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)
| 2022 | 2023 | 2024 | 2025 (Preview) | |
|---|---|---|---|---|
| Employees (employees and contractors) |
1.34 | 1.39 | 1.82 | 1.96 |
| Year-over-year reduction (%) | 21% | -3% | -31% | -6% |
| Coverage | 100% | 100% | 100% | 100% |
In 2025, most incidents involved direct employees and were concentrated in events with low potential. There were a total of 133 events: 99 with direct employees (82% low potential) and 34 with indirect employees (73% low potential). The standardization of the AGR (Risk Analysis and Management) methodology provided greater consistency to assessments and strengthened the quality of decision-making. Initiatives such as “Voz da operação" Program, a structured dialogue practice through focus groups, were adopted. Throughout the year, more than 100 groups were held, bringing together more than 2,600 voices from different levels of the organization and generating concrete actions to improve the operational context.
The company also developed actions and programs focused on engagement, awareness, and education on the topic of safety, such as:
- Café com Segurança Program: developed by the Packaging business leadership, which held more than ten dialogue sessions with different levels of leadership, resulting in more than 500 preventive actions and reinforcing the importance of understanding the real dynamics of work to guide improvements.
- Voz da Operação Program: structured dialogue practice through focus groups. Throughout the year, more than 100 groups were held, bringing together more than 2,600 voices from different levels of the organization and generating concrete actions to improve the operational context.
- Risk Perception Academy: which developed games and dynamics to engage teams.
- Hora do aprendizado (Learning Time): which has established itself as a continuous space for reflection, development, and sharing of practices, directly contributing to strengthening the safety maturity of the Operational Safety team.
Accident frequency rate of direct employees (per million hours worked
| 2022 | 2023 | 2024 | 2025 (Preview) | |
|---|---|---|---|---|
| Employees | 1.59 | 1.74 | 2.78 | 3.12 |
| Year-over-year reduction (%) | 23% | -8% | -58% | -12% |
| Coverage | 100% | 100% | 100% | 100% |
*calculation: ACA x 1,000,000/hht
Accident frequency rate of indirect employee accidents (per million hours worked)
| 2022 | 2023 | 2024 | 2025 (Preview) | |
|---|---|---|---|---|
| Employees | 1.11 | 1.09 | 1.10 | 0.94 |
| Year-over-year reduction (%) | 15% | 2% | -1% | 15% |
| Coverage | 100% | 100% | 100% | 100% |
*calculation: ACA x 1,000,000/hht
KODS 2030
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.
The Comitê de Segurança das Contratadas (COMSECON) - Contractor Safety Committee has been instrumental in implementing preventive measures such as risk management, awareness campaigns and safety inspections.
Key initiatives include:
- Promotion of best practices: encouragement of the use of daily safety meetings, field interviews and recognition for safe activities;
- Active use of a reporting tool, called Relatos, strengthening risk identification and mitigation in a collaborative manner;
- Mitigation of risk tolerance by aligning contractors’ safety practices with the Company’s standards, promoting greater integration and effectiveness.
KODS 2030
Zero lives changed* of own and contracted employees
| 2022 | 2023 | 2024 | 2025 (Preview) | |
|---|---|---|---|---|
| Number of lives changed | 6 | 6 | 4 | 2 |
In 2025, two life-changing events were reported involving contractors, related to timber transportation and industrial construction operations. The first involved a fatal accident with a driver during timber transportation. The second occurred at an industrial construction site, resulting in an injury requiring time off work after an object fell on the worker's hand.
The Company has developed specific actions for logistics and timber transportation, focusing on the prevention of serious and fatal accidents. Among the main measures, the following stand out:
- Implementation of embedded and integrative technology: execution of the embedded technology package in vehicles and integration of telemetry through the Onysis platform, gathering data for centralized management at the Operational Safety Center (CSO);
- Construction of the Operational Safety Center (CSO): a facility dedicated to analyzing transportation and forestry operations data, located at the Monte Alegre Farm (PR), to support strategic road safety decisions;
- Alcohol and drug control program (Lado a Lado): implementation of a corporate program for the prevention of risks related to driving vehicles, with continuous monitoring and handling protocols;
- Review and update of forestry RACs (Critical Activity Requirements): critical protocols such as passenger transport, cargo vehicle transport, and operations on slopes were reviewed and approved, ensuring greater adherence to safe practices;
- Integration with risk management (AGR - Risk Analysis and Management): application of the AGR methodology in the areas of national and international logistics, including timber transportation, to identify intolerable risks and define mitigation plans;
- Training and communication: specific training for transportation and forestry teams, with multipliers and dissemination of safety guidelines, reinforcing the preventive culture.
The support of specialized technical committees has intensified the safe management of material handling, promoting the adequacy of equipment and processes, with a focus on protecting those involved in the operation.
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)
| 2022 | 2023 | 2024 | 2025 (Preview) | |
|---|---|---|---|---|
| Employees | 55 | 376 | 220 | 164 |
| Coverage (%) | 100% | 100% | 100% | 100% |
The result obtained in 2025 was influenced by Klabin's growing ability to learn from its operations, anticipate weaknesses and strengthen the conditions that support safe working practices. The decline in severity indicates that the protection systems and strategic actions adopted by the Company are working more effectively.
Among the factors that contributed to this progress, the following stand out:
- Updating Critical Activity Requirements (RACs) and conducting self-assessments at units, increasing consistency, adherence to safe practices, and the ability to identify and address relevant exposures before they evolve;
- Internalization of the Operational Safety Center (CSO) and standardization of telemetry and video monitoring in 100% of the forestry fleet, increasing preventive capacity and enabling immediate responses to critical alerts, based on real data and evidence;
- Risk Perception Academy and Learning Hour, which strengthened the organizational culture through practical training, pedagogical innovation, and a continuous environment of reflection. These initiatives helped teams improve their ability to recognize risks, take preventive action, and share lessons learned;
- Inclusive listening programs, such as Voz da Operação (Voice of the Operation) and Café com Segurança (Coffee with Safety), which promoted structured spaces for dialogue, developed an environment of trust, and generated hundreds of improvement actions. These programs reinforced the importance of understanding the dynamics of work and identifying vulnerabilities based on the experience of the people who live the operation.
Severity rate of direct employees (per million hours worked)
| 2022 | 2023 | 2024 | 2025 (Preview) | |
|---|---|---|---|---|
| Employees | 82 | 239 | 325 | 127 |
| Coverage | 100% | 100% | 100% | 100% |
Severity rate of indirect employees (per million hours worked)
| 2022 | 2023 | 2024 | 2025 (Preview) | |
|---|---|---|---|---|
| Employees | 30 | 488 | 141 | 196 |
| 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 | 2022 | 2023 | 2024 | |
|---|---|---|---|---|
| Pathological | 0 | 0% | 0% | 0% |
| Reactive | 8 | 26% | 26% | 26% |
| Calculating | 19 | 61% | 61% | 61% |
| Proactive | 3 | 10% | 10% | 10% |
| Generative | 1 | 3% | 3% | 3% |
| Under assessment* | 0 | 0% | 0% | 0% |
In 2025, the process of reviewing this target began.
| 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 scenario of fatalities in the Company, with actions to
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).
OHS Policy – Klabin
Objective
The policy establishes principles and guidelines to ensure safe and healthy work environments in all Klabin operations, in line with international best practices and the company's sustainability strategy.
Coverage
Applies to all units, subsidiaries and companies controlled by Klabin, including its direct employees, indirect employees and contractors.
Governance
- Clearly defined responsibilities for the Executive Board, Safety and Continuous Improvement Committee, Corporate and Local Strategic Groups, Purchasing Management, Managers and all employees.
- Formal approval by the Executive Board, with periodic review and involvement of multiple managers.
Regulatory Compliance
- References to the Brazilian Labor Code (CLT), ILO, ABNT NBR 45001, Code of Conduct, Sustainability Policy, and other corporate documents.
- Our goal is to have an OHS management system that seeks continuous improvement and compliance with applicable laws and regulations.
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, emergency response, and contingencies.
- Event analysis, sharing of lessons learned.
- Prioritization of improvement plans and actions.
Participation and Engagement
- Valuing employee knowledge, active listening, with consultation and participation in solutions.
- Reporting and integrity channels available to all.
Training 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 goals and improvement actions.
- Technical groups responsible for monitoring 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
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: 02/09/2025