Report
2019
Summary
1. MESSAGE FROM LEADERSHIP ......................................................................4
Letter from the Chairman of the Board of Directors ...........................4
Letter from the CEO of Suzano ...............................................................6
2. ABOUT THE REPORT .......................................................................................8
3. SUZANO IN NUMBERS .................................................................................. 14
4. THE FIRST YEAR OF THE NEW SUZANO ...................................................16
Excellence in governance ........................................................................ 18
Our people ................................................................................................ 25
Our products ............................................................................................. 32
Innovability ................................................................................................ 37
Digital transformation ............................................................................. 43
Our industry .............................................................................................. 44
Our forests ................................................................................................. 52
The suppliers ............................................................................................ 64
The communities ...................................................................................... 66
5. THE JOURNEY CONTINUES ......................................................................... 80
Building our purpose ............................................................................... 82
Our long-term business strategy .......................................................... 84
Our sustainability strategy ..................................................................... 86
6. AWARDS AND RECOGNITION ..................................................................... 90
7. EXTERNAL ASSURANCE ...............................................................................94
8. GRI CONTENT INDEX ....................................................................................98
Photo: Adriano Gambarini/
WWF Brasil
1 Message from
leadership
Photo:
Ricardo Teles
Letter from the Chairman of
the Board of Directors
| DAVID FEFFER
We are part of the transformation
[GRI 102-14]
What is the role of companies in building
a more just and sustainable society?
This question has been the object of
debate in various meetings and forums
that propose to discuss the future of the
planet. If, in the past, the main purpose of
organizations was to create shareholder
value, today, we go further. It is what we call
“stakeholder value”, a new model intended
to address the interests of the various
stakeholders with which companies interact.
I have no doubt that organizations
must be active players in building a
sustainable future. We, at Suzano,
share this belief. We are aware of our
responsibility toward society and
the planet, and work to be part of the
changes we want to see in the world.
In 2003, we already had this in mind when we
defined the three pillars of our governance:
merit-based management, high standard
of internal control, and commitment to
stakeholders. Today, 17 years later, we
continue to advance in our governance
and social and environmental practices.
By combining innovation and sustainability
(which we call “innovability”), we have the
opportunity to develop new products for a
bioeconomy (this is, an economy based on
the use of renewable resources) and offer
solutions to help with the transformations
our planet so desperately needs.
In this sense, supported, inspired and
challenged by the Board of Directors, the
company’s management has done an
extraordinary job in running the company,
which seeks to be ‘best-in-class’ in everything
it does today, while planning and reflecting on
the future with courage and determination.
Being part of this movement to seek
solutions to the major challenges of
the 21st century inspires us and brings
us an enormous sense of purpose.
Change is in our hands and the future
is being built now.
Will you join us on this journey?
David Feffer
Chairman of the Board of Directors
Message from leadership
5
Letter from
the CEO
| WALTER SCHALKA
Eyes on the future
[GRI 102-14]
Suzano went through one of the most
emblematic periods in its history in 2019.
Everything we lived and built in the year
since the merger, on January 14, will help
enable the company’s operations in the long
term. In this period, we defined and worked
on some fundamental aspects: capturing
synergies, integrating processes and systems
and, not least important, disseminating our
Culture Drivers and our strategic vision,
which help us build the future we want for
ourselves and the world.
Another priority for Suzano in 2019 was to raise
the level of corporate governance by aligning our
practices with SOX Certification (Sabarnes-Oxley
Act), since we started to trade our shares on
the New York Stock Exchange. To this end, we
carried out a thorough review of processes and
activities in order to adjust to these standards,
considering the enforcement of a culture
focused on management and internal control
across the company.
Externally, we were caught by surprise by
the sharp drop in pulp price. It is true that,
at first, we underestimated the effects of
the uncertainties generated by the trade war
between the United States and China. The drop
in the pulp price and the destocking process
that took place in the sector throughout the
year impacted our business. We had to take
measures, such as reducing production, which
implied some changes in logistics, forestry and
industrial operations.
On the one hand, the turbulence in the market
resulted in loss of profitability and multiple
negotiations with suppliers in the various
stages of our chain, on the other, our team
rallied together to find solutions to overcome
these challenges. We transformed difficulties
into daily opportunities to exercise our Culture
Drivers, which are non-negotiable: we are
people who inspire and transform, we create
and share value and we believe it is only good
for us if it’s good for the world.
6
Suzano Report 2019
Photo: Sérgio Zacchi
Throughout 2019, we had a series of
relevant events, which required Brazilian
companies to adopt a different attitude,
and Suzano made its positioning clear.
We are aware of our relevance as an agent
of transformation and, therefore, we
understand the need to be proactive in
relation to these issues. Thus, we went
public to present our point of view.
We also worked on the long-term
strategic vision, analyzing megatrends and
opportunities for our business. We prepared
our sustainability strategy and understood
that we are part of the solution to society’s
challenges. We develop renewable, recyclable
and biodegradable tree-based products
tree and we have the strategic vision of
expanding the market for our biomass, the
most competitive in the world.
We have set ambitious goals to be achieved
by 2030: we want to be even more climate
positive, removing an additional 40 million
tons of carbon from the atmosphere; to
mitigate the problem of income inequality,
enabling 200,000 people to rise above the
poverty threshold in our area of influence;
and to replace plastics and oil derivatives,
by offering 10 million tons of products from
renewable sources.
None of us ended 2019 as we started it.
All employees and key partners contributed
to building a new future for the company.
This journey is just beginning and 2020
will undoubtedly be another year of many
challenges and achievements for Suzano.
Walter Schalka
CEO of Suzano S.A.
Message from leadership
7
About the
2
Report
8
Suzano Report 2019
Aldieris de Oliveira
Correia. Fiber Line.
Aracruz Unit
(Espírito Santo state).
Photo: Márcio Schimming
Suzano’s 2019 Report presents
the achievements, lessons
learned and challenges experienced
by the company in its first
year of creation. This edition
provides an insight into
the company’s economic,
environmental and social practices
and presents its corporate and
sustainability strategy.
About the report
9
José Lázaro dos Santos Júnior,
R&D leader. Jacareí Unit (São Paulo state).
Photo: Fotocontexto
This report was prepared in accordance with
GRI standards: Core option, and we were
also inspired by the Integrated Reporting
(IR) guideline, in terms of focus, balance and
conciseness. The GRI disclosures collected relate
to the corresponding contents throughout the
sections and are compiled in the Indicators
Center, a digital section especially dedicated
to the dynamic and detailed reading of data
and information. The company also reports in
line with the Sustainable Development Goals
(SDGs)—17 global goals established by the
United Nations (UN) in 2015.
After the merger, in early 2019, we carried out a
study to align the material issues for Fibria and
Suzano Papel e Celulose, consolidating a new and
unique list of relevant topics. At that point
we evaluated documents that addressed
critical issues for the sector, in addition to an
initial analysis of the priority market demands
for the two former companies. This study was
the basis for the 2018 Report.
Today, Suzano’s materiality is the result of
cross-referencing relevant issues for the
business, from the standpoint of our various
stakeholders. These issues were captured
through a significant consultation process to
build our strategy (learn more on page 86),
correlated with critical topics regarding the
forestry sector and the production sectors as a
whole, identified by large, company associations
that work toward sustainable development.
From left to right: Nilza Aparecida de Castro
e Silva, Raiana Marcello Castanho, Marcelo
Shigekiyo Sado, Estela Mara de Castro Ribeiro
and Nilton Carlos Santos Araujo. Jacareí Unit
(São Paulo state).
Photograph: Fotocontexto
In the Indicators Center, the search for information can be
done by Material Issues, related SDGs, GRI disclosures,
and information from the Task Force on
Climate-Related Financial Disclosures (TCFD)¹.
1 Initiative that deals with the availability and quality of financial information related to climate change, formally supported by the company.
10 Suzano Report 2019
At the end of 2019, we also cross-
referenced the output from this rich
consultation process with a thorough
analysis of Suzano’s priority market
demands (such as assessments by
ratings agencies and sustainability
indices) and, at the end, we arrived at
the ten material issues that support the
development of our 2019 report.
Alice Regina Moreira
Santos, Assistant Operator in
the Baling area. Jacareí Unit
(São Paulo state).
Photo: Fotocontexto
Material issues
[GRI 102-47]
• Climate Change
• Ethics, Governance and Transparency
• Financial Management
• Forest Management
• Human Capital
• Innovation and Technology
• Operational Excellence and Eco-efficiency
• Social Development
• Value Chain (customers and suppliers)
• Water
Learn more in our
Indicators Center.
About the report 11
From left to right:
Willians Silva Rodrigues,
Layane Bonfim dos Santos,
Ana Célia Araújo da Silva, Jeysly Bandeira de Oliveira,
Gina Kercia de Sousa Pimentel, Jessyca Cleanne da Mata
Araujo, and Izabela Lobato de Souza, Occupational Safety.
Imperatriz Unit (Maranhão state).
Photo: Márcio Schimming
In addition, in the second half of 2019, we
implemented a work front to prioritize and
harmonize corporate indicators in order to
consolidate a satisfactory amount of quality
information – something difficult to achieve
during a year of integration, when we started
from distinct management bases. This process
involved the analysis, prioritization and
alignment of the capacity to harmonize the
indicators collected by the various areas that
provide corporate information in their main
external questionnaires and periodic reports
(such as public reports, indices, investor
demands). The main purpose of this effort was
to prepare the areas to meet demands already
mapped as priorities, with continuity in the
medium and long terms. Part of these indicators,
including the GRI disclosures, is provided in our
Indicators Center, as per link above.
To guide readers along this journey
on our challenges and achievements in
2019, we divided the Report into seven
chapters, with chapters 4 and 5 containing
most of the initiatives carried out by the
company over the reporting period. In chapter 4,
entitled “The first year of the new Suzano”, we
talk about the main initiatives carried out by the
organization throughout 2019 in terms of people,
products, innovation, social performance and
eco-efficiency in forests and industry. In chapter 5,
“The journey continues”, readers will learn about
the path we are taking to build our purpose,
and the sustainability and business long-term
strategies – all developed from a consultation
and co-creation process that involved Suzano’s
external and internal stakeholders.
The content of this publication has been
subjected to external assurance by Bureau Veritas
(see letter on page 94). In addition to the full
online PDF edition, available for download at
www.suzano.com.br/en/r2019, the Report has
a printed version and an infographic where
the main information is an instructive and
summarized manner. More information about
Suzano can be obtained on our institutional
website www.suzano.com.br/en/.
Enjoy your reading!
[GRI 102-46, 102-54]
For questions or suggestions about our Report, please
contact us by email relatoriosuzano@suzano.com.br.
12 Suzano Report 2019
Covid-19
The 2019 Report was based on interviews and field analyses conducted
before the coronavirus outbreak became a global emergency, resulting
in significant changes to our way of life. As a global company, we have
been closely following the evolution of Covid-19 since its onset, adopting
internal and external measures to ensure the health and safety of our
employees and the delivery of our products – considered essential for
hygiene, cleaning and care for the family and home – to our customers,
in addition to a series of actions to support society, either through the
sharing of information and best practices in this scenario, or through
donation of materials and equipment to the healthcare network. Since this
crisis is not yet behind us, its impacts on business, on our sector and across
the world will be duly covered in the 2020 Annual Report.
For more information on this topic, visit our website:
www.suzanocontraocoronavirus.com.br/.
Forest mosaic in
Mucuri (Bahia state).
Photo: Ricardo Teles
About the Report 13
Suzano in
3 numbers 2
[GRI 102-7, 102-8]
36,5471
EMPLOYEES
(COMPANY AND
OUTSOURCED WORKERS)
10 mills
+ VERACEL
(JOINT VENTURE
WITH STORA ENSO)
PULP
ARACRUZ (ES),
IMPERATRIZ (MA),
JACAREÍ (SP), LIMEIRA (SP),
MUCURI (BA), SUZANO (SP),
TRÊS LAGOAS (MS)
PAPER
LIMEIRA (SP), MUCURI (BA),
RIO VERDE (SP), SUZANO (SP)
CONSUMER GOODS
BELÉM (PA), FORTALEZA (CE),
IMPERATRIZ (MA), MUCURI (BA)
ALL MILLS CLOSE TO THE COAST
OR CONNECTED BY RAILWAYS
R$
73 million1
IN SOCIAL INVESTMENTS
(SUZANO + PARTNERS) IN
NEIGHBORING COMMUNITIES
Installed capacities:
1.4 million
TONS OF PAPER
ANNUALLY
10.9 million
TONS OF PULP
ANNUALLY
(INCLUDING VERACEL)
R$
R$
OF ADJUSTED EBITDA
10.7 billion1
7.1 billion1
IN OPERATING CASH
GENERATION
NEARLY
35,0001
CUSTOMERS
IN THE PAPER
SEGMENT
Renewable
energy:
AVERAGE TRADING OF
167.2 MWm1
HIGHER THAN THE AVERAGE
CONSUMPTION OF ELECTRICITY
IN THE MUNICIPALITY OF
SANTOS (SP)3
PAPER SALES VOLUME
(INCLUDING CONSUMER GOODS):
1,256 k ton1
PULP SALES
VOLUME:
9,412 k ton1
R$
CAPEX:
5.78
billion1
1 2019 data.
2 With the exception of financial data, installed capacity and total number of mills, the other indicators presented throughout this material do not include information on
Veracel’s operation.
3 Data from the Department of Infrastructure and Environment (SIMA) of the Government of the State of São Paulo (base year 2018).
14 Suzano Report 2019
Planted areas:
APPROXIMATELY
1.3 million1
HECTARES
5
INTERNATIONAL
COMMERCIAL
OFFICES
(FORT LAUDERDALE – USA;
LUSTENAU – AUSTRIA;
NYON – SWITZERLAND;
SHANGHAI – CHINA;
BUENOS AIRES – ARGENTINA)
Areas set aside
for conservation:
APPROXIMATELY
900,0001
HECTARES
PULP EXPORT
PORTS3
10
FULLY
DEDICATED
SHIPS
87%
FSC®4 AND
PEFC/CERFLOR
CERTIFIED AREAS5
5
RESEARCH
CENTERS
(3 IN BRAZIL,
1 IN CANADA
AND 1 IN ISRAEL)
21
DISTRIBUTION
CENTERS
WHERE WE ARE
AND CERTIFICATIONS
International Offices
• ISO 9001
• CoC FSC® and PEFC
Imperatriz Unit
• ISO 9001
• ISO 14001
• OHSAS 18001
• CoC FSC® and PEFC/CERFLOR
• SMETA
Mucuri Unit
• ISO 9001
• ISO 14001
• OHSAS 18001
• CoC FSC® and PEFC/CERFLOR
• ISO/IEC 17025
• SMETA
Aracruz Unit
• ISO 9001
• ISO 14001
• CoC FSC® and PEFC/CERFLOR
• ISO/IEC 17025
Port of Santos
• ISO 9001
• ISO 14001
• OHSAS 18001
Suzano, Rio Verde
and Limeira Units
• ISO 9001
• ISO 14001
• OHSAS 18001
• CoC FSC® and PEFC/CERFLOR
• ISO/IEC 17025
• SMETA
Stenfar
• ISO 9001
• CoC FSC® and PEFC/CERFLOR
FOREST BASE
MILLS
OFFICES
PORTS
Três Lagoas and Jacareí Units
• ISO 9001
• ISO 14001
• CoC FSC® and PEFC/CERFLOR
• ISO/IEC 17025
4 Forest management certificates FSC-C110130, FSC-C118283, FSC-C100704, FSC-C009927; and chain of custody FSC-C010014.
5 Calculation of the percentage of certified areas considers only Suzano’s operational areas (excluding those under investment fund
management, under forestry partnership and not intended for supplying mills.
Suzano in numbers 15
The first year of the
4 new
Suzano
16 Suzano Report 2019
Forest mosaic in
Mucuri (Bahia state).
Photo: Ricardo Teles
new
Suzano
Joelma Araujo, Operator,
Wood Prepation. Aracruz Unit
(Espírito Santo state).
Photo: Márcio Schimming
It is no exaggeration to say that 2019 was one of the most
intense years in Suzano’s history. During this period, three
achievements were fundamental to enable the results obtained:
capturing synergies between the processes of the two former
companies, creating the new culture and integrating the systems.
In parallel, the areas worked intensively to keep the business
running on all company fronts.
The following pages present some of the main initiatives in
governance, people, forestry, logistics and industrial operations,
products, innovation, sustainability and forestry, logistics and
industrial operations that depict Suzano today.
The first year of the new Suzano 17
Excellence in governance
[GRI 102-18, 103-1,103-2, 103-3]
Raising Suzano’s level of corporate governance
was one of the priorities for 2019, even amidst
so many challenges to integrate people, processes
and systems and deliver results.
The year 2019 was also the first year when the
new company began trading its shares on the
New York Stock Exchange, which represents an
important evolution in terms of governance for
the company, subjecting us to strict American
rules, such as the SOx Certification (Sarbanes-
Oxley Act). This certification imposes high internal
control standards, and aims at the integrity of our
financial statements and the soundness of the
company’s processes. Additionally, we have in place
corporate policies to guide the ethical, integral and
transparent performance of directors, officers,
employees and other stakeholders.
In view of this scenario, we divided our work into
two main lines of action:
• We consulted with specialists and investors in
order to structure governance at a level even
higher than that required by Brazilian and
American laws;
• We structured committees with clear roles
to contribute to the duties of the Board
of Directors and brought in external
professionals to form these committees,
adding diversity of knowledge and experience
to the discussions for decision making. Thus,
we reconciled a short-term agenda, focused
on efficiency, scale and profitability, with a
look to the company’s future.
SDCD Industrial. Imperatriz Unit (Maranhão state).
Photo: Ricardo Teles
To get to know the members of the Board of Directors
and Executive Board and their resumes, visit:
http://ir.suzano.com.br/corporate-governance/
board-of-directors-and-comittees.
18 Suzano Report 2019
Based on this work, we reached the end of 2019
with the following governance structure:
Board of Directors
It is responsible for preparing and approving the
company’s global strategies. It is formed by nine
Board Members, five of whom are independent.
Board Members do not hold executive positions in
the company. They are elected and removed from
office at any time by the General Meeting and have
a unified two-year term, with reelection permitted.
The Board of Directors has the support of
the Audit Committee, whose main objective
is to oversee the acts of the administration;
of the Executive Board, responsible for
addressing the company’s strategic issues;
and of five other advisory committees. All
the committees count on external members
participation bringing different perspectives
to the discussions.
Rodney Schmidt, Operator, Fiber Line.
Aracruz Unit (Espírito Santo state).
Photo: Márcio Schimming
Sustainability- advises Suzano to think strategically,
including discussions on global and latent themes,
and to what extent we can contribute to the trans-
formation of specific scenarios, and their impacts,
such as the climate change issue.
Strategy and Innovation- has several external
members, including executives from other
industries, who contribute to the company’s
reflection on its long-term vision and actions that
promote innovation within the company.
People- when assessing the organizational
structure and development models, remuneration,
succession and career practices, the idea is to
connect the employees’ profile to the company’s
long-term strategies and goals.
Statutory Audit- aims to ensure strict internal
controls and best administrative practices in
the company.
Management and Finance- aims to provide
technical advice to the Board of Directors for the
best performance of its activities.
The first year of the new Suzano 19
Antonio Marcos Coelho Lunardi (standing) and Leonardo Gomes de Abreu,
Production, Recovery and Utilities. Jacareí Unit (São Paulo state).
Photo: Fotocontexto
New corporate policies
In 2019, we worked to build our new corporate policies, mainly in relation to topics such
as Human Rights, Integrated Risk Management Policy, Ombudsman’s Office, Disciplinary
Measures, Stakeholders, Anti-Corruption, Securities Trading, Intellectual/Industrial
Property and on Cultivars, Environmental Management, Diversity & Inclusion, Health,
Safety and Quality of Life. The documents, developed with the participation of several
areas of the company, contain the guidelines adopted by Suzano in all its operations and
relationships and can be accessed on the company’s website. See the result of this work on
www.suzano.com.br/en/the-suzano/documents/.
MAPPED RISKS
An important exercise performed, which
is also in line with the highest governance
standards, relates to risk management. At
Suzano, risk management is supported by three
complementary fronts, committed to avoiding
or reducing the likelihood of risks occurring in
different areas of the business.
1. INTERNAL CONTROLS
The Internal Controls team works to preventively
map and monitor critical areas and processes in a
systematic and continuous manner. All risks mapped
are mitigated and/or monitored using the Control
Self Assessment (CSA) methodology, through which
process owners quarterly assess their controls
adherence and monitor the compliance of its
application. In this first year of the SOx audit at
Suzano, procedures related to the culture to manage
internal controls received extra attention.
20 Suzano Report 2019
Compliance
In 2019, we began to redesign the
Compliance Program based on
the consolidation of previously
implemented programs, prioritizing
the harmonization of policies and main
controls, and having as a guideline an
ongoing concern with the integrity
of the corporate environment, either
internally or externally.
Through the Program, we explore the
concept of the first line of defense
through standards of conduct, trained
and disseminated in the business
areas in order to identify and mitigate
possible risks in our operations.
2. STRATEGIC RISKS
In 2019, we consolidated Suzano’s risk matrix,
according to the Enterprise Risk Management
(ERM) methodology. We analyzed the
company’s risks considering the likelihood of
their occurrence and the financial impacts,
in addition to six other aspects—health and
safety, environment, sociocultural, image and
reputation, organizational climate, and legal—
all with equal relevance.
To define the risk matrix and the respective
action plans, the team interviewed 130 company
managers. Additionally, we created Risk and
Business Continuity Commissions covering all
of our operations in Brazil. The role of these
commissions is to map the main risks in the
locations where Suzano operated and to define
action plans, in addition to preparing business
continuity plans that address crisis episodes,
should they occur. The next step in forming
these commissions was to train people through
drills so that they could assess their ability to
react quickly and effectively in the event of a
crisis. Finally, we identified spokespersons from
different units and developed a media training
in order to prepare them to deliver the right
messages at critical moments.
Maria Emilia Drummond Blonski,
Industrial Process Consultant.
Jacareí Unit (São Paulo state).
Photo: Fotocontexto
The first year of the new Suzano 21
3. ETHICAL CONDUCT
AND MANAGEMENT
[GRI 102-16, 102-17]
In 2019, we revised the Code of Conduct and
published the Ombudsman Policy, the Disciplinary
Measures Policy and the Procedure rules of
the Conduct Committee, which establish the
process guidelines and governance on ethical
conduct and management at Suzano. All of
these documents address compliance with legal
and normative provisions applicable to the area
and to the Ombudsman’s Channel, as well as
the appropriate regulations, including specific
procedures and confidentiality of information.
Among other goals, all of these rules are intended
to protect whistleblowers who report in good
faith to preserve the company’s ethical principles,
ensuring non-retaliation.
Inspired by the Culture Drivers, our Code of
Conduct brings together the six ethical principles
that guide our daily actions, focusing on the
quality of our relationships, products and
services. The new document is a tool that guides
Rosinei Aparecida
Santos, Peterson
Cristhians Mira and
Jonas de Aquino. Jacareí Unit
(São Paulo state).
Photo: Fotocontexto
and enhances our actions and decisions on a daily
basis, ensuring that our activities with employees,
shareholders, customers, suppliers, government
officials, and the community are in line with the
ethical behavior and respect that we nurture in the
relationship with our various stakeholders.
Ombudsman Channel
The whistleblowing channel is confidential and independent and is available to
employees and the general public for submitting reports and complaints about
issues that could violate our Code of Conduct. The work is carried out by a
contracted and independent company and guarantees anonymity, if requested
by the whistleblower. Receipt and control of the contacts, via Internet, are
available 24x7, accessible through any computer, tablet, or cell phone (with
Internet access). The model ensures complete anonymity and absolute secrecy
of the information provided by the whistleblower, and can be accessed through
https://ouvidoriaexterna-suzano.com.br/.
The investigation work is carried out by competent people and areas in
an autonomous and impartial way to identify the veracity and apply the
necessary measures, and no form of retaliation against the whistleblower
is allowed or accepted.
Click here to learn more about the indicators related to Suzano’s
Ombudsman Channel.
22 Suzano Report 2019
INTEGRATION OF PROCESSES
AND SYSTEMS
A fundamental step towards the consolidation
of Suzano in its first year was the project to
unify processes and systems. The initiative,
called ‘Integration Project’, involved all areas of
Suzano aiming to consolidate the company’s
various processes and systems (coming mainly
from the different structures of the two former
companies) into a single environment to obtain
greater operational efficiency. The benefits of
this integration include greater organizational
standardization, integrity of information,
greater productivity, risk reduction, and greater
competitive advantage.
exclusively on the Project. Beginning in February
2019, the initiative went through several phases
until its go live in early 2020 and yielded important
gains to the business, such as:
• integration of teams and joint construction
of the future processes and systems scenario,
bringing a sense of ownership to both sides in
the activities defined for each area;
• documentation of all system processes onto a
single platform - UniverSuzano -, available online
for the entire organization;
In order for all of this to happen within a
challenging schedule, a multidisciplinary team with
more than 560 professionals was deployed to work
• high level of employee empowerment
(via training) in the transaction areas
day-to-day activities.
Main figures of the Integration Project:
110,000
PARTICIPATION OF
MORE THAN
HOURS DEDICATED
TO THE
PROJECT
560
EMPLOYEES
5,000
PARTICIPANTS
APPROXIMATELY
28,000
TESTS
STEPS
MAPPED FOR
TRAINING
OVER
40
CONSULTANCIES
INVOLVED
130
TEST DAYS
143 BLUEPRINT
WORKSHOPS
TO DESIGN NEW PROCESS
AND SYSTEM STRUCTURES
123
COURSES
The first year of the new Suzano 23
CORPORATE RELATIONS
[GRI 102-13, 102-43]
Suzano recognizes that changing society’s
perception of the planted forest sector is one of
its greatest challenges. And, for this reason, the
company has been working more and more for
this change to take place successfully, whether by
taking a clear position on important issues —such
as the case of forest fires in the Amazon, in which
we publicly reaffirm the company’s commitment
to zero deforestation—whether in dialogue
with the Ministry of the Environment to share
knowledge and information or placing the concept
of innovability at the center of our strategy in
order to drive solutions in a transition to the
bioeconomy, that is, an economy based on
the use of renewable resources.
We know that the company is perceived as a key
Brazilian company in international trade, in an
industry that needs to renew its image. With this
in mind, we want to be leading players in this
movement, seeking to maximize the engagement
with all our stakeholders.
Brazil is going through an ethical crisis that tends
to open a gap between the public and the private
sectors. However, our intention goes precisely
in the opposite direction, since, together with
other players, we are willing to contribute to a
positive transformation of society as a whole. To
this end, we recognize the importance of further
positioning ourselves in relation to topics of great
importance for the evolution of the country and
the world while maintaining a good relationship
with the different government levels and with
all other stakeholders, regardless of religious or
political ideologies and preferences.
Raiana Marcello Castanho,
Forest Planning consultant.
Jacareí Unit (São Paulo state).
Photo: Fotocontexto
What we did in 2019
• We intensified the dialogue with representatives
of municipalities and states so that these political
forces understand the new company and our
proposal. All meetings are recorded to make the
process transparent.
• In the federal and international levels, Suzano’s
economic activity is of great importance for Brazil
and the world and, as such, we increasingly took
part in forums and debates explaining about the
planted forest sector and where the company
stands in terms of bioeconomy.
• We strengthened ties and activities with sector
associations such as Brazilian Tree Industry (Ibá
- Indústria Brasileira de Árvores), in particular
working to educate the various audiences on the
activities involving this industry, highlighting its
positive externalities.
24 Suzano Report 2019
Our people[GRI 102-16, 102-43, 103-1, 103-2, 103-3]
Amidst an intense context of integration,
assessment of synergies and major changes
in teams (something that requires everyone to
be resilient, detached and to adapt), one of our
main movements in 2019 was the internalization
and dissemination of our Culture Drivers
(see below). These Drivers comprise a set of
guidelines about who we are, what we do and how
we do it, reflecting what the company aims to be.
Thus, in order to keep motivation high and
clearly address the Drivers, relating them to daily
business, an extensive agenda of workshops,
training and communication actions was put into
practice. The goal is for, in a growing movement,
the Drivers to influence decision-making of our
professionals, in their various levels of operation,
directly contributing to strengthening the new
organizational culture.
Culture Drivers
Who we are
People who inspire and transform
to make it happen.
• We have the courage and competence
• Fostering diversity strengthens us.
• We work together and for the whole.
• Exceeding expectations drives us.
• We are ‘strong and kind’.
What we do
We creat and share value
• We think big and act globally.
• We are always evolving with agility.
• We innovate to advance.
• We build and share success considering
all stakeholders.
How we do it
It’s only good for us if it’s good for the world
• We dialog to build better.
• We are protagonists in society’s evolution.
• We always act sustainably.
• We seek admired profit.
The first year of the new Suzano 25
DIALOGUE AS A PRINCIPLE
To support dissemination of the Drivers
dissemination, a multidisciplinary culture
team was formed, with 15 representatives
from different areas, responsible for
organizing an agenda with several initiatives
throughout the year:
• cultural fit survey: 10,000 participants
with 88% of people stating that they
experience the Drivers in their areas;
• training Leaders: 30 workshops geared
toward professionals in management
positions and higher to discuss the role of
leaders regarding the adoption of the Drivers
on the organization daily routine;
• internal communication campaign involving
all company levels to lead to a reflection on
how people are experiencing, in practice, these
Cultural guidelines;
• network of influencers: in another internal
consultation, we mapped the network of
informal influencers in the organization,
at all hierarchical levels, and brought them
together to discuss ideas on how to further
disseminate the Drivers.
In January 2020, a new engagement survey was
conducted to assess how the application of the
Culture Drivers is progressing in the daily life
of the company. More than 11,000 employees
participated in the consultation and the results
revealed that:
91% ARE LIVING THE
DRIVERS IN
PRACTICE, AN INCREASE OF THREE
PERCENTAGE POINTS IN RELATION
TO THE PREVIOUS SURVEY
92% OF EMPLOYEES PERCEIVE
THE POSITIVE ROLE
OF LEADERSHIP IN EXPERIENCING
THE DRIVERS
90%
EXPERIENCE THE DRIVER
“PEOPLE WHO INSPIRE
AND TRANSFORM”,
91%
VALUE” AND
ARE PRACTICING
“CREATE AND SHARE
92%
EXPERIENCE THE DRIVER
“IT’S ONLY GOOD FOR
US IF IT’S GOOD FOR THE WORLD.”
Optimized structure
Shortly before the businesses merger, we mapped professionals in overlapping positions and drew up
a plan to arrive on January 14, 2019 (merger consolidation date) having all the demobilization needs
defined and communicated up to management and coordination levels.
In the Forestry area, especially in the States of Bahia, São Paulo and Espírito Santo, other demobilizations
occurred even after all the work carried out prior to the merger. This was in part due to the synergy of
operations and to the drop in pulp prices in 2019, which led to a slowdown in production and brought
a direct impact on operations.
26 Suzano Report 2019
EMPLOYEE JOURNEY
Suzano believes that a large company results
from the people commitment, and this means
taking part in building the company. Thus, in
2019, employees from different areas were called
to co-create projects and processes:
1. PERFORMANCE EVALUATION
We reassessed this process and reviewed
the behaviors expected from our employees
concerning the new Culture Drivers. The
performance evaluation will take into account
the adoption of these behaviors by employees so
that they can achieve the expected results. To give
an example: one of the behaviors evaluated is to
what extent employees adhere to the Driver “It’s
only good for us if it’s good for the world,” which
gauges the impact of our actions on our various
stakeholders. The evaluation started in the second
half of 2019 and includes:
• administrative positions and higher - self-
evaluation and evaluation by the manager,
followed by forums to fine tune and sign
off with the Executive Board;
• operational positions (industry and forest) -
the evaluation will take place throughout 2020.
Ronilson Furtado Goncalves,
Portocel port worker, Aracruz
(Espirito Santo state).
Photo: Rogério Sarmenghi
The first year of the new Suzano 27
2. LEADERSHIP PROFILE
Focus groups across all the company units
discussed the qualities of inspiring managers
who drive the collaborative spirit of their
teams. This dialogue and listening practice
resulted in seven attributes that will be
disseminated among the leaders in training
sessions throughout 2020.
3. PLURAL [GRI 103-1, 103-2, 103-3]
The purpose of the Plural program, an internal
movement that emerged organically and
voluntarily at Suzano in 2016, is to value
diversity and encourage inclusion in the
company. The program was institutionalized in
2019 and is closely related to the diverse and
inclusive environment we wish to build in our
operations. Diversity is also included in our
Culture Drivers.
Plural relies on five affinity groups, having
senior executives as sponsors, and has been
working to clarify concepts, analyze metrics
and propose internal actions in line with
the manifesto that states the company’s
position regarding this topic. The five groups
are: Women, Black1 (race and ethnicity), Pride
(LGBTI+)2, People with Disabilities (PwDs)
and Generations. In addition, in 2019, Suzano
signed the following public commitments to
value diversity:
• Forum of LGBTI+ Companies and Rights
• Brazilian Business usiness Initiative for
Racial Equality
• UN Women’s Empowerment Principles
Signing of the commitment to the Forum of LGBTI+ Companies
and Rights, with the presence of Reinaldo Bulgarelli, Director
of the Forum, and Walter Schalka, in addition to members
of the Diversity & Inclusion Committee and members of the
company’s Affinity Groups. Headquarters (São Paulo state).
Photo: Ricardo Teles
Manifesto
See Plural’s manifesto on
www.suzano.com.br/en/the-suzano/people-and-culture/.
1 Terminology used by the Brazilian Geography and Statistics Institute (IBGE). This category includes
blacks and pardos.
2 At Suzano we have chosen LGBTI+ as our umbrella term. It stands for: Lesbian, Gay, Bisexual, Trans,
Intersex and + for all other spectrums of sexuality and gender.
28 Suzano Report 2019
CENSUS RESULTS HIGHLIGHTS [GRI 405-1]
The Diversity Census was conducted for the first time and
defined the company’s policy on this topic. View the policy on
our www.suzano.com.br/en/the-suzano/documents/.
See some of the Census results
RESULT OF THE CENSUS WITH VOLUNTARY PARTICIPATION
OF 11,947 EMPLOYEES (85% OF PARTICIPATION)
85.8%
OF EMPLOYEES ARE MEN
14.2%
ARE WOMEN,
WITH 13% IN
MANAGEMENT POSITIONS
AND HIGHER AND 6% IN
OPERATIONAL POSITIONS
47.5%
48.5%
2.6%
0.6%
0.8%
5.0%
2.2%
5,679 (47.5%) employees
self-reported being white
602 (5.0%) have some kind
of disability or limitation
306 (2.6%) self-reported
being Asian
265 (2.2%) self-reported being
homosexual, bisexual or other
66 (0.6%) employees self-
reported being Indigenous
5,801 (48.5%) employees
self-reported being black
94 (0.8%) opted not
to declare
60%
OF PEOPLE
THINK THE
COMPANY HAS
AN INCLUSIVE
ENVIRONMENT.
EVEN SO, THE CENSUS
REVEALED THAT
MANY EMPLOYEES
HAVE WITNESSED OR
SUFFERED PREJUDICE
WITHIN THE COMPANY
HAS SUFFERED OR WITNESSED
PREJUDICE AGAINST
(ABSOLUTE NUMBERS)
1,539
1,378
1,043
820
467
People with
Disabilities
LGBTI+
Blacks
Women
50+
The first year of the new Suzano 29
4. FAZ BEM (WELL-BEING) PROGRAM
It is the Suzano’s quality of life Program, which
promotes physical and psychological health
and is intended to prevent diseases among
company employees. In addition to focusing
on ergonomics, with continuous analysis of
workstations and workplace exercises, the
Program promotes actions to support pregnant
women, extends safety concepts to employees’
children on special dates such as Children’s Day,
promotes blood drives and more:
• Running group - in 2019, there were 25 races
with the participation of 2,500 employees,
who had sports advice and costs covered by
the company;
• Suzano Race - held in Imperatriz (Maranhão
state), Três Lagoas (Mato Grosso do Sul
state) and Jacareí (São Paulo state) with the
participation of employees and the community.
More than 2.5 tons of food were collected in
2019 as registration fees, and donations to the
institutions were delivered by the 112 employees
who participate in the Voluntariar Program;
• Disque Viver Bem (Live Well Dial In) – support
channel with specialized guidance on physical
and mental health and financial and legal issues
for employees and family members. In 2019, a
total of 6,000 people benefitted.
5. SAFETY
All Suzano units are covered by a health and safety
management system based on the guidelines of ISO
45001 (2018), OSHAS 18001, ISO 9000, Regulatory
Labor Standards, the PDCA (Plan, Do, Check & Act)
cycle concept and best local and international market
practices related to this topic. We also have in place
the Safety in the Area Program— a tool that aims to
disseminate concepts based on practical experience
among employees and, thus, promote a safer work
environment. It also offers a corporate Portal to
provide safety data per unit for consultation, as well
as internal communications via intranet and emails
related to the topic.
30 Suzano Report 2019
Nilton Carlos Santos
Araujo, Operational
Excellence Consultant.
Jacareí Unit (São Paulo state).
Photo: Fotocontexto
The units also rely on structured safety
committees, divided into subcommittees.
In these groups, employees participate in
the discussions, analyses and implementations
of initiatives related to this topic, as well as
in the actions carried out by the Internal
Accident Prevention Commissions (CIPA), whose
goal is to preserve the physical integrity of
employees through actions that minimize risk
of occupational accidents and diseases. The
responsibilities of the committees include: active
participation in meetings for discussion and
decision-making related to safety in the units,
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 are held
according to the calendar defined for each unit.
In 2019, during the process to capture synergies,
the Safety team managed to map best practices
from both companies through workshops with
representatives from all units (Industrial, Forestry
and Ports). See the main synergies below:
• preparation of the organization’s Occupational
Health and Safety Management System Guide;
• implementation of Safety in the Area and Linha
Mestra (Master Line) programs in all units;
• establishment of an Occupational Psychologists
teams to prepare leaders and encourage safe
behavior among all Suzano employees, collect
data for analysis, offer feedback to people
being monitored, and remove barriers to safe
behavior;
• Pact for Safety: a commitment to safety made
by every employee, based on the signing of a
document and on specific monthly committee
meetings to control the actions described in
the Pact.
One of the most significant outcomes in safety
in 2019 was the 22% reduction in the number of
occurrences resulting from investments in safety
made by the units, from increasing engagement
of leaders with the topic, from the search for
preventive actions, and from the procedures and
tools implemented in the company. That places us
among the best practices when compared to other
companies in our sector.
Despite this reduction, in 2019, unfortunately,
we recorded a fatality among one of our logistics
service providers at the Maranhão state Forestry
unit, outside our facilities. Suzano provided all
the necessary support to those involved in the
case and carried out a comprehensive analysis
among all its units to disseminate the lessons
learned from the event. It is worth mentioning
that all accidents and incidents recorded at
Suzano are extensively analyzed and investigated
by our Occupational Health and Safety team. The
company has safety procedures in place that meet
best market practices and are constantly reviewed
and perfected. Year after year, our management
model has been managing to reduce accidents in
operations. Fatalities are unacceptable, and we
work to end these occurrences.
Thamires Silva, intern in Organizational
Development (HR), and Amanda Cordeiro,
intern in Communication.
Headquarters (São Paulo state).
Photo: Fotocontexto
Click here to see Suzano’s results in safety.
The first year of the new Suzano 31
Our products[GRI 102-2]
PULP
The scenario in the global pulp market in 2019
proved to be challenging due to the sharp drop
in the price of this commodity, stemming from
a major imbalance in market fundamentals,
especially on the supply side, and aggravated by
macroeconomic events, such as the trade war
between China and the United States and the
weakening of the global economy.
Consequently, pulp inventories in the chain rose
rapidly in the first months of the year and Suzano
temporarily operated at higher inventory
levels. As a reaction, we sought to quickly
adjust our production volume and pricing
policy in line with the international
scenario. With this, we managed to
show, at the end of the year, a strong
reduction in the levels of inventories
while guaranteeing an excellent levels
of services for our customers. This
demonstrates our resilience in the face
of a period of market adversities.
Eliana A. dos Santos Cerqueira, Chemical Analyst.
Aracruz Unit (Espírito Santo state). Photo: Márcio Schimming
32 Suzano Report 2019
PAPER
Operational excellence and commercial discipline
led Suzano to record its best year in the Paper
segment. Given the adverse scenario in Brazil,
with a decrease of 5% in the printing and writing
segment and 2% in cardstock in the domestic
market, and in view of the trade war between
China and the United States, we worked on
a market flexibility strategy. In addition to
staying close to customers, we made detailed
analyses of the demands of the niche markets
where we operate and of the price shifts in the
different countries where we marketed our
products in order to take advantage of the best
opportunities in terms of price and volume. This
flexibility has allowed us to achieve profitability
above historical levels.
SUZANO HAS
40%
MARKET SHARE
SHARE IN BRAZIL IN THE
PRINTING AND WRITING
MARKET
Limeira Unit
(São Paulo state).
Photo: Ricardo Teles
E-commerce:
DURING THE YEAR, WE LAUNCHED
SUZANO’S E-COMMERCE AND CRM
PLATFORMS FOR THE PRINTING
AND A4 PAPER MARKETS, ALREADY
SHOWING GOOD RESULTS IN
ONLINE SALES
We also completed the conversion of one of our
paper machines to produce Eucafluff® pulp. The
equipment had a capacity to produce nearly 80,000
tons of paper and, in 2019, it was already operating
at full capacity in the production of Eucafluff®.
This represented a reduction in the production
of coated paper.
However, even facing the challenge of change,
we managed to have a better performance
than in 2018, based on best practices and
operational excellence.
The first year of the new Suzano 33
Bluecup was the official cup
of the Track & Field Run Series
street race, held in São Paulo
(São Paulo state) in December 2019.
Photo: Suzano image bank
The future of paper
The year 2019 was also one of
investments in new technologies
that are allowing us to go beyond
the traditional printing and writing
segment. We managed to give more traction
to our product for the cupstock segment,
which can be used to make cups, ice cream
cartons and packaging for delivery and
fast food chains, among other materials.
In the Bluecup® line of disposable cups, we
launched Bluecup Bio® - a biodegradable,
compostable and recyclable solution
for a wide range of products, including
disposable cups.
Likewise, Loop®, a paper specially
designed for the production of straws as
an alternative to single-use plastics was
introduced in response to the growing
demand from converters and consumers in
search of more sustainable products. The
product can already be seen in the main fast
food chains operating in Brazil.
For both the Bluecup® and Loop®
lines, we employ cutting-edge
technologies in order to obtain
maximum quality. This process required
several technical adjustments in the materials
used to produce cups and straws, as well as in
the converting machines. Thus, Suzano’s own
researchers and external consultants were directly
involved in fine-tuning these materials and our
customers’ machines.
Together with the introduction of new
technologies, we launched the platform called
“Positive Suas Ideias”, a movement created by
Suzano’s cardstock line to rethink production and
consumption through creative packaging. Available
on social networks, the platform introduces to
the general public concepts and products with
a sustainable edge and contains packaging
solutions provided through collaborations with
partners, co-creation, prototyping and alternatives
for conscious consumers (learn more at
@positivesuasideias on Instagram and on Facebook).
34 Suzano Report 2019
CONSUMER GOODS
Suzano’s results in the consumer goods segment
reflect a large part of the company’s efforts to
create value to society through its products and
services. The company’s growing share in these
markets reflects the efforts made since the
acquisition of the Fábrica de Papel da Amazônia S.A.
(Facepa), in 2018.
The main task in 2019 was to renew the business
fronts throughout the production chain, consolidate
and standardize our industrial park with four
plants located in the North and Northeast regions,
train the internal audience and encourage
improvement of relationships with customers and
consumers. Revitalizing the product portfolio, with
technological investments to leverage quality, was
another major advance in the period, associated
with detailed strategic planning of our brand
portfolio in the areas of hygiene, cleaning, family
and home care.
Also noteworthy is the shift in consumption from
single-ply to a greater supply of double-ply paper,
which helped consolidate the Mimmo®, Max Pure®
and La Vie Blanc® brands as market leaders in some
regions and states in Brazil. Supported by these
brands, Suzano, which entered the market as a major
reference in the production of toilet paper, paper
towels, napkins and diapers in the North region and
has a relevant presence in the Northeast region -
since the acquisition of Facepa -, is today the fifth
largest producer of toilet paper in Brazil by volume.
LEADER IN VALUE SHARE
IN THE NORTH AND
NORTHEAST, WITH
56.6% and 21.9%,
RESPECTIVELY1
SUZANO IS THE COMPANY THAT
CONTRIBUTED MOST TO THE
GROWTH OF THE DOUBLE PLY MARKET IN
BRAZIL COMPARED TO 2018, ACCOUNTING
FOR NEARLY
48%
OF THE GROWTH OF THIS
MARKET, BY VOLUME1
WITH
36%
VALUE SHARE,
MIMMO®
REACHED A LEADING POSITION
IN THE DOUBLE-PLY RETAIL MARKET
IN THE STATE OF ESPÍRITO SANTO1
6.5% IS
SUZANO’S VALUE SHARE
IN THE TOILET PAPER MARKET IN
THE COUNTRY1
MIMMO® CAMPAIGN
REACHED
44 million
IMPRESSIONS2 ON YOUTUBE1
1 Source: Nielsen - Nov/Dec 2019.
2 Social media impressions refer to the number of times the content of a given profile has been displayed to someone, and it is possible that the impression
rate considers a same person more than once.
The first year of the new Suzano 35
Eucafluff, the only eucalyptus
fluff on the market.
Photo: Suzano image bank
EUCAFLUFF®
If on one hand, the sharp drop in pulp prices
in 2019 brought difficulties for Suzano also
in the fluff segment, on the other, important
partnerships have consolidated the application
of Eucafluff® in global customers, strengthening
its position in Europe, Asia and the United States,
where the product is mostly sold. Suzano’s
eucalyptus fluff, a reference in sustainability(see
box), is used in the production of personal
hygiene items such as diapers and sanitary
pads. Eucafluff’s unique characteristics offer, in
addition to the high capacity for absorbing and
retaining liquids, greater comfort and discretion
for end consumers.
Carbon Neutral Fluff
In a growing movement, Suzano seeks to develop innovative and sustainable
solutions for its customers. At the same time, one of the long-term goals
of Ontex (the fifth largest producer in the personal care segment in Europe
and a strategic partner for the consolidation of Eucafluff in the market) is to
become carbon neutral by 2030. Therefore, the alignment of goals between the
organizations resulted in supplying products with neutral carbon footprint for
Ontex’s operations in Italy, France, Mexico and Brazil.
Eucafluff’s Life Cycle Assessment (LCA), in comparison with the pine fluff
produced in the southeastern United States, was the basis for the neutralization
project and, in addition, shows that our product presents a favorable result in
several environmental impact categories, such as global warming, water use
and land occupation. The complete analysis was conducted by ACV Brasil, in
accordance with the guidelines set out in NBR ISO 14044, and the process was
reviewed by KPMG, an independent consulting company.
36 Suzano Report 2019
Innovability
[GRI 103-1, 103-2, 103-3]
What is the guiding principle behind the
development of all these new lines or products
from eucalyptus or pulp? What supports the
solution portfolio presented by Suzano to its
customers? The answers to these questions are
grounded in the concept of innovability, which
aligns two determining views for Suzano’s success
- innovation and sustainability. The increasing
incorporation of this concept is intended to yield
positive impacts for the business and for society
at large, which increasingly demands sustainable
solutions in the use of fibers, fuels and
energy. Thus, we work so that pulp and all
the possibilities offered by eucalytptus
plantations can take on this role.
With this in mind, our research centers work
to develop studies and applications aimed at
innovation in the forests and industry, investing
in three main fronts:
• Maintenance
Explores solutions to the challenges of the
current business, centered on eucalytptus
plantation, on the production and
marketing of pulp and paper.
• Differentiation
Seeks to generate competitive advantage
to the business through different ways of
using and applying pulp and paper, in line
with the needs of our customers.
• Diversification
How can we use eucalyptus biomass
in applications that go beyond the
existing products? Biostrategy projects
are developed to expand our portfolio
of sustainable solutions in different
market niches.
Laura Serafim Leite dos Santos and Eduardo Pires Camargo. Itapetininga Unit (São Paulo state). Photo: Fotocontexto
The first year of the new Suzano 37
SUZANO RESEARCH AND DEVELOPMENT
11 YEARS
OF RESEARCH ALONG
WITH THE CONSUMER
GOODS INDUSTRY
TO CREATE EUCAFLUFF®
10 YEARS
OF RESEARCH AND
INNOVATION TO CREATE
ECOLIG®, A SUSTAINABLE
SOLUTION TO REPLACE
MATERIALS FROM FOSSIL
SOURCES (PAGE 42)
24 WORKING
RESEARCH PLATFORMS
3 RESEARCH
CENTERS IN BRASIL*
2 RESEARCH
CENTERS ABROAD
(CANADÁ AND ISRAEL)
110 RESEARCHERS OF
14 DIFFERENT NATIONALITIES
* The facilities in the Innovation and Technology area were modified in Jacareí
(São Paulo state) and, therefore, this unit no longer has a Research Center.
Jacareí Unit (São Paulo state). Photo: Márcio Schimming
38 Suzano Report 2019
Laura Serafim Leite
dos Santos and Leticia
Castilho Guilhen. FuturaGene
(Itapetininga - São Paulo state).
Photo: Fotocontexto
FUTURAGENE
In 2019, FuturaGene, a Suzano subsidiary and a leader
in research and development of biotechnologies
applied to eucalyptus, completed the laboratory
development and performance validation in the
field of eucalyptus tolerant to herbicides and
resistant to leaf-eating caterpillars. This is an
important step towards the protection
of forests, with a consequent increase in
productivity in the field. The commercial use
of these technologies still depends on the
completion of the biosafety assessments and
approvals by the regulatory agencies.
To learn more about FuturaGene, visit www.futuragene.com.
Intellectual property management
In 2019, Suzano prepared and validated, in the Executive Committee, its new policy on
intellectual/industrial property and cultivars. Through this security instrument (which is
already being replicated across the organization), it is possible to more accurately assess the
best opportunities for protecting the company’s intellectual property. Thus, the new policy
gives the company support in making the right decision in each case.
Suzano currently has:
• 413 patents granted
and under review;
• 138 cultivars protected
or under protection;
• 58 partnerships with
universities and research
centers.
The first year of the new Suzano 39
Seedling Nursery. Três Lagoas Unit (Mato Grosso do Sul state). Photo: Araquém Alcântara
NEW BUSINESS
Suzano seeks to explore markets that are often
not directly related to its current business,
but that allow the company to diversify its
portfolio based on new applications of its raw
material: eucalyptus biomass. Therefore, it is
essential to understand how far the company
is capable of advancing in the production
chain, i.e., what assets, skills and partnerships
turn it into a competitive player or natural
owner of a given market. We want to make
Suzano a truly diversified company and, with
this goal in mind, we made great efforts to
serve new markets, with competitive price
and performance.
Our principles for new business:
• leverage assets;
• leverage skills;
• establish strategic partnerships;
• scalability;
• flexibility along the way (we move
forward safely and gradually);
• sustainability at the core.
40 Suzano Report 2019
Today, we work on development of
applications, aiming at scalability of
production and the future commercialization
of the following materials:
• microfibrillated cellulose - used in papers,
paints, cosmetics and fabrics;
• dissolving pulp and derived sugars - used
in fabrics and in the chemical industry in
general;
• biocomposites - application in several
industries, such as automotive, packaging
and consumer goods;
• bio-oil - heating oil and biopetroleum;
• lignin - used in the segments of phenolic
resins, elastomers and thermoplastics.
Biopetroleum
In 2019, we supported the product
development process in co-processing
applications in refineries and worked on
updating engineering information and
logistics solutions for the project. Throughout
2020, we will continue with the process for
the final approval of its use in production in
refineries (on a commercial scale), including
new final industrial co-processing tests with
petroleum together with partners. From
a renewable source, produced from wood
by-products and commercial eucalytptus
plantations, biopetroleum has a lower carbon
footprint than traditional petroleum and is
one of the solutions for the climate change
scenario. All this is developed in partnership
with Ensyn, a company headquartered in
the United States in which Suzano has had
shareholding interest since 2012.
Competitiveness in the textile market
Three years ago, we acquired a stake in the Finnish startup Spinnova, which developed a
process capable of transforming kraft pulp fiber1 into textile fiber. This type of fiber has
differentiated characteristics compared to other fibers (such as viscose and cotton) in
terms of environmental impact, since its production requires significantly lower volumes
of chemicals and water.
In 2019, our microfibrillated cellulose - the product used to create this more sustainable
textile fiber - was approved for use in the Spinnova process. It took three years of intense
research to reach the quality parameters necessary for the textile fiber obtained to have a
quality similar to that of cotton fibers. The next step is to advance the scale to consolidate
microfibrillated eucalyptus celullose as a raw material for the production of textile fibers.
1 Note: the main factor that differentiates cellulose pulp for dissolving from cellulose pulp for papermaking (kraft) is its high content of
alpha cellulose and low levels of hemicellulose, lignin and ash. Before the development of Spinnova’s technology, it was only possible to
produce textile fiber from pulp for dissolving. Today it is possible to use kraft pulp to obtain textile fiber.
The first year of the new Suzano 41
Biocomposites
This is also a segment in high demand for renewable solutions in society, since the use of
plastics and other fossil materials has been the subject of major discussions. Therefore, we
work to add eucalyptus pulp to polyethylene or polypropylene, thus contributing to reduce the
percentage of components of fossil origin in the formulation of final products. To this end,
in 2019, we defined technological routes and conducted tests together with our research and
innovation partners. In 2020, we will continue to develop products and processes, advancing in
the application of pulp in this market.
Lignin
The first wave of industrialization and commerce of the product line based on lignin (the second
most important component of the eucalyptus tree), ECOLIG®, serves three main segments:
phenolic resins, elastomers, and thermoplastics. In 2019, we continued to establish partnerships
with customers and research centers in order to further develop these markets.
2020
The company expects to complete the technical and commercial validation stage with
customers in order to regularly offer ECOLIG® solutions at scale. In the first half of the year,
we will also make adjustments to our processes at the mill in Limeira (São Paulo state).
Lignin being analyzed in the laboratory. Photo: Suzano image bank
42 Suzano Report 2019
Digital
transformation
We want to be a company with a collaborative
profile, with expertise to operate in network
and have digital initiatives across the business,
at all times. In this sense, in order to promote a
culture of innovation in processes and results,
the company’s Digital area was created in 2019,
consolidating the various digital transformation
initiatives in place at Suzano and establishing
a clear strategy to streamline the obtaining of
results from data.
DIGITAL ROADMAP
After all, where are the in-house distresses and
possibilities for evolution? The Digital team
listened to representatives from all company
areas, held a large workshop and created a
roadmap with more than 80 real opportunities,
which are updated monthly, creating a dynamic
portfolio of opportunities. We defined which
strategic actions will be developed by Suzano’s
Digital Center and hired data scientists,
developers, experts in agile methodologies,
and designers. This team, together with the
Information Technology (IT) areas, and the
business areas worked together through an Agile
model with a common objective of capturing
value via the digital culture.
In 2019, we executed projects internally to
validate the viability of the model. Noteworthy
among these projects are clonal allocation (see
page 52) and optimization of transport and
forest harvesting (see page 54), in addition to
other fronts.
Marcos de Souza,
Machine Operator.
Rio Verde Unit
(São Paulo state).
Photo: Ricardo Teles
Aiming to democratize innovation and empower
teams in each process through fast, global
solutions using high technology, we are
creating an innovation ecosystem together
with institutions that foster entrepreneurship
and startups. We design processes, establish
agreements and, currently, we have a few
successful cases at Suzano, the most recent of
which is the hiring of a startup that uses artificial
intelligence in procurement processes. Our
goal is to democratize relationships with these
audiences to 100% of the company. We believe
that the greater the number of startups with us,
the better it will be for Brazilian entrepreneur-
ship and for Suzano.
During the development of Suzano’s Digital
area, in 2019, we offered a series of online and
in-person training courses to more than 600
people with a focus on disseminating content
in the areas of advanced analytics, artificial
intelligence, big data, design thinking and Agile
Work methodology. The goal for 2020 is to
expand this generation of knowledge across
the company. Thus, together with the Human
Resources, we will boost the digital culture to
train scientists, specialists in design thinking and
agile models, among other skills.
The first year of the new Suzano 43
Our industry
Our long-term strategic vision, “To be highly
efficient across the value chain: from forest to
customer,” is directly related to our ability to
expand forest productivity per hectare, in addition
to seeking advances in the industry, through
the reuse of by-products and efficient use of
resources. To pursue our strategy, we invested in
a series of initiatives in 2019 and mapped dozens
of others that will be monitored over the next five
years. Learn about the works carried out in our
industrial area in the last year.
INDUSTRY 4.0
Suzano is making significant progress towards
industry 4.0 by structuring several studies and
projects. One such example is at the Aracruz Unit
(Espírito Santo state), where we developed an
autonomous digester based on the evaluation
of different models and sensors throughout the
year. The technology should, in the near future,
automatically adjust for changes in wood, thus
obtaining greater speed and gains in quality.
Thus, as soon as the analyses are completed, we
expect to increase production stability, reduce
consumption of chemicals and obtain higher
quality in the final product.
NEW INVESTMENTS
Alexsandra Oliveira Barbosa,
Technician in Laboratory Analysis.
Três Lagoas Unit (Mato Grosso do Sul state).
Photo: Márcio Schimming
will be available in the transmission grids
of the Brazilian electric energy system. Also
in the Aracruz region, we will invest R$ 531
million in acquisitions or leasing of rural
areas and plantation in order to reduce the
average distance between the plantation
and the mill, which will result in operational
and environmental benefits resulting from
a reduction in the circulation of vehicles
transporting wood over long distances.
Another novelty for the state of Espírito Santo
is that the city of Cachoeiro do Itapemirim
will receive a new tissue paper conversion
unit. R$ 130 million will be invested in the
construction of this mill in the south of the
state, with a capacity of 30,000 tons per year
in finished products. It is estimated that the
operation will generate 200 direct and indirect
jobs, in addition to fostering the supply chain.
In the last months of 2019, Suzano announced to
the market a series of investments in its operations
to increase efficiency and productivity. The
Aracruz Unit (Espírito Santo state) will receive an
investment of R$ 272.4 million. The mill will
be modernized, with gains in efficiency and
competitiveness, with less environmental
impact. The surplus of clean energy generated
Furthermore, in order to expand pulp
production in the future, Suzano obtained
the Installation License for a mill in Ribas do
Rio Pardo (Mato Grosso do Sul state) with an
annual capacity of 2.2 million tons. In the same
region, the company started to manage, through
subsidiaries, approximately 100,000 hectares of
land, making the future installation competitive.
44 Suzano Report 2019
Kaique Ferreira de Medeiros, Tissue packaging
machine operator. Area: Tissue Conversion.
Imperatriz Unit (Maranhão state).
Photo: Márcio Schimming
Social and environmental variables in project analysis
In line with the sustainability strategy that has systemic views as one of its premises, this
theme is considered in all our processes in order to quantify their impacts on both the
business and the planet. In this sense, in 2019, we carried out the first pilot project called
“Sustainability in Approving New Projects”, which predicts for the analysis of investments
beyond financial return. Through analysis and internal tools, it was possible to identify which
projects would be recommended for approval in terms of sustainability. With the support of
the Financial Planning area (Capex), we analyzed the 2,363 projects registered in 2019 and
noted that only 10% of them had a significant positive environmental and social impact.
Among these projects, we managed to determine the reduction in greenhouse gas emissions
resulting from nine initiatives, which together eliminate 6,960 tCO²eq/year. We found a way to
make these numbers increasingly more representative, incorporating the systemic view into
the activities. The idea is to, as of 2020, refine this view from financial, environmental and
social aspects in all projects analyzed.
The first year of the new Suzano 45
More efficient ports
International competitiveness of Brazilian pulp, greater operational efficiency and job
creation are some of the benefits of two of Suzano’s strategic projects in port logistics.
One of them is the construction of the Itacel Terminal, in the Port of Itaqui, in São Luís
(Maranhão state), for the transportation of pulp produced at the unit in Imperatriz
(Maranhão state). The concession agreement, valid for 25 years, provides for the
construction of a warehouse and a mooring dock, in addition to those that are already
operating in the public port.
In the Port of Santos (São Paulo state), we will also have new structures for receiving,
storing and exporting pulp produced in Três Lagoas (Mato Grosso do Sul state) and Jacareí
(São Paulo state). This is the Vertere Project, which will make possible receiving the bales
entirely by rail, with simultaneous access by up to two trains of 1,500 meters each. The
operation will also include more dynamic and efficient overhead cranes. In the two port
facilities, Suzano works to guarantee the best processes and equipment, in addition to
maximum export efficiency, with a focus on safety, quality and costs. In 2020, the projects
will involve investments of approximately R$ 100 million throughout the year.
Porto of Santos*
R$ 700 million
INVESTIMENT IN THE
VERTERE PROJECT
35,000 sqm
WAREHOUSE SPACE
170,000
TONS OF PULP
STORAGE CAPACITY
446
meters
OF EXTENSION
ON THE EXISTING
MOORING DOCK
1,200
DIRECT JOBS
46 Suzano Report 2019
*In operation as of 2020.
Itacel Terminal
R$ 300 million
INVESTMENT
53,545 sqm
GRANTED FOR
CONSTRUCTION
25-year
CONCESSION TERM
73,000 tons
PULP STORAGE CAPACITY
72 rail cars
PER DAY IS THE CAPACITY
OF THE TERMINAL
650 jobs
GENERATED DURING
THE CONSTRUCTION
PHASE
215 job
OPENINGS ESTIMATED
DURING THE OPERATION,
INCLUDING COMPANY
EMPLOYEES AND
CONTRACTORS
2021 IS THE
ESTIMATED START DATE
OF OPERATIONS
Vertere Project in Santos
(São Paulo state).
Photo: Suzano image bank
The first year of the new Suzano 47
OPERATIONAL AND
ENVIRONMENTAL EFFICIENCY
IN THE INDUSTRY
Operational and environmental efficiency are
two concepts that go hand in hand in Suzano’s
industrial units, with a greater focus on the use of
water, energy, chemicals and waste generation. With
this objective in mind, the first major challenge
in 2019 was to integrate the processes of the
company’s ten plants - Três Lagoas (Mato Grosso
do Sul state); Jacareí (São Paulo state), Limeira
(São Paulo state), Rio Verde (São Paulo state) and
Suzano (São Paulo state); Aracruz (Espírito Santo
state); Mucuri (Bahia state); Imperatriz (Maranhão
state); in addition to Facepa unit, located in Belém
(Pará state) and Fortaleza (Ceará state).
This work was conducted by the Industrial
Environment Committee, a corporate
group involving the technical environmental
teams of each of the units, in a detachment
and knowledge exchange exercise. In these
meetings, it was possible to share and
select best practices in industrial operations.
A good example was the different metrics
identified, since the units had different
methodologies. As we standardized
criteria and procedures, we managed to
identify good opportunities. Below are the
main initiatives.
Pulp Shipment. Imperatriz Unit (Maranhão state).
Photo: Suzano Image Bank
48 Suzano Report 2019
1. COMMITMENTS FOR WATER AND
WASTE [GRI 103-1, 103-2, 103-3]
Challenged by Suzano’s Board of Directors to go
further and establish bold commitments in the
industrial environment, the Committee set bold
long-term goals for water and waste. The initial
goal of 64% reduction in industrial waste in
landfills rose to 70% by 2030.
With regard to water, we found that the units have
different curves for reducing water withdrawal
in the next 10 years, considering that they have
different realities. However, we consolidated all
operations into a single goal: to reach 25.3 m3 per ton
of product (pulp and paper), which corresponds
to international best practices according to the
Integrated Pollution Prevention and Control (IPPC).
Parameters such as specific water withdrawal and
quality of treated effluents are monitored daily
and reported monthly.
Some units also participate in local river basin
committees that bring together representatives
of the government, companies and civil society to
Effluent Treatment Area. Mucuri Unit (Bahia state).
Photo: Ricardo Teles
discuss local water resource management. Today,
Suzano participates, through its units, in the
following committees:
• Alto Tietê River Basin Committee (São Paulo state);
• Rio Doce River Basin Committee (Minas Gerais
state/Espirito Santo state);
• Litoral Centro Norte River Basin Committee
(Espirito Santo state);
• Paraíba do Sul River Basin Committee (Minas
Gerais state/Rio de Janeiro state/São Paulo state);
• Piracicaba, Capivari and Jundiaí River Basin
Committee (São Paulo state).
Click here to learn more about other
initiatives and the performance of the
Industrial Environment area on this topic.
The first year of the new Suzano 49
View of Plant B. Suzano Unit
(São Paulo state).
Photo: Ricardo Teles.
2. SOLID WASTE MANAGEMENT
PROGRAM
In addition to complying with the applicable
legislation regarding solid waste, the units have in
place a waste management plan and operational
procedures and, in some mills, performance in
this topic is associated with employee variable
income. Waste management has daily monitoring
and forums, which focus on reducing solid waste
generation, increasing internal recycling and reuse,
and reducing waste sent to industrial landfills. The
units also undergo internal and external audits.
The Três Lagoas Unit (Mato Grosso do Sul state)
has its own program called Virada Ambiental,
which covers solid waste, among other topics.
A highlight for this unit is the installation of a
solid waste processing plant, which produces
soil correctives and fertilizers through waste
processing. In Limeira (São Paulo state), industrial
solid waste, previously sent to landfills, is now
sent to companies that compost and transform it
into an input that can yield gains in productivity in
agricultural areas.
In addition, the soil acidity correction program,
in place in Jacareí (São Paulo state) and Três
Lagoas (Mato Grosso do Sul state), is now being
adopted by the Imperatriz Unit (Maranhão state).
It involves the transformation of inorganic waste
generated in Suzano’s industrial process, such as
lime sludge and ashes, into soil acidity correctives.
The next step is to introduce organic matter—
organominerals—into the process, enabling even
more gains in forest management. Another
advantage is that the surplus of this organic
solution can be marketed according to the rules
of the Ministry of Agriculture.
Click here to learn about other Suzano solid
waste indicators. See the company’s goal
for waste on page 89.
3. OXYGEN INTRODUCTION RATE
Project started in Mucuri unit (Bahia state)
starts to be replicated in other units. When
the effluent reaches the treatment system,
it usually comes loaded with chemicals. We
measure, close circuits and adjust the available
oxygen rate in the effluent flow of each sector,
allowing the inflow of all effluents into the
treatment system to be more efficient, thus
generating less impact.
50 Suzano Report 2019
4. ENVIRONMENTAL CHAMBERS
Another important step taken in 2019 was the
adoption of a model for technical and strategic
relationship with state environmental agencies.
Our goal is to expand the dialogue with
environmental agencies so that legislation and
bureaucracy do not become impediments to
resolving needs or conflicts. In São Paulo, and with
the support of our Industrial Environment and
Corporate Relations areas, we have already created
the Environmental Technical Chamber, organized
with the Environmental Company of the State of
São Paulo (CETESB), the Brazilian Pulp and Paper
Technical Association (ABTCP) and nine other
companies in the forestry sector. In this group, we
are discussing, for example, legal mechanisms that
allow us to use primary sludge, considered waste, as
a raw material. If treated in an environmentally
responsible way, primary sludge can be sold for
different applications, such as shoe insoles, core for
electronic cards and many others. In the coming
years, we will replicate the Environmental Chambers
model in other states where Suzano operates.
5. ENERGY EFFICIENCY
Suzano’s energy matrix is mainly supported by
renewable sources. We use eucalyptus biomass,
such as bark and wood waste, as our own source for
energy generation. In some production units there
is surplus production, which is made available to the
National Interconnected System (SIN), contributing
to the expansion of the renewability level of the
Brazilian electric energy matrix.
Our teams are developing projects and initiatives
to reduce consumption, maximize generation
of renewable energy, and increase the energy
efficiency of the production units.
RENEWABLE ENERGY:
AVERAGE TRADING OF
167.2 MWm
HIGHER THAN THE AVERAGE
CONSUMPTION OF ELECTRICITY IN
THE MUNICIPALITY OF SANTOS (SP)*
Drying. Imperatriz Unit (Maranhão state).
Photo: Ricardo Teles
* Data from the Department of Infrastructure and Environment (SIMA)
of the Government of the State of São Paulo (base year 2018).
The first year of the new Suzano 51
Diego Costa Lima (at the back) and Victor Hugo de Proença Pinto. FuturaGene (Itapetininga - São Paulo state). Photo: Fotocontexto
Our forests
In forestry operations, we also carried out, in
2019, a series of initiatives that allowed for
better structured processes, supported by
a considerable volume of information from
the former companies, with effective gains in
productivity. Learn about some of our initiatives
in this area.
DIGITAL FOREST
In our forests, technological advances are also
positively impacting productivity and sustainable
management. In 2019, we consolidated the
company’s eucalyptus genetic base into a single
system, undoubtedly one of the largest in the
world. Having quick and safe access to this genetic
collection is an important competitive edge.
With the merger, we significantly increased the
variety of options for better allocation of our
genetic materials, according to the specificities
of each region. And that’s not all: supported by
Suzano’s Digital area, we will soon optimize the
clonal allocation process even further, in order
to continuously increase the productivity of our
planted forests, always seeking to produce more
with less natural resources.
GMO
Specifically with regard to the use
of genetically modified organisms
(GMOs), Suzano and its subsidiaries
conduct activities exclusively for
research purposes and in areas
outside the scope of certification, in
compliance with all applicable laws,
conventions and protocols.
To learn more, visit our
Indicators Center.
52 Suzano Report 2019
HIGHLIGHTS
• Suzano today has the largest genetic base
(outside Australia) and the largest eucalyptus
breeding program in the world. There are
thousands of clones under evaluation and/
or conservation in the ecosystems where the
company operates, which demonstrates our
concern with the sustainability of the business.
• We conducted detailed assessments of the
water, carbon and energy cycles in eucalytptus
plantations, which allowed us to understand
the plant growth processes. From this point, we
developed models to represent these processes,
which are used to determine management
practices, as well as assessing scenarios of risks
that could impact productivity in company areas.
• Suzano currently uses nearly 130 clones on
a commercial scale, which ensures adequate
genetic variability to minimize the risks
inherent to climate change.
• The new fertilization and conduction strategy for
the second forest cycle was approved, with a review
of its technical criteria, resulting in a significant cost
reduction in the 2020 plantations.
• One of the highlights in 2019 in the area of
genetics and breeding was the completion of the
“Rede Experimental Sinergia Suzano” (“Suzano’s
Experimental Synergy Network”), composed
of 18 experiments carried out in five units of
the company. This unprecedented network of
experiments brings together the best clones
from the former companies, allowing them to
be compared in all our operating environments,
seeking new genetic options for these regions.
• Suzano has a nutritional monitoring system for
eucalytptus plantations that analyzes the stock
of nutrients available in the soil. This information,
when compared to the required nutrient demand
for the entire eucalyptus cycle, allows us to
recommend the amount of fertilizers required,
per forest block, in order to achieve productivity
goals while ensuring the sustainability of our soils
in the short, medium and long terms.
• We expanded our “outdoor laboratories” in the forest,
to a network of 6 flux towers (Eddy Covariance
system) that measure carbon, water and energy
in the forest and to 11 experimental watersheds,
monitored by environmental sensors. This allows
us to monitor the growth of the forest in detail.
• We have 87 weather stations, distributed across all
of our forest management areas. With this structure,
we developed the Suzano Weather Monitoring and
Forecasting System, whose information is used
to reduce uncertainty in forestry operations and
evaluate different scenarios on the impacts of
climate change on our forest management.
• We have implemented a satellite imagery monitoring
system to detect weed competition and damage to
tree crowns in a corporate and standardized manner.
This streamlined the identification of possible forest
occurrences, allowing for active recovery actions.
Anteater (tamanduá-
bandeira). Três Lagoas Unit
(Mato Grosso do Sul state).
Photo: Araquém Alcântara
The first year of the new Suzano 53
Eucalyptus harvest.
Três Lagoas Unit (Mato Grosso do Sul state).
Photo: Araquém Alcântara
HARVESTING AND TRANSPORT
TO MILLS
The Wood Supply Optimization project is another
good example of the technical contributions
made by the Digital team to the forestry
operation in 2019. Using agile methods, a
solution was developed that uses artificial
intelligence to optimize the process to plan and
allocate resources for harvest and logistics. A
pilot project was implemented at the units in
the state of São Paulo exploring not only the
forest-based synergy, but also the optimization
of harvest and logistics freight between the
Limeira, Suzano and Jacareí units.
Subsequently, the project was extended to
the units in Aracruz (Espírito Santo state) and
Mucuri (Bahia state), to optimize the maritime,
rail and road modes and explore opportunities
for harvest operation models, freight
contracts, fleet synergy and, most importantly,
optimization of the average radius. Based on
a study that considered 23 million variables,
the Digital team guided the development of
a supply simulator that takes into account
multiple business rules, assessing demand,
quality characteristics, harvest and freight
contracts, inventories, routes and several other
variables and restrictions, to be implemented in
2020 to optimize the average radius of access
of wood to the mill across the country.
The state of São Paulo offers another good
example: the wood that was supposed to
go to the Suzano unit is now delivered to
the Jacareí unit and vice versa, which creates
opportunities in the mills due to the change
in the type of raw material. The wood is
being delivered, meeting several production
criteria, and the tool helps us to optimize our
forest asset, avoiding losses of material. The
project will provide efficiency in processes
and cost reduction in logistics estimated at
approximately R$ 13 million.
54 Suzano Report 2019
OPERATIONAL AND ENVIRONMENTAL EFFICIENCY
IN EUCALYTPTUS PLANTATIONS [GRI 103-1, 103-2, 103-3]
In the integration stages of our forest units, we redesigned the entire
forest occupation strategy, evaluated the best in each company and
managed to exceed all the goals planned for synergies, with emphasis on
the following initiatives:
1. FOREST PROTECTION
By unifying the best practices of both companies, we defined a strategy for
controlling weeds, pests and diseases, considering the characteristics of each
plot of our 1.3 million hectares of planted area. In integrated pest and disease
management, the use of biological controls is one of the most important to
protect our plantations. In 2019, we produced and released 50 million natural
enemies of the pests that are characteristic of eucalyptus, resulting in a
R$ 20 million reduction in forestry costs and in the use of pesticides.
Eucalyptus forest in
Mucuri (Bahia state).
Photo: Ricardo Teles
To learn about our management plans visit
www.suzano.com.br/en/the-suzano/documents/.
The first year of the new Suzano 55
FIREFIGHTING
According to the National Space Research
Institute (INPE), in 2019, there were 197,634
forest fire outbreaks in the country. In
Suzano’s areas, the fires occured specially
in the state of Maranhão, controlled with
the support of our brigades and monitoring
equipment in all company units.
A network of 110 observation towers spread
across our forest areas enables early detection of
forest fires. The use of this equipment reduced by
30% the average response time for these incidents.
In addition, we have 600 trained firefighters, a fleet
equipped with kits for initial fire fighting, as well as
water tank trucks and a CAF (compressed air foam)
truck— and, using this technology, we are able to
fight fires more effectively and reduce the volume
of water used in the operations. We also engage
neighboring communities through the Floresta
Viva (Living Forest) Program, which provides
information, raises awareness and makes available
a communication channel for anyone to report fire
outbreaks in our forests.
Our positioning regarding
Brazilian biomes
The preservation of the Amazon is part of society’s main challenges to achieve climate
balance, on which the forestry sector, our industry and all life on the planet depend.
For this reason, throughout 2019, Suzano reiterated, through interviews with local
and international newspapers and meetings with representatives of the Ministry of
the Environment, its support to the protection of all Brazilian biomes and their rich
biodiversity, supported by various practices and public commitments, including:
• the company does not remove native vegetation. Our raw material comes exclusively
from commercial eucalyptus plantations (planted and harvested for this purpose),
developed on our own or third parties’ farms. Our expansion of cultivation always occurs
in areas that have already suffered human interference;
• our forest base, of approximately 1.3 million hectares of planted areas, is supported by
best management and cultivation practices;
• we maintain approximately 900,000 hectares of preserved areas, which account for
almost 40% of the company’s forest area and contribute to carbon sequestration and
stock, preservation of biodiversity and regulation of the hydrological cycle, among other
benefits. Considering the forest asset base alone, for each hectare planted, we have
approximately 0.70 hectares set aside for conservation.
• we contribute to the restoration of native forests, including headwater areas.
56 Suzano Report 2019
2. ADVANCES IN WOOD LOGISTICS
In 2019, Suzano launched the Hexatrem—
the world’s first trailer truck with six semi-
trailers. This innovation, implemented
for wood transportation among the
forests in Três Lagoas (Mato Grosso do
Sul state), represents important advances
in logistics modes, as it removes trucks
from the highways, concentrates a greater
amount of raw material on the same trip and,
thereby, reduces costs and CO2 emission to the
atmosphere, since the equivalent fuel consumption
is lower per cubic meter of timber transported. All of
this technology is also associated with a traffic control
center that aims to ensure an effective and efficient
management of all of our wood transportation.
Another advance in logistics was the capture of
synergies in freight contracting models, fleet sharing
and operational experiences. Suzano has over 1,000
trailer trucks in operation in the country for the trans-
portation of wood and the sharing of these structures
among its various units—such as Aracruz (Espírito
Santo state) and Mucuri (Bahia state) and units in the
State of São Paulo (Limeira, Suzano and Jacareí)—made
it possible to reduce Capex in assets and Opex in freight
costs. In addition, with the synergies, we managed to
share projects such as the aforementioned Hexatrem,
the super light trailer trucks to reduce total gross
weight, and incremental improvements obtained over
the years, such as evolution in payload (volume per
vehicle ), cycle productivity and diesel consumption.
EFFICIENCY OF WOOD TRANSPORTATION
PER CO2eq EMISSION WITH HEXATREM
1,370.27 m3/tCO2eq
Pre Project
Post Project
569.39 m3/tCO2eq
0.0018 tCO2eq/m3
0.0007 tCO2eq/m3
Hexatrem. Três Lagoas Unit
(Mato Grosso do Sul state).
Photo: Suzano Image Bank
THE HEXATREM IS
52 meters
LONG AND HAS CAPACITY
TO TRANSPORT UP TO
200 tons
OF EUCALYPTUS LOGS
IN ONE HAUL. IT TRAVELS
ONLY ON ROADS WITHIN
SUZANO’S PROPERTIES
Considering the introduction of the
Hexatrem for the new wood transportation
model in Três Lagoas (Mato Grosso do Sul
state), which also counts on Tritrem and
Pentatrem, our efficiency in cubic meters
of wood transported per tCO2eq released
increased by 140% or 2.4 times.
The first year of the new Suzano 57
3. WATER RESOURCES IN
THE FOREST
The intelligent use of water is a priority in
Suzano’s investments, as we understand that
this is an important natural resource for the
balance of the ecosystems and for the continuity
of our business. In this sense, we perform
regular measurements of quali-quantitative
parameters of the main watersheds in which
we operate and adopt forest management
technologies that favor the efficient use of
water resources within these watersheds, which
helps us reduce the risks of water shortage in
neighboring operations and communities.
Also, in order to advance its processes and
improve the notion that natural resources can
and should be harmoniously shared with other
users, Suzano has made a long-term commitment
to implement specific actions in watersheds
identified as critical, seeking to increase water
availability in these locations. The assessment
of supply and possible water scarcity is being
conducted considering a historical hydrological
records, as well as environmental and social
characteristics of all watersheds in Suzano’s
forest base. The results, to be released in 2020,
will be used to prepare the baseline to gauge the
evolution of this long-term goal.
Carlos Eduardo Scardua, Almir Rogerio da Silva and Rodolfo Araújo Loos, Forest Ecophysiology. Aracruz Unit (Espírito Santo state). Photo: Márcio Schimming
58 Suzano Report 2019
Purple-breasted parrot.
Mucuri Springs Project.
Photo: Ricardo Teles
4. CONSERVATION AND
RESTORATION INITIATIVES
Suzano currently has approximately 900,000
hectares of conservation areas, i.e., almost
40% of its total area set aside for this purpose.
In addition to complying with preservation
laws, we voluntarily defined 69 areas as having
high conservation value, known as HCVAs,
totaling 58,000 hectares. These are areas
in which we recognize important social and
environmental attributes, such as the presence
of endangered, rare and endemic species;
extension of well-preserved forest fragments
and rare/endangered ecosystems; and areas
that provide environmental services, among
others (including sociocultural characteristics).
The protection of conservation areas, which
represent different types of ecosystems
and are located along rivers and among
eucalytptus plantations, forming a mosaic
landscape, reinforces our commitment to
reducing adverse environmental impacts and
improving the quality of the environment.
Our forestry activities follow the Forest
Management Plans, which describe forestry
operations, available resources, practices
and procedures adopted to sustainably
achieve management objectives in the
short, medium and long terms.
In 2019, we established an internal working
group to address the topic of conservation
and biodiversity in order to define
integrated strategies, optimize and expand
the sharing of practices and knowledge,
in addition to enabling partnerships with
NGOs and other institutions.
We also have in place specific procedures
to conduct and analyze forest restoration,
protecting areas and monitoring biodiversity.
The environmental aspects and impacts
related to the production processes are
mapped and are supported by control and
mitigation actions. For more details on
these procedures, see the public summary
of the management plan for our units at
https://www.suzano.com.br/en/the-suzano/
documents/.
The first year of the new Suzano 59
Monitoring of biodiversity within our areas
totals more than 2,700 records of plant,
bird and mammalian species, including new
and other endangered species. Wildlife and
flora are frequently controlled in partnership
with NGOs and universities, in order to learn
about, identify and monitor the development
of biodiversity in the regions where the
company operates.
In addition, Suzano has a significant Environmental
Restoration Program to regenerate degraded
areas and recover native forests. Currently,
the areas under restoration maintained by
the company are located within three
critical biomes in Brazil —Atlantic Rainforest,
Cerrado and Amazon— and total 31,200
hectares, with almost 11 million seedlings
planted in in different areas. By 2050, these
areas are expected to sequester close to
10,07 million tCO2e from the atmosphere,
thereby contributing to restore the planet’s
climate balance. Our restoration activities also
help generate various environmental services,
such as improvements in water quality and
availability, soil conservation, control of
pests and diseases, and increase in wildlife
and flora biodiversity.
Mucuri River (Bahia state).
Photo: Ricardo Teles
60 Suzano Report 2019
Mucuri
Springs
Conducted since 2017 by Suzano, the project
called Nascentes do Mucuri (Mucuri Springs)
encourages the protection of the springs of the
Mucuri River and its surroundings, thereby promoting
the perpetuity of this water resource so valuable for
maintaining the ecosystem services in the region, which
even has remnants of the Atlantic Rainforest, one of the most
diverse biomes on the planet. The river originates in the northeast region
of the state of Minas Gerais and discharges in the South of the state of
Bahia, extending for 446 kilometers in an area of approximately 15,400
square kilometers and a population of 537,000.
The project promotes environmental education and training of local
producers to consolidate a culture of preservation in the region. In 2019,
we continued to evolve and improve the Nascentes do Mucuri Project,
reassessing its focus and methodology. In this sense, more than 20 families
started the Agroecological Transition Plan, a methodology of Suzano’s Rural
Land Development Program (PDRT - Programa de Desenvolvimento Rural
Territorial), a consolidated practice in several regions of the country. With
this improvement, we believe we can generate greater economic, food and
environmental security in properties in the Northeast situated in the state
of Minas Gerais, where the Mucuri River basin is located.
Nilton Rafael dos Santos
Rodrigues and Ronaro
Figueiredo de Aquino, from
Escola Família Agrícola do
Setubal EFASET.
Mucuri Springs Project.
Photo: Ricardo Teles
151 SPRINGS
UNDER RESTORATION
960 SEEDLINGS
PLANTED
1,525 HOURS
DEDICATED TO SOCIAL AND
ENVIRONMENTAL EDUCATION
543 PEOPLE
ENGAGED
402 RURAL
PROPERTIES
VISITED
The first year of the new Suzano 61
Aracruz Unit (Espírito Santo state). Photo: Márcio Schimming
CLIMATE CHANGE
[GRI 103-1, 103-2, 103-3]
Suzano’s strategic performance in relation to climate
change goes far beyond measuring and reducing
its greenhouse gas emissions. The company
increasingly invests in strategies, processes and
people, seeking to achieve a level of excellence that
allows it to increasingly influence the sector and
society to kick off a low-carbon economy.
After extensive consolidation, analysis and
projection work throughout 2019, in early 2020
we reached an important milestone: the release of
our two public targets focused on climate (read
more about these commitments on page 88). This
step was taken at a time when climate is changing
faster than expected and its effects have been
clearly felt around the world. Although positive
measures are being taken across an ever-widening
spectrum, we know that much more ambitious
plans and accelerated actions are needed to
globally mitigate and adapt this issue.
Thus, our goals, which are consistent with science,
have also been structured in a more substantial
way compared to the Paris Agreement goals.
One such goal is to be climate positive, on a
large scale, by 2030. In other words, we will go
beyond achieving net zero carbon emissions
to actually create an environmental benefit by
removing additional carbon from the atmosphere,
considering not only direct emissions, but also
indirect emissions (outside the scope of control).
In addition, the topic is considered material
and classified as a priority risk in Suzano’s risk
matrix. Its representativeness in our business is
so significant that the responsibility for this topic
goes beyond the Sustainability Department, which
is regularly discussed in other broader forums, such
as the Sustainability Committee and the Board of
Directors. In 2019, we carried out a reporting exercise
according to the guidelines of the Task Force on
Climate-Related Financial Disclosure (TCFD) and
this detail is available in our Indicators Center.
Numerous measures are adopted throughout
our production chain, related to processes to
adapt to and mitigate climate change. In terms of
adaptation, we continue to invest in the use of
biotechnology to select more resilient seedlings,
in the use of modeling based on climate scenarios,
as well as monitoring, research, and primary
data analysis to prepare recommendations
for prospecting new sites, fertilization,
irrigation and management.
In terms of mitigating negative impacts, a series
of projects and initiatives aiming at efficiency
are implemented in the logistics, forestry and
62 Suzano Report 2019
industrial processes (many already covered
throughout this report) in addition to ongoing
investments in energy efficiency, always focused
on maximizing the use of renewable sources rather
than fossil sources. We also have one of the largest
forest bases and one of the largest protected areas
in Brazil (approximately 900,000 hectares), which
directly contributes to a significant removal and
storage of existing carbon dioxide (CO2) in the
atmosphere, exceeding the benefits of reducing
emissions from our processes.
Learn more about the results and
methodologies used in this process
at the Indicators Center.
Greenhouse Gas Inventory
Throughout 2019, we devoted significant effort to unifying bases and methodologies to
develop Suzano’s first Greenhouse Gas Inventory. At the same time, we are also dedicated to
automating a large part of this process, which involves collecting vast amounts of data at once,
thus reducing the need to mobilize teams and the possibility of human error while ensuring
accuracy, traceability of information and agility. This inventory was externally verified according
to the standards of NBR ISO 14064 and the Brazilian GHG Protocol Program.
Suzano’s total absolute emissions (scopes 1, 2 and 3) totaled 3.724 million tCO2e and forest
base net removal1 of 15.476 million tCO2e, of which 3.345 million tCO2e were from native areas.
Thus, from a balance standpoint, we had a higher volume of removals compared to emissions,
reaching negative net emissions of 11.751 million tCO2e. This volume is equivalent to almost all
annual emissions by light automobiles and motorcycles in the State of São Paulo2.
5
0
-5
-10
-15
-20
BALANCE 2019
3.72
-11.75
-15.48
2019
e
2
O
C
t
n
o
i
l
l
i
M
E1 + E2 + E3 Emissions
Balance for the forest base
Suzano’s balance for the year
1 Calculated by stock difference, which represents the balance between forest carbon flows in the atmosphere (removals by the growth of native and
eucalyptus trees, and emissions from the harvest of eucalyptus wood).
2 Source: Report of the Environmental Company of the State of São Paulo (CETESB) on Vehicle Emissions of the State of São Paulo in 2018.
Visit: https://cetesb.sp.gov.br/veicular/wp-content/uploads/sites/6/2020/02/Relatório-Emissões-Veiculares-no-Estado-de-São-Paulo-2018.pdf.
The first year of the new Suzano 63
Planting of seedlings. Forestry. Aracruz Unit.
Photo: Araquém Alcântara
The suppliers
[GRI 102-9, 102-43, 103-1, 103-2, 103-3]
Suzano has a structured supplier management
and qualification process based on its Culture
Drivers as well. This management includes a
series of activities to guarantee not only the
supply of products and services, but also a
relationship based on ethics and integrity with
these fundamental links of our value chain. In
our supplier performance evaluation process,
which is audited internally and externally,
Technical Quality, Safety, Environment and
Social requirements are applied to 100% of
critical suppliers.
Suzano considers as critical those suppliers of
inputs and continuous services (performing
services for longer than 90 days on company
premises) that could have significant impacts
on quality, on process performance, on safety
and equipment integrity, on the environment,
and on the health and safety of employees. As
a result, these suppliers may be classified under
degree of “excellence”, “approved”, “approved with
restrictions”, or “not approved”. Also, with regard to
the commitments and pacts we assumed, 100% of
the suppliers hired by the Procurement area agree
with the Terms of Commitment and Legal and
Social and Environmental Responsibility Standards
adopted by Suzano. This group accounts for 5%
of the company’s total number of suppliers and
corresponds to 36% of the purchasing budget.
Thus, different measures are in place to ensure a
good relationship with these suppliers and reduce
the risk of irregularities on their end.
Concerning social criteria, this analysis involves
all scopes of supply and only those approved
proceed to the next stages of the process, until
registration is completed. In 2019, 100% of
Suzano’s new suppliers were hired based on
social criteria.
64 Suzano Report 2019
With regard to the development of local suppliers, Suzano conducts some programs in
place in specific units:
• Supplier Development and Qualification
Program (Mato Grosso do Sul state):
also known as PQF, this program
aims to adapt micro, small and
medium-sized enterprises to both
basic management requirements and
international standards for negotiating
with large industries. Suzano is one of
the sponsors of the Program, which is
intended for any supplier, not only those
that work for the company.
• Integrated Supplier Development
and Qualification Program (Espírito
Santo state): a joint action by the main
companies operating in Espírito Santo
to promote, in an integrated manner,
the development and qualification of
their suppliers of goods and services.
This program, also known as Prodfor, has
the participation of important sponsor
companies installed in the state, which
rely on the support of the Federation of
Industries of the State of Espírito Santo
(FINDES), and coordination of the Euvaldo
Lodi Institute (IEL-ES). Suzano is one of
the sponsors of Prodfor, which is intended
for any supplier, not only those that work
for the company.
• Development of local partners (Bahia
state): the purpose of the program, in
partnership with SEBRAE, the Brazilian
institution for supporting SMEs, is to
promote the sustainability of the supply
chain in the regions where we operate,
focusing on micro and small enterprises,
expanding the qualification of our local
partners, and encouraging the adoption
of best management practices and
principles of legal and social and
environmental responsibility adopted
by Suzano. The supplier development
program covers topics such as
Entrepreneurship, Financial and
Business Management and Taxation,
Legal Responsibility and Social and
Environmental Principles, and our Culture
Drivers. This is a pilot project that started
at the Bahia unit, but it is under approval
to be extended, already in 2020, to other
states where the company operates.
Click here for other
indicators related to
Suzano’s suppliers.
The first year of the new Suzano 65
The communities
In early 2019, we invested in mapping projects and strengthening
relationships with communities in order to fulfill the
commitments already undertaken and to evolve, as the new
Suzano. The frequent, transparent and close dialogue continued
to be the basis of the relationship with approximately 150
communities. This number exceeds by 30% the sum of the former
two companies combined (Suzano Papel e Celulose and Fibria) in
relation to previous years. In 2019, we reached the milestone of
ensuring 32,000 people were above the poverty threshold due to
our social projects – a result of many years of work.
Education and income generation were consolidated as priority
topics in our social development work, carried out directly
by 30 company employees and 100 third-party professionals
in different locations across the country. Our work begins by
identifying the vocation of the communities so that we can work
on projects that are related to that specific vocation and, thus,
generate a high capacity for empowerment, financial autonomy
and, consequently, quality of life. In 2020, we will advance our
Regional Social Development strategy reflecting the long-term
commitments presented on page 88.
Operacional Dialogue
Suzano’s harvest operations change the routine of communities around
the forest areas. Therefore, before, during and after the harvest period,
we promote an Operational Dialogue in these locations. This form
of relationship involves our Forestry and Social Development team,
community leaders and representatives of the Government, thus enabling
sharing information on forest management activities scheduled for the
region, as well as the possibility of jointly identifying positive and negative
impacts and propose mitigation and improvement actions. As a result,
we have in place a thorough action plan: mapping of responsibilities,
deadlines and proof of evidence, in addition to assessing effectiveness.
After performing these actions, a satisfaction survey is conducted within
the community involved.
66 Suzano Report 2019
Eliete Montanha da Silva, participant in the PDRT in the 20 de Março Settlement.
Três Lagoas Unit (Mato Grosso do Sul state). Photo: Araquém Alcântara
CHALLENGES IN THE RELATIONSHIP WITH COMMUNITIES
Historically, the company’s relationship with land rights movements has been relevant and
challenging. In 2019, the dialogue continued, especially where there were disagreements.
Ongoing initiatives have progressed, such as the construction of the Egídio Brunheto
School of Agroecology, in partnership with the Landless Workers Movement (MST -
Movimento dos Trabalhadores Rurais Sem Terra), in the municipality of Prado (Bahia
state), which is scheduled to open in June 2020. In addition, investments continued in
the Sustainable Settlements Program, in partnership with the Luiz de Queiroz School of
Agriculture (Esalq) of the University of São Paulo (USP) and with the Landless Workers’
Movement (MST), benefiting nearly 800 families in 5 settlements in the Far South of
the state of Bahia, who have been producing in the agroforestry system for five years,
contributing to the local economy by mobilizing around R$ 15 million per year1.
See below some of our main programs.
1 Information provided by Esalq-USP.
The first year of the new Suzano 67
RURAL LAND DEVELOPMENT
PROGRAM (PDRT)
Launched in 2012, the PDRT has become a widely
recognized program for enhancing rural activities in
each region with support in the form of technical
assistance in three areas: management, production
and commerce through participating associations
and cooperatives. The Program follows the
principles of agroecology, increases family income,
promotes access to public policies and, ultimately,
improves the quality of life for producers.
HIGHLIGHTS IN 2019
• Beginning of the PDRT in communities in the
states of Maranhão, Tocantins and Pará.
• PDRT shortlisted for the Social Innovation Award
of the Economic Commission for Latin America
and the Caribbean (ECLAC/UN).
• Start of operation of the Aracruz Family Farmers
Cooperative (Espírito Santo state).
NUMBERS IN 2019
• 3,931 families benefitted in more than
30 municipalities in the states of Bahia,
Espírito Santo, Mato Grosso do Sul, Maranhão,
and São Paulo.
• 20,139 tons of food produced.
• More than R$ 49 million sold by beneficiary
associations through several fronts, such
as the National School Food Program (PNAE -
R$ 2,633,778.01); Food Acquisition Program
(PAA - R$ 756,260.90); at local farmers’ markets
(R$ 6,414,523.74); and other channels such
as restaurants, food baskets of family farming
products, supermarkets and intermediaries,
represented an additional R$ 40 million. There
are more than 4.000 participating families,
guaranteeing their food safety and feeding their
communities with agroecological products.
• Average monthly income per beneficiary is
R$ 1,125.111, obtained by participants as of
their second year with the Program, since in the
first year the emphasis is on food safety. As of
the second year, the focus is on the autonomous
production bases and diversification of sales.
Depending on their time with the program, on
the region where they are located, and on the
characteristics of the communities, the average
monthly income can vary between R$ 600.00 and
R$ 4,500.00.
Claudio Olímpio and Jocileia Sena
Santos, participants in PDRT in
Caravelas (Bahia state).
Photo: Araquém Alcântara
1 To calculate the average income per beneficiary, 3,669 beneficiaries were considered, as follows:
São Paulo - 247; Mato Grosso do Sul - 1,065; Espírito Santo - 626 ; Bahia - 1,300; and Maranhão - 431
68 Suzano Report 2019
Colmeia (beehive).
Photo: Mario Schimming
COLMEIAS (BEEHIVES)
The purpose of the Program is to strengthen
the beekeeping chain in the regions where
we operate, contributing to generation of
income, improvement of quality of life and
environmental conservation. Through this
initiative, participants have access to the
company’s beekeeping pasture (areas reforested
with eucalyptus), as well as investments in infra-
structure, equipment and necessary supplies.
Beekeepers, associations and cooperatives
are supported by technical teams that offer
quality Technical Assistance and Rural Extension
services. Today, the Beehives program is in place
in the states of São Paulo, Mato Grosso do Sul,
Maranhão, Espírito Santo and Bahia.
HIGHLIGHTS IN 2019
• Integration of existing beekeeping initiatives in
the regions where the two companies operated
and consolidation of practices and processes
into a single methodology.
NUMBERS IN 2019
• More than 1,000 beekeepers
participating in the Program.
• 42 organized groups of beekeepers in
associations or cooperatives in five states.
• 296 tons of honey produced within Suzano’s
areas. In São Paulo alone, Colmeias is responsible
for 30% of the State’s honey production (data
from the São Paulo Beekeeping Federation
and from the São Paulo State Department of
Agriculture).
• Largest private beekeeping program in the
country in terms of regions and number of
participants (data from the Brazilian Beekeeping
Association - CBA).
• More than 70% of the organizations have
undergone training in management and are in
the process of adapting to the new Regulatory
Framework for the Third Sector (MROSC), which
facilitates access to public policies and new
markets for commercialization.
• 70% of the production within the company’s
areas is organic, i.e., it has certification attesting
that the product is 100% natural and free from
any contamination. The entire production is
exported to countries in North America, Europe
and Asia, with China as the main destination.
• The average productivity of beekeepers served
by the program is 21 kilos of honey per hive/
year, higher than the Brazilian average, which is
15 kilos (CBA data).
The first year of the new Suzano 69
SUSTAINABLE EXTRACTIVISM
The Program aims to strengthen extractivist groups of non-timber forest
products and the preservation of traditional practices, supporting management,
production and marketing of various products, mainly from the babassu nut
and açaí, including mesocarp flour, babassu oil and açaí pulp, in addition to
handicrafts using these raw materials.
Since 2015, the program has been carried out in partnership with community
associations, the Chico Mendes Institute (ICMBio) and the Community
Development Council of the Babassu Nut Breakers of Estrada do Arroz, in the
state of Maranhão. In 2019, the association called Associação dos Agroextrativistas
Familiares e Solidários do Povoado Km 1700 was also integrated to the Program, in
the municipalities of Imperatriz, Cidelândia and Davinopolis (Maranhão state) and
Carrasco Bonito (Tocantins state).
HIGHLIGHTS IN 2019
• Nut Breakers project selected by the program called Small Grants Program
on Amazon (PPP-Ecos). It is a program to support community projects, with
operations in 125 countries, financed by the Global Environment Facility (GEF)
and implemented by the United Nations Development Program (UNDP).
• Implementation of the Pindowa Project, with 1,000 hours of training
workshops on handicrafts for the production of various items such as soaps,
babassu straw baskets, among other items. The highlight of the Project was the
display of the products at the 2nd edition of the exhibition called Mostra Matriz
Brasileira, held in São Paulo, in December 2019.
• Monitoring of and technical assistance provided by PDRT to babassu and
açaí agroextractivist families.
Products from
the Sustainable.
Imperatriz Unit
(Maranhão state).
Photo: Fernando Soares
70 Suzano Report 2019
Antônia Francisca de Castro. Sustainable Extractivism Project. Imperatriz Unit (Maranhão state). Photo: Fernando Soares
NUMBERS IN 2019
Açaí:
Information on revenue generated is
preliminary, obtained through interviews with
family units in the community and considering
that in each household has more than one
family depending on the extraction of this fruit.
• 1 comunidade 1 community served.
• 156 açaí extractivist families benefited.
• Nearly R$ 2.8 million is the revenue generated
by the Program.
• Average monthly income of approximately
R$ 1,500.00 per family.
Babassu nut breakers::
Technical assistance to the women nut
breakers project began in 2019, through
the PDRT. With this, greater results will be
obtained from the program as of 2020.
• 7 communities benefited.
• 121 families served by the Program.
• 35 families in the Pindowa Project.
• Sale of crafts produced in the first months
of the Pindowa Project: R$ 384.59/family
(result from participation in the 2nd exhibit
‘Mostra Matriz Brasileira’).
The first year of the new Suzano 71
Craft Workshop, part of the Tupiniquim
and Guarani Sustainability Program.
Aracruz Unit (Espírito Santo state).
Photo: Suzano Image Bank
REGIONAL SUSTAINABILITY
Agroecology, meliponiculture, handicrafts and
education. Through these activities, we nurture
coexistence between Suzano and neighboring
Indigenous communities in the States of
Espírito Santo, Mato Grosso do Sul and Bahia,
in order to reestablish the necessary conditions
to exercise their socio-cultural habits, affirm
their ethnic identity and engage in sustainable
economic practices.
NUMBERS IN 2019
served.
• 3,000 families
• 31 villages.
• 5 different ethnicities.
72 Suzano Report 2019
RESPONSIBLE NETWORK
Shares information, products, resources and
services. Through this network, individuals,
companies that are part of Suzano’s production
chain, social organizations and governments can
invest in strengthening social and environmental
initiatives for the development of communities
where the company operates. In this program, we
guide and engage the communities to participate
in various grants for government funding.
NUMBERS IN 2019
• 198 forms of financing, between partners and
grants, 46 of which are new.
• R$ 26 million million was the amount raised.
SUZANO EDUCATION PROGRAM
In 2019, Suzano ended its participation in
the program called Programa Parceria pela
Valorização da Educação (PVE - Partnership
for the Advancement of Education), an
initiative of the Votorantim Institute, held in
25 municipalities that received support from
the company. The PVE is being replaced by
the Suzano Education Program, which will be
launched in the first half of 2020 and will have
as technical partner the Comunidade Educativa
(CEDAC), formed by reference professionals
in the field of education. The methodology is
being developed by the Suzano team, partners
and specialists in the area.
VOLUNTARIAR (VOLUNTEER)
This Program was created almost 20 years ago
to encourage employees, service providers,
family members and partners to be agents of
change in society through initiatives aimed
mainly at education. In 2019, the Program
also contributed to strengthening the
culture of the new Suzano. Learn more about
Volunteer initiatives:
FORMARE
Developed in partnership with the Iochpe Foundation
since 2005, Formare provides professional education
for young adults in socially vulnerable situations
and their training for the job market. The course
offered is to train Production Process Operators and
takes place at the Suzano (São Paulo state), Mucuri
(Bahia state) and Imperatriz (Maranhão state) units.
28%
OF THE MANAGERS
PARTICIPATED IN
THE ACTIONS OF THE
VOLUNTARIAR PROGRAM
NUMBERS IN 2019
• 68 young adults trained.
• 174 people benefited.
• 549 volunteers involved.
• More than 35 operational areas contributing
to the practical training process: pulp, paper,
logistics, maintenance, forestry, project
engineering, environment, and laboratory.
Formare’s Class of 2018. Suzano Unit (São Paulo state).
Photo: Ricardo Teles
• 35 graduates hired.
The first year of the new Suzano 73 73
Suzano at School. Três Lagoas Unit (Mato Grosso do Sul state). Volunteers standing: Mônica Pereira Catania and Daiana
de Lira Pedroso. Photo: Suzano image bank
SUZANO AT SCHOOL
Stimulate the entrepreneurial spirit of young adults
in school and share knowledge and experiences in
order to broaden their vision for the job market
and the business world. This is the objective of
the project Suzano na Escola (Suzano At School),
developed in partnership with Junior Achievement
since 2009. The Project is carried out in the States
of São Paulo, Bahia, Minas Gerais, Espírito Santo,
Maranhão, Mato Grosso do Sul, and Pará.
NUMBERS IN 2019
• Programs implemented: Mini-company,
Posto da Mata (Bahia state); The Future
of Work, in Imperatriz (Maranhão state),
Limeira (São Paulo state), Belém (Pará state),
and Três Lagoas (Mato Grosso do Sul state);
The Advantages of Staying in School in
Belém (Pará state); and JA Startup at the
Office in São Paulo (São Paulo state).
• 5 schools served: in the units of Três
Lagoas (Mato Grosso do Sul state) and
Belém (Pará state), children and family
members of employees and service
providers were served.
• 291 students benefited.
74 Suzano Report 2019
• 150 volunteers involved.
• 13 classes served.
JA STARTUP
In São Paulo, we conducted a pilot project,
JA Startup, in partnership with Junior Achievement
and StartSe. The program encourages the creation
of disruptive business models, introducing young
people to modern concepts of entrepreneurship and
useful tools for the development of innovative ideas.
Over the course of eight meetings, 25 students from
the State Technical School (ETEC) Guaracy Silveira
were challenged to create startups, seeking to solve
a given everyday problem. More than 28 volunteer
employees guided and coached the students
throughout the development of the idea.
Participants in JA Startup presented their pitches to
a panel of judges and competed for the Best Pitch
Award. The winning startup was Agroconnect, which
developed an agribusiness sales app, connecting
farmers to the market through technology.
ENVIRONMENTAL AND SOCIAL ACTIONS
We performed several mobilization initiatives
in partnership with public agencies and social
institutions. In 2019, we launched Voluntariar em
Ação (Volunteer in Action), a movement that
seeks to strengthen the culture of volunteering at
Suzano and recognize the dedication of people
who work for the common good. In its first year,
more than 400 volunteers supported us in these
actions, benefiting more than 18,000 people.
NUMBERS IN 2019
• 1,853 voluntary employees engaged (13% of
the company’s total number of employees).
When considering the participation of service
providers, family members and partners, this
number rises to 2,885 people.
• 24 participating units.
• 23 initiatives developed.
• 41,588 people benefited.
• 28% of the managers participated in the
actions promoted by Voluntariar.
Investment in
Raul Brasil School
Income and decent education for all is
one of the causes advocated by Suzano.
Therefore, in 2019, the company,
together with the Ecofuturo Institute,
other companies and the government
of the State of São Paulo, integrated the
restoration project of the Raul Brasil
State School, with a joint investment of
R$ 2.7 million. Located in Suzano (São
Paulo state), the School was invaded by
two former students in March, who killed
7 people and left another 11 injured. The
episode had serious consequences for the
school spirit and environment, and the
project seeks to enable a new relationship
between students and the school,
benefiting about 2,300 students.
Guilherme Moro Neto. Forest
Environment Analyst and planting
volunteer in the Mucuri Springs Project.
Photo: Suzano image bank
The first year of the new Suzano 75
Ecofuturo Institute
In 2019, the Ecofuturo Institute completed
20 years of operation and was incorporated
into the structure of Suzano’s Sustainability
Department, aiming to intensify synergies and
the development of social and environmental
projects. A non-profit organization founded and
sponsored by Suzano, Ecofuturo exists with the
purpose of contributing to the transformation
of society through environmental conservation
and the promotion of reading, integrating
people, books and nature and thus forming true
readers of the world. To this end, the Institute
is dedicated to the restoration and conservation
of natural areas, social and environmental
education reading incentive programs, based
on the development of projects that nurture
relationships, involve local communities and
disseminate knowledge. Here are some of them:
Ecofuturo Community Library in Malacacheta (Minas Gerais state). Photo: Ecofuturo image bank
76 Suzano Report 2019
Ecofuturo Institute
ECOFUTURO COMMUNITY
LIBRARY PROJECT
Works to implement libraries in public
schools, open to the community, in order
to democratize access to books, foster
the habit of reading and contribute to
public policies on reading and libraries.
We are one of the largest community
library networks in Brazil.
4 NEW
LIBRARIES WERE OPENED,
INCLUDING THREE IN THE STATE OF
MINAS GERAIS, WHICH ARE PART
OF THE NASCENTES DO MUCURI PROJECT
NUMBERS IN 2019
• 3,500 new books on literature were donated
for the initial collection.
• 268 people trained in free courses offered by
the Project.
INCREASE IN THE IDEB IN THE MUNICIPALITIES
A survey by Metas Sociais consultancy showed
that the municipalities that have Ecofuturo
Community Libraries showed an improvement of
7.8% in the Basic Education Development Index
(Ideb) in Middle School, as well as a 2% higher
index in Math Proficiency and 4.3% higher in
Reading Proficiency, compared to cities of the
same size, but which do not have Project libraries.
In addition, the study pointed to a 4.2% increase
in the approval rate of Middle School students,
and 3.4% in Elementary Schools. A positive
relationship between the presence of libraries
and greater family participation in school life
of students was also observed. To learn more
about the survey, visit the Ecofuturo website:
www.ecofuturo.org.br.
7.8%
IMPROVEMENT IN THE
BASIC EDUCATION
DEVELOPMENT INDEX (IDEB)
OF MUNICIPALITIES WITH
COMMUNITY LIBRARIES
The first year of the new Suzano 77
Michele Martins, Sustainability
analyst at Ecofuturo Institute.
Ecofuturo by Pólen Space.
Photo: Ecofuturo Image Bank
PARQUE DAS NEBLINAS
Ecofuturo manages this Suzano
environmental reserve, located between
Mogi das Cruzes and Bertioga (São Paulo state).
Forest management and restoration activities,
environmental education, scientific research,
ecotourism and community participation are held
there. With an area of 7,000 hectares, the park
plays an important role in the conservation of the
natural resources of the Serra do Mar in São Paulo,
contributing to the protection of the Itatinga
river basin and of the largest continuous Atlantic
Rainforest area in Brazil—the Serra do Mar State Park
and the Serra of Paranapiacaba. Since 2006, the park
has been recognized by UNESCO’s Man and Biosphere
Program, as an Atlantic Rainforest Biosphere Reserve.
NUMBERS IN 2019
• 120,000 juçara palm seeds, spread for the
reintroduction of this species that is threatened
with extinction.
• 4,800 ecotourists visiting the park.
• Four Community Management Workshops for
knowledge exchange, with the participation of
130 rural landowners from the surroundings of
the Park and from the Mogi das Cruzes region.
ECOFUTURO BY PÓLEN SPACES
This space was designed to be a place
to encourage reading within Suzano’s
operations. The goal is to contribute to the
personal and professional development of
employees. The São Paulo Office was the
first location to offer the space, in 2019,
and has about 250 books, followed by the
unit in Rio Verde (São Paulo state).
In 2020, this space will be implemented
in other Suzano locations.
78 Suzano Report 2019
MY ENVIRONMENT PROGRAM
Held since 2010 in Parque das Neblinas
(Neblinas Park) with educators and students
from municipal schools in Bertioga, Mogi
das Cruzes and Suzano (São Paulo state),
Ecofuturo’s environmental education
program promotes the appreciation of
the natural environment as an educational
space, stimulates reflection on social and
environmental issues, and encourages the
creation of projects and learning content
involving nature.
NUMBERS IN 2019
• 900 students involved.
• Nearly 40 participating educators.
PROJECT WEAVING SOCIAL AND ENVIRONMENTAL
KNOWLEDGE
With the purpose of dialoguing, reflecting and
acting, the Project was conducted throughout
2019 through a process to raise awareness and
train public school educators about environmental
education, in order to foster debates and the
participatory development of multidisciplinary
projects related to this topic. In Malacacheta
(Minas Gerais state), the Project integrated the
Mucuri Springs initiatives and involved around
120 teachers in ten schools. Based on this
initiative, Ecofuturo fostered and instated a public
policy in the municipal environmental law and
the creation of the Municipal Interinstitutional In
Prado (Bahia state), 70 teachers from the public
school network, involving 25 schools, in addition
to educators from the Association of Parents
and Friends of People with Intellectual and
Developmental Disabilities (Apae) participated.
Neblinas Park (São Paulo state). Photo: Eliza Carneiro
The first year of the new Suzano 79
In parallel with work to deliver synergies, integrate
processes and systems, and build a new culture and
performance at Suzano, throughout 2019 we also
needed to answer many other existential questions.
What bearing will this journey take from this point?
What will the new Suzano be seeking? What will be
its strategy and long-term vision? To answer these
questions, we need to go beyond our walls and
listen to our stakeholders.
Vitoria Dayane Franca Logrado
(Formare alumnus), intern at the
Process Quality Laboratory.
Imperatriz Unit (Maranhão state).
Photo: Márcio Schimming
The journey
5continues
80 Suzano Report 2019
Greiciane Silva Costa, Process
Quality Laboratory Analyst, in
Imperatriz (Maranhão state).
Photo: Márcio Schimming
The journey continues 81
continues
Building our purpose
Throughout 2019, employees, suppliers, communities, investors and many other
audiences were consulted so we could jointly discuss the journey of this new Suzano.
In this sense, the company sought answers through consultations with its various
stakeholders. And, right from the start, a great listening process was established
so we could begin to define Suzano’s purpose. This process continues to advance
and we hope to identify and reveal our purpose in 2020.
The inputs gathered from listening to our stakeholders also guided the preparation
of our long-term and sustainability strategy. For the latter, we have further
expanded our listening process (see page 86). Thus, the purpose and the
long-term and sustainability strategy are the pillars for building the company
we want to be in the future.
From left to right: Arnaldo Almeida Barroso, André Ricardo da Silva
Macedo and Marvyn de Sousa Santiago, SDCD Industrial.
Imperatriz Unit (Maranhão state). Photo: Suzano Image Bank
Who did we listen to? [GRI 102-42]
MORE THAN
50
EMPLOYEES
AT ALL LEVELS OF THE
ORGANIZATION, IN PERSON
APPROXIMATELY
MORE THAN
3,000
EMPLOYEES
THROUGH ONLINE
SURVEYS
10
EXTERNAL PROFESSIONALS,
INCLUDING LEADERS IN THE
FORESTRY SECTOR, CUSTOMERS, NGOs
AND COMMUNITIES, IN PERSON
THIS LISTENING PROCESS HAS
BROUGHT VALUABLE INFORMATION.
THE ONLINE SURVEY, FOR
EXAMPLE, SHOWED THAT:
WHAT MOTIVATES
SUZANO’S EMPLOYEES THE
MOST IS THE COMPANY’S
commitment to nature
and people
37.8%
82 Suzano Report 2019
STATEMENT OUR EMPLOYEES
MOST AGREE WITH:
WE CAN ONLY BUILD A BETTER
FUTURE (MORE JUST, INCLUSIVE
AND SUSTAINABLE) IF WE ACT NOW
89%
Phrase that best
describes Suzano:
ITS PRODUCTS ARE FROM
RENEWABLE SOURCES
77%
TERMS THAT BEST
REPRESENT SUZANO:
77% 67%
sustainability
innovation
The journey continues 83
Our long-term business
strategy
As Suzano matured in the process of determining
its reason for being and developing its
sustainability strategy, the need to establish
a business strategy capable of enabling the
present and future of the new company became
imminent. It was up to the Strategy area,
especially dedicated to the creation of a more
perennial and consistent planning culture for the
company, to draw a parallel between long-term
projects and Suzano’s ongoing search for greater
competitiveness in daily decisions.
With the active participation of the leaders in all
stages, Suzano built its Business Strategy in a
three-level process, considering the company’s
performance for the next 5, 10 and 15 years.
On a first level is our long-term strategic
vision. Prepared together with the members
of the Executive Board, Strategy and
Innovation Committee and the Board of
Directors, this vision shows where Suzano
wants to be 15 years from now.
Based on the unique long-term vision,
senior management was responsible for
breaking it down into five main medium-
term ambitions, intended to guide Suzano’s
path over the next five years. These are
the steps that will need to be followed to
ensure the company’s success.
84 Suzano Report 2019
LONG-TERM
STRATEGIC VISION
1 Continue being a benchmark
in the sector in efficiency,
profitability and sustainability,
from the forest to the client.
2 Be a transformational
agent in the expansion
into new markets for our
biomass.
3 Be a reference in sustainable
and innovative solutions
for bioeconomy and
environmental services,
based on planted trees.
Five main medium-term
avenues to guide
Suzano’s path over
the next five years:
Be
“Best-in-Class”
in the Total Cost
of Pulp vision
Maintain
relevance in pulp,
through good
projects
Advance
in the links of
the chain, always
with competitive
advantage
Expand
boldly into
New Markets
Play a leading role
in sustainability
The second level of work involved approximately 60 executives, including
directors and managers. In order to achieve the five ambitions, this group
reflected on what would be the most important battles to be won.
For a total of 17 major battles mapped, we have defined close to 100 initiatives
(third level of the strategy) that will be implemented in two phases —over the
next five years and over the five years after that. Short— and long-term metrics
and goals complement the work and are fundamental in the analysis of advances
and eventual adjustments to the routes. Actions to communication and mobilize
the internal audience to learn about the strategic vision, ambitions, battles and
initiatives are already taking place in 2020.
The journey continues 85
Our sustainability strategy
In tandem with the definition of the
purpose and business strategy, throughout
2019 we worked on the process to build
our sustainability strategy.
We started a benchmarking process and
defined that a fundamental aspect to build
our strategy would be to actively listen to
the various stakeholders.
WHO DID WE LISTEN TO IN ORDER TO DEVELOP
OUR SUSTAINABILITY STRATEGY?
[GRI 102-40, 102-42, 102-43, 102-44]
11
INTERVIEWS WITH
SUZANO EXECUTIVE LEADERS
36 INTERVIEWS WITH
STAKEHOLDERS,
REPRESENTING ORGANIZATIONS AND
COMPANIES WITH WHICH SUZANO
RELATES IN BRAZIL, THE UNITED STATES,
EUROPE AND ASIA
ONLINE SURVEY WITH
APPROXIMATELY
200 PEOPLE
MEETINGS WITH
APPROXIMATELY
90 ORGANIZATIONS
We then initiated a face-to-face engagement
phase: it was necessary to introduce in
its business strategy the new Suzano and its
intent to evolve in terms of sustainability.
In this phase, the idea was to create a bond
and explain about the path taken and the
existing challenges, in order to capture
insights, expectations and criticisms.
What did we do in
this engagement phase?
• Internal roadshow - dialogue with more than 750 employees;
• Follow-up interviews with 30 key stakeholders;
• External roadshow - meetings with approximately 90 organizations
in Brazil, the United States and Europe introducing Suzano and talking
about the construction of the strategy, representing the diversity of
stakeholders in our ecosystem, such as customers, NGOs, investors,
academia and experts, amongst others.
86 Suzano Report 2019
The third phase of this process was to consolidate the main topics mentioned
and work on them in multidisciplinary groups in order to define their ambitions.
The result of this work was the definition of our long-term public targets. These
commitments were approved by the Executive Committee, the Sustainability
Committee and the Board of Directors. In addition, during this work, we realized
that our ambition aims at three horizons:
TRANSFORMATION OF THE PRESENT
Suzano looks to the future by caring
for people and the environment of its
business as usual, seeking to minimize
negative impacts, maximize positive
impacts and improve relationships
in its value chain.
ENABLING THE TRANSITION TO
THE BIOECONOMY
Suzano invests in the development of
biosolutions, with innovation as the
central point of its culture and with
collective communication efforts to
transform the way the company and
its value chain is perceived.
n
t i o
R ela
tion of t h
s
Bioeconom
y
r e s e nt
e p
I
n
n
o
v
a
b
i
l
i
t
y
E
n
a
b
li
n
g
t
h
e
s
t
c
a
p
m
i
l
a
t
n
e
m
n
o
r
i
v
n
E
a
m
r
o
f
s
n
a
r
T
I
n
t
e
llig
e
nce
B
uilding the fu t u r e
Experimentati o n
t
r
a
n
s
i
t
i
o
n
E
n
g
a
g
e
m
e
n
t
g t h ening
n
t r e
S
BUILDING THE FUTURE
Suzano remains tuned to global
trends that could pose risks and
introduce opportunities for its
business model and for society,
and tests new possibilities based
on innovation, aiming to make
the business viable at scale and
resilient in the long-term.
The journey continues 87
Sustainability Strategy
[GRI 103-1, 103-2, 103-3]
To be a leader and agent of transformation in the
combined development of innovative and sustainable
solutions contributing to tackle society’s challenges.
This strategy is based on six fundamental assumptions:
• Integrated to the business;
• driven by innovability;
• transparent and fostering dialogue;
• generating of shared value;
• in our daily life;
• systemic and cross-cutting.
LONG-TERM GOALS
Eucalyptus seedling.
Photo: Suzano image bank
As a result of this journey, we have assumed long-term goals for this moment that the UN calls
“The Decade of Action” (from 2020 to 2030)1.
Monitoring of the execution and achievement of objectives will be under the responsibility of the
Executive Board, the Sustainability Committee and the Board of Directors. It is worth mentioning
that most of the topics above are part of the goals of the company’s senior management
(Executive Directors and Managers). The diversity and inclusion goal will be shared by all company
executives in 2020. The evolution in performance of each of our commitments will be published
annually in our Report.
SDG
GOAL
DRIVERS
Replace plastics and
petroleum derivatives:
offer 10 million tons of
products from renewable
sources
Due to its intrinsic versatility and renewable origin, our products
are viable alternatives to fossil-based composites, stimulating,
consequently, the increment of a low-carbon economy. Such
investments are necessary to help combat the climate crisis
and are completely connected to our business.
Even more climate
positive: remove an
additional 40 million
tons of carbon from the
atmosphere (carbon
capture - scopes 1, 2
and 3 emissions)
With a forest base of approximately 2.2 million hectares of trees
that capture carbon, we understand our role in combating the
climate crisis. For this reason, we are committed to going beyond
the neutralization of our direct emissions and the emissions of
our chain, also working for an additional and significant removal of
carbon from the atmosphere.
1 Goals for 2030, except for Diversity and Inclusion goals (2025).
88 Suzano Report 2019
SDG
GOALS
DRIVERS
Mitigate the problem
of income inequality:
lift 200,000 people over
the poverty threshold in
our areas of influence
Education: enhance
the Basic Education
Development Index (Ideb)
by 40% in all priority
municipalities
Our goal is to contribute to the development of structural fronts,
such as generating income and improving the quality of education in
the regions where we operate, aiming at their self-sufficiency.
Access to quality education is one of the most important structural
challenges in Brazil. Therefore, we comit to fostering the education
network and quality teaching in the regions where we operate.
Climate change: reduce
emissions intensity
(tCO2e/adt) by 15%
(scope 1 and 2 emissions)
In the search for the efficiency of our processes, we have already
managed to considerably reduce the emissions associated with our
production. However, we know that we can do more. Thus, we remain
focused on developing solutions that lead us to better results.
Diversity and inclusion:
• to ensure 100%
accessibility and zero
prejudice, witnessed or
experienced, against
people with disabilities
• to achieve 100% inclusive
environment and zero
prejudice, witnessed or
experienced, against
LGBTI+1
• to have 30% women and
30% blacks2 in leadership
positions
Water (Forestry):
increase water availability
in 100% of critical
watersheds
Water (Industrial):
reduce water
withdrawal by 15%
Industrial waste:
reduce by 70% the
waste sent to landfills,
transforming it into
by-products
Energy: increase
renewable energy
exports by 50%
Diversity and inclusion are intrinsic parts of our business strategy,
as the maintenance of an environment based on such factors
motivate employees to feel more involved and comfortable to
explore their creativity, driving the development of collective,
original and sustained solutions. Diversity and inclusion are also
key aspects in the attraction and retention of talents.
Access to water is at the heart of sustainable development,
essential for the survival of people, businesses and the planet.
Suzano’s eucalyptus plantations, native forests and mills depend
directly on water, and it is everyone’s responsibility to take proper
care of this resource.
Today, the waste we generate results in costs and environmental
impacts. In the future, this same waste can become a product
with greater value added, furthering circularity to the economy.
By reducing its destination to landfills, the goal is to enable this
new universe of possibilities to become a reality.
The electric energy generated in the mills is produced from
renewable sources, enabling surplus that can supply the national
energy system. Thus, through investments in efficiency, research and
innovation, we want to increase our contribution to making clean
and renewable energy available throughout the country.
1 At Suzano, we chose to use the acronym LGBTI+, which stands for lesbians, gays, bisexuals, transsexuals, intersexuals, and “+” symbolizing all other sexual orientations,
gender identities and expressions.
2 Classification used by the Brazilian Institute of Geography and Statistics (IBGE), including blacks and pardos.
The journey continues 89
6 Awards and
recognition
(SP).
William Kaoru da Silveira,
Anderson Ramos do Amaral,
Gabriel de Moraes Pena, Douglas dos Santos Predolin
and Alessandro Murakami de Souza. Logistics Area.
Suzano Unit (São Paulo state). Photo: Photolima Fotografia
90 Suzano Report 2019
(SP).
Finishing. Suzano Unit
(São Paulo state).
Photo: Suzano image bank
Awards and recognition 91
Main Awards and
Recognition in 2019
Inclusion in LinkedIn’s ranking of Top Companies - most desired companies to
work for
Executivo de Valor (Executive of Value) by Valor Econômico journal - Walter
Schalka is awarded in the Cardboard, Paper and Pulp category
Bonds & Loans Latin America Awards - Latin America Investment Grade Bond Deal
of the Year and Latin America Syndicated Loan Deal of the Year; Brazil: Corporate Bond
Deal of the Year and Syndicated Loan Deal of the Year
RISI Award - CEO of the Year - Walter Schalka chosen the best CEO in the pulp and
paper sector in Latin America for the fifth consecutive year
Included in the Great Place to Work (GPTW) ranking - among the 80 best large
companies in the country
Exame magazine’s Award for Best and Biggest - best in the Pulp and Paper and
Agribusiness sector
ABTCP Industry Highlights Award - categories Forest Development, Market Pulp
Producer, Printing Paper Producer and Specialty Paper Producer
The Best of Dinheiro Award by IstoÉ Dinheiro magazine
- best in the Pulp and Paper sector and in the Human
Resources category
Award for Companies that Best
Communicate with Journalists - winner
in the Forest Base category for the fifth
consecutive time
Época 360 Yearbook by Época
Negócios magazine - best company in
the Pulp and Paper sector
Ranking of the Best Companies to Work
for by Você S/A magazine - featured in the
Recognition and Reward category
Leonardo Grimaldi,
Executive Director for Paper,
receives recognition from the
Época 360 Yearbook on behalf of Suzano.
Photo: Suzano image bank
92 Suzano Report 2019
Suzano’s team in the ceremony of the 2019
Highlight Award of the Brazilian Technical
Pulp and Paper Association (ABTCP).
Photo: Suzano image bank
Ranking Best Companies to Start a Career by Você S/A magazine
- featured in the Career category
Hugo Werneck Award - Ecofuturo Institute, winner in the Example
in Biodiversity Category for the work done at Parque das Neblinas
2020 Ranking of the Best Places to Work for by the Glassdoor website
- ranked 46th among a list of 50 in Brazil, with an overall score of 4.3.
Ranking of the Most Beloved Companies of the Love Mondays website
- ranked among the 50 best companies
Suzano awarded at the
International Biennial Book Fair
For its presence in the book industry, due to the development of the Pólen®
editorial paper line and its actions to encourage reading and for its investment
in Community Libraries, via Ecofuturo Institute, Suzano received the José
Olympio Award at the XIX Rio International Biennial Book Fair in 2019. It was
the first time that a producer of printing and writing paper received this award,
which is in its 11th edition.
Awards and recognition 93
External
Assurance
[GRI 102-56]
94 Suzano Report 2019
ASSURANCE STATEMENT
BUREAU VERITAS
INTRODUCTION
Bureau Veritas Certification Brazil (‘Bureau
Veritas’) was engaged by Suzano S.A. (‘Suzano’) to
conduct an independent assurance of its Annual
Report for the year 2019 (hereinafter referred to
as the Report).
This assessment was conducted by a multidisci-
plinary staff with expertise in non-financial data.
SCOPE OF WORK
The scope of this verification encompassed the
Standards1 of the Global Reporting InitiativeTM GRI
for Sustainability Reports, for the period from 1
January to 31 December 2019.
SUZANO´S AND BUREAU VERITAS
RESPONSIBILITIES
The collection, calculation and presentation of
the data published in the report are Suzano’s
management sole responsibility. Bureau Veritas is
responsible for providing an independent opinion
to the Stakeholders, pursuant to the scope of work
defined in this declaration.
METHODOLOGY
The Assurance covered the following activities:
1. Interviews with the personnel responsible
for material issues and involved in the Report
content;
2. On-site visits to the Central Administration
office located in São Paulo – SP and the following
operational sites: ; Limeira - SP; Aracruz – ES and
Imperatriz – MA;
3. Visits to the following sites to verify social
investments and projects presented in the
Report: Aldeia Irajá, municipality of Aracruz/ES
(Sustainability Program Tupi-Guaraní) and Boa
Vista community, municipality of Aracruz/ES
(Rural Land Development Program);
4. Review of documentary evidence provided by
Suzano in relation to the reporting period (2019);
5. Evaluation of the systems used for data
compilation;
6. Analysis of Suzano’s stakeholder engagement
activities; and
7. Evaluation of the method used to define material
issues included in the Report, taking into account
the sustainability context and the scope of the
information published.
The level of verification adopted was Limited,
according to the requirements of the ISAE 3000
Standard2, which were incorporated to the internal
assessment protocols of Bureau Veritas.
LIMITATIONS AND EXCLUSIONS
Excluded from the scope of this work was any
assessment of information related to:
• Activities outside the defined assessment
period;
• Statements of position (expressions of opinion,
beliefs, goals, or future intentions) on the part
of Suzano;
• Economic and financial information contained
in this Report which has been taken from
financial statements verified by independent
financial auditors.
1 Materiality, Stakeholder Inclusiveness, Sustainability Context, Completeness, Balance, Comparability, Accuracy, Periodicity, Clarity, and Reliability
2 International Standard on Assurance Engagements 3000 – Assurance Engagements other than Audits or Reviews of Historical Financial Information
External assurance 95
The following limitations apply for this
assurance engagement:
• The principles of Accuracy and Reliability were
limited to data samples related to material
aspects published within the Report;
• Economic and financial data presented within
the report were assessed against the GRI
reporting principle of Balance;
• Although we verified the energy and
emissions indicators, we did not deliver
assurance of the Inventory of Green Gas
(GHG) emissions.
TECHNICAL OPINION
• Suzano’s Report consists of a full version and
a short version (containing infographics), in
addition to an online Indicators Center, which
contains more detailed data on the company’s
performance;
implemented that considers sustainability
criteria. However, regarding the proportion
of spending on local suppliers, we noted
that Suzano was still looking for effective
procedures, to improve its performance in
this regard;
• Regarding the management of information
and performance data, of the social projects
supported by Suzano, we evidenced ongoing
standardization initiatives. However, we
found significant differences in the level
of management of certain projects, which
impacted the accuracy of some data;
• Concerning the impacts of Suzano’s activities
on communities, we evidenced formal
methods of communication, corrective
actions and monitoring. The process of
engagement with communities was unified,
but the data on the main impacts were
presented in generic terms in this publication;
• The Report is based on 10 material topics
defined in a materiality study carried out
in 2019. In our understanding, the topics
resulting from the study reflect the impacts
of Suzano’s activities in a balanced way;
• In regard to the material topic “Forest
Management”, we noticed a lack of
information on biodiversity at a strategic
level, accompanied by the appropriated
actions and eventual associated goals;
• Suzano published the company’s sustain-
ability goals, which will help stakeholders
to analyze objectively the company’s
performance over time;
• We noted that Suzano addressed the
recommendations recorded in our previous
Statement. In the current Statement we
launched new challenges for the company;
• Regarding the alignment of sustainability
indicators of the two former companies
(Fibria and Suzano Papel e Celulose), we
observed that Suzano has been successful
in unifying methodologies for collecting,
monitoring and presenting relevant data and
indicators;
• In the process of approval and selection
of suppliers, we evidenced a method
• It is our understanding that sufficient
indicators have been reported, to achieve
the Core option of the GRI Standard for
Sustainability Reports.
RECOMMENDATIONS
• Define an appropriate strategy to increase
the proportion of spends on local suppliers,
publishing data in accordance with GRI
indicator 204-1;
96 Suzano Report 2019
• Increase standardization in the processes of
collecting and consolidating performance data
for social projects supported by Suzano;
• Increase the presentation of performance
data related to the main impacts of Suzano’s
activities, on surrounding communities;
DECLARATION OF INDEPENDENCE
AND IMPARTIALITY
Bureau Veritas Certification is an independent
professional services firm specializing in
Quality, Health, Safety, Socialand Environmental
Management, with more than185 years’ experience
in independent assessment.
• Establish and implement a biodiversity
strategy or policy.
CONCLUSION
As a result of our assurance nothing has come
to our attention that would indicate that:
• The information presented in the Report
is not balanced, consistent and reliable;
• Suzano has not established appropriate
systems for the collection, aggregation
and analysis of quantitative and qualitative
data used in the Report;
• The Report does not adhere to the
Principles for defining report content
and quality of the GRI Standards and does
not meet its Core level.
Bureau Veritas has a quality management system
that is certified by a third party, according to which
policies and documented procedures are maintained
for the compliance with ethic, professional and legal
requirements.
The assessment team has no links with Suzano and
the assessment is performed independently.
Bureau Veritas implemented and follows a Code
of Ethics throughout its business, in order to
assure that its staff preserve high ethical, integrity,
objectivity, confidentiality and competence/
professional attitude standards in the performance
of their activities.At the end of the assessment, a
detailed report was drawn up, ensuring traceability
of the process. This Report is kept as a Bureau
Veritas management system record.
CONTACT
Bureau Veritas Certification is available for further
clarification on www.bureauveritascertification.
com.br/faleconosco.asp or by telephone (55 11)
2655-9000.
São Paulo, Brazil, April 2020.
Alexander Vervuurt
Lead Auditor; Assurance Sustainability Reports (ASR)
Bureau Veritas Certification – Brazil
External assurance 97
GRI
Content
Index
[GRI 102-55]
98 Suzano Report 2019
GRI Standard
Disclosure
PDF Page / link to the Indicators
Center or Direct disclosure
Omission
Principles of
the Global
Compact
SDG
GRI 101: Foundation 2016
GRI 102: General Disclosures 2016
GRI 102:
General
disclosures
2016
102-1
Name of the
organization
102-2
Activities, brands,
products and
services
102-3
Location of
headquarters
Suzano SA
32 / Indicators Center (GRI 102-2)
Headquarters:
Av. Professor Magalhães Neto, 1752
– 10th floor, rooms 1010 and 1011
Salvador - BA - Brazil
Zip Code: 41.810-012
Central Office:
Avenida Brigadeiro Faria Lima, 1355
– 8th floor São Paulo - SP - Brazil
Zip Code: 01.452-919
102-4
Location of
operations
15
102-5
Ownership and legal
form
Indicators Center (GRI 102-5)
102-6 Markets served
Indicators Center (GRI 102-6)
102-7
Scale of the
organization
102-8
Information on
employees and
other workers
14
Indicators Center (GRI 102-8)
102-9 Supply chain
64 / Indicators Center (GRI 102-9)
102-10
Significant changes
to the organization
and its supply chain
102-11
Precautionary
Principle or
approach
As of January 14, 2019, we started
to operate as Suzano SA, a company
created from the merger between
Suzano Papel e Celulose and Fibria.
Therefore, the company assumed
the value chain maintained by the
two former companies previously.
Indicators Center (GRI 102-11)
102-12 External initiatives
15 / Indicators Center (GRI 102-12)
102-13
102-14
102-15
102-16
102-17
Membership of
associations
Statement from
senior decision-
maker
Key impacts, risks,
and opportunities
Values, principles,
standards, and
norms of behavior
Mechanisms for
advice and concerns
about ethics
102-18
Governance
structure
102-22
Composition of the
highest governance
body and its
committees
24 / Indicators Center (GRI 102-13)
5 - 7
Indicators Center (GRI 102-15)
22
22 / Indicators Center (GRI 102-17)
18 / Indicators Center (GRI 102-18)
Indicators Center (GRI 102-22)
GRI 102: Divulgações gerais (cont.)
GRI content index 99
GRI Standard
Disclosure
PDF Page / link to the Indicators
Center or Direct disclosure
Omission
Principles of
the Global
Compact
SDG
GRI 102: General Disclosures 2016 (cont.)
102-23
Chair of the highest
governance body
102-24
Nominating and
selecting the
highest governance
body
Indicators Center (GRI 102-23)
Indicators Center (GRI 102-24)
102-25 Conflicts of Interest
Indicators Center (GRI 102-25)
102-40
List of stakeholder
groups
86
102-41
Collective bargaining
agreements
Indicators Center (GRI 102-41)
102-42
102-43
Identifying
and selecting
stakeholders
Approach to
stakeholder
engagement
86
24 - 25, 64, 86
102-44
Key topics and
concerns raised
86
GRI 102:
General
disclosures
2016
102-45
Entities included in
the consolidated
financial statements
102-46
Defining report
content and topic
Boundaries
102-47
List of material
topics
102-48
Restatements of
information
102-49
Changes in
reporting
Information referring to the
operations of Veracel and Portocel is
included in the Financial Statements
and financial indicators of the
Report. However, the social and
environmental information reported
does not include these operations.
12 / Indicators Center (GRI 102-46)
11 / Indicators Center (GRI 102-46)
Throughout the Report, we
present information consolidated
for Suzano SA (based on 2019),
differently from the previous
report, in which information
was presented in a segregated
manner between the former
companies Fibria and Suzano
Papel e Celulose (based on 2018,
when the companies were still
operating separately). In this sense,
this document does not contain a
historical series or restatements of
information.
In 2019, we created our first
materiality matrix as Suzano SA,
covering all topics considered
material by the former companies
Suzano Papel e Celulose and
Fibria. Significant changes to the
boundaries of material topics in
relation to the former materialities
are described throughout the
Report.
100 Suzano Report 2019
GRI Standard
Disclosure
PDF Page / link to the Indicators
Center or Direct disclosure
Omission
Principles of
the Global
Compact
SDG
GRI 102: General Disclosures 2016 (cont.)
102-50 Reporting period
January 1, 2019 to December 31,
2019.
102-51
Date of most recent
report
2018 Annual Report, covering the
period from January to December of
the reference year
102-52 Reporting cycle
Annual
GRI 102:
General
disclosures
2016
102-53
Contact point for
questions regarding
the report
For questions or suggestions
about our Report, please
contact us by email
relatoriosuzano@suzano.com.br.
102-54
Claims of reporting
in accordance with
the GRI Standards
12
102-55 GRI content index
98 - 107
102-56 External assurance
94 - 97
Material topic: Water
GRI 103:
Management
approach
2016
103-1
Explanation of the
material topic and
its Boundary
103-2
103-3
303-1
The management
approach and its
components
Evaluation of the
management
approach
Interactions with
water as a shared
resource
Indicators Center (Material topic
management approach)
8, 12
Indicators Center (GRI 303-1)
8, 9
8, 12
303-3 Water withdrawal
Indicators Center (GRI 303-3)
GRI 303:
Water and
effluents
2018
303-4 Water discharge
Indicators Center (GRI 303-4)
303-5 Water consumption Indicators Center (GRI 303-5)
Suzano SA does not
report data regarding
withdrawal, discharge
or consumption of
water broken down by
areas of water stress.
This information will be
collected as of 2020.
Suzano SA does not
report data regarding
withdrawal, discharge
or consumption of
water broken down by
areas of water stress.
This information will be
collected as of 2020.
Suzano SA does not
report data regarding
withdrawal, discharge
or consumption of
water broken down by
areas of water stress.
This information will be
collected as of 2020.
8, 9
8, 12
8, 9
8, 12
8, 9
8, 12
GRI content index 101
GRI Standard
Disclosure
PDF Page / link to the Indicators
Center or Direct disclosure
Omission
Principles of
the Global
Compact
SDG
Material topic: Value Chain (suppliers and customers)
GRI 103:
Management
approach
2016
GRI 204:
Procurement
practices
2016
GRI 308:
Supplier
environmental
assessment
2016
GRI 414:
Supplier
social
assessment
2016
103-1
103-2
103-3
Explanation of the
material topic and
its Boundary
The management
approach and its
components
Evaluation of the
management
approach
204-1
Proportion of
spending on local
suppliers
308-1
New suppliers that
were screened using
environmental
criteria
308-2
Negative
environmental
impacts in the
supply chain and
actions taken
414-1
New suppliers that
were screened using
social criteria
414-2
Negative social
impacts in the
supply chain and
actions taken
Material topic: Human Capital
Indicators Center (Material topic
management approach)
Indicators Center (GRI 204-1)
8
8, 12
Indicators Center (GRI 308-1)
7, 8, 9
12
Indicators Center (GRI 308-2)
7, 8, 9
12
Indicators Center (GRI 414-1)
Indicators Center (GRI 414-2)
103-1
103-2
103-3
202-1
202-2
401-1
Explanation of the
material topic and
its Boundary
The management
approach and its
components
Evaluation of the
management
approach
Ratios of standard
entry level wage by
gender compared to
local minimum wage
Proportion of senior
management hired
from the local
community
New employee
hires and employee
turnover
Indicators Center (Material topic
management approach)
Indicators Center (GRI 202-1)
Indicators Center (GRI 202-2)
Indicators Center (GRI 401-1)
401-3 Parental leave
Indicators Center (GRI 401-3)
402-1
Minimum notice
periods regarding
operational changes
Indicators Center (GRI 402-1)
GRI 103:
Management
approach
2016
GRI 202:
Market
presence
2016
GRI 401:
Employment
2016
GRI 402:
Labor/
management
relations
2016
102 Suzano Report 2019
8, 10,
16
8, 12
3, 5,
8, 10,
16
8
8
8
5, 8
8
6
6
GRI Standard
Disclosure
PDF Page / link to the Indicators
Center or Direct disclosure
Omission
Principles of
the Global
Compact
SDG
Material topic: Human Capital (cont.)
403-1
403-4
GRI 403:
Occupational
health and
safety 2016
403-7
403-8
Occupational
health and safety
management
system
Worker
participation,
consultation, and
communication on
occupational health
and safety
Prevention and
mitigation of
occupational
health and safety
impacts directly
linked by business
relationships
Workers covered
by an occupational
health and safety
management
system
Indicators Center (GRI 403-1)
Indicators Center (GRI 403-4)
Indicators Center (GRI 403-7)
Indicators Center (GRI 403-8)
403-9
Work-related
injuries
403-10
Work-related ill
health
Indicators Center (GRI 403-9)
Indicators Center (GRI 403-10)
3, 8
3, 8,
16
3, 8
3, 8
3, 8
3, 8
GRI 404:
Training and
education
2016
GRI 405:
Diversity
and equal
opportunity
2016
GRI 406: Non-
discrimination
2016
GRI 407:
Freedom of
association
and collective
bargaining
2016
404-1
Average hours of
training per year per
employee
404-3
Percentage
of employees
receiving regular
performance and
career development
reviews
405-1
Diversity of
governance bodies
and employees
405-2
Ratio of basic salary
and remuneration
of women to men
406-1
407-1
Incidents of
discrimination and
corrective actions
taken
Operations and
suppliers where the
right to freedom
of association and
collective bargaining
may be at risk
Operations and
suppliers with
significant risk of
incidents of child
labor
GRI 408: Child
labor 2016
408-1
Indicators Center (GRI 404-1)
1, 6
8
Indicators Center (GRI 404-3)
1, 6
5, 8
Indicators Center (GRI 405-1)
Indicators Center (GRI 405-2)
Indicators Center (GRI 406-1)
5, 8,
10
5, 8,
10
5, 8,
10,
16
1, 2, 3, 4,
5, 6
Indicators Center (GRI 407-1)
1, 2, 3, 4,
5, 6
8, 16
Indicators Center (GRI 408-1)
1, 2, 6
8, 16
GRI content index 103
GRI Standard
Disclosure
PDF Page / link to the Indicators
Center or Direct disclosure
Omission
Principles of
the Global
Compact
SDG
Material topic: Human Capital (cont.)
GRI 409:
Forced or
compulsory
labor 2016
GRI 410:
Security
practices
2016
GRI 412:
Human
rights
assessment
2016
409-1
410-1
Operations and
suppliers at
significant risk for
incidents of forced
or compulsory labor
Security personnel
trained in human
rights policies or
procedures
412-2
Employee training
on human
rights policies or
procedures
Material topic: Social Development
Indicators Center (GRI 409-1)
1, 2, 3
8, 16
Indicators Center (GRI 410-1)
1, 2, 5
8, 16
Indicators Center (GRI 412-2)
1, 2, 3, 4,
5, 6
8, 16
103-1
Explanation of the
material topic and
its Boundary
103-2
103-3
The management
approach and its
components
Evaluation of
the management
approach
203-1
Infrastructure
investments and
services supported
Indicators Center (Material topic
management approach)
Indicators Center (GRI 203-1)
203-2
Significant indirect
economic impacts
Indicators Center (GRI 203-2)
1, 2,
4, 8,
10,
11,
16
1, 4,
9, 11,
12
2, 4,
8, 9,
10,
11,
12
411-1
Incidents of
violations
involving rights of
indigenous peoples
413-1
413-2
Operations with
local community
engagement,
impact
assessments,
and development
programs
Operations
with significant
actual and
potential negative
impacts on local
communities
Indicators Center (GRI 411-1)
1, 2, 4
10,
16
Indicators Center (GRI 413-1)
Indicators Center (GRI 413-2)
1, 2,
4, 10,
11,
16
8, 16
GRI 103:
Management
approach
2016
GRI 203:
Indirect
economic
impacts
2016
GRI 411:
Rights of
indigenous
and
traditional
peoples 2016
GRI 413:
Local
communities
2016
104 Suzano Report 2019
GRI Standard
Disclosure
PDF Page / link to the Indicators
Center or Direct disclosure
Omission
Principles of
the Global
Compact
SDG
Material topic: Ethics, Governance and Transparency
103-1
Explanation of the
material topic and
its Boundary
103-2
103-3
205-1
205-2
The management
approach and its
components
Evaluation of
the management
approach
Operations
assessed for
risks related to
corruption
Communication
and training about
anti-corruption
policies and
procedures
205-3
Confirmed
incidents of
corruption and
actions taken
206-1
307-1
Legal actions for
anti-competitive
behavior, anti-
trust, and
monopoly practices
Non-compliance
with environmental
laws and
regulations
415-1
Political
contributions
419-1
Non-compliance
with laws and
regulations in
the social and
economic area
GRI 103:
Management
approach
2016
GRI 205:
Anti-
corruption
2016
GRI 206:
Anti-
competitive
behavior
2016
GRI 307:
Environmental
compliance
2016
GRI 415:
Public policy
2016
GRI 419:
Socioeco-
nomic
compliance
2016
Indicators Center (Material topic
management approach)
8, 16
Indicators Center (GRI 205-1)
10
16
Indicators Center (GRI 205-2)
10
16
Indicators Center (GRI 205-3)
10
16
Indicators Center (GRI 206-1)
1, 5
16
Indicators Center (GRI 307-1)
7, 8, 9
16
Indicators Center (GRI 415-1)
10
8, 9
Indicators Center (GRI 419-1)
10
8, 16
Material topic: Operational Excellence and Eco-efficiency
103-1
Explanation of the
material topic and
its Boundary
103-2
103-3
The management
approach and its
components
Evaluation of
the management
approach
Indicators Center (Material topic
management approach)
3, 7,
9, 12,
13
306-2
Waste by type and
disposal method
Indicators Center (GRI 306-2)
7, 8, 9
3, 6,
12
GRI 103:
Management
approach
2016
GRI 306:
Effluents
and waste
2016
GRI content index 105
GRI Standard
Disclosure
PDF Page / link to the Indicators
Center or Direct disclosure
Omission
Principles of
the Global
Compact
SDG
Material topic: Financial Management
103-1
103-2
103-3
Explanation of the
material topic and
its Boundary
The management
approach and its
components
Evaluation of
the management
approach
201-1
Direct economic
value generated
and distributed
GRI 103:
Management
approach
2016
GRI 201:
Economic
performance
2016
Material topic: Innovation and Technology
GRI 103:
Management
approach
2016
103-1
103-2
103-3
Explanation of the
material topic and
its Boundary
The management
approach and its
components
Evaluation of the
management
approach
Material topic: Forest Management
GRI 103:
Management
approach
2016
103-1
103-2
103-3
304-1
304-2
GRI 304:
Biodiversity
2016
Explanation of the
material topic and
its Boundary
The management
approach and its
components
Evaluation of the
management
approach
Operational sites
owned, leased,
managed in,
or adjacent to,
protected areas
and areas of high
biodiversity value
outside protected
areas
Significant impacts
of activities,
products, and
services on
biodiversity
Indicators Center (Material topic
management approach)
Indicators Center (GRI 201-1)
Indicators Center (Material topic
management approach)
Indicators Center (Material topic
management approach)
Indicators Center (GRI 304-1)
Indicators Center (GRI 304-2)
304-3
Habitats protected
or restored
Indicators Center (GRI 304-3)
304-4
IUCN Red
List species
and national
conservation
list species with
habitats in areas
affected by
operations
Indicators Center (GRI 304-4)
106 Suzano Report 2019
16
16
9, 15,
16
6, 8,
12,
13,
15
8, 9
12,
15
8, 9
8, 9
8, 9
12,
15
6,12,
13,
15
6,12,
14,
15
GRI Standard
Disclosure
PDF Page / link to the Indicators
Center or Direct disclosure
Omission
Principles of
the Global
Compact
SDG
Material topic: Climate Change
GRI 103:
Management
approach
2016
GRI 302:
Energy
2016
GRI 305:
Emissions
2016
103-1
Explanation of the
material topic and
its Boundary
103-2
103-3
302-1
302-2
The management
approach and its
components
Evaluation of
the management
approach
Energy
consumption
within the
organization
Energy
consumption
outside of the
organization
305-1
Direct (Scope 1)
GHG emissions
305-2
305-3
Energy indirect
(Scope 2) GHG
emissions
Other indirect
(Scope 3) GHG
emissions
305-4
GHG emissions
intensity
305-7
Nitrogen oxides
(NOx), sulfur oxides
(SOx), and other
significant air
emissions
Indicators Center (Material topic
management approach)
Indicators Center (GRI 302-1)
Indicators Center (GRI 302-2)
Indicators Center (GRI 305-1)
Indicators Center (GRI 305-2)
Indicators Center (GRI 305-3)
Indicators Center (GRI 305-4)
Indicators Center (GRI 305-7)
3, 9,
12,
13
7, 12,
13
7, 8,
12,
13
12,
13
12,
13
12,
13
12,
13
3, 9,
12,
13
7, 8, 9
7, 8, 9
7, 8, 9
7, 8, 9
7, 8, 9
GRI content index 107
Credits
EDITING
André Magnabosco
Cristiano Oliveira
Guilherme Miranda
Heloísa Predomo Amurov
Lígia Leme
Marcela Porto
Maria Augusta Bottino
Raquel Botinha
Vitória Helena De Benedetti
COORDINATION, TEXTS
AND EDITORIAL DESIGN
Quintal 22
GRI CONSULTING
Avesso Sustentabilidade
GRAPHIC DESIGN
AND LAYOUT
Adesign
PHOTOGRAPHY
Adriano Gambarini (WWF Brasil)
Araquém Alcântara
Bruno Fujii
Eliza Carneiro
Fernando Soares
Fotocontexto
Márcio Schimming
Ricardo Teles
Rogério Sarmenghi
Sergio Zacchi
Suzano Image Bank
Ecofuturo Institute Image Bank
ENGLISH VERSION
Gotcha! Idiomas
CONTACT
For questions and suggestions, contact us by email
relatoriosuzano@suzano.com.br
Forest mosaic in Aracruz
(Espírito Santo state).
Photo: Márcio Schimming
Charles da Silva Gonçalves,
Cutter assistant. Limeira
Unit (São Paulo state).
Photo: Ricardo Teles
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