Sustainability

Transcription

Sustainability

Report
Su stain a bility
2012
04
Introduction Suzano Papel e Celulose
06
Message from Management
Passion
11 Profile
13 Mission, Vision and Values
14 Location map
16 Key indicators
18 Awards
Global Vision
21 Strategy
24 Management model and tools
Excellence
27 Corporate governance
31 Risk management
Entrepreneurship
33 Operating performance
33 Forestry
36 Pulp
39 Paper
42 Biotechnology
44 Economic and financial performance
47 Capital markets
Riverside vegetation
in the transition area
between the Amazon
and Cerrado biomes
2
Employee Lucas Messa
da Silva, at the Limeira
Unit (São Paulo)
Integrity and Safety
49 Commitment to employees
Quality Relations
69 Commitment to society
74 Suppliers
76 Clients
Social and Environmental Responsibility
79 Commitment to communities
86 Ecofuture
Leadership
89 Environment
104
GRI Supplement
106
GRI Index
112
Corporate Information
3
Sustenta bilidade R e p o r t
2012
Introduction
F o r t h e s e c o n d n o n - c o n s e c u t i v e y e a r, t h i s r e p o r t
is based on our values of Passion, Leadership,
Excellence, Entrepreneurship, Global Vision,
I n t e g r i t y, S a f e t y, Q u a l i t y R e l a t i o n s h i p s a n d S o c i a l
a n d E n v i r o n m e n t a l R e s p o n s i b i l i t y.
T
hrough this Sustainability Report – prepared for the seventh
compliance with GRI – G3 guidelines.
consecutive year in accordance with the Global Reporting Initiative
(3.9, 3.13)
(GRI), version G3 framework – we provide to all our stakeholders
report, we used data from our operations,
information about our accomplishments, achievements, challenges and
industrial units, forest areas and companies
the results obtained in 2012. (3.1, 3.3, 3.9).
in Brazil, as well as our commercial offices
As in the case of the previous document, which reported data
and subsidiaries abroad. The scope of
for 2011 and was published in May 2012, this report complies with
this edition is the same as of the previous
Application Level B and is organized into eight major chapters that
report for 2011 that was published in
mirror our Values: Passion (Profile, Mission, Vision and Values, Key
May 2012. The economic and financial
indicators and awards), Global Vision (Strategy and Management model
information is described in accordance
and tools), Excellence (Corporate governance and Risk management),
with applicable Brazilian standards and was
Entrepreneurship (Operating performance, Economic and financial
audited by KPMG Auditores.
performance and Capital markets), Integrity and Safety (Commitment
3.7, 3.8, 3.9, 3.10, 3.11, 3.13).
to employees), Quality Relationships (Commitment to Society, Suppliers
(2.9, 3.2, 3.3, 3.6,
The content of this report is based on
and Clients), Social and Environmental Responsibility (Commitment to
responses to 15 of the 40 questionnaires
communities) and Leadership (Environment). (3.2)
we sent in 2011 to employees, clients,
Similarly, the scope and method of preparation of the previous
suppliers and people in the communities
Sustainability Report were maintained, i.e. the information and
surrounding our units, as well as the results
figures reported here refer to our operations, industrial units, forest
of the systematization of contacts and
areas and offices in Brazil and abroad.
requirements mentioned in the tools for
(3.6, 3.7, 3.8, 3.10, 3.11)
The economic and financial information presented herein is in
4
To define the content of this
dialogue with our stakeholders. One of
accordance with applicable Brazilian standards and was audited by
these tools is the book “Suzano em Campo”
KPMG Auditores Independentes. The report itself was audited by
(Suzano in the Field), which includes the
Bureau Veritas Certification, which issued the technical report on
demands from communities surrounding our
S u z a n o P u l p a n d Pa p e r
forest units; customer satisfaction surveys; Instrument for Characterizing Traditional Communities
(ICCT), through which we identify communities with traditional characteristics located in
areas surrounding our operations; and the Social Dialogue, which comprises the discussion
forums and actions in the communities of the cities of São Paulo state. This information will
be complemented with the inclusion of new stakeholders and their main topics of interest
with regard to our company, as well as an expansion of the themes proposed by the internal
stakeholders: the company’s global vision and strategy.
The result of all this effort was the following: (3.5, 4.14, 4.15, 4.16, 4.17)
Stakeholder group
Communities
Clients
Suppliers
Themes of interest
Our practices to preserve biodiversity
• Environment
Use of water by our forests and plants
• Environment
Eucalyptus planting/food safety at sites
• Commitment to communities
Our care for the environment and communities
• Commitment to Society and the Environment
Our certifications
• Certifications
Our growth strategy and impacts on the production chain
• Strategy
Our growth strategy and relationship with strategic
stakeholders
• Suppliers
• Location map and Maranhão Unit
Our practices to preserve biodiversity
• Environment
Use of water by our forests and plants
• Environment
Social projects implemented in the community
• Commitment to Communities
Nossa estratégia de crescimento e relacionamento com
públicos estratégicos, especialmente colaboradores
• Strategy, commitment to employees
• Management model and tools
• Commitment to employees
• Commitment to Communities
Our growth strategy and leverage
Wood supply to the Imperatriz Unit (Maranhão)
• Message from management
• Key indicators
• Strategy
• Operating performance - Forestry
• Economic and financial performance
Our growth strategy and leverage
Wood supply to the Imperatriz Unit (Maranhão)
• Message from management
• Key indicators
• Strategy
• Operating performance - Forestry
• Economic and financial performance
Employees
Media (*)
Market Analysts (*)
Chapter in the Report addressing the theme
(*) Information obtained at meetings to present the quarterly results of the company to market analysts and requests from media.
In order to clarify any doubts resulting from this document, anyone interested may contact
us through the Suzano Answers Hotline (0800-0959093 and suzanoresponde@suzano.com.
br) or by sending an email to Corporate Communication: comunic.corp@suzano.com.br or
Investor Relations: ri@suzano.com.br
5
6
2012
Message from
Management
(1.1; 1.2;4.9)
I
Financial
operational stability, which was reflected in the lower cash cost attained
package
n 2012, our industry faced major turbulence due to the global
macroeconomic scenario, which slowed the pace of recovery in paper
and pulp prices and forced us to concentrate our efforts on maintaining
in the fourth quarter. In this regard, we intensified our efforts to reduce
costs and continued our biotechnological research, which will bring us real
productivity gains through FuturaGene. We also focused efforts on structuring
an adequate financial protection package, which gave us a significant liquidity
horizon. This package also included the R$3.5 billion loan from the Brazilian
Development Bank (BNDES) and export credit agencies for the Maranhão
project. We also received a firm offer for divesting non-core assets, such as
the 17% interest in the Capim Branco Hydroelectric project for R$320 million.
protection
structured,
providing a
significant
liquidity
horizon.
Through these measures, we ensured that all the investments planned for
the Imperatriz Unit were made without the need for refinancing or new
funding.Seguimos o processo de construção dessa fábrica, que adicionará
1,5 milhão de toneladas anual na nossa capacidade de produção de celulose,
intensificando esforços para que a obra seja entregue no último trimestre de
2013, como anteriormente previsto.
Construction status at
Imperatriz (Maranhão),
november 2012
7
2012
Construction is progressing on this plant, which will add 1.5
million tons a year to our pulp production capacity, and we are
intensifying our efforts to ensure the project’s delivery by year-end
2013, as planned. We took other parallel actions during the year.
We intensified our efforts in the Productivity Project to reduce costs,
which has brought results on several administrative and production
fronts and should be expanded in the industrial and forestry areas
in 2013. We ended 2012 with pulp and paper sales of 3.2 million
tons, 1.5% more than in the previous year. Net revenue amounted to
R$5.2 billion while EBITDA was R$1.3 billion. We ended the year with
a net loss of R$182 million due to the foreign exchange variation
event was our participation in the Southern
impact of R$462 million on our debt, but with a cash effect only
Bahia Committee, led by the State’s Public
upon the maturity or amortization of debt. We are aware that the
Prosecutor, which effectively dismantled
foundation of our sustainable growth goes beyond mere gains in
the illegal charcoal trade and consequently
competitiveness, but also involves the quality of our relations and our
the pillaging and burning of timber in the
social and environmental actions. On this front, another important
region. This initiative, which was created by
various local stakeholders, was also aligned
with our commitment to implementing
income-generation projects for communities
throughout the region. In this regard, we
positioned our commitment to sustainability
at the essence of its foundation and
our actions at the root cause, while
strengthening people through opportunities
for development.
Imperatriz Unit: annual increase
of 1.5 million tons of pulp.
8
Strict capex
discipline: growth
with profitability
and focus on
structural
competitiveness.
Looking ahead to the major challenges in the upcoming year, we have
defined our priorities for 2013, such as maintaining rigorous control of
capital expenditure (i.e., growth with profitability) and always aligning
our structural competitiveness with focused, transparent and of course
competitive management, with the aim of extracting the maximum value
from our existing investments and assets. We thank our clients, shareholders,
suppliers, communities where we operate, partners in general and especially
our employees, who day after day work with commitment and passion to help
build on our history of 89 years of innovation and operational excellence.
The Management
Eucalyptus leaves in
preparation for genetic
transformation
9
Relatório de
10
Sustenta bilidade
2012
Passion
Profile
Our forestry
base spans
nearly 819,000
hectares, with
forests planted on
354,000 hectares.
(2.9)
With 89 years of operations characterized by innovation and pioneering
initiatives, we are a forestry company dedicated to the pulp, paper and
biotechnology segments. We are a publicly held company, controlled by
Suzano Holding, headquartered in the city of São Paulo, with two industrial
units in Suzano, one in Embu and one in Limeira, all in the state of São Paulo,
and one in Mucuri, Bahia. By the end of 2013, we will inaugurate our new
industrial unit in Imperatriz, Maranhão. We also have a printing products
distributor, SPP-KSR.
(2.4, 2.6)
Our forestry base spans about 819,000 hectares, with 354,000 hectares of
planted forests, distributed in the states of São Paulo, Bahia, Espírito Santo, Minas
Gerais, Piauí, Tocantins and Maranhão. Outside Brazil we have commercial offices
in China, the United States and Switzerland, research laboratories in Israel and
China, and subsidiaries in England (Sun Paper) and Argentina (Stenfar). (2.3, 2.5)
At the end of 2012, we had 6,800 own employees and around 9,600
outsourced employees. In the pulp and paper segment, our product portfolio
consists of Suzano Pulp – marketed in 31 countries – and around 30 paper and
paperboard brands, including the Suzano Report® line, which consists of the
Suzano Report®360° and Suzano Reciclato® products sold in the domestic market,
and the Report® Premium and Suzano Report® Carbon Neutral lines, which are
exported. The paperboard line consists of the brands Tp White®, ArtPremium®,
Supremo® and ArtPremium®PCR®.
The paper products are classified into four categories – coated, uncoated,
cutsize and paperboard – and are sold in over 60 countries. (2.2, 2.7)
In terms of our business performance, net revenue was R$5.2 billion and
EBITDA was R$1.3 billion We ended the year with a net loss of R$182 million,
due to the foreign exchange variation impact of R$462 million on our debt, but
with a cash effect only upon the maturity or amortization of debt. We sold 3.2
Our forestry competence
is grounded in innovation,
sustainability and
operational excellence
million tons of pulp and paper, for growth of 1.5% on the previous year, ranking
as the world’s second largest producer of eucalyptus pulp and the market leader
in the paper segment in South America.
(2.8)
11
12
2012
Mission, Vision and Values
Mission (4.8)
To offer renewable forestry products, pulp
and paper, while excelling globally for the
development of innovative solutions and
the continuous pursuit of excellence and
sustainability in our operations.
Vision (4.8)
Strong and Kind
To be one of the world’s largest and most profitable
forestry-based companies and be recognized for the
practice of respect for people and the environment.
Values (4.8)
• Passion
• Excellence
• Entrepreneurship
• Leadership
• Global Vision
João Victor Barbosa
de Oliveira Formare
former studant and
corrent employee at
woodyard in Mucuri
Unit (Bahia)
• Integrity and Safety
• Quality Relationships
• Social and Environmental Responsibility
13
2012
Location Map (2.4, 2.5, 2.7)
England
Switzerland
USA
China
Israel
Brasil
Argentina
Itaqui
MA
Imperatriz
Cidelândia
Imperatriz
Porto Franco
BA
Mucuri
Portocel
Vitória
SP
Limeira
Industrial units
Embu
São Paulo Suzano
14
Offices in Brazil and abroad
Santos
FuturaGene
Eucalyptus plantations
Ports
Imperatriz Unit
Imperatriz at four different moments:
May, June and September 2012,
and February 2013.
May 2012
June 2012
September de 2012
Around 700 suppliers
involved in the Project,
with approximately 40%
from Maranhão state.
February 2013
Status of works
Parameter
4Q11
Earthwork
4Q12
Feb/13
Concluded
Concluded
Concluded
1,800
8,000
8,200
Physical progress of construction
Engineering
Supplies
Infrastructure
Construction
Contracting of suppliers
People engaged in the construction of the Maranhão Unit
General numbers from the site
Description
Total
Equivalent to
Concrete
211,000 m³
300 ten-story buildings
Steel
42,200 tons
400 ten-story buildings
Equipment and material
Hours worked
Fenced area
57,678 tons
2,000 empty Boeing 737-100s
21 million hours on plant construction
-
150 hectares
180 soccer fields
15
2012
Key indicators
Distribution of Value Added (DVA) in R$ thousand – Consolidated (EC1)
Consolidated
31/12/2011
31/12/2012
Revenues
Sale of goods, products and services
5,527,962
5,914,608
Other revenues
178,242
79,562
Income from construction of own assets
378,802
1,352,114
Allowance for doubtful accounts
(3,794)
2,004
6,081,212
7,348,288
Cost of products, goods and services sold
(2,512,629)
(2,246,134)
Supplies, electricity, outsourced services and others
(1,655,594)
(3,010,814)
(86)
–
(4,168,309)
(5,256,948)
Gross value added
1,912,903
2,091,340
Depreciation, amortization and depletion
(625,304)
(727,270)
Net added value produced by the Company
1,287,599
1,364,070
Inputs acquired from third parties
Asset losses
Financial income
Dividends received from investment at cost
Added value to distribute
Personnel
Direct compensation
Benefits
Government Severance Fund (FGTS)
Taxes, fees and contributions
Federal
State
Municipal
Remuneration on loan capital
–
350,943
522
–
525,219
350,943
1,812,818
1,715,013
552,238
655,172
467,804
532,177
57,424
93,805
27,010
29,190
(171,056)
(104,676)
(107,290)
(59,773)
(67,049)
(48,179)
3,283
3,276
1,401,745
1,346,643
734,895
739,166
Rentals
101,863
99,285
Monetary variation losses
564,987
508,112
Other
Interest on equity
Loss in the year
Distribution of value added
16
–
524,697
Interest
Remuneration on equity
3%
12%
Other papers
Paperboard
42%
Pulp
9%
Added value from transfers
Equity income
Net Revenue Breakdown R$ million
–
80
29,891
(182,126)
29,891
–
–
(182,126)
1,812,818
1,715,013
Coated
34%
Uncoated
Net Revenue R$ million
5,192
4,514
4,064
4,800
3,953
52
54
58
53
42
47
2010
2011
58
46
42
2008
2009
Export market (%)
Domestic market (%)
48
2012
EBITDA/Margin R$ million
38
36
Financial Indicators (2.8)
1,703
2010
2011
2012
Net revenue (R$ billion)
4,514
4,800
5,192
EBITDA (R$ million)
1,703
1,300
1,272
Net income (R$ million)
769
30
-182,1
Volume sold (‘000 tons)
2,763
3,100
3,200
38
27
25
EBITDA Margin (%)
Capex (R$ million)
Net debt (R$ million)
Net debt/EBITDA
603
3,200
2,783
3,421
5,500
5,612
2.0
4.2
5.0
29
1,469
27
revenue reached
R$5.2 billion,
up 7.1%
from 2011
1,272
2011
2012
1,161
2008
2009
2010
EBITDA
Our net
25
1,300
EBITDA Margin (%)
Evolution of production ('000 tons) (2.8)
2010
2011
2012
Total production
2,745
3,100
3,187
Market pulp
1,617
1,800
1,876
Total paper
1,128
1,300
1,311
Coated P&W paper
134
163
218
Paperboard
252
255
259
Uncoated P&W paper
742
869
834
P&W: Printing and writing
Environmental Indicators – Industrial/Forestry (EN30)
Investments related to production/operation of the company
2010
2011(*)
2012
24.704
59.219
29.739
Investments in programs and/or external programs or projects
Total investment in environment
1.542
683
160
26.246
59.902
29.899
2011 (*) Intensified investments in Effluents – 26,591 (Investments related to production/operation of the company)
Social and environmental investment 2012 (‘000)
(EC1)
2012
Total external and internal social and environmental investment
83.271
Total internal social investment
40.302
Total external social investment *
13.070
Total internal environmental investment
29.739
Total external environmental investment
159.000
(*) Includes donations made in 2012
17
Honors
2012
(2.10)
In 2012, we received the following awards and mentions:
• WWF – Environmental Paper Company (EPI) Index:
• WWF – Environmental Paper Company (EPI) Index: through the Suzano Report® line of products, we were
recognized as one of the paper producers with the best environmental practices in the world and the best in the Americas.
• 2012 Agribusiness Year Book: featured as the largest company in the North and Northeast regions in this publication
by Globo Rural magazine.
• Pulp and Paper International Awards: finalists in the category “Innovative Product”.
• Graphprint Award: first in the categories “Printing & Writing Paper – Coated”, “Printing & Writing Paper – Uncoated”,
"Paperboard” and “Recycled paper”, and second in the “Specialty Papers” category.
• 2011/12 ABER Excellence Award (Brazilian Association of Reprographic Companies): first place in the
"Paper Industry" category.
• Excellence Award (Brazilian Association of Reprographic Companies): recognized in the “Paper Industry” category.
• Fernando Pini Award for Printing Excellence: recognized in the categories “Coated and uncoated board”
and “Coated printing paper”.
• Best Suppliers in the Communication Industry Award: recognized in various categories for the papers Pólen®,
Reciclato®, Duo Design®, Cartão Supremo® and Supremo®.
• 12th ABRE Brazilian Packaging Award: the award honored packaging produced from our paperboard in two
categories: Technology in Packaging for Cosmetics, Personal Care, Health and Pharmaceuticals for the product Force 1 by
Nutrilatina, and Packaging for Sweets for the 7-unit packaging for “Trident Fresh Menta e Hortelã” by Kraft Food.
• Great Packaging Cases Award: winning package for the product “Barbie Loves Glitter” kit from Avon produced by us
jointly with Gráfica Antilhas with triplex Art Premium paperboard.
• 45th International Pulp and Paper Congress & Exhibition: awarded by ABTCP in two categories: “Forest
Development” for the Genetic Improvement Program and "Social Responsibility" for the combination of the projects
"Educar e Formar", "Agricultura Comunitária, "Piscicultura Sustentável" and "Inclusão Digital".
• Você Professional of the Year: for the second consecutive year, Carlos Alberto Griner, our Human Resources Officer,
was elected by Você RH magazine as the Best HR Professional in the Pulp and Paper industry.
• Corporate Sustainability Index (ISE): for the eighth consecutive year we were included in this index, which measures
the performance of companies listed on the BM&FBovespa in terms of sustainability, economic efficiency, environmental
balance, social development and corporate governance.
• Carbon Efficient Index (ICO2): we were included in this list of companies that adopt transparent practices regarding
their greenhouse gas (GHG) emissions, based on the level of emissions efficiency and the free-float of each class of shares.
18
Certifications
NOur certification processes are conducted as new units are incorporated and
in accordance with the growth strategy and the need to adjust management
practices to excellence models.
Our industrial and forestry units (São Paulo and Bahia) are certified by the
standards ISO 9001, ISO 14001, OHSAS 18001 and FSC (Forest Stewardship
Council®).
We helped 76
rural producers
obtain certification
in 2012.
The São Paulo and Bahia forest units are also certified by CERFLOR. We also
continued the management of our internal social responsibility processes in line
with the scope of SA 8000. The Maranhão forestry base, which is in the initial
stage of the 2013 harvest, already adopts the FSC scope in its management.
We continued our project of encouraging our forest partners to obtain
certification for small rural properties, which helped increase the number of
eucalyptus producers in the Mucuri Unit with the FSC seal.
Directed at members of the Forestry Partnership Program, the project has
76 certified rural producers and 41 recommended for certification. A total
of 25,000 hectares of forests have been either certified or recommended for
certification, of which more than 11,000 were certified in 2012. This industryleading initiative is in line with our objectives of strengthening our actions to
increase income generation in the region, encouraging better labor relations in
the field and promoting compliance with social and environmental legislation.
Employee Sergio Mota at
the São Paulo Office
19
20
2012
Global Vision
B y y e a r- e n d , c o n s t r u c t i o n o f i n f r a s t r u c t u re w o r k s f o r t h e
Imperatriz Unit in Maranhão was 92% completed
Strategy
The pulp and paper industry has been undergoing a turbulent
and reduce the need for refinancing.
period over the last two years due to the global macroeconomic
Another initiative included in this package
scenario, which has slowed the pace of recovery in prices and
was the R$1.5 billion share offering.
forced us to adjust our strategy to these developments and trends.
With this in mind, our goal has been to accelerate and guarantee
Thanks to these initiatives, we ended
the year with a solid cash position of R$4.3
construction of our Imperatriz Unit in the state of Maranhão. For
billion. Moreover, we lengthened our debt
this, in 2012 we structured our financial protection package, which
profile through funding activities and by
is a set of actions that has lengthened our cash flow horizon to
renegotiating contracts, with the proportion
2016 and includes R$3.5 billion in financing for the Maranhão
of short-term maturities, which stood at
project. The aim of this financial plan is to strengthen our liquidity
25.8% in December 2011, declining to
15.1% by end-2012. We maintained our
plans to divest non-core assets, with the sale
of our 17% interest in the Capim Branco
Energia Consortium and of other assets
such as land parcels and forest areas. In
2012, we remained strongly focused on
Our forestry base
permeates all our
businesses, offering
innovative solutions
and continuously
pursuing excellence
in our operations
increasing pulp production by accelerating
the construction of the Imperatriz Unit
in Maranhão. By the end of the year, we
had concluded 92% of the infrastructure
construction works. Construction and
21
assembly of the electrical and mechanical
equipment were also at an advanced stage,
with fabrication of the equipment already 89%
completed.
In addition, 98% of suppliers were contracted,
of which approximately 40% are local, i.e.
from the state of Maranhão. We ensured the
supply of wood to the new Unit through the
Vale Florestar Program, with 58% from own
forests and forest partnerships. Consumption
is estimated at 6 million m³/year, or 28 million
eucalyptus trees. Another important focus is to
increase eucalyptus yields. And aiming to meet
future trends through FuturaGene, we continue
to research genetically modified species. We have
already entered the stage of regulatory studies
to identify the potential impacts of planting and
growing seedlings for marketing them in the
future. During experiments, fully grown trees
have revealed the ability to achieve 20% higher
volumes than conventional clones.
At the end of the preparation of this report,
in March 2013, we announced the suspension
of the following projects: Pulp Production
Unit in Piauí and Suzano Energia Renovável.
These projects will be restarted once the
macroeconomic scenario and our debt/EBITDA
ratio reach comfortable levels for resuming the
growth cycle
Eucalyptus
plantation in Bahia
22
23
2012
Management model and tools
In 2012, we adopted strict cost management practices under the
A long-term initiative, the Productivity
Productivity Project, through which we reviewed our processes and
Project focuses on capturing value on all
their respective costs in order to become more productive in the
management fronts, which includes changing
pursuit of efficiency. The productivity project was applied to a number
the mindset across all tiers of the company’s
of our processes and based on best internal and market practices,
hierarchy, effectively incorporating cost
and was composed of five phases covering the forest and industrial
management into every decision-making
operations, logistics and product portfolio. During the year, we
process. The impacts from this effort
concluded the first module of introducing the concept of a matrix
were already observed in 2012, and the
budget to pursue excellence and assertiveness in the preparation of a
methodology will be further intensified in the
budget for fixed expenses.
industrial and forest units next year.
Employee Davi de Sousa Pereira
and Carline Meneses,
at the São Paulo Office
24
Another initiative in the period was the “Jogo Aberto Program”
(4.4), which was created to identify concerns and potential risks
through a bottom-up methodology. The initiative aims to establish
an organizational environment of greater trust, transparency and
respect. With it, everyone is able to share their concerns and doubts,
which reinforces preventive behavior and promotes the identification
of improvements. A total of 3,700 issues were collected, divided into
six groups: finance, reputation, legal, client, supplier and operational.
Based on a survey of their critical importance, the questions can
The Productivity
Project played an
important role in
capturing value
across various
business fronts.
be included in our Risk Map, as defined in the Coso (Committee of
Sponsoring Organizations of the Treadway Commission) methodology,
which is composed of 17 major risks for which action plans are
established. (4.4, 4.11).
We also worked on formalizing our processes through the
Documentation Pyramid, a tool that makes integrating, searching and
updating data, rules and procedures easier in all departments. The
system allows documents to be made available and managed by a
matrix that determines the persons responsible for the execution and
knowledge of various bits of information in accordance with sector,
of excellence, the Click Program, which
function and unit. Along the same lines and focusing on the industrial
encourages employees to send innovative,
area, the Operational Excellence Program (routine management) was
low-cost ideas that can increase productivity,
strengthened in the period and helped to attain operational stability in
received 480 suggestions for improvement
the last quarter of the year as well as our operational results. In terms
and achieved a return of R$12.49 for each
of maintenance, we appointed mentors/guardians for certain pieces of
R$1.00 invested.
equipment that are essential to our operation, and implemented the
Also in this regard, we made progress
Supervisor Agenda, with activities planned day-by-day and hour-by-
in Research and Development through the
hour, which represents another step towards managing our internal
Innovation Program, which promotes the
knowledge. This year, the program began to be extended to the
sharing of knowledge to boost our results by
pulp area. To increase synergy and productivity during our general
expanding the research and development of
downtimes, a task force was created with representatives from all
new products and applications. This year, we
industrial units. Integrated planning of the general downtimes will
engaged a total of 170 external researchers,
enable cost reductions and integrated negotiations with suppliers,
60% of whom holds master's degrees and
in addition to internal benchmarking of best practices, the results of
doctorates. The efforts of these professionals
which can be observed next year. Also in line with our constant pursuit
led a revenue contribution by new
25
26
2012
Excellence
Corporate governance
Our relationships
are grounded in the
p r i n c i p l e s o f e q u i t y,
t r a n s p a r e n c y, c o r p o r a t e
responsibility and
a c c o u n t a b i l i t y.
Our relationships with the capital markets, shareholders
and investors are grounded in the principles of corporate
governance: equity, transparency, corporate responsibility and
accountability.
Various tools support the application of these principles to
our governance model, which include the Code of Conduct,
which establishes the guidelines and behaviors we expect
from our administrators, managers and employees. Upon
admission, all employees receive a copy of the Code of
Conduct, and later receive regular training on its provisions.
The Code of Conduct contains a series of conducts and
ethical values that must be observed by employees, such as
the principles of integrity, equality, transparency, professional
recognition, sustainable development and corporate
governance.
(4.8)
To ensure compliance with the Code of Conduct, we
have an External Ombudsman service provided by an
independent company that receives reports of any ethical
misconduct through the telephone 0800 770-5678 or e-mail
ouvidoriaexterna@austernet.com.br. The channel guarantees
the secrecy of the information and the anonymity of the
person making the complaint.
(4.6)
The tool is also a means of communication among
employees and the Conduct Committee, since the reports
made by employees are submitted for analysis by the
FuturaGene
tecnology will
provide the
eucalyptus
grouth
with more
productivity
committee. Significant issues reported to the Conduct
Committee are forwarded to the members of the Board of
Directors. (4.4)
27
2012
Employee Thiago Santan
Costa at the Itabatã
(Bahia) seedling nursery
28
Board of Directors
Board of Auditors
Current Board of Directors
The Board of Auditors is a standing body
• David Feffer - Chairman
composed of three acting and three alternate
• Boris Tabacof - Vice-chairman
members who are elected by the Shareholders’
• Daniel Feffer - Vice-chairman
Meeting for a term of one year, with the
• Antonio de Souza Corrêa Meyer – Director
possibility of re-election.
• Claudio Thomaz Lobo Sonder – Director
Current Members and Alternate Members of
• Jorge Feffer – Director
the Board of Auditors
• Oscar de Paula Bernardes Neto – Director
•Luiz Augusto Marques Paes – Member
• Marco Antonio Bologna – Director
•Roberto Figueiredo Mello – Alternate member
• Nildemar Secches – Director
•Rubens Barletta – Member
•Luiz Gonzaga Ramos Schubert – Alternate
According to our Bylaws, the Board of Directors is advised by the
member
following support committees, whose duties are described in Article 21 of
•Jaime Luiz Kalsing – Member
the Bylaws: (a) Management Committee; (b) Sustainability and Strategy
•Moacyr Arnaldo Farah – Alternate member
Committee; and (c) Audit Committee.
Independent Auditor
Board of Executive Officers
The Board of Executive Officers is composed of six members, who are
Our results, accounting practices and
financial statements are audited by KPMG. Our
elected by the Board of Directors for a term of one year. Currently all
independent auditors are rotated periodically, in
members are Caucasian, with two over 50 years of age and four between
accordance with governing law.
30 and 50 years of age. (LA13)
Atuais membros da Diretoria
•Walter Schalka - Chief Executive Officer (*)
•Alberto Monteiro de Queiroz Netto – Chief Financial and Investor
Relations Officer
•Paulo Celso Bassetti – Executive Officer – Forest Business Unit
•Carlos Aníbal Fernandes de Almeida Júnior - Executive Officer – Paper
Business Unit
•Ernesto Peres Pousada Júnior – Chief Operating Officer
•Carlos Alberto Griner – Executive Officer – Human Resources
(*) Walter Schalka was elected at the Meeting of the Board of Directors
held on December 22, 2012, replacing Antonio dos Santos Maciel Neto as
of January 1, 2013.
29
2012
Sustainability Advisory Board
Our corporate governance structure includes the following levels:
In addition to the above-mentioned
Shareholders’ Meeting, Board of Directors, Board of Executive
committees, we also created the Suzano
Officers, Board of Auditors (standing), in addition to committees, sub-
Sustainability Advisory Board, which has
committees and working groups for specific issues. (4.1)
been functioning since 2011. The board
The shareholders’ meeting is the main channel of communication
expands the dialogue on the theme applied
between shareholders and directors. Investors may also use other
to our business and supports our decisions
channels: e-mail ri@suzano.com.br and telephone +55 11 3503-9061
by employing broader reflection. In 2012, its
to clarify doubts, obtain information on the performance of our shares
six external members – mostly academics and
and accompany the performance of our stock on BM&FBovespa, where
representatives from the non-profit sector, all
we are listed on the Level 1 corporate governance segment, the IbrX-
of whom are remunerated – and 14 internal
50 index, the Bovespa Index and, for the eighth consecutive year, the
guests met four times. The challenge during
Corporate Sustainability Index (ISE). (4.4)
the year was the various reflections made by
The Board of Directors is composed of nine members, four of whom
the group to support the development of a
are independent. The members are elected by the Shareholders’
sustainable practices strategy for Suzano for
Meeting for a term of three years, with the possibility of re-election.
the potential macroeconomic scenarios. (4.9)
All members are white and over 50 years of age. They ordinarily
meet every three months and extraordinarily whenever necessary. In
2012, they held 30 meetings. The current members of the Board of
Directors were elected at the 2010 Annual Shareholders’ Meeting,
based on their qualification, experience, knowledge of the industry or
other sectors and the principles that guide our business. The Annual
Shareholders’ Meeting to be held in April 2013 will elect the new
members to the Board of Directors. (4.3, LA13)
Directors not exclusively dedicated to their position have 100%
of their remuneration paid as fixed compensation and are not
entitled to variable compensation, share-based compensation or
post-employment benefits, similar to the members of the Board of
Auditors. For members of the Board of Directors dedicated on a fulltime basis to their position, the mix ranges from 55% to 60% of fixed
compensation and 40% to 45% of variable compensation, however
they are also not entitled to share-based compensation or postemployment benefits. In 2012, the total compensation paid to our
directors and officers was R$33 million. (4.5, 4.7)
Our results,
accounting practices
and financial
statements are
audited by KPMG
– Auditores
Independentes.
30
Risk management
Our risks are managed on an integrated basis, with their
The status of each action plan is reported
treatment and mitigation determined by their impacts on the
to the competent committees. In 2012,
Company's strategy.
Suzano’s 17 main strategic risks were listed
The integrated risk management structure is composed of
the internal control and internal audit areas, which use the
COSO (Committee of Sponsoring Organizations of the Treadway
and monitored, with mitigating actions
implemented to reduce exposure.
Our integrated risk management structure
Commission) methodology and the NBR ISO 31000 standard of
constantly monitors the endogenous
Risk Management – Techniques for assessing risks as the basis for
and exogenous risks in the financial,
conducting operations.
regulatory, strategic, operational and social
Risk identification stems from the internal audit, internal controls
and environmental areas, enabling them
and a general analysis of strategic risks. These activities involve an
to be easily identified and handled. We
annual cycle, whose results are shared with top management. Each
also maintain a specific risk management
risk is classified in accordance with its impact and probability and,
structure for the project to expand our
based on this status, its priority is defined. Each strategic risk mapped
operations in Brazil’s Northeast. The
is allocated to one executive officer who becomes responsible for
construction of the Imperatriz Unit in
applying the action plan and its potential mitigation measures.
Maranhão requires comprehensive and
detailed mapping and monitoring of
risks. This work front is headed up by
the Project's management team, which
supplies information and action plans to the
integrated risk management structure.
(4.11)
(Details on risk management can be
found in the Reference Form, available at
www.suzano.com.br/ri). (1.2)
Employee Rodrigo da Silva
Sena, at the SPP-KSR
(São Paulo) shipping area.
31
32
2012
Entrepreneurship
354,000 hectares of forests
distributed across the states of
were reflected not just in production, but
also in our relations with the communities
and other local stakeholders, since the local
São Paulo, Bahia, Espírito Santo,
managers now had greater independence in
M i n a s G e r a i s , P i a u í , To c a n t i n s
operational controls through systems and
and Maranhão.
terms of decision making. We also intensified
equipment using embedded technology.
On the operational front, we carried out
numerous actions related to the Productivity
Project, which aims to reduce costs by
Operating performance
increasing efficiency, standardizing and
optimizing processes, training employees
and providing specialist training to service
Forestry
providers. We implemented actions to
In 2012, we planted more than 53,000 hectares of forests, bringing
consolidate the transfer of precision
the total forest area to 819,000 hectares, of which 354,000 hectares
agriculture technology for forestry, such
were planted in the states of São Paulo, Bahia, Espírito Santo, Minas
as: the intensified use of aerial and
Gerais, Piauí, Maranhão and Tocantins. Our main initiatives in 2012
georeferenced information during planting
were based on forest management, operational productivity and
and management, which results in better
forest yields. With regard to the first aspect, to meet the challenge
management information that enables
of efficiently managing units that are disparate in terms of economic,
appropriate action and rational use of inputs
social, cultural and weather aspects, we conducted a comprehensive
such as herbicides, fertilizers and water.
restructuring of the forestry area, which included strengthening the
Investments were made in two programs:
regional operations. The gains in autonomy brought by the measure
Focus, which collects harvest data, and the
Forest Management System (SGF), which
Status of the
construction at
Imperatriz Unit
(Maranhão),
november 2012.
focuses on forestry information.
Actions to improve forestry yields were
guided by the perpetuity of results by the
Genetic Improvement Program in São Paulo,
the recovery in yields at the Bahia site and
33
2012
Mosaic planting: preservation of native forests, Mucuri (Bahia)
consolidation of the program at new sites through the development of highperformance clones for each micro-region, as well as research and development
involving polyploids.
As for expansion in the Northeast, at the end of 2012, all the forest
harvesting machines had already been acquired. These will be delivered during
the course of 2013, when we will conduct training for some 200 professionals
who will operate the machines. We expect to start harvesting in the second
quarter to ensure an adequate supply to the new Imperatriz Unit, which will
start operations in 2013.
Also in Maranhão, continuing the insourcing process, we began the harvest
phase on both own and outsourced forests. Meanwhile, in Bahia, we insourced
a part of the forestry activities. In the last two years, i.e. 2011 and 2012, our
insourcing actions have already created 600 jobs. In São Paulo, the highlight
was the conclusion of the process to mechanize the forest harvest operations
on the remaining area of Conpacel, currently part of the Limeira Unit. Our
Forest Partnership program remains operational. In São Paulo, it has reached
the point that we call “consolidated”, i.e., it has a stable number of participants
for complementing the supply of our units (Suzano and Limeira). In Bahia
(which includes Espírito Santo and Minas Gerais), the program has grown 33%
over the last two years. For the new Imperatriz industrial unit in Maranhão,
whose startup is expected in the fourth quarter of this year, we are working on
the process of promoting and strengthening the program. At the end of 2012,
we started the first contracts, which include 2,800 hectares. The challenge
for the next two years is to achieve an area of 20,000 hectares, or around 80
partnerships.
34
600 jobs
insourced in Bahia
and Maranhão.
Employee Patrícia Justino
de Lima, service provider
from JFI Sivicultura SC
Ltda, at the seedling
nursery in Itapetininga
(São Paulo)
35
2012
Shipments ('000 tons)
1.780
Pulp
1.607
America (-0.1%), the market’s behavior in 2012 is explained by the
stronger economic growth in other markets, especially China (+8.8%)
1.847
1.445
1.435
1.519
1.310
261
297
363
412
2009
2010
2011
2012
In 2012, market pulp shipments grew 2.5% compared to 2011.
Despite the slight decline in demand from Europe (-0.9%) and North
1.808
Export Market (%)
Domestic Market (%)
and Latin America (+3%).
In the year, eucalyptus pulp shipments increased 1.4% from 2011,
Destination of Shipments 2012
22%
driven by the demand in Latin America (+8.3%). The market formed
Brazil
by “other” countries has been playing an important role in leveraging
eucalyptus sales, with an 11.6% increase in sales compared to 2011.
32%
8%
Europe
North America
(thousand tons)
2012
2011
43,637
42,587
2.5%
7,353
7,361
-0.1%
15,197
15,311
-0.9%
3,145
3,054
3.0%
China
10,090
9,274
8.8%
Other
7,852
7,563
3.8%
Shipments - Market Pulp
North America
Europe
Latin America
2012 x 2011
2%
Latin America
36%
Asia
In terms of segments, “sanitary purposes”
(mil ton)
Embarques – Celulose de Eucalipto
represented 39% of total pulp sales in
2012
2011
2012 x 2011
14,896
14,687
1.4%
2012. The 3 p.p. growth in relation to 2011
América do Norte
1,658
1,659
-0.1%
corroborates the trend that this segment has
Europa
6,552
6,586
-0.5%
been becoming one of the most important
América Latina
1,757
1,623
8.3%
China
2,922
3,020
-3.2%
Outros
2,007
1,799
11.6%
Source: Pulp and Paper Products Council (PPPC), World 20 Report
Suzano’s pulp sales totaled 1.8 million tons, a 2.1% increase over
the previous year. Pulp exports reached 1.4 million tons, corresponding
to 78% of total sales in 2012. Asia accounted for 36%, followed by
Europe, Latin America and North America with 32%, 24% and 8%,
respectively. Domestic sales increased by 49,000 tons compared to the
previous year.
segments for the hardwood pulp industry.
The “specialty” segment was another
leading performer in 2012, with growth of
7 p.p. from the previous year. The “printing
& writing” segment, on the other hand,
decreased its share in Suzano’s sales by 8 p.p.,
which was offset by other segments, in line
with our strategy.
Sales by segment 2012
25%
Printing
and Writing
1%
Other
39%
8%
Sanitary
Purposes
Packaging
27%
Specialty
36
In a highly competitive and challenging market marked also by fluctuations in inventories and prices,
we remained focused on our targets: before year-end, we had already contracted 80% of our production
for 2012, increasing customer loyalty. Furthermore, despite the macroeconomic scenario, our prices
remained at satisfactory levels.
The healthy performance of 2012 is the result of successful efforts on the following fronts:
• Strategic planning: The area has been building closer relationships with international analysts and
consultants in various events and forums, such as the London Pulp Week in England, the Market Pulp
Association (MPA) in Canada, and China Pulp and Paper in China, where pulp companies from all over
the world discussed the marketing issues related to the industry. All these initiatives are aligned with
the strategy of prioritizing clients that pursue a high value-added partnership with Suzano in sectors
with excellent growth potential.
• Strengthening integration: greater interaction between the international offices and the teams
based in Brazil.
• Focus on continuous improvement: the same attention is given to technological infrastructure, which
leaves us more confident that we are prepared for the next leap in production at the Maranhão Unit.
Suzano Pulp bales in the warehouse,
at Mucuri Unit (Bahia)
37
2012
Employee Thiago Santos
Moreira, at Mucuri Unit
(Bahia)
We also organized two Sales Meetings involving the offices in
Brazil and abroad to draw up precise targets for the allocation of pulp
production, including the additional volume from the new unit being
built in Imperatriz. This extra production will virtually double Suzano’s
market pulp available for sale – a challenge to be overcome by our pulp
business unit.
Due to these achievements, and based on
The Sales Meetings presented exciting prospects: for 2014, most of our
production, including that from Imperatriz, has already been contracted.
relation to market developments. Given the
Our strategy is to provide platforms of products using optimized pulp
new paper plants coming online around the
fibers for manufacturing various types of paper, which helps mitigate our
world and those shutting down over the next
risks as we distribute pulp across various markets and segments.
two years, as well as the pulp plants that
From an industrial perspective, the period was marked by a number
will close down or migrate to soluble pulp
of achievements, among which the annual quality record: 97% of the
production, the market should stabilize. We
market pulp produced at the Mucuri Unit classified as Extra Prime, which
are closely watching this development and
represents global recognition for a product that meets the established
believe that the trend points to a balance
dirt, humidity, viscosity and brightness control parameters.
between supply and demand.
Office
Stenfar – Argentina
Suzano Pulp and Paper America
– USA
Sun Paper England
Suzano Pulp and Paper Europe
- Switzerland
Suzano Pulp and Paper Asia – China
Total
Database: PNRH – December 2012.
38
a qualified analysis, we remain confident in
2011
2012
Headcount total
Expatriates (highlited)
Headcount total
Expatriates (highlited)
136
0
119
0
21
1
18
0
6
0
3
0
18
3
19
3
9
0
9
1
190
4
168
4
Net revenue
from paper sales
totaled R$3
billion, 5.9%
more than in the
p r e v i o u s y e a r.
Paper
The year 2012 was one of important achievements for the Paper Business Unit.
Production totaled 1.3 million tons, up 1.9% from 2011, led by growth in coated
paper production of 34.2% (see table).
Production (‘000 tons)
2012
2011
2012 x 2011
1,311
1,287
+1.9%
Paperboard
259
255
+1.5%
Coated
218
163
+34.2%
Uncoated
834
869
-4.0%
Paper
Sales volume reached 1.3 million tons, stable in relation to the previous
year (+0.9%). Domestic sales totaled 894,700 tons, while exports totaled
452,200 tons.
Destination of Paper Shipments
2012
2011
2012 x 2011
Brazil
66.4%
60.2%
+6.3 p.p.
South/Central America
15.0%
16.6%
-1.6 p.p.
North America
9.9%
11.5%
-1.6 p.p.
Europe
5.8%
8.7%
-2.8 p.p.
Other
2.8%
3.1%
-0.3 p.p.
Net paper sales totaled R$3 billion, 5.9% more than in the previous year.
Employee Gabriel
Tieppo Rocco, Thaysa
Dorllas, Greice
Fernanda Vasques and
Andressa Duarteda
Silva at the SPP-KSR
office (São Paulo)
Of the total net revenue, 68.9% came from domestic sales and 31.1% from
exports. The average net paper price in Brazilian real was R$2,230/ton, up
5.0% on 2011.
39
R e l Sustenta
a t ó r i o bilidade
d e Sustenta
R e pbilidade
o r t 2 0 1220 1 2
In 2012, we launched the duplex paperboard Super 6 Plus® in the
Brazilian and Latin American markets with lower weights and greater
stiffness. This product is recommended especially for the food and
hygiene and cleaning segments and has the most homogeneous back
in the market, as well as superior printing quality.
We also launched a version of coated paper Kromma® with a
different shade that meets the global color standard and offers higher
fidelity of shades when printing. This change is to meet the demand
from the printing market for a product with improved color quality.
The highlight of 2012 was our Polén® paper, which was present
in some of the most important publications, such as the “Fifty
Shades of Grey” trilogy, which topped the sales charts in Brazil for
At the end of 2012, we celebrated
several months.
30 years of our Suzano Report® line.
The campaign brought vintage elements
that were icons during the 1980s, the
decade when the product was launched.
We launched a special edition of around
15,000 packets of the “resmão” (big ream).
With 750 sheets, the product had a fliptop opening and design reminiscent of an
icon of the 1980s: the cassette tape. The
To celebrate 30 years of Suzano Report, we
designed commemorative vintage design
packaging with flip-top opening - a throwback to
an icon of the ‘80s: the audio cassette tape
objective of the packaging was for use as a
decorative box to store documents, papers
and small objects.
We also participated in a number of
events, which included the International
Print and Media Fair (Drupa) in Germany,
one of the leading global events for the
printing industry, which is held every four
years. At the fair we launched a game that
provided a virtual tour of scenarios evoking
our corporate universe: from forests to the
factory to the final consumer. The aesthetic
of the game was based on paper cutouts,
underlining the importance of paper in the
world and its sustainable relationship with
the environment.
40
In our operations, we adopted a new Process Management system
in the five commercial divisions of UNP: the BizAgi® software, through
which we reinforce our concern for improving customer service and
offering dynamic delivery solutions. The purpose of the tool is to align
the Distribution, Printing and Conversion, Packaging, Promotional
and Consumption procedures, as well as indicating and monitoring
In 2012, we strengthen
our relationship
custumers, expanded
agilit and transparency
the performance at each stage of the order. The new system, which
reaches over 400,000 clients, enables complete tracking of orders and
their release for delivery, which led to increased productivity.
In 2012, we also launched the customer service channel. The
service was developed to improve transparency and speed up service,
which underlines the company’s commitment to deadlines. With this,
Suzano centralizes in a single channel all information and monitoring
of incidents logged relating to the logistics, technical and commercial
areas. The service is available by telephone (11 3503-9500) or
by e-mail ocorrência@suzano.com.br, which is protected against
spambots. You must enable JavaScript to view the information.
Employee Cintia
Aparecida Silva dos
Santos, at the SPP-KSR
office (São Paulo)
41
2012
Biotechnology
With research facilities in Brazil, China and Israel, FuturaGene focuses
in four different regions across the country.
on increasing the competitiveness of biomass produced from planted
The company completed the planting of
forests using modern biotechnology tools. The use of this technology to
the regulatory field trials in 2012 and began
increase yields and protect forests can bring significant gains for both
biosafety evaluations. Upon completion of
the environment and business sustainability. FuturaGene registered
these evaluations, FuturaGene will submit an
significant growth in 2012.
application to CTNBio for commercial approval
The company began developing new products and markets and
made significant progress in obtaining the commercial license for its first
of the product.
Another important result obtained in
product. With regard to the commercial use of its first product in Brazil,
the year was the installation of four field
the company conducted, in 2006 and 2007, field studies with genetically
trials for the selection and improvement of
modified eucalyptus clones in different locations across Sao Paulo state.
drought resistant plant species in the Chinese
The results of these tests showed the potential of biotechnology to
province of Gansu. The trials will evaluate the
contribute to our business: after six years, the genetically modified trees
potential of woody crops and certain shrub
returned 20% more yield than conventional eucalyptus clones.
varieties to combat desertification, enable soil
Based on these results, the company initiated regulatory laboratory
regeneration and produce economic offtake
and field studies. It obtained authorization from the National Technical
for bioenergy and liquid biofuels. The main
Commission on Biosafety (CTNBio) of Brazil’s Ministry of Science,
goals of this desert control campaign are
Technology and Innovation, which regulates and approves all activities
to stimulate the active participation of rural
related to Genetically Modified Organisms (GMOs) in Brazil, in order to
producers by bringing them and their families
conduct regulatory field studies using genetically modified eucalyptus
direct economic benefits, to provide training
in advanced forest management techniques
and to find suitable plant species for different
industrial applications on degraded land areas.
Employee Noga
Barimboim and Yaarit
Waimberg at the
FuturaGene lab
in Israel
42
Upon successful completion of the project, FuturaGene intends
In 2012, FuturaGene played a significant
to scale up its activities in Gansu and replicate the project in
role in promoting the public debate on the
similar environments around the world, providing solutions for
acceptance of biotechnology as a vital tool for
ecosystem restoration and regeneration, energy security and
sustainability. Among the initiatives, the company
rural development in regions affected by desertification and soil
made a presentation at a side event sponsored
degradation. FuturaGene also installed its first field experiments
by the Food and Agriculture Organization (FAO)
for cold-tolerant eucalyptus in Yunnan province and signed a
and the Brazilian Pulp and Paper Association
collaboration agreement with a state farm in Guangxi province
(Bracelpa) during Rio+20, the United Nations
to develop subtropical eucalyptus clones. In the research
Conference on Sustainable Development, and
arena, FuturaGene expanded its project portfolio by signing a
at FAO headquarters in Rome during the 21st
collaboration agreement with the Brazilian Agricultural Research
Session of the Committee on Forestry (COFO
Corporation (Embrapa). The first project aims to introduce
21). In line with its policy of transparency and
an aluminum-tolerant gene from Embrapa into FuturaGene’s
engagement, FuturaGene hosted a visit from
eucalyptus germplasm to enhance yields in areas affected by
the New Generation Plantations Project (NGP),
aluminum toxicity in the soil. In addition, FuturaGene signed a
a dialogue platform coordinated by the World
license agreement with Arcadia Biosciences in the United States
Wide Fund for Nature (WWF), at its Brazilian
to develop eucalyptus and poplar plants with more efficient use of
facilities to learn about and discuss the role of
nitrogen and water.
biotechnology in sustainability. The company
In addition to these projects, FuturaGene is working closely with
has also actively engaged forest certification
our Forestry Business unit on conventional breeding programs and
groups and other governmental and civil society
other methodologies to increase eucalyptus yield.
groups in dialogue.
43
2012
Economic and
financial performance
In 2012, our net revenue was R$ 5,192.3 million, 7.1% more than
in 2011 (R$4,848.0 million). This result was due to the increase in the
average net price (+5.4%) and the growth in pulp and paper sales
volume (+1.6%). Paper and pulp sales volume in 2012 amounted to
3,193,800 tons, compared to 3,143,400 tons in 2011.
period was 5.8%. This was mainly due to the increase in wood costs,
EBITDA (Earnings before Interest,
Taxes, Depreciation
and Amortization)
due to the higher share of third-party wood in the supply mix and the
Cash generation, as measured by EBITDA,
Cost of goods sold (COGS) in 2012 amounted to R$4,036.3 million,
a 7.0% increase over R$3,771.9 million in 2011, while inflation in the
higher unit price; the increase in costs with maintenance downtime
totaled R$1,271.6 million, with EBITDA margin
over the course of the year; the 16.7% depreciation in the Brazilian real
of 24.5% in 2012. This result is mainly due to
against the U.S. dollar; the higher sales volume (+1.6%), partially offset
the depreciation in the Brazilian real against
by the benefit from the Reintegra program in the paper segment. Unit
the U.S. dollar; the growth in domestic pulp
COGS in 2012 was R$1,263.8/ton, compared to R$1,200.0/ton in 2011,
and paper sales; and the increase in unit
for an increase of 5.3%. As a result of the above factors, gross profit
COGS. In 2011, EBITDA was R$1,301.7
was R$1,156.0 million, 7.4% higher than the R$1,076.1 million in 2011.
million, for EBITDA margin of 26.8%.
Selling expenses amounted to R$247.9 million, remaining stable in
In 2012, the Company registered net
relation to R$247.7 million in 2011. Administrative expenses in the year
financial expenses of R$393.6 million,
totaled R$403.8 million, compared to R$333.8 million in 2011. The
compared to R$318.5 million in 2011. The
increase was mainly due to the higher spending on expansion projects;
23.6% increase in net financial expenses is
the reclassification of provisions for labor claims in 2011; the increase
mainly due to the 22.6% increase in gross
in consulting and advisory expenses; and the expenses associated with
debt and the negative result from hedge
wage increases.
operations of R$33.9 million, compared to the
Other operating revenues amounted to R$40.1 million, positively
impacted by the gain from the sale of fixed assets (non-recurring); from
positive result of R$8.1 million in 2011.
Monetary and foreign exchange variations
wood and electricity sales; and negatively by the adjustment to fair value
negatively affected the company’s result by
of biological assets (R$9.4 million).
R$461.7 million in 2012, due to the 8.9%
devaluation of the real against the dollar (endof-period rate). In 2011, the impact was a
negative R$456.2 million.
44
Capital Expenditure
Capex in 2012 totaled R$2,783.5 million. Capex for maintaining
current production capacity totaled R$495.3 million, with R$156.0
million directed to the industrial area and R$339.3 million to the
forestry area. A sum of R$2.3 billion was invested in expansion
projects, mainly in the Imperatriz Unit. In 2011, capex totaled
R$3,224.9 million, of which R$518.2 million went to maintenance,
R$1.5 billion to the acquisition of Conpacel and R$1.2 billion to other
expansion projects, especially the Imperatriz Unit.
Debt
Gross debt on December 31, 2012
amounted to R$10.7 billion, of which
54.8% was denominated in local currency
and 45.2% in foreign currency. We contract
debt in foreign currency as a natural hedge,
since nearly 50% of our revenue comes from
exports. This structural exposure allows us
to contract export financing in U.S. dollar at
more competitive costs than local financing
lines and to match financing payments with
receivable flows from sales.
The net debt/EBITDA ratio is 5.0x, while the
pro-forma rate, which includes funds from the
sale of Suzano’s stake in the Capim Branco
Energia Consortium, was 4.3x. The company
continues to work on various fronts to
improve its EBITDA, with projects to increase
productivity and reduce costs, in addition to
the initiatives already announced to reduce
leverage and strengthen its capital structure.
Arrival at the Port of Itaqui of the machinery to be used for harvesting
wood that will be supplied to the Imperatriz Unit (MA)
45
2012
Employee Livaldo Barros, at
Rio Verde Unit (São Paulo)
46
Financial Protection Package
2012 was an important year for Suzano. The Company structured
a financial protection package that provided the necessary cushion
during the investment phase for construction of the plant in Maranhão.
This financial plan was aimed at strengthening the company’s liquidity
and reducing the need for refinancing. The R$1.5 billion share offering
Employee Renato de Azevedo Vaz at Embu Unit São Paulo)
concluded in 2012 was one of the components of the comprehensive
Capital Markets
financial protection package.
Our capital stock consists of 371,128,064
We closed the year with a solid cash position of R$4.3 billion. We
also carried out funding operations and renegotiated debt agreements,
common shares (SUZB3) and 736,549,249
strengthening the cash position required for growth. These operations
preferred shares (SUZB5 and SUZB6), totaling
were highly important for lengthening the debt profile, with the
1,107,677,313 shares traded on the São
proportion of short-term maturities, which stood at 25.8% in
Paulo Stock Exchange (BM&FBovespa). Of the
December 2011, decreasing to 15.1% at the end of 2012.
17,644,281 shares held in treasury, 6,786,194
are common shares and 10,858,087 are
In 2012, we announced the divestment of our interest in the Capim
Branco Energia Consortium. Note that the Company contracted import
preferred shares. Our market capitalization in
financing operations from export credit agencies for the acquisition of
December 2012 was R$7.8 billion. The free-
the imported equipment for the Imperatriz Unit.
float corresponded to 42% of the total stock.
At the end of December, the preferred shares
SUZB5 were quoted at R$7.02. The Company’s
stock is listed on the Level 1 corporate
governance segment of the BM&FBovespa and
was included as a component of the Bovespa
Index, IBrX-50 and (for the eighth year in
a row) Corporate Sustainability Index (ISE).
Average daily trades numbered 6,600 and
financial volume stood at R$25.0 million.
Disperse Ownership – number of shareholders by holdings
Holdings bracket
2010
Number of
shareholders
2011
Number
of shares
Number of
shareholders
2012
Number
of shares
Number of
shareholders
Number
of shares
Over 5.0 million shares
14
263,0
14
261,5
23
886,3
2.0 million to 4.99 million
13
39,1
16
48,4
17
49,4
1.0 million to 1.99 million
18
25,4
16
23,9
34
45,9
500,000 to 0.99 million
34
22,4
28
18,7
46
33,2
200,000 to 499,000
75
23,5
65
21,4
117
35,4
50,000 to 199,000
179
18,5
162
15,4
306
30,1
450
10,1
507
11,0
778
15,9
100 to 9,900
5.517
6,9
6.082
8,5
7.351
11,4
Fewer than 100 shares
1.168
0,0
1.095
0,0
1.084
0,0
Total
7.468
408,5
7.985
408,9
9.756
1.107,7
10,000 to 49,000
(*) Includes treasury shares
47
Relatório de
48
Sustenta bilidade
2012
Integrity
and Safety
Commitment
to employees
We intensified the
Capacitar program,
training more than
6,000 people in
Maranhão.
The year 2012 was marked by the planning and execution of the plan for
the recruitment and selection of workers for our Imperatriz Unit. The highlight
was the Capacitar program, which trained around 6,880 people in the state of
Maranhão to develop and qualify professionals from the local community to work
on the construction and operation of the new pulp plant, instead of bringing
already qualified people from other regions.
As part of this process, we considered the expectations of society identified by
the socio-environmental diagnostic study conducted soon after we defined the
investments in the region, which focused on vocational training and job creation
for the local population. We also innovated in the hiring of technical staff to
meet the project’s requirements by adopting the Consortium concept for the
training program. After analyzing the regional characteristics, we entered into
partnerships with the government (Municipal Government of Imperatriz and State
Government of Maranhão) and the National Industrial Training Service (SENAI),
the National Employment System (SINE), the Federal Institute of Education,
Science and Technology of Maranhão (IFMA), the Construction Workers’ Trade
Union, the Construction Industry Union (Sinduscon-MA), the Trade Association
of Imperatriz, as well as local companies and suppliers. This participatory process
allowed us to ensure the perpetuity of the initiative. (LA11)
Capacitar also expanded beyond its initial objective of training workers
to become a social project by incorporating significant investments in the
educational infrastructure. We innovated once again by allocating funds for
Employee
Rayane Xavier
Ferreira, at
Mucuri Unit
(Bahia)
expanding and improving existing spaces and entities. The cities covered by
the training courses were: Açailândia, Porto Franco, Imperatriz, Governador
Edison Lobão and João Lisboa.
49
Near Imperatriz, the communities that benefited directly were
Embiral, Matança, Olho d´Água and Coquelândia/São Felix. Even if
2012
Capacitate service project:
Development of manpower
at Maranhão.
not all graduates have been or will be absorbed by the new unit,
whose construction employed, at the end of the year, 8,500 workers
(60% local) and will reach 10,000, the training will help these people
find jobs on the other projects expected in the region, such as
shopping malls and hotels. (EC7)
Moreover, the Capacitar framework includes other training
programs, such as courses on Paper and Pulp and Harvest and
Maintenance Operations, which trained 240 people. At the end of
the year, 176 youth in the Paper and Pulp course worked as interns at
the Bahia Unit and in São Paulo as part of the Treinandos Project, who
will later return to Imperatriz to begin their jobs. Our next step is to
50
In 2012, we also continued the practice
develop training programs in the area of engineering. The Capacitar
of training all recently hired professionals
model was presented and analyzed during the National Congress on
on our Code of Conduct, which includes
Personnel Management, the biggest event of its kind in Latin America
human rights and safety issues. We also made
and the second most important in the world, which was held in 2012
progress on the pace of investigations of
in São Paulo. This means that worker training and the social profile
cases brought to the attention of the External
are complemented by the project’s results and the strengthening
Ombudsman (0800 771 4060) and met the
of institutional relations, effectively completing the tripod that will
30-day deadline for responding to them,
support our path to sustainability.
which increased the channel’s credibility.
The Performance Management cycle, which translates our strategic
objectives into targets and our values into behaviors, involved all our
employees, including those in operational areas. The tool, whose timetable
includes the stages of self-appraisal, appraisal by manager, feedback and
development plan, is important for those who seek professional growth.
The cycle employees to know the results and behaviors expected from
them, which helps guide their development. The performance appraisal
also involves support tools to promote employee self-awareness. One
example is the content available in the Corporate Education Portal, such as
e-learning programs and Career Guide, with tips on career planning and
professional development.
(LA12)
Employee Maria Teresa
Borges Bega and Patricia
Joly Castro, at the São
Paulo office.
51
2012
Profile by job type and labor contract – Suzano Papel e Celulose (LA1)
2010
Full
time
Executive Officers*
Managers
Administrative staff
Full
time
Total
2012
Part
time
Total
Full
time
Part
time
Total
15
–
15
12
0
12
20
0
20
425
–
425
261
0
261
242
0
242
Other management positions**
Specialists
2011
Part
time
–
–
–
312
0
312
315
0
315
784
1
785
1.019
1
1.020
1.023
2
1.025
485
–
485
785
0
785
633
0
633
Operational staff
2.642
–
–
3.809
0
3.809
3.997
0
3.997
Subtotal***
4.351
1
–
6.198
1
6.199
6.230
2
6.232
–
–
–
204
0
204
177
0
177
–
–
–
11.217
10.330
–
–
–
81
61
–
–
17.620
16.739
Interns****
Contracted outsourced
providers***
% outsourced/own employees -1
***
Total
* Includes statutory and appointed members
** Category included in this Report, from the sub-division of the Managers category (includes coordinators and supervisors)
*** In the Subtotal column, the results for 2009 and 2010 were reported as “Total” until the 2010 Sustainability Report
**** Categories included in this Report. We no longer have trainees – hence the elimination of the column reporting their numbers. The number of trainees in
the previous years is available in the 2010 Sustainability Report.
****Categorys incluídas neste Relatório. Não mantemos mais trainees – daí a eliminação da coluna que os reportava. O número de trainees dos anos anteriores
pode ser consultado no Relatório de Sustentabilidade 2010.
Profile by job type and labor contract – FuturaGene (LA1)
Category
2011
2012
Full time
Part time
Total
Full time
Managers
4
0
4
6
0
6
Other management positions
3
0
3
4
0
4
Specialists
6
0
6
7
0
7
3
0
3
4
0
4
Operational staff
3
0
3
10
0
10
19
0
19
31
0
31
Total
Workforce by region (2012)
100,0%
SPC
FGBR
56,1%
42,7%
0,5% 0,0%
0,5% 0,0%
South
52
Southeast
Center-West
0,0%
Northeast
0,2% 0,0%
North
Part time
Total
Profile by region – Suzano Papel e Celulose (LA13)
Category
2011
South
Southeast
Center-West
Northeast
North
Executive Officers
0,0%
100,0%
0,0%
0,0%
0,0%
Managers
0,4%
73,2%
0,0%
26,4%
0,0%
1,0%
64,4%
1,3%
32,7%
0,6%
Specialists
1,5%
75,0%
0,5%
22,5%
0,6%
1,5%
55,5%
2,3%
40,0%
0,6%
Operational staff
0,3%
52,8%
0,2%
46,6%
0,1%
Subtotal
0,7%
58,3%
0,6%
40,2%
0,3%
Interns
0,0%
65,2%
0,0%
34,8%
0,0%
Total
0,7%
58,5%
0,6%
38,9%
1,4%
*Starting from this Sustainability Report, data are reported by job position in each region. The historical figures for total employees by region can be found in the
2010 Sustainability Report.
Category
2012
South
Southeast
Center-West
Northeast
North
Executive Officers
0,0%
85,0%
0,0%
15,0%
0,0%
Managers
0,0%
69,0%
0,0%
31,0%
0,0%
1,0%
63,0%
1,0%
35,0%
1,0%
Specialists
1,0%
74,0%
1,0%
24,0%
0,0%
2,0%
49,0%
2,0%
47,0%
1,0%
Operational staff
0,0%
51,0%
0,0%
49,0%
0,0%
Total active employees SPC
1,0%
56,0%
0,0%
43,0%
0,0%
Northeast
North
Profile by region – Futuragene (LA13)
Category
2011
South
Southeast
Center-West
Executive Officers
0,0%
100,0%
0,0%
0,0%
0,0%
Managers
0,0%
80,0%
0,0%
20,0%
0,0%
Specialists
0,0%
100,0%
0,0%
0,0%
0,0%
Total
0,0%
94,1%
0,0%
5,9%
0,0%
Note: We believe that the Profile by Region table for Futuragene is unnecessary, since 100% of the company’s employees are located in the Southeast Region.
Category
Managers
2012
South
Southeast
Center-West
Northeast
North
0,0%
100,0%
0,0%
0,0%
0,0%
0,0%
100,0%
0,0%
0,0%
0,0%
Specialists
0,0%
100,0%
0,0%
0,0%
0,0%
0,0%
100,0%
0,0%
0,0%
0,0%
Operational staff
0,0%
100,0%
0,0%
0,0%
0,0%
Total active employees FTG
0,0%
100,0%
0,0%
0,0%
0,0%
Interns
0,0%
100,0%
0,0%
0,0%
0,0%
Total
0,0%
100,0%
0,0%
0,0%
0,0%
53
2012
Workforce by gender
100,0%
13%
6%
9%
31%
34%
51%
87%
94%
91%
69%
66%
49%
Executive Officers
Managers
Other
management
positions
Specialists
Operational
staff
Administrative
staff
Men
Interns
Women
Profile by gender – Suzano Papel e Celulose (LA13)
2009
2010
2011
2012
Women
Men
Women
Men
Women
Men
Women
Men
Officers
0%
100%
0%
100%
0%
100%
0%
100%
Managers
8%
92%
11,1%
98,9%
13%
87%
13%
87%
8%
92%
9%
91%
Other management
positions*
Specialists
29%
71%
34,5%
65,5%
35%
65%
34%
66%
28%
72%
25,4%
74,6%
28%
72%
30%
70%
Operational staff
2%
98%
3,9%
96,1%
7%
93%
6%
94%
10%
90%
12,5%
87,5%
14%
86%
–
–
Interns ***
–
–
–
–
48%
52%
51%
49%
Total
–
–
–
–
15%
85%
–
–
Subtotal **
* Category included in this Report, from the sub-division of the Managers category
** In the Subtotal column, the results for 2009 and 2010 were reported as “Total” until the 2010 Sustainability Report
*** Category included in this Report. We no longer have trainees – hence the elimination of the column reporting their numbers.
The number of trainees for the previous two years can be found in the 2010 Sustainability Report.
54
Profile by gender – Futuragene
Category
Profile by age – Futuragene
(LA13)
2011
Category
2012
Women
Men
Women
Men
Managers
25%
75%
0%
100%
Other management
positions
33%
67%
50%
50%
Specialists
67%
33%
71%
29%
67%
33%
50%
50%
Operational staff
67%
33%
60%
40%
Total
53%
47%
–
–
Profile by age – Suzano Papel e Celulose
Executive Officers
Managers
Other management
positions*
2011
Less than
30
Between
30 and 50
More
than 50
Managers
0%
75%
25%
Other management
positions
0%
100%
0%
0%
100%
0%
Operational staff
67%
33%
0%
100%
0%
0%
26%
68%
5%
Total
(LA13)
2009
Below
30
(LA13)
2010
Between
30 and 50
2011
Between
30 and 50
Above
50
Below
30
Above
50
Below
30
Between
30 and 50
Above
50
0%
63,6%
37,4%
0%
80%
20%
0%
75%
25%
6,1%
74,9%
18,9%
8,2%
75,1%
16,7%
5%
77%
18%
–
–
–
–
–
–
5%
80%
15%
Specialists
24,5%
62%
13,5%
28,9%
58,2%
12,9%
28%
60%
12%
35,1%
55,9%
8,9%
33%
56,9%
10,1%
29%
63%
8%
Operational staff
33,3%
61,1%
5,6%
35,6%
58,6%
5,8%
33%
62%
6%
Subtotal**
29,2%
62,1%
8,8%
31,3%
60%
8,7%
29%
63%
8%
Interns***
–
–
–
–
–
–
100%
0%
0%
Total
–
–
–
–
–
–
31%
61%
8%
* Category included in this Report, from the sub-division of the Managers category
** In the Subtotal column, the results for 2009 and 2010 were reported as “Total” until the 2010 Sustainability Report
*** Category included in this Report. We no longer have trainees – hence the elimination of the column reporting their numbers.
The number of trainees for the previous two years can be found in the 2010 Sustainability Report.
Our company invests in the
development of people. In
the picture Formare former
studants during (Training)
Program at Mucuri Unit
(Bahia)
55
Profile by Age 2012 (LA13)
Suzano Pulp and Paper
Category
Less
than 30
Between
30 and 50
More
than 50
%
%
%
Officers
0%
65%
35%
Managers
5%
74%
20%
Specialists
5%
76%
19%
25%
61%
13%
29%
61%
9%
Operational staff
32%
60%
8%
Subtotal
28%
62%
10%
Interns
99%
1%
0%
Temps
0%
0%
0%
Total
30%
60%
10%
Less
than 30
Between
30 and 50
More
than 50
FuturaGene
Category
Managers
%
%
67%
17%
0%
100%
0%
Specialists
14%
86%
0%
50%
50%
0%
Operational staff
70%
30%
0%
Interns
Total employees + others FTG
Servide provider from Irmãos
Passaúra working on the
construction of Imperatriz
Unit (Maranhão)
56
%
17%
35%
61%
3%
100%
0%
0%
41%
56%
3%
2012
Hiring of employees from regions for which they were hired
– Suzano Pulp and Paper (EC7)
2011
Category
South
Southeast
Center-West
Northeast
North
%
%
%
%
%
Executive Officers
0,0%
0,0%
0,0%
0,0%
0,0%
Managers
0,0%
76,2%
0,0%
7,1%
0,0%
0,0%
66,7%
0,0%
0,0%
0,0%
Specialists
42,9%
83,9%
50,0%
40,8%
50,0%
100,0%
89,6%
0,0%
52,6%
0,0%
Operational staff
100,0%
86,9%
100,0%
78,8%
0,0%
55,6%
85,3%
66,7%
70,5%
50,0%
South
Southeast
Center-West
Northeast
North
2012
Category
%
%
%
%
%
Executive Officers
0,0%
0,0%
0,0%
0,0%
0,0%
Managers
0,0%
80,0%
0,0%
11,1%
0,0%
0,0%
75,0%
0,0%
22,2%
0,0%
0,0%
94,6%
0,0%
32,5%
0,0%
50,0%
95,1%
100,0%
57,6%
100,0%
Specialists
Operational staff
100,0%
85,8%
0,0%
64,7%
50,0%
66,7%
90,4%
66,7%
59,8%
66,7%
Northeast
North
Hiring of employees from regions for which they were hired
– FuturaGene (EC7)
2012
Category
South
Southeast
Center-West
%
%
%
%
%
Managers
0,0%
100,0%
0,0%
0,0%
0,0%
0,0%
0,0%
0,0%
0,0%
0,0%
Specialists
0,0%
50,0%
0,0%
0,0%
0,0%
0,0%
0,0%
0,0%
0,0%
0,0%
Operational staff
0,0%
87,5%
0,0%
0,0%
0,0%
0,0%
83,3%
0,0%
0,0%
0,0%
Database: Personnel Record – December 2012
57
2012
Indicators of Turnover Rate (%)
Turnover rate by region – Suzano Pulp and Paper
(LA10)
2011
South
Category
Turn Over
Resignations
Total Active
Employees SPC
Interns
Total Employees
+ Others SPC
Category
Total Active
Employees SPC
Interns
Total Employees
+ Others SPC
Southeast
Center-West
Northeast
Northeast
Turn Over
Layoffs
Turn Over
Resignations
Turn Over
Layoffs
Turn Over
Resignations
Turn Over
Layoffs
Turn Over
Resignations
Turn Over
Layoffs
Turn Over
Resignations
Turn Over
Layoffs
37,7%
47%
12%
11%
36%
47%
19%
8%
32%
42%
0%
0%
4%
9%
0%
0%
4%
9%
0%
0%
38%
47%
12%
11%
36%
47%
18%
8%
32%
42%
South
Turn Over
Turn Over
Resignations
Layoffs
Southeast
Turn Over
Turn Over
Resignations
Layoffs
2012
Center-West
Turn Over
Turn Over
Resignations
Layoffs
Northeast
Turn Over
Turn Over
Resignations
Layoffs
Northeast
Turn Over
Turn Over
Resignations
Layoffs
15,4%
23,1%
10,1%
11,3%
17,1%
25,7%
16,1%
13,0%
29,4%
41,2%
0%
0,0%
100,4%
105,6%
0,0%
0,0%
95,5%
106,9%
0,0%
0,0%
15,4%
23,1%
12,9%
14,3%
17,1%
25,7%
17,9%
15,2%
29,4%
41,2%
Turnover rate by region – FuturaGene (LA10)
Category
Total Active
Employees FTG
Interns
Total Employees
+ Others FTG
Category
58
South
Turn Over
Turn Over
Resignations
Layoffs
Southeast
Turn Over
Turn Over
Resignations
Layoffs
2011
Center-West
Turn Over
Turn Over
Resignations
Layoffs
Northeast
Turn Over
Turn Over
Resignations
Layoffs
Northeast
Turn Over
Turn Over
Resignations
Layoffs
0%
0%
21%
12%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
21%
12%
0%
0%
0%
0%
0%
0%
South
Turn Over
Turn Over
Resignations
Layoffs
Southeast
Turn Over
Turn Over
Resignations
Layoffs
2012
Center-West
Turn Over
Turn Over
Resignations
Layoffs
Northeast
Turn Over
Turn Over
Resignations
Layoffs
Northeast
Turn Over
Turn Over
Resignations
Layoffs
Total Active
Employees FTG
0%
0%
27%
11%
0%
0%
0%
0%
0%
0%
Interns
0%
0%
90%
0%
0%
0%
0%
0%
0%
0%
Total Employees
+ Others FTG
0%
0%
31%
10%
0%
0%
0%
0%
0%
0%
Training Indicators (average h/employee/year)
Training on Human Rights –
Suzano Pulp and Paper (LA10) (LA10)
Category
Training on Human Rights –
FuturaGene (LA10)
2011
2012
Average
hours per
employee
Average
hours per
employee
Executive Officers
8
3
5
Managers
7
0
4
0
2011
2012
Average
hours per
employee
Average
hours per
employee
Executive Officers
1
2
Managers
7
Category
7
5
Specialists
9
7
Specialists
3
1
2
0
9
7
Operational staff
8
6
Operational staff
5
1
Subtotal
8
6
Subtotal
0
2
Interns
0
0
Total
5
1
Interns
Total
22
17
9
7
Training – Hours and positions –
Suzano Pulp and Paper (LA10)
Category
Training – Hours and positions –
FuturaGene (LA10)
Category
2011
2012
Average
hours per
employee
Average
hours per
employee
Managers
23
3
45
0
2011
2012
Average
hours per
employee
Average
hours per
employee
Executive Officers
18
28
Managers
29
55
39
53
Specialists
36
2
26
2
Specialists
26
31
18
18
Operational staff
Subtotal
Operational staff
53
93
Subtotal
42
69
Interns
Total
Interns
29
24
Total
41
67
4
0
30
2
0
0
30
2
59
Learning
We give special attention to the continuous development of new
Volunteer Work
(SO1)
Project
2011
2012
131
101
professionals and future leaders. In addition to the Treinandos Program,
Escola Formare Suzano
which is part of the Capacitar Program, we also have the Suzano
Escola Formare Embu
45
40
Internship Program which, in 2012, conducted a recruiting process for
Escola Formare Mucuri
105
114
openings at the Embu (SP), Imperatriz (MA), Itapetininga (SP), Limeira
Escola Formare Limeira
127
122
(SP), Mucuri (BA), São Paulo (SP), Suzano (SP) and Teresina (PI) units.
Total Project Escola Formare
408
377
Suzano na Escola Mucuri
34
–
vocational schools participated in the process, 145 of whom were
Suzano na Escola ESPAÇO
CONFINADO
28
27
approved for the internships of 20 and 30 hours per week. The selection
Suzano na Escola Embu
–
22
62
49
High school students in their junior and senior years and students in
process was conducted in four stages: group dynamics, interviews with
the human resources department and managers and a panel featuring
the director of the area responsible for the opening. Those approved
receive a stipend compatible with industry standards, meal vouchers
or meals (for industrial units), transportation voucher or chartered
bus (for industrial units), health plan and life insurance. In 2012, we
strongly encouraged the expansion of the Youth Apprentice program.
In partnership with the National Industrial Training Service (SENAI),
the National Rural Learning Service (SENAR), the National Commercial
Education Service (SENAC) and the Guarda-Mirim program of the
Municipality of Suzano, the ranks of our units were expanded by 104
youth who are regularly attending junior or high school. Lasting one to
two years and with a daily schedule of six to eight hours, the program
is divided into two modules: a theoretical part that is common to
all programs; and a specific part that focuses on the area where
the apprentice works at our company. The main operational
areas involved are: administration, industrial (production – pulp
and paper and maintenance – electrical and mechanical) and
forestry (forestry and maintenance of forestry machines).
Volunteer program
With a special focus on education, our Volunteer
Program registered 2,895 volunteers in the year. The
Escola Formare project alone, which was implemented at
the Embu, Limeira and Mucuri units and prepares youth
for the job market, registered 377 volunteers. Thanks
to their efforts, 90 youth were trained by the project,
including employees, service providers, interns and
apprentices, were hired.
60
2012
Total Project Suzano na Escola
The Suzano na Escola (Suzano at School)
Diversity Management – Handicapped employees (LA13)
program, which was developed in partnership
2011
2012
with Junior Achievement in the cities of Embu
Category
and São Paulo, trained 51 volunteers to work
Executive Officers
0
12
0%
0
20
0%
in public schools in the regions. The project,
Managers
0
261
0%
1
242
0%
held for the third time in São Paulo and for the
Other management
positions
3
312
1%
1
315
0%
18
1.020
2%
20
1.025
2%
first time in Embu, included two programs: As
Vantagens de Permanecer na Escola (Advantages
Nº
Specialists
%
Nº
HC
%
58
785
7%
60
633
9%
of Staying in School) and Introdução ao Mundo
Operational staff
102
3.809
3%
101
3.997
3%
dos Negócios (Introduction to the Business
Total employees
181
6.199
3%
183
6.232
3%
World). In all, we served 13 classes, benefiting
HC
Note: There are no handicapped people at FuturaGene.
460 youth.
Diversity
In 2012, the theme of diversity was widely disseminated internally. As
part of our People with Disabilities Inclusion Program, we carried out a
series of actions:
• Training our HR team through a workshop on the Inclusion of Persons
with Disabilities, in which 80 professionals from the Infrastructure,
Health, Occupational Safety and Quality of Life teams
participated;
• Sign language course at the Mucuri Unit, which trained 25
employees;
• Exhibition of paintings made by people with disabilities from
partner institutions;
• Internal Bulletins – Newsletters – Appreciating differences
“Recommend a Friend” program for recruiting persons
with disabilities – also continued to reflect our
commitment to hiring professionals and offering
them training in accordance with their area of
operation.
The theme of Persons with Disabilities
is the subject of the agreement (Termo de
Ajustamento de Conduta – TAC) maintained with
the Labor Prosecutor’s Office of Eunápolis, Bahia.
Members of the project “Jovem Aprendiz” at Limeira Unit (São Paulo). From back
to front, left to right: Monique Pontello Lima; Edson Lucas de Souza Ramos de
Souza; Sandro ricardo de Abreu; Salete Daiane de Godoy dos Santos;
Aline Rodrigues dos Santos; Matheus Diniz Ventura; emerson Alves Felipe dos
Santos; Amanda Ramalho; Jackson de Souza; Tânia Izabela SAlgado Lima;
Fabio Fragatte Argioli and Nayara Fátima de Freitas Lucena.
61
Relatório de
Sustenta bilidade
2012
Safety, health and quality of life
Various advances were made during the year with
regard to the safety, health and quality of life of our
employees. One of the highlights was the Linha Mestra
program, which is part of the Zero Accident Program and
clearly defines the consequences of not complying with
safety procedures. Various situations were characterized as
serious misconduct, for which we adopt a zero tolerance
policy. We constantly strive to train and raise awareness
among employees on respect for all safety rules and
prioritize retaining professionals who can adapt
to the level of discipline we have established.
62
Nighttime photo of
the digester of line
two at the Mucuri
Unit (BA)
Ratio of base salary to gender – Suzano Papel e Celulose (LA14)
2011
Category
Percentage
Men / Women
Number of salaries
Men / Women
Women/Men
ND
ND
ND
ND
ND
ND
Managers
106%
94%
1,1
0,9
0,1
-0,1
102%
98%
1,0
1,0
0,0
-0,0
Specialists
118%
85%
1,2
0,8
0,2
-0,2
194%
52%
1,9
0,5
0,9
-0,5
Operational staff
218%
46%
2,2
0,5
1,2
-0,5
Total active employees
112%
89%
1,1
0,9
0,1
-0,1
Executive Officers
Women/Men
Difference in number
of salaries
Men / Women
Women/Men
2012
Category
Percentage
Men / Women
Executive Officers
Number of salaries
Women/Men
Men / Women
Women/Men
of salaries
Men / Women
Women/Men
ND
ND
ND
ND
ND
ND
Managers
100%
100%
1,0
1,0
-0,0
0,0
189%
53%
1,9
0,5
0,9
-0,5
Specialists
119%
84%
1,2
0,8
0,2
-0,2
173%
58%
1,7
0,6
0,7
-0,4
Operational staff
193%
52%
1,9
0,5
0,9
-0,5
120%
83%
1,2
0,8
0,2
-0,2
Ratio of base salary by gender – FuturaGene
(LA14)
2011
Category
Percentage
Number of salaries
of salaries
Men / Women
Women/Men
Men / Women
Women/Men
Men / Women
Women/Men
Managers
179%
56%
1,8
0,6
0,8
-0,4
110%
91%
1,1
0,9
0,1
-0,1
Specialists
176%
57%
1,8
0,6
0,8
-0,4
83%
120%
0,8
1,2
-0,2
0,2
Operational staff
100%
100%
1,0
1,0
0,0
0,0
149%
67%
1,5
0,7
0,5
-0,3
2012
Category
Percentage
Men / Women
Managers
Specialists
Operational staff
ND
Number of salaries
Women/Men
Men / Women
Women/Men
ND
0,0
0%
of salaries
Men / Women
Women/Men
ND
ND
131%
76%
1,3
0,8
0,3
-0,2
36%
276%
0,4
2,8
-0,6
1,8
123%
81%
1,2
0,8
0,2
-0,2
83%
121%
0,8
1,2
-0,2
0,2
210%
48%
2,1
0,5
1,1
-0,5
2012 – Concept used: Average Salaries, last month (Dec), only Active employees
63
2012
Other initiatives were continued, such as the Safety Dialogues
Failure to comply with the rules results in
and Road Safety programs, which reduced by 14% the number
the adoption of accountability measures. This
of accidents in the distribution and transport of pulp and paper
includes not complying with the priority rules
in the state of Bahia. Launched in 2011, the project covers freight
of the Linha Mestra program. We also made
carriers and drivers and brings together all safety guidelines and Zero
important strides in relation to health and
Accident Program guidelines in effect at all industrial and forestry
quality of life. We strengthened the health
units. In 2012, the project was extended to the logistics operation
system in southern Bahia by professionalizing
in São Paulo state, effectively involving another ten freight carriers.
the management of Hospital Paineras in
With a monthly average of 2.35 million kilometers traveled, we have
Mucuri, and expanded our network in
designed a comprehensive plan for the prevention, assistance and
the state of Espírito Santo by building and
investigation of highway accidents that cover not just our vehicles
inaugurating a new clinic in São Mateus.
and professionals, but also the outsourced freight carriers that
Moreover, several actions were implemented
provide services to the Mucuri Unit. Around 200 drivers circulate
under the program Viver Bem (Live Well),
daily to serve our logistics operations in the state of Bahia. The
which includes the pillars of Health (preventive
program considers the rules formulated based on the main risks
medicine, ergonomics, workplace gymnastics,
identified in the processes and on the history of incidents at units, as
etc.) and Quality of Life (sports, leisure, self-
well as the rules of Brazil’s Traffic Code. Apart from the behavioral
knowledge, culture, nutrition, stress reduction,
rules that guide the professional, training programs, printed material
etc.). The program also provides social and
containing guidelines for drivers, special events, lectures and
psychological assistance for personal or family
inspections are part of the prevention stage of the program.
problems that could jeopardize the well-being
of employees and their dependents, through
the Disque Viver Bem hotline. The assistance
is provided by specialized professionals and is
maintained confidential.
Viver Bem Program
Action
Region
All own employees and service providers
All units (*)
Various campaigns
(Dengue, Women’s and Men’s
Health, Anti-smoking, Anti-stress)
All units
Flu shot*
Own employees and dependents (4,668 vaccine doses)
All units
Courses for pregnant women
Own employees and dependents (50 participants)
All units
Labor gymnastics
Ergonomics process
Own employees and service providers
Limeira (Industrial), São
Paulo (Forestry) and Mucuri
(Forestry and Industrial) Units.
Health mapping**
All own employees and dependents
All units
Monitoring of chronic illnesses
Own employees and dependents (190 cases monitored)
Our units in São Paulo
Viver Bem Hotline
Own employees and dependents (645 on-site services)
All units
* March to July 2012
** March to December 2012
64
Employees Involved/Results
Quality of Life Week
Jessé dos Reis Paulino,
servide provider from
Urophilla, at the Alambari
(São Paulo) seedling nursery.
65
2012
OHS – Occupation Health and Safety
(LA6, LA7, LA8, LA9)
Lost-time injury frequency rate o (LA7)
The story was no different in the forestry area. We
launched a radio service known as Rádio Florestal to improve
our communication with employees working on eucalyptus
harvesting. The 120 minutes of radio programming a month
Unit
Suzano
Rio Verde
2010
2011
2012
1,3
1,84
1,40
2
7,94
0
Mucuri
0,56
2,02
1,18
Embu
1,76
1,76
2,05
is recorded on pen drives and broadcast in the harvesters,
Limeira
–
0,32
0,56
forwarders, cafeterias in the harvest modules and in the
UNF SP
0,49
0,98
1,17
maintenance centers. The programming combines music and
UNF Limeira
–
1,68
*NA
UNF BA/MG
0
1,48
0,68
UNF MA
0
0,3
0
0
0,39
0,73
5,2
2,23
0
information on our activities and on our employees outside
of work. There were other significant initiatives. With the
consolidation of the mechanization process in the state of
São Paulo, the risks of accidents associated with manual
harvesting were eliminated. At present, employees and service
UNF PI
SPP-KSR
SP Office
Total
0
0
0
0,52
1,30
0,82
providers operate high technology equipment fitted with
air-conditioned cabins, ergonomic seats and four-point seat
belts, all of which ensure the comfort and, above all,
safety of our employees.
Another measure is supplying hot meals at the work fronts,
with all employees receiving meals prepared in restaurants duly
licensed by Brazil’s national health surveillance agency (Anvisa) in
food preparation and transport. Another measure was partially
renewing the personnel transport fleet, bringing greater comfort
and safety to employees.
In 2012, we reinforced the regular monitoring of all
W/o lost-time injury frequency rate (LA7)
Unit
2010
2011
3,59
10,81
3,40
0
11,91
11,80
Mucuri
4,11
7,63
5,24
Embu
8,81
7,02
4,10
Suzano
Rio Verde
Limeira
–
4,73
2,53
UNF SP
1,98
3,92
2,15
UNF Limeira
–
2,24
*NA
UNF BA/MG
0,81
2,71
2,49
1,8
1,19
2,46
3,36
2,34
0,49
2,6
6,69
1,19
UNF MA
UNF PI
companies, pointing out opportunities for improvement
SPP-KSR
through investment in new machines, living areas, signage,
SP Office
PPE and work procedures. This initiative increases the
Total
0
0
4,56
2,84
2010
2011
2012
18
79
86
Lost days frequency rate (LA7)
results in safety indicators. These practices, which are aligned
Unit
Suzano
200
167
0
Mucuri
49
45
58
as paying salaries compatible with the region, functions and
Embu
26
9
29
market, as well as offering important benefits such as: health
Limeira
–
5
5
plan, life insurance and Suzano Prev, a defined-contribution
UNF SP
2
12
91
pension plan. In 2012, we allocated R$6.12 million to the
UNF Limeira
–
36
*NA
UNF BA/MG
0
114
32
UNF MA
0
40
0
UNF PI
0
23
41
28
11
0
by other forms of recognizing and appreciating work, such
private pension plan Brasil Prev, providing coverage to 3,868
employees.(LA3, EC3)
Rio Verde
SPP-KSR
SP Office
Total
66
0
2,49
professionalization of our partners and leads to positive
with one of our values (Integrity and Safety), are reinforced
2012
0
0
0
19,00
54,70
44,56
Health and Safety Management – Suzano Papel e Celulose (LA7)
Index
2010
2011
2012
Injury Frequency rate (1)
3,01
5,86
3,66
19,94
54,7
44,56
2,1
1,7
1,4
1
0
0
Lost-day rate
(2)
Absenteeism rate (3)
Absolute death figures
*Our records follow NBR 14280 standard
(1)
Injuries with and without lost time – own employees plus service providers. Data include small injuries.
(2)
Only injuries (does not include debited days) – own employees plus service providers.
(3)
Includes all absences in the year.
The death recorded in 2009 relates to an accident involving an employee of a service provider at the distribution unit
of SSP-Nemo in São Paulo.
The death recorded in 2010 relates to an own employee at the Suzano Unit in São Paulo
Assistance programs for chronic illnesses (LA8)
2010
A
Education/Training **
B
x
Counseling
x
Prevention / Risk control
x
Treatment (Health Care)
x
2011
C
A
B
x
x
x
x
C
A
B
C
x
x
x
x
2012
x
x
x
x
x
x
Legend:
[A] – Workers
[B] – Relatives of workers
[C] – Members of the community
Rio Verde Unit (São Paulo)
67
68
2012
Quality Relationships
We also seek to establish transparent and cooperative
relations with the state and municipal governments
where we operate.
Commitment
to society
We seek to remain connected to Brazil’s major issues and in this
the Paper, Pulp, Paperboard, Wood Pulp
way contribute to the sustainable development of the nation by
for Paper and Paper and Paperboard
participating in government and non-governmental organizations
Articles Manufacturers Union of the
that identify with our values as well as in entities that defend the
State of Bahia (Sindipacel), our Investor
interests of our industry.
Relations Officer organized the Inter-Union
We also seek to establish transparent and cooperative relations
Symposium on Collective Bargaining by
with the state and municipal governments of the locations where
Pulp, Paper, Paperboard and Paper Articles
we operate.
Manufacturers (Sinpel 2012), in which the
In 2012, these propositions were manifested through various
Bahia State Planning Secretary, among others,
actions. Our executive board and the CEO of FuturaGene
participated. We also led discussions on ISO
participated in the United Nations Conference on Sustainable
26000, the international standard on social
Development, also known as Rio+20, held in Rio de Janeiro.
responsibility, which was addressed in 2012
Another highlight of the event was serving as the official supplier
at an international congress held in Geneva,
of paper manufactured with carbon offsets. As chairman of
in which our Human Resources Officer shared
the experiences gained from the ongoing
Capacitar training project in the state of
Maranhão. We also participated in the World
Business Council for Sustainable Development,
actively participating in debates on issues
Sonete Augusto dos Santos,
teacher from project,
Golfinho Cultural Center,
Mucuri (Bahia)
related to forestry, ecosystems, carbon, water
and climate change, among others.
69
2012
Some of the Suzano Report
cut size product line
At the Forest Stewardship Council (FSC), we are the world leader in
the number of members. We have 12 participating members, which
represent each of our business and operational units, which gives us
substantial representative power when opining on the issues debated
in the forums. One of these, approved in 2012 and for which we
strive, was the establishment of a more appropriate standard for
small forest producers, which will help in our efforts to certify the
producers receiving incentives. We are also members of the Economic
year, we partnered with the publishing
Chamber of the FSC in Brazil, having chaired the body in 2012. We
house Editora Trip to sponsor the Trip
also preside over Florestar São Paulo – the São Paulo Association
Transformadores Award, which is given to
of Planted Forest Producers. During the year, we participated in the
ten individuals who dedicate their time,
15th Brazilian Packaging Congress, held in São Paulo, to strengthen
effort and talent to making a difference
our relationship with segments focused on developing innovation in
and inspiring positive changes in the world.
the industry and with suppliers to industries such as food, cosmetics/
The event ceremony held in São Paulo
perfumes, and pharmaceuticals. At the 22nd International Book Fair
reinforced the discussion on the topics and
held in São Paulo, we once again invested in forging partnerships
initiatives adopted to restore a balance in the
with publishers to further improve the experience of reading books
environment and improve living conditions.
published on Pólen® paper. This paper brand was also highlighted
70
In the same vein, for the fifth consecutive
Both our facilities and products are also
at some of Brazil’s most important literary events, such as the Paraty
used to strengthen relations with stakeholders
Book Festival and the alliance with the Livraria Cultura book retailer
and to multiply positive messages. During
chain on International Book Day (April 23), when reading lounges
the year, a batch of 42 exchange students
were erected at stores in the cities of São Paulo and Rio de Janeiro.
from the master’s program in international
Representatives from the Paper and Pulp Business units also held
management of FGV-EAESP visited the Embu
meetings with clients and suppliers and participated in domestic and
Unit to learn about the recycling of the long-
international events that discussed the challenges and prospects of
life packaging used in the manufacture of
their areas. One of these was the Forum for Integrated Solutions in
paperboard and ecological roofing tiles. The
São Paulo, which discusses trends in packaging for manufacturers and
project, implemented in partnership with
addressed the topic of “Sustainable Future”.
TetraPak®, Ciclo® and Johnson & Johnson®
to create an innovative packaging solution with at least 30% of its
Mata do Uru, a 131-hectare Private Natural
composition containing post-consumer scrap for the Band-Aid product,
Heritage Reserve (RPPN) in the Lapa region of
originated a production line with the capacity to process one thousand
the state of Paraná.
®
tons of long-life packaging.
Considering the controversies involving
The initiative involves nearly 4,000 recyclable material collectors
our industry, we also seek to express and
from 80 recycling cooperatives and reduces pressure on landfills in
contribute to the prevalence of legality,
metropolitan areas, with the potential to remove more than 37 million
always backed by industry associations and
long-life packages from circulation. FuturaGene also received, at
/or government agencies. This is the case
Itapetininga (SP), the New Generation Plantation group from the WWF,
of the deviation of tax-exempt paper from
who were interested in learning about and discussing our new approach
its intended purpose, i.e., the purchase
in biotechnology.
of a product under the false claim of its
As a way of including sustainability concepts in the daily lives of
use for educational purposes in order to
children, we redesigned the packaging of the Suzano Report Senninha
enjoy tax exemption. We partner with
paper, including tips on preserving the planet in order to emphasize
other companies in the industry under
the importance of environmental conservation and conscientious
the aegis of the Brazilian Pulp and Paper
consumption. The product plays an important social role: when a
Association (Bracelpa) to combat illegal
customer buys it, 100% of the income from its licensing is allocated
practices that result in tax evasion and other
to the educational programs of the Ayrton Senna Institute, which
losses. One of the year’s achievements was
helps millions of kids and youth around Brazil. The same year, we
the nationwide expansion of Recopi, the
participated in the project organized by Posigraf/Grupo Positivo and the
system created by the Finance Ministry of
Society for Research in Wildlife and Environmental Education (SPVS)
the state of São Paulo for the recognition,
for the launch of the book “Mata do Uru”. We supplied the Alta
by tax authorities, of the tax-exemption
Alvura and Couché Suzano papers for printing 3,000 issues of the
status of paper destined for printing books,
book, which were distributed at no charge to libraries, companies and
newspapers and periodicals. In the year, we
opinion makers. The book documents the history and biodiversity of
also commemorated the requirement that
®
®
®
In May, we participated in Drupa,
the largest fair in the printing
industry, which is held in Germany
every four years. In 2012, the fair
was visited by about 314,000 people
71
paper packages contain a label indicating tax exemption, a demand
Council for Economic and Social Development
we supported through Bracelpa.
(Codes), we participated in the Plan for
Another issue in which we are involved is the search for a solution
the Sustainable Development of Costa das
to the practice of theft and burning of native wood and eucalyptus to
Baleias. Launched in May, the project lays
fuel the illegal charcoal trade in Bahia, which, among other damages,
down the strategies for 13 municipalities
involved the crimes of child labor and tax evasion, which is estimated
in the Costa das Baleias region, including
by authorities at R$1 billion between 2009 and 2011. Through entities
objectives, partnerships, targets and indicators
representing the industry, we supported and brought the issue to
related to economic growth, support to small
the attention of the Public Prosecutor’s Office of Bahia, the state
entrepreneurs, employment and income
government, the police, (especially Caema, the police force entrusted
generation, quality of life, social, ethnic and
with protecting the Atlantic Forest), whose actions practically eliminated
racial balance, social and territorial balance
the problem: theft of wood in the state declined 98.8% in relation to
and strengthening the region’s cultural
previous years. We worked hard on this achievement by creating a Wood
identities. (SO5)
Theft Crisis Committee in early 2011, and conceiving and creating the
We are also members of the Forestry
Interactive Safety Council of Southern Bahia (Cisba). We also evaluated
Dialogue, an independent movement that
strategies to mitigate the effects of this action by expanding the projects
promotes effective actions associated with
focused on boosting income generation for local communities, which
forestry production, expanding the scale
led nearly 2,000 families that before were involved in the illegal charcoal
of conservation efforts and environmental
trade to shift to new livelihoods. (HR6)
restoration in order to benefit its members and
In partnership with the state government of Bahia, through the
72
2012
society. (4.12, 4.13)
Global Compact
www.pactoglobal.org.br
Eight Millennium Goals
www.objetivosdomilenio.org.br
Business Compact for Integrity and Against Corruption
www.ethos.org.br
National Compact for Conservation and Sustainable
Use of Biodiversity (MEB)
www.ethos.org.br
Sustainable Amazon Forum
www.mebbrasil.org.br
Ethos Institute for Business and Social Responsibility
www.forumamazoniasustentavel.org.br
Brazilian Business Council for Sustainable Development (CEBDS)
www.ethos.org.br
Brazilian Pulp and Paper Association (Bracelpa)
www.cebeds.org.br
Brazilian Pulp and Paper Technical Association (ABTCP)
www.bracelpa.org.br
Brazilian Planted Forest Producers Association (Abraf)
www.abtcp.org.br
Florestar São Paulo
www.abraflor.org.br
Forest Stewardship Council – FSC
www.floresta.org.br
World Business Council for Sustainable Development (WBCSD)
www.fsc.org.br
The Nature Conservancy (TNC)
www.wbcsd.org
World Wide Fund for Nature (WWF)
http://portugues.tnc.org/tnc-no-mundo/americas/brasil/index.htm
The 2oC Challenge Communiqué
www.wwf.org.br
The 2°C Challenge Communiqué
www.2degreecommunique.com/The-Communique.aspx
Jéssica Fernanda R. O. de
Vita, member of artifacts
course at Mucuri Unit
(Bahia)
73
2012
Suppliers
At the end of 2012, there were 6,200 suppliers registered in our systems. In
this group, we give priority to contracting local partners as a way of contributing
to the development of the regions where we operate. So much so that around
40% of the suppliers involved in the construction of the Imperatriz Unit are from
Maranhão. (EC6)
To encourage sustainable practices, for the second consecutive year, in 2012
we held the Suzano Carbon Disclosure Project (CDP) Supply Chain Workshop,
in which 52 people from 14 companies (strategic suppliers) discussed the theme
of “Climate Change”. Our objective was to encourage them to report actions
related to the management of greenhouse gas (GHG) emissions, as well as to
identify the related risks and opportunities.
“In 2012, we held the Suzano
Carbon Disclosure Project
Supply Chain Workshop, in
which 52 people from 14
companies (strategic suppliers)
discussed the theme of
“Climate Change”.
Employee Maria Telma da Silva
and Joice Grave Barretto,
at the Salvador office (Bahia)
74
SSuuz zaannoo PPa uplepl ae n Cd e Pl ua lpoesre
Active suppliers by region (EC6)
States
2009
2010
2011
UNIT
%
UNIT
%
UNIT
2012
%
UNIT
%
SP
2019
85%
2425
66%
3609
58%
3692
59%
BA
181
8%
308
8%
750
12%
746
12%
ES
170
7%
232
6%
453
7%
450
7%
MG
–
–
126
3%
225
4%
213
3%
MA
–
–
149
4%
492
8%
501
8%
PI
–
–
103
3%
213
3%
137
2%
TO
–
–
7
0%
33
1%
25
0%
Other
–
–
301
8%
485
8%
484
8%
Total
2370
3651
6260
6248
One new development at the event was the global warming game
called Celsius, in which each participant represents one company that
must implement initiatives to reduce its carbon emissions and influence
the government and lawmakers to enact laws to promote a green
economy. (EC2)
As a way of recognizing the top performing partners in the previous
year, besides stimulating and sharing our practices, beliefs and values,
we held the 6th Suzano Supplier Awards, whose evaluation process
is based on criteria established by the National Quality Foundation
(FNQ). EKA Chemicals do Brasil was elected the Supplier of the Year.
The winners in the other categories were EKA Chemicals do Brasil (Raw
Materials), Tide Prestação de Serviço Florestal (Services), Ecolab Química
6 Reward Suzano Suppliers
75
Employee Mariana Zayat Chammas,
at the São Paulo office
Employee Cleber Fernando de Pieri,
at the Limeira Unit (São Paulo)
e Logística and AGV Logística (Innovation). We also registered important
achievements in supplier management during the year. Based on the
need to increase the number of partners to operate in Maranhão, we
Employee Monica Regina Melloi,
at the Rio Verde Unit (São Paulo)
Amount spent per supplier – 2012 (EC6)
State
Amount
%
ES
3.436.755
43%
conducted successful negotiations and signed a higher number of long-
SP
2.386.987
30%
term contracts with fewer, albeit large, suppliers. This is our strategy for
BA
678.355
8%
reducing costs, which is one of the objectives of the Productivity Project.
MA
554.766
7%
In this regard, we signed two important five-year logistics contracts,
PR
349.658
4%
MG
293.638
4%
84.433
1%
203.055
3%
already envisioning the export of the pulp produced in Maranhão.
Another important initiative in the period was expanding the
formalization of our relations, i.e., the contracts signed, which is
important from the viewpoint of compliance. We prepared a schedule
and made significant progress in regulations, in line with the objectives
of standardization of processes and professionalization.
We also consolidated the management of third parties that provide
fixed services at all units of Suzano, management related to compliance
with labor obligations of the companies contracted and which involves
the approval of the release of monthly access and control of labor
obligations. All companies that provide fixed services at Suzano’s units
are controlled on a monthly basis, which numbers around 10,000
persons from 300 companies.
76
2012
RJ
Other
Total
7.987.647
Employee Jefferson Manoel da Silva Santos,
at the SPP-KSR (São Paulo)
Employee Sheila Borgato Rulim,
at the Suzano Unit (São Paulo)
Employee Ronaldo Jardim Dias,
at the seedling nursery in Itabatã (Bahia)
“ To a s s u r e o u r c l i e n t s e x c e l l e n t s e r v i c e , w e t r a i n a n d
encourage the distribution network through initiatives such
as the Distributor Excellence Program."
Clients
As with suppliers, we seek to encourage our clients to adopt good
practices in the three dimensions of sustainability (economic, social and
environmental) in the management of their companies.
We also seek to meet the specific needs of clients on these themes.
Integration with buyers, in turn, is
strengthened through actions such as the
SPP-KSR Olympics, a game organized by the
One example of this practice in 2012 was the development and
Paper Business Unit for corporate clients, in a
supply to the airport services company Infraero of paper on which
playful allusion to the London Olympic Games.
the company’s Sustainability Report was printed. The recycled paper
Every week, the ranking, drawn up based
was produced from the processing of four tons of waste collected
on purchase figures, was announced to the
at Congonhas Airport in São Paulo. This action is aligned with our
participants. The five winners received awards.
sustainable development principles. To assure clients excellent service,
Similarly, we extended our Visitor Program
in 2012 we further strengthened the distribution network through
to clients, who can learn about our Mucuri,
initiatives such as the Distributor Excellence Program (PED). The
Suzano and Limeira units, through monitored
program will enable us to identify opportunities that help increase
circuits. The program, which also targets
our competitiveness in the production, sale and distribution of paper
employees and their families and local
and for improving relations with this important sales channel. Sixty
communities, received 1,136 visitors in 2012,
distributors and 17 sales executives dedicated exclusively to the
who had the opportunity to learn about our
initiative participate in the PED.
production processes and our social and
environmental initiatives.
77
78
2012
Social and Environmental
Responsibility
“In the field of
education, two
initiatives deserve
special mention:
the Educar e
Formar Program, in
partnership with
the Ayrton Senna
Institute, and
Escolas Formare.”
Commitment to
communities
To identify and meet the needs and expectations of the communities
with whom we interact and maintain participative and perennial
relationships, we rely on several tools. This is the case of communities
where our relationships date back several years (states of Bahia,
Espírito Santo and São Paulo) or of cases where we are initiating a
closer relationship due to the construction of our new industrial unit in
Imperatriz, Maranhão.
One of these is the Socio-Environmental Diagnosis, as manifested
through the book “Suzano em Campo”, whereby we interact with
communities and register and respond to requests, basing our future
actions on the issues raised. Another initiative is the Stakeholder System
(Sispart) software to register and monitor the issues raised by our
stakeholders, which in 2012 registered 949 requests related to issues
on the environment, education, culture, social assistance and income
generation, among others. Of the total requests, 328 were met through
funds amounting to some R$410,000, which were invested in meeting
occasional requests from communities.
(EC8)
We also conducted the
Characterization of Traditional Communities Inventory (ICTT) based on
interviews by an anthropologist with the communities, who is responsible
for identifying and characterizing groups with traditional traits, such as
Species popularly
known as Cipó de
Escada, found in our
preservation area in
Açailândia (MA)
babassu nut breakers, small rural producers and quilombo settlements.
We maintain a respectful relationship with these communities, with
no rights violations registered in the year, which is based on support for
initiatives focused on the development of their activities.
(HR9)
79
Completing the mapping initiatives is the Social
Inventory, which is adopted within a radius of up to
three kilometers from all our operations scheduled for
inauguration, whose objective is to identify the characteristics
of the local communities and social assets in order to take
appropriate action. In 2012, these initiatives, together with the
Social Dialogues and Conversation Rounds, involved more than
16,000 people in the five main states where we operate. (SO1)
80
São Paulo
16 Social Dialogues on local development,
income generation and improvement of
roads involved 287 people in eight cities; 66
Conversation Rounds in cities where we have
direct influence on plantation.
Maranhão
160 Conversation Rounds in communities
gathered some 2,600 people; 44 Social
Inventories and 55 Social Impact Matrices
were applied.
Piauí
12,000 people from 71 rural communities close
to our 26 farms were involved in the Social
Inventory and Social Impact Matrix.
Bahia
20 Internal Social and Environmental Reports
(RISA), forest pre-operations, with dialogues in
the communities and agreements for mitigation
of operating impacts involved some 1,300
people; 170 meetings in the communities where
we implement projects involved 380 people.
2012
Afrodimbe group from
project, Golfinho Cultural
Center, Mucuri (Bahia)
81
Based on all these diagnostics, we created, adjusted, improved or
2012
Meanwhile, the Educar e Formar program,
intensified our social actions, which are concentrated in the areas of
which is developed in partnership with the
education, environment, as well as job creation and income generation
Ayrton Senna Institute and local governments,
for local development. Furthermore, to guide these initiatives, we
provides learning support to children in primary
implemented the Sustainability Master Plan, which was reviewed in 2012
education, trains public school coordinators and
by Suzano's Sustainability Advisory Committee to further align it with our
teachers and promotes improvements at school
business and reflect the macro and microeconomic scenarios, based on
units. In 2012, 159,283 students and 11,419
which we adjust our operating strategy.
teachers benefited from the program. Another
In the field of education, two initiatives deserve special mention: Escola
action on the same lines is Education for
Formare and Educar e Formar. The objective of Escola Formare is to offer
Sustainability, which served eight municipalities
vocational training to youth from low-income families through one year
in the interior of São Paulo state during the
courses administered at our industrial units by volunteer employees
year and trained 220 teachers who, through
and service providers. Apart from vocational training, students receive
onsite workshops and distance learning
as stipend equivalent to half a minimum wage, outpatient service, life
activities, received information on the theme for
insurance, meals, transport, educational materials and uniforms. In seven
disseminating among their students.
years, 385 students have already received training in Suzano (SP), Embu
To support the actions implemented
(SP), Limeira (SP) and Mucuri (BA). In 2012, 1,685 hours of voluntary
by the community’s own institutions, we
service were dedicated to this initiative. (SO5)
announced a public tender inviting proposals
for sustainable projects. Of the 15 applicants,
three were selected and will receive funds
Project Biblioteca Comunitária
Ler é Preciso at Açalândia
(Maranhão)
for projects. In the same municipalities, we
also conducted Social Dialogue meetings to
identify opportunities for actions focused on
development and involving local leaders.
82
We also entered into a partnership with the Federal University of
Maranhão (UFMA) for the project Jovens com a Bola Toda, which
focuses on education through sport and was launched nine years ago
in partnership with the Ayrton Senna Institute. The initiative has already
served nearly 2,000 children and youth from needy communities. In
2012, with our support, around 180 people participated in classes on
soccer, volleyball, swimming, handball and track and field.
Another project through which we offer opportunities for
improvement and income generation for communities in rural areas
Objects produced from certified eucalyptus timber
through the Formas da Natureza Project, supported
by our company in the Picadão Bahia region
and remote locations is Digital Inclusion. The project increases access to
information technology through workshops for training and maintaining
recognition of projects and actions already
Community Telecenters. At the end of 2012, ten units were operational
in progress that are supported by partner
in the Baixo Parnaíba Maranhense region, serving more than 7,000
entities. The project already benefited the
people a year. One of our income generation projects is Community
extraction reserves Extremo Norte in Tocantins
Agriculture, under which we launched the Agro-sustainable phase in
and Ciriaco in Cidelândia (MA), as well as
2012 in the region of Urbano Santos (MA).
the Association of Babassu Nut Breakers in
The initiative aims to contribute to the development of the communities
in the Baixo Parnaíba Maranhense region. Since its launch, the project has
Petrolina and Altamira in Imperatriz (MA).
The organization is formed by 60 women
benefited 350 families of small farmers, totaling around 1,750 people.
who contribute to the household income
The program consists of two phases. One of these is Campo Agrícola,
through oil and pitch production. Apart
which focuses on management, community organization, improvement of
from the fact that the raw material is entirely
production and mapping distribution channels.
collected in our areas, we support the project
In this regard, in 2012 alone, nearly 26 tons of food were collected.
by holding meetings to define actions to
The next phase, which occurs during the off season, encourages the
increase production, such as donating the
planting of vegetables and fruit trees, as well as the raising of small
machines for grinding the coconut and
animals, using irrigation and recycling byproducts. Meanwhile, the
renovating and expanding the organization’s
Sustainable Extractivism project aims to strengthen the development
head office, where the community meets and
of plant extraction and other production systems of family farming,
participates in courses and training programs.
providing the participating groups (especially traditional peoples and
Another action targeted at local
communities) with conditions for local development while strengthening
development is Sustainable Fish Farming,
rural production. Actions are taken based on dialogue and the
which in 2012 increased the number of
families served in Bahia and Espírito Santo
from 23 to 70. The program launched in
2011 in Mucuri (BA) has since reached the
communities of Rio do Sul and Oliveira Costa
(BA), and Córrego do Macuco (ES). Initial
estimates put sales, which started at the end
of the year, at two tons a month.
83
2012
“The
The initiative involves the breeding of tilapia fish in networks of tanks by
fishermen on the Mucuri River who are members of the local Fishermen Colony.
With 14 tanks installed, the 23 families covered by the initiative initially sold around
four tons of fish a month, earning an average monthly income equivalent to one
minimum wage.
The Apiculture project reached the communities of Pau da Garrafa, Rancho
Queimado, Juerana and Cravilina and the communities of Cruzelândia and Nova
Brasília in Picadão in Bahia. The action also focuses on income generation through
the production of pollen and honey from the beehives installed in our forests. Each
family dedicates around one hour daily to this activity, earning around R$ 600.00
a month. The project was launched in 2011 among beekeeper groups in the
We contributed R$50 million to extend a few of these and other social projects
to communities around the Imperatriz Unit. As a result, some 71,000 people
benefited from educational (libraries) and cultural (Bumba Meu Boi) actions, as well
as from economic development through programs such as Community Agriculture
and Sustainable Extractivism. (For more information on these and other projects
implemented or sponsored by us please go to www.suzano.com.br). In addition
to all the mechanisms we implemented to gauge the expectations of communities
with regard to our operations, we have a communication channel (Suzano
Responde) through which we clarify doubts and receive suggestions, comments
and criticism, with this information used to improve our activities. The channel can
be accessed by telephone (0800-095-9093) or e-mail (suzanoresponde@suzano.
com.br). In 2012, 4,518 contacts were made by the community, with 1,230 by
telephone and 3,288 by e-mail, of which complaints represented 1.2%. The main
issues were maintenance of roads, dust, wood transport, among other issues.
Suzano Answers
Information about the company
Information about products
Nº of requests
2.081
46,1%
755
16,7%
Request for information (other)
720
15,9%
551
12,2%
Complaints
53
1,2%
Suggestions
47
1,0%
Compliments
6
0,1%
305
6,8%
4.518
84
%
Request for assistance
Other
channel Suzano
Responde
clarifies doubts
and receives
suggestions,
comments and
communities of Igrejinha and Volta Miúda.
Motivation
communication
criticism, with this
information used
to improve our
activities.”
Eucalyptus
seedlings at
FuturaGene’s
greenhouse in
Itapetininga (SP)
85
2012
Ecofuturo
A Public-Interest Organization of Civil Society (OSCIP), the Ecofuturo
Another initiative is the Education for
Institute, which we maintain, has operated since 1999 in the generation
Sustainability Ecofuturo Award which, in
and dissemination of knowledge and practices that contribute to jointly
its third edition, encouraged teachers and
building the culture of sustainability. It develops a series of initiatives
social educators to discuss with their students
focused on education and environmental conservation. One of these,
Rio+20, whose clarion call was “Why should
developed in partnership with the National Children and Youth Book
I care?". The initiative reached 25 Brazilian
Foundation (FNLIJ), is the Biblioteca Comunitária Ler é Preciso (Need
states, with 306 applications received from
to Read Community Library), which encourages and strengthens the
educators from primary and secondary
articulation of social players from the communities for installing and
schools, universities and prisons. The award
maintaining libraries as spaces for accessing knowledge that contribute to
resulted in a database of good practices and
the development of reading and writing skills. As part of the project, three
will release a printed and digital publication
community libraries were inaugurated and two were renovated in 2012.
containing the ten winning ideas.
Thus, 91 units are operational in 11 Brazilian states, 25 of them in
public schools, and receive around 45,000 users every month. Since
the launch of the initiative, ten libraries have also been renovated. The
project includes the Management and Sustainability Workshop, whose
objective is to provide guidance on the means to ensure the sustainability
of spaces and which trained 200 people in the year.
Project Primavera
Ler é Preciso from
Ecofuturo Institute.
86
Thanks to an initiative of Ecofuturo, October
12 was declared National Reading Day through
a law approved in 2009 by then Brazilian
President Luiz Inácio Lula da Silva. Ecofuturo
encourages reading education starting in early
childhood. In 2012, it maintained the theme
“Every day is a day for reading” in actions
that reinforce the idea that reading includes,
recreates, expands, teaches, transforms, builds
and promotes citizenship and ecological
awareness.
In order to help make Law 12,244/10
effective, which determines that by December
2020 all educational institutions must have
a library, Ecofuturo, in partnership with
organizations that pave the way in education,
reading and library works, launched the
"I want my library" campaign. In three
months, the initiative resulted in 15,000
people visiting the campaign website www.
euquerominhabiblioteca.org.br. Parque das
Neblinas is a 6,100 hectare reserve managed
by the Ecofuturo Institute, which is located
Itatinga river, at Parque das Neblinas park (São Paulo)
on the border between the municipalities of
Mogi das Cruzes and Bertioga in São Paulo.
alliance with the local community and research. The highlights of
The reserve, which is adjacent to the Serra do
2012 were the establishment of the first training center for park
Mar State Park, is situated in a region declared
rangers, who are essential for managing the conservation units, the
a World Heritage Site by UNESCO and, since
organization of wood harvesting under a low-impact regime and
2006, has been recognized as an Advanced
community management of the Juçara palm trees, which involves
Post of the Atlantic Forest Biosphere Reserve.
60 rural landowners surrounding the park and included 16 technical
The Reserve is situated inside the Sertão dos
workshops and the distribution of 4.5 million seeds. During the year,
Freires Farm owned by Suzano Papel e Celulose.
Parque das Neblinas received 2,400 students and teachers from the
Its objective is to develop management
public schools in Mogi das Cruzes (SP) covered by the Programa
models that can serve as a reference for other
Escolar program. The Reservas Ecofuturo program aims to diagnose,
conservation units. In addition to actions
implement and manage public and private areas with important
aimed at restoring and conserving the Atlantic
conservation value, thereby ensuring the protection and recovery of the
Forest, the park implements programs focused
natural environment together with the sustainable management and
on environmental education, ecotourism,
social development of the local communities. It ended the year with
sustainable management of natural resources,
projects in progress in six Brazilian states.
87
88
2012
Leadership
“We have allocated more than 317,000 hectares to
Environmental Conservation (Permanent Preservation Areas,
Legal Reserves and other areas).”
Environment
Our commitment to environmental conservation and the
2012 we invested more than R$19 million
conscientious use of natural resources is reflected in various facts.
in operational improvements that can
We have 377,000 hectares certified by the Forest Stewardship
reduce the impacts of our activities.(EN26).
Council® (FSC) and offer the market a portfolio of products with
At our Forestry unit, we have allocated
their carbon footprints offset.
over 317,000 hectares to Permanent
Apart from FSC, our scope of certifications includes ISO 9001
Preservation Areas (APP), Legal Reserves
(quality of management), ISO 14001 (quality of environmental
(RL) and other areas, which signifies
management), OHSAS 18001 (workplace health and safety), and
that 39% of our areas are allocated
Cerflor (Brazilian Forestry Certification Program), which certifies
to environmental conservation. During
forestry management and the custody chain.
the year, we concluded a Biodiversity
We are still among the 80 global signatories to The 2oC Challenge
Conservation macro plan in partnership
Communiqué, which undertakes to implement actions that reduce
with the NGO The Nature Conservancy
global warming and greenhouse gas (GHG) emissions. Through the
(TNC), whose objective is to ensure
Suzano Report® line of products, we were also recognized by WWF,
that native areas on our properties are
the largest global environmental network, as one of the printing and
adequately managed and monitored from
writing paper producers with the best environmental practices in the
the viewpoint of biodiversity. The initiative
world and the best in the Americas. To live up to this commitment, in
covers the Atlantic Forest, Cerrado,
Caatinga and Legal Amazonia biomes.
Employee
Lafayete Lopes
dos Santos,
in the area
of eucalyptus
plantation,
Mucuri (Bahia)
The actions taken as part of the alliance
with TNC were extended to all our areas
of operation.
89
2012
Management of liquid and solid waste (EN21, EN22, EN24 e EN25)
Mucuri Unit
2009
Total water disposal by
quality and destination
Total weight of waste, by
type and disposal method
Weight of transported,
imported, exported, or
treated waste deemed
hazardous under the Basel
Convention.
Discharge of liquid waste
(Rio Mucuri)******
Organic load (DBO5) in final effluent
(total)
Chemical demand of oxygen (DQO)
in final effluent (total)
Absorbable Halogens (AOx) in final
effluent (total)
Hazardous waste
Non-hazardous waste
Recycling
Recovery
Incineration
Landfill
Storage at site
Composting
5.278 m
2010
3
2011
4.892 m
3
2012
3
5.006 m
5.130 m3
1.684 t
1.295 t
986 t
2.322 t
19.795 t
19.668 t
22.727 t
22.343 t
85 t
125 t
133 t
138 t
52,8 t
262.397 t
7.671 t
37.838 t
12.361 t
70.748 t
133.779 t
–
15,4 t
398.753 t
6.986 t
–
–
221.936 t
50.745 t
–
13,9 t
428.177 t
3.209 t
–
–
251.727 t
–
–
43,2 t
486.726 t
6.973 t
–
–
195.331 t
–
127.866 t
Suzano Unit
2009
Convention.
Identity, size, protected
status, and biodiversity
value of water bodies and
related habitats significantly
affected by discharges of
water and runoff
90
Discharge of liquid waste (Rio
Mucuri)******
(total)
Absorbable Halogens (AOx) in final
effluent (total)
Hazardous waste
Non-hazardous waste
Reuse
Recycling
Composting
Recovery
Incineration
Landfill
Local storage
Discharge of Rio Tietê
Discharge of untreated liquid waste
(Rio Tietê)
2010
2011
2012
2.850 m3
2.617 m3
2.722 m3
2.795 m3
649 t
640 t
643 t
629 t
4.377 t
4.021 t
4.204 t
4.445 t
24,31 t
18,00 t
23,85 t
não analisado
27 t
86.672 t
59.586 t
–
NA
–
7,64 t
27.119 t
30.000 t
91.067 m3/h
63 t
113.168 t
36.236 t
33.266 t
NA
10.757 t
0,02 t
33.299 t
33.299 t
114.000 m3/h
74 t
125.061 t
18.744 t
89.621 t
1694,7 t
11.970 t
3,62 t
33.753 t
41.339 t
97.920 m3/h
79 t
134.512 t
47.501 t
2.850 m3/h
2.617 m3/h
2.722,8 m3/h
2.795 m3/h
50.490 t
0,05 t
15.406 t
41.339 t
–
Rio Verde Unit
2009
imported, exported,
or treated waste deemed
hazardous under the
Basel Convention.
Total discharge of liquid waste
(Rio Tietê)
(total)
Hazardous waste
Non-hazardous waste
Reuse
Recycling
Recovery
Incineration
2010
842.815 m
Landfill
3
2011
796.360 m
3
2012
3
630.720 m
622.225 m3
118 t
64 t
63 t
60 t
301 t
144 t
142 t
122,5 t
<1 t
2.086 t
1.334 t
–
–
<1t
3,28 t *
9.571 t
0
8.288 t
744 t
0,01
<1 t
3.010 t
0
2.861 t
915 t
–
1,2 t
7.949 t
0
7.594 t
–
–
390,8 t
427,48 t
295,6 t
44 t
–
–
–
43,55 t
Composting
Embu Unit
2009
Total water discharge by
imported, exported,
or treated waste deemed
hazardous under the
Basel Convention.
Organic load (DBO5) in final
effluent (total)
Hazardous waste
Non-hazardous waste
Reuse
Recycling
Incineration
Landfill
Local Storage
Composting
2010
2011
2012
2,5 t
1,9 t
2,7 t
9,7 t
37,6 t
33,3 t
31,4 t
44,4 t
3,0 t
2.057 t
519 t
809,5 t
0,0035 t
2.057 t
2,96 t
–
85,5 t
3.035 t
233 t
954,2 t
1.84 t
1.979 t
0
–
2,4 t
1.990 t
251 t
1.125,0 t
–
1.990 t
2,40 t
–
1,9 t
6.390 t
206,3 t
3.817,4 t
–
409 t
1,9 t
1.957 t
Limeira Unit
2009
Convention.
Total discharge of liquid waste (Rio
Tietê)
(total)
Hazardous waste
Non-hazardous waste
Recycling
Composting
Landfill
2010
2011
2012
2.767 t
2.782 t
2.799 t
2.241 t
243,91 t
259,05 t
225,63 t
214,7 t
5.742,18 t
6.138,57 t
5.011,67 t
5.728 t
74,44 t
151.719,85 t
131,00 t
91.023,78 t
70,50 t
157.427,08 t
134,52 t
108.231,41 t
89,69 t
108.777,30 t
125,16 t
97.167 t
44,99 t
98.334 t
126,03 t
78.345 t
1.350,59 t
1.471,82 t
1.779,54 t
749,32 t
* Change in quantity of hazardous waste in the Limeira Unit in relation to 2010 was reported in Kg. Unit of measurement was changed to tons.
Effluent Treatment (ETE)
Limeira Unit (São Paulo)
91
2012
Water Treatment plant (ETA)
Mucuri Unit (Bahia)
We are in the conclusion phase of the Management Plan for the Entre
• Machinery and equipment maintenance is
Rios Private Natural Heritage Reserve (RPPN) located in Bofete (SP) on an
carried out far away from waterways. We
area of 302.97 hectares on a farm owned by us.
use containment trays and, in the event of a
The conversion of the area into an RPPN, in 2010, was an
important step towards ensuring the conservation of the Cerrado
biome in the region, but the orderly planning of initiatives has been
sent to the waste center;
• Pesticides are applied only in normal
fundamental for protecting natural resources and reaping the benefits
weather conditions (when there is no wind).
resulting from such measures. The preparation of the Management
Pesticide application equipment is calibrated
Plan, which lays down the strategic guidelines in this regard, involved
frequently to ensure the application of the
25 specialists from six thematic areas. In partnership with the Ecology
recommended dosage.
and Forestry Restoration Laboratory of the Escola de Agricultura
• The harvesting of trees is directed towards
Luiz de Queiroz (Esalq/USP), we launched an experimental project
the eucalyptus plantations, thereby avoiding
to restore the areas of the Legal Reserve with species that can bring
damage to the remaining native vegetation;
economic benefits. For this, we allocated 10.37 hectares in Mucuri
• We constantly provide guidelines to teams
(BA), in which 40 species were planted in 12 restoration models
on the impacts of their activities and the
for the purpose of analysis. We also have adopted various forestry
precautions needed;
practices to reduce the impacts of our activities, such as ecological
corridors and other practices:
92
spill, the material is collected, identified and
(EN12, EN13, EN14)
Water management (EN 9)
Mucuri Unit
2009
Total withdrawal by source
Total volume withdrawn
from Rio Mucuri
Output of Rio Mucuri
Water sources significantly affected by
withdrawal of water
Water consumption
(output)
2010
2011
2012
53.584.020 m3
52.754.560 m³
55.421.935 m3
55.566.815 m3
385.200 m3/h
214.920 m3/h
231.120 m3/h
162.720m3/h
6117 m3/h
6022 m3/h
6.327 m3/h
6.343 m3/h
1,6
2,8
2,7
3,9
% of withdrawal
Suzano Industrial Unit
2009
from Rio Tietê*
Output of Rio Tietê (total)*
withdrawal of water
Water consumption
(output)
2010
2011
2012
24.108.936 m3
24.342.846 m3**
24.761.564 m3
24.098.760 m3
91.067 m3/h
114.000 m3/h
97.920 m3/h
23.912 m3/h
2.752 m3/h
2.770 m3/h
2713 m3/h
2.742 m3/h
–
8,5
9,5
10
% of withdrawal
Rio Verde Industria Unit
2009
withdrawal of water
from Rio Tietê*
Water consumption
(output)**
2010
2011
2012
926.091 m3
882.454 m3
587.267 m3
734.453 m3
105 m3/h
100 m3/h
67 m3/h
84 m3/h
Embu Industrial Unit
2009
from Rio Embu-Mirim
Consumption of
underground water (total)
Water consumption
(output)
2010
2011
2012
301.287 m3
285.395 m3
282.906 m3
272.444 m3
22.562 m3
23.403 m3
29.973 m3
32.175 m3
323.849 m3
308.798 m3
312.879 m3
304.619 m3
Limeira Industrial Unit
2009
withdrawal of water
from Rio Piracicaba
Output of Rio Piracicaba
(total)
Water consumption
(output)
2010
2011
2012
26.020.420 m3
26.532.722 m3
26.699.447 m3
26.823.988 m3
324.308 m3/h
419.949 m3/h
246.418 m3/h
281.512 m3/h
309,77 m3/h
315,87 m3/h
317,85 m3/h
319,33 m3/h
0,92%
0,73 %
1,25 %
1,10 %
% of withdrawal
Forestry Unit***
Total withdrawal by source – São Paulo
Total withdrawal by source – Bahia
Specific consumption
Artesian Well – Viveiro SP
Alambari
Specific consumption Dam
– Viveiro SP Araraquara
Artesian Well – Viveiro BA
2009
2010
2011
2012
2,19 m3/milheiro
3,31 m3/milheiro
3,10 m3/milheiro
2,49 m3/milheiro
7,00 m3/milheiro
6,00 m3/milheiro
6,70 m3/milheiro
3,59 m3/milheiro
4,13 m3/milheiro
4,30 m3/milheiro
4,40 m³/
milheiro
4,35 m3/milheiro
93
2012
Consumption of Materials (EN1, EN2)
Mucuri Unt
2009
Consumption of wood (total)
Renewable
Materials
used by
weight and
volume
No
Renewable
2011
2012
2.841.126 t
2.817.829 t
2.973.921 t
-
11.142 t
11.640 t
11.033 t
281.129 t
299.063 t
345.695 t
284.252 t
2.836.901 t
3.151.331 t
3.175.164 t
3.269.206 t
90
91
89
91
Consumption of starch, postconsumption scrap, pre-consumption
scrap, primary iodine and pulp
Consumption of caustic soda, sodium
sulfate, quicklime, calcium carbonate,
optical bleach, chlorine dioxide,
chlorate and sulfuric acid (total)
Consumption of materials (total)
2010
2.544.449 t
Percentage of renewable materials
Suzano Unt
2009
Renewable
Materials
used by
weight and
volume
No
Renewable
2011
2012
1.305.704 t
1.345.171 t
2.066.379 t
1.992.151 t
–
23.647 t
27457 t
32.135 t
249.268 t
160.125 t
159.103 t
249.291 t
1.554.972 t
1.577.718 t
2.252.939 t
2.273.577 t
84
89
96
89
Consumption of starch, pulp and
post-consumption scrap
Consumption of caustic soda, calcium
carbonate, sodium sulfate, kaolin,
optical bleach, chlorate, sulfuric acid
and quicklime(total)
2010
Rio Verde Unt
2009
Renovável
Materials
used by
weight and
volume
Não
renovável
Consumption of starch, primary iodine,
post-consumption scrap,
pre-consumption scrap and pulp
Consumption of caustic soda, optical
bleach and calcium carbonate (total)
2010
2011
2012
-
65.208 t
54.510 t
58.300 t
4.790 t
5.525 t
2.498 t
5.803,2 t
46.754 t
70.733 t
57.008 t
64.104 t
90
92
96
90
Embu Unt
2009
Renovável
Materials
used by
weight and
volume
Não
renovável
Consumption of starch, postconsumption scrap, pulp and
pre-consumption scrap (total)
Consumption of kaolin, calcium
carbonate, caustic soda and optical
bleach (total)
2010
2011
2012
38.155 t***
43.413 t
26.103 t
25.511 t
ND
7.146 t
6.650 t
7.092 t
ND
50559 t
32.753 t
32.604 t
ND
86
80
78
Limeira Unt
2009
Renewable
Materials
used by
weight and
volume
No
Renewable
Consumption of starch, iodine, pulp
(total)
Consumption of caustic soda, sodium
sulfate, quicklime, calcium carbonate,
optical bleach, chlorine dioxide
chlorate and sulfuric acid (total)
94
2010
2011
2012
973.570,50 t
1.004.568,18 t
973.570,50 t
2.389.337 t
732.242,32 t
731.356,85 t
748.920,61 t
688.553 t
124.244,96 t
124.536,55 t
125.598,33 t
118.941 t
1.830.057,78 t
1.860.461,58 t
1.848.089,44 t
3.196.831 t
93
93
93
36
Reuse of materials (EN2)
2010
Rio Verde Unit
Materials used from recycling*
Embu Unit
Materials used from recycling*
2011
2012
Post-consumption paper scrap
6.438 t
6.146 t
4.946 t
Pre-consumption paper scrap
23.904 t
22.724 t
22.138 t
Percentage of raw materials recycled
Post-consumption paper scrap
Pre-consumption paper scrap
Percentage of raw materials recycled
43
50
424 t
485 t
5.949 t
461 t
0
12,6
3,6
1,9
492 t
* Amounts related to 2010 were revised
In the same vein, in São Paulo, we
Use of soil – own areas (EN11)
recovered 1,024 hectares of native vegetation,
Destination
which required the planting, maintenance,
Planting
transport and removal of exotic species from
Available for plantation
the Permanent Preservation Area (APP),
Preservation
totaling 85,000 native seedlings. We also
restored 400 hectares of remaining native
Area (in ha)
Area (in ha)
Area (in ha)
310.000
346.201
353.544
87.000
118.170
112.771
256.000
297.000
317.674
Infrastructure
Total
29.000
40.759
35.289
682.000
802.130
819.278
vegetation in the states of Espírito Santo,
Bahia and Minas Gerais, which resulted in
the planting of 352,000 native seedlings.
We also face an important challenge in
recovering natural areas in the states of Bahia,
Investments and spending on Environmental Protection
(Industrial and Forestry) (EN30)
Area
Energy
Amount (R$)
R$ 794.000,00
Espírito Santo, Minas Gerais and São Paulo.
Water
R$ 1.643.442,64
The initiative basically includes the planting
Effluents
R$ 5.183.187,02
of seedlings, maintaining existing areas and
Emissions
monitoring the development of areas already
Solid Waste
restored. During planting operations for the
Other
R$ 120.000,00
R$ 11.648.294,85
R$ 19.124,00
restoration of natural areas, we use more than
Environmental studies and monitoring (water, flora and
fauna)
R$ 1.347.787,00
180 species of native trees.
Recovery and protection of natural areas
R$ 7.661.462,00
Environmental management UNF
R$ 1.322.025,63
Environmental education
R$ 159.655,89
Total environmental investments
Total
R$ 29.898.979,03
Internal
R$ 159.655,89
External
R$ 29.739.323,14
95
2012
“In 2012, we worked intensely
on providing our teams with
information on the aspects of the
n e w F o re s t r y L a w. ”
Through the Brazilian Business Movement for Biodiversity (MEBB),
which we support and in which we are a member, we help Brazil’s
Ministry of Environment to adapt the Aichi Biodiversity Targets, which
reflect the country’s commitment to safeguarding biodiversity, to the
reality on the ground in Brazil. Moreover, as members of the Brazilian
Association of Pulp and Paper Producers (Bracelpa) and the Corporate
Commitment to Recycling (Cempre), we actively participate in
discussions on the plans for the industry under the National Solid Waste
Plan instituted by the federal government.
In 2012, we also worked intensely on providing information and
training to our professionals involved on relevant aspects of the new
forestry policy. Besides monitoring the progress on the law’s enactment,
we prepared teams to diagnose opportunities and influence the chain,
especially wood suppliers.
96
Conservation Units adjacent to our areas
There are adjacent areas totaling 32,194.87 ha (EN11)
Maranhão:
Chapada das Mesas National Park in Carolina
(* Note: this property, with total area of 446.49 hectares, was entirely set aside as
Legal Reserve).
Cassurubá Extractive Reserve*
Costa Dourada EPA*
Córrego Grande Biological Reserve*
Bahia:
We maintained our environmental
Córrego do Veado Biological Reserve
FLONA – Rio Preto*
Itaúnas State Park*
education efforts through the Trilhas project,
Conceição da Barra EPA*
whose objective is to raise awareness among
Sooretama Biological Reserve
students and train teachers on environmental
*We have areas that are partially situated within the Conservation Units.
conservation, underlining the importance
of biomes. The project includes lectures at
Santa Maria Ecological Station (State),
schools, environment interpretation activities,
Vassununga State Park,
Piracicaba-Juqueri-Mirim Environmental Protection Area
(State)*
Horto Florestal Natural Heritage Area and Edmundo Navarro
de Andrade Museum (State),
social and environmental actions and visits
to ecological trails, all of which are used
a practical laboratory. Since the launch of
Itirapina Ecological Station (State),
the Trilhas Project in the 1980s, more than
Corumbataí-Botucatu-Tejupá Environmental Protection Area
(State)
100,000 people have been served by this
São Carlos Ecological Station (State),
initiative. In 2012, we invested more than
Sebastião Aleixo da Silva or Bauru Ecological Station (State),
R$10 million in monitoring and conservation
Araribá Indigenous Land Caetetus Ecological Station (State),
of natural resources, as well as the restoration
Carlos Botelho State Park
and continuation of environmental education
projects, among others. (EN30)
São Paulo:
Intervales State Park
Environmental Protection Area of the Paraíba do Sul River
Basin (Federal),
Serra do Mar Environmental Protection Area (State),*
Paranapanema Ecological Station (State),
A wide biodiversity of flora
and fauna can be found in
the Amazon and Cerrado
biomes of our planted forests
Itapeva Ecological Station (State),
Paranapiacaba Biological Reserve (State),
Serra do Mar State Park;*
Nascentes do Tietê Ecological Park (State)*
Nascentes do Tietê Natural Heritage Area (State).
Rio Batalha EPA
Botucatu EPA*
Angatuba Ecological Station
*We have areas that are partially situated within the Conservation Units
97
2012
Climate Change
Our leadership position on the issue and our constant pursuit of high
standards of sustainability led us in 2012 to implement improvements in carbon
management tools, especially in quantifying and offsetting greenhouse gas
emissions. We appreciate knowing and understanding our GHG emissions,
since these are fundamental steps for enabling us to identify opportunities for
reducing emissions in our production chain. The carbon footprint (base: 2010)
of our products was recertified by the British institution Carbon Trust, which
demonstrates that the values related to emissions from the life cycle of the
Suzano Pulp, Alta Alvura®, Symetrique®, Paperfect® and Report® products were
reduced from the levels previously calculated during the certification process,
with a base year of 2008.
(EN18).
To learn more please go to www.pegadadecarbonosuzano.com.br. For the
Suzano Pulp pulp and the Paperfect® paper produced at the Mucuri Unit, waste
management was the activity that most contributed to reducing greenhouse
gas (GHG) emissions. More than 30% of the waste generated during pulp and
paper production was reused (incorporated into power cogeneration), thus
reducing the volume of waste sent to landfills. For the Report®, Symetrique® and
Alta Alvura® papers produced at the Suzano Unit, the reductions mainly came
from the change in the profile of the unit’s energy matrix, which reduced the
consumption of fossil fuels for power generation through the increased use of
biomass, especially wood chips.
Limeira Unit (São Paulo)
98
Considering a reduction of about 22% in
which resulted in the creation of a tool that gives us greater control
GHG emissions in the carbon footprint of
and better tracking of the data reported. The GHG emissions data
Suzano Pulp sold in China, its current value
reported in this document are for the years 2009, 2010 and 2011 and
represents 819 kg CO2e/ton of pulp.
follow the GHG Protocol methodology. This one year lag in the data
The Suzano Report (A4 – 75 g/m ) paper,
®
2
is due to the extensive process of preparing our Corporate Inventory
whose carbon footprint is accounted for
of Emissions, caused by the scope of calculation that considers all
until its final disposal, registered a reduction
activities from the production of seedlings to the delivery of products
of 138.8 kg CO e/ton of paper when sold
at our clients’ sites, considering both our own and third-party
in Europe. In 2013, we designed a new
activities. Chart 1 below shows the scope 1, 2 and 3 emissions of
method of data collection for preparing
the forestry and industrial operations at the Mucuri, Suzano, Limeira,
the Corporate Inventory of GHG emissions,
Embu and Rio Verde Units, as well as from SPP-KSR.
2
Total CO2 e emissions (tons)
(EN16, EN17, EN29)
Scope 1 – Direct GHG emissions
Scope 2 – Indirect GHG emissions (purchase of electricity)
Scope 3 – Other indirect GHG emissions
2009
2010
2011
704.159,8
731.181,6
932.883,8
12.726,5
26.137,6
26.841,0
159.235,2
350.047,6
351.668,8
1 CO2e ou CO2 equivalent are measures used to express GHG emissions based on the potential contribution of each gas for global warming.
2 Inventories for the years 2009 and 2010 were revised and the calculation model improved, which resulted in different values from those reported in
previous Reports.
The increase in scope 1 in 2011 was due to the inclusion of emissions
associated with the operations of the Limeira Unit and the distributor
Energy Matrix related
to Scope 1 activities
SPP-KSR.
20.07%
Chart 2 below, which shows the energy matrix of Scope 1 (stationary
sources), highlights the significant share of renewable fuels in the
activities controlled by Suzano.
79.93%
Renewable Fuel
Fossil Fuel
99
This significant share of renewable fuels shows that the company
operates with a low carbon footprint (around 20% of the energy matrix
originates from fossil sources).
Since 2011, we have been offering the market a portfolio of papers
with their carbon footprints offset. This means that all GHG emissions
during their life cycles are offset through carbon credits acquired in the
market. Since we understand that demand for this type of product is
growing due to the positioning of companies with regard to the issue,
2012
“We recognize that
climate change
offers risks and
opportunities for
our business.”
we believe that the creation of a tool to control carbon credits that
guarantees the credibility of the offset process would be fundamental for
our clients and consumers. As a result, we partnered with the consulting
firms, ICF and Ernst & Young to develop a system that controls the
consumption of carbon credits in accordance with the volume of offset
paper sold. We are aware that strategic management of carbon includes
the establishment of a plan for reducing emissions. We also understand
Considering the formulation of international
that to structure such a plan it is fundamental to have in-depth
protocols for the development of corporate
knowledge of our current GHG emissions. And it was to this aspect that
GHG inventories, we were invited by the
a part of our efforts was devoted in 2012, while next year, efforts should
World Resources Institute (WRI) to jointly
focus on carrying out an internal diagnosis to evaluate the opportunities
develop a tool to measure emissions from
for reducing emissions that increase efficiency and reduce costs. We
the agricultural sector - the "Agricultural
recognize that new public policies may represent risks and opportunities
GHG Protocol" (http://www.ghgprotocol.org/
for our business and hence we constantly monitor and contribute to
standards/agriculture-guidance). In the context
discussions and formulations of frameworks on issues related to the
of climate change, it must be remembered
subject, especially the Industry Plan for Mitigating and Adapting to
that planted forests play an important role as
Climate Change, which is part of the National Policy on Climate Change.
carbon sinks.
If on the one hand, we emit greenhouse
gases through our activities, especially at
industrial units, on the other hand, this
represents a carbon inventory composed of
sustainably managed eucalyptus plantations
and native forests in our diverse biomes and
stages of conservation. Considering only the
areas covered by planted forests in the states
of São Paulo, Espírito Santo, Minas Gerais and
Bahia, the accumulated carbon inventory at
the end of 2011 represented nearly 41 million
tons of carbon.
100
Seedling nursery at
Itabatã (Bahia)
101
2012
Energy management (EN3, EN4)
Embu Unit
Indicator component
Natural gas
Direct energy consumption by
primary energy source
Electricity purchased
Unit of
measurement
GJ
Indirect energy consumption
332.611
GJ
124.027
118.321
115.865
kWh/t.
751
719
684
102
2012
2.198.712
2.235.758
2.438.901
GJ
10.973.681
10.905.981
11.459.795
GJ
138.524
166.517
1.921.854
GJ
1.165.132
1.158.307
1.164.716
Electricity produced
GJ
981.726
997.579
985.734
kWh/t.
691
677
790
GJ
13.772
14.945
246.452
2010
2011
Electricity consumed
LPP
LPP LPG
2012
0
9.751.788
GJ
2.250.702
2.068.426
88.335
Black liquor
GJ
29.515.388
30.316.548
29.982.150
Forest biomass
GJ
2.730.301
3.077.013
2.825.089
GJ
119.700
133.488
126.637
GJ
4.097.412
4.070.017
3.920.846
kWh/t.
691
677
2010
2011
2012
Natural gas
GJ
476.763
459.188
422.766
GJ
154.652
159.866
152.187
kWh/t.
833
857
839
Suzano Unit
Unit of
Indicator component
measurement
Natural gas
GJ
2011
Black liquor
Rio Verde Unit
Unit of
Indicator component
measurement
Direct / indirect energy
consumption
2010
Forest biomass
2012
326.052
Mucuri Unit
Unit of
Indicator component
measurement
Natural gas
GJ
2011
289.406
Limeira Unit
Unit of
Indicator component
measurement
Natural gas
GJ
2010
2010
2011
2012
4.704.325
5.230.629
2.842.467.915
LPP LPG
GJ
358.195
288.277
206.854.406
Black liquor
GJ
3.302.364
2.194.024
9.467.248
Forest biomass
GJ
3.302.364
2.194.024
550.070
GJ
1.510.800
1.490.983
1.463.785
GJ
801.553
772.175
kWh/t.
882
879
Energy consumption
Head Office
Unit of
Indicator component
measurement
GJ
2010
2.209
2011
1.955
870
2012
1.851
primary energy source – own fleet
primary energy source – thirdparty fleet
Indirect energy consumption by
SPPKSR Unit
Unit of
Indicator component
measurement
GJ
2010
Forestry Unit
Unit of
Indicator component
measurement
Diesel consumption
GJ
2010
1.887
2011
2012
1.683
2011
1.696
2012
157.456
243.620
1.87.910
Gasoline consumption
GJ
10.240
32.275
6.090
Biodiesel consumption
GJ
49.586
70
89.487
Ethanol consumption
GJ
69.307
61
854
Diesel consumption
GJ
682.799
16.418.367
258.062
Gasoline consumption
GJ
4.734
451.309
14.850
Biodiesel consumption
GJ
68.769
3.106.371
81.912
Ethanol consumption
GJ
300.062
26.408
3.773
2417
N/A
5.521
(administrative building)
Management of emissions (tons) (EN 19 E 20)
Mucuri Unit
Emissions
2009
2010
2011
2012
Total SOX emissions
1.073,25
420,1
393,88
593,8
Total NOX emissions
888,56
1.193,9
1.018,37
2.355,9
3167
3,248
258,14
1374,7
67
28,9
121,1
163,7
Total emissions of particles
Total TRS emissions
Suzano Unit
2009
2010
2011
Total SOX emissions
Emissions
159,62
161,46
121,76
109
Total NOX emissions
1.980,55
2.070,88
1.189,06
1.109,44
236,87
256,89
403,34
257,92
2,59
1,75
2,13
2,60
Total TRS emissions
2012
Limeira Unit
Emissions
2009
2010
2011
2012
932,77
393,88
545,75
1.134,87
749,08
1.018,37
1.188,76
736,94
418,67
258,14
527,8
11,38
8,69
10,85
7,95
Total SOX emissions
1.239,61
Total NOX emissions
Total TRS emissions
Embu Unit
Emissions
Total NOX emissions
2009
7,54
2010
4,62
2011
15,05
2012
8,3
Unidade Rio Verde
Emissions
Total NOX emissions
2009
83
2010
123,7
2011
101,4
2012
20,10
103
2012
Complement – GRI Indicators 2012
4.2
4.10
Indicate whether the Chair of the highest governance body is also an executive officer
The chairman of the Board of Directors, David Feffer, is not a member of the Board of Executive Officers.
Processes for evaluating the highest governance body’s own performance.
We do not have formal processes for members of the Board of Directors to evaluate their own performance.
Significant financial assistance received from government.
EC4
Our Investment projects are financially supported by BNDES, BNB and FINEP. Details on this respect are available
in the 2012 Financial Statements.
Total number and volume of significant spills.
EN23
EN29
In 2012 there were no significant spills. Occurrences and emergencies were duly solved and did have adverse
impacts on natural resources.
In 2012, we did not receive significant fines or non-monetary sanctions.
Significant environmental impacts of transporting products and other goods and materials.
Percentage of employees covered by collective bargaining agreements
LA4
LA5
100% of the direct employees are covered by collective bargaining agreements. Executive and functional officers
and managers are not covered by two clauses of the agreement, related to salary adjustment and bonus.
Minimum notice period(s) regarding operational changes.
There are no minimum notice period(s) regarding operational changes.
Total workforce represented in formal health and safety committees.
LA6
100% of the employees are represented in the Working Group on Health and Safety installed in all operational
units.
Health and safety topics covered in formal agreements with trade unions
LA9
The collective bargaining agreements with trade unions, valid for the entire workforce, ensure, among other
things, the use of personal protection equipment and the right to refuse to work under unsafe conditions.
Significant investment agreements and contracts that include clauses incorporating human rights concerns, or that have
undergone human rights screening.
HR1
HR2
HR3
100% of our agreements. The standard-drafts for agreements adopted by Suzano have specific human rights
clauses. With the corporate consolidation of Contract Management, the maintenance of such clauses has
been increasingly effective, followed by the areas responsible for directly managing each contract and by
internal audit.
Significant suppliers, contractors and other business partners that have undergone human rights screening.
In 2012, no audits were made on significant suppliers.
Total hours of employee training on policies and procedures concerning aspects of human rights that are relevant to
operations.
In 2012, 10% of own employees took the e-learning program and on General Principles of Combating Fraud and
Anti-Corruption and 33% took the e-learning and in-class training for the forest area on the Code of Conduct.
Total number of incidents of discrimination and corrective actions taken
HR4
In 2012, we had 2 cases classified as discrimination. They were related to the perception of difference in
treatment between own employees and service providers. The situations were considered one-off and
dealt with individually.
Operations in which the right to exercise freedom of association and collective bargaining may be at risk
HR5
104
In 2012, we did not identify any operation in which the right to exercise freedom of association and collective
bargaining might be at risk.
HR 7
In 2012, we did not identify any operation in which the right to exercise freedom of association and collective bargaining
might be at risk.
Operations identified as having significant risk for incidents of forced or compulsory labor
No such operations were identified in 2012. Audits of the FSC map these potential events.
SO3
SO4
SO6
SO7
Employees trained in anti-corruption policies and procedures
In 2012, 10% of own employees took the e-learning program General Principles of Combating Fraud and Anti-Corruption.
Actions taken in response to incidents of corruption
In 2012, no incidents were registered.
Total value of financial and in-kind contributions to political parties.
In 2012, we allocated funds to political parties, through a process based on transparency and accountability to the Superior
Electoral Court, whose website (www.tse.gov.br) provides information on the donations made.
Number of legal actions for anticompetitive behavior, anti-trust, and monopoly practices
SO8
PR1
We were not mentioned in any actions of this nature in 2012.
Assessment of impacts on health and safety of the life cycle of products.
These are assessed throughout the life cycle of products, which includes research and development, certifications,
production, marketing and promotion, storage, distribution and supply, use, disposal and reuse and recycling.
Total number of incidents of non-compliance with health and safety regulations.
PR2
PR3
PR4
In 2012, no incidents of non-compliance with health and safety regulations were recorded.
Labeling procedures
Packaging and safety instructions of our pulp contain all information on the aggregated products and services. The paper
area strictly follows Brazilian laws on the subject.
Total number of incidents of non-compliance with regulations and voluntary codes concerning information
and labeling.
This year we received 3 notices of non-compliance related to packaging. All of them were related to the A4 Paper, brand
Report/Seninha, nominal content 210 mm, plastic packaging, due to the lack of data on measuring units, its multiples
and sub-multiples. The value of these notices totals R$17,550.00
Practices related to customer satisfaction
In 2012, we did not conduct customer satisfaction surveys – neither for pulp nor paper
PR5
PR6
Adherence to laws, standards, and voluntary codes related to marketing, including advertising, promotion,
and sponsorship.
We strictly comply with the legislation in force in respect to the theme and do not adhere to any voluntary code related
to marketing communications
Incidents of non-compliance with regulations
PR7
PR8
PR9
In 2012, we did not record incidents of non-compliance with regulations
Substantiated complaints regarding breaches of customer privacy
In 2012, we did not record complaints regarding violation of customer privacy
Fines for non-compliance with laws and regulations concerning the provision and use of products and services
In 2012, we were not fined for non-compliance with laws and regulations concerning the provision and use of products
and services
Em 2012 não recebemos nenhuma multa por não conformidade a leis e regulamentos relativos a produtos
e serviços.
105
2012
Sumário GRI
GRI (3.12)
Profile
Level
Strategy and Analysis
1.1 Statement from the most senior decision-maker of the organization.
Page
11
1.2 Description of key impacts, risks, and opportunities.
11, 41 and 73
Organizational Profile
2.1 Name of the organization
2.2 Primary brands, products, and/or services
2.3 Operational structure
2.4 Location of organization's headquarters
2.5 Number of countries where the organization operates, and names of countries specifically relevant to sustainability
2.6 Nature of ownership and legal form
2.7 Markets served
2.8 Scale of the organization
2.9 Significant changes during the reporting period
2.10 Awards received in the reporting period
15
11
15
11 and 14
14
11
11 and 14
17
11 and 14
18
Report Parameters
Report Profile
3.1 Reporting period
3.2 Date of most recent previous report
3.3 Reporting cycle
3.4 Contact point for questions regarding the report or its contents
4
4
4
114
Report Scope and Boundary
3.5 Process for defining report content
3.6 Boundary of the report
3.7 Limitations on the scope or boundary of the report
3.8 Basis for reporting
3.9 Data measurement techniques and the bases of calculations
3.10 Effect of any re-statements of information
3.11 Significant changes from previous reporting periods
5
4
4
4
4
4
4
GRI Content Index
3.12 Table identifying the location of the Standard Disclosures in the report
96
Assurance
3.13 Policy and current practice with regard to seeking external assurance for the report
7 and 100
Governance, Commitments, and Engagement
Governance
4.1 Governance structure of the organization
38
4.2 Indicate whether the Chair of the highest governance body is also an executive officer
106
4.3 State the number and gender of members of the highest governance body that are independent and/or non-executive members
4.4 Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body
4.5 Linkage between compensation for members of the highest governance body, senior managers, and executives, and the organization's performance
4.6 Processes in place for the highest governance body to ensure conflicts of interest are avoided
4.7 Process for determining the composition, qualifications, and expertise of the members of the highest governance body in defining the organization’s
strategy for economic, environmental and social themes.
4.8 Internally developed statements of mission or values, codes of conduct, and principles
4.9 Procedures of the highest governance body for overseeing the organization's identification and management of economic, environmental, and social
performance
4.10 Processes for evaluating the highest governance body's own performance
Responded
106
Partially responded
30
5, 25 and 27
30
37
30
13
27
106
Not responded
Verified by third-party
B
B+
✓
✓
Verified by GRI
A
Profile
A+
With
external
verification
C+
Self-declared
Mandator
Opcional
C
With
external
verification
2002
in accordance with
Level
Commitment to External Initiatives
4.11 Explanation of whether and how the precautionary approach or principle is addressed by the organization
4.12 Social charters, principles, or other initiatives to which the organization subscribes
4.13 Memberships in associations and/or national/international advocacy organizations in which the organization participates.
25 and 31
49
49
Stakeholder engagement
4.14 Stakeholder engagement
4.15 Basis for identification and selection of stakeholders
4.16 Approaches to stakeholder engagement
4.17 Key topics and concerns that have been raised through stakeholder engagement
Performance Indicators
Economic Performance
EC1 Direct economic value generated and distributed
EC2 Financial implications and risks and opportunities for the organization's activities due to climate change
EC3 Coverage of the organization's defined benefit plan obligations
EC4 Significant financial assistance received from government
EC5 Range of ratios of standard entry level wage compared to local minimum wage at significant locations of operation
EC6 Policy, practices, and spending on locally-based suppliers
EC7 Procedures for local hiring and proportion of senior management hired from the local community
EC8 Infrastructure investments and services
EC9 Description of indirect economic impacts
Environmental Performance
EN1 Materials used
EN2 Percentage of materials used that are recycled raw materials
EN3 Direct energy consumption
EN4 Indirect energy consumption
EN5 Energy saved due to conservation and efficiency improvements.
EN6 Initiatives to provide energy-efficient or renewable energy based products and services, and reductions in energy requirements
as a result of these initiatives
EN7 Initiatives to reduce indirect energy consumption and reductions achieved
EN8 Total water withdrawal
EN9 Water sources significantly affected by withdrawal of water
EN10 Percentage and total volume of water recycled and reused
EN11 Location in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas
EN12 D
escription of significant impacts of activities, products, and services on biodiversity in protected areas and areas of high biodiversity value
outside protected areas
EN13 Habitats protected or restored
EN14 Strategies, current actions, and future plans for managing impacts on biodiversity
EN15 Red List species
EN16 Total direct and indirect greenhouse gas emissions by weight
EN17 Other relevant indirect greenhouse gas emissions by weight
EN18 Initiatives to reduce greenhouse gas emissions and reductions achieved
EN19 Emissions of ozone-depleting substances
EN20 NOx, SOx, and other significant air emissions
Page
5
5
5
5
Level
Page
16 and 17
26 and 89
60
106
64
74 and 75
50 and 57
25, 73, 75,
76 and 77
25
94
94 and 95
102
92 and 102
92
–
92
90
93
–
97
97
97
97
–
99
99
98
100
90,100 and
102
EN21 Total water discharge by quality and destination
90
EN22 Total weight of waste by type and disposal method
82
EN23 Total number and volume of significant spills
EN24 Weight of transported waste deemed hazardous
EN25 Water bodies and related habitats significantly affected by the reporting organization's discharges of water
EN26 Initiatives to mitigate environmental impacts of products and services
* * Financial Statements available at the website
94
90 and 106
90
26 and 80
107
2012
Performance Indicators
EN27 Percentage of products sold and their packaging materials that are reclaimed
EN28 Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws and regulations
EN29 Significant environmental impacts of transporting products and other goods and materials
EN30 Environmental protection expenditures and investments
Social Performance – Labor Practices and Decent Work
LA1 Total workforce by employment type, employment contract, and region
LA2 Total number and rate of new employee hires and employee turnover
LA3 Benefits provided to full-time employees vs. temporary or part-time employees
LA4 Percentage of employees covered by collective bargaining agreements
LA5 Minimum notice period(s) regarding significant operational changes
LA6 Workforce represented in formal joint management-worker health and safety committees
LA7 Rates of injury, occupational diseases, lost days, absenteeism and fatalities
LA8 E ducation, training, counseling, prevention, and risk-control programs in place to assist workforce members, their families, or community members
regarding serious diseases
LA9 Health and safety topics covered in formal agreements with trade unions
LA10 Average hours of training
LA11 Programs for continued employability
LA12 Performance and career development reviews
LA13 Composition of governance bodies and breakdown of employees per employee category
LA14 Ratio of basic salary and remuneration of women to men
Social Performance – Human Rights
HR1 Significant investment agreements and contracts that include clauses incorporating human rights concerns
HR2 Significant suppliers, contractors and other business partners that have undergone human rights screening
HR3 Training on human rights
HR4 Total number of incidents of discrimination
HR5 Operations in which the right to exercise freedom of association and collective bargaining may be violated or at significant risk
HR6 Operations identified as having significant risk for incidents of child labor
HR7 Operations identified as having significant risk for incidents of forced or compulsory labor
HR8 Security personnel trained in aspects of human rights
HR9 Incidents of violations involving rights of indigenous people
Level
Page
68
–
90 and 106
17 and 97
52
57 and 58
106
106
106
106
66 and 67
66
66 and 106
58 and 59
49
51
30, 53, 54, 55,
56 and 61
62
106
106
106
106
107
71
107
60
95
Desempenho Social – Sociedade
SO1 Percentage of operations with implemented local community engagement, impact assessments, and development programs
60
SO2 Percentage and total number of business units analyzed for risks related to corruption
SO3 Employees trained in anti-corruption policies and procedures
SO4 Actions taken in response to incidents of corruption
SO5 Participation in public policy development
SO6 Total value of financial and in-kind contributions to political parties
SO7 Total number of legal actions for anti-competitive behavior, anti-trust, and monopoly practices and their outcomes
SO8 Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with laws and regulations
80
106
106
82
107
107
107
Social Performance – Product Responsibility
PR1 Life cycle stages in which health and safety impacts of products and services are assessed
PR2 Incidents of non-compliance with regulations concerning health and safety
PR3 Labeling procedures
PR4 Total number of incidents of non-compliance with regulations and voluntary codes concerning product and service information and labeling
PR5 Practices related to customer satisfaction
PR6 Adherence to laws, standards, and voluntary codes related to marketing communications, including advertising, promotion, and sponsorship
PR7 Incidents of non-compliance with regulations
PR8 Substantiated complaints regarding breaches of customer privacy
PR9 Fines for non-compliance with laws and regulations concerning the provision and use of products and services
108
107
107
107
107
77 and 107
107
107
107
107
Global Compact
The United Nations Global Compact relies on the engagement of the private sector to advance the practice of social
responsibility in the pursuit of a more sustainable and inclusive global economy. The principles established by the Compact
are in tune with the Suzano Code of Conduct and Ethical Principles. These include the commitments related to the protection
of human rights, labor rights, environmental protection and combating corruption.
Below is the index of our performance with regard to the ten Global Compact principles related to the main GRI indicators,
which assure the quality of the report in accordance with GRI standards.
Global Compact Principles
Relation to GRI
1
Respect and protect human rights
HR1, HR2 and HR3
2
Prevent human rights violations
3
support the freedom of association at work
LA4
4
Eliminate forced labor
HR7
5
Abolish child labor
6
Eliminate discrimination at work
7
Support a precautionary approach to environmental challenges
8
Promote environmental responsibility
9
10
Encourage environmentally friendly technologies
Work against corruption in all its forms, including extortion and bribery.
HR2 and HR3
HR6
LA10, LA11, LA13 and LA14
EN (all)
EN1 to EN30
EN16 to EN25
SO2, SO3 and SO4
109
2012
Independent Assurance Statement
Bureau Veritas Certification
Introduction
Bureau Veritas Certification Brazil (Bureau Veritas) has been contracted
by Suzano Pulp and Paper S.A. (Suzano), to conduct an independent
verification of its Annual Sustainability Report (hereinafter referred to
as Report), including analysis of the content, quality and scope thereof
referring to the year 2012. Information published in the report is the
sole responsibility of Suzano’s administration. Our responsibility is limited
to the independent assessment of its content according with the scope
established below.
METHODOLOGY
Our work was conducted in accordance with
the Bureau Veritas Protocol for the Independent
Assurance of Sustainability Reports, based
SCOPE OF WORK
Suzano requested Bureau Veritas Certification to include the following
in its assurance scope:
on current best practices1 and covering the
following activities:
1. Interviews with the personnel involved
• Data and information included in the Report;
(process owners) in the relevant materials
• Adequacy and reliability of the underlying systems and processes used
published;
to collect, review and compile the information reported;
• Evaluation of the Report according to the principles of Materiality,
Stakeholder Inclusion, Sustainability, Comprehensiveness, Fairness,
2. Analysis of documentary evidence provided
for the reporting period;
3. Verification of performance data in relation
Comparability, Accuracy, Frequency, Clarity and Reliability, as defined
to the principles that ensure the quality of
in the Sustainability Reporting Guidelines - Global Reporting InitiativeTM
information, pursuant to GRI G3;
GRI-G3 (2006);
• Confirmation of the level of application in accordance with GRI-G3
guidelines.
4. Site visits to the Mucurí (Minas Gerais),
Imperatriz (Maranhão) and Suzano (São Paulo)
units and the head office in São Paulo.
5. Analysis of Suzano’s stakeholder engagement
Excluded from the scope of this work was assurance of any
information relating to:
6. Evaluation of the method used to define
• Activities outside the defined assurance period;
material issues included in the Report,
• Statements of position (expressions of opinion, belief, goals or future
taking into account the context of
intentions) by Suzano and statements of future commitments;
• Accuracy of economic and financial information contained in this
Report, extracted from financial statements that have been subjected
to external audit by independent auditors;
• Specific assurance on the methodology and consistency in the
collection of data for the Greenhouse Gas (GHG) inventory.
110
activities;
sustainability and the completeness of the
information published.
The activities were planned and carried out
to provide reasonable, rather than absolute,
assurance, providing a sound basis for our
conclusions.
TECHNICAL REPORT
• The material issues presented in the Report were partially extracted
from an engagement process (using a questionnaire) conducted in
2011. Suzano also used continuous engagement tools to address
issues of interest, especially with the stakeholders “Communities” and
“Clients”. The Report informs that the definition of material issues will
be extended to other stakeholders in future publications;
• The Reports provides important information on the Suzano Group’s
operating strategy, with the focus on changes in the bioenergy
segment;
• The Report provides consistent information on the insourcing initiatives
that have already included 600 jobs over the last two years;
• Suzano clearly reports the reduction of 14% in the number of
• We found little information on the following
themes considered material by Suzano:
accidents in pulp and paper distribution and transport operations in
Water consumption in forests and Wood
Bahia, which is evidenced by a solid database to generate reliable
supply to the Imperatriz Unit;
statistics in its routine operations;
• As for indicator EN16 (Total direct and indirect greenhouse gas
• The Report also provides little information on
how Suzano ensures that conflicts of interest
emissions by weight), the Report shows the evolution in accounting
are avoided. At the institutional level, the
the emissions, including in 2012 the fleet of the distributor KSR,
Report mentions the use of tools for control
acquired by Suzano in 2011. The method used to calculate the carbon
and internal audit, but there is no clear
footprint was certified by Carbon Trust;
information on actions regarding conflicts of
• The Message from the Management highlights the reduction in
biotechnology costs and research in order to increase productivity, as
part of Suzano’s sustainability strategy;
• The Report does not address issues such as safety, human resources,
environmental aspects and impacts, as well as human rights at
the construction site of the Maranhão plant. The sustainability
interest;
• We found little information on the strategy
to implement the Sustainability Master Plan,
which was revised in 2012 by Suzano’s
Advisory Board;
• With regard to opportunities for
performance described in the Report covers Suzano’s production
improvement presented in our 2012
operations only;
Statement, we noticed that Suzano showed
• We noticed a lack of information on the significant reduction in
little progress in dealing with them, except
environmental investments (indicator EN30) in 2012, compared to the
for the insourcing initiatives, an issue on
prior year;
which Suzano worked throughout 2012,
• In relation to indicator HR2, which deals with evaluation of outsourced
service providers on human rights, we did not find information on the
reporting significant changes;
• During the course of the assurance process,
measures taken for cases of noncompliance with the requirements
we identified a few inconsistencies in the
established and demanded by Suzano;
data and information analyzed. Bureau
• The Report brings little information on social and environmental
objectives and targets;
Veritas Certification maintains a record of
the inconsistencies and corrections presented
by Suzano.
111
2012
OPPORTUNITIES FOR IMPROVEMENT
Below is a list of opportunities for improvement identified during
the assurance process of this Report. We had mentioned some of them
already in 2011 and 2012.
• The objectives and targets could be presented in a more systematic
and objective manner, showing the reader what Suzano’s priorities are
in terms of sustainable development and the investments associated
with;
• Provide more information on the use and availability of water at the
Forest Business Unit. In the MAPITO region, this issue is essential and
should be addressed appropriately in future publications.
• In the chapter on Risk Management, show how Suzano evaluates
environmental and social issues during the expansion process in
Northeast Brazil;
• Present clearly the forest plan to supply wood to the Imperatriz Unit in
the state of Maranhão;
• Provide consistent information on initiatives to avoid conflicts of
interest;
• Provide information on the process of receipt, analysis and handling
• The inconsistencies found during the
assurance process were corrected during
of opinions under the responsibility of the ethics committee and the
the course of the process such that the
company’s ombudsman. Indicators SO4 and HR4 are intrinsically
information and data presented in the
related with the communication channels managed by the committee
Report were evaluated as free from
and the ombudsman. Greater transparency in presenting this process
significant errors or false statements, as well
will increase the Report’s compliance with these indicators;
as accessible and comprehensible for the
• Develop an engagement method that causes reactions from
stakeholders about the content of the Report, especially regarding
diverse stakeholder groups;
• The opportunities for improvement pointed
compliance with the Principles of Fairness and Materiality. Greater
out by our team should be analyzed
interaction with Stakeholders who are considered opinion makers may
critically in order to carry out systematic
bring significant gains to future publications;
improvements in future publications;
• Provide a more complete report of the strategy on managing suppliers
112
CONCLUSION
• Based on our assessment, we conclude that
regarding human rights, since Suzano has not clarified quantitatively
the Report was prepared in accordance
the sanctions applied to suppliers who fail to comply with these
with the content and quality criteria of
requirements;
GRI G-3 Guidelines, meets the Principles
• Inform the stakeholders of how the Sustainability Master Plan will be
established therein and adequately presents
implemented, given its strong relation with various material issues
the necessary indicators, which gives Suzano
identified by Suzano.
application level B+.
STATEMENT OF INDEPENDENCE AND IMPARTIALITY
Bureau Veritas Certification is an independent professional services
firm specializing in Quality, Health, Safety, Social and Environmental
Management, with more than 180 years of experience in independent
assurance.
No member of the assurance team has any business relationship with
Suzano. We conducted this assurance independently and understand
that there was no conflict of interest.
Bureau Veritas Certification has implemented a Code of Ethics across
its business to maintain high ethical standards among its staff in the
performance of their activities.
CONTACT
Bureau Veritas Certification is available to clarify any questions at its
website www.bureauveritascertification.com.br/faleconosco.asp or by
telephone (5511)2655-9000.
São Paulo, June 2013
Alexander Vervuurt
Auditor-leader Assurance Sustainability Reports (ASR)
Bureau Veritas Certification – Brazil
113
Corporate Information
2012
(3.4)
SUZANO PAPEL E CELULOSE
CUSTODIAN BANK
Av. Brigadeiro Faria Lima, 1.355 – 8° andar
Banco Itaú
01452-919 – São Paulo (SP) – Brazil
Rua Ururaí, 111
Tel.: (55 11) 3503-9000
Prédio B – Térreo – Tatuapé
www.suzano.com.br
03084-010 São Paulo SP
INVESTOR RELATIONS
DEPOSITARY BANK
Tel.: (55 11) 3503-9061
The Bank of New York
E-mail: ri@suzano.com.br
101 Barclay Street – New York (NY) – 10286 – USA
www.suzano.com.br/ri
MARKET MAKER
STOCK - BRAZIL
Credit Suisse S.A. Corretora de Títulos e Valores Mobiliários
BM&FBovespa – São Paulo Stock Exchange –
Av. Brigadeiro Faria Lima, 3.064 – 14° andar
São Paulo (SP)
01451-000 – São Paulo (SP)
Ticker symbol of common shares: SUZB3
(traded in lots of 100)
DEBENTURES
Ticker symbols of preferred shares: SUZB5 and SUSZ6
Trustee: Pentágono S.A. DTVM
Avenida das Américas, 4.200 – Bloco 4
STOCK – EUROPE
Edifício Buenos Aires, sala 514
Latibex – Latin American Stock Exchange – Madrid (Spain)
22640-102 – Rio de Janeiro (RJ)
Ticker symbol of “Class A” preferred shares: brsuzbacnpa3
STOCK – UNITED STATES
ADR1 Program with receipts traded on
the over-the-counter market and each ADR corresponding
to three preferred shares.
114
Credits
GENERAL COORDINATOR
Cristiane Malfatti
SUPERVISOR
Luciana Bueno
GRI INDICATORS
Coordinator: Rebeca Barbosa Knijnik
Working group: Adriana Aparecida Fernandes, Ana Paula Soares Silva, Bruna Bin, Bruna Rodrigues Cadan, Carlos Eduardo
Salvador, Fabricio Neves de Sá, Gabrielle Daré, Jaemir Grasiel Kroetz, Jonas Vitti, Jose Eduardo Araujo, Lais Romão, Leonardo
Pires, Luciana Ap Bueno, Luciana Batista Pereira, Marcelo de Mello Martins, Maria Cristina de Oliveira Wendling, Mariana
Zayat Chammas, Marina Stefani Carlini, Marcos Antonio Cordeiro, Rebeca Barbosa Knijnik, Rodrigo Marchi Michelucci,
Rodrigo Sobreiro, Rosely D’Alessandro Onizuca, Sabrina Nádia Cotta and Tiago Fontes Asprino.
CONTENT
KMZ Conteúdo
REVISION
KMZ Conteúdo
GRAPHIC DESIGN
D´Lippi Comunicação Integrada
PHOTOGRAPHS
Adriano Gambarini
Agência MDesign
Agência Next Comunicação
David Garb
Joel Cruz
Jorge Macedo
Instituto Ecofuturo
Isamu Mitsueda
Ricardo Telles
Sérgio Zacchi
Shutterstock
ACKNOWLEDGEMENTS
We thank all employees and partners who participated in the preparation of this report, especially those who lent their
images for use in the publication.
June 2013
For clarifications and suggestions about the contents of this publication, please use the following communication channels:
Suzano Responde: 0800 0959093 or suzanoresponde@suzano.com.br
Investor Relations: ri@suzano.com.br

Sustainability

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