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Our

History
1962

OUR BEGINNING

Our journey began on March 31, 1962, in the Guarapuava region. Initially, we operated as a sawmill serving the national timber market, and soon after, we started the implementation of the mechanical pulp mill

1970

A NEW CYCLE OF ACHIEVEMENTS

In the early 1970s, a new cycle began. The transformation process started with São Manoel Forestry Company, where we planted our first pine seedlings, followed by the construction of the São Pedro Plant, which was designed to supply Santa Maria’s first paper machine. This project helped to address the precarious access to electrical energy in the region.

1972

A PLACE TO MAKE PAPER

The paper factory could not be built in any area. The site needed to have a river that ensured the necessary water supply for production, as well as being spacious enough for future factory expansion. In January 1972, we found a location that suited our requirements. It was located on the banks of the Rio Coutinho, 23 kilometers from the city of Guarapuava.

1974

4 P.M. ON FEBRUARY 21ST

Ten months after we began assembling Paper Machine I, São Pedro Plant began operation. On February 21, 1974, the paper machine was put into operation for the first time. At exactly 4 p.m., the first sheets of paper from Santa Maria were produced. The company would eventually feature more than ten types of paper in its portfolio.

1980

FROM GUARAPUAVA TO THE WORLD

After years of work, we gained a foothold in the national paper market, and in the early 1980s, we began expanding sales worldwide, starting with Europe and the Middle East.

1982

THE SECOND PAPER MACHINE

We wanted to expand the range of Santa Maria papers on the market. So, we soon acquired Paper Machine II. The assembly began in December 1981 with the laying of the tracks, and by December 1982, the first sellable paper was produced. Together with the new machine, the Curucaca Plant, responsible for maintaining Santa Maria’s energy self-sufficiency, came into operation.

1990

EXPANDING AGRIBUSINESS

In 1982, we decided to diversify our investments and expand the agricultural activities that had been carried out timidly since the 1980s. At the beginning of the 1990s, we started growing grains. We bought farms to plant soybeans, corn, and wheat, and later in 2002 we built a silo to optimize the agricultural sector with a storage capacity of 36,000 tons. We also continued to expand our forestry business.

2009

QUALITY FROM THE GROUND UP

São Manoel Forestry Company manages approximately 12,000 hectares of planted forests and permanent preservation areas, spread across 14 municipalities. All of our products are FSC® certified. Forest management follows rules that respect the environment and current legislation, adopting sustainable and economically viable practices.

2014

SUSTAINABILITY AND PRODUCTIVITY

With Três Capões Agronegócios, we operate in the agricultural sector. Our farms produce soybeans, corn, wheat, beans, pre-drying, and silage. Annual production is 45,000 tons, with storage capacity in our own silos. In 2014, Globo Rural magazine presented Santa Maria’s Três Capões farm as the most sustainable in the country in the annual crops category.

2022

UNITED BY A SINGLE BRAND

A brand is a representation of its values, but it also represents a snapshot of the moment. When new plans and perspectives appear on the horizon, the brand must represent them and carry these values with it. In 2022, we developed the new brand for Santa Maria Group and its business areas of paper, energy, agribusiness, forestry, and services.

2023

THE FORCE THAT DRIVES US

Santa Maria Energia provides the Group with energy self-sufficiency, with potential to generate 40 MW/h, which is enough to power a city of around 180,000 inhabitants. The generating units are located on the Rio Jordão in Guarapuava and adhere to socio-environmental responsibility standards, producing clean and renewable energy.

Our

Purpose

Mission

We work sustainably, developing products and services for a global market of demanding consumers. We make dreams come true with respect and integrity, seeking the constant progress of society.

Vision

To be a group admired for its ability to promote extraordinary results.

Values

Entrepreneurship

Focus on results

Innovation

Integrity

Customer orientation (internal and external)

Financial optimization

Social and environmental responsibility

Safety at work.

Integrated System of

Management
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The IMS (Integrated Management System) allows the company to manage all its documents electronically. It is also responsible for managing the 5S audits of its business units. In addition, it assists other areas in the management of certifications such as the FSC ®.

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icone

5S is a Japanese culture of good habits aimed at eliminating waste. It operates based on five principles, or pillars:

  • Sort (Seiri);
  • Set in Order (Seiton);
  • Shine (Seiso);
  • Standardize (Seiketsu);
  • Sustain (Shitsuke).

This methodology aims to improve the work environment by properly disposing of materials, especially unnecessary ones, organizing and cleaning the workplace, identifying spaces, establishing standards for maintaining cleanliness, ensuring discipline, and continuously improving the process.

Santa Maria Group has been working with the 5S methodology since 2004, and all its sectors have it and practice it on a daily basis, enjoying the benefits that the methodology brings.

A computerized business management system that integrates all areas and businesses, making management information reliably available without the need to use parallel programs. This system makes it easier for everyone in the Santa Maria Group to manage information.

 

Document Management System (DMS) — a tool for managing the Group’s documents.

Santa Maria has the Improvement Suggestions Program, which aims to foster an organizational culture of continuous improvement. It encourages employees to propose enhancements to their processes, workplace, or equipment, with the goal of reducing losses and/or increasing productivity. The company recognizes employees who suggest innovations or changes in their respective areas.

 

By participating in this program, employees can contribute their ideas to the company’s development and improved performance.

TPM (Total Productive Maintenance) is a methodology that seeks to maximize the efficiency of equipment and production processes by promoting integration between maintenance and operation. Its main objectives include reducing faults, optimizing the use of machines, improving product quality, and increasing productivity through the involvement of all employees. For Santa Maria, TPM is essential as it contributes to cost reduction, greater operational reliability, safety at work, and the creation of a culture of continuous improvement, resulting in greater competition in the market.

icone

5S is a Japanese culture of good habits aimed at eliminating waste. It operates based on five principles, or pillars:

  • Sort (Seiri);
  • Set in Order (Seiton);
  • Shine (Seiso);
  • Standardize (Seiketsu);
  • Sustain (Shitsuke).

This methodology aims to improve the work environment by properly disposing of materials, especially unnecessary ones, organizing and cleaning the workplace, identifying spaces, establishing standards for maintaining cleanliness, ensuring discipline, and continuously improving the process.

Santa Maria Group has been working with the 5S methodology since 2004, and all its sectors have it and practice it on a daily basis, enjoying the benefits that the methodology brings.

A computerized business management system that integrates all areas and businesses, making management information reliably available without the need to use parallel programs. This system makes it easier for everyone in the Santa Maria Group to manage information.

 

Document Management System (DMS) — a tool for managing the Group’s documents.

Santa Maria has the Improvement Suggestions Program, which aims to foster an organizational culture of continuous improvement. It encourages employees to propose enhancements to their processes, workplace, or equipment, with the goal of reducing losses and/or increasing productivity. The company recognizes employees who suggest innovations or changes in their respective areas.

 

By participating in this program, employees can contribute their ideas to the company’s development and improved performance.

TPM (Total Productive Maintenance) is a methodology that seeks to maximize the efficiency of equipment and production processes by promoting integration between maintenance and operation. Its main objectives include reducing faults, optimizing the use of machines, improving product quality, and increasing productivity through the involvement of all employees. For Santa Maria, TPM is essential as it contributes to cost reduction, greater operational reliability, safety at work, and the creation of a culture of continuous improvement, resulting in greater competition in the market.