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    We promote the development of our collaborators, clients, consumers and local communities

We operate in eight different states of Brazil and, through our business model, we make a point of generating value to each of the communities where we are present with the promotion of projects and social actions.

We believe that developing dialogue mechanisms that allow the identification of the demands and needs of these communities in relation to our activities is fundamental so we can direct our social investments and, thus, increase the quality of life and the well-being of people in all our value chain.

In order to do so, we invest in the dialogue with local representatives through meetings promoted within our own units, in order to map the regional demands so that we can act strategically and effectively in each of the regions where we are installed.


In order to have synergy among all the community engagement and development initiatives we promote, D + Valor, our volunteer program, follows the same lines of action of our Private Social Investment: Education and the Environment. Added to them is the Citizenship axis, which includes collection campaigns and visits to local philanthropic entities.

In the Environment axis, we highlight the lectures on environmental education given by our own collaborators in the communities where we work. In the Education axis, the Formare Aprendiz program is highlighted carried out in partnership with the Fundação Iochpe, which offers vocational training courses for young people in situations of vulnerability. The classes are led by our own collaborators and, after the course ends, the students have the opportunity to be hired by our company, if there are vacancies available.


Our Private Social Investment (or ISP, its acronym in Portuguese) policy was revised in 2017 and is now supported by four pillars: Education, Fostering Social Businesses, Citizenship and Environment. 

We use engagement and relationship tools to identify, understand and evaluate the demands and needs of local communities, helping us to earmark our investments. We therefore seek to assure alignment of the initiatives proposed with our stakeholders’ expectations and the corporate strategies for business at Duratex.

We also have formal mechanisms for engaging the community at all of our units in Brazil. One of our main tools for promoting local engagement is Dialogue Talks, a structured process that allows for stakeholder mapping and prioritization of stakeholders, opening up dialog and taking suggestions for defining a plan of action.

Besides that, using state incentive laws, Duratex investes through the Cultural Action Program (or Proac, its acronym in Portuguese) and the Sports Incentive Program (or PIE, its acronym in Portuguese). We also support projects for the Municipal Council for the Child and Adolescent Rights (or CMDCA, its acronym in Portuguese) and the Elderly Fund. 


In 2017, we opened the Arvorar Space at the Agudos (SP) forest unit, a place dedicated to raising visitor awareness about the history and importance of wood, through sensorial experiences and lots of information. There are five environments that are open to visits by children, young people and adults, free of charge. Anyone interested in visiting the Arvorar Space should schedule a time by e-mail at arvorar@duratex.com.br.


Aiming at using our structures to generate value for our surrounding communities and promote the care we take in the management of our forests, we practice their social use, offering the population access to our farms for leisure. We also create partnerships to encourage other forms of work in areas that are not used for planting.


Our business model generates value for society and contributes to social development in the regions where we are installed. Opened to dialogue with representatives of neighboring communities, through the interaction of our collaborators with local representatives, we can further improve the identification of regional demands and the application of the efforts and resources that we direct to these audiences, in an integrated and connected way to our strategic planning.


Our targets to the topic Local Community Relations and Development up to the year 2025 are:

Target Status In 2017
An 80% approval rate for the community engagement process

We held six Dialogue Talks with local communities and the rate of satisfaction found in the post-meeting evaluation was within our target

100% of managers exposed to a local community experience

We are carrying out a pilot project with our employees in 2018 in relation to this aspect

Influence two public policies per location where we are present

We carried out a preliminary diagnosis in four municipalities where we have operations and identified opportunities for action. Our goal in 2018 is to build ties with local government to define how to contribute to formation and execution of public policies

Gain 75% recognition of the attribute of social and environmental responsibility within the communities where our operational units are present

We carried out the first survey in 2017, and in 2018, we are defining plans of action based on the consolidated results. Our goal is to repeat the survey cycle and action plans every two years

Measure and communicate positive impacts in 100% of the communities where operational units are present

We are dedicated to analyzing different methodologies to measure impacts and communicate transparently and remain open to dialog