

*Calculation: number of lost-time injuries x 1 million hours worked.

The year 2024 was challenging in terms of safety. The injury frequency rate was above the goal and it deteriorated compared to 2023, underscoring the need for even more effective action to strengthen the safety culture and risk management in all plants. Most incidents involved employees and were of minor severity.

In total, 151 events involving employees and contractors were recorded, 66% of which were classified as minor incidents.

• 99 of the incidents involved employees, and 71.5% were of mild potential severity.
• 52 of the incidents involved contractors, and 60% were of mild potential severity.

In response to these challenges, Klabin made progress in managing this topic by investing in improving governance, reviewing standards, and implementing programs and strategic actions to reduce high-potential occurrences and strengthen safety in all segments of the Company. One of the milestones was the execution of a comprehensive plan aimed at eliminating fatalities, including initiatives focused on training leaders and operators and adopting more rigorous standards in operations.

An important milestone was the execution of a comprehensive plan aimed at eliminating fatalities, which included leadership and operator training initiatives, as well as the adoption of stricter operational standards.

At the same time, the Company has been developing its leadership team to expand their perspective beyond losses, valuing learning from real work and building safety proactively. This approach seeks to understand what sustains daily success — when nothing happens — and to transform these insights into consistent practices.

These initiatives reinforce Klabin’s commitment to continuously advancing its safety journey, consolidating an approach that is increasingly human, adaptive, and sustainable.

Advances and strategic initiatives in 2024

• Creation of Regional Occupational Safety Management Units, promoting closer engagement with operations, adaptation to local realities, and targeted action for each segment.
• Alignment of the Occupational Health and Safety Management System with ISO 45001, driving continuous improvements in processes, systems, and training. So far, the Angatuba (SP), Otacílio Costa (SC), Monte Alegre (PR), Manaus II (AM), Correia Pinto (SC), and Ortigueira (PR) pulp and paper units have already been certified under the standard, representing 26% of Klabin’s industrial units, in addition to operations in Paranaguá (PR). This effort reinforces not only compliance, but also organizational learning and the ongoing evolution of safety standards.
• Implementation of the Safety Work Plan, which includes initiatives such as:
  • Five-Star Attitude Program, encouraging safe behaviors and the pursuit of collective excellence;
  • Safety Requirements Audit for Critical Activities, strengthening the ability to identify and mitigate relevant risks;
  • Review of the Work Permit (PT/AST), ensuring rigor, clarity, and greater confidence in authorizing critical activities;
  • Forestry Occupational Health and Safety Master Plan, co-created with leadership and structured on strategic pillars that integrate safety, learning, and operational efficiency.

Next steps include continuing the Risk Management Analysis (AGR), with a focus on real work and daily activities; actions to promote and strengthen Process Safety; and the expansion of practices aimed at evolving safety mindset and culture, building safety from what we learn when everything goes right — not only when something goes wrong.

KODS 2030 

Zero lives changed* of own and contracted employees 

The concept of life-changing injuries was adopted by the Company in 2019. It means significant effects on people caused by occupational and process accidents that are considered extremely serious and permanent.

In 2024, four life-changing events occurred related to employee interaction with machines and equipment, as described below.

There was a fatal accident involving a direct employee during forestry operations; an injury with leave of absence for a direct employee due to equipment falling; the loss of vision of a direct employee caused by a metal particle entering the eye; and a hand injury suffered by a contractor employee during a sawing operation.

The Company deeply regrets each of these life-changing events and, through SPEM (Segregation of People, Equipment, and Machines) and the support of specialized technical committees, continues to strengthen the separation between people and machines, while promoting the adaptation of equipment and processes to reduce accidents. This process has also been an opportunity to learn from real work, expanding the understanding of how activities are actually carried out and how barriers can be more effective in day-to-day operations.

In this regard, the creation of the Regional Occupational Safety Management Units expanded oversight across different segments, with initiatives such as:

• Development of the SPEM Book, promoting the standardization of segregation and signaling devices;
• Implementation of the Corporate SPEM Procedure (2025), expanding the program to new units;
• Process mapping within the Santa Catarina Regional Unit, with a focus on leadership, standardization, and process safety;
• Restructuring of Forestry Safety, with a 52% increase in the team, strengthening field operations, learning from operational practices, and risk mitigation;
• Development and implementation of the Forestry Road Safety Project.

These initiatives not only reinforce protective barriers but also enhance the organization’s ability to deal with the variability of work and to build resilience, transforming lessons learned into practices that sustain safety on a daily basis.

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)

In 2024, there was a 41% reduction in the severity rate compared to 2023. However, the result is still above the goal baseline.

Major advances were made in investigating incidents, expanding organizational learning capacity and enabling the replication of preventive measures at plants with similar risks. Audits of critical activity requirements were also conducted at all plants.

Severity rate of direct employees (per million hours worked)

In 2024, there was an increase in the severity rate due to the occurrence of a critical event involving an employee. During a forestry operation, a fatal accident was recorded, involving a Klabin employee who was struck by a piece of equipment at the end of his shift.

Severity rate of indirect employees (per million hours worked)

In 2024, two critical events occurred with contractors. First, during the hydro-jet cleaning of a dissolving tank, material detached laterally, striking a contractor and causing him to fall on the same level, resulting in an injury and time off work. Second, while removing a metal plate to repair a piece of forestry equipment, a contractor was struck by a metal particle, resulting in a lost-time injury.

KODS 2030

Achieve a more advanced level (Generative/Sustainable) in the Hearts and Minds methodology or equivalent

Percentage of units, by maturity level*

* The scope includes 23 industrial plants, forestry operations, and the Centro de Tecnologia Klabin (CTK).

In 2024, the actions in this area focused primarily on addressing opportunities identified in previous assessments. The Company’s Cultural Transformation Plan served as a strategic tool to strengthen the management system.

The monitoring of initiatives was improved with the use of the Klabin Action Plan, which enabled greater control and targeting of actions. Leadership training was also intensified through the Jornada da Liderança (Leadership Journey) program, which provided over 3,000 hours of training focused on new concepts, skills development and strengthening of safety awareness. In this way, the Company reaffirmed its commitment to making safety a core value in its culture.

In 2025, all plants will undergo new assessments, reinforcing the progress achieved and contributing to the reduction of incidents with high potential for severity. Work is also due to begin on aligning actions with the Klabin Attitude and the principles of the Company’s organizational culture.