Human Capital

Strengthening of a high-performance culture and well-being of our employees based on integrated and dynamic people management processes that take into account aspects such as meritocracy, career development, knowledge management, diversity, inclusion, quality of life and human rights, among other factors.

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  • Worker participation, consultation, and communication on occupational health and safety

    Context:

    Suzano’s operating units have structured safety committees divided into smaller subcommittees that are involved in discussions, analyses and implementations related to health and safety, and actions taken by the Internal Commission for Accident Prevention (CIPA). The responsibilities of the committees include: active participation in meetings, setting goals and objectives, and addressing matters at strategic level (Management Committee), at operational level (Cell Committee) and at specific level (Technical or Theme Committee). Committee meetings take place according to a predefined schedule in the units.

    We also have the Segurança na Área (Safety in the Area) Program, a tool that, based on practical experience, seeks to disseminate moral principles and proper conduct among employees with regard to occupational safety, thus promoting a safer work environment for all. Additionally, we have a corporate Portal that provides safety data per unit for consultation, and send internal communications via intranet and emails related to this topic.

    Also, aiming at the continuous improvement of working conditions in the sector, we have formal agreements with unions, with specific approaches for each region where we operate.

    For the pandemic, crisis committees were formed in each of the management units. They were responsible for determining, guiding, and implementing control actions to ensure the safety of employees during the period. We took the opportunity to digitalize our tools and make their application increasingly more remote through Suzano’s official communication tools and other channels used by occupational safety.

    We continued to use the corporate Portal to provide and consult safety data per unit, intensifying internal communications via intranet, corporate emails, and the Segurança na Área (Safety in the Area) Program

    We invested in technology and strengthened the inclusive management of employees: everyone (company employees and contractors) can report a non-standard condition that should be addressed by the area’s facilitator. The indicators produced are monitored via the IGS (safety management indicator) and are reported monthly to all levels at Suzano. This year, we were able to standardize the safety indicator for all units, following the procedures for unifying the safety processes.

    Furthermore, through the Cuidar (Care) Program, we invested in the andragogy of our processes and intensified the two-way communication between leadership and operation to execute the safety tools. In this way, we redesigned the Segurança na Área (Safety in the Area) Program and the safety dialogue, implemented the behavioral approach throughout the group, and reformulated our incident investigation and reporting process, with a focus on learning. As a result, we advanced in our safety culture toward generative behavior.