2021 ANNUAL REPORT
RENEW
Table of Contents
01. Messages .................................4
08. The Planet .........................100
02. About the Annual Report ......8
09. Government and Organized
Civil Society ......................124
03. Suzano’s Open Letter
on Innovability .................. 16
10. Community ........................132
04. Suzano .................................. 18
11. External Readers .............146
05. Employees ............................ 52
06. Customers ............................ 70
07. Suppliers ............................... 86
12. Independent Assurance
Statement ..........................150
13. GRI, SASB, TCFD and WEF
Content Index ..................156
Table of Contents
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RENEW
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Suzano’s 2021 Annual Report
Photo: Sérgio Zacchi.
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G lobal transformation has never been faster
than in recent years—it is accelerating
exponentially and requires people and
public and private institutions to act fast and
have clarity about the part they want to play
in this intense process. More and more, Suzano
is positioning itself in the group that wants to
participate and lead the construction of a positive
world for people and for the planet. To do that,
the company decided to put innovation at the
service of sustainability. Innovability is the natural
calling of our company, a business that is inspired
by the trees we plant and driven by solutions
from renewable sources.
Suzano pursues innovability in everything it does.
In 2021, the company took important steps in
this direction, for example, through its strategies
for the development of bio-oil, an alternative
to fossil fuels made from eucalyptus biomass,
and through the joint venture with Spinnova to
produce textile fiber made from pulp. Innovability
is also manifested in the way the company
outlines its investment strategies, such as in the
Cerrado Project, which is on its way to becoming
a benchmark in ecodesign and local development,
and in the fact that it continues to be one of the
largest global issuers of sustainability-linked bonds.
While facing one of the most complex and urgent
global problems we have ever faced, the climate
crisis, Suzano made a public commitment to be
part of the solution and took a stand at COP26
in favor of incorporating carbon costs into the
global economy. Also, as global leaders in the pulp
Innovability is the natural calling of our
company – a business inspired by the
trees we plant and driven by solutions
created from renewable resources.
and paper sector, we understand that we can help
Brazil take a leading position on the world stage.
Therefore, we strive to be more vocal and organize
and engage more and more institutions and people
to stand behind this agenda.
In the social arena, despite the challenges brought
by the pandemic, we continue to expand our social
performance through initiatives to create work
and generate income, while developing strategies
and metrics to address the issue of poverty in a
systemic and structured way.
In a young, almost 100-year-old company,
none of these initiatives would be possible
without the courage to deal with what I
consider to be a significant collective challenge:
a change of mindset. In this journey, our
solid corporate governance helps our senior
leadership—and, consequently, all areas of our
business—to further embrace and become
more responsible for sustainability. Year after
year, our organization’s virtuous circle reflects
our advances in governance, which includes an
independent and increasingly diverse Board of
Directors. Our Sustainability Committee and
Strategy & Innovation Committee, for example,
which are made up primarily of independent
board members that are market references
in their areas of activity and have different
backgrounds, are currently major catalysts for the
transformations undertaken by Suzano. They add
different perspectives and point out trends to
help us increasingly see beyond business as usual,
which will meaningfully accelerate the company’s
evolution throughout this decade. Although
governance has been a key driver in our company
for many years, our commitment to achieving
its highest standards is ongoing, cross cutting
and long-term, serving as a guide for all of our
business practices, from the Board of Directors to
the frontline of our operations.
As a company that values business ambidexterity,
all initiatives described in this report are anchored
in our business strategy (which includes a
long-term vision that considers a horizon of 10
to 15 years) and in excellence in the delivery of
our results in the short term (learn more in the
chapter Suzano). Our strategy is fully aligned with
our Commitments to Renewing Life, reflecting our
recognition that “it is only good for us if it is good
for the world”, and with our ongoing commitment
to remain an efficient and profitable company.
To make all this happen, we rely on our 36,000
direct and indirect employees, who are committed
to making a difference in the daily lives of the
people who consume our products and, most of
all, to staying focused on generating and sharing
value with our different stakeholders.
Strongly-yet-gently, we will continue to invest
in efficiency and in the growth of our current
business, while also exploring new opportunities
to renew life inspired by trees, as a way of sowing
a positive future for all.
David Feffer
Chairman of Suzano’s
Board of Directors
4
4 Relatório Suzano 2020
Suzano’s 2021 Annual Report
Messages 5
Photo: Sérgio Zacchi.
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I would like to start this message by first
thanking Suzano’s more than 36,000
employees and contractors for another
year dedicated to our forestry, industrial,
laboratory and logistics operations and our
administrative areas.
All our people had to adapt their lives to a new
reality, whether working remotely or adopting
new health and safety practices in operational
areas. In an unstable environment, threatened
by the pandemic, we managed to impact more
than 2 billion people worldwide, who use our
products and services daily. Thanks to the high
level of commitment and competence of each
employee, Suzano was proud to celebrate a year
of excellent performance in 2021.
We believe that successful companies are those
that can find convergence between efficiency,
sustainability and transformation. In light of
that, our participation in COP26 is an important
demonstration of our commitment to being
part of the evolution of society. We left the
conference optimistic about the progress made
by each country in their commitments in this
area. Among the initiatives discussed at COP26
that I would like to highlight is the approval of
the regulated carbon market.
We know that our planted trees and the
preservation of native forests are part
of the solution to the climate crisis. In a
growing trend, our raw materials will replace
nonrenewable resources. To this end, we
will offer new products that, by design,
are developed considering performance,
competitiveness and sustainability throughout
the value chain. A good example of this in 2021
was the announcement of a joint venture with
Spinnova. Together, in our mill under construction
in Finland, we will produce sustainable fibers from
our planted and certified eucalyptus and the pulp
we already manufacture for use in paper—unlike
any other fiber currently used in the textile
industry. In addition to producing lower CO2
emissions and using less water, the production
process of this fiber does not use any fossil
materials that could generate microplastics.
We also understand that we have an important
challenge regarding our commitment to lift
200,000 people out of poverty in the areas
where we operate. In 2021, we made progress
in the pursuit of this target, but we know that
the pandemic has highlighted social inequalities
in Brazil, with a serious impact on communities.
To overcome this challenge, we are expanding
partnerships and further increasing our focus on
the social initiatives coordinated by Suzano. We
understand that this is our role.
It is extremely important to continue to invest in
the production of competitive raw materials and,
from there, in disruptive alternatives that can lead
us to a better future. In this context, the regulated
carbon market is also a key instrument for financing
the decarbonization of the global economy. And
our company, which has been increasingly vocal
on issues that impact the world, has actively
contributed to accelerating this process.
We believe that solutions to climate change, the
loss of biodiversity and other systemic challenges
of the 2030 Agenda cannot be reached by just one
company or a small group of organizations. The
response to the Sustainable Development Goals
(SDGs) involves more than 7 billion people. In other
words, this is not a competition agenda—it is an
agenda in which everyone wins, or everyone loses.
We are proud to belong to an industry that
positively impacts Brazil and the planet. But
there is more to be done by Suzano, as it
continues to fulfill its purpose of renewing
life inspired by trees. In 2020, we made a set
of public commitments, in line with the SDGs,
to be fulfilled by 2030. We will produce more
clean energy in our operations and advance our
efforts to reduce our carbon emissions (including
those indirectly linked to our activities). We will
continue to evolve on issues such as biodiversity
conservation, waste and water management
and, not least, diversity and inclusion, especially
with regard to women, Black people, LGBTQIAP+
and people with disabilities, since we must
give everyone the opportunity to have better
representation and rise within the company.
All these initiatives earned us 15th place in the
ranking of the top global companies recognized for
their sustainability commitments and practices,
according to the 25th GlobeScan / SustainAbility
Leaders Survey, conducted by GlobeScan and The
SustainAbility Institute by ERM.
We have many opportunities to be leaders in the
process of transforming society. For this to happen,
our daily behavior must reflect the changes we
want to see in the world. Like any company, we have
challenges. However, they will not be barriers to
our performance as a company that is committed
to the transformation of society. That is why,
to deliver the best results as a company, we are
committed to engaging other people, entities,
governments and companies in this transformation
agenda through innovation. This is what you will see
on the next pages of our 2021 Annual Report.
Walter Schalka
CEO of Suzano
6
Suzano’s 2021 Annual Report
Messages 7
Tereza Cristina Rodrigues Machado, Nursery assistant, Três Lagoas unit (state of Mato Grosso do Sul). Photo: Márcio Schimming.
This 2021 Annual Report presents
Suzano’s main financial, social,
environmental and corporate
governance highlights, as well as the
company’s initiatives to fight the COVID-19
pandemic and its effects, from January 1
to December 31, 2020.
The content of this document covers the
most relevant topics for the business
and our stakeholders, according to our
materiality assessment and our 15
Commitments to Renewing Life, which we
have publicly made and must fulfill by 2030,
in line with the Paris Agreement and the
Sustainable Development Goals (SDGs).
Topics that affect more than one
stakeholder group may appear in more
than one chapter, according to their
perspectives. There is no specific chapter
dedicated to investors. However, since
the topics of interest for this group are
also cross cutting, they are detailed, in
particular, in the chapter Suzano.
Seeking to reflect the best practices of
transparency to stakeholders, this report
is prepared in accordance with the standards
of the Global Reporting Initiative (GRI,
Core option) and follows the principles
of the International Integrated
Reporting Council (IIRC), which drive the
communication of value creation, with
focus and conciseness, and seek to ensure a
balance between the positive and negative
aspects of the issues reported.
In addition, this report is organized in line
with the Sustainable Development Goals
(SDGs)—17 global goals established by
the United Nations (UN) that are part
of the 2030 Agenda.
The Annual Report is part of an information
hub that also includes our Sustainability
Center (formerly known as the Indicators
Center). In it, we publish a comprehensive
set of indicators that are based on
frameworks of the Sustainability Accounting
Standards Board (SASB)1 for the Pulp and
Paper Products, Forestry Management,
1. SASB disclosure standards enable companies to identify, manage and communicate financially-material sustainability
information to investors in a standardized, comparable and specific way for each type of industry and sector, to facilitate
decision making.
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and Containers and Packaging industries, and the
Task Force on Climate-Related Financial Disclosures
(TCFD)2, and are inspired by the World Economic
Forum’s (WEF) Stakeholder Capitalism Metrics3.
In addition to the Annual Report in PDF,
we also have a strategic summary that
includes two infographics.
Throughout this document, you
will find links and “learn more”
features to give you access to
additional information included in
our Sustainability Center and other
websites and platforms, to enhance
your browsing experience and expand
your knowledge about Suzano.
2. TCFD is an initiative formally supported by the company that
addresses the availability and quality of financial information
related to climate change.
3. The Stakeholder Capitalism Metrics are a set of guidelines that
can be used by companies to align their financial reports with
environmental, social and governance (ESG) indicators.
1 Identification
Analysis of internal and external documents,
including relevant and benchmark studies and
surveys about the industry.
MATERIALITY
In accordance with the mandatory guidelines
established by the GRI and IIRC methodologies,
Suzano’s materiality is the intersection of topics
that are relevant to the business from the
perspective of our stakeholders and the analysis
of the impacts related to these topics. In 2021,
the materiality matrix was updated, according to
the following steps:
MATERIALITY MATRIX
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2,5
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1,5
1,0
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Climate
change
Water
Human
Rights
4
5
Biodiversity
2
3
Land
development
Innovability
8
7
6
Supplier
Management
Diversity,
Equity and
Inclusion
0,0
0,0
0,5
1,0
1,5
2,0
2,5
3,0
Internal perspective: significance of impacts and
strategy to the company
2 Prioritization
Interviews with five company leaders/executives
and external stakeholders and sectoral
studies to identify impacts on the industry
conducted by relevant organizations, such as
the Sustainability Accounting Standards Board
(SASB) and the Forest Stewardship Council
(FSC), in addition to documents from IFC,
WWF and TNC.
3 Analysis
In the analysis and weighting, the perceptions
of each stakeholder, as well as the topics
identified, received the weights recommended
by the methodology, producing a matrix with
internal and external perspectives.
4 Validation of results
Validation of the list of topics by the
Sustainability area and leaders, and
definition of level of detail and boundaries
established for each topic, according to
the methodological recommendation.
It is important to mention that the process
of updating Suzano’s materiality took into
account the most current concepts related to
dynamic materiality and double materiality.
Keep reading to learn about the list of material
topics for Suzano:
8
Suzano’s 2021 Annual Report
About the Annual Report
9
MATERIALITY
Highly relevant topic
Relevant topic
Topic of little or no relevance
Material topic
Why it is material (GRI 103-1)
Alignment with
commitments
Boundaries of the material topic and relevance
for the links of the value chain (GRI 103-1)
SDG
Climate
change
Suzano has a significant forest base. Together, native forests and eucalyptus plantations directly
contribute to the removal and storage of carbon dioxide (CO2) from the air, preservation of biodiversity
and regulation of the hydrological cycle, among other benefits. At the same time, the company has
industrial and logistics activities that are highly intensive in terms of greenhouse gas (GHG) emissions.
This places great responsibility on the company to mitigate and adapt to climate change, as it works with
governments, civil society and other private entities to address this challenge.
Be increasingly
climate positive
Emissions
Forestry
Industry
Supply of wood
and other inputs
Transport and
Logistics
Marketing and
Customers
Resale and
End Consumers
Biodiversity
In Brazil, eucalyptus plantations represent two thirds of all forests planted for silviculture. They have been
connected to the deforestation of the Atlantic Forest, a biodiversity hotspot, and also pose a risk to other
biomes, even though most companies no longer work with deforested areas. Other impacts on biodiversity
may include: loss of habitat; fragmentation of biomes by anthropic actions; scaring away and trampling the
fauna; changes in native vegetation; loss of individual flora species; microclimate and landscape alteration.
On the other hand, in addition to lumber production, forests provide valuable ecosystem services, including
carbon sequestration, wildlife habitat, water purification and storage, soil formation and recreational
opportunities. Protecting or enhancing ecosystem services within managed forests could mitigate
reputation, demand and operational risks related to the potential negative environmental impacts of
forestry.
Conservation
of Biodiversity
Water in the
Forest
Waste
Forestry
Industry
Supply of wood
and other inputs
Transport and
Logistics
Marketing and
Customers
Resale and
End Consumers
Land
development
Conflicts with communities, including both indigenous and traditional peoples, can affect a company’s
ability to operate in certain regions, result in regulatory action, and impact the brand. On the other hand,
companies can provide benefits to community stakeholders through employment opportunities, revenue
sharing and increased trade. Organizations can adopt various community engagement strategies to
manage the risks and opportunities associated with community rights and interests, such as maintaining
positive relationships with local stakeholders and accommodating the needs of communities.
Education
Mitigating the
issue of income
distribution
Forestry
Industry
Supply of wood
and other inputs
Transport and
Logistics
Marketing and
Customers
Resale and
End Consumers
Water
The manufacture of pulp and paper products is typically a water-intensive process, with consumption
during the processing of materials, process cooling, and steam generation in on-site power plants. Process
water typically contains dissolved organic compounds and other solids, underscoring the importance of its
treatment. Water availability is an important consideration for the industry, as shortages can result in higher
supply costs, supply interruptions or tension with local users. Scarcity can be even more critical when it comes
to forest areas, since it can reduce forest productivity or even create conflicts with neighboring communities.
Because of its productivity, eucalyptus converts a large amount of water resources into biomass in a relatively
short space of time, which can have a drastic and negative impact on neighboring freshwater sources,
including rivers, lakes and underground aquifers.
Water in
the Forest
Water in
Industry
Forestry
Industry
Supply of wood
and other inputs
Transport and
Logistics
Marketing and
Customers
Resale and
End Consumers
10 Suzano’s 2021 Annual Report
About the Annual Report 11
MATERIALITY
Highly relevant topic
Relevant topic
Topic of little or no relevance
Material topic
Why it is material (GRI 103-1)
Alignment with
commitments
Boundaries of the material topic and relevance
for the links of the value chain (GRI 103-1)
SDG
Human
Rights
Diversity,
Equity and
Inclusion
Supplier
Management
Innovability
Human rights are rights inherent to all human beings, regardless of their race, sex, nationality, ethnicity,
language, religion or any other status. Human rights include the right to life and liberty, freedom of opinion
and expression, the right to work and education, and others.
In the case of Suzano and forestry companies, which occupy large tracts of land with eucalyptus or pine
monoculture, the right of access to natural resources and land, especially of traditional communities or
communities that live off the land, can be violated. In addition, forced and/or compulsory labor and child
labor can still be found on eucalyptus plantations in Brazil, particularly in those where eucalyptus is used for
charcoal in the production of pig iron. By organizing work through subcontractors, companies can require
them to confirm no fault regarding working conditions, as well as carry out audits and certify their chain to
reduce risk.
Diversity and
Inclusion
Water in the
Forest
Water in
Industry
Forestry
Industry
Supply of wood
and other inputs
Transport and
Logistics
Marketing and
Customers
Resale and
End Consumers
For Suzano, diversity, equity and inclusion are not only a duty, but also a business strategy. In a diverse
and inclusive environment, employees are more involved, creative and collaborative, and the rates of
attraction and retention of new talent increase significantly. The topic must also be considered in all
company practices, including while dealing with local communities, managing its suppliers or developing
new products. Among the negative impacts of unproper management of this topic, we can include
operational costs, reputational risks and contribution to increased social inequality. On the positive side,
proper management of this topic can lead to gender and racial equality, and the inclusion of historically
excluded people. In the context of a country like Brazil, the fight against machismo, racism and various
forms of discrimination includes promoting and valuing these minorities in the workplace as well.
Diversity and
Inclusion
Forestry
Industry
Supply of wood
and other inputs
Transport and
Logistics
Marketing and
Customers
Resale and
End Consumers
The traceability of a product is an important feature to ensure that, if there is a quality problem, it is easily
traceable, enabling recall. For the forestry sector, having the assurance (by a certifier) that the forest from
which the raw material comes is being exploited in compliance with the law and correctly from an ecological,
social and economic standpoint, differentiates the product of similar ones and adds value. Among the impacts
of properly managing this topic, we can include brand protection; quality control; added value to the final
product; the production of forest products in a sustainable way; as well as the cascading of good practices
through the chain of custody. On the negative side, impacts may include operational costs and/or remediation
costs; non-compliance with legislation; loss of biodiversity; contamination of water resources and violations of
human rights.
Water in
the Forest
Water in
Industry
Waste
Continuous investment in technology and a culture of innovation that drives the development of
solutions for the biggest challenges that society faces (enabling the transition to the bioeconomy) are
central elements of this topic, in addition to adding greater competitive advantage. The addition of
sustainability to this topic reflects the ability of an organization to innovate in a sustainable way and
to leverage sustainability as a pathway for innovation, new business and differentiation. At Suzano,
innovability is directly linked to its ambition to be a regenerative company that wants productivity to be
part of its chain, from end to end; create a competitive advantage based on customer needs and new
ways of using and applying its inputs; and seeks new businesses, solutions and products from trees, for a
more renewable future.
Products from
Renewable
Sources
Energy
Forestry
Industry
Supply of wood
and other inputs
Transport and
Logistics
Marketing and
Customers
Resale and
End Consumers
Forestry
Industry
Supply of wood
and other inputs
Transport and
Logistics
Marketing and
Customers
Resale and
End Consumers
12 Suzano’s 2021 Annual Report
About the Annual Report 13
We believe
that this is an
ongoing process of
transparency and
accountability,
and we highly
value comments
and criticisms
about our report.
GRI 102-53
The reporting process is a
central element to ensure
transparency and also of
Suzano’s sustainability strategy.
Therefore, we encourage and
appreciate ideas, criticisms
and comments that can help
us improve it. Questions
or suggestions about our
report can be directed to
relatoriosuzano@suzano.com.br.
Generating and sharing value with the stakeholders that
are part of the ecosystem in which we operate is essential.
Therefore, the way the company impacts and is impacted
through its initiatives and relationships with the various
stakeholders, as well as its challenges and management
methods, is presented throughout its narrative.
The issue of innovability—which, for Suzano, means
having innovation work in the service of sustainability
and vice versa—and its relevance to the company are
addressed throughout this report. The main practical
examples of how the company has been applying this
concept are highlighted throughout the chapters in the
form of case studies.
Resources such as links and “learn more” options are used
to guide the readers and facilitate an integrated access
to information. In addition, the material topics and SDGs
related to the subjects detailed throughout the report
are indicated in each chapter. This document has been
submitted for the analysis of external readers, who were
invited by the company to express impartial opinions
on the quality and transparency of its content and
information. The document also underwent independent
external assurance, conducted by Bureau Veritas, whose
external validation is included at the end of the report.
To learn more, visit
www.suzano.com.br/en/r2021
or our Sustainability Center.
Perivaldo Soares Florentino,
Forestry supervisor, Imperatriz
unit (state of Maranhão).
Photo: Márcio Schimming.
14 Suzano’s 2021 Annual Report
About the Annual Report 15
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For us, innovation
only makes sense
if it is connected to
sustainability, a path
that the company
has been pursuing
for several years.
T rees are the very essence of Suzano. They
inspire our purpose of renewing life inspired
by trees and the 15 long-term goals the
company calls Commitments to Renewing Life –
made, also, as a way to address some of the main
challenges facing the world in the 21st century.
Suzano is a global leader in its industry. It
has an installed production capacity of 10.9
million tonnes of pulp per year, exports to more
than 100 countries and, through its products,
participates in the lives of more than 2 billion
people around the world. Given this magnitude,
it is natural for the company to assume a
leading role in the most relevant discussions
for society and the planet. And innovability
is an attribute for which Suzano wants to be
recognized, based on its main asset: its areas
of eucalyptus plantations and of native forests
set aside for conservation.
This concept is anchored in one of our
organization’s cultural pillars (“It is only good
for Suzano if it is good for the world”), a value
that has influenced all business decisions since
2019, when the company defined its Cultural
Drivers. Innovability is reflected not only in
the way the company develops projects and
processes, but in the governance established
to address this issue. Currently, the advisory
committees within Suzano’s Board of Directors
include a Sustainability and a Strategy &
Innovation committee. Together, the two bodies
establish convergent agendas, following the
principle of “and” rather than “or”. In other words,
through the activities of these groups and the
management of indicators of quantity, quality
and speed of transformation, the agendas of the
future are kept alive in the company’s everyday
activities, ensuring that short-term needs do not
prevent Suzano from thinking in the long term
and reaching its next evolutionary level.
Innovation is the “how” of our journey. We want
to be a company that exudes this attribute and is
focused not only on the co-creation of solutions
developed from planted trees, to support a low
carbon economy, but also on the way we work
with all our stakeholders—in social projects and
environmental issues, initiatives with suppliers
or in the way we access the financial market.
Today, this concept is at the core of every
Suzano initiative. Throughout the chapters
of this report, you will learn about dozens of
projects, of different scales and maturity levels,
that, for example, aim to leverage the potential
of eucalyptus to replace plastics and other
fossil-derived products, apply microfibrillated
cellulose technology in textile production or
contribute to the creation of a regulated carbon
market that can help countries address the
effects of climate change.
Currently, 70% of our Research and
Development portfolio is made up of short-
and medium-term projects—that is, projects
that will be implemented in up to five years.
We have the ambition to offer solutions that are
still under development, such as new applications
for lignin, nanocellulose, biocomposites and
bio-oil. Our mission is to make these applications
viable, through feasible processes. The remaining
30% of our portfolio requires five years or
more and the participation of other value
chains to be developed.
We remain firmly on the path of transformation,
although the company still has a long way to
go in partnership with startups, universities,
associations, research centers, customers,
governments and other companies in Brazil and
abroad. This is part of a strong effort to change
mindsets, promote collaboration and share
knowledge that will help us drive the evolution
we want to see at Suzano and in society, for the
sake of a better world.
16 Suzano’s 2021 Annual Report
16
Innovability 17
We participate in people’s lives
through various products made
from our planted eucalyptus
trees. We want more: we will
create new solutions to respond
to the needs of a low carbon
economy. Keep reading to learn
more about our activities.
GRI 102-1, 102-2
04
O
N
A
Z
U
S
Otávio Augusto de Andrade,
Forestry supervisor, Três Lagoas unit
(state of Mato Grosso do Sul).
Photo: Márcio Schimming.
BIOPOSSI
SIBILITIES
18 Suzano’s 2021 Annual Report
18 Suzano’s 2021 Annual Report
Suzano 19
Suzano 19
_OUR COMPANY
GRI 102-2
Marcos Rodrigues da Silva, Cutter assistant, Limeira unit (state of São Paulo). Photo: Fernando Cavalcanti.
Max Pure® toilet paper production line, Imperatriz unit (state of Maranhão). Photo: Márcio Schimming.
Suzano is currently the largest producer of
hardwood pulp in the world. The company
supplies the market with products from
renewable sources that serve as raw material for
products that are part of people’s daily lives, such as
printing and writing paper; sanitary papers, including
toilet paper, tissues and paper towels; packaging papers
for various segments; special papers; and many others.
Our fluff pulp, known as Eucafluff®, caters
to the segment of diapers, absorbent products
for incontinence, pet mats, sanitary pads and
hospital products.
In the paper and packaging, segment, in which the
company is one of the largest producers in Latin
America, we have four product lines: paperboard,
uncoated paper, coated paper and cut-size paper.
Our products, which are sold and distributed globally,
are used in common applications in the segments
of packaging, publishing, converting, promotional and
the direct use of A4 paper for printing and writing.
MAIN BRANDS IN THE PAPER AND PACKAGING SEGMENT
_ Paperboard: Supremo Alta Alvura,
TP White Plus and Super 6 Plus. With
regard to paperboard, in addition to the
regular sale of paper to printing facilities,
converters and distributors, we offer to
our customers the service of co-creating
new types of packaging, by evaluating raw
materials and/or design ideas together
with printing facilities and brand owners.
_ Uncoated paper: Pólen, Alta Alvura,
Reciclato, Paperfect and Prisma Bright
(domestic market only). The uncoated line
is also available to the packaging segment
through products that can be used to
form cardboard sheets and boxes.
_ Coated paper: Couché Suzano, Couché
Fit, Couché Design and Couché Press.
_ Cut size paper: the main brand sold
in the domestic market is Report.
The main brands sold abroad are
Artwork, Eclipse and One.
_Packaging paper (coated or uncoated):
Bluecup® family, Greenpack® (for flexible
packaging), Loop® (paper used for making
straws) and Greenbag®, which is made
exclusively of virgin eucalyptus fibers
and has tearing, ripping and roughness
properties that are ideal for the retail
bag segment.
In the consumer goods segment, Suzano offers
pulp-based products that meet hygiene, cleaning,
and family and home care needs.
MAIN BRANDS IN THE CONSUMER
GOODS SEGMENT:
_Toilet paper Mimmo®, Floral, La Vie Blanc® and
Max Pure®.
_ Wet wipes Mimmo®.
_ Paper towel and napkins Scala.
_ Diapers Maxx Baby.
To learn more about our products,
visit Suzano’s website.
20 Suzano’s 2021 Annual Report
Suzano 21
SUZANO IN NUMBERS – 2021
GRI 102-7
INSTALLED CAPACITY
1.4 million
tonnes of paper per year
10.9 million
tonnes of pulp per year
(includes Veracel’s production)
21
distribution
centers
3
ports
to export
pulp
10
fully
dedicated
ships
All
units
near the coast
or connected
by rail
7 research centers
• 5 in Brazil
• 1 in Canada
• 1 in Israel
5 international
offices
• Buenos Aires, Argentina
• Lustenau, Austria
• Shanghai, China
• Nyon, Switzerland
• Fort Lauderdale, USA
Paper sales volume
(including consumer goods)
1.3 million
tonnes
Renewable energy
contributed to the Brazilian
Electric System
1,500 GWh
(equivalent to the energy
consumed in Brazil in one day or
in Norway in five days)
Capex
R$6.3 billion
R$65 million+
in social investments
35,000
customers in the paper segment
Pulp sales volume
10.6 million
tonnes
Net revenue
R$41 billion
R$23.5 billion
Adjusted Ebitda
R$18.8 billion
in operating cash flow
GLOBAL PRESENCE
AND CERTIFICATIONS
GRI 102-4
International offices
USA and Europe (Austria
and Switzerland)
• ISO 9001:2015
• CoC FSC®1 and PEFC/Cerflor
FOREST BASE
PLANTS
OFFICES
PORTS
Imperatriz unit
• ISO 9001:2015
• ISO 14001:2015
• ISO 45001:2018
• CoC FSC®2 and PEFC/Cerflor
• SMETA
Stenfar
• ISO 9001:2015
• CoC FSC®3 and PEFC/Cerflor
Três Lagoas and
Jacareí units
• ISO 9001:2015
• ISO 14001:2015
• CoC FSC®2 and PEFC/Cerflor
• ISO/IEC 17025
• SMETA
Central Office
• ISO 9001:2015
• CoC FSC®2 and PEFC/Cerflor
Santos Port
• ISO 9001:2015
• ISO 14001:2015
• ISO 45001:2018
Mucuri unit
• ISO 9001:2015
• ISO 14001:2015
• ISO 45001:2018
• CoC FSC®2 and PEFC/Cerflor
• ISO/IEC 17025
• SMETA
Aracruz unit
• ISO 9001:2015
• ISO 14001:2015
• CoC FSC®2 and PEFC/Cerflor
• ISO/IEC 17025
• SMETA
Suzano, Rio Verde
and Limeira units
• ISO 9001:2015
• ISO 14001:2015
• ISO 45001:2018
• CoC FSC®2 and PEFC/Cerflor
• ISO/IEC 17025
• SMETA
22 Suzano’s 2021 Annual Report
1 CoC FSC – license code: FSC-C012430
2 CoC FSC – license code: FSC-C010014
3 Stenfar and Distribuitors Chain of custody license code: FSC-C003231
Suzano 23
INFOGRAPHIC – Value Creation Model
Following the international Integrated Reporting (IR) methodology, this infographic depicts the value
creation process of Suzano’s business through capitals (set of resources). In addition, it displays the
combined impact that production process, stakeholders and the business model itself can have on
society over time. This infographic also includes the company’s main highlights and results in 20211.
Inputs
Financial Capital
• Investment in the forest base; expansion
and maintenance of commercial
plantations and conservation areas
• Investments in manufacturing; expansion
and maintenance of units, purchase of
inputs, materials and services
• Investments in logistics, including chartering
ships, acquisitions and renovations of
terminals, more efficient vehicles, road
maintenance and construction
Intellectual Capital
Natural Capital
• Water, soil, native forests
and restored areas
• Biological controls
• Climate conditions, biodiversity
and natural cycles
Social investment
more than
R$65 million
Investment in Research
and Development
R$187 million
• Partnerships with academia
• Systems and platforms (information
and research centers
• Development of studies,
patents and cultivars
• Digital transformation
organization, knowledge management,
data control)
• Tacit knowledge
• Processes and procedures
Manufactured Capital
• Eucalyptus plantations
for wood production
• Offices
• Nurseries
• Industrial, research and
forestry equipment
• Logistical modes
• Distribution centers
Mills (11 + Veracel)
(joint operation between Suzano
and Stora Enso)
• Innovation and Research Centers
• Equity participation, focused on
the development of new pulp-based
businesses
Social and Relationship Capital
• Academia and startups
• Companies in general
• Shareholders
• Suppliers
• Associations/organized groups
• Governments
• Certifiers
• Customers
• Company employees
and contractors
• Community
• End consumers
• Media
• Investors and other financial
organizations
• NGOs
• Unions
• Civil society
Human Capital
Company
employees
16,679
Contracted
employees
20,375
1. With the exception of financial data, installed
capacity, total number of manufacturing units
and energy export data, the other indicators
in this infographic do not include information
on Veracel’s operations.
Outputs
Results achieve during the year and deliveries that
impact the creation of value by the company.
Natural Capital
35,100 hectares
of areas under restoration
• Approximately 1 million hectares of conserved
native forests and constant monitoring of
biodiversity, springs and water courses
• Production of 115 million natural enemies,
for biological pest control in approximately
150,000 hectares
• New lab for the production of natural enemies
in Três Lagoas
• Certification of ecosystem services provided
by the Neblinas Park
Results of our total
carbon balance
(emissions – removal)
-8.9 million tCO2e
Launch of a
Commitment
to Renewing
Life related to
biodiversity,
to be fulfilled
by 2030
Financial Capital
• Adjusted Ebitda: R$23.5 billion
• Capex: R$6.3 billion
• Operating cash generation: R$18.8 billion
• Participation in the Corporate Sustainability
Index (ISE), Carbon Efficient Index (ICO2)
and B3’s Great Place to Work.
• Other structured transactions
Issuance of two
Sustainability-Linked Bonds:
US$1.5 billion
raised in the market
Human Capital
Intellectual Capital
• Progress in Diversity, Equity and
Inclusion practices
• 19% improvement in safety indicators
• Organized initiatives to fight COVID-19
• Active participation of executives in COP26
• Collaboration of several areas to host
the first ESG Call
Social and Relationship Capital
More than 9,000 people
lifted out of poverty;
57.7% average income increase
• Development, income and education programs serving 37,000 people
and benefiting 385,000 people
• Creation of the Suzano Multidimensional Poverty Index (MPI)
• Advances in the Resilient Territories methodology
• Expansion of Suzano’s education program: 36 towns, 1,750 elementary
schools and 298,146 public school students
• Emergency call for proposals to mitigate the effects of the pandemic:
44 projects approved, R$1,165,000 invested and 2,951 people benefited
• 41,715 food baskets distributed to 36 entities and more than 50,000
people in 77 municipalities in nine states
• Supplier development programs, such as Semear
• Collaboration and support for the creation, advancement and access
to public policies
• Operational dialogue with communities, impacting 6,000 people
through 1,842 discussions in the municipalities where we operate
• Partnerships with 37 institutions, in countries
such as Australia, Brazil, Canada, Finland, Israel,
Italy, Sweden and USA
• One of the 15 companies in the GlobeScan-SustainAbility
Leadership Survey Ranking
• Products launched: Greenbag®, Greenpack®, Mimmo®
Three Ply, Mimmo® Wet Wipes
• Digital Transformation: 40+ open innovation initiatives
throughout Suzano’s production chain
• Investments in research and innovation in all areas
of the business
• 372 patents and patent applications; 57 cultivars
protected and approximately 322 new cultivars in
the process of being protected; 59 active partnership
agreements with universities and research centers
• Improvement of methodologies for quantification of
carbon removal and of forestry and industrial techniques
and processes
Manufactured Capital
CERRADO PROJECT
New unit with
capacity to produce
an additional
2.55 tonnes
of pulp per year
• Production of pulp, paper and
products such as toilet paper, paper
towels, napkins, etc.
• Improvements in equipment and
infrastructure
• Measures to fight the pandemic
together with governments, in
addition to partnerships with other
companies (R$24.9 million)
• Creation of Woodspin, a joint venture
with the startup Spinnova
24 Suzano’s 2021 Annual Report
Suzano 25
_STRATEGY
THE SUZANO OF THE FUTURE
Suzano’s strategic planning is a three-level process that considers our long-term vision, our ambitions and
our medium-term battles. At the first level, our vision considers a horizon of 10 to 15 years.
SUZANO’S
LONG-TERM
VISION
At this first level,
the drivers of
Suzano’s long-term
vision are:
1 Continue to be an industry
benchmark in efficiency,
profitability and
sustainability, from the
forests to the customers.
2 Be a transforming
agent in the
expansion of our
biomass into
new markets.
3 Be a benchmark in
sustainable and innovative
solutions for bioeconomy
and environmental services,
based on cultivated trees.
THE AMBITIONS
THAT TRANSLATE
THE AVENUES TO
BE PURSUED
Based on our integrated long-term
vision, the top leadership was
responsible for developing five key
ambitions that aim to guide Suzano’s
path in the coming years and constitute
the second level of our strategy. These
are the steps that will need to be taken
in the next five years to ensure the
company’s success. The ambitions that
translate the avenues to be pursued are:
MEDIUM-TERM
BATTLES
On the third level of our strategy
are the medium-term battles that
will support the achievement of
our ambitions and include specific
initiatives for each major avenue. This
map of initiatives was created through
a collaborative process involving
leaders and execution teams, to ensure
alignment between the company’s
strategy and its operations.
Be
best-in-class
in total
pulp cost.
Maintain
relevance in
pulp through
good projects.
Advance in the
value chain, while
maintaining a
competitive
advantage.
Be bold in
expanding
into new
markets.
Be a leader in
sustainability.
TO ACHIEVE OUR GOALS, WE HAVE A STRONG GOVERNANCE MODEL IN WHICH:
Part of the
targets that
make up
leadership
bonuses are
linked to
the battles.
Battle leaders
hold monthly
meetings to
assess status
and course
corrections,
if necessary.
The results of
the initiatives
are reported to
the Strategy
& Innovation
Committee on a
quarterly basis.
The progress
of each battle
is monitored
through specific
indicators.
Investments
and startup of
new projects
are analyzed at
annual check
points.
SUZANO’S STRATEGY IN CHINA
Suzano’s presence in China will change
significantly in the coming years. In 2021, the
company created a department to manage our
strategy, business, relationships and future in
the country, with the goal of ensuring a strong
presence for the company, as well as expanding
the offering of nature-based solutions and
connections with different stakeholders,
including academy, the government and
civil society, among other local players.
Currently, the Asian market accounts for
between 40% and 50% of Suzano’s revenue.
This includes China, the country with the
highest annual demand and consumption of
pulp. Therefore, there is an opportunity to
increase the share of hardwood fiber in this
market and also in the manufacturing processes
followed by our current customers, since some
of them use a mix of fibers in their paper
production that includes not only hardwood
pulp but also softwood pulp and recycled fiber.
Suzano positions itself as a platform that
offers multiple solutions to support China in
its transition to a low carbon economy. In this
sense, there are other business opportunities
with the introduction of new solutions by the
company that are not yet offered in the country,
such as microfibrillated cellulose, or MFC (which
can be used as an additive for special papers
and cosmetics), as well as the possibility to offer
energy products (through bio-oil produced
from planted forests) and carbon credits. China
currently faces a significant decarbonization
challenge—approximately 65% of the country’s
energy matrix is made up of fossil fuels.
26 Suzano’s 2021 Annual Report
Suzano 27
FROM 2030
TO 2025
GRI 103-1, 103-2
Understanding the urgency of developing
efficient measures to mitigate climate
change, we expanded the debate on this
issue at Suzano to explore what else we
could do, since we recognize that we are
part of the solution. One of the concrete
measures was to announce the acceleration,
from 2030 to 2025, of our commitment
to remove 40 million tonnes of carbon
from the atmosphere.
In addition, throughout the year, we
emphasized that, for Suzano, 2050 is now.
Therefore, we need to act in a meaningful
way and engage companies, industries and
governments to move forward with us in the
implementation of strong measures that can
ensure that the increase in global temperature
will not exceed 1.5 ºC. To learn more about
the 2050 Now initiative, click here.
We accelerated our
commitment to remove
40 million
tonnes of carbon
from the atmosphere,
from 2030 to 2025.
José do Carmo, farmer and resident of the Pedra Bonita settlement, participant in the Agroecological
Production project, Brasilândia (state of Mato Grosso do Sul). Photo: Márcio Schimming.
_ SUSTAINABILITY GOVERNANCE AND STRATEGY
GRI 102-10, 102-19, 102-20, 102-31
Sustainability is at the core of every initiative
Suzano implements and decision it makes.
Therefore, our long-term strategic vision
combines the competitiveness of our
business with sustainable development.
In 2021, Suzano advanced important
aspects of its sustainability governance.
The company expanded the discussions
of the Sustainability Committee, which
is linked to the Board of Directors,
coordinated by the Chairman of the
Board and has five independent members.
The group discussed trends, studies
and future market analyses, among other
topics, making this an increasingly strategic
space for discussion. The impacts of the
Cerrado project were also extensively
analyzed by the committee.
In addition, we created the Strategic Forum on
ESG Commitments and Indices, which happens
three times a year to monitor and discuss
performance, risks and opportunities related to
the Commitments to Renewing Life and to analyze
our progress regarding ESG indices. This forum
follows a cross-cutting approach, with people
from different levels, including members of the
Executive Committee, assuming responsibility for
all of the company’s sustainability efforts.
We also have Commitment Working Groups
(WGs) to manage our long-term goals.
Made up of employees from different
levels and areas, these groups monitor the
quantitative and qualitative indicators,
the main projects, advances and the
interconnection between the Commitments.
In 2021, the WGs met monthly. This governance
helps the company address sustainability in
a cross-cutting manner.
28 Suzano’s 2021 Annual Report
Suzano 29
COMMITMENTS TO RENEWING LIFE
Topic/SDG
Commitment
Performance in 2021
What we will do in 2022
Pillar: PLANET
TACKLE THE
CLIMATE
CRISIS
Remove 40 million
tonnes of
carbon from the
atmosphere
by 20251
In 2021, we reached an accumulated carbon balance (emissions minus removals)
of -24,096,570 tonnes of CO2e, thereby achieving 60.2% of our target. Considering
our scope 1, 2 and 3 emissions and the removals originating from our planted and
conserved forests, we reached a balance of 15,200,312 tonnes of CO2e removed from
the atmosphere in 2020 and 8,896,257 tonnes of CO2e in 20212. It is expected that
there will be a variation in our removal capacity over time, primarily due to dynamics
related to forest management and the volume of available wood.
Baseline:
0 (20202)
Progress against
the baseline:
60.2%
Status
advanced
progress
We will continue to expand our base of native and eucalyptus forests, while
working to ensure high forest productivity. In addition, Suzano will also work
to reduce the intensity of its scope 1, 2 and 3 emissions by reducing the
consumption of materials that generate greenhouse gases throughout our
operations.
We will continue to participate in a pilot project of the Greenhouse Gas
Protocol of a new guide on how companies account for and report their
emissions and removals from land use (Land Sector and Removals Guidance3),
in addition to following the evolution of other methodologies, such as Science
Based Target: Forest, Land and Agriculture (FLAG)4.
Reduce the
intensity of scope
1 and 2 greenhouse
gas emissions by
15% per tonne of
production by 2030
There was an increase in scope 1 and scope 2 emissions of 11.4% in 2021,
which leads to a 0.1995 tCO2e/t indicator. The increase in relation to 2020
was due to production increase, but also to an increase in the consumption of
fossil fuels in industrial operations, as a result of occasional problems in boilers
and a retrofit seeking a better use of biomass in the future and an increase in
mobile emissions due to the expansion of forestry operations. Also in Brazil,
we had an increase in the emission factor of the energy purchased from the
National Interconnected System (SIN in Portuguese acronym). However,
the indicator is still within the expected range.
Baseline:
0.2133 tCO2e/tonne (20155,6)
Progress against
the baseline:
43.06%
Status
progress as
expected
Motivated by the significant progress toward the target in recent years,
Suzano is reviewing its methodological bases to expand its ambition,
both related to its own emissions reduction and to that of the value
chain. In this sense, in 2021 we joined global initiatives and commitments that
support the decarbonization of the economy, such as the Science
Based Target Initiative (SBTi), Climate Action 100+ and Race to Zero.
Learn more in the chapter Planet of this report.
OFFER
RENEWABLE
PRODUCTS
Offer 10 million
tonnes of products
from renewable
sources that can
replace plastic
and other
petroleum-based
products, by 2030
In 2021, we offered approximately 32,000 tonnes of products from renewable
sources. This result was driven by high demand in the packaging market. We
advanced the Bluecup Bio® and Loop® lines, developed the Greenbag® and
Greenpack® papers, and a paper for cardboard liner and fluting medium. We started
selling lignin produced at the Limeira unit. In addition, we announced a joint venture
with Spinnova and the construction of a plant for the production of textile fiber
from microfibrillated cellulose.
Baseline:
0 (20197)
Progress against
the baseline:
0.3%
Status
progress as
expected
We will continue advancing the families of products already launched, such as
Bluecup® and Loop®, in addition to complementing our portfolio with products
that will be developed in the coming years. The construction of our plant in Finland,
in partnership with Spinnova, will enable the large-scale use of microfibrillated
cellulose (MFC) by the textile industry. We will continue to explore the potential
of lignin as an alternative to fossil-based inputs in high-performance industrial
applications. In addition, we will deepen our potential market analysis, studies and
strategic partnership negotiations for the commercialization of bio-oil, a renewable
fuel produced from eucalyptus.
1. The deadline was brought forward from 2030 to 2025 in the understanding that this is an emergency. Learn more in the chapter Suzano.
2. Suzano has removed carbon from the atmosphere in previous years, but for the purpose of this target, removals will be counted from 2020 onwards.
3. Source: https://ghgprotocol.org/land-sector-and-removals-guidance
4. Source: https://sciencebasedtargets.org/sectors/forest-land-and-agriculture
5. The 2021 Greenhouse Gas Inventory was externally verified by an independent third party, according to the standards of NBR ISO 14064
and the Brazilian GHG Protocol Program.
6. All the information necessary to set the target was extracted from the greenhouse gas inventories of the former companies Suzano
Papel e Celulose and Fibria.
7. The scope of this target includes the accumulated sales of products from renewable sources from 2020 through 2030. This does not
mean that Suzano had not offered products from renewable sources before 2020. It just means that, for the purpose of this target,
we started to calculate and account for our product offering in 2020.
30 Suzano’s 2021 Annual Report
Suzano 31
COMMITMENTS TO RENEWING LIFE
Topic/SDG
Commitment
Performance in 2021
What we will do in 2022
Pillar: PLANET
PROTECT
OUR WATER
Increase water
availability in all
critical watersheds8
in the areas where
Suzano operates
by 2030
In 2021, we implemented management recommendations in 6,492 hectares of critical
watershed areas, progress of 7.3% toward our target. We made significant advances in
the demobilization of some areas and incorporated management parameters for the
implementation of age mosaics and the expansion of forest cycles into our forestry
plan. In addition, we expanded our studies to measure forest water use through
medium- and high-resolution satellites to determine the amount of water available in
critical hydrographic basins.
Baseline:
0 (2020)
Progress against
the baseline:
7.3%
Status
progress as
expected
We will continue to implement the management recommendations in areas
within critical hydrographic basins. In addition, we will continue to work to
improve water measurement techniques based on remote sensing data and
hydrological modeling.
Reduce water
withdrawal
for industrial
operations by 15%
by 2030
In 2021, Suzano’s total water withdrawal was comparable to the volume withdrawn in
the previous year. In addition, the new Cachoeiro do Itapemirim unit started operating.
As a result of a 6.9% increase in production volume, an improvement in water use
management and the implementation of projects in the Imperatriz and Aracruz
industrial units, we achieved an accumulated reduction of 11.7%. During the year, we
reached 26.3 m3/tonne. In 2021, the water withdrawal reduction targets were linked to
the variable compensation of executive directors and direct leaders.
Baseline:
29.8 m³/tonne (20189)
Status
Progress against
the baseline:
77.8%
advanced
progress
We will conduct engineering studies to implement the best available
technologies in industrial units where we still have opportunities for
improvement. Based on these studies, we will develop a plan to implement the
technological solutions that prove to be viable through 2030.
In 2021, we sent 20.8 kg of waste per tonne produced to specific landfills, as
a result of the implementation of waste treatment projects and an increase in
production volume.
REDUCE
WASTE
Reduce the volume
of industrial solid
waste sent to
landfill by 70%
by 2030
The Limeira, Jacareí and Rio Verde units did not send any waste to landfills,
since they have alternatives for waste treatment and for the sale of products to
other industries. The new waste treatment center at the Imperatriz unit started
operating in the first quarter of 2021. In September, at the Mucuri unit, we
started a pilot project with another company to compost 54% of the waste that
used to be sent to landfills.
The VINO (Sale of Non-Operating Items) area celebrated an 84% increase in the
sale of products from pulp and paper manufacturing.
Baseline:
44.3 kg/tonne10 (201811)
Progress against
the baseline:
75.8%
Status
advanced
progress
We will carry out technical and economic feasibility studies for the
implementation of soil corrector facilities within the Mucuri and Aracruz units
and we will continue to develop studies with representatives from different
areas of the business to pursue alternatives for the disposal of
our waste, including the use of products for the production of concrete,
cement and agricultural products.
8. Watersheds that are considered critical are subject to water unavailability due to natural characteristics (such as climate and soil type)
10. The target KPI is measured by dividing the volume, in kilograms (kg), of industrial solid waste sent to company and/or
and type of land use (such as pastures, agricultural crops, etc.). Suzano is focusing on hydrographic basins that are significantly occupied
by the company (equal to or greater than 30%), to ensure that forest management practices can have an effect and produce the best
results to reverse the criticality of these basins and consequent water unavailability.
9. At the time this target was set, in 2019, we still did not have data for the entire year. Therefore, we used data from 2018 to establish the
target and set a 12-year cycle for its achievement.
third-party landfills by the production of pulp and paper, in tonnes.
11. At the time this target was set, in 2019, we still did not have data for the entire year. Therefore, we used data from 2018
to establish this target and set a 12-year cycle for its achievement.
32 Suzano’s 2021 Annual Report
Suzano 33
COMMITMENTS TO RENEWING LIFE
Topic/SDG
Commitment
Performance in 2021
What we will do in 2022
Pillar: PLANET
GENERATE
CLEAN
ENERGY
Increase renewable
energy exports
by 50% by 2030
In 2021, we used data science to determine the optimal point of steam
generation and distribution, with a focus on the energy efficiency of
turbogenerator turbines. On the other hand, we were impacted by the shutdown
of one of the turbogenerators at the Imperatriz unit in the first half of the
year, which significantly affected the total volume of energy exports. The
turbogenerator operation was stabilized in early 2022. Despite that, we exported
189 MWm of renewable energy.
Baseline:
214 MWm (201812)
Progress against
the baseline:
0%
Status
progress
below
expected
We will continue to work on the development of projects aimed at increasing
the availability of steam for energy generation, including improving the
performance of our turbines and optimizing thermal consumption, in
addition to promoting initiatives to reduce energy consumption. We will
also implement modernization projects in some of our industrial units, both
to optimize energy consumption and to increase the amount of energy
generated.
CONSERVE
BIODIVERSITY
Connect, through
ecological corridors,
500,000 hectares
of Cerrado, Atlantic
Forest and
Amazon fragments
by 2030
In 2021, we focused on establishing a governance model to enable structured and
transparent execution. We collected information to feed our georeferenced database,
to understand the characteristics of the regions within the ecological corridors and
determine the main variables to guide the development of action plans. We created
metrics to determine priority conservation areas to be connected, considering the
best paths and the optimization of resources in the creation of corridors that will
support the improvement of biodiversity in these regions. We redesigned the paths
of the corridors, seeking the most effective routes to increase the connectivity of the
fragments. The process also included interviews with rural landowners in the areas
through which the corridors will pass, to devise effective engagement strategies.
In addition, we mapped the institutions and leaders of these locations to identify
ongoing restoration and sustainable development initiatives, to strengthen the
relationship with these stakeholders and identify opportunities for synergy in the
development of social and environmental activities.
12. The choice of 2018 as the base year is due to the fact that there were no significant variations in production in our industrial units during
that year. As a result, the set amount properly represents the company’s current energy export potential. To ensure transparency and align
procedures, we also adjusted the target’s baseline and 2019 results to reflect export data from Veracel, a joint venture between Suzano and
Stora Enso, in which each company holds a 50% stake.
Baseline:
in study
Our goal is to prepare executive projects for the corridors, seek partners and
funders, engage stakeholders within the areas where they are located, initiate
management activities along the corridors and monitor human pressures and
the risk of forest fires in these locations.
34 Suzano’s 2021 Annual Report
Suzano 35
COMMITMENTS TO RENEWING LIFE
Topic/SDG
Commitment
Performance in 2021
What we will do in 2022
Pillar: PEOPLE
REDUCE
POVERTY
Lift 200,000 people
out of poverty13
in the areas
where we operate
by 2030
Despite the challenges created by the pandemic, we were able to expand our
initiatives to create work, income and social engagement, helping to lift an additional
9,007 people out of poverty and positively impacting 21,075 people who benefited
from the income generation programs. These results were primarily driven by the
strengthening of social organizations to facilitate the commercialization of products,
institutional support from Suzano to access benefits from different public policies
and increased agricultural productivity.
SUPPORT
EDUCATION
Increase the
Basic Education
Development Index
(IDEB, for its initials
in Portuguese)
in all priority
towns by 40%
by 2030
We implemented the Suzano Education Program (PSE, for its initials in Portuguese)
in 27 of the 31 towns identified as our priority within the scope of the
commitment, set the target’s baseline based on the IDEB scores from 2019 and
performed the first annual evaluation of the program to measure the success of
the initiatives implemented.
The IDEB is calculated every two years; the Basic Education Assessment System
(SAEB, for its initials in Portuguese) test was administered at the end of 2021.
Therefore, we are waiting for the results to be announced to measure our progress
toward our target.
PROMOTE
DIVERSITY,
EQUITY AND
INCLUSION
Ensure 100%
accessibility16
for people with
disabilities by 2025
In 2021, we advanced the renovation schedule for adaptations that had been
identified in the previous measurement, resulting in an improvement of 14.7
percentage points and an environment 52.9% accessible. One of the highlights was
the construction project carried out in our administrative offices to create a single
complex that follows the open office concept, with no division of sectors and/or
areas, to promote inclusion and synergy between areas and processes.
Ensure a
100% inclusive
environment
for people with
disabilities
by 2025
We improved the perception of an inclusive environment for people with disabilities,
reaching 93%. This result was achieved through the implementation of strategic
initiatives planned to address the findings of the previous year’s survey: mapping
of 1,000 talents, training of 78 people through our operational training programs,
launch of a governance process to ensure the replacement of people with disabilities,
and facilitation of a series of events to raise awareness, engage and celebrate the
potential and qualities of bodies of all types.
Baseline:
0 (jan/202014)
Progress against
the baseline:
5.7%15
Baseline:
4.7 (2019)
Progress against
the baseline:
0%
Baseline:
38.2% (2020)17
Progress against
the baseline:
23.8%
Baseline:
91.8% (2020)
Progress against
the baseline:
14.6%
Status
progress as
expected
We will continue to work to keep these people above the poverty line by
strengthening our institutional commitment and income generation programs.
Our goal is to increase the number of people benefited by these programs by
50% and to facilitate initiatives in partnership with strategic players in the
areas where we operate.
Status
ND
We will continue to implement the methodology of the Suzano Education
Program in the towns that are considered our priority, working on strategies
to improve student learning and social participation and to strengthen
arrangements for the development of education and completion of
training for teachers.
Status
progress as
expected
Status
progress
below
expected
We will perform analyzes based on the data collected in 2021 to create and
monitor action plans, considering the characteristics and priorities of each
unit. We will work on interventions and/or necessary renovations in the
common areas of our sites.
We will continue to invest to raise awareness, improve literacy, and develop
and attract talent. Our efforts will be concentrated on work streams
supported not only by the leadership of the group focused on this issue,
but also by ambassadors from different locations, and our decisions will be
centered on the experiences of people with disabilities at Suzano.
13. We use the international poverty line of US$5.50 per day or R$475 per month of per capita income (2020), set by the World Bank and
ratified by the IBGE.
14. To ensure more transparency and align our procedures, we set the period of our target to 2020 through 2030 . This does not mean
that Suzano had not lifted people out of poverty before 2020. It just means that, for the purpose of this target, the impact on poverty
reduction will be measured starting in 2020 (year when the target was established), to ensure that the results will be evaluated and
monitored more effectively.
15. The number was 2,285 in 2020 and 9,007 in 2021. Therefore, we are reporting the accumulated total (11,292 people).
16. We use the normative standard NBR 9050, from the Brazilian Association of Technical Norms (ABNT, for its initials in
Portuguese), a regulatory standard that defines accessibility parameters that must be considered in buildings, with the
definition of specific technical criteria for areas of circulation, ingress/egress, door width, height of cabinets, furniture,
signage, floor types, and others, as well as a clear definition of the scope of common or restricted areas.
17. Correction of the figure reported in 2020. Instead of 38.4%, we had 38.2% accessibility for people with disabilities.
36 Suzano’s 2021 Annual Report
Suzano 37
COMMITMENTS TO RENEWING LIFE
Topic/SDG
Commitment
Performance in 2021
What we will do in 2022
Pillar: PEOPLE
Ensure a
100% inclusive
environment for
LGBTQIAP+ people
by 2025
In 2021, we improved the perception of an inclusive environment for LGBTQIAP+
people, reaching 93.6%—a 1.2 percentage-point increase compared to the previous
year. This result was achieved through the implementation of strategic initiatives
planned to address the findings of the previous year’s survey: education and
awareness about the issue, active listening, and embracement and engagement in
the company’s units, in addition to an increase in the hiring of LGBTQIAP+ people
through our entryway programs.
Baseline:
92.4% (2020)
Progress against
the baseline:
15.8%
Status
progress
below
expected
We will invest in initiatives that provide better experiences for self-declared
LGBTQIAP+ people. To do that, we will use the findings of the most recent
survey to identify the areas where we need to improve and create working
groups to address them.
PROMOTE
DIVERSITY,
EQUITY AND
INCLUSION
Have 30% of
leadership positions
(functional
managers and
above) occupied
by women
by 2025
We had 22.5% of our leadership positions occupied by women, an increase of 3.4
percentage points in relation to the previous year. This result was primarily driven by
our career acceleration and mentoring programs for women and the definition of a
more diverse shortlist for selection processes, leading to a higher number of women
hired. The shortlist must include 50% of female and/or Black candidates.
Baseline:
15.8% (2019)18
Progress against
the baseline:
47.2%
Status
advanced
progress
We will launch the ELOS D+ program to accelerate women’s careers and
enhance our initiative to increase the number of resumes from women in our
talent pool. We will also continue to work on our target related women in the
shortlist for internal and external selection processes for leadership positions.
To support the development of future leaders, we want to increase the
number of female employees in general and of women in
entry-level leadership positions.
Have 30% of
leadership positions
(functional
managers and
above) occupied
by Black people
by 2025
In 2021, we had 19.7% of our leadership positions occupied by Black people,
an increase of 1.4 percentage points compared to the previous year. This result was
primarily driven by career acceleration and mentoring programs for Black people
and the definition of a more diverse shortlist for selection processes, leading to a
higher number of Black people hired. The shortlist must include
50% of female and/or Black candidates. In addition, the entire leadership team has
variable compensation targets linked to this commitment.
Baseline:
18.7% (2019)19
Progress against
the baseline:
8.8%
Status
progress as
expected
We will launch the ELOS D+ program to accelerate the career of Black people
and enhance our initiative to increase the number of resumes
from Black people in our talent pool. We will also continue to work on our
target related to Black people in the shortlist for internal and external
selection processes for leadership positions. To support the development
of future leaders, we want to increase the number of Black people in entry-
level leadership positions.
18. In our 2020 Annual Report, we had rounded up the percentage to 16%. Starting from this report, our results will include one
decimal place.
19. To increase transparency and to properly address the initiatives related to race/ethnicity at Suzano, we chose not to include our
international offices in this target. Therefore, the target’s baseline became 18.7% of leadership positions in Brazil occupied by
Black people, in December 2019.
38 Suzano’s 2021 Annual Report
Suzano 39
_CORPORATE GOVERNANCE
GRI 102-18, 102-22, 102-23
Advances in our governance structure reflect
the evolution of the business itself and are
crucial for a company that seeks to lead highly
important movements for the industry, society
and the world. In 2021, our Board of Directors
was supported by the Supervisory Board, the
Executive Committee and six other advisory
committees, including the Sustainability and
Strategy & Innovation Committees.
The Board is frequently evaluated and has the
support of Suzano’s Executive Committee,
which shares responsibilities on social and
environmental issues that are relevant to
the business. All members of the Executive
Committee have at least one sustainability
goal linked to their variable compensation
(representing at least 10% of their short-term
variable compensation).
In 2021, the Board of Directors had ten members,
including seven independent directors, as listed below:
_Ana Paula Pessoa (board member)
_Claudio Thomaz Lobo Sonder (vice-chairman)
_Daniel Feffer (vice-chairman)
_David Feffer (chairman)
_Helio Lima Magalhães (board member)
_ Maria Priscila Rodini Vansetti Machado (board
member)
_Nildemar Secches (board member)
_Paulo Rogerio Caffarelli (board member)
_Rodrigo Calvo Galindo (board member)
_Rodrigo Kede de Freitas Lima (board member)
Aracruz unit (state of Espírito Santo). Photo: Márcio Schimming.
CORPORATE GOVERNANCE
Corporate
Areas
Sustainability
Technology and
Innovation
New Businesses
Other areas
Board
CEO
70% of independent
members
20% in gender
diversity
Until April 2022 we had this composition.
An Ordinary General Meeting took place in
April 25, 2022, after the conclusion of this Report
FORESTRY
PULP
PAPER AND
PACKAGING
CONSUMER
GOODS
Business
Units
Support committees:
Statutory Audit Committee
Management and Finance Committee
Strategy and Innovation Committee
Sustainability Committee*
Human Resources Committee
Compensation Committee
Eligibility Committee
*Members of the Sustainability Committee, linked to the Board of Directors:
Clarissa Lins, Fabio Barbosa, Haakon Lorentzen, Priscila Vansetti, Ronaldo Iabrudi,
Philippe Joubert, David Feffer (coordinator) and Daniel Feffer
SUZB
B3 LISTED NM
Listed on Novo Mercado, B3's highest Corporate Governance
segment, and NYSE's ADR program
SUZ
LISTED
NYSE
To read the profile and learn about the
experience of each board member, visit our
Investor Relations website.
The ethical, honest and transparent performance
of our governance bodies is also supported
by consistent policies and established risk
management practices, which enabled Suzano to
advance even in one of the most challenging years
in world history, marked by the economic and social
challenges created by the pandemic. Whenever
necessary, company policies are revised. In 2021,
Suzano’s Anti-Corruption Policy was updated.
Visit our Investor Relations
website to learn more about
the composition of Suzano’s
governance bodies and their
functions. In the Sustainability
Center, you can also find
information about how we
manage conflict of interest, how
we compensate and evaluate
the performance of our board
members, and more.
40 Suzano’s 2021 Annual Report
Suzano 41
_RISK MANAGEMENT
GRI 102-30
INFORMATION SECURITY
At Suzano, the Risk area works to ensure that
all events with the potential to have a negative
impact on its performance and business strategy
are properly mapped, classified and monitored,
according to established methodologies and
governance. This process includes three main
lines of action: integrated risk management,
compliance and ombudsman.
We have an Integrated Risk Management Policy,
that applies to all areas.
The analysis of risks considers the following
impact parameters: financial, health and safety,
environmental, social, cultural, image and
reputation, organizational climate and legal,
according to levels of probability (very likely,
probable, possible and remote).
Periodically, the Risk area conducts an
enterprise risk management (ERM) process,
which, through workshops and interviews with
the main executives, reassesses the company’s
main risks and the opportunity to map new
ones. Those classified as priorities according to
the methodology are periodically reported to
the Executive Committee, the Statutory Audit
Committee and the Board of Directors, ensuring
proper supervision.
It is worth noting that, in 2021, the Executive
Board and the members of the Board of
Directors were trained in risk management
and crisis management. The company also
trained key employees who work directly
in the management of risks and crises in
our locations.
Paper Machine 1, Limeira unit (state of São Paulo). Photo: Fernando Cavalcanti.
Suzano values information security, especially considering the exponential
increase in cyberattacks, one of the main global risks highlighted by the World
Economic Forum. In 2021, the company restructured the Information Security
area. Its mission is to mitigate and prevent vulnerabilities to ensure cyber
security and the protection of assets, especially information and personal data,
providing confidentiality, integrity, availability, authenticity and legality, to
reduce the risks that may impact the business.
_ ETHICAL CONDUCT
AND MANAGEMENT
The company has a Code of Conduct, an
Ombudsman Policy, a Disciplinary Measures
Policy and Rules for the Conduct Committee,
which are all instruments to guide the ethical
management of the business and establish
the guidelines of the company’s governance
process. These documents address compliance
with legal and regulatory provisions that apply
to each area and the Ombudsman Channel, and
the appropriate regulations, including specific
procedures and confidentiality.
_CODE OF CONDUCT
Our Code of Conduct includes the six ethical
principles that guide our everyday behaviors,
focusing on the quality of our relationships, products
and services. We are committed to transparency,
equity, accountability and corporate responsibility,
as well as to ensuring human rights within our
operations.
The Code of Conduct and mandatory training on it
were updated in 2021, according to our bylaws. The
revised document, available in English, Mandarin,
Portuguese and Spanish, establishes guidelines and
principles related to the General Data Protection
Law, medical and health measures in times of
epidemics and pandemics, integrity, equality and
relationships with suppliers. In addition, it includes
new information on sustainability and harassment,
among other issues. Learn more by visiting our
Sustainability Center.
In 2021, seeking to evolve our corporate governance practices and based on our
Code of Conduct, Suzano launched a specific Supplier Code of Conduct, due to the
specific characteristics of their participation in the company’s ecosystem. Learn more
in the Suppliers chapter or by clicking here.
42 Suzano’s 2021 Annual Report
Suzano 43
_COMPLIANCE
As part of our best practices in corporate
governance, our compliance initiatives form
the basis that ensures ethics, integrity and
transparency in all Suzano’s businesses and in
its relationships with stakeholders.
We have a Compliance program that is based
on best practices in the market, supported
by our senior management and implemented
according to the pillars of prevention,
detection and response. In addition, we have
an Anti-Corruption Policy, that applies to all
employees.
Throughout the year, we carried out virtual
communication and periodic training activities
for employees. In 2021, we leveraged our
initiatives by launching the Compliance
program, hosting Integrity Week, promoting
a communication campaign (“thumbs up,
thumbs down”), and reviewing the Anti-
Corruption Policy, which was previously
approved by the Board of Directors.
In addition, a multidisciplinary team
with experience in internal controls,
risk management and compliance has
been allocated to work exclusively in the
identification, treatment and mitigation of the
risks involved in the planning and execution of
the Cerrado project, ensuring the promotion
and implementation of our best practices.
To learn about all standards in
the area of Compliance, visit our
Sustainability Center.
_INTEGRITY
Suzano manages the fight against corruption
through the development and implementation
of initiatives that are part of its Compliance
program. The internal documents that
address this issue are: Code of Conduct;
Anti-Corruption Policy; Social and
Environmental Investments and Donations
Policy*; Manual for Engagement with Public
Officials; and Background Check Policy. These
documents formalize the anti-corruption
guidelines that must be followed by all
employees in their daily activities, as well as in
our relationships with business partners.
The Social and Environmental Investments
and Donations Policy establishes the flow that
must be followed and the levels of approval
for donations, sponsorships and cooperation
agreements. The policy also describes the roles
and responsibilities of the areas involved in the
requests, which must be evaluated and opined
on by the Compliance area.
Corruption risk management follows the
corporate approach described in the Risk
Management section (page 42).
*Available only in Portuguese
Risks are
evaluated and
prioritized
according to
their likelihood
and impact.
All Compliance
communications are sent
100%
of employees,
including leaders.
Imperatriz unit (state of Maranhão).
Photo: Márcio Schimming.
Anti-corruption training is mandatory for all
employees and must be completed within 30 days
of admission.
The content is renewed every two years and
complemented by specific and customized topics
for sensitive areas, that is, those that are exposed
to greater risk of corruption in their relationships.
In addition, we implemented improvements in the
process of conducting background checks of our
business partners. This includes the formalization
of risk metrics to measure contracting risks,
the standardization of recommendations and
enhanced integration between support areas and
applicants to enable the company to make more
informed decisions.
Visit our Sustainability Center to
learn about all Suzano’s indicators
in the area of anti-corruption.
44 Suzano’s 2021 Annual Report
Suzano 45
_OMBUDSMAN
GRI 102-17
Confidential and independent, the Ombudsman
Channel is available to internal and external
stakeholders to answer questions and for
submitting concerns and complaints. In 2021,
1,079 complaints were filled and addressed,
and 1,039 were resolved.
Of the 1,079 complaints received by the
Ombudsman Channel, after proper analysis
and investigation by the responsible parties,
approximately 56% were considered valid. As a
result, 528 corrective measures and disciplinary
measures were applied, including process
improvements/creation of control mechanisms,
feedback, guidance and monitoring, just cause
terminations, terminations without cause, written
and verbal warnings, replacement of contractors
and terminations of service contracts. The answers
to all complaints made to our external Ombudsman
Channel can be accessed through a tracking number
that is issued when a complaint is filed.
1,079
complaints were filed and
addressed, and
1,039
were resolved in 2021.
Rômulo Leonardo da Silva, Forest Maintenance supervisor, Três Lagoas unit
(state of Mato Grosso do Sul). Photo: Márcio Schimming.
The complaints are filed through a contracted and
independent company to ensure anonymity, if that
is requested by the person filing the complaint.
The reports are investigated independently and
impartially, by the appropriate areas and people,
who confirm the veracity of the complaints and
decide on the necessary measures. Suzano does not
tolerate any form of retaliation against people who
file complaints through the Ombudsman Channel,
which is available in Brazil and in all other regions
of the world where we have offices. This process
is audited by an external and independent auditor.
Learn more by reading our Internal Audit Policy.
Reports can be filed in four different languages, 24
hours a day, seven days a week, by telephone, e-mail
or through a website. Click here to learn more.
To learn more about
the grievances and the
actions taken, visit our
Sustainability Center.
Learn about all indicators
in this area by visiting our
Sustainability Center.
_STANDARDS
OMBUDSMAN
GRI 102-17
Complaints/demands received and addressed by the
Ombudsperson Channel¹
Overall number of complaints/demands identified
Number of complaints/demands that were addressed
Number of complaints/demands resolved
Number of pending complaints/requests
Number of complaints/demands registered before the period resolved
within the year
2019
2020
671
671
631
40
63
912
912
870
42
40
2021
1.079
1.079
1.039
40
42
1. The main complaints refer to inappropriate behavior by a manager, fraud, inappropriate behavior by a colleague, physical conditions of the workplace, remuneration,
working hours, benefits, labor issues, deviation from function, selection process/admission/disconnection, inappropriate treatment of a service provider, lack
of payment, career/promotion, health and safety, and information security. Of the 1,079 complaints received by the Ombudsperson Channel, after due analysis
and verification by the eligible professionals, 528 disciplinary measures were applied, including: process improvement/control creation, feedback, guidance and
monitoring, dismissal with just cause, dismissal without just cause, written and verbal warning, replacement of outsourced employee and termination of service
provider contract. All complaints are answered by the external Ombudsperson channel and the complainant gets his or her answer through his or her protocol
number issued when the complaint was created.
ANTI-CORRUPTION
Corruption cases1
205-1
Total number of confirmed corruption cases
Total number of confirmed cases in which employees were fired or
disciplinary measures were taken on account of corruption
Total number of confirmed cases in which contracts with business
partners were terminated or not renewed on account of corruption-
related violations
20192
2020
2021
29
22
3
15
10
3
15
8
4
1. Suzano did not report any cases of public corruption in 2021, and the 15 reported allegations concern private corruption, encompassing the following topics:
misappropriation, conflict of interest, manipulation of information, bribery and leakage of information. We further state that none of the cases has had a material
impact on the Company's financial statements and information.
2. The 2019 data were reviewed as complaints that were still in the process of investigation within the period were included.
Percentage of employees trained on anti-corruption policies
and procedures, by functional category¹
GRI 205-2
2019
2020
2021
Administrative
Advisor
Consultant
Coordinator
Director
Executive director
Specialist
Executive manager
Functional manager
Operational
Supervisor
Overall
89%
100%
93%
88%
53%
75%
89%
85%
83%
79%
89%
83%
96%
70%
98%
97%
88%
91%
100%
98%
97%
84%
95%
88%
91%
0%
94%
93%
82%
75%
95%
96%
93%
84%
91%
87%
1. The indicator does not include employees on leave during the referred period, those hired less than a month beforehand, apprentices and Formare students, which
accounts for the divergence in the total number of employees indicators. Advisors do not have access to the Workplace and do not receive internal notices, thus no
notices were sent during the period.
46 Suzano’s 2021 Annual Report
Suzano 47
Eucalyptus plantations and native forests in the interior of São Paulo state. Photo: Sergio Zacchi.
_SUSTAINABLE FINANCE
Suzano is one of the world’s largest issuers
of sustainability-linked bonds (SLBs), which
are financial instruments that link the cost of
funds raised from investors to the fulfillment
of sustainability commitments. In 2020, the
company issued its first bond based on the
SLB Principles, becoming the second company
in the world and the first in the Americas
to issue a bond of this kind. In 2021, Suzano
issued two additional sustainability-linked
bonds that, for the first time, were linked
to something other than an environmental
or social target: a diversity, equity and
inclusion target.
The two targets set by Suzano for the bond
issued in June were a 12.4% reduction in the
volume of water withdrawn for industrial
operations, from 29.8 m³/tonne in 2018 to
26.1 m³/tonne by 2026, and an increase in the
percentage of women in leadership positions
(manager and above), from 16% in 2019 to
30% by 2025. Both targets are in line with our
Commitments to Renewing Life.
This US$1 billion bond, maturing in 2032,
has a 3.28% yield and a 3.125% coupon per
annum, and marked the first time a Latin
American company linked a diversity and
inclusion target to a SLB.
In September 2021, the company issued
another SLB linked to the same commitments
and maturing in 2028. The funding attracted
a total demand of US$3.4 billion, or 6.8 times
the size of the transaction, completed with
the issuance of US$500 million in international
bonds. The bond issued will have a 2.5% coupon
per annum. The total return to investors, of
2.7% per year, is the lowest rate in history for
a bond with a seven-year term issued by a
Brazilian company.
This bond is structured such that if the
company fails to reach the proposed
targets, the interest rate for the
remuneration of investors will be increased
by 12.5 basis points for each target
not reached by the deadline, up to an
additional 25 basis points.
In addition to the SLBs, in February 2021
Suzano signed an export prepayment
agreement in the form of a Sustainability
Linked-Loan (SLL) in the amount of
US$1.57 billion, at LIBOR plus 1.15% per
annum and an average term of 60 months,
with final maturity on March 8, 2027. This
transaction has environmental performance
indicators associated with targets for
reducing the intensity of greenhouse gas
emissions and industrial water withdrawal.
The funding attracted a total of
US$3.4 billion,
or 6.8 times the size of the
transaction, completed with
the issuance of
US$500 million
in international bonds.
To learn more about the bonds
based on the SLB Principles
issued by Suzano, read the SPO
and Framework.
48 Suzano’s 2021 Annual Report
Suzano 49
NEW DEBT PROFILE
Between 2020 and 2021, Suzano raised a total of US$2.25
billion in bonds linked to sustainability targets. Including
the new transactions in 2021, the company already has
39% of its debt linked to sustainability commitments. At
the end of 2019, this percentage was just 9%.
Capital market
Click here to access
the ISS ESG report.
2016/2017
2020
2021
2021
2021
SUZANO
SLB – 2031
• 2nd Global SLB
• US$1.25 billion
• 15% Greenium
(approximately
US$11.8 million
in savings)
1ST GREEN BOND
SUZANO
• US$700 million
1ST GREEN BOND
FIBRIA
• US$700 million
• Green
Agribusiness
Receivables
Certificates (CRA)
R$1 billion
SUZANO’S
SLL
• US$1.57 billion
SUZANO’S
SLB – 2032
• 1st SLB linked to
diversity in Latin
America
• US$1 billion
SUZANO’S
SLB – 2028
• US$500 million
• 2nd bond linked
to D&I
3% Green Bond
97% Traditional
9% ESG
DEC 2019
39% ESG
DEC 2021
31% Sustainability-Linked
8% Green Bond
61% Traditional
The ESG Call was a live broadcast event. In the picture, Marcelo Bacci, Executive Director of Finance, Investor Relations and Legal.
ESG CALL
Suzano’s ESG Call, held for the first time in
June 2021, addressed the objectives, issues
and challenges related to the major social,
environmental and governance commitments
made by Suzano to be fulfilled by 2030.
The event was a concrete example of
the transparency and open dialogue that
characterizes the way Suzano addresses topics
that are relevant to the business. The meeting
was also an excellent opportunity for the
company to announce a new Commitment
to Renewing Life related to biodiversity:
connecting, by 2030, half a million hectares of
priority areas for conservation in the Cerrado,
Atlantic Forest and Amazon biomes. The meeting
was also broadcast live to different stakeholders,
including company employees via Workplace.
Year after year, we seek to expand the ways we
communicate with our audiences, including via
our social media accounts, our various online
platforms or, whenever possible, face-to-
face discussions facilitated by the company
to continuously strengthen our internal and
external connections.
The event was attended by
Suzano leaders and mediated
by Pavan Sukhdev, a specialist
with global influence and
extensive experience in
innovative solutions that
promote sustainability. To
watch the ESG Call, click here.
50 Suzano’s 2021 Annual Report
Suzano 51
05
S
E
E
Y
O
L
P
M
E
LEADERSHIP
LEADERSHIP
52 Suzano’s 2021 Annual Report
52 Suzano’s 2021 Annual Report
Suzano has been evolving as an organization that values people
and works to create a more diverse, inclusive and respectful work
environment. Our “strong-yet-gentle” culture, demonstrated by
people who inspire and transform, has enabled us to put into
practice our short-, medium- and long-term strategies, through
which we will achieve, together, the company’s objectives, while
generating and sharing value with the whole society.
GRI 103-1, 103-2, 103-3 (Material topic: Diversity and Inclusion)
Thaiza Alexandre de Sousa, Production Recovery
assistant, Imperatriz unit (state of Maranhão).
Photo: Márcio Schimming.
Employees 53
_ CONFIDENT IN
A “BETTER NEW”
The year 2021 brought many uncertainties.
The collaborative spirit that has been
experienced since the beginning of the pandemic
was essential for the company to do well during
this time. Determined to overcome this crisis
together, we continued to implement projects to
improve the mental health and quality of life of
everyone in the organization.
To improve our approach to health from a global
perspective, we created opportunities to enable
more active listening and to allow our employees
and their families to relax. We reinforced dialogue
during these times of remote work and made the
topic of corporate happiness a priority on the
agenda of our leaders, since we believe that “the
better new”—the way we started referring to the
post-pandemic world—can, indeed, be better
than before.
EMOTIONAL STRENGTH
The new work-from-home model adopted by our
employees in administrative functions required
adjustments in the routine of our teams. The
same was true for operational workers, who,
because Suzano’s activities are considered
essential, continued to work in person and
without interruption in our operations, following
all health and safety protocols. Whenever
necessary, employees with suspected or
confirmed cases of COVID-19 were put on leave,
which created a temporary work overload for
other people in their team—a fact that was also
taken into account by the company.
Suzano understands that the creation of
long-term value depends on constant
dialogue with its stakeholders. To learn
more, visit our Sustainability Center.
Márcia Cristina da Silva Leon, Fiber Line operator, Três Lagoas unit
(state of Mato Grosso do Sul). Photo: Márcio Schimming.
In 2021, we created a working group focused
on corporate happiness and we are increasingly
investing in training on humanized leadership. As
part of this effort, we invited Tal Ben-Shahar, a
Harvard professor of Positive Psychology and a
Columbia professor of Happiness Studies, to give
a lecture that helped our executive and functional
directors understand what happiness is and how
to incorporate it into the company.
We also launched the Ecoa platform (“Echo”
platform), a learning ecosystem in the area
of health and safety, through which we guide
leaders on how to build bonds of trust within the
organization, as well as other behavior aspects that
are relevant to the company and our leadership.
We remain dedicated to initiatives to improve the
quality of life of our employees, who still face the
stress and pressure caused by COVID-19. Among
them, we continue to offer medical and psychological
support for employees and their families, in addition
to facilitating physical and mindfulness activities,
among other well-being initiatives.
_ WE ARE PLURAL
Diversity, equity and inclusion (DE&I), a topic that
began to be addressed by the company in 2016
in an organic and voluntary way, became more
formally structured through the Plural program.
Plural seeks to ensure that employees are
respected and can express their uniqueness, to
increase representation and to encourage universal
participation in five areas: generations, LGBTQIAP+,
Black people, women, and people with disabilities.
In 2021, the program included several internal
activities within the diversity, equity and
inclusion agenda, such as training for executives
and employees; surveys; virtual meetings with
influencers and experts; employer branding
initiatives to attract talent; and networking with
executives with an active profile on LinkedIn.
To learn more about Plural, click
here to visit the program’s website.
54 Suzano’s 2021 Annual Report
Employees 55
COMMITMENTS ON DIVERSITY, EQUITY AND INCLUSION
A work environment in which people have
equal opportunity and feel respected, safe and
welcomed helps to develop potential, transform
behaviors and generate value for all.
into short-term goals that are linked to the
compensation of our leaders. In addition, the
target related to the inclusion of women in
leadership positions (managers and above) is
an indicator in two sustainability-linked bonds.
To highlight the importance of this topic to
our business strategy, the main aspects of
diversity, equity and inclusion are expressed in
long-term commitments, which are translated
To fulfill our commitments, we have been
working on the three axes described to
the right:
Evili da Cunha Silva, Processes and Quality engineering trainee, Imperatriz unit (state of Maranhão). Photo: Márcio Schimming.
ATTRACTING/
HIRING
DEVELOPMENT
ENGAGEMENT/
RETENTION
We launched a survey to
measure how inclusive our
environment is (learn more
below) and hosted lectures
on LGBTQIAP+ rights, racism
and careers for people with
disabilities. We also held
discussions with executives
and hosted events to
celebrate dates and months
that are important to each
affinity group, reaching
more than 40,000 people.
The progress of people
in minority groups is
monitored at each stage
of our selection processes,
by department and job
category. We saw an
increase of 1.7 percentage
points in the representation
of women, which reached
18.4% of Suzano’s total. In
2021, 55% of the people
hired for our Internship
program were women, 50%
were Black and 13% were
LGBTQIAP+. For our Trainee
program, 60% of the
people hired were women,
37% were Black, 30% were
LGBTQIAP+ and 3% were
people with disabilities.
We trained women and
people with disabilities
for our industrial and
forestry operations, and
provided technology
training for Black employees
through the Afrodev
program (click here to
learn more). In 2021, our
training program also
included diversity, equity
and inclusion (for 100% of
the People and Management
team); racial literacy (for
Suzano’s directors); how
to self-declare in racial
and ethnic terms; and the
launch of a permanent
self-declaration. Finally,
we approved a program,
called Elos D+, to accelerate
the career of women and/or
Black employees, which
will include approximately
350 participants starting
in 2022.
56 Suzano’s 2021 Annual Report
Employees 57
_LGBTQIAP+: endorsement of Pride Skill (an
initiative by Procter & Gamble to encourage people
to add “pride” to their list of professional skills);
start of a project to adapt bathrooms in the units;
a survey on inclusion in our international offices;
development of training content; and internal and
external activities. We aim to have a 100% inclusive
environment, in which people can feel welcomed,
respected and safe to be who they really are within
the organization. We achieved positive results with
regard to the degree of inclusion of this group,
which was confirmed by an internal survey (see
results on the next page).
_Generations: revitalization of the affinity group;
hiring of a specialized consultant to create the
strategic plan for the year; increased discussion on
the topic of happiness connected to generations;
launch of the web series Hiring 40+, in partnership
with Infojobs and Hub40+; and meetings and
events to promote education on ageism.
_People with disabilities: creation of a
hiring challenge for business partners and an
agenda of recognition for engagement in this
area; administration of a survey on inclusion
in our international offices; adaptation of
selection processes and other internal career
development initiatives to make them more
inclusive; increased use of Brazilian sign
language (libras) in events; development of
awareness-raising initiatives. We improved
accessibility in our common areas, in line with
our projected commitments for 2025. Suzano’s
accessibility went from 38.44% to 53%. The
units where we made the most progress in
terms of structural renovations were Suzano
and Belém.
Natani Martins Silva, Logistics assistant, at the Aparecida do Taboado (state
of Mato Grosso do Sul) Intermodal Terminal. Photo: Suzano's image bank.
Franciele Cristiane Albino, assistant operator in the Pulp Packaging Line,
Limeira unit (state of São Paulo). Photo: Fernando Cavalcanti.
MAIN INITIATIVES AND RESULTS
GRI 405-1
In 2021, to continue to advance issues related to diversity,
all affinity group carried out specific initiatives. In addition
to the activities in the attraction/hiring, development and
engagement/retention axes previously mentioned, other
initiatives during the year included:
_Women: endorsement of the Mulher 360 Movement (“Women
360” Movement) and the Mulher Florestal Network (“Forestry
Women” Network); monitoring of the representation of women
at each stage of selection processes; and literacy and engagement
activities; The company made significant progress with regard to
the number of women in leadership positions (functional managers
and above): from 15.8% in 2019 to 22.5% at the end of 2021.
_Black people: proactive identification of Black talent in the
market for future leadership positions at Suzano; sponsorship
of the Yes to Racial Equality Forum; support for the Yes to
Quota campaign; and celebration of Black Culture month,
which included an external virtual live event on Afrofuturism.
Considering just our Commitment to Renewing Life, which
focus only on functional management positions and above, the
increase was 21%, from 71 Black managers and directors to 86
in December 2021. According to these number, Black people
currently occupy 19.7% of senior leadership positions at Suzano.
22.5%
OF OUR SENIOR
LEADERSHIP
ROLES ARE
OCCUPIED BY
WOMEN
In 2021, we had a
31%
INCREASE IN
THE NUMBER OF
BLACK PEOPLE
working as supervisors,
coordinators, managers
and directors
58 Suzano’s 2021 Annual Report
Colaboradores(as) 59
_STANDARDS
Employees, by functional category1
GRI 102-8
Administrative
Consultant
Coordinator
Director
Executive Director
Specialist
Executive Manager
Functional Manager
Operational
Supervisor
Chairperson
Total
2019
3,222
595
304
20
12
78
92
289
8,978
307
1
13,898
2020
2,998
612
300
17
11
47
95
294
10,208
327
1
14,910
2021
3,349
706
361
21
13
61
117
326
11,341
401
1
16,697
Eduarda Cristina Silvino Esteivam, Occupational Safety assistant (front) and Gina Kércia de SousaPimentel, Occupational
Safety supervisor (back), Três Lagoas unit (MS), (state of Mato Grosso do Sul). Photo: Márcio Schimming.
1. The data include the collaborators of Suzano (which covers Facepa and Futuragene) and of Ecofuturo.
SURVEY ON INCLUSION
In addition to these reported initiatives that
are part of Suzano’s DE&I plan, we carried out
a survey to assess how inclusive our company’s
environment is. The study, developed by
GlobeScan, was conducted by the company
in partnership with Goldenberg Diversity and
Inclusion Consulting. The objective was to
measure the degree of inclusion perceived by
our employees with regards to three pillars:
governance, culture and experience.
In 2021, we conducted two rounds of survey,
covering all company employees. Our samples
included 10% of the total number of employees
in our international offices and 30% in Brazil.
The results of this pioneering initiative enabled
us to identify the perceptions regarding inclusion
in the work environment, not only in the pillars
previously mentioned, but also with regard to
Suzano’s five DE&I focus areas, as well as per
location, job category and other variables. Based
on the results, we identified priorities that
were addressed throughout the year, through
activities linked especially to careers, a common
pain point for all affinity groups.
Since our long-term commitments include
ensuring a 100% inclusive environment
for LGBTQIAP+ and people with disabilities,
here are the results of a survey that measured
how inclusive our company is regarding these
groups:
LGBTQIAP+
92.4% in February
92.6% in August
People with disabilities
91.8% in February
91% in August
Suzano employees
by type of
employment
contract and gender1
GRI 102-8
2019
2020
2021
Male
Female
Total
Male
Female
Total
Male
Female
Total
Determined period
0
0
0
0
0
0
0
0
0
Undetermined period
11,750
2,148
13,898
12,628
2,282
14,910
13,865
2,832
16,697
Total
11,750
2,148
13,898
12,628
2,282
14,910
13,865
2,832
16,697
1. The data include the collaborators of Suzano (which covers Facepa and Futuragene) and of Ecofuturo.
Employees,
by region1
GRI 102-8
North Region
Northeast Region
Midwest Region
Southeast Region
Southern Region
Foreign
Total
2019
985
4,176
1,790
6,606
86
255
2020
981
4,282
2,061
7,299
76
211
2021
869
4,790
2,737
7,958
79
264
13,898
14,910
16,697
1. The data include the collaborators of Suzano (which covers Facepa and Futuragene) and of Ecofuturo.
60 Suzano’s 2021 Annual Report
Employees 61
Number of third party employees, by gender¹
GRI 102-8
Men
Women
Total
2019
2020
2021
21,016
1,641
22,657
20,152
1,356
21,508
18,902
1,473
20,375
1. The data refers to third party employees of companies that provide services on a permanent basis within Suzano S.A.'s areas.
Employees, by
diversity1
GRI 405-1
Blacks
People with disabilities
(PwD)2
2019
2020
2021
Male
45%
Female
Total
Male
Female
Total
Male
Female
Total
8%
53%
46%
8%
54%
45%
9%
54%
1.7%
0.3%
2%
1.7%
0.3%
2%
2.3%
2.8%
2.4%
1. The data include the collaborators of Suzano (which covers Facepa and Futuragene) and of Ecofuturo.
2. PwD is the acronym used to refer to people with disabilities.
Percentage of Suzano's LGBTQIAP+ employees1
GRI 405-1
2019
n/a
2020
2%
2021
4.5%
1. As of 2020, Suzano began mapping the company's LGBTQIAP+ public, after an initiative to voluntarily indicate sexual orientation, identities and gender expression.
The acronym LGBTQIAP+ stands for lesbian, gay, bisexual, transgender, queer, intersex, asexual, pansexual and other non-heterosexual people not covered by the
previous letters "+". The data include the collaborators of Suzano (which covers Facepa and Futuragene) and of Ecofuturo.
Percentage of Local hiring of higher management members
GRI 202-2
2019
51%
2020
51%
2021
50%
To learn about other indicators,
visit our Sustainability Center.
Luciane Amparo, Occupational Safety manager, and William Leme
Machado, Occupational Safety coordinator, Três Lagoas unit
(state of Mato Grosso do Sul). Photo: Márcio Schimming.
ENTRY PROGRAMS
Suzano’s initiatives to train and attract new
talent prioritize the hiring of local labor to
support the development of the municipalities
where the company operates. Among these
initiatives, we created the Capacitar program
(“Training” program), focused on training
workers for the industrial area, and the Cultivar
program (“Cultivate” program),
aimed at employees in the forestry area.
In addition, we have programs for
apprentices, interns, trainees and young
executives. In our last Raízes do Futuro
internship program (“Future Roots”
program), for new interns starting in the
first half of 2022, we expanded our
connections to different regions of Brazil.
See numbers below:
Valdeir Augusto Goncalves, Social Development analyst, Ribas do Rio
Pardo (state of Mato Grosso do Sul). Photo: Márcio Schimming.
Of the
140
OPEN
POSITIONS
These numbers
represent a
138%
increase in positions
compared to the
previous cycle, as well
as an increase of
{
{
55%
WERE FILLED
BY CISGENDER
WOMEN
50%
BY BLACK
PEOPLE
13%
BY LGBTQIAP+
2%
IN THE NUMBER
OF CISGENDER
WOMEN
4%
IN THE NUMBER
OF LGBTQIAP+
17%
IN THE NUMBER
OF BLACK PEOPLE
100%
IN THE NUMBER OF PEOPLE
WITH DISABILITIES
62 Suzano’s 2021 Annual Report
Employees 63
Leonardo dos Passos Rodrigues, Drying operator, Imperatriz unit (state of Maranhão). Photo: Márcio Schimming
_ OCCUPATIONAL
HEALTH AND SAFETY
SITUATIONS REPORTED
The Health, Safety and Quality of Life area operates
directly in all Suzano units that are covered by the
Health and Safety Management System, based on
the guidelines of ISO 45001:2018, OSHAS 18001
and ISO 9000, Standard Labor Regulations,
the PDCA cycle and in good national and
international practices.
2020
2021
61.04%
increase
178,690
287,778
In 2021, we continued to implement the Cuidar
program (“Caring” program), a people and process
development initiative focused on the evolution of
a safety culture. We executed 99% of the activities
that had been planned for the year (totaling 691
initiatives), as follows:
_ 100% of the activities planned for
the Paper industrial units, ports and
distribution centers
_ 99% of the activities planned for the
Forestry and Pulp industrial units
_ 98% of the activities planned for the
Consumer Goods industrial units
team together with an external consultant. In 2021,
the results of this evaluation showed an 8.77%
improvement compared to the previous year. This
progress demonstrates that this culture continues to
evolve as a value that is part of our routine.
We invest in technology and promote a collaborative
management model through which all employees
and contractors may report situations that deviate
from our standards and that must be dealt with
by the leader of the responsible area. The measures
taken are monitored through the Safety Management
Indicator (SMI), which is reported monthly to all
levels of Suzano.
The Cuidar program follows the Hearts & Minds
methodology, developed by the Energy Institute,
which introduces dimensions in occupational safety
to guide the creation of effective actions. Following
this methodology, we carry out assessments of
the maturity of the company’s safety culture in all
sites and our progress is monitored by an internal
We strive to avoid accidents and have a robust
structure to evaluate incidents, which ensures
that the measures we take are effective.
Suzano’s operational units have structured
safety committees that are divided into smaller
subcommittees that work in discussions, analyzes
and implementations related to health and safety
and in the activities carried out by the Internal
Commission for Accident Prevention (CIPA,
for its initials in Portuguese).
2021 RESULTS
In 2021, we had three fatalities involving outsourced
workers within Suzano’s forestry operations.
We deeply regret these incidents. Together with
the companies responsible for hiring these
employees, we offered our support to their families.
Each case was extensively analyzed and, based
on these assessments, we revised processes and
behaviors to incorporate improvements and to
ensure that we have even stricter procedures
aimed at the safety of our employees.
We had a 19%
improvement
in the
indicators
used to
assess our
safety tools.
SMI:
89%,
COMPARED TO 82% IN 2020
Safety Quality
Indicator (SQI):
91%,
COMPARED TO 86% IN 2020
Visit our Sustainability Center
to learn more.
Suzano's safety indicators
IGS (Safety Management Indicator)
IQS (Safety Quality Indicator)
IS (Safety Indicator - average of IGS and IQS)¹
1. Data is not available for 2019, as it began to be reported in 2020.
Overall Safety Indicator
(average between
SMI and SQI)
91%,
COMPARED TO 84% IN 2020
2019
89%
90%
n/a
2020
82%
86%
84%
2021
89%
91%
91%
Health and safety fees for
employees and contractors¹
GRI 403-9
2019
2020
2021
Results
benchmark
Results
benchmark
Results
benchmark
Severity rate1
104.00
24.00
33.00
24.00
310.00
30.00
Lost-Time Injury Frequency
Rate2 (LTIFR) - Contractors
Total Recordable Injury Rate3
(TRIR)
0.49
2.18
0.68
2.54
0.52
1.80
0.44
1.96
0.51
1.92
0.47
1.62
1. Rate calculation: (days away) x 1,000,000 / (no. of man-hours worked).
2. Rate calculation: (leave of absence cases) x 1,000,000 (no. of hours worked).
3. Rate calculation (leave of absence cases + no leave of absence) x 1,000,000 (no. of hours worked).
Health and safety figures for employees and contractors
GRI 403-9
Number of fatalities as a result of work-related injuries
Number of injuries with leave of absence
Number of reportable work-related injuries
2019
2020
2021
1
44
195
0
42
146
3
40
120
64 Suzano’s 2021 Annual Report
Employees 65
MINIMIZING THE EFFECTS
OF THE PANDEMIC
In 2021, Suzano continued to share guidelines and
preventive health and safety measures to fight
COVID-19, to protect employees and their families,
service providers and society as a whole.
Our short-term initiatives included our support to
vaccinate 100% of our employees; the purchase
of oximeters to be loaned to employees who
tested positive for COVID-19, as recommended
by the occupational health areas of each unit; the
continuity of remote work for employees whose
activities do not require their physical presence;
periodic reinforcement of safety and health
measures; free online psychological support;
and other measures.
In 2021, we had 2,757 cases and 20 deaths
from COVID-19 among our employees,
which we deeply regret.
Focused on the long term, we have a group that
brings together employees from different areas of
the company and that continued to discuss cultural
and behavioral changes caused by the pandemic.
These changes can serve as input to help develop
future scenarios, activities and solutions and
identify progress made in people management.
For more information on all our initiatives in the
fight against the pandemic, visit our Suzano
Against the Coronavirus page.
In other chapters, such as Government
and Organized Civil Society, Communities
and Suppliers, you will find initiatives
implemented to minimize the effects
of the pandemic in other parts of
Suzano’s value chain.
Thaiza Alexandre de Sousa, Production Recovery assistant,
Imperatriz unit (state of Maranhão). Photo: Márcio Schimming
QUALITY OF LIFE
As Suzano seeks to preserve emotional well-
being and balance in situations of insecurity and
uncertainty, the company has strenghthened its
attention to the mental health of its employees.
Continuing with the initiatives implemented in
2020, we offered to our employees an online
counseling platform completely free of charge.
We also concluded the development of our Faz
Bem Suzano app (“Good for You Suzano” app),
which contains resources aimed at promoting
and preserving physical and mental health. At the
same time, we continued to host virtual events
that discussed issues such as quality of life, mental
health and physical health.
In addition, to stress the fact that we must take
care of ourselves inside and outside our work
environment, we developed an initiative called
Cuidar em Todo Lugar (“Caring Everywhere”).
Through videos, games, lectures and other activities,
we want to promote discussions and reflections
among friends and family members.
Layara Oliveira, Communications analyst (left), Deborah Zaine do Nascimento Felipe de Carvalho,
Drying Machine operator (center), and Vinícius Ferreira Mendes (right), Logistics analyst,
Imperatriz unit (state of Maranhão). Photo: Márcio Schimming.
_Voluntariar Program
The Voluntariar program (“Volunteer” program),
which has been in place for more than
two decades, aims to strengthen Suzano’s
relationship with neighboring communities
by encouraging employees, service providers,
family members and partners to participate
in volunteer initiatives supported by the
company. These initiatives aim to foster social
participation and drive positive changes in
society through collaborative work to promote
education, sustainability, diversity and inclusion.
The Voluntariar program offers several
opportunities to participate in initiatives such
as Contributing to the Future and JA Startup,
among others. Another important example
is the Formare Project (“Educating” Project),
which since 2005 has prepared young people
in situations of social vulnerability for the
job market (in partnership with the Iochpe
Foundation). In 2021, we expanded Formare
to two additional Suzano units (Aracruz and
Três Lagoas), bringing the total to five units
involved (in addition to the new ones, the Suzano,
Mucuri and Imperatriz units already participated
in the project). As a result, Suzano is one of the
companies with the highest number of Formare
Schools in Brazil, training 100 young people a year
and reinforcing our commitment to diversity and
people development. In 2021, the five classes
included 52% of women and 65% of Black people.
Aligned with the company’s strategy, and as part
of our Commitments to Renewing Life and our
Cultural Drivers, the Voluntariar program achieved
the following results in 2021:
_1,736 volunteers
_ 10% engagement, considering the total number
of employees (58% men and 42% women)
_ 34% leadership engagement (managers,
executives and directors)
_ 7,347 volunteer hours
_ 42 participating units, from 14 regions (13
Brazilian states and Switzerland)
_ 14,890 people benefited (directly and indirectly)
66 Suzano’s 2021 Annual Report
Employees 67
_DIGITAL TRANSFORMATION
DESIGN
OPEN INNOVATION
We established design as a creative approach to
solving complex problems at Suzano and also as a
way to foster an innovation mental model based
on the concepts of empathy, customer-centricity,
collaboration and experimentation.
Throughout the year, we held more than 30
co-creation workshops including different areas.
One of the best examples of user experience
projects was the ideation of the Forest Control
Tower, a hub that integrates and centralizes
information from forestry operations to guide
agile and data-driven decision making. Learn more
about the Tower in the Planet chapter.
To spread the culture of innovation, the Design team
also led programs, such as REIMAGINE! And DigitalLabs,
which impacted more than 2,500 people in 2021.
Rilari Machado de Castro and Jonathan Silva Alves, Forestry Control Tower
operators, Imperatriz unit (state of Maranhão). Photo: Suzano's image bank.
AN INCREASINGLY AGILE AND
COLLABORATIVE ENVIRONMENT
At Suzano, digital transformation has established
itself as a movement that consistently propels us in
pursuit of a more agile, data-driven organization, to
enable better decisions that are based on data and
less on assumption.
Digital transformation initiatives place our
customers at the center of the development
of solutions, while constantly encouraging
experimentation and collaboration among our
dedicated digital teams (squads). Learn more about
Suzano’s work in digital transformation.
AGILITY
The agile transformation movement, started in
2019, is gaining importance and relevance every
day. The company ended 2021 with more than 80
squads, located across more than 15 areas, working
in the agile model. A survey conducted in December
showed that 96% of the teams feel happier and
more satisfied when working on agile methods,
95% increased their focus on achieving their
deliverables and 84% improved the quality of their
deliverables.
The company’s priority is to create an agile
transformation movement that is organic, as a way
to increase its breadth, depth and continuity.
We ended 2021 with a community of more than
engaged in agility efforts and more than
1,200 people
30 agility ambassadors
distributed throughout Suzano units in
Brazil and international offices.
In 2021, the Open Innovation area focused on
introducing and explaining to the organization the
main concepts related to open innovation and their
practical application in business challenges. To that
end, the area held events such as pitch days, lectures
by entrepreneurs and meetings in which startups
presented successful case studies from other industries.
We developed programs to facilitate increased
participation of Suzano employees in open innovation
initiatives and implemented a mentoring program
for startups, which created closer connections with
company executives. All our efforts led us to be
recognized as a top 10 company in the 2021 100 Open
Corps general ranking and the top company in the Pulp
and Paper category in the 100 Open Startups ranking.
DIGITAL CLUSTER
Our digital transformation strategy resulted in an
increase in the number of data scientists and engineers
working at Suzano. The solutions created generated
more than R$80 million in cash for the company,
which, added to the Open Innovation results, totaled
approximately R$110 million in 2021.
DIGITAL ACADEMY
OUR EVOLUTION
IN THE LAST
TWO YEARS
900+
startups evaluated
in the last 18 months
40+
open innovation initiatives
across Suzano’s production
chain in areas such as
Forestry, Industrial,
Logistics and SG&A
9
proof of concept (PoC)
projects and 10 scaled
projects
The Digital Academy was created to train Suzano
employees in the subjects of data science, agility and
innovation using the Project Base Learning method, which
includes concepts that people learn and apply to solve real
business challenges.
50+
open innovation
ambassadors
In 2021, the Digital Academy trained more than 110
people, of whom 18 started new digital careers as data
scientists, “agilists” or open innovation consultants.
We concluded the first class of Afrodev, a program
for training and hiring Black people for the area of
web development and data science (learn more by
clicking here).
26
entrepreneurs/startups
and mentors in the
Mentoring program
68 Suzano’s 2021 Annual Report
Employees 69
Suzano contributes to bioeconomy through the
broad application of the concept of innovability
(innovation in service of sustainability) in its
business. Through collaboration, the company
seeks to offer sustainable and innovative
solutions based on eucalyptus. In this chapter,
you will learn about initiatives that include
our products and services and directly impact
consumers and our customers.
GRI 102-6, 103-1, 103-2, 103-3 (Material topic: Innovability)
06
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BIOECONOMY
Lab, Limeira unit (state of São Paulo). Photo: Fernando Cavalcanti.
70 Suzano’s 2021 Annual Report
Customers 71
Franciele Cristiane Albino, assistant operator in the Pulp Packaging Line, Limeira unit (state of São Paulo). Photo: Fernando Cavalcanti.
_PULP
A VOLATILE COMMODITY
The pulp market faced significant volatility in 2021, with a
very rapid rise in prices, which reached historic levels in the
first months of the year. As a result, our average price was
much better than in 2020. On the demand side, one of the key
factors that impacted pulp prices was the good performance
of paper segments in all regions. On the other hand, pulp
supply to the market was directly affected by logistical issues
throughout the global supply chain due to a lack of shipping
containers, the closing of ports in China and delays in the
delivery of ships.
For Suzano, with sales over 10.6 million tonnes of pulp in
2021, it was no different. However, despite these challenges,
the company guaranteed the supply to its customers and
managed to achieve an EBITDA growth of more than 57%.
Thanks to a strong strategy, our supply chain avoided supply
interruptions to our customers and maintained the company’s
high level of service.
The year also brought increased opportunities to engage
in projects for the application of our fibers with strong
sustainability attributes. More and more, customers in the
United States and European countries value suppliers who
are benchmarks in sustainability and can offer more than
good prices and reliable supply. In 2021, we were able to
engage with partners who are interested in working together
to develop environmental and social solutions, and advanced
discussions on, for example, how to help them develop
products that use raw materials from renewable sources
and may contribute to replace products from fossil sources.
We know that this trend will be increasingly important, and
we will have to face great challenges, including the pursuit
of technology and new materials, for example. However, we
believe that this is the way to plant a better future.
EUCAFLUFF® IN EVOLUTION
After years of research and the
growing acceptance of Eucafluff®
by global customers in Asia, Brazil,
Europe and the United States,
Suzano introduced the most
evolved version of the product
at INDEXTM, the world’s leading
nonwovens event. Held in Geneva,
Switzerland, in October, the event
proved to be an opportunity for
the company to reaffirm the
significant competitiveness of
this product developed from
eucalyptus fiber.
Eucafluff® is the world’s first
bleached eucalyptus kraft fluff
pulp and is used in disposable
absorbent and personal care
products such as infant and
adult diapers and sanitary
pads. In the path toward
innovability, this product has
important advantages in terms of
environmental footprint (which
were confirmed by a life cycle
analysis reviewed by KPMG that
compared it to the pine fluff
produced in the southeastern
United States). Eucafluff® has
been a successful product
for Suzano and the company
intends to explore new growth
opportunities in the coming years.
PARTNERSHIPS
included:
_BOB’S AND COCA-COLA: Suzano started to supply
Bluecup Bio® paperboard for cups to Bob’s restaurants
in São Paulo and the Federal District, as part of the
Coca-Cola Alphabet campaign. Bluecup Bio® is the first
Brazilian paperboard for cups made from a renewable
and plastic-free source.
_iFOOD: This partnership aims to reduce the use of
plastic items in food deliveries to make them more
sustainable. One of these solutions is Greenbag®, a
paper used in the production of bags in partnership
with Papeltec Embalagens Ltda. Suzano and iFood
also teamed up to launch the Packaging of the Future
challenge, in June 2021, to support the development
of sustainable and plastic-free packaging for the food
delivery sector.
_AMBEV, COLGATE-PALMOLIVE AND AMBIPAR:
This partnership aims to promote a circular economy
through a waste collection and recycling project that
includes a contract with Triciclo, a company of the
Ambipar Group. Created in 2021, the collection sites,
which have been located in Makro stores in São Bernardo
do Campo (since October) and Guarulhos (since
November), will be available for 12 months.
_JOHNSON & JOHNSON CONSUMER HEALTH:
This partnership resulted in the creation of new
packaging, now made of paper, for the Sempre Livre®
Adapt Plus Eco sanitary pads, which have 50% less
plastic (compared to the regular Sempre Livre® Adapt
Plus version). This packaging is made with Suzano’s
flexible paper, Greenpack®.
Through this pilot project, the
product is currently available
in Carrefour stores (Northeast,
Midwest, South and Southeast
regions) and RaiaDrogasil
drugstores (North, Northeast
and Southeast regions).
_PAPER AND PACKAGING
PAPER AND ITS
POSSIBILITIES
Suzano has important competitive
advantages: a portfolio that includes
many options for several different
applications and a unique distribution
model that keeps us close to our
35,000 customers in Brazil and to
our national salesforce of more than
300 people.
While paying attention to new
opportunities, the future of the
paper market and the challenges
that came with the pandemic,
Suzano’s Paper and Packaging Unit
continued to work on innovability
and product diversification. In
addition to the paper for specific
segments previously mentioned,
we have special paper options for
medication package insert, bags
(Greenbag®) and flexible packaging
(Greenpack®), among others.
One of our commitments is to
offer, by 2030, 10 million tonnes
of products from renewable
sources, developed from eucalyptus
biomass, which can replace materials
from fossil sources. As part of the
solution to this challenge, we have
partnered with several companies.
In 2021, our main partnerships
72 Suzano’s 2021 Annual Report
Photo: promotional.
Customers 73
Luana Alves Araújo, Baling
operator, Três Lagoas unit
(state of Mato Grosso do Sul).
Photo: Márcio Schimming.
Cerrado project, Ribas do Rio Pardo
(state of Mato Grosso do Sul).
Photo: Márcio Schimming.
INNOVABILITY
IN THE CERRADO
STARTING IN 2024, Suzano will
increase its annual installed pulp
production capacity by more than 20%,
thanks to the construction of a new
manufacturing unit with the capacity
to produce 2.55 million tonnes of pulp
per year. For this to happen, Suzano
is making one of the largest private
investments in the country, totaling
R$19.3 billion, and transforming the
Ribas do Rio Pardo community, in the
state of Mato Grosso do Sul, a town with
25,000 people located 100 kilometers
from the state capital, Campo Grande.
WITH THIS NEW UNIT, Suzano will
have the largest single-line pulp plant
in the world, characterized by high
competitiveness and eco-efficiency.
The Cerrado project, named after its
geographic location, reinforces our
relevance in the production of
hardwood fiber through successful
projects, in addition to enabling a
lower cash production cost that is very
difficult to replicate, especially due to
its scale. This project reflects two of our
five strategic business avenues, namely
“Be best-in-class in total pulp cost”
and “Maintain relevance in pulp
through good projects”. We will rely on
state-of-the-art technology to ensure
stability and performance at the lowest
cost with the lowest environmental
impact, while ensuring a fair return to
our shareholders and helping to lift
people out of poverty.
19.3
billion
IN INVESTMENTS
to increase pulp production
WORKING TOWARD
INCREASED
CARBON EMISSIONS
AND ENERGY
ECO-EFFICIENCY
THE NEW UNIT is an important step
in our long-term strategy since
it leverages the positive impact
of our commitments. Examples
of our impact include the Suzano
Education program, which has
already benefitted 4,000 local
students, and professional training
classes in the industrial and forestry
areas offered in partnership with
the Brazilian Service for Industrial
Training (SENAI, for its initials in
Portuguese). In addition to social
projects, environmental programs
will be implemented during and
after the unit’s construction period,
helping to make this unit our most
eco-efficient one in terms of carbon
emissions and energy use.
THE SUCCESS of this project depends on factors that go
beyond technical, engineering, and social and environmental
management issues. Its viability, especially with regards
to social aspects, includes a strategy that encompasses
the political, economic, technological and environmental
dimensions, serving as a basis for the creation of this region’s
legacy. Therefore, Suzano seeks to intensify dialogue with
state and municipal governments and entities representing
the local community, while also partnering with companies
that supply equipment and systems, among other project
needs. These companies include Andritz, Veolia, Suez, Siemens,
Hitachi Energy and Weg.
Visit our Investor Relations website to
learn more about the project.
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ADIPISCING
74 Suzano’s 2021 Annual Report
Customers 75
PAPER TRANSFORMATION JOURNEY
Our evolution in the paper segment involves
applications that incorporate the concept of
innovability, to enable us to increase our
offering of renewable alternatives to the market
through transformational or incremental
development of paper for bags, straws, cups
and packaging. Continue reading to learn
about our progress during the year.
MULTIPLE PORTFOLIO
The biggest challenge in the use of paper in items
such as straws and cups, for example, is to ensure
that it has similar functionality to plastic. To do
that, we have developed a portfolio of multiple
barriers—biodegradable and recyclable chemicals
that, when applied to the paper’s surface, provides
sealability attributes (resistance to moisture,
steam and oxygen), making the paper much
more competitive from a technical standpoint.
In 2021, Suzano perfected the application
of barriers for cold liquid in Bluecup Bio®,
a line of biodegradable, compostable and
renewable-source paperboard for cups that is
now regularly sold at Bob’s restaurant stores.
We have also made progress with regard to our
solution for hot liquids, which will be tested by
one of our major customers in 2022.
The progress in the development of barriers
became possible because Suzano mapped its
ecosystem (internal resources and partnerships
with research centers, startups and local and
global customers) to identify the available
knowledge, establish connections and, thereby,
find co-created solutions.
Finishing Will, Limeira unit (state of São Paulo). Photo: Fernando Cavalcanti.
OPPORTUNITY
Following the rapid expansion of e-commerce in
2021, there has been an increase in demand for
cardboard in the domestic market. Although Suzano
does not participate in this segment, the company
produced, during the year, a specific uncoated paper
for the segment of sheets and cardboard boxes as
a way of addressing the shortage of scraps faced by
manufacturers in this sector.
This product was developed by the company in just
60 days and became the highest selling innovation
product in our history. This experience has been
celebrated as an excellent example of envisioning an
opportunity, combined with a clear understanding
of what the market needs and quick adaptation to
deliver the solution.
_CONSUMER GOODS
PROMISING SCENARIO AND
NEW PRODUCTS IN THE MARKET
Despite the challenges faced since 2020, which
included high input prices in the international
market, Suzano’s Consumer Goods Unit
achieved very positive results in 2021. In
March, we inaugurated a plant in Cachoeiro do
Itapemirim dedicated entirely to the production
of consumer goods. With capacity to produce
30,000 tonnes of toilet paper per year (which is
equivalent to 15,000 bales or 1 million rolls per
day), the unit is responsible for converting tissue
paper that is produced at the Mucuri plant into
two- and three-ply Mimmo® and two-ply Max
Pure® toilet papers.
Responsible for a 30% increase in Suzano’s
finished product capacity, the new unit primarily
serves the markets in the Southeast region.
Mimmo® Three-Ply Padded toilet paper is a new
product launched together with the startup of
the new plant. In the state of Espírito Santo,
in just six months, Mimmo® Three-Ply reached
Sales promoter Rosemiria Gonçalves de Freitas, in a Perim
Supermarket (state of Espírito Santo), with Mimmo®
Triple Ply toilet paper. Photo: Suzano's image bank.
more than 40% of market share in the segment,
becoming a market leader in September 20211.
Nationally, the brand’s market share went from
0% in April to 8%2 in December and achieved
the second highest weighted distribution in the
segment within the retail market. In the Two-Ply
segment, Mimmo® also continued to grow in the
Southeast region, achieving, in the last quarter
of 2021, the leadership in the retail segment in
the state of Rio de Janeiro3. In 2021, we also
launched Mimmo® Wet Wipes.
1. Source: Nielsen Scantrack Super and Hiper – September 2021.
2. Source: Nielsen Scantrack Super and Hiper – September 2021.
3. Source: Nielsen Scantrack Super and Hiper – September 2021.
76 Suzano’s 2021 Annual Report
Customers 77
ACCELERATED SALES
Suzano operates in the consumer goods
market with a focus on the tissue segment,
consisting mainly of products such as
paper towel, napkin, toilet paper and tissue
paper. Since 2020, there has been a surge in
demand for this type of paper throughout
Brazil, requiring the company to reorganize
its plants and business model to quickly
respond to the new needs of its customers.
In 2021, our products increased their
participation among large customers
(supermarkets, hypermarkets and
wholesalers in Brazil). The company’s sales
volume and revenue also grew significantly.
According to data from Nielsen1, in 2021,
the toilet paper market in Brazil grew 6%
in value over 2020. Suzano’s growth in this
market was 16%. In the last two months
of the year, the company’s market share
reached 11.2%, its highest in history, and
grew 2.9 percentage points compared to
the last two months of 2020, the highest
growth among all manufacturers.
As a result of the Consumer Goods Unit’s
strategy, in 2021 Suzano was in 45%2 of the
Top 100 Food Retail Customers in Brazil, an
increase of 10 percentage points compared
to 2020. These retail chains where the
company’s products are sold account for
71% of the combined revenue of the top
100 companies. According to Nielsen’s
weighted distribution data, which measures
the percentage of total store turnover, the
stores where Suzano’s products are sold
account for 55% of total toilet paper sales.
In other words, we have the right product
in the right place.
1. Source: Nielsen Retail INA + C&C – July/August 2021.
2. Source: Brazilian Association of Supermarkets (ABRAS) and data from Suzano.
Carlos Kauan Miranda Matos, Tissue Manufacturing intern, Imperatriz unit (state of Maranhão). Photo: Márcio Schimming.
_ TECHNOLOGY AND
INNOVATION
PURSUING SOLUTIONS
Suzano’s calling is to combine sustainability
and innovation, putting into practice the
concept of innovability. Therefore, the priority
of our portfolio of Research & Development
projects is to improve our forest efficiency,
thereby increasing the productivity and quality
of our forests. Based on this renewable raw
material and through strategic partnerships
and collaboration, we focus our resources on
developing new applications that can have
a positive impact on society, in line with our
Commitments to Renewing Life. Including
technology centers, startups, academia, other
organizations and even our competitors, the
Technology and Innovation area currently has
approximately 37 partners in countries such
as Australia, Brazil, Canada, Finland, Israel,
Italy, Sweden and the United States, working
Rosana Soares de Araújo, R&D technician, Limeira unit
(state of São Paulo). Photo: Fernando Cavalcanti.
on programs with well-defined resources
and contracts. Together, we pursue solutions
that can meet the needs of all links of our
production chain.
In 2021, the Technology and Innovation area
invested R$187.4 million in 122 projects, divided
among three axes:
SUPPORT
TRANSFORMATION
DIVERSIFICATION
46%
of the resources
are allocated to the
development of
solutions that can
continuously leverage
current businesses,
from the forest to
the final products.
32%
of the resources are allocated
to the development of
transformational solutions
for current businesses,
aiming to create significant
and sustainable competitive
advantage, in line with the
needs of our customers and
society as a whole.
22%
of resources are used to
explore new applications
for eucalyptus biomass,
in line with our
biostrategy, aiming to
expand the product
portfolio and generate
new business for Suzano.
_STANDARD
Total cost related to
research and development
2019
2020
2021
R$175,892,732.00
R$163,400,248.00
R$186,383,080.00
78 Suzano’s 2021 Annual Report
Customers 79
INNOVATION TERRITORIES
Starting in 2022, this classification will transform
into a more modern vision, called Innovation
Territories, which will enable Suzano to better
assess how research and development decisions
connect to our strategic avenues and market
macro trends.
Six innovation territories and important strategic
platforms were chosen to determine the
opportunities and focus of R&D activities, to ensure
alignment with the business strategy. They are:
_Efficient trees
_Biomaterials
_Eco-efficiency and preservation
_Evolution and new paper applications
_Industrial evolution for pulp
_Genetics for efficiency
The objective is to broaden our perspectives
regarding potential changes in the business
environment and discuss the company’s short-,
medium- and long-term strategic options.
PROGRESS AT FUTURAGENE
FuturaGene, Suzano’ Biotechnology Division and
a leader in plant genetic development aimed at
increasing the productivity and sustainability
of the global forestry sector, obtained a first-
ever approval for the commercial use of a
new herbicide-tolerant genetically modified
eucalyptus variety. The technology was
evaluated and approved by the National Technical
Commission on Biosafety (CTNBio, for its initials
in Portuguese) after multiyear safety analyses in
the laboratory, greehouses and in the field, which
demonstrated its biosafety in humans, animals
and the environment.
Jéssica Fernanda Fonseca Fernandes,
R&D technician, FuturaGene.
Photo: Juarez Godoy.
The new eucalyptus is tolerant to the herbicide glyphosate, which
is used in forestry to fight weed competition, thus allowing
more modern and efficient control of weeds that compete
with eucalyptus, especially in the early stages of plantation
development. This technology aims to optimize and potentially
reduce overall chemical usage and improve working conditions.
Conventional tree breeding and biotechnology go hand in hand
at Suzano, in an increasingly integrated way. After the CTNBio’s
approval, the herbicide-tolerant genetically modified eucalyptus
will be incorporated into Suzano’s breeding program to develop
and assess suitability in different geographic regions where the
company cultivates eucalyptus, as is done with conventional
clones. The objective of this phase is to optimize planting
material for future operational use.
NEW ENABLING TECHNOLOGIES
FOR GLOBAL CHALLENGES
In 2021, FuturaGene obtained a research license for
CRISPR-Cas9, a gene editing technology developed by a number
of organizations, including Corteva Agriscience, the Broad
Institute of the Massachusetts Institute of Technology (MIT)
and Harvard University, and other institutions. This technology,
together with FuturaGene’s current “toolbox”, will be applied
to the ongoing research and development of new eucalyptus
varieties that are more productive, are resistant to diseases and
pests and have better quality fibers. In addition, the company
aims to make the new varieties more resilient to climate change,
thus reducing the risks of climate-related productivity losses.
This new gene editing research license can be converted into
a commercial license. A key aspect of this license agreement is
the right to share the benefits of this technology with small
producers in Suzano’s supply chain, royalty free.
Based on third party and in-house scientific data, Suzano
believes that genetically modified eucalyptus will provide
significant productivity gains and environmental benefits.
Learn more about FuturaGene by visiting the website.
80 Suzano’s 2021 Annual Report
Customers 81
_NEW BUSINESS
MFC AND ITS VARIOUS
APPLICATIONS
Expected to grow in the coming years,
microfibrillated cellulose (MFC) is a cellulose
pulp that is refined through intense mechanical
work and can be used in various applications.
In addition to advancing in textile fiber
production with Spinnova (see more details in
the next topic), Suzano has been studying the
application of MFC in printing and writing paper,
among other uses that are still being evaluated.
In addition, we started tests with MFC to
replace raw materials from fossil sources used
in cleaning products (dish detergents, fabric
softeners and laundry detergents) and in the
manufacturing of paints and fibre cement slates,
which used to be made with asbestos.
PARTNERSHIP FOR
SUSTAINABLE FABRIC
Several brands in the textile industry are looking
to reduce their emissions and environmental
footprint and create a circular material basis
for their products. In 2021, one example of
innovability in this area was our joint venture
with Spinnova, a Finnish material innovation
startup. We will exclusively produce and sell
100% renewable textile fiber made from
microfibrillated eucalyptus cellulose.
In February 2021, together with the creation of
the joint venture, the two companies announced an
investment of 22 million euros for the construction
of the first production unit to manufacture this
fiber, which will be sold under the SPINNOVA®
brand. The pre-commercial scale plant is located in
Jyväskylä (Finland), where Spinnova’s Research and
Development center and pilot plant are located.
Spinnova will contribute its exclusive technology,
while Suzano will supply microfibrillated cellulose
produced from the eucalyptus grown in Brazil.
Production will be managed and operated by
the joint venture called Woodspin, in which each
company holds a 50% stake. The plant is expected
to start operation in 2023.
CLOTHING MADE FROM 100% RENEWABLE FIBER
Our renewable raw material, combined with Spinnova’s technology, will meet the needs of the
market and society for more sustainable fibers. They are produced from the same raw material
used in paper production through a production process that does not require much water,
generates little solid waste and uses renewable-based chemicals. SPINNOVA® fiber is a highly
advantageous alternative in terms of sustainability since, for example, its production generates
minimal greenhouse gas emissions.
Important leading fashion groups, such as the Swedish H&M, the Danish Bestseller, the Finnish
Marimekko, the German Adidas and the Norwegian Bergans, have already signed agreements with
Spinnova to participate in its material development process.
Lignin plant, Limeira unit (state of São Paulo).Photo: Fernando Cavalcanti.
LIGNIN, PROTECTION FACTOR
Like pulp and paper, lignin is a renewable product
of the planted tree industry. It is a complex
organic compound that, together with cellulose,
makes up most of the wood in trees. Among
other things, it can be used as a phenolic resin
or antioxidant for rubber products. In addition,
it is an excellent fuel that produces steam for
more efficient production processes, and it also
generates electricity, which contributes to a
more renewable energy matrix.
The lignin produced by Suzano is being used in
several application studies in different industrial
sectors. The most recent one brings together the
Research and Development teams from Suzano
and the Boticário Group, one of the largest beauty
conglomerates in the world. Together, the teams
are testing the benefits of lignin in beauty
products, especially for dark skin. Researchers
involved in the partnership have identified an
antioxidant effect of the ingredient that can also
boost the protection factor in sunscreens (SPF).
In addition, lignin could also be used to minimize
the grayish tone of foundations for black skin—a
phenomenon that occurs when these products
come into contact with the oxygen in the air—by
preventing them from changing color as a result
of the oxidation process.
After the research phase, the results are
expected to be used by Boticário to develop
new cosmetics lines starting in 2022. Lignin is
produced in Limeira, where Suzano operates
the first kraft lignin plant in Latin America.
82 Suzano’s 2021 Annual Report
Customers 83
UNBLEACHED PULP
Suzano developed an unbleached pulp for customers
in the food industry. The goal is to offer solutions from
renewable sources to manufacture packaging that
come in contact with food.
BIO-OIL
In the area of new businesses, the company invests
to be able to offer products to the fuel industry in the
future. To that end, in 2021, Suzano carried out tests
with two major oil companies in the United States. The
goal is to become a relevant global player that can offer
green solutions and products to the fuel industry.
Edleny Vasconcelos Lavorato Albuquerque, R&D technician,
Limeira unit (state of São Paulo). Photo: Fernando Cavalcanti.
José Eduardo Abiati Junior, R&D technician, Limeira unit (state of São Paulo). Photo: Fernando Cavalcanti.
LESSONS LEARNED AND CHALLENGES IN 2021
The year 2021 taught us many lessons about the way we operate and manage our lignin industrial
operations, which is still maturing from a technological standpoint. Its development poses challenges
because these are non-drop-in* applications that require skills in different areas and diversified
market operations.
Innovating through proprietary technology and advancing scalable solutions is a challenge that
requires time, discipline and resilience. Throughout the year, we revisited our initiatives and redefined
our priority markets and strategic drivers. Our highlights during the year included:
_Evolution of strategic partnerships for commercial scale in several applications.
_Implementation of business processes including continuous improvement identification to
optimize customer service.
_Regular production at the industrial plant to ensure product availability to meet demand.
* Applications that do not have the same properties and functionality as conventional ones.
84 Suzano’s 2021 Annual Report
Customers 85
Suzano believes in collaboration and in the value of
partnerships throughout its production chain. Therefore,
the company works to improve the performance of its
partners so that they can do their best not only for the
company, but for society at large and for the environment.
In this chapter, you will learn about several initiatives and
partnerships that have been developed together with our
suppliers based on this belief.
GRI 102-9
07
S
R
E
I
L
P
P
U
S
COLLABORA
RATION
86 Suzano’s 2021 Annual Report
Fabiano Sousa Santos, Occupational Safety technician (company TimeNow), at the Cerrado
Project in Ribas do Rio Pardo (state of Mato Grosso do Sul). Photo: Márcio Schimming.
Suppliers 87
_A MORE SUSTAINABLE SUPPLY CHAIN
GRI 103-1, 103-2, 103-3 (Material topic: Supplier Management)
This year marked the maturation of the
Responsible Supplier Management (RSM)
program, with significant progress in Suzano’s
supply chain. The main objectives of this program,
approved in 2020, are to foster sustainability
management among the suppliers, establish
guidelines for our relationships with our partners
and integrate ESG criteria into procurement
decisions. During the year, the RSM program was
applied to several projects and initiatives that aim
to increasingly establish lasting and high-quality
relationships with our suppliers to generate
shared value throughout our production chain.
Understanding the strengths and weaknesses
of the different companies that serve us and
improving their level of performance and
awareness means reducing risks for everyone.
One of the challenges that come with this
process is to educate our buyers, who pursue
the best commercial conditions. On the one
hand, our suppliers need to understand
the importance of following current best
practices in the social, environmental and
governance arena. On the other hand,
our business areas must understand the
benefits of hiring companies that, for
example, emit less greenhouse gases or
have a more diverse workforce compared to
their competitors. This is a work in progress,
which, over the next few years, is expected
to bring about profound transformations
throughout Suzano’s supply chain, which
currently includes 26,000 active suppliers.
Planting of seedlings, state of Mato Grosso do Sul. Photo: Márcio Schimming.
Learn about our highlights in 2021:
SUSTAINABLE
PROCUREMENT POLICY
The Sustainable Procurement Policy
consolidates the principles and guidelines
that drive the effective integration of
sustainability into Suzano’s procurement
processes, including everything from the
acquisition of office supplies to forestry
and industrial inputs, to services. The policy
provides guidelines for product or service
specifications, the registration and approval
of suppliers, and the selection and hiring of
our partners.
SUPPLIER CODE OF CONDUCT
Based on Suzano’s Code of Conduct, we
launched a specific document to guide
our relationships with our supply chain.
In addition to issues commonly discussed,
such as integrity in business relationships,
decent labor relations and management
systems, it addresses comprehensive
ESG issues by including topics such as
environmental protection, human rights
and social development. Click here to learn
about our new Supplier Code of Conduct.
88 Suzano’s 2021 Annual Report
Suppliers 89
Relacionamento com os fornecedores 89
78%
of the participants
engaged with the
program, which
is a significant
achievement for
its first year –
12%
above
the global average.
INCLUSIVE PROCUREMENT
The next issue in our agenda is inclusive
procurement, which aims to promote diversity,
equity and inclusion throughout our supply
chain. In 2021, the company carried out a
comprehensive diversity and inclusion census
among our partners to establish indicators of
minority representation among their employees,
managers and owners and to identify existing
practices in this area. Through December 2021,
approximately 500 suppliers had engaged in the
issue of inclusive procurement. In 2022, the data
we collected will be essential for us to increase
our number of partnerships with companies in
which managers and owners belong to minority
groups, in addition to fostering an increase in
diversity among their employees. In this first
cycle, our focus will be on gender.
Pablo Alan Guimarães Pires, Wood Supply technician,
Imperatriz unit (state of Maranhão). Photo: Márcio Schimming.
Raimunda da Conceição Lima, Drying operator, and Leonardo dos Passos Rodrigues, Drying operator, Imperatriz unit (state of Maranhão). Photo: Márcio Schimming.
SOCIAL AND ENVIRONMENTAL
RISK MANAGEMENT
CLIMATE CHANGE IN
THE VALUE CHAIN
In 2021, to effectively monitor the risks and
potential impacts within Suzano’s supply chain,
we conducted a study on the exposure to social
and environmental risks in all of our procurement
categories. This study informed the creation of
a Social and Environmental Risk Matrix, which
classifies suppliers into four risk groups: low,
medium, high and very high. Based on this
assessment, it was possible to establish specific
management strategies for each risk category,
since higher risk levels require stronger guidance
and monitoring, and a robust development
approach with the suppliers.
Climate change is the first sustainability issue
to be discussed with our suppliers as part of
our initiatives to take sustainability beyond
Suzano’s walls. We invited 100 suppliers
with opportunities related to greenhouse
gas (GHG) emissions to participate in our
program. Through initiatives like that, we seek
to improve sustainability management and
encourage the reduction of GHG emissions
in our supply chain year after year, in line
with our commitment to become increasingly
climate positive. To develop this program, we
established a partnership with CDP.
As an example, the suppliers included in
the matrix as high and very high social and
environmental risks are monitored in real
time through the Reprisk platform. This tool
continuously assesses and updates the degree
of risk exposure of suppliers considering the risk
of the production sector as a whole, the country
where the suppliers operate, and the severity of
the information found in the media.
For more information on the
creation of the Social and
Environmental Risk Matrix and
our management approaches,
access Suzano’s Sustainable
Procurement Policy.
Of the invited suppliers, 78 representatives
of categories that are considered critical
in terms of greenhouse gas emissions
voluntarily participated in the first cycle
of the program. This level of engagement
was superior to the average 67% of other
companies that also use the CDP Supply Chain
platform. During 2022, we will engage our
suppliers to improve their climate change
management and strategy and, consequently,
their score in the CDP questionnaire.
90 Suzano’s 2021 Annual Report
Suppliers 91
Relacionamento com os fornecedores 91
VINO – NON-OPERATING
ITEMS SALES
With a focus on maximizing the use of
our cultivated trees, the company has the
Non-Operating Items Sales area (VINO, for
its initials in Portuguese). The main objective
of the area is to offer by-products from pulp
production to other production chains.
One of the initiatives of the VINO area is in line
with the commitment to reduce the disposal
of industrial solid waste in company-owned or
third-party landfills.
Reduction of
approximately
467,000
tonnes
of waste sent to
company-owned and/or
third-party landfills
SUPRICONECTA – INTEGRATED
PROCUREMENT PLATFORM
The company’s Procurement area is in the
middle of a digital transformation with the
goal of improving the procurement processes
for its internal customers, suppliers and buyers.
To be one of our partners in this journey,
Suzano hired Coupa Software to implement
SupriConecta, a platform that will unify and
optimize the company’s entire procurement
processes, from request to final order.
Kelly Cristina Cunha (green shirt) and Sabrina Aparecida Almeida (blue shirt), both members of the
Arara Azul Cooperative, in Três Lagoas (state of Mato Grosso do Sul). Photo: Márcio Schimming.
SEMEAR PROGRAM
In 2021, we selected local micro and small
companies in the segments of logistics
and industrial maintenance services to
receive guidance on how to achieve
structured growth by incorporating good
management practices and methods,
innovation and principles of legal, social
and environmental responsibility. This is
what we believe in, while always respecting
the nature of each organization.
Participants graduated from the Semear
program (“Sowing” program) in the states
of Bahia, Mato Grosso do Sul, Espírito Santo,
Maranhão and São Paulo. Of the 151
who graduated between 2020 and 2021,
26 were recognized for meeting improvement
criteria such as a reduction in economic,
financial and labor risks and on their
financial dependence on Suzano. Key
features of the program included a
partnership with SEBRAE (an organization
that supports micro and small entrepreneurs
in Brazil) and several workshops and
engagement events on the topic of social
and environmental responsibility.
This program also includes a specific thematic
meeting with Suzano’s Sustainability team to
engage suppliers to improve their social and
environmental performance.
We also expanded our reach by implementing
Semear Online, through which resources and
training from the Suzano collection are now
available free of charge to suppliers and other
interested audiences. In 2022, the program
will be expanded through the addition of
new classes and a specific curriculum, which
will include the topics of entrepreneurship,
management and leadership, financial
management, strategic planning, diversity and
inclusion, Sustainable Development Goals and
digital transformation.
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Relacionamento com os fornecedores 93
Cavacos yard, Limeira unit (state of São Paulo). Photo: Fernando Cavalcanti.
PROJECTS APPROVED IN 2021 THAT WILL BE IMPLEMENTED DURING 2022
INNOVABILITY IN
THE VALUE CHAIN
EXTERNAL AUDIT
OF SUPPLIERS
Suzano’s challenge to its supply chain
to solve problems that result in
procurement solutions that reflect
the concept of innovability.
A pilot project that includes suppliers
classified on the social and environmental
risks matrix. ESG audits will be carried
out remotely and in person in partnership
with an external audit company.
CARING FOR WATER
IN THE VALUE CHAIN
RENEWABLE ENERGY IN PAPER
DISTRIBUTION CENTERS
Aa pilot project focused on engaging
and working with suppliers on water
issues. The main objectives of the
program’s three-year cycle, which
includes 100 selected suppliers,
will be to influence the value chain
and to improve and report the
suppliers’ water-related impact
and management practices.
Transition of 100% of the Paper
distribution centers in Brazil to renewable
energy through distributed generation.
The project, which will be implemented
in 2022, included an analysis of existing
business models in Brazil (turnkey,
remote self-consumption, rent and
free market) and a decision on the best
model for each distribution center.
Visit our Sustainability Center to learn more
about our supplier management approach.
_STANDARDS
Critical suppliers1
Percentage of critical suppliers (relative to total suppliers) -
Except wood suppliers
Percentage of critical suppliers (relative to total suppliers) -
Wood suppliers
Percentage of total purchases expended with critical suppliers -
Except wood suppliers
Percentage of total purchases expended with critical suppliers -
Wood suppliers
2019
2020
2021
4%
n/a
22%
n/a
4%
n/a
41%
n/a
3%
100%
37%
100%
1. In the year 2021, social and environmental risk assessment criteria were incorporated into supplier management processes, thus enabling us to assess
sustainability risk. New management measures were implemented, such as the use of the Reprisk tool, which allows us to monitor ESG risks in the supply
chain. Per context understanding, 100% of wood supply is critical. wood was not tracked alone in 2019 and 2020.
Suppliers with negative environmental impacts¹
GRI 308-2
Percentage of suppliers identified as having negative environmental impacts¹
(Except wood suppliers)
Percentage of suppliers identified as having negative environmental impacts¹
(Wood suppliers)
Percentage of suppliers identified as having significant negative environmental
impacts, actual and potential, with which improvements have been agreed as a
result of the evaluation (Except wood suppliers)
Percentage of suppliers identified as having significant negative environmental
impacts, actual and potential, with which improvements have been agreed as a
result of the evaluation (Wood suppliers)
Percentage of suppliers identified as having significant negative environmental
impacts, actual and potential, with which the business relationship was
discontinued as a result of the evaluation (Except wood suppliers)
Percentage of suppliers identified as having significant negative environmental
impacts, actual and potential, with which the business relationship was
discontinued as a result of the evaluation (Wood suppliers)
2019
2020
2021
4%
n/a
2%
n/a
3%
3%
71%
100%
100%
n/a
n/a
100%
29%
n/a
0%
n/a
0%
0%
1. The indicator considers suppliers that have undergone registration, approval, evaluation and environmental monitoring. The data from wood suppliers start
being reported as of 2021.
Suppliers with negative social impacts¹
GRI 414-2
Percentage of suppliers identified as having negative social impacts
(Except wood suppliers)
Percentage of suppliers identified as having negative social impacts
(Wood suppliers)
Percentage of suppliers identified as having significant negative social impacts,
actual and potential, with which improvements have been agreed as a result of
the evaluation (Except wood suppliers)
Percentage of suppliers identified as having significant negative social impacts,
actual and potential, with which improvements have been agreed as a result of
the evaluation (Wood suppliers)
Percentage of suppliers identified as having significant negative social impacts,
actual and potential, with which the business relationship was discontinued as a
result of the evaluation (Except timber suppliers)
Percentage of suppliers identified as having significant negative social
impacts, actual and potential, with which the business relationships have been
discontinued as a result of the evaluation (Wood suppliers)
2019
2020
2021
2%
n/a
1%
n/a
4%
6%
50%
100%
100%
n/a
25%
n/a
n/a
0%
n/a
5%
0%
1%
1. The indicator considers suppliers that have undergone registration, approval, evaluation and environmental monitoring. The data from wood suppliers start being
reported as of 2021.
94 Suzano’s 2021 Annual Report
Suppliers 95
Relacionamento com os fornecedores 95
_LOGISTICS
GUARANTEED AND
HIGH-QUALITY DELIVERY
Like all global companies, Suzano, which has an
annual export volume of approximately 10 million
tonnes, also felt the effects of a challenging
year in logistics in Brazil and worldwide as a
result of complications experienced since the
beginning of the pandemic. A lack of containers,
the Suez Canal blockage, restrictions in Chinese
Dispatch, Limeira unit (state of São Paulo). Photo: Fernando Cavalcanti.
ports caused by COVID-19, a shortage of local
labor in several countries and port congestions
worldwide made 2021 especially complex –
the average travel time to Europe went from
18 to 25 days. Despite the turbulent and
high-pressured market, the company
maintained excellent service and guaranteed the
supply for all its customers, most of them in
Asian and European countries.
This was possible thanks to three main
competitive advantages developed by
Suzano as part of its evolution:
shipowners and customers, which ensured
increased stability to the logistics operation.
Because Suzano has a port structure in Brazil and
warehouses located in the main international
ports, the company can maintain its pulp stock
regulated at all points of the business.
1 The company has long-term contracts with
2
3
Suzano’s team is very attentive to market
movements, is responsible for anticipating
risks and opportunities, and redoubled their
attention in the face of a critical scenario.
As a result, we gained agility and
efficiency. When most companies
in the world started to be affected
by logistics issues, Suzano had
already been dealing with them.
With well-served customers,
despite the complicated situation,
the company was able to develop
projects in 2021 that will leverage
the evolution of the logistics area
through increased innovation and
process automation. Keep reading
to learn more.
96 Suzano’s 2021 Annual Report
Suppliers 97
Relacionamento com os fornecedores 97
INOVALOG
Inovalog (“Innovalog”) is Suzano’s pulp logistics
transformation program. It was launched
in March 2021 as part of one the company’s
strategic business avenue
(“Be best-in-class in total pulp cost”) and its
desire to be recognized as a benchmark in
market innovation. Among its main objectives
are the pursuit of increased operational
productivity, quality of life for the team and
efficiency in the connection with startups and
technology companies. The program translates
how the logistics team intends to help the
company achieve its goals and ambitions.
The first step was to consult the team and the main
areas it interacts with, recognizing the importance of
co-creation at Suzano. The results of the program,
which is based on three development drivers
(people, digital/systems and operational excellence),
include the creation of more than 150 initiatives in
2021, training for the team, system improvements,
process automation and cost reduction.
The culture of co-experimentation is another
important feature of Inovalog. Currently, Suzano’s
Logistics, in partnership with startups and other
companies in the market, is testing and developing
new concepts to be incorporated into everyday
businesses. Some of the projects are planned to be
scaled up in our operations as early as 2022.
ITAQUI BERTH
In 2018, Suzano won a concession to manage
public areas and infrastructure for general cargo,
especially pulp and paper, in the Itaqui port,
in São Luís, for an initial period of 25 years. To
implement this project, the company will be
investing approximately R$390 million.
The construction of the berth and support
room was completed in November 2021 and
accounted for part of Suzano’s investments for
the construction of this terminal, which will be
used for the export of pulp produced in the
company’s Imperatriz unit. Berth operations
started in the first quarter of 2022.
In addition to the berth, the investments will
finance the construction of a 73,000-tonne
warehouse to ensure more efficient flow of
pulp. The construction project is scheduled
to be completed in the first half of 2022, and
the warehouse is expected to be operational
in the third quarter.
Elmo de Jesus Mendes Tavares, leader of Logistics Operations, Berth 99 – Itaqui Port, São Luís (state of Maranhão). Photo: Albani Ramos.
SUSTAINABLE LOGISTICS
Suzano sees the reduction or elimination of fossil fuel in its transportation
as an important component of its environmental strategy. Therefore, the
company has been working to increase productivity by using low-emissions
rail transport. In addition, on certain routes within the greater São Paulo
area, Suzano is replacing conventional trucks with electric ones. For heavy
equipment, this option is only available in industrial areas close to our plants
and wood yards. It is still uncertain when we will be able to completely
replace fossil fuels with renewable alternatives. For Suzano, the focus now is
to be connected to institutions and companies around the world that aim to
systematically track solutions for a zero-emission operation.
Partial solutions such as hybrid vehicles and transition fuels are currently
being seen as steppingstones toward phasing out fossil fuels. Some of the
alternatives being studied include hybrid vehicles with electric trailer axles
and other components, feasibility studies of methane-powered fleets to
transport wood and pulp, and options for producing biomethane from
biomass in industrial plants.
98 Suzano’s 2021 Annual Report
Suppliers 99
Relacionamento com os fornecedores 99
08
T
E
N
A
L
P
Suzano sees nature as an essential part
of its business model. The company’s
planted and native forest areas make
up ecological mosaics and corridors that
support the conservation of biodiversity
and ecosystem services. Partnerships
with social organizations, institutions
and communities contribute to the
diversification of economic activities and
ecological restoration.
GRI 103-1, 103-2, 103-3 (Material topic: Biodiversity) RENEWAL
RENEWAL
100 Suzano’s 2021 Annual Report
100 Suzano’s 2021 Annual Report
Native forest and eucalyptus
plantation, Imperatriz (state of
Maranhão). Photo: Ricardo Teles.
Planet 101
Planet 101
Left, eucalyptus leaf. Photo: Suzano’s image bank.
Right, eucalyptus and a man in the field,
Três Lagoas unit (state of Mato Grosso do Sul).
Photo: Márcio Schimming.
_ FORESTS, THE HEART
OF SUZANO
Suzano has been working to deliver
products and services that meet the
current and future needs of customers
and consumers while also contributing to a
more sustainable world.
Keep reading to learn about the main
initiatives implemented in 2021 to
promote greater efficiency in forest
management processes and industrial
operations, with productivity gains
associated with cost reductions and less
use of natural resources. Also, find out
what Suzano, together with partners,
environmental organizations, governments
and other entities, is doing to help
conserve the environment.
102 Suzano’s 2021 Annual Report
Planet 103
Eucalyptus plantation in
the Três Lagoas unit (state
of Mato Grosso do Sul).
Photo: Márcio Schimming.
FOREST
EVOLUTION
IMAGINE Suzano’s forestry
operators working in different
regions, in several Brazilian states,
without any connectivity. Now,
think of a data-science automated
knowledge center that can analyze
and share, in real time, information
collected in these different regions
with this same group of employees.
This is like putting the operation
under a giant magnifying glass: the
activities are conducted based on
the evaluation of a much higher
number of aspects, in much less
time and with lower risks. This is
the Control Tower project, which
was developed through Suzano’s
co-creation and innovability efforts
and is currently considered one of
the most transformational projects
in terms of productivity
THE MAIN OBJECTIVE of this
project, which was tested in the
state of Maranhão in 2021, is to
provide autonomy to the workers
at the forefront of our operations.
That is why, to develop the project,
the company consulted 70 forestry
workers and followed the design
thinking methodology, to give voice
to those in the field and arrive at a
solution that could effectively meet
their needs. As a result, operators
now have tablets that provide online
information and management
dashboards, which they can use to
make the best choices with confidence
and agility to achieve their goals.
Lorena Ferreira da Cunha e Souza,
service provider (company Nova RH),
Henrique de Jesus Silva, Forest Logistics
operator, Joscimar Silva Santos,
Harvest administrative assistant, and
Ana Carolina Silva de Alemida,
Forest Logistics operator, in the
Imperatriz unit (state of Maranhão).
Photo: Márcio Schimming.
1.3%
INCREASE IN THE
PRODUCTIVITY
and efficiency of
harvesting equipment
_OBJECTIVES: integrate and centralize information
to guide data-driven decisions as part of wood supply
processes (wood harvesting, loading and transporting);
and improve operational indicators, including a 3%
increase in operational efficiency.
_BENEFITS OF THIS AUTOMATION: greater precision
in decision making, resulting in gains in productivity,
efficiency and asset availability; accident reduction; risk
mitigation; and increased autonomy for the operators.
The project has already achieved important results,
such as:
_ An approximate 1.3% increase in the productivity
and efficiency of harvesting equipment.
_ Improved safety management (distance between
pieces of equipment, and support for operators,
drivers and cranes).
_ On-time management of indicators with the
identification of more than 50 KPIs.
_ More than 90% operational buy-in of the use of
the technology.
Currently,
WE MONITOR
MORE THAN
400 ASSETS,
including harvesting
equipment (harvesters
and forwarders),
loading cranes and
wood transport trucks
104 Suzano’s 2021 Annual Report
Planet 105
_OUR MANAGEMENT
GRI 103-1, 103-2, 103-3
Currently, Suzano has 2.4 million hectares of
native forests and eucalyptus forests distributed
across three Brazilian biomes (Cerrado, Atlantic
Forest and the Amazon), which have very
different characteristics. How can we manage
such a broad footprint, with so many variables,
in a way that optimizes the use of natural
resources, forest productivity and costs,
while also improving our conservation efforts
and maintaining good relationships with our
neighbors to ensure benefits for everyone?
The partnership between the Forestry and
Research and Development (R&D) areas enabled
better understanding and the classification of
the different conditions of eucalyptus cultivation
environments. Using machine learning, we
were able to isolate and demarcate Suzano’s
macroenvironments. Based on that, all management
and breeding recommendations are developed
to maximize the productive potential of each
environment, considering the best combination
between management, clones and environment.
Maria Helena dos Santos, fertigation applicator, Três Lagoas
unit (state of Mato Grosso do Sul).Photo: Márcio Schimming.
Management recommendations follow the
concept of precision forestry. With regard to
breeding, it is worth noting that we adopt a
strategy to accelerate the discovery and selection
of more productive clones with better wood
quality. In addition to using better clones, the
company developed a clonal allocation optimizer,
called Tetrys. This algorithm enables Suzano to
place the most adapted and productive clones in
the company’s different environments.
Using analytics, big data and artificial
intelligence, Tetrys evaluates numerous
scenarios to identify the best clone, considering
variables such as temperature, rainfall, soil
type and texture, and altitude. In addition to
improving plantation safety and providing more
effective matches that result in a 2% increase
in forest productivity, this tool reduces the risk
of potential environmental issues, including the
incidence of pests and diseases.
The development of Tetrys, which involved more
than 80 employees within the company, resulted
in a 15-fold increase in the capacity to generate
clone allocation scenarios, when compared to
the procedure prior to the implementation of
the tool. Since the beginning of the project,
more than 270 million trees have been planted –
the equivalent of an area of 205,000 hectares.
In addition to providing better control of
planting quality, these projects are being efficient
to increase the productivity of commercial
plantations in sites where there have been no
weather-related adverse effects. Also, based
on the knowledge generated, it is possible to
reposition the forest base, focusing on expanding
plantations in areas of greater productive
potential and lower environmental risk.
In 2021, we innovated the process of
generating and transferring technologies.
For the first time, we held an integrated
event in which management recommendations
(SMS – Suzano Management System) and
breeding recommendations (SGS – Suzano
Genetic Selection) were widely discussed
with the Silviculture areas, with the
participation of all support areas. This was
a way to share knowledge more efficiently,
facilitate co-creation and make joint decisions
for the coming year. Based on this new
interpretation of what happens in the field,
it became possible to make more specific
recommendations in silvicultural activities,
including soil preparation, planting spacing,
clonal allocation, fertilization and plant
protection, adapted to the characteristics
of each region.
MORE WITH LESS
The same approach applies to the management
of regrowth, which consists of using previously
selected shoots of remaining strains from the
previous harvest. This type of management is
very much in line with the idea of producing
more with fewer natural resources, since a
series of steps, such as seedling production
and transportation and soil preparation, are
not necessary in the management of regrowth.
At Suzano, we are implementing a concept
called C14 (or 14-year cycles), which has
enabled us to reduce the use of inputs and
the emission of greenhouse gases, while
also leveraging regrowth productivity. This is
only possible thanks to quality control, the
implementation of best management practices
and a better understanding and control over
the factors that affect productivity, resulting
from big data analysis of issues in this area.
Currently,
APPROXIMATELY
14% of the areas
are under
REGROWTH MANAGEMENT,
resulting in
savings of around
40%
IN FOREST FORMING COSTS
when compared to
restauration
2.5%
OVERALL INCREASE
in the mean annual
increment (MAI) of pulp
per hectare per year
In addition, the company implemented
a regrowth area selection optimizer, an
artificial intelligence technology that makes
it possible, in the strategic planning phase, to
identify the planting areas with the highest
potential for regrowth. The more efficient
the company is in selecting these areas,
the more sustainable and productive their
management becomes over time.
106 Suzano’s 2021 Annual Report
Planet 107
_WATER IN THE FOREST
Climate change is a global reality and certainly
one of the most pressing issues for the forestry
industry and society. The development of our
planted trees and conservation areas depends
on the availability of water.
Dozens of initiatives have been implemented
in recent years to address the situation of
more frequent and intense droughts in some
regions where we operate. One of them is
forest management aimed at increasing water
availability in watersheds that are considered
critical (in other words, watersheds in areas
where Suzano operations are exposed to risk of
water scarcity).
This is one of our main Commitments to
Renewing Life: increase water availability in
100% of critical watersheds by 2030. This
represents approximately 6% of our forest
base in more critical regions and watersheds.
Our unique management approach includes
initiatives such as increasing the age mosaic,
extending the crop cycle, reducing planted
forest density, promoting forest restoration,
optimizing roads and decommissioning areas.
In 2021, we exceeded our target of applying
this management approach in 4,500 hectares.
Through decommissioning of critical areas alone,
we reached approximately 5,650 hectares.
ADAPTATION STRATEGY
CBased on alarming data released by the
Intergovernmental Panel on Climate Change
(IPCC), Suzano immersed itself in this issue
in 2021, considering different scenarios. In
addition to evaluating historical data collected
by the company itself, as a key element of
this initiative, the company worked in the
identification and measurement of risks based
on IPCC scenarios. This is a step forward in our
journey toward alignment with the Task Force on
Climate-Related Financial Disclosures (TCFD).
As part of this comprehensive assessment,
Suzano classified high-risk areas with regards to
forest productivity and identified regions where
plantations should be decommissioned, and
the company’s production activities should be
ceased. Suzano also determined the size of its
forest base needed to face the consequences of
climate change without compromising supply for
its units. The implementation of this strategy
will consider the scale and importance of the
company’s social and economic role in each region
to avoid any negative impact in these areas.
_ CONTROLLED WATER USE
Technological advances have increasingly
improved the development of solutions to
control the use of water. One of them, closely
linked to Suzano’s innovability concept and
implemented in 2021, is a seedling protection
collar that is inserted at the time of planting to
form a protection barrier around the plant.
PROTECTION COLLAR
This shield is made from primary sludge, a
residue made up of fibers that were not used in
the industrial process for pulp production. One
of the benefits of the collar is to keep the soil
moist for a longer time. As a result, the seedling
needs to be irrigated less often, thereby
consuming less water in its initial growth stage.
It is estimated that 532 million liters of water
are saved for every 100,000 hectares planted.
In 2021, at the Maranhão unit alone, we saved
approximately 65 million liters of water – the
equivalent of 4,330 trucks of 15,000 liters each.
It is estimated that
532 million
LITERS OF WATER
are saved for every
100,000 hectares planted
In 2021, we saved approximately
65 million
LITERS OF WATER
at the Maranhão unit alone
Forest mosaic, Aracruz (state of Espírito Santo).
Photo: Suzano's image bank.
_STANDARDS
Water withdrawal per
source in forestry
operations¹ (m3)
GRI 303-3
2019
2020
2021
Total Suzano S.A. Total Suzano S.A.
Surface water
Groundwater
Total
São Paulo
214,372.00
341,680.32
141,438.03
140,809.32
282,247.35
Mato Grosso do Sul
1,082,185.00
951,724.00
924,918.13
Espírito Santo/Bahia
850,009.17
392,476.72
322,081.28
0.00
71.73
924,918.13
322,153.01
Maranhão
Total
209,403.80
120,980.00
111,083.50
564.00
111,647.50
2,355,969.97
1,806,861.04
1,499,520.94
141,445.05
1,640,965.99
1. Suzano's forestry operations do not withdraw seawater, produced water, or water from third-party sources. All withdrawn water is from fresh source (≤ 1,000
mg/L total dissolved solids). The information comes from water withdrawal forms used by the operation at each water withdrawal performed in the Silviculture,
Harvest and Logistics operations.
Percentage of water withdrawn in forestry operations in water-stressed areas¹
SASB RR-PP-140a.1
São Paulo
Mato Grosso do Sul
Espírito Santo/Bahia
Maranhão
Total
1. For more information, access here.
2021
0
0
0
0
0
108 Suzano’s 2021 Annual Report
Planet 109
_ FOR MORE ECOLOGICAL BALANCE
Suzano is advancing its biological control strategy
to replace chemical control in its plantations. In
2021, the company created and released more than
115 million natural enemies, enabling biological
pest control in approximately 150,000 hectares.
The natural enemies were created in the Aracruz,
Alambari, Imperatriz and Três Lagoas laboratories,
the latter inaugurated in the second half of the year.
We believe that, by scaling our production and
acting preventively, we will achieve an ecological
balance until some point in the future when the
use of agrochemicals will no longer be necessary.
Our investment in infrastructure and specialized
professionals is starting to yield positive results:
during an outbreak of caterpillars in Mato Grosso
do Sul in 2021, for example, the use of insecticides
to fight the problem was significantly lower
compared to similar situations in the past.
In addition to classical biological control, the
company kicked off the FenomicS project
(“Phenomics” project). This initiative is focused
on evaluating the resistance of our clones to
the main pests and diseases, as well as their
tolerance to adverse weather factors, earlier
in the process and more intensely. The project
is expected to make the selection of resistant
clones two times more efficient. Using a new
technique, we are also able to select clones that
are more efficient in terms of water use. While
the use of genetic resistance against pests and
diseases makes it possible to reduce the need for
pesticides, the selection and planting of clones
that are tolerant to water deficits increases
our eco-efficiency. These two approaches are
expected to reduce our production risks and
minimize our impacts.
Grey brocket deer, state of Mato Grosso do Sul. Photo: Araquém Alcântara.
Six trailer truck, Três Lagoas (state of Mato Grosso do Sul). Photo: Márcio Schimming.
_LOGISTICS IN THE FORESTS
One area that impacts our forestry operations is
logistics. Therefore, Suzano is constantly evolving
its practices with the goal of minimizing risks and
increasing efficiency. Two important initiatives in
this area are highlighted below.
SIX-TRAILER TRUCK EXPANSION
Six-trailer trucks (also known as hexatrains)
are exclusive vehicles developed by Suzano
in partnership with automotive companies.
Operating in the company’s farms in Três
Lagoas, the vehicles are also being used in
forestry logistics activities in Aracruz and Mucuri.
This mode of transportation allows the company to
transport a higher volume of wood in fewer trips. It
also reduces the number of vehicles in circulation,
which has environmental advantages, such as a
reduction of 2,798 tonnes per year of greenhouse
gases emissions and in the risk of accidents involving
the local fauna. In addition, the strategy for training
six-trailer truck drivers includes drivers from small
transport companies located in the South of the
state of Bahia. As a result, Suzano continues to
promote local employment while also maintaining
our contracts with these companies in force.
While six-trailer trucks offer many advantages,
there are also negative impacts that the company
is working to address. In 2021, Suzano received 37
specific complaints about its forestry operations in
Mucuri, including the operation of six trailer trucks.
110 Suzano’s 2021 Annual Report
Planet 111
Planet 111
DRIVING FORCE
Thousands of isolated forest fragments will be
connected. Approximately 50% of them are in
areas owned by Suzano. The other fragments are
located on third-party lands, which will require
strong engagement and networking on the part
of the company to be able to connect them.
This effort will increase our responsibility and
commitment to maintain these habitats restored
and preserved, considering the landscape of
the area.
The company will act strategically by
implementing biodiversity corridors and
establishing business models that generate
shared value and promote biodiverse
production, in addition to developing
initiatives to reduce pressure on biodiversity
as a result of human action.
_STANDARDS
Protected habitats,
by type and forest
stewardship unit¹
(hectares)
GRI 304-3
2019
2020
2021
Total
Suzano S.A.
Total
Suzano S.A.
Aracruz/
Mucuri²
São Paulo³ Três Lagoas⁴ Imperatriz5
Total
Atlantic Rainforest
342,979.68
345,268.09
271,839.63
78,936.23
3,579.19
0.00
354,355.05
Cerrado
Mangrove
Restinga
Amazon
Total
307,612.41
329,360.69
1,430.56
35,423.13
259,849.16
130,467.27
427,170.12
789.65
313.76
308.47
9,938.51
7,897.28
6,975.91
237,166.60
242,027.15
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
308.47
6,975.91
0.00
253,390.70
253,390.70
898,486.85 924,866.97 280,554.57
114,359.36 263,428.35
383,857.97 1,042,200.26
1. The IBGE's Current Basis of Biomes and Vegetation was used for the intersection of Suzano's Vegetation classes. Thus, there was an adjustment in the Cerrado
and Mangrove swamp classifications. In 2020, there was also an adjustment in the pampas classification.
2. The ""Aracruz/Mucuri"" unit includes areas in Bahia, Espírito Santo and Minas Gerais.
3. The ""São Paulo"" unit includes areas in the states of São Paulo, Minas Gerais and Rio de Janeiro.
4. The ""Três Lagoas"" unit includes only areas in the state of Mato Grosso do Sul.
5. The ""Imperatriz"" unit includes areas in the states of Maranhão, Piauí, Pará and Tocantins."
Owned, leased1, or managed areas within, or adjacent to, protected
areas, and areas of high biodiversity value outside protected areas
(hectares)
GRI 304-1
Within
Adjacent
Total
2020
2021
210,930.48
394,688.88
605,619.36
211,541.03
401,280.04
612,821.07
1. Leased area encompasses the sum of "Leasehold", "Parkia Partnership" and "Partnerships" in our license plate/property boundaries.
Bare-faced curassow, state of Mato Grosso do Sul. Photo: Araquém Alcântara.
_ COMMITMENT TO
BIODIVERSITY
CONSERVATION
Suzano has written a new chapter in its sustainability
strategy—one that is of great importance for business
continuity. The company has committed to connect
half a million hectares (an area four times the size
of the city of Rio de Janeiro) of priority areas for
conservation in the Cerrado, Atlantic Forest and
Amazon biomes, by 2030.
This new commitment, announced in June 2021,
signals our level of contribution and engagement
with the conservation of the biodiversity of Brazilian
ecosystems, considering that the fragmentation
of habitats is one of the main threats to the life
of species. In addition, it confirms the company’s
leadership position in this area, at a national and
international level, in line with the global ambitions of
the United Nations (UN).
Suzano believes that this biodiversity target cannot
be a responsibility of the company alone, but
rather of society as a whole. To set this target, the
company carried out a collaborative process that
included consultation with more than 40 national
and international stakeholders, including NGOs and
representatives of the public and private sectors
and academia. This process, specifically designed to
identify opportunities and challenges for biodiversity
conservation, was carried out in partnership with the
Ecofuturo Institute.
Based on the priority areas for conservation
identified by the Ministry of the Environment
and the areas set by the National System of
Nature Conservation Units (SNUC, for its initials in
Portuguese) as fully protected Conservation Units,
Suzano identified the main areas of fragmented
natural remnants to be connected. Then, as a result
of the intense engagement of different players,
the company defined the pathways for connection,
which will be made through the implementation of
biodiversity corridors..
112 Suzano’s 2021 Annual Report
Planet 113
NATURAL WORLD HERITAGE
Suzano allocates approximately 40% of its total
area, or about 1 million hectares, to environmental
conservation. More than 4,300 species of plants,
birds, amphibians, reptiles and mammals are
cataloged in its monitoring database, including
those under varying degrees of threat of
extinction. These conservation areas are mainly
distributed throughout the Cerrado, Atlantic
Forest and Amazon biomes. In these regions, in
addition to Permanent Preservation Areas (PPAs)
and Legal Reserves (LRs), which are required
by Brazilian law, the company has voluntarily
identified High Conservation Value Areas (HCVAs),
which total more than 90,000 hectares of
habitats of global and national importance
for the conservation of biodiversity.
In 2021, Suzano established a
corporate standard of methods and
criteria to identify environmental
attributes and review and set aside
HCVAs in all regions where the
company operates.
AS A RESULT, THERE
WAS A SIGNIFICANT
INCREASE OF MORE THAN
30,000 hectares
OF HCVAS IN THE FORESTRY
BUSINESS UNITS.
Itatinga river in the Neblinas Park (state of São Paulo). Photo: Adventure Camp.
Approximately
1 million
hectares
of Suzano areas set
aside for environmental
conservation
More than
4,300
of fauna and
f lora species
identified
One example of HCVA is the Neblinas Park,
an Atlantic Forest reserve located in the
state of São Paulo and managed by the
Ecofuturo Institute.
_In 2021, the National Council of the
Atlantic Forest Biosphere Reserve (RBMA,
for its initials in Portuguese) awarded the
Ecofuturo Institute the Muriqui Award
in the Corporate category. This award is
one of the most important accolades for
environmental efforts in the country and
was granted in recognition of the Institute’s
work in the Neblinas Park.
_Since 2006, the area has been recognized
by UNESCO’s Man and the Biosphere
Programme as an Outpost of the
Atlantic Forest Biosphere Reserve.
_The site protects 530 water springs.
_The park houses a Private Natural Heritage
Reserve formed by 518 hectares of Atlantic
Forest in an area of high conservation value.
_In the Neblinas Park, Ecofuturo develops
activities in the areas of environmental
education, scientific research, ecotourism,
forest management and restoration, and
community participation.
_The management of the reserve involves
the community—80% of the employees
live in the neighborhood—and fosters local
development—approximately 50% of the
Park’s budget goes back to the community
through the purchase of products and the
contracting of services.
_7,000 hectares of forest in different
_The Management Workshops aim to
stages of regeneration.
_More than 1,265 species have been
identified, including the discovery of
four new ones and more than 20 under
varying degrees of threat.
promote the sustainable development of
the region where the reserve is located by
combining forest conservation with income
generation and creating a network with rural
landowners in the surrounding communities.
Approximately 1,000 land owners have
already been involved in the initiative.
114 Suzano’s 2021 Annual Report
Planet 115
_ THE VALUE OF
FORESTS
In 2021, the company started
measuring its environmental footprint
based on the Environmental Profit
and Loss (EP&L) methodology, which
quantifies the balance between the
costs and benefits of our forestry and
industrial operations on natural capital.
Using software that follows the
standards of the Natural Capital
Protocol, created by the Capitals
Coalition and the World Business
Council for Sustainable Development
(WBCSD), Suzano wants to calculate
its environmental impact and
gather more precise information
for strategic planning and decision-
making purposes.
The aspects considered in the
calculation include greenhouse
gas emissions, air pollution, water
consumption, water and soil
pollution, waste produced and land
use, and can be evaluated annually.
The first results are expected in the
first half of 2022.
This pilot initiative is part of a larger
strategy that aims to assess the
combined impact of all capitals
(natural, social, human and financial).
Driven by the challenge of creating
a regenerative economy, this new
approach to company results has
the ambition to drive strategic
decisions from an integrated
perspective, recognizing that financial
results alone are not
enough to demonstrate the
generation of business value.
CERTIFIED ECOSYSTEM SERVICES
Suzano received certification for two ecosystem
services provided by the Neblinas Park, the company’s
environmental reserve managed by the Ecofuturo Institute:
Biodiversity Conservation and Recreational Services.
To certify these services, the company went through an
audit process for FSC forest certification (License Code
FSC-C009927), carried out at the São Paulo unit1. Ecosystem
(or environmental) services are benefits that society
obtains from nature, directly or indirectly, such as food,
medicine, fiber for clothing, wood for buildings and water.
This is the first time that a Brazilian organization has been
recognized and certified for proving Recreational Services
for children, young adults and adults who visit a nature
reserve. This achievement demonstrates the importance
of conservation and environmental awareness efforts
implemented in this area.
1. The Brazilian Forest Certification Program (CERFLOR, for its initials in Portuguese) certifies
that the forest management complies with environmental, economic and social criteria and
standards established by the Brazilian Association of Technical Standards (ABNT, for its initials
in Portuguese), which is part of the Brazilian Compliance Assessment System and INMETRO,
with international recognition by the Programme for the Endorsement of Forest Certification
(PEFC). Forest Stewardship Council® is a certification that covers all forestry activities, from
the confirmation of compliance with environmental, economic and social guidelines to product
distribution through the chain of custody and responsible forest management.
_ PARTNERSHIP
FOR THE AMAZON
We know that we will not achieve our
Commitments to Renewing Life by ourselves.
With this conviction in mind, in 2021 we joined
the project Promoting and Implementing
Assisted Natural Regeneration in Mato Grosso
and Pará, in partnership with the global and
Brazilian chapters of the World Resources
Institute, the Centro de Vida Institute (ICV, for
its initials in Portuguese) and the Homem e Meio
Ambiente da Amazônia Institute (IMAZON).
This initiative seeks to create and establish
financial mechanisms to encourage forest
restoration, generate income and employment,
and improve the lives of people living in the
Amazon region. Through assisted natural
regeneration techniques, it is possible to
accelerate forest growth in abandoned areas
or areas of low agricultural potential at lower
cost and in less time. In the social area, the
goal is that restoration can be combined with
techniques that generate economic benefits
Forest mosaic, state of Mato Grosso do Sul. Photo: Márcio Schimming.
from the use of forests or from the consortium
between native plants and agricultural crops.
The project includes the restoration of
approximately 260,000 hectares spread
throughout eight municipalities (three in the state
of Pará, where Suzano operates, and five in the
state of Mato Grosso).
_PLANOS DA MATA
Suzano and SOS Mata Atlântica have been working
in partnership since April 2021 to implement the
Planos da Mata project (“Atlantic Forest Plan”
project), which was developed to support the
creation of municipal plans for the Atlantic Forest.
The goal is to strengthen public policies in the area
of planning and local land development that can
mitigate negative impacts caused by climate change.
The project is expected to inform the creation of
an environmental master plan for 35 municipalities
located in São Paulo, Espírito Santo and Bahia,
states where Suzano has forests and units.
116 Suzano’s 2021 Annual Report
Planet 117
_ INDUSTRIAL
ECO-EFFICIENCY
We advanced hundreds of internal projects to
strengthen and protect our planted and native
forest areas, as well as to expand multisectoral
partnerships to promote projects to renewing
life inspired by trees, benefiting our operations,
society and the planet.
In industrial processes, we made significant
progress in water consumption, leading the
company to evaluate the possibility of expanding
its future ambitions. For this to happen, the
technological update of our plants remains
a challenge. In 2024, when Suzano will be
celebrating its 100th anniversary, it will have
the capacity to produce approximately 13
million tonnes of pulp per year. The company
has advanced units, such as Três Lagoas II
and Imperatriz, and has just approved the
Mucuri unit (state of Bahia).Photo: Márcio Schimming.
construction of the Cerrado project. On the
other hand, the company also has units that
rely on older equipment.
We have an intensive Capex program, approved
in October 2021, for our units in Aracruz and
Jacareí, in the amount of approximately R$1
billion. With that, we want
to accelerate the modernization of these
industrial complexes, which will result in a
significant reduction in operating costs, gains
in energy efficiency, a reduction in chemical
consumption, the update of assets to produce
greater stability and operational availability,
and, most importantly, a relevant decrease in
greenhouse gas emissions through lower use
fossil fuels, which will be replaced by renewable
fuels. In this way, we continue to reinforce our
focus on our Commitments to Renewing Life.
Restored native forest, in the interior of
São Paulo state. Photo: Sérgio Zacchi.
_WATER IN THE INDUSTRY
GRI 103-1, 103-2, 103-3 (Material topic: Water)
Suzano’s industrial units operate as “sustainable
water reservoirs”, a term used to refer to production
processes that reuse more than 85% of the water
withdrawn before returning it to the environment
(as shown in the image below). First, the water
withdrawn from surfaces (rivers) is treated in
a water treatment plant to become suitable for
industrial use, distribution and recirculation in
the production process. Later, the effluents are
treated under the conditions specified by Brazilian
environmental laws.
SUSTAINABLE RESERVOIR
EVAPORATION
14.7%
CHEMICAL
INPUTS
PLANT
PULP
0.3%
RECEIVING
BODY OF
WATER
RETURN OF
WATER TO
RIVERS
85%
USE/REUSE
4.5X
TREATMENT
118 Suzano’s 2021 Annual Report
Planet 119
In 2021, the company intensified its water
management governance and made important
progress toward its target of reducing water
withdrawal in industrial operations by 15% by
2030. This target was included in the variable
compensation of the leaders of each industrial
unit. In addition, the implementation of a strict
and solid routine in our plants resulted in much
better results compared to 2020. In 2021, we
reduced specific water withdrawal by 8% and used
26.3 cubic meters of water for each 1 tonne of
product we manufactured.
_STANDARDS
Specific water consumption in industrial operations
(m3/ton of saleable or finished product)¹
2019
2020
2021
Suzano²
Rio Verde²
Limeira
Jacareí
Imperatriz
Mucuri²
Aracruz
Belém
Maracanaú (Fortaleza)
Cachoeiro3
Três Lagoas
Consolidated total
8.33
2.40
7.85
3.34
6.19
4.70
6.51
8.67
0.11
n/a
2.92
4.44
8.74
3.34
8.30
2.70
5.15
6.17
4.27
4.56
0.09
n/a
2.68
4.47
8.38
3.70
9.16
3.06
4.49
4.95
7.67
3.38
0.07
0.02
2.26
3.83
1. Water consumption is the difference between the amount of water withdrawn from the units and the amount of water returned to the environment within the
environmental parameters of legislation in force (treated effluent) and losses (evaporation and incorporation into product). Additionally, to calculate the indicator,
finished and saleable products from each unit are considered (in this case, pulp and the different types of paper and consumer goods).
2. After reviewing the calculations, Suzano and Rio Verde units had their 2019 and 2020 data corrected and the Mucuri unit had its 2020 data corrected.
3. Cachoeiro unit started operation in 2021, so they have no data to report for 2019 and 2020.
Percentage of water withdrawn in industrial
operations in water-stressed areas
SASB RR-PP-140a.1
2019
0%
2020
0%
2021
0%
_WASTE
As part of its Commitments to Renewing Life,
Suzano is also making progress to reduce by 70%
the amount of industrial solid waste directed
to disposal in company-owned or third-party
landfills by transforming it into by-products.
A few combined factors contributed to the
company’s progress in this area in 2021. One of
them was the engagement of industrial directors
and managers, whose variable compensation is
now also linked to the company’s commitments
for 2025 and 2030. Other factors were the
investments made by the company for the
construction of two waste treatment centers,
one in Três Lagoas (worth R$40 million,
implemented in 2020) and another in Imperatriz
(in the amount of R$32 million, implemented in
2021). Thanks to them, in 2021 we reduced the
amount of waste directed to landfills by 34%
compared to the previous year, transforming
them into agricultural inputs for our eucalyptus
forests and other agricultural crops in the regions
where we operate.
We also have a pilot project being implemented
in the Mucuri unit, where we direct our waste
to a third-party waste treatment facility.
0
2
0
2
31.7 kg
of waste per tonne of pulp
were directed to landfills.
1
2
0
2
20.8 kg
of waste per tonne of pulp
were directed to landfills.
0
3
0
2
The goal is to reduce the amount
of waste directed to landfills per
tonne of pulp produced to
13.3 kg
Furthermore, in many cases, what is waste for
the forestry industry becomes raw material
for other sectors. As a way of accelerating the
achievement of our goal, we created the VINO
area (Sale of Non-Operating Items), as part of
the Procurement team, to sell industrial waste
generated by our operations.
_STANDARDS
Waste sent to landfill cell
[kg/ton on dry basis (kg/t)]
Consolidated total
Waste
generated,
by type and
operation
[metric
tons (t)]
Forestry
operations
Industrial
operations
2019
36.10
2020
2020
31.70
2021
20.80
2021
2019
Non-
hazardous
waste
Hazardous
Waste
Total
Non-
hazardous
waste
Hazardous
Waste
Total
Non-
hazardous
waste
Hazardous
Waste
Total
1,513.36 1,373.18
2,886.54
1,028.00
907.00
1,935.00
8,512.55
1,004.66
9,517.21
1,322,823.45 1,489.19 1,324,312.64
1,417,100.66 1,068.40 1,418,169.06 1,422,529.00
1,325.75 1,423,854.75
Total
1,324,336.81 2,862.37 1,327,199.18 1,418,128.66 1,975.40 1,420,104.06 1,431,041.55
2,330.41 1,433,371.96
120 Suzano’s 2021 Annual Report
Planet 121
_ENERGY
GRI 103-1, 103-2, 103-3 (Material topic: Climate Change)
Suzano is constantly investing in projects
and initiatives to increase its production of
renewable energy and its sale of electricity
to the grid. We have a digital tool, developed
internally by our teams, which recommends,
through algorithms and in real time, the
best allocation of available steam for each
turbine, optimizing energy generation.
We also developed a project with the goal
of increasing the specific generation of
steam by our industrial boilers per
amount of fuel consumed, to increase
the generation of electricity.
One of our Commitments to Renewing Life is to
increase the amount of renewable energy sent
to the Brazilian energy matrix. The biggest step
we have taken toward this goal was the approval
of the Cerrado project, which will generate, on
average, 180 MW of excess renewable energy,
which will be sent back to the Brazilian grid.
Learn about the results of our
Greenhouse Gas Inventory –
base year 2021, by visiting our
Sustainability Center.
THE ECONOMIZAÍ PROGRAM
The Economizaí program (“Please Save”
program) was launched in March 2021, at
the Mucuri unit, with the goal of creating
awareness of conscious and rational use of
energy to drive a change in behavior and
practices within our unit. All employees
participate in this initiative, which includes
concepts that go beyond the company’s walls
and reach their homes and families.
In October, the program was expanded
to other Suzano units. However, due
to scheduled shutdowns for general
maintenance and other scheduling
conflicts in some of the units, the pace of
implementation and, consequently, the
results of the program varied from one unit
to another. In any case, the results achieved
through December are significant and the
trend is for the initiative to continue to
advance in 2022.
REDUCTION IN CONSUMPTION
32,267.9 MWh
TOTAL:
R$8,034,968.54
EconomizAí Program - 2021
Unit
Mucuri
MWH
R$
11,940.70
R$3,140,000.00
Imperatriz
14,334.00
R$2,866,850.22
Suzano
Jacareí
1,601.20
R$432,324.00
4,392.00
R$1,595,794.32
_STANDARDS
Imperatriz unit (state of Maranhão).Photo: Márcio Schimming.
Degree of renewability of Suzano's energy matrix
Percentage of energy from non-renewable sources
Percentage of energy from renewable sources
2019
12.69%
87.31%
2020
12.82%
87.18%
Overall
100.00%
100.00%
2021
12.31%
87.69%
100.00%
Total of energy consumption (GJ)
GRI 302-1
2019
2020
2021
Fuel from non-renewable sources
28,049,382.05
28,024,857.22
30,956,553.51
Fuels from renewable sources
216,521,617.38
214,386,646.59
220,444,126.07
energy consumption
3,429,652.68
3,498,800.20
3,872,202.27
Energy sold
Overall
5,303,394.46
5,646,273.28
5,711,287.89
242,697,257.65
240,264,030.73
249,561,593.96
Carbon balance (removals and emissions)
[in ton CO2 equivalent (tCO2e)]¹
Scope 1 Emissions
Scope 2 Emissions
Scope 3 Emissions
Total emissions
2019
2020
2021
2,142,410.89
2,155,102.69
2,328,335.53
71,225.59
59,531.90
137,822.64
1,511,361.76
1,568,893.44
1,842,095.64
3,724,998.24
3,783,528.03
4,308,251.814
Balance between land use emissions and removals
-15,476,553.88
-18,983,839.64
-13,204,509.36
Total balance (emissions - removals)
-11,751,555.64
-15,200,311.61
-8,896,257.55
1. Water consumption is the difference between the amount of water withdrawn in the units and the amount of water returned to the environment following
the environmental parameters of current legislation (treated effluent) and losses (evaporation and incorporation into products). In addition, the calculation of
this indicator considers finished and salable products from each unit (in this case, pulp and different types of paper and consumer goods).
122 Suzano’s 2021 Annual Report
Planet 123
Influencing society through initiatives that generate
positive social and environmental impacts is a
constant movement at Suzano. Because the company
has a business model that is supported by the
sustainable use of natural resources, is responsible
for the management of an area of more than 2 million
hectares in Brazil, and is a climate positive company,
it made the commitment to help promote discussions
that support the construction of a fairer and more
sustainable world through multistakeholder action,
dialogue and lasting partnerships.
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124 Suzano’s 2021 Annual Report
124 Suzano’s 2021 Annual Report
Child reading a book.
Photo: Jeremy Bishop/Unsplash.
Government and organized civil society 125
POSITION
_COLLABORATIVE AGENDA
The climate and biodiversity crises stress the
urgency of engaging governments, society and
the private sector to, together, promote the
necessary changes to fight them. Although
the impacts are known, the time for the
adoption of effective measures to address
these issues is only getting shorter.
The creation of a future focused on the low
carbon economy is directly connected to the
issues discussed at COP26, in Scotland, in
November 2021. Leading up to the conference,
Suzano held a series of preparatory events
and meetings with companies, representatives
of the Brazilian government, the press and
global leaders. A group of Suzano executives
represented the company at the conference.
Suzano defends that, to achieve concrete
targets related to lower carbon emissions
in the long term, governments, companies
and civil society must establish and achieve
short- and medium-term goals.
And the company remains attentive to
new trends and methodologies. In addition
to the SBTi, the creation of a new protocol
by the GHG Protocol for measuring carbon
removals will lead Suzano to set, in the medium
term, targets according to the specifications
of each new development. In the future, we
expect to make new commitments in line with
these two initiatives.
_ CARBON CREDIT MARKET
For Suzano, the carbon market linked to the
Paris Agreement is a viable and promising
mechanism for offsetting emissions and
protecting nature. In this market, Brazil has
the potential to generate carbon credits in the
amount of approximately 1 billion tonnes of
CO2 equivalent, with revenues of approximately
US$100 billion by 20301. The forestry sector
accounts for more than half of these credits,
through initiatives related to sustainable
management and the recovery of native forests.
In this sense, the company joined the Climate
Action 100+ initiative (led by investors to
ensure that the largest corporate emitters
of greenhouse gases adopt the necessary
measures to fight climate change) and the
Assessing Low-Carbon Transition (ACT)
initiative for the pulp and paper industries.
We also recently joined the Science Based
Target Initiative (SBTi), the Business Ambition
for 1.5°C campaign and the Race to Zero
campaign, as part of these two initiatives.
Creating a market mechanism for carbon trading
is an initiative that requires the combined effort
of many players. Positioned as part of the
solution in the various forums on this issue, the
company participates in collaborative initiatives
that seek to establish standards and alignment
around a common goal. This includes Suzano’s
active engagement with peers, partners,
governments and other entities to support
regulatory mechanisms and impact projects that
can influence the climate agenda.
Click here to learn more about the
Commitments to Renewing Life.
1. Report from the Brazil International Chamber of Commerce
(https://www.iccbrasil.org/brasil-pode-ganhar-ate-us-
100bi-em-receitas-de-credito-de-carbono-ate-2030/).
Eucalyptus plantation, Açailândia (state of Maranhão). Photo: Márcio Schimming.
_ONE TRILLION NEW TREES BY 2030!
GRI 102-12, 102-13
In 2021, Suzano became one of the 33 partner
companies of the 1t.org movement. These
companies made a public commitment to conserve,
restore and grow more than 3.6 billion trees in
more than 60 countries by 2030. It is important to
note that we are the only Brazilian company that is
part of this movement, in which we participate as a
member of the Advisory Committee.
This initiative, led by the platform 1t.org, aims
to promote the planting of 1 trillion native
trees worldwide by the end of this decade.
It is part of the World Economic Forum’s
efforts to accelerate nature-based solutions
in support of the UN Decade on Ecosystem
Restoration (2021-2030).
COP26 – SUZANO’S POSITION
GRI 103-2
For Suzano, COP26, the UN Climate Conference, held in Glasgow, Scotland,
in November 2021, was a unique opportunity to discuss alternatives to ensure
the planet’s climate security.
The conference highlighted important advances with regards to targets
and to a system to invest in projects for global decarbonization. The conference also
made it clear that we will need immediate and effective action by governments,
companies and consumers.
In addition to the commitments made in support of this agenda, throughout 2021
Suzano worked to help promote knowledge and encourage practical action. In its 2050
Now website, a company initiative launched in October 2021, Suzano has made its
positions, news and related analysis publicly available.
Learn more by visiting the 2050 Now website.
126 Suzano’s 2021 Annual Report
Government and organized civil society 127
We participate in various associations and collaborative initiatives to
leverage trends and help society, the private sector and other industries to
address issues that are material to all. This participatory effort is a way of
putting one of our Cultural Drivers into practice: “It is only good for us if it
is good for the world.” We collaborate in different forums, including:
_We are a signatory of the UN Global Compact
(participant level).
_We are a member of the Brazilian Business Council
for Sustainable Development (CEBDS, for its initials
in Portuguese).
_We participate in the Brazilian Business Life Cycle
Assessment Network (LCA).
_We serve on the Business for Nature's Strategic
Advisory Group.
_We are a member of the World Economic Forum and we
have engaged as members of the 1t.org Corporate Alliance
and Advisory Board.
_Our CEO, Walter Schalka, is on the Board of Directors
of Coalizão Brasil Clima Florestas e Agricultura
(“Brazil Climate Forests and Agriculture Coalition”)
_We are part of the Advisory Board of the
GHG Protocol: Removal.
_We are a member of the Forest Dialogue Coordination Council.
_We are a member of the United Nations Global
Compact’s CFO Taskforce for the SDGs
_We are a member of the Taskforce on Nature-
Related Financial Disclosures (TNFD).
Visit our Sustainability Center to learn more
about our partnerships and initiatives.
Rufous-tailed Jacamar, state of Mato Grosso do Sul. Photo: Araquém Alcântara.
128 Suzano’s 2021 Annual Report
Government and organized civil society 129
_SUZANO’S POSITIONS
GRI 103-2
The company has clear positions on issues
that are important to society and the
communities where it operates. Learn about
Suzano’s positions on key issues below:
_Zero Deforestation
Click here to learn more.
_Human Rights
Click here to learn more.
_Land Management at Veracel Celulose
Click here to learn more.
_Operation of the Caravelas Maritime Terminal
and occurrence of mud in Nova Viçosa
Click here to learn more.
Click here to see all
positions published
by Suzano.
_Indigenous Communities
Read in the Communities chapter.
_Quilombola Communities
Read in the Communities chapter.
Domingos Rodrigues, participant in the Rural Land Development Program, in the Côrrego do
Macuco Community, in Conceição da Barra (state of Espírito Santo). Photo: Márcio Schimming.
_Itaúnas River Watershed
In September 2021, Sociedade Amigos do Parque
de Itaúnas (SAPI), a local NGO that works on
social, environmental and cultural issues within
the Itaúnas Park, contacted Suzano claiming that
some of the company’s forestry activities near
the Velha Antônia stream were taking place in
areas allegedly included in the Action Plan for the
Restoration of Native Forests in the northern region
of the state of Espírito Santo. The company quickly
suspended its activities in the area to investigate
the complaint. So far, Suzano has not been provided
with the technical details of the pilot project
included in the Action Plan, preventing the company
from properly investigating the accusation.
Suzano is part of the Itaúnas River Basin
Committee, which is responsible for the Plan.
However, the document does not include the
details or criteria that enable the identification
of the areas covered by the plan.
The company reaffirms its commitment to
the Action Plan and has sought to identify the
priority areas for restoration included in it, as
well as to understand how they correlate with
the restoration program already developed by
Suzano to ensure alignment among the parties
involved in its implementation. The company is
in constant dialogue with all the organizations
that are part of the Itaúnas River Basin
Committee to clarify all the facts as soon as
possible. While the investigation is being carried
out, forestry activities in the area mentioned by
SAPI remain suspended.
.
130 Suzano’s 2021 Annual Report
Government and organized civil society 131
Suzano’s relationship with communities living in the
vicinity of its operations has always been based on
open dialogue, collaborative work and community
engagement, through a model of social engagement
that legitimizes these communities. During the
pandemic, maintaining dialogue has been a challenge
for our collaboration. The situation has also been
difficult for vulnerable people who relate to the
company. However, we have not stopped working to
transform our communities for the better. And we have
good examples that demonstrate our commitment.
GRI 103-1, 103-2, 103-3
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132 Suzano’s 2021 Annual Report
Valdete Alves Pavaneti, participant in the
Rural Land Development Program and Baskets
Delivery, in Nova Viçosa (state of Bahia).
Photo: Márcio Schimming.
Communities 133
RELATIONSHIPS
Since we outlined our social strategy,
we have strengthened our income
generating processes year after year. Our
Commitments to Renewing Life, announced
in February 2020, established a new level of
social performance for the company, requiring
an increase in scale and scope. Our two
commitments in the social area are directly
linked to income generation and education, two
important issues for which we want to create
innovative and sustainable solutions by working
together with the communities and civil society
organizations in the areas where we operate.
In line with these commitments, we organized
ourselves to create and discuss the evolution of
our Resilient Territories strategy.
Rosimar Pereira da Silva, Babaçu coconut breaker, Sustainable
Extractivism Program, in Imperatriz (state of Maranhão).
Photo: Márcio Schimming.
RESILIENT TERRITORIES
The Resilient Territories strategy aims to
leverage all the knowledge Suzano has
accumulated during years of relationships
with the community and partners in the
areas where we work to influence public
processes and policies that can benefit an
increasing number of people and regions.
The implementation of the strategy will
start with the creation of a territory
matrix, which will include a map of social
and economic indicators for each area,
the company’s influence, the key regional
players, their innovation potential and the
good practices already in place.
In addition, this methodology will result
in the construction of Territorial Plans,
which will define important lines of
work and projects that will contribute
to increase the resilience of the regions
where the company operates. In 2021,
together with external partners, we
concluded pilot projects in the states of
Espírito Santo and Bahia and implemented
this process in the state of Maranhão.
In 2022, this methodology will also be
implemented in the states of São Paulo
and Mato Grosso do Sul.
_ FIGHTING POVERTY AND ENHANCING EDUCATION
Colmeias program, state of Mato Grosso do Sul. Photo: Araquém Alcântara.
Suzano is present in more than 200 Brazilian
municipalities, for which poverty and social and
economic inequality are real challenges. The
company recognizes that it has an important
role to play and has made two Commitments
to Renewing Life that reinforce its contribution
to social development: reducing poverty and
improving the quality of education.
Our objective is to contribute to advance
structural efforts, such as the creation of work
and the generation of income, associated with
the improvement of education. We believe that
these are catalysts for community development
that promote the autonomy of communities.
Currently, our social programs benefit people
in eight states: Bahia, Espírito Santo, Minas
Gerais, Maranhão, Pará, Tocantins, Mato
Grosso do Sul and São Paulo.
In 2021, as we continued to expand our
efforts to create work and generate income,
we increased our social participation and helped
lift more than 9,000 people (or 2,889 families)
out of poverty. Despite the challenges imposed
by the pandemic, we managed to exceed our
annual target by 12.5% (our goal for 2021
was to lift 8,000 people out of poverty).
This translated into an average income
increase of 57.7%.
In 2021, we managed
to lift more than
9,000
people out of poverty
which corresponds to
21,075
people benefited
from the income
generation programs
57.7%
increase in average income
134 Suzano’s 2021 Annual Report
Communities 135
To continue advancing, our strategy includes
the establishment of partnerships with other
private companies, government institutions and
civil society for the collaborative creation of local
development plans.
With regard to our commitment to quality
education, we established metrics to measure the
progress of the Basic Education Development Index
(IDEB, for its initials in Portuguese) biannually
through 2030. Our baseline is the weighted
average of public elementary education in priority
municipalities, which, according to the most
recent IDEB (2019) was 4.7. Our goal is that the
municipalities served by Suzano reach 40% of their
education target and a 6.6 weighted average. The
challenging situation of education in Brazil, which
was aggravated by the pandemic, required that
the expectations regarding progress in the first
cycle evaluated in 2021 be adjusted. In this sense,
maintaining the 2019 average will be considered
progress. The updated index will be published by
the Ministry of Education in 2022.
To support this commitment, the company has
the Suzano Education Program, which invests
in improving public education through the
professional development of educators and social
participation with a focus on student learning.
In 2021, the methodology of the Suzano Education
Program evolved and reached schools directly
through training also for school administrators
and teachers, to accelerate the expected results
in the next nine years. In addition, together with
intersectoral groups in the municipalities that
include especially the areas of education, health
and social services, we implemented a Social
Participation Strategy.
Our focus was to actively identify and monitor
children and adolescents who are not is school or
show a risk of dropping out of school.
According to a study by UNICEF on the impact
of the pandemic on education, Brazil is at risk of
regressing two decades in access to education.
Click here to learn more.
Visit our Sustainability Center
to learn more.
In 2021, our work included:
13
Expansion of the program to
new municipalities, totaling
36 municipalities in 7 Brazilian states
(Bahia, Espírito Santo, Maranhão,
Mato Grosso do Sul, Pará, Tocantins
and São Paulo)
1,750
elementary schools
298,146
students from the
public school system
3,766
direct participants – secretaries and technical
education teams, school administrators, teachers
(virtual classes) and intersectoral teams
(education, health and social assistance)
312,339
people benefited, including students,
educators and intersectoral teams
99%
of the public served positively evaluated
the program’s training to promote changes
in educational practices
Testimonial about the program by
Ione Bandeira, guidance coordinator
for the town of Itinga do Maranhão:
“Our town is to be commended for the work with
the new intersectoral partners, because several
meetings were held and all of them [Health and
Social Assistance Departments], together with the
Department of Education, developed initiatives that
could guarantee our local children and adolescents
their right to education.”
More than 800
students – representing 15% of the total number
of students in the public school system – returned
to the local school as a result of the social
participation activities facilitated by the program.
Ione Bandeira. Photo: Suzano's image bank.
Participant of the Meu Ambiente program. Photo: Eliza Carneiro.
_ ECOFUTURO INSTITUTE
A non-profit organization founded in 1999
and maintained by Suzano, the Ecofuturo
Institute contributes to transforming society
through environmental conservation and
the promotion of knowledge. Its main
initiatives include the management the
Neblinas Park and the Meu Ambiente program
(“My Environment” program).
In 2021, Ecofuturo concluded its Community
Library project after two decades of work. To
complete this cycle, four new libraries were
inaugurated, one in the city of Suzano and three
in the state of Maranhão—the latter was built
with investments by Suzano in partnership
with the state government through the Decent
School program. Including these new facilities,
the initiative opened 121 libraries in 12 states.
136 Suzano’s 2021 Annual Report
Communities 137
MULTIDIMENSIONAL POVERTY INDEX
The eradication of poverty in all its dimensions
–that is, financial poverty, food insecurity, lack
of access to basic services, low professional
qualification and lack of personal security –
remains one of the world’s biggest challenges
to achieving sustainable development.
Based on international experiences, including the
United Nations’ Global Multidimensional Poverty
Index (MPI) and the World Bank’s Multidimensional
Poverty Measure, in 2021 we created the Suzano
Multidimensional Poverty Index (MPI), which includes
six indicators in three dimensions: income, health
and education. The World Bank set the poverty line
in upper-middle-income countries at US$5.50 per
person/day (R$475 monthly in 2020). Therefore,
families living with a per capita income below this
number are considered multidimensionally poor.
Concomitant deprivation in other indicators in addition
to income indicates the intensity of a family’s poverty.
Last year, in addition to establishing the components
of the Suzano MPI and the methodology for
measuring poverty, the company chose eight
associations to carry out a pilot test, including
indigenous, quilombola, agricultural, urban and
artisanal fishing communities. The pilot project,
scheduled for the first half of 2022, will test all the
steps for calculating the MPI, from data collection
to results. The company has already created a
questionnaire that will provide a better understanding
of the living conditions of the families in the vicinity of
Suzano’s areas by systematically measuring the impact
of our operations and by taking into account the levels
of economic development and social transformation
achieved in these regions.
2021 HIGHLIGHTS
Implementing processes to minimize and mitigate
social and economic impacts in places where access
is limited or restricted has been a very complex task.
Since the beginning of the COVID-19 pandemic,
in 2020, we have worked to understand how to
better face this challenge. Based on an analysis of
the pandemic from a global perspective and the
hundreds of commitments we have in the locations
neighboring our operations, we decided to prioritize
resources to maintain our ability to serve the
communities, assuming that this would be a
long-lasting crisis—which has proved to be true.
In 2021, we continued to provide emergency support
in all regions. We continued to embrace as many ideas
as possible, based on partnerships and community
engagement, to face the impacts caused by the
coronavirus in the locations where we are present.
At the same time, we dedicated efforts to developing
new methodologies such as Resilient Territories.
There are 3 million people below the poverty line in
the areas where we operate. In the 56 municipalities
where we prioritize our social strategy, this number
totals 977,000. These figures are from the 2010
census—the absence of consistent data from the
federal government confirms our responsibility
and the expectations of these communities about
Suzano’s efforts. The company recognizes its clear role
in creating transformational solutions for society.
The following were some of the initiatives we
implemented:
Emergency action: We focused our efforts on
three main groups: priority municipalities for
relationship-building; groups and institutions with
limited income alternatives at the moment; and
neighboring communities (urban and rural) with
a high degree of social and economic vulnerability.
Visit the Suzano Against the Coronavirus website
to learn more.
Evanzil São Pedro dos Santos, Farmer, Rural Land Development Program, in the Jacutinga community, Mucuri (state of Bahia). Photo: Márcio Schimming.
Emergency Call for Proposals: To mitigate the
effects of the pandemic, it was necessary to
invest extra resources in initiatives, especially
in highly vulnerable communities, which are
the focus of our main social commitment.
Food Security: Suzano delivered 41,715
grocery boxes. This initiative benefited
36 entities and more than 50,000 people
in 77 municipalities in nine Brazilian states
(Bahia, Espírito Santo, Maranhão, Mato Grosso
do Sul, Minas Gerais, Pará, Pernambuco,
São Paulo and Tocantins). The campaign
engaged 26 suppliers, thanks to an investment
of R$5.3 million by Suzano.
Other projects: Suzano continued the
programs and projects that were already being
implemented in the communities, such as the
Rural Land Development Program and the
Colmeias project (“Beehive” project).
Results of the Emergency Call
for Proposals in 2021:
R$1,165,000
invested
44
projects approved
2,951
people benefited by the projects
Visit our Sustainability Center
to learn more.
138 Suzano’s 2021 Annual Report
Communities 139
Since the beginning of
the COVID-19 pandemic,
in 2020, we have
worked to understand
how to better face this
challenge. We decided to
prioritize resources to
maintain our ability to
serve the communities.
_ OPERATIONAL DIALOGUE
Suzano’s harvesting operations change the
routine of communities around our planted areas.
Therefore, before, during and after the harvest
period, we host an activity named Operational
Dialogues in these locations. In 2021, our
Operational Dialogues included approximately
6,000 people and promoted 1,842 discussions in
the municipalities where we operate, to provide
information and answer questions. The objective
is to monitor the company’s operations and
explain all operational processes, in addition
to making Suzano’s communication channels
available to listen to suggestions that, whenever
possible, the company incorporates into its
process to mitigate or reduce negative impact.
Community garden for women, in Prado (state of Bahia). Photo: Márcio Schimming.
Pedro Dantas, Forest Nursery supervisor, Três Lagoas unit (state of Mato Grosso do Sul). Photo: Márcio Schimming.
SOCIAL PERFORMANCE IN NUMBERS
More than
37,000
people assisted
by social programs
and projects
R$93 million
in generated income,
monitored monthly –
an increase of 91%
compared to 2020
35,000
tonnes of products
and food produced
by the participants
232
associations impacted,
of which 128 received
resources through public
policies (24% growth
compared to 2020)
140 Suzano’s 2021 Annual Report
Communities 141
_ THE ISSUE OF LAND CONCENTRATION
Suzano has approximately 1.4 million hectares
of areas planted with eucalyptus trees and
is responsible for near 1 million hectares
of conservation areas. We have significant
operations in xx municipalities, with different
levels of land concentration. In some regions,
the company’s activities are spread over more
than 50% of their territory. When these areas
were acquired by the company, they had
already been anthropized—a large percentage
was formed by degraded pastures that were
recovered for the planting of our trees. Even
so, eucalyptus monoculture continues to be the
target of much criticism and questioning from
society, which, despite being positive for keeping
us informed about the hopes and concerns of
the local communities, seems to us to be largely
without foundation or technical justification, as
we explore below.
This issue, which is extremely important to
Suzano, needs to be further explored and
clarified. For us, rural zoning must respect the
economic, social and cultural calling of each
territory. The key question is: does monoculture
prevent or limit the practice of traditional
cultures, or does it threaten food security in
the region? We understand that monoculture
is harmful when it hinders traditional cultures
or harms the local environment. Suzano affirms
the right of these groups to traditionality and,
recognizing its role, adopts the most advanced
forest management practices, carries out family
farming programs and supports economic and
social development projects in the locations
where it operates. This includes initiatives aimed
at traditional communities, such as quilombola
and indigenous peoples, founded on constant
dialogue with the people involved.
This is not to say that we are fully satisfied with
our performance. We know that we have room
to evolve, and our ambition is to generate and
share value with everyone and help lift 200,000
people out of poverty in the areas where we
operate by 2030. We work in locations that
have a low human development index (HDI)
and still practice very informal economic
activities. We want to increase the promotion
of forestry in these locations.
We recognize that the social needs in these
regions will always be greater than the capacity
to absorb labor. Therefore, Suzano also develops
and promotes programs to train and prepare
local suppliers, so that they can work both with
Eucalyptus plantation, Imperatriz (state of Maranhão). Photo: Márcio Schimming.
GLOBAL CHILD FORUM
For the first time, Suzano was tracked and scored in
the Global Child Forum’s Benchmark Report 2021 –
The State of Children’s Rights and Business, which
analyzes strategies used by companies to protect
children’s rights and offers research perspectives,
best practices and risk assessment tools designed
to unlock business opportunities that integrate
children’s rights into their operations and communities.
The pivotal study, done in collaboration with the
Boston Consulting Group (BCG), surveyed
832 of the world’s largest companies.
Suzano received
an overall
score of
7.3
out of 10
The overall
average
was
5.4
The average
of our
sector was
5.3
Suzano and with other local
companies. As part of this
process, we also want to support
the many outsourced workers
that are part of our ecosystem,
giving them better conditions
to establish themselves in the
municipalities where we have
a significant presence.
Suzano builds bridges to better
understand the communities
and, through that, help them
have a better quality of life.
However, we recognize that
we cannot to do it all alone.
The solution for the issue of
unequal wealth distribution
along the chain, for example,
does not depend only on the
company. However, we want
to influence the creation of
public policies and, through
the set of initiatives we share
with governments, local entities
and society, create wealth
and social and environmental
equality for all.
142 Suzano’s 2021 Annual Report
Communities 143
INDIGENOUS COMMUNITIES
QUILOMBO-DESCENDANT
COMMUNITIES
In the regions where they are present, these
groups, for a long time, have mobilized against
forestry activity in their surroundings, largely
due to the overlapping of areas in polygons
claimed in demarcation lawsuits. Our only
existing overlap was resolved with the definitive
demarcation of 11,000 hectares in the town
of Aracruz, in 2007. The company promptly
reverted the intrusion on indigenous territory.
Additionally, for the past 10 years Suzano has
maintained a comprehensive relationship and
social investment program in the 12 villages
(Tupiniquim and Guarani) in the municipality.
The program includes integrated and long-term
initiatives aimed at restoring the environmental
conditions necessary for sociocultural practices,
the affirmation of ethnic identity and the
development of sustainable economic activities.
Hermenegilda Angelo dos Santos, participant in the Cerâmica
Vargem do Tanque program, in Cunha (state of São Paulo).
Photo: Márcio Schimming.
Some of the quilombola communities
neighboring Suzano’s operations, represented
by their associations, claimed legal action by the
National Institute for Colonization and Agrarian
Reform (INCRA, for its initials in Portuguese),
for the demarcation of areas that overlap
with some of the company’s areas. In 2021,
in the north of the state of Espírito Santo,
where Suzano has eucalyptus plantations,
preservation areas and an operation base, seven
repossession processes were carried out to
stop the action of clandestine groups that took
advantage of the quilombola land agenda in
the region to encourage real estate speculation
in company-owned areas close to traditional
communities—going as far as trying to force
them to participate in the occupations. The land
issue is addressed in specific forums, with the
participation of the community, the company
and public authorities, through an inclusive
process of dialogue.
Apart from the land issue, for more than
ten years Suzano has maintained an
extensive relationship program with all
these communities, including several lines
of social investment and directly benefiting
20 quilombola associations. Initiatives in
progress include technical and financial support
to strengthen production and ensure food
security; document regularization of traditional
farmers and their community associations;
processing and marketing of farm products; and
development of small community businesses.
Suzano also launched a Call for Proposals
for Quilombola projects, an initiative in
partnership with the National Coordination
of the Networking Efforts of Rural Black
Quilombola Communities (CONAQ, for its initials
in Portuguese), focused on income generation
initiatives. R$620,000 were invested in 41
Carlimar de Souza Santos and Solimar de Souza Santos, producers of the Gentil flour and participants
in the 2020 Emergency Call for Proposals, in Alcobaça (state of Bahia). Photo Márcio Schimming.
projects by individual producers, micro-
entrepreneurs and quilombola associations.
In 2021, 444 quilombo-descendant families
benefited from our social programs in
the north of the state of Espírito Santo.
LAND RIGHTS MOVEMENTS
and others established a negotiation channel
to find a conciliatory solution to land conflicts
in the south of Bahia.
An agreement benefiting all parties was
reached, and almost 600 families were
settled. The agreement also included the
Agroecological Settlements Program,
started in 2011.
Irregular occupation of company areas is the
modus operandi of these groups, including
the Landless Rural Workers Movement (MST,
for its initials in Portuguese). After years of
occupations by the MST and requests for
reinstatement by the company, with the
support of the government of the state of
Bahia, players including MST, Suzano, Veracel
We are currently negotiating conciliatory
solutions with the MST and other strategic
players for occupations in the states of
Espírito Santo and Minas Gerais. We still
deal with occupations by smaller groups
in Bahia, Espírito Santo and Maranhão.
The most critical cases are in the town of
Conceição da Barra.
144 Suzano’s 2021 Annual Report
Communities 145
Foto: Arquivo pessoal.
Andréia Coutinho
LOUBACK Has a bachelor’s degree in Journalism from PUC-Rio
and a master’s degree in Ethnic-Racial Relations
from CEFET/RJ and is a specialist in climate justice.
She is currently a fellow of Fulbright’s Humphrey
Fellowship program (2021-2022) at the University
of California (UC Davis) in the United States.
She worked as a communications coordinator at
Instituto Clima e Sociedade (iCS) and at Instituto
Alana’s Climatic and Socio-environmental Justice
project. She then coordinated an unprecedented
study on climate justice, gender and inequalities,
which will soon be launched by the Climate Gender
working group of the Climate Observatory, and also
actively participated in the Brazilian translation of
the book Climate Justice: Hope, Resilience and the
Fight for a Sustainable Future, by Mary Robinson,
former President of Ireland. She is currently doing a
professional residency as a climate justice specialist
at the United Nations Population Fund (UNFPA)
in New York as part of her fellowship. Her main
passions and work areas xinclude climate and
socio-environmental justice, inclusive urbanization
and racial inequalities.
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As a communicator, I often say that annual
reports are one of the best tools to provide
a review of the past—not just of the past
year, but of a long history of many ups and
downs, challenges and transformations that we
experience in Brazil in short periods of time. Like
a memoir, they offer us perspectives from the
past, the small details of the present and an idea
of how far we can go into the future. Therefore,
I commend the collective work of so many hands
and areas to create this comprehensive narrative,
which only exists thanks to the dedication of
Suzano’s 36,000 direct and indirect employees.
These 159 impeccably designed pages give us
access to a large amount of data, figures, stories
and results that demonstrate Suzano’s global
leadership in its industry. There is considerable
balance among financial, environmental and
corporate governance highlights, including
comparisons between 2020, 2021 and 2030.
It must be said that innovability is a feminine
noun in the Portuguese language. If the company
wants to exude this attribute, it must pursue
gender equity more intentionally. As is said in
the report, innovation is not only reflected in
the development of projects and processes, but
also in governance. This demands constant and
uninterrupted action to reinforce institutional
gender policies within the chain, teams, customers
and suppliers. Having 22.5% of leadership
positions occupied by women in 2021 and 30%
occupied by women and people of color by 2025
is still unambitious and short of true innovation,
which must always be intersectional.
A critical argument regarding diversity, equity
and inclusion is how inseparable they are from
climate, social and environmental justice in
Brazil. Therefore, I would like to recognize two
missing components: 1) inclusion policies that
also consider indigenous people and 2) greater
level of detail and visibility of initiatives related to
indigenous communities, quilombola remnants and
land rights movements. In addition to providing a
numerical account of what the company has done,
it is extremely important to collect and publish
short testimonials and stories about what these
representatives, families and groups have to say.
These voices reinforce the legitimacy of and the
commitment to reducing inequalities.
Finally, more than celebrating results, we must
always learn to communicate them in a relatable
manner and with the necessary urgency.
In this sense, data and numbers related to
corporate communications are also essential
to measure the impact of Suzano’s presence
on social media, its website and the coverage it
receives from the Brazilian media. Therefore, I
suggest the creation of a section dedicated to
communication indicators and overall metrics,
which, without a doubt, is a strategic area for
the company’s reputation, crisis management,
positions and narrative.
This is a time of multiple crises: climate, political,
economic, social and health. The Commitments
to Renewing Life, so well recorded from page 30
onwards, cannot wait too long. In times of so
many deaths and losses, the well-being of the
planet and people becomes urgent.
146 Suzano’s 2021 Annual Report
External readers 147
Gonzalo Muñoz e
MANUIA Between 2019 and 2021, Gonzalo played a
global role as one of the two United Nations
High Level Climate Action Champions for the
Conference of the Parties (COP). Currently,
he is a member of the Advisory Board
for the UN Global Climate Action Agenda.
Previously, he co-founded and directed
TriCiclos, one of the most recognized
Latin American companies in the area of
circular economy and recycling. Gonzalo is
a co-founder of Sistema B and has been
a member of B Lab’s global board for the
past seven years. He is also a board director
of the Global Foodbanking Network.
Gonzalo has been a member of the National
Committees on Water, Climate Action, Green
Hydrogen, Electromobility and Circular
Economy. He is currently chairman of the
board of directors of TriCiclos and co-leader
of Manuia Consultoria.
The development of Suzano’s report
was based on the highest standards of
sustainability reporting, such as GRI,
TCDF and IIRC. The company is also linked to
important global commitments on sustainability
and the climate agenda: Race to Zero, Climate
Action 100+, SDGs and the Global Compact. All of
this demonstrates the company’s strength and
commitment to this issue.
The report also attests to Suzano’s strong work
in the ESG arena, providing a broad perspective
of all areas. Information included in the report
shows that the company has, in general, good
measurement of its impacts and a call to accelerate
positive action through its 2050 Now initiative.
The innovability agenda is very interesting from
the core business perspective, but it presents an
opportunity for a broader view.
Considering the planting phase, the focus is
on the development of genetically modified
variations to improve productivity and reduce
water and energy consumption. In this case,
there is an opportunity regarding the company’s
position on recovery and regeneration.
When looking at the issue of regenerative
planting, there are three points to be
considered: regeneration of areas for cultivation,
preservation through natural corridors of
available area and planting model. The first two
points were covered in the report.
The challenge is mainly linked to the planting
model. It must go beyond the conventional
monoculture approach and consider the option
of diversified planting and polyculture that can
help address challenges of other sectors and be a
competitive advantage.
Regarding developed products, the positive impact is
focused on the renewable source of the raw materials.
This can in fact be an advantageous starting point in
relation to non-renewable materials, but, especially
in the case of competition with plastic resins in
packaging, the textile industry and the use of lignin,
it is essential to have analyses that demonstrate that
your products are better throughout their entire life
cycle compared to most common options. Another
key issue is to ensure participation in the creation of
this ecosystem to validate that they are beneficial
options, even after use by consumers, encouraging
reusability and recycling.
This last point is linked to the emissions inventory.
It is a major milestone that the company already
has a negative carbon balance, considering scopes
1, 2 and 3. Specifically with regard to scope 3, it is
worth further detailing what is being considered
and including in the scope the total life cycle of
products and services.
Finally, regarding the social agenda, Suzano’s 2030
commitments include lifting 200,000 people out of
poverty. The indicator used to measure success in
this area is income growth. There is an opportunity
here to enhance this focus by looking at a resilience
agenda. Globally, this issue is connected with the
goal of promoting resilience to 4 billion people
who live in situations of social vulnerability and are
already affected by climate change.
This report demonstrates Suzano’s important
pioneering spirit and the seriousness of its
sustainability strategy and execution, showing
that the company is an important player, not
only within the forestry industry, but also in the
Brazilian business sector. And with that, there are
always opportunities to expand this work through
multi-company initiatives and thus further
enhance the positive results.
148 Suzano’s 2021 Annual Report
Foto: Arquivo pessoal.
External readers 149
ASSURANCE STATEMENT
BUREAU VERITAS
4. Evaluation of the systems used for data
compilation;
The following limitations apply for this assurance
engagement:
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
2021 (hereinafter referred to as the
Report) and the company's Commitments
to Renewing Life (CRL).
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 Statement.
5. Assessment of Suzano’s stakeholder
engagement activities;
6. Evaluation of the method used to define
material topics included in the Report, taking
into account the sustainability context and the
scope of the information published.
The level of verification adopted was Reasonable,
according to the requirements of the ISAE 3000
Standard2, which were incorporated to the
internal assessment protocols of Bureau Veritas.
SCOPE OF WORK
METHODOLOGY
The scope of this verification encompassed:
The Assurance covered the following activities:
EXCLUSIONS AND LIMITATIONS
1. The Standards1 of the Global Reporting
InitiativeTMGRI for Sustainability
Reports, for the period from 1 January
to 31 December 2021;
2. The Verification of CRLs, regarding
the correct parameter settings of the
associated indicators, their baselines
and an assessment regarding the
accuracy of the data obtained;
1. Interviews with the personnel responsible
for material issues and involved in the
Report content;
2. Remote interviews on corporate processes
(Head office located in São Paulo – SP)
and processes regarding the following
operational sites: Aracruz (ES);
Imperatriz (MA) and Jacareí (SP);
3. Review of documentary evidence provided
by Suzano in relation to the reporting
period (2021);
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 accuracy of
information contained in this Report which
has been taken from financial statements
verified by independent financial auditors.
• The Accuracy and Reliability of data were
assessed on sampling basis, related to
material aspects published within the Report;
• The specific data and indicators of the
Task Force on Climate-Related Financial
Disclosure (TCFD) and Sustainability Accouting
Standards Board (SASB) were not subject to
our verification, except when these data and
indicators were common to those of the GRI;
• Economic and financial data presented
within the report were assessed against
the GRI reporting principle of Balance and
Completeness;
• Suzano's Greenhouse Gas (GHG) Emissions
Inventory was verified by us in a distinct
process in accordance with the criteria of ISO
14.064-1 / 07 and GHG Protocol. A Verification
statement was issued exclusively regarding
the verification of the GHG inventory.
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.
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150 Suzano’s 2021 Annual Report
Assurance letter 151
TECHNICAL OPINION ON THE REPORT
AND ITS VERIFICATION
also does not present the approach of social
management in local communities by region, with
their respective characteristics;
• Suzano´s Report consists of a complete
edition and a Sustainability Center, both
available on the company's website. The scope
of our verification covered the 2021 data and
indicators on the material topics presented in
these publications, with the exception of the
specific indicators of TCFD and SASB;
• The Report is based on 8 material topics
defined in a materiality assessment carried
out in 2021. In our understanding, the review
of the topics brings an updated perspective
on the impacts of the company's activities.
We highlight the inclusion of new topics:
Innovability, biodiversity & ecosystem services,
human rights and diversity &inclusion;
• In respect to the implementation of the
Cerrado project, we observed, through
interviews and document review, a 2021 report,
which demonstrates a broad participatory
diagnosis and the involvement of local actors, in
the analysis of the socio-environmental impacts
of the construction of the industrial site. This
evidence that Suzano seeks to implement a
sustainability strategy in the region. However,
the Report presents little information regarding
this process;
• Regarding the GRI 403-7 Indicator (Prevention
and mitigation of occupational health and
safety impacts directly linked by business
relationships), we evidenced that Suzano
presents the health and safety actions and
tools used in the company's processes and not
those related to the products and services;
• Regarding “incidents of discrimination and
corrective actions taken” (GRI indicator 406-1)
in the Cerrado project, it was not possible to
evidence the data associated with the indicator;
• Related to the proportion of spending on local
suppliers (GRI 204-1 indicator), although we
have seen improvements in internal supply
processes with a project to recategorize
suppliers, we noted that Suzano is still looking
for effective procedures to improve its
performance on the indicador;
• In relation to risks and opportunities related
to biodiversity and ecosystem services, we
found that the Report presents qualitative
information, especially on opportunities, not
disclosing risk scenarios;
and not the technical requirements of the GRI
indicator, which covers all types of waste sent
to final destination;
• It is our understanding that sufficient indicators
have been reported, to achieve the Core option
of the GRI Standard for Sustainability Reports.
TECHNICAL OPINION ON THE
COMMITMENTS TO RENEWING LIFE (CRL)
• During our Verification, we evidenced that
Suzano's Commitments were structured in an
objective and challenging manner. Additionally,
we observed that Suzano has established
documented procedures in order to ensure the
planning, operation and control of each CRL, as
well as the creation of an information database in
the Sharepoint system (Microsoft) to analyze and
quarterly monitor the results;
• We verified that, for 2 consecutive years, Suzano
did not reach the goal established in relation to
the Energy Commitment “Increase the export of
renewable energy by 50%”, due to the occurrence
of unplanned events, such as the shutdown of
the turbine of the turbogenerators (TG) of the
Imperatriz unit in 2021;
• We observed that Suzano reports data on
• We evidence that in 2021 Suzano established
• We noticed that Suzano has robust processes for
collecting and consolidating social performance
data in relation to the communities in its
surroundings. However, the Report is timid in
presenting results of management reviews on
the year 2021, in relation to the negative and/or
positive social impacts of its activities. The Report
all waste generated at its units. However, we
evidenced that, in some operational units,
the method of compiling the data of the
GRI 306-6 indicator “Waste sent for final
destination”, was aligned with the Waste
Commitment, which includes industrial solid
waste destined for own or third-party landfills,
the Commitment of “Connecting 500 thousand
hectares of priority areas for biodiversity
conservation in the Cerrado, the Atlantic
Forest and the Amazon by 2030”, referring
to the Biodiversity CRL. In this cycle, it was
possible to verify the methodology used to
structure the goal, as well as the unfolding of
the commitment in actions, among them, the
definition of the ecological corridors. From
the next cycle onwards, it will be possible to
assess the reliability and accuracy of the data
generated;
• We observed that the Commitment “Water
in the Forest – Increase water availability
in 100% of critical watersheds” is a set of
operational actions in the company's areas. We
also evidenced that in 2021 Suzano expanded
the studies to measure the use of water in
the forest, using medium and high resolution
satellites, to establish the available water in
critical hydrographic basins;
• We evidenced a robust structure of Suzano’s
internal diversity and inclusion program
called “Somos Plurais”, an initiative that
provides for actions committed to respecting
and promoting the rights of employees
and disseminating engagement practices,
which are directly related to the Diversity &
Inclusion (D&I) Commitment for Women,
D&I Black People, D&I Inclusive Environment
LGBTQIAP+ and People with Desabilities
(PwD) and D&I Accessibility. We found that
the 2021 results of the D&I Commitments
made significant progress compared to the
established baseline;
• Regarding the Commitment “Removing people
from the poverty line”, we evidenced a robust
system of registering people and monitoring
projects that increase their economic gains.
However, the challenges of managing a large
database of people, as more people are
monitored for economic gains, requires a
refined methodology.
152 Suzano’s 2021 Annual Report
Assurance letter 153
unplanned events hinder the achievement of
the established goal;
DECLARATION OF INDEPENDENCE AND
IMPARTIALITY
CONTACT
Bureau Veritas Certification is available for further
clarification on https://certification.bureauve-
ritas.com.br/fale-conosco/
Telephone (55 11) 2655-9000.
São Paulo, Brazil, April 2022.
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.
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.
Alexander Vervuurt
Lead Auditor; Assurance Sustainability
Reports (ASR)
Bureau Veritas Certification – Brazil
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.
RECOMMENDATIONS
• Regarding the socio-environmental impacts
of the Cerrado project, increase the next
publication with strategic and operational
information, based on the realization (in
2021) of a participatory diagnosis and the
involvement of local actors;
• Increase the publication with information on
the positive and negative socio-environmental
impacts on the territory, related to local
communities, as well as the management
approach on the subject;
• Publish the cases of discrimination associated
with the Cerrado project;
• Obtain data and information on prevention
and mitigation of occupational health and
safety impacts directly linked by business
relationships (related to products and
services);
• Regarding the Commitment “Removing people
from the poverty line”: Implement a consolidated
procedure for monitoring the poverty target with
data analysis capacity compatible with the target
scale. It is important to establish an objective,
reliable and independent database for the
economic measurement of the people covered
by this goal. The correlation of production
data with economic gains can be used for this,
as it avoids the single use of self-declared
data by people. The tools used to monitor the
Commitment shall be compatible with the
volume of data to be processed.
CONCLUSION
As a result of our assurance we concluded that:
• The information presented in the Report is
• Improve strategic actions to increase the
balanced, consistent and reliable;
proportion of spending on local suppliers, in
accordance with GRI indicator 204-1;
• Present the negative aspects (losses) that will
be mapped in the study of losses and gains of
ecosystem services, bringing greater balance
in the presentation of Suzano's impacts on
biodiversity;
• As respect to the Energy Commitment,
• Suzano established appropriate systems for
the collection, aggregation and analysis of
quantitative and qualitative data used in the
Report;
• The Report adheres to the Principles for
defining report content and quality of the GRI
Standards and meet its Core level;
Suzano shall review its performance regarding
the export of renewable energy, since
• The Commitments to Renewing Life were
established in a structured and challenging way.
154 Suzano’s 2021 Annual Report
Assurance letter 155
13. GRI, SASB, TCFD AND WEF CONTENT INDEX
GRI 102-55
GRI standards
Disclosure
PDF page / Link to Sustainability
Center / Direct answer
Omission
Global
Compact
Principles
SDG
_ GRI CONTENT INDEX (102-55)
GRI standards
Disclosure
GRI 101: Foundation 2016
GRI 102: GENERAL DISCLOSURES 2016
PDF page / Link to Sustainability
Center / Direct answer
Omission
Global
Compact
Principles
SDG
102-1 Name of the organization
18
102-2
Activities, brands, products
and services
18, 20 and Sustainability Center
102-3 Location of headquarters
Headquarters:
Av. Professor Magalhães Neto, 1752 –
10th floor, suites 1010 and 1011
Salvador - BA - Brazil
Zip code: 41.810-012
Central Office:
Av. Brigadeiro Faria Lima, 1355 – 8th floor
São Paulo - SP - Brazil
Zip code: 01.452-919
102-4 Location of operations
23
102-5 Ownership and legal form
Suzano S.A. is a publicly traded forestry-
based company controlled by Suzano
Holding, with shares traded on the B3
(Brasil, Bolsa, Balcão) and the NYSE (New
York Stock Exchange).
102-6 Markets served
70 and Sustainability Center
102-7 Scale of the organization
22 and Sustainability Center
GRI 102:
General
Disclosures
2016
102-8
Information on employees
and other workers
61, 62 and Sustainability Center
102-9 Supply chain
86 and Sustainability Center
102-10
Significant changes to the
organization and its supply
chain
28
102-11
Precautionary principle or
approach
Sustainability Center
102-12 External initiatives
127 and Sustainability Center
102-13 Membership of associations
127 and Sustainability Center
102-14
Statement from senior
decision-maker
4
102-15
Key impacts, risks and
opportunities
Sustainability Center
102-16
Values, principles, standards
and norms of behavior
Sustainability Center
102-17
Mechanisms for advice and
concerns about ethics
47 and Sustainability Center
102-18 Governance structure
40 and Sustainability Center
102-19 Delegating authority
Sustainability Center
102-20
Executive-level responsibility
for economic, environmental
and social topics
Sustainability Center
102-21
Consulting stakeholders on
economic, environmental and
social topics
Sustainability Center
102-22
Composition of the highest
governance body and its
committees
40 and Sustainability Center
102-23
Chair of the highest
governance body
40 and Sustainability Center
102-24
Process for nominating
and selecting the highest
governance body and its
committees
Sustainability Center
102-25 Conflicts of interest
Sustainability Center
102-26
Role of highest governance
body in setting purpose,
values and strategy
Sustainability Center
102-27
Collective knowledge of
highest governance body
Sustainability Center
102-28
Evaluating the highest
governance body’s
performance
Sustainability Center
102-29
Identifying and managing
economic, environmental and
social impacts
Sustainability Center
GRI 102:
General
Disclosures
2016
8.5, 10.3
102-30
Effectiveness of risk
management processes
Sustainability Center
102-31
Review of economic,
environmental and social
topics
Sustainability Center
102-32
Highest governance body’s
role in sustainability reporting
Sustainability Center
102-35 Remuneration policies
Sustainability Center
102-36
Process for determining
remuneration
Sustainability Center
102-37
Stakeholders’ involvement in
remuneration
Sustainability Center
102-38
Annual total compensation
ratio
Sustainability Center
16.3
16.3
102-39
Percentage increase in annual
total compensation ratio
Sustainability Center
102-40 List of stakeholder groups
8 and Sustainability Center
16.7
5.5, 16.7
16.6
5.5, 16.7
16.6
16
16.7
16.7
156 Suzano’s 2021 Annual Report
GRI, SASB, TCFD and WEF Content Index 157
GRI standards
Disclosure
PDF page / Link to Sustainability
Center / Direct answer
Omission
Global
Compact
Principles
SDG
GRI standards
Disclosure
PDF page / Link to Sustainability
Center / Direct answer
Omission
Global
Compact
Principles
SDG
102-41
Collective bargaining
agreements
Sustainability Center
102-42
Identifying and selecting
stakeholders
Sustainability Center
102-43
Approach to stakeholder
engagement
Sustainability Center
102-44 Key topics and concerns raised 8 and Sustainability Center
102-45
Entities included in the
consolidated financial
statements
8
102-46
Defining report content and
topic boundaries
8 and Sustainability Center
102-47 List of material topics
8 and Sustainability Center
GRI 102:
General
Disclosures
2016
102-48 Restatements of information
102-49 Changes in reporting
Restatements of information, if
available, are presented throughout the
Report and the Sustainability Center.
No significant changes in the boundary
and scope of material topics were made
during the reporting period.
102-50 Reporting period
January 1, 2021 to December 31, 2021.
102-51 Date of most recent report
Annual Report 2020, covering the period
between January and December of that
year.
102-52 Reporting cycle
Annual.
102-53
Contact point for questions
regarding the report
102-54
Claims of reporting in
accordance with the GRI
Standards
102-55 GRI content index
102-56 External assurance
14
8
156
8
MATERIAL TOPIC: CLIMATE CHANGE
103-1
Explanation of the material
topic and its boundary
11, 122 and Sustainability Center
GRI 103:
Management
Approach 2016
103-2
The management approach
and its components
29, 122, 127 and Sustainability Center
3, 9, 12, 13
103-3
Evaluation of the
management approach
29, 122 and Sustainability Center
GRI 201:
Economic
Performance
2016
201-2
Financial implications and
other risks and opportunities
due to climate change
Sustainability Center
13.1
8.8
GRI 302:
Energy 2016
302-1
Energy consumption within
the organization
Sustainability Center
302-2
Energy consumption outside
of the organization
Sustainability Center
302-3 Energy intensity
Sustainability Center
305-1
Direct (Scope 1) GHG
emissions
Sustainability Center
GRI 305:
Emissions 2016
305-2
Energy indirect (Scope 2)
GHG emissions
Sustainability Center
305-3
Other indirect (Scope 3)
GHG emissions
Sustainability Center
7.2, 7.3, 8.4,
12.2, 13.1
7.2, 7.3, 8.4,
12.2, 13.1
7.3, 8.4, 12.2,
13.1
3.9, 12.4, 13.1,
14.3, 15.2
3.9, 12.4, 13.1,
14.3, 15.2
3.9, 12.4, 13.1,
14.3, 15.2
7, 8, 9
7, 8, 9
7, 8, 9
305-4 GHG emissions intensity
Sustainability Center
7, 8, 9
13.1, 14.3, 15.2
305-7
Nitrogen oxides (NOX), sulfur
oxides (SOX) and other
significant air emissions
Sustainability Center
7, 8, 9
3.9, 12.4, 14.3,
15.2
MATERIAL TOPIC: BIODIVERSITY
103-1
Explanation of the material
topic and its boundary
11, 29, 100, 106 and
Sustainability Center
GRI 103:
Management
Approach 2016
103-2
The management approach
and its components
29, 100, 106, 130 and
Sustainability Center
103-3
Evaluation of the
management approach
100, 106 and Sustainability Center
304-1
Operational sites owned,
leased, managed in, or
adjacent to, protected areas
and areas of high biodiversity
value outside protected areas
Sustainability Center
GRI 304:
Biodiversity
2016
304-2
Significant impacts of
activities, products and
services on biodiversity
Sustainability Center
6, 14, 15
8, 9
6.6, 14.2, 15.1,
15.5
8, 9
6.6, 14.2, 15.1,
15.5
304-3 Habitats protected or restored Sustainability Center
8, 9
6.6, 14.2, 15.1
304-4
IUCN Red List species and
national conservation list
species with habitats in areas
affected by operations
Sustainability Center
MATERIAL TOPIC: LAND DEVELOPMENT
GRI 103:
Management
Approach 2016
GRI 202:
Market
Presence 2016
103-1
Explanation of the material
topic and its boundary
103-2
The management approach
and its components
11, 29, 132 and Sustainability Center
29, 130, 132 and Sustainability Center
103-3
Evaluation of the
management approach
132 and Sustainability Center
202-1
Ratios of standard entry level
wage by gender compared to
local minimum wage
Sustainability Center
202-2
Proportion of senior
management hired from the
local community
Sustainability Center
8, 9
6.6, 14.2, 15.1,
15.5
1, 2, 5, 8, 9,
11, 16
1.2, 5.1, 8.5
8.5
158 Suzano’s 2021 Annual Report
GRI, SASB, TCFD and WEF Content Index 159
GRI standards
Disclosure
PDF page / Link to Sustainability
Center / Direct answer
Omission
Global
Compact
Principles
SDG
GRI standards
Disclosure
PDF page / Link to Sustainability
Center / Direct answer
Omission
Global
Compact
Principles
SDG
GRI 203:
Indirect
Economic
Impacts 2016
GRI 411:
Rights of
Indigenous
Peoples 2016
GRI 413:
Local
Communities
2016
203-1
Infrastructure investments
and services supported
Sustainability Center
203-2
Significant indirect economic
impacts
Sustainability Center
5.4, 9.1, 9.4,
11.2
1.2, 1.4, 3.8,
8.2, 8.3, 8.5
411-1
Incidents of violations
involving rights of indigenous
peoples
413-1
Operations with local
community engagement,
impact assessments and
development programs
413-2
Operations with significant
actual and potential
negative impacts on local
communities
Sustainability Center
1, 2, 4
2.3
Sustainability Center
Sustainability Center
1.4, 2.3
MATERIAL TOPIC: WATER
103-1
Explanation of the material
topic and its boundary
11, 29, 119 and Sustainability Center
GRI 103:
Management
Approach 2016
103-2
The management approach
and its components
29, 119 and Sustainability Center
103-3
Evaluation of the
management approach
119 and Sustainability Center
303-1
Interactions with water as a
shared resource
Sustainability Center
303-2
Management of water
discharge-related impacts
Sustainability Center
GRI 303:
Water and
Effluents 2018
303-3 Water withdrawal
Sustainability Center
303-4 Water discharge
Sustainability Center
303-5 Water consumption
Sustainability Center
MATERIAL TOPIC: HUMAN RIGHTS
6, 12, 14
6.3, 6.4, 6.A,
6.B, 12.4
6.3
6.4
6.3
6.4
8, 9
8, 9
8, 9
8, 9
8, 9
103-1
Explanation of the material
topic and its boundary
103-2
The management approach
and its components
11, 29, 132 and Sustainability Center
29, 130, 132 and Sustainability Center
5, 8, 16
103-3
Evaluation of the
management approach
132 and Sustainability Center
402-1
Minimum notice periods
regarding operational changes
Sustainability Center
407-1
Operations and suppliers in
which the right to freedom
of association and collective
bargaining may be at risk
Sustainability Center
8.8
8.8
1, 2, 3, 4,
5, 6
GRI 103:
Management
Approach 2016
GRI 402:
Labor/
Management
Relations 2016
GRI 407:
Freedom of
Association
and Collective
Bargaining
2016
GRI 408:
Child Labor
2016
GRI 409:
Forced or
Compulsory
Labor 2016
408-1
Operations and suppliers at
significant risk for incidents of
child labor
409-1
Operations and suppliers at
significant risk for incidents of
forced or compulsory labor
GRI 410:
Security
Practices 2016
410-1
Security personnel trained
in human rights policies or
procedures
GRI 412:
Human Rights
Assessment
2016
412-2
Operations that have
been subject to human
rights reviews or impact
assessments
MATERIAL TOPIC: DIVERSITY AND INCLUSION
Sustainability Center
1, 2, 6
5.2, 8.7, 16.2
Sustainability Center
1, 2, 3
5.2, 8.7
Sustainability Center
1, 2, 5
16.1
Sustainability Center
1, 2, 3, 4,
5, 6
103-1
Explanation of the material
topic and its boundary
11, 29, 53 and Sustainability Center
GRI 103:
Management
Approach 2016
103-2
The management approach
and its components
29, 53 and Sustainability Center
103-3
Evaluation of the
management approach
53 and Sustainability Center
3, 5, 8, 10
401-1
New employee hires and
employee turnover
Sustainability Center
6
5.1, 8.5, 8.6,
10.3
GRI 401:
Employment
2016
401-2
Benefits provided to full-time
employees that are not
provided to temporary or
part-time employees
Sustainability Center
3.2, 5.4, 8.5
401-3 Parental leave
Sustainability Center
6
5.1, 5.4, 8.5
GRI 405:
Diversity
and Equal
Opportunity
2016
405-1
Diversity of governance bodies
and employees
Sustainability Center
5.1, 5.5, 8.5
405-2
Ratio of basic salary and
remuneration of women to
men
Sustainability Center
5.1, 8.5, 10.3
GRI 406: Non-
discrimination
2016
406-1
Incidents of discrimination
and corrective actions taken
Sustainability Center
1, 2, 3, 4,
5, 6
5.1, 8.8
MATERIAL TOPIC: SUPPLIER MANAGEMENT
103-1
Explanation of the material
topic and its boundary
11, 29, 88 and Sustainability Center
GRI 103:
Management
Approach 2016
103-2
The management approach
and its components
29, 88 and Sustainability Center
103-3
Evaluation of the
management approach
88 and Sustainability Center
8
160 Suzano’s 2021 Annual Report
GRI, SASB, TCFD and WEF Content Index 161
GRI standards
Disclosure
PDF page / Link to Sustainability
Center / Direct answer
Omission
Global
Compact
Principles
SDG
GRI standards
Disclosure
PDF page / Link to Sustainability
Center / Direct answer
Omission
Global
Compact
Principles
SDG
GRI 204:
Procurement
Practices 2016
GRI 308:
Supplier
Environmental
Assessment
2016
GRI 414:
Supplier Social
Assessment
2016
204-1
Proportion of spending on
local suppliers
Sustainability Center
308-1
New suppliers that were
screened using environmental
criteria
Sustainability Center
308-2
Negative environmental
impacts in the supply chain
and actions taken
Sustainability Center
414-1
New suppliers that were
screened using social criteria
Sustainability Center
414-2
Negative social impacts in the
supply chain and actions taken
Sustainability Center
8.3
306-3 Waste generated
Sustainability Center
GRI 306:
Effluents and
Waste 2016
306-4 Waste diverted from disposal
Sustainability Center
306-5 Waste directed to disposal
Sustainability Center
7, 8, 9
7, 8, 9
7, 8, 9
3.9, 11.6, 12.4,
12.5
3.9, 11.6, 12.4,
12.5
3.9, 11.6, 12.4,
12.5
GRI 307:
Environmental
Compliance
2016
307-1
Non-compliance with
environmental laws and
regulations
Sustainability Center
7, 8, 9
16.3
7, 8, 9
7, 8, 9
5.2, 8.8, 16.1
5.2, 8.8, 16.1
MATERIAL TOPIC: INNOVABILITY
103-1
Explanation of the material
topic and its boundary
103-2
The management approach
and its components
GRI 103:
Management
Approach 2016
11, 16, 29, 70 and Sustainability Center
16, 29, 70 and Sustainability Center
9, 15, 16
GRI 403:
Occupational
Health and
Safety 2018
103-3
Evaluation of the
management approach
16, 70 and Sustainability Center
OTHER NON-MATERIAL STANDARDS MONITORED AND REPORTED
403-1
Occupational health and
safety management system
Sustainability Center
403-4
Worker participation,
consultation and
communication on
occupational health and safety
403-7
Prevention and mitigation of
occupational health and safety
impacts directly linked by
business relationships
Sustainability Center
Sustainability Center
403-8
Workers covered by an
occupational health and safety
management system
Sustainability Center
403-9 Work-related injuries
Sustainability Center
201-1
Direct economic value
generated and distributed
Sustainability Center
8.1, 8.2, 9.1,
9.4, 9.5
403-10 Work-related ill health
Sustainability Center
8.8
8.8, 16.7
8.8
8.8
3.6, 3.9, 8.8,
16.1
3.3, 3.4, 3.9,
8.8, 16.1
4.3, 4.4, 4.5,
5.1, 8.2, 8.5,
10.3
GRI 404:
Training
and Education
2016
GRI 415:
Public Policy
2016
GRI 419:
Socioeconomic
Compliance
2016
404-1
Average hours of training per
year per employee
Sustainability Center
1, 6
404-3
Percentage of employees
receiving regular performance
and career development
reviews
Sustainability Center
1, 6
5.1, 8.5, 10.3
415-1 Political contributions
Sustainability Center
10
16.5
419-1
Non-compliance with laws and
regulations in the social and
economic area
Sustainability Center
10
16.3
GRI 201:
Economic
Performance
2016
GRI 205:
Anti-corruption
2016
205-1
Operations assessed for risks
related to corruption
Sustainability Center
205-2
Communication and training
about anti-corruption policies
and procedures
Sustainability Center
205-3
Confirmed incidents of
corruption and actions taken
Sustainability Center
Suzano analyzes
the entire
company
and does not
report the
exact number
of operations
evaluated.
10
16.5
10
10
16.5
16.5
GRI 206:
Anti-
competitive
Behavior 2016
206-1
Legal actions for anti-
competitive behavior,
anti-trust and monopoly
practices
Sustainability Center
1, 5
16.3
207-1 Approach to tax
Sustainability Center
GRI 207:
Tax 2019
207-2
Tax governance, control and
risk management
Sustainability Center
207-4
Country-by-country
reporting
Sustainability Center
1.1, 1.3, 10.4,
17.1, 17.3
1.1, 1.3, 10.4,
17.1, 17.3
1.1, 1.3, 10.4,
17.1, 17.3
162 Suzano’s 2021 Annual Report
GRI, SASB, TCFD and WEF Content Index 163
_ SASB INDEX
FORESTRY MANAGEMENT
Sustainability Disclosure Topics & Accounting Metrics
Topic
Code
Accounting Metric
Category
PDF page / Link to Sustainability Center
/ Direct answer
Ecosystem
Services &
Impacts
Rights of
Indigenous
Peoples
RR-FM-160a.1
Area of forestland certified to a third-
party forest management standard,
percentage certified to each standard
Quantitative
Sustainability Center
RR-FM-160a.2
Area of forestland with protected
conservation status
Quantitative
Sustainability Center
RR-FM-160a.3
Area of forestland in endangered species
habitat
Quantitative
Sustainability Center
RR-FM-160a.4
Description of approach to optimizing
opportunities from ecosystem services
provided by forestlands
Discussion and
Analysis
Sustainability Center
RR-FM-210a.1
Area of forestland in indigenous land
Quantitative
Sustainability Center
RR-FM-210a.2
Description of engagement processes
and due diligence practices with respect
to human rights, indigenous rights and
the local community
Discussion and
Analysis
Sustainability Center
Climate Change
Adaptation
RR-FM-450a.1
Description of strategy to manage
opportunities for and risks to forest
management and timber production
presented by climate change
Discussion and
Analysis
Sustainability Center
RR-FM-000.A
Area of forestland owned, leased and/or
managed by the entity
Quantitative
Sustainability Center
Activity
Metrics
Aggregate standing timber inventory
Quantitative
Sustainability Center
RR-FM-000.C
Timber harvest volume
Quantitative
Sustainability Center
PULP AND PAPER PRODUCTS
Sustainability Disclosure Topics & Accounting Metrics
Topic
Code
Accounting Metric
Category
PDF page / Link to Sustainability Center
/ Direct answer
RR-PP-110a.1
Gross global Scope 1 emissions
Quantitative
Sustainability Center
Greenhouse
Gas Emissions
RR-PP-110a.2
Air Quality
RR-PP-120a.1
Energy
Management
RR-PP-130a.1
Discussion of long-term and short-term
strategy or plan to manage Scope 1
emissions, emissions reduction targets
and an analysis of performance against
those targets
Air emissions of the following pollutants:
(1) NOx (excluding N2O), (2) SO2, (3)
volatile organic compounds (VOCs),
(4) particulate matter (PM) and (5)
hazardous air pollutants (HAPs)
(1) Total energy consumed, (2)
percentage grid electricity, (3)
percentage from biomass, (4) percentage
from other renewable energy
Discussion and
Analysis
Sustainability Center
Quantitative
Sustainability Center
Quantitative
Sustainability Center
Water
Management
RR-PP-140a.1
(1) Total water withdrawn, (2) total
water consumed, percentage of each
in regions with High or Extremely High
Baseline Water Stress
Quantitative
Sustainability Center
RR-PP-140a.2
Description of water management
risks and discussion of strategies and
practices to mitigate those risks
Discussion and
Analysis
Sustainability Center
RR-PP-430a.1
Supply Chain
Management
Percentage of wood fiber sourced from
(1) third-party certified forestlands and
percentage to each standard and (2)
meeting other fiber sourcing standards
and percentage to each standard
Quantitative
Sustainability Center
RR-PP-430a.2
Amount of recycled and recovered fiber
procured
Quantitative
Sustainability Center
Activity
Metrics
RR-PP-000.A
Pulp production
RR-PP-000.B
Paper production
Quantitative
The standard is not reported since it is
considered strategic for Suzano.
Quantitative
The standard is not reported since it is
considered strategic for Suzano.
164 Suzano’s 2021 Annual Report
GRI, SASB, TCFD and WEF Content Index 165
CONTAINERS & PACKAGING
Sustainability Disclosure Topics & Accounting Metrics
_ TCFD INDEX
Topic
Code
Accounting Metric
Category
PDF page / Link to Sustainability Center
/ Direct answer
RT-CP-110a.1
Gross global Scope 1 emissions,
percentage covered under emissions-
limiting regulations
Quantitative
Sustainability Center
Greenhouse
Gas Emissions
RT-CP-110a.2
Air Quality
RT-CP-120a.1
Energy
Management
RT-CP-130a.1
Discussion of long-term and short-term
strategy or plan to manage Scope 1
emissions, emissions reduction targets
and an analysis of performance against
those targets
Air emissions of the following pollutants:
(1) NOx (excluding N2O), (2) SOx, (3)
volatile organic compounds (VOCs) and
(4) particulate matter (PM)
(1) Total energy consumed, (2)
percentage grid electricity, (3)
percentage renewable, (4) total self-
generated energy
Discussion and
Analysis
Sustainability Center
Quantitative
Sustainability Center
Quantitative
Sustainability Center
RT-CP-140a.1
(1) Total water withdrawn, (2) total
water consumed, percentage of each
in regions with High or Extremely High
Baseline Water Stress
Quantitative
Sustainability Center
Water
Management
RR-CP-140a.2
Description of water management
risks and discussion of strategies and
practices to mitigate those risks
Discussion and
Analysis
Sustainability Center
RT-CP-140a.3
Number of incidents of non-compliance
associated with water quality permits,
standards and regulations
Quantitative
The standard was not reported in
2021. Suzano plans to start reporting
it in 2022.
Waste
Management
RT-CP-150a.1
Amount of hazardous waste generated,
percentage recycled
Quantitative
Sustainability Center
Product Safety
RT-CP-250a.1
Number of recalls issued, total units
recalled
Quantitative
The standard was not reported since it is
not considered material for Suzano.
RT-CP-250a.2
Discussion of process to identify
and manage emerging materials and
chemicals of concern
RT-CP-410a.1
Percentage of raw materials from:
(1) recycled content, (2) renewable
resources and (3) renewable and recycled
content
Quantitative
The standard was not reported since it is
not considered material for Suzano.
Quantitative
Sustainability Center
Product
Lifecycle
Management
RT-CP-410a.2
Revenue from products that are
reusable, recyclable and/or compostable
Quantitative
The standard was not reported in
2021. Suzano plans to start reporting
it in 2022.
TCFD RECOMMENDATIONS AND SUPPORTING
RECOMMENDED DISCLOSURES
TCFD Recommendations
PDF page / Link to Sustainability Center / Direct answer
1. GOVERNANCE
Disclose the organization’s governance around climate- related risks and opportunities
a) Describe the board’s oversight of climate-related
risks and opportunities
Sustainability Center
b) Describe the board’s role in assessing and managing
climate-related risks and opportunities
Sustainability Center
2. STRATEGY
Disclose the actual and potential impacts of climate-related risks and opportunities on the organization’s businesses, strategy and financial planning
where such information is material
a) Describe the climate-related risks and opportunities
the organization has identified over the short,
medium and long term
Sustainability Center
b) Describe the impact of climate- related risks and
opportunities on the organization’s businesses,
strategy and financial planning
Sustainability Center
c) Describe the resilience of the organization’s strategy,
taking into consideration different climate-related
scenarios, including a 2°C or lower scenario
Sustainability Center
3. RISK MANAGEMENT
Disclose how the organization identifies, assesses and manages climate-related risks
a) Describe the organization’s processes for identifying
and assessing climate-related risks
Sustainability Center
b) Describe the organization’s processes for managing
climate-related risks
Sustainability Center
c) Describe how processes for identifying, assessing and
managing climate-related risks are integrated into the
organization’s overall risk management
Sustainability Center
RT-CP-410a.3
Discussion of strategies to reduce the
environmental impact of packaging
throughout its lifecycle
Discussion and
Analysis
Sustainability Center
RT-CP-430a.1
Total wood fiber procured, percentage
from certified sources
Quantitative
Sustainability Center
4. METRICS AND TARGETS
Disclose the metrics and targets used to assess and manage relevant climate-related risks and opportunities where such information is material
a) Disclose the metrics used by the organization to
assess climate- related risks and opportunities in line
with its strategy and risk management process
Sustainability Center
RT-CP-430a.2
Total aluminum purchased, percentage
from certified sources
Quantitative
The standard does not apply to Suzano.
b) Disclose Scope 1, Scope 2 and, if appropriate, Scope 3
greenhouse gas (GHG) emissions, and the related risks
Sustainability Center
Supply Chain
Management
RT-CP-000.A
Amount of production, by substrate
Quantitative
Sustainability Center
Activity
Metrics
RT-CP-000.B
Percentage (%) by revenue
Quantitative
The standard was not reported in
2021. Suzano plans to start reporting
it in 2022.
RT-CP-000.C
Number of employees
Quantitative
Sustainability Center
c) Describe the targets used by the organization to
manage climate-related risks and opportunities and
performance against targets
Sustainability Center
166 Suzano’s 2021 Annual Report
GRI, SASB, TCFD and WEF Content Index 167
_ SUMMARY OF STAKEHOLDER CAPITALISM METRICS (WEF)
Topic
Core metric
Detail
PDF page / Link to
Sustainability Center / Direct
answer
Topic
Core metric
Detail
PDF page / Link to
Sustainability Center / Direct
answer
PEOPLE
PRINCIPLES OF GOVERNANCE
Governing
Purpose
Setting purpose
Quality of
Governing Body
Governance body
composition
The company’s stated purpose, as the expression of the means by which
a business proposes solutions to economic, environmental, and social
issues. Corporate purpose should create value for all stakeholders, including
shareholders.
Composition of the highest governance body and its committees by:
competencies relating to economic, environmental, and social topics;
executive or non-executive; independence; tenure on the governance body;
number of each individual's other significant positions and commitments,
and the nature of the commitments; gender; membership of under-
represented social groups; stakeholder representation.
Sustainability Center
Sustainability Center
Stakeholder
Engagement
Material issues
impacting
stakeholders
A list of the topics that are material to key stakeholders and the company,
how the topics were identified, and how the stakeholders were engaged.
Sustainability Center
1. Total percentage of governance body members, employees and business
partners who have received training on the organization's anti-corruption
policies and procedures, broken down by region.
Sustainability Center
Anti-corruption
the current year but related to previous years.
a) Total number and nature of incidents of corruption confirmed during
b) Total number and nature of incidents of corruption confirmed during
the current year, related to this year.
Sustainability Center
Ethical Behavior
2) Discussion of initiatives and stakeholder engagement to improve the
broader operating environment and culture, in order to combat corruption.
Sustainability Center
Protected
ethics advice
and reporting
mechanisms
A description of internal and external mechanisms for:
1. Seeking advice about ethical and lawful behavior and organizational
Sustainability Center
integrity.
A description of internal and external mechanisms for:
2. Reporting concerns about unethical or lawful behavior and organizational
Sustainability Center
integrity.
Risk and
Opportunity
Oversight
Integrating risk
and opportunity
into business
process
Company risk factor and opportunity disclosures that clearly identify the
principal material risks and opportunities facing the company specifically (as
opposed to generic sector risks), the company appetite in respect of these
risks, how these risks and opportunities have moved over time and the
response to those changes. These opportunities and risks should integrate
material economic, environmental, and social issues, including climate change
and data stewardship.
Sustainability Center
PLANET
Climate Change
Nature Loss
Fresh Water
Availability
Greenhouse Gas
(GHG) emissions
For all relevant greenhouse gases (e.g. carbon dioxide, methane, nitrous
oxide, F-gases etc.), report in metric tonnes of carbon dioxide equivalent
(tCO2e) GHG Protocol Scope 1 and Scope 2 emissions. Estimate and report
material upstream and downstream (GHG Protocol Scope 3) emissions where
appropriate.
Sustainability Center
Fully implement the recommendations of the Task Force on Climate-related
Financial Disclosures (TCFD). If necessary, disclose a timeline of at most
three years for full implementation. Disclose whether you have set, or have
committed to set, GHG emissions targets that are in line with the goals
of the Paris Agreement – to limit global warming to well-below 2°C above
pre-industrial levels and pursue efforts to limit warming to 1.5°C – and to
achieve net-zero emissions before 2050.
Sustainability Center
Report the number and area (in hectares) of sites owned, leased or managed
in or adjacent to protected areas and/or key biodiversity areas (KBA).
Sustainability Center
TCFD
implementation
Land use and
ecological
sensitivity
Water
consumption and
withdrawal in
water-stressed
areas
Report for operations where material, mega liters of water withdrawn, mega
liters of water consumed and the percentage of each in regions with high or
extremely high baseline water stress according to WRI Aqueduct water risk
atlas tool. Estimate and report the same information for the full value chain
(upstream and downstream) where appropriate.
Sustainability Center
Diversity and
inclusion (%)
Percentage of employees per employee category, per age group, gender and
other indicators of diversity (e.g. ethnicity).
Sustainability Center
Pay equality (%)
Ratio of the basic salary and remuneration for each employee category by
significant locations of operation for priority areas of equality: women to
men; minor to major ethnic groups; and other relevant equality areas.
Sustainability Center
Dignidade e
igualdade
Wage level (%)
1. Ratios of standard entry-level wage by gender compared to local
minimum wage.
Sustainability Center
2. Ratio of CEO’s total annual compensation to median total annual
compensation of all employees (excluding the CEO).
Sustainability Center
Risk for incidents
of child, forced or
compulsory labor
An explanation of the operations and suppliers considered to have significant
risk for incidents of child labor, forced or compulsory labor. Such risks could
emerge in relation to type of operation (such as manufacturing plant)
and type of supplier; or countries or geographic areas with operations and
suppliers considered at risk.
Sustainability Center
Health &
Wellbeing
Health and safety
(%)
Skills for
the Future
Training provided
(#, $)
PROSPERITY
The number and rate of fatalities as a result of work-related injury;
high-consequence work-related injuries (excluding fatalities); recordable
work-related injuries, main types of work-related injury; and the number of
hours worked. An explanation of how the organization facilitates workers’
access to non-occupational medical and healthcare services and the scope of
access provided for employees and workers.
1. Average hours of training per person that the organization’s employees
have undertaken during the reporting period, by gender and employee
category (total number of trainings provided to employees divided by the
number of employees).
Sustainability Center
Sustainability Center
2. Average training and development expenditure per full time employee
(total cost of trainings provided to employees divided by the number of
employees).
Sustainability Center
Absolute number
and rate of
employment
1. Total number and rate of new employee hires during the reporting period,
by age group, gender, other indicators of diversity and region.
Sustainability Center
2. Total number and rate of employee turnover during the reporting period,
by age group, gender, other indicators of diversity and region.
Sustainability Center
Employment
and Wealth
Generation
Economic
Contribution
Financial
investment
contribution
Innovation in
Better Products
and Services
Total R&D
expenses ($)
1.Direct economic value generated and distributed (EVG&D), on an accrual
basis, covering the basic components for the organization’s global operations,
ideally split out by: – Revenue – Operating costs – Employee wages and
benefits – Payments to providers of capital – Payments to government –
Community investment.
Sustainability Center
2. Financial assistance received from the government: total monetary value of
financial assistance received by the organization from any government during
the reporting period.
The standard was not reported
in 2021. Suzano plans to start
reporting it in 2022.
1. Total capital expenditures (CapEx) minus depreciation, supported by
narrative to describe the company’s investment strategy.
Standard not reported by
Suzano.
Total R&D expenses ($)
Standard not reported by
Suzano.
Total costs related to research and development.
Sustainability Center
Community
and Social
Vitality
Total tax paid
The total global tax borne by the company, including corporate income
taxes, property taxes, non-creditable VAT and other sales taxes, employer-
paid payroll taxes and other taxes that constitute costs to the company, by
category of taxes.
Sustainability Center
168 Suzano’s 2021 Annual Report
GRI, SASB, TCFD and WEF Content Index 169
S
T
I
D
E
R
C
GRAPHIC DESIGN
AND LAYOUT
Adesign
PHOTOGRAPHY
Adventure Camp
Albani Ramos
Araquém Alcântara
Banco de imagens Suzano
Eliza Carneiro
Fernando Cavalcanti
Juarez Godoy
Márcio Schimming
Ricardo Teles
Sérgio Zacchi
ENGLISH VERSION
Claudia Gustavsen
EDITING
Bruna Ribeiro
Cristiano Oliveira
Daniele Coutinho Hostins
Gabriel Hotta
Isabel Masagão
Julia Spinassé
Juliene Mesquita
Marcela Porto
Paula Dourado
Raquel Botinha
COORDINATION, TEXTS
AND EDITORIAL DESIGN
Quintal 22
INDICATORS
CONSULTING
Avesso Sustentabilidade
MANAGEMENT
Botinha Comunicação
COVER PHOTO:
Children handling a paper box.
Photo: Suzano's image bank.
CONTACT
For questions and suggestions, contact us by email
relatoriosuzano@suzano.com.br.
Native forest and
eucalyptus plantation,
Imperatriz (state of Maranhão).
Photo: Ricardo Teles.
suzano.com.br
report: suzano.com.br/en/r2021
investor relations: ir.suzano.com.br
Sustainability Center: centraldesustentabilidade.suzano.com.br/en
linkedin: linkedin.com/company/suzano
instagram: instagram.com/suzano_oficial
youtube: youtube.com/Suzanovideos
facebook: fb.com/suzanoempresa