Management and engagement
People management
Continuous learning of employees throughout their careers, encouragement for innovation, promotion of diversity, and a culture of valuing life in a safe and healthy environment are essential for Klabin's growth.
People management at the company is geared towards initiatives that integrate the five material topics of the Klabin 2030 Agenda: management and engagement of professionals, organizational culture, diversity, human capital development, and occupational health and safety.
Klabin's employees
At the end of 2022, Klabin's workforce was made up of 18,482 professionals. The majority of employees are between the ages of 30 and 50, followed by those under 30.
The Company has been steadily increasing the representation of women in its workforce since 2019, when 15% of the total were female professionals. In 2022, women accounted for 24% of the total. The percentage of black people, 35.39% in 2022, has also been increasing in recent years, reflecting awareness actions at all levels and operating units. In 2021, this rate was 32.99%, and in 2020, 30.58%. The rates of people with disabilities in the workforce remained stable in 2020 and 2021 (2.67% and 2.66%, respectively), with a slight increase in 2022, when it was 2.82%.
Gender, intergenerational relationships, and race are some of the aspects of diversity that Klabin considers in its people management, for which it maintains active affinity groups and other initiatives to reach its KSDG targets.
** The numbers of employees consider trainees, apprentices, other employees in the CLT regime and statutory directors.
** Klabin considers the definition of black race as the sum of black and mixed race people, according to the IBGE. Management positions are organized into the levels of Director, Manager, and Coordinator. The ethnic-racial information is made through the employee's self-declaration.
Management and engagement
Klabin's value proposition for this material topic is to ensure that leaders remain dedicated to upholding the Company's strategic direction and values. Taking into account that turnover can lead to changes in an organization's human and intellectual capital, and can have an impact on productivity, turnover rates are important indicators for assessing the organizational climate and the ability to attract diverse and qualified personnel, which can mold Klabin's recruitment and retention practices.
In 2022, Klabin's voluntary turnover rate was 2.53%, compared to 2.16% in 2021. The cumulative rate, which considers voluntary and non-voluntary turnover, was 19.56% in 2022 and 17.81% in 2021.
Employee at Correia Pinto Unit (SC). Photo: Gugu Garcia.
Organizational culture
In its organizational culture model, Klabin strives to balance the appreciation and care for people with economic growth and high levels of productivity and job satisfaction.
One of the key tools for assessing the effectiveness of its human resource management practices is the biennial Climate Survey. In the 2022 edition, the results revealed a solid cultural evolution, capable of sustaining the Company's business and growth. Similarly, highlighted points that continue to challenge the company and for which the management's scrutiny should always be sharpened. See the following infographic.
With 87% favorability in the Climate Survey conducted in 2022, Klabin was among the top 25% of companies in the Korn Ferry consulting firm's ranking.
Key findings |
What it shows |
|
|---|---|---|
Consolidated strongholds |
Focus on the customer, Well-being and respect e Engagement |
Engaged employees and respectful and healthy work environment. It needs to be kept. |
New highlight |
Clarity and alignment |
There is a direct correlation with the leader's success in communicating the company's directives to their teams. |
Challenges |
|
Historically sensitive topic for companies. Although Klabin scored above the average of the general market and saw an improvement in the indicator compared to the previous cycle, there is an opportunity to improve communication about the criteria for applying meritocracy in the company, in order to create a more merit-based and humane environment. Significant evolution, however there are still opportunities for improvement. The theme is very relevant in the Company, with goals for all directors tied to variable compensation. |
New challenge |
Collaboration |
The focus is on the opportunity to improve collaboration between Klabin's businesses. |
Challenges and priorities
Klabin's rapid growth rate brings the expectation of increased operational efficiency in the near future. In this context, the people management challenges are numerous and range from increasing comprehension of the company's strategy and the role of each employee to reinforcing safe behavior to prevent workplace accidents, as well as the responsibility to care for and develop the company's succession line. Thus, culture, safety, succession and operational efficiency are the four priorities of people management in 2023.
