Human capital development
Strengthening human capital
Qualifying professionals to maintain current, relevant skills helps to strengthen human capital. The effective management of skill development is a critical factor in a evoluting work environment, such as Klabin's as it continues to grow.
To define the solutions for human capital development, the Company's strategic alignment, aspects of the organizational culture, results of the Climate Survey, specific business demands and challenges, and Individual Development Plans (IDPs) are all taken into consideration.
The biggest driver for employee development is the Klabin Business School (ENK), which seeks to provide accessible, relevant, and cutting-edge learning experiences.
ENK Portal in 2022
18,600
active users, with 15,500 subscribers to the platform.
194,000+
hours of navigation, which represents an average of more than 5 hours per person.
211,000+
courses have been completed and 253 new pieces of content made available.
Performance and leadership development
Performance Cycle is the platform that brings together the majority of Klabin's people management practices, enabling the connection between targets, results, and feedback, succession and development. The process clearly outlines the desired behaviors and skills of employees, providing a basis for succession decisions in the Company.
The actions focused on leadership development have the primary goal of equipping this audience to meet Klabin's current and future challenges.
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Leadership Journey: one of ENK's tracks. It covers topics related to business, people management, safety, and mental health; these last two were reinforced in 2022 when the Company recognized the need to increase the knowledge and capacity of leaders to address these critical topics with their teams.
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Succession: from the Performance Cycle, successors in the company are mapped out and participate in programs such as those aimed at accelerating development (Fast Track for managers and coordinators) and the Florescer Program to train leaders for coordination positions.
75% of the Board of Directors is made up of professionals who have developed their career within the company itself. The retention of a portion of professionals from the market is considered beneficial.
Targeted learning tracks
In order to strengthen the functional skills of employees in the commercial areas of the business units, enabling them to act in a more entrepreneurial and collaborative manner, Klabin has developed customized learning and training tracks. The project started in 2021, when it was directed towards the Commercial division of the Packaging Business Unit, and was extended to the Paper, Pulp, and Forestry businesses in 2022, as well as the Operational Planning, Logistics and Supplies Directorate.
Expertise and lessons learned
Working groups composed of individuals from various departments at the Puma Unit in Paraná have been actively working since 2022 to prepare employees for the operation of Paper Machine 28, which is scheduled to come online in the second quarter of 2023. The working groups hold regular meetings to discuss technical, quality, safety, continuous improvement, and lessons learned from MP27 to ensure ongoing success. This work model gave rise to structured training actions and has already reduced the time of some training by up to six months.
MP27 Operator. Photo: André Valentim.
Long-Term Incentive (LTI)
In 2022, the Long-Term Incentive (LTI), one of Klabin's variable compensation programs, began to be offered to all employees ("LTI for All"), becoming another important instrument of engagement. Until 2021, the program was only available to specialist, coordinator, and higher-level positions. Membership is voluntary and occurs every year in February. In 2023, 24% of the employees joined the program, while in 2022, the rate was 33%.
also known as a Stock Certificate, is a package of shares traded on the Stock Exchange, which brings together both preferred and common shares.
GlossárioSince 2022 was the first year of "LTI for All", Klabin provided financial education to its employees and their families. With a social bias, the educational track sought to address the financial organization and teach how the variable income market works, and how there are gains or losses.
