Health and Safety of Direct and Indirect Employees

Sustainable
Development
Goals

<i>3 - </i>Quality health 3 - Quality health
<i>8 - </i>Decent jobs and economic growth 8 - Decent jobs and economic growth

—  Efficiency model based on developing people

The operational efficiency of Klabin’s business model has been crucial to the achievement of results in recent years. Among other initiatives, the higher levels of efficiency achieved are the result of a management action dedicated to developing people. Leaders play the main role in developing high performance teams. Therefore, the company pays special attention to training its leaders. This work is based on Gente & Gestão [People & Management] policies, structured to improve skills, attract talent, engage, promote a culture of innovation and meritocracy, and ensure a safe and healthy environment for all direct and indirect employees. (GRI 103-2)

Committed to developing people and the business, Klabin refreshed its process to promote innovation as part of its organizational culture in 2017. It aims to create an internal ecosystem that encourages and allows professionals to innovate, reconsider their behavior, and observe their processes under new perspectives, always as a network and in a collaborative manner. Combined with the valorization of meritocracy and a humanized and sustainable approach, this culture is expected to contribute to attracting, retaining and acknowledging talent.

Klabin’s workforce profile

(GRI 102-8)

2017 2016 2015
Direct employees 14,404 13,400 13,400
Indirect employees 5,171 4,681 3,682
Others (apprentices and trainees) 356 292 251
Total 19,931 18,373 16,333

Geographical distribution

Region %
South 70
Southeast 20
North and Northeast 10

 

The complete tables for indicators related to the profile of Klabin’s employees can be found in the GRI Content Index.

—  Preparing future managers

(GRI 103-1, 103-2, 103-3)

Klabin believes that model leaders are professionals who efficiently handle the uncertainties and volatility of information in complex environments, acting in their role as decision makers and acting in the spirit of ownership. The company’s leadership development actions include the Rumos Program, which is part of the Klabin Business School development platform.

Rumos was created in 2015 to align leaders to Klabin’s perspective for the future and provide them tools to guide the company through its growth cycle, ensuring that managers fully understand the company’s value chain.

In 2015 and 2016, the program included training for managers, which was expanded in 2016, and provided training to approximately 400 coordinators and specialists in 2017. Rumos is structured into multidisciplinary teams, in which leaders participate in an exercise and manage a fictitious company whose business and size is similar to Klabin. In this activity, participants face the challenge of making important decisions and seek to achieve business growth. The meetings include knowledge sections with directors, where they share experiences and bring the hierarchical levels closer together. Rumos 2.0 will take place in 2018 and will focus on operational efficiency, chain vision, innovation and leadership skills.

—  Development for all leadership levels

(GRI 103-1, 103-2, 103-3)

“Leading” is one of the continuing education programs intended for leaders, underway at the Monte Alegre Unit in Paraná since 2015. The program focuses on the tactical level of leadership (coordinators), and involves middle management in behavioral skills training modules and management tools. In 2017, when 105 professionals received training, the program received the Human Being award, offered by the Brazilian Human Resources Association of Paraná (ABRH-PR) for best practices in personnel management. The initiative won 2nd place in the national edition.

In turn, the “Being” program, also from Monte Alegre, focuses on developing behavioral skills for senior operators, analysts and engineers, establishing a reference group for management support. One year after a 2016 mapping pilot program identified 12 potential successors among the analysts and engineers participating in this group, Klabin structured collective and individual development plans for the participants.

In 2017, the company initiated the “Being a Leader Program”, directed to the first level of operational leadership (operation supervisors and leaders), in all units. The program includes behavioral training, management tools, and technical content, taught by multipliers in 28-hour training sessions. A total of 580 leaders received trained in this first cycle.

—  Internship programs

(GRI 103-1, 103-2, 103-3)

Klabin’s people management is also focused on attracting and developing new talents to train professionals, seeking to ensure the company’s growth. The company keeps interns in various locations; in 2017, 101 students participated in the internship program.

The 2017 internship program was restructured at the Head Office in São Paulo. Students – enrolled in the last semesters of undergraduate courses – are systematically supervised by tutors and receive behavioral training in several fields of knowledge, participate in job rotation, and develop a project at the conclusion of the internship program. Over 3000 students applied in this first edition. Among these, 13 were selected. The company is considering converting the initiative into a corporate program in the future, extended to all units.

In Monte Alegre (PR), the Practice Internship Program specifically tries to recruit engineering students enrolled in the last semesters of graduate courses. The third cycle of the program will be developed in 2018.

—  Various learning methods

Klabin’s people development actions include combined classroom and online programs that promote various methods of learning management, technical and operational topics. For in-person programs, the People & Management department considers the company’s strategic alignment, business demands, and Individual Development Plans to transmit customized solutions.

>> IN 2017, KLABIN PROVIDED OVER 687 THOUSAND TRAINING HOURS TO ITS EMPLOYEES, REPRESENTING AN AVERAGE OF 46.91 HOURS PER EMPLOYEE <<

Average number of hours of training employees, by functional category 

(GRI 404-1)

2017 2016 2015
Number of employees in the category Total hours of training in the category Average hours per employee Number of employees in the category Total hours of training in the category Average hours per employee Average hours per employee
Directors 14 76.23 5.4 17 61.8 3.6 6.1
Men 13 76.23 5.9 16 54.8 3.4 3.5
Women 1 1 7.0 7.0 44.0
Managers and coordinators 347 17,023.64 49.1 352 16,265.8 46.2 63.3
Men 291 13,559.20 46.6 297 13,715.6 46.2 60.7
Women 56 3,464.44 61.9 55 2,550.3 46.4 77.2
Administrative level 769 24,013.85 31.2 783 27,315.6 34.9 22.3
Men 424 13,079.42 30.8 406 15,215.7 37.5 20.6
Women 345 10,934.43 31.7 377 12,099.8 32.1 24.4
Technical level 1,797 93,068.76 51.8 1,690 86,071.6 50.9 67.6
Men 1,299 73,137.92 56.3 1,249 69,493.6 55.6 77.5
Women 498 19,930.84 40.0 441 16,578.1 37.6 41.8
Operational Level 11,469 543,805.01 47.4 10,531 520,422.0 49.4 48.5
Men 10,957 518,610.38 47.3 10,058 494,288.6 49.1 47.6
Women 438 25,194.63 57.5 473 26,133.4 55.3 67.9
Apprentices 255 9,276.95 36.4 240 4,558.8 19.0 14.9
Men 134 5,520.10 41.2 142 2,278.7 16.0 14.2
Women 121 3,756.85 31.0 98 2,280.1 23.3 15.7
Total 14,651 687,264.44 46.91 13,613 654,695.64 48.09 48.3

—  Klabin Business School

The Klabin Business School (ENK) is one of the professional development promoters, which helps employees improve the skills required to achieve the operating efficiency of the company’s business model. ENK is organized into knowledge tracks: there is a specific training on technical and management issues for each stage of the professional career, in addition to the development of skills and behaviors. Content can be explored online, interactively, through the ENK Portal and in person, in workshops and training sessions.

The ENK Portal offers courses, videos, articles, seminars, posts and polls, delivered or mediated by experts and renowned institutions. In addition to the mandatory content (topics related to work routine, ethics, Code of Conduct, among others), there are optional training modules on various topics of interest, as well as an exclusive space for developing leaders.

The platform also features a collaborative space called Social Learning, where employees share their experiences on topics such as personal development, ethics, negotiation, innovation, among other activities, always aligned with the company’s challenges. Currently, approximately 9,000 users have access to the ENK Portal, across all units. The company seeks to reach all of the employees. In 2017, the platform was accessed more than 220,000 times, and 160,000 training sessions were completed.

Family learning

With the understanding that knowledge only grows when it is shared, and aiming to support Klabin’s value chain, access to the ENK Portal has been extended to dependents of employees. ENK Family is a digital environment whose content is organized based on the dependents’ school level. It began operating in December 2017 as a pilot, with one thousand hits. It will be expanded in 2018, and access will be released in stages and should be consolidated within the first half of the year.

Mobile phone

In 2017, ENK started hosting a program offered fully online to all management levels. Leadcast is a digital mobile solution that is flexible, autonomous and collaborative, based on multimedia playlist that includes videos, podcasts, texts, infographics and audio, with business and leadership content. Access is exclusively via mobile application.

—  Transfer of knowledge

Seeking to streamline employee development, Klabin launched the pilot version of the Klabin Mentoring Program in 2017, aimed at directors, managers, coordinators and specialists. The tool offers career guidance through conversations held by professional pairs with supplementary experiences: the mentor and the mentored individual.

Mentoring has an online platform and a mobile application, tools to support the establishment of pairs and leading the meetings. Each participant registers their data and the system searches for compatible profiles based on their choices and objectives. The tool also provides support material and a system that facilitates contact and interaction between the teams.

—  Who makes the difference

Who makes the difference

Klabin cultivates the culture of meritocracy that recognizes employees through an individual assessment in their job role and salary placement. Under this model, compensation is directly related to performance, acknowledging the need to retain employees who really make the difference in the business, who have significantly higher performance compared to what is expected for the position, and who contribute to the company’s results and growth.

The Long-Term Incentive (ILP) is an example of acknowledgment and commitment to the retention and alignment of the business strategy. The program, intended for directors and managers, allows the use of a portion of the Manager’s Profit Sharing Program (PPRG) for the purchase of Klabin Units, matched by the company.

Establishing goals is another initiative that ensures appreciation and recognition of performance. It involves directors, corporate and unit managers, coordinators, and specialists to jointly establish goals and break them down for the team, always seeking to ensure Klabin’s sustainable growth. The results achieved at the end of each cycle affect the leaders’ variable compensation.

Click here to see indicators related to compensation

PROPORTION BETWEEN THE SALARY OF THE COMPANY’S HIGHEST-PAID INDIVIDUAL AND THE AVERAGE COMPENSATION EARNED BY ALL EMPLOYEES (GRI 102-38)

The ratio between the total annual compensation of the company’s highest-paid individual and the average annual total compensation earned by all employees (excluding the highest-paid individual) is 114.211. This amount is calculated as follows: total annual compensation of the highest-paid individual/annual average compensation earned by all employees (excluding the highest-paid individual).

DIFFERENCE IN THE PROPORTION OF THE LOWEST SALARY, BROKEN DOWN BY GENDER, COMPARED TO THE LOCAL MINIMUM WAGE AT MAJOR OPERATING UNITS (GRI 202-1)

The lowest compensation paid by Klabin is 1.02 times higher than the national minimum wage.

“Relationship between the lowest salary paid by the organization and the local minimum wage”. 2017 2016 2015
Men Women Men Women Men Women
Angatuba 1.80 1.80 1.51 1.85 1.92 1.92
Betim 1.09 1.09 1.11 1.11 1.35 1.35
Correia Pinto 1.21 1.21 1.24 1.24 1.29 1.29
São Paulo 1.67 1.97 1.85 2.02 1.92 2.10
Feira de Santana 1.43 2.40 1.45 2.13 1.48 1.48
Forestry 1.15 1.31 1.15 1.31 1.15 1.31
Goiana 1.17 1.31 1.22 1.38 1.28 1.46
Itajaí 1.38 1.33 1.44 1.44 1.51 1.51
Jundiaí 1.57 1.70 1.60 1.94 1.65 1.82
Lages 1.49 1.49 1.53 1.70 1.59 1.77
Manaus 1.02 1.02 1.02 1.02  –
Monte Alegre 1.61 1.71 1.76 1.76 1.66 1.66
Ortigueira 1.71 1.71 1.76 1.76 1.82 1.82
Otacílio Costa 1.21 1.21 1.24 1.24 1.29 1.29
Piracicaba 1.70 1.75 1.75 1.80 1.82 1.82
Rio Negro 1.38 1.24 1.12 1.12    
São Leopoldo 1.24 1.24 1.24 1.24 1.24 1.24

—  Climate survey assesses engagement, practices and processes

(GRI 102-43, 102-44)

In 2017, Klabin applied climate research in partnership with the consulting firm Korn Ferry HayGroup, aiming to measure its employees’ engagement and assess the company’s practices and processes. The survey included all employees. To reach the greatest number of people, online and printed forms and questionnaires were made available, and the company had the support of leaders and People & Management teams, who worked in a task force to encourage employees to participate. The result was the participation of over 11,500 employees in the entire company, a rate of 87%, well above the average for the general market (68%), and 15 percentage points higher than in the last survey held in 2012.

The results indicated a general satisfaction index of 73% (up from 58% recorded in the last survey), with positive emphasis on aspects such as “engagement”, “clarity and purpose” (people understand their role in the company), and “well-being” (especially related to safety and the work environment). Points for improvement include “cooperation and synergy” (among the teams) and “responsiveness” (in processes).

The results were presented and discussed in forums, integrating a management action plan unfolded to all units, listed in its priority initiatives. The next step is to evaluate the synergies, to allow the joint implementation of actions with corporate coverage. Employees were notified of the survey results on internal communication channels and opportunities for dialog with leaders at the units.

>> The survey included the participation of 87% of employees and reached a 73% satisfaction index, up by 15 percentage points in both aspects, compared to the survey conducted in 2012 <<

—  Diversity and inclusion

(GRI 103-1, 103-2, 103-3)

Klabin believes that the best decisions are made when the work environment is characterized by the diverse points of view, experiences, cultures and ways of life, without discrimination. Therefore, the company has sought to provide job opportunities compatible to people with different aptitudes, skills and life stories.

Men represent 90% of Klabin’s workforce. As for age group, 32% of employees are 30 years of age or less, while 58% are aged between 30-50. Only 9% are over 50 years of age. None of the top executives consider themselves black or indigenous people.

Percentage of employees by functional category and gender 

(GRI 405-1)

2017 2016 2015
Men Women Men Women Men Women
Administrative 63% 37% 63% 37% 64% 36%
Board 82% 18% 81% 19% 79% 21%
Coordinators 82% 18% 82% 18% 82% 18%
Directors 93% 7% 94% 6% 94% 6%
Specialists 74% 26% 74% 26% 75% 25%
Managers 88% 12% 89% 11% 89% 11%
Operational 95% 5% 95% 5% 96% 4%
TOTAL 90% 10% 90% 10% 90% 10%

Percentage of employees by functional category and age group

(GRI 405-1)

2017 2016 2015
Under 30 years of age From 30 to 50 years of age Over 50 years of age Under 30 years of age From 30 to 50 years of age Over 50 years of age Under 30 years of age From 30 to 50 years of age Over 50 years of age
Administrative 35% 55% 10% 35% 55% 10% 35% 55% 10%
Board 0% 24% 76% 0% 22% 78% 0% 17% 83%
Coordinators 5% 83% 12% 8% 78% 14% 7% 74% 19%
Directors 0% 36% 64% 0% 24% 76% 0% 19% 81%
Specialists 4% 69% 27% 7% 68% 25% 5% 64% 31%
Managers 0% 59% 41% 0% 64% 36% 0% 63% 37%
Operational 33% 58% 8% 35% 57% 8% 37% 56% 7%
TOTAL 32% 58% 9% 34% 57% 9% 35% 56% 9%

 

Percentage of employees by functional category and ethnic group

(GRI 405-1)

2017¹ 2016 2015
Mongolian White Indigenous Mixed ethnicity Black Not reported TOTAL Blacks Indigenous TOTAL Blacks Indigenous TOTAL
Administrative 0.90% 74.90% 0% 19.60% 2.00% 2.60% 100% 1.70% 0% 1.70% 1.60% 0% 1.60%
Board 0% 100% 0% 0% 0% 0% 100% 0% 0% 0.0% 0% 0% 0%
Coordinators 1.70% 83.90% 0% 10.40% 0% 3.90% 100% 0% 0% 0.0% 0.40% 0% 0.40%
Directors 0% 100% 0% 0% 0% 0% 100% 0% 0% 0.0% 0% 0% 0%
Specialists 3.00% 85.20% 0% 10.70% 0.60% 0% 100% 1.20% 0% 1.2% 0.70% 0% 0.70%
Managers 0% 92.80% 0% 5.40% 0% 1.80% 100% 0.90% 0% 0.9% 0% 0% 0%
Operational 0.60% 61.90% 0.10% 29.10% 4.50% 3.90% 100% 4.80% 0.10% 4.9% 4.30% 0.10% 4.40%
Klabin TOTAL 0.67% 64.95% 0.06% 26.81% 3.93% 3.59% 100% 4.10% 0.10% 4.2% 3.70% 0.10% 3.80%

¹ In 2017, the calculation method was changed, and since then the percentage of people in each ethnic group has been determined by the total number of employees in that category, which justifies the difference compared to data from previous years.

Percentage of employees by functional category and gender, in governance bodies

(GRI 405-1)

2017 2016 2015
Men Women Men Women Men Women
Board 81% 19% 81% 19% 79% 21%
Directors 93% 7% 94% 6% 94% 6%


Percentage of employees by functional category and age group, in governance bodies

(GRI 405-1)

2017 2016 2015
Under 30 years of age From 30 to 50 years of age Over 50 years of age Under 30 years of age From 30 to 50 years of age Over 50 years of age Under 30 years of age From 30 to 50 years of age Over 50 years of age
Board 0% 24% 76% 0% 22% 78% 0% 17% 83%
Directors 0% 36% 64% 0% 24% 76% 0% 19% 81%

Percentage of employees by functional category and ethnic group, in governance bodies

(GRI 405-1)

Percentage of employees by functional category and race, in governance bodies 2017* 2016 2015
Mongolian White Indigenous Mixed ethnicity Black Not reported TOTAL Blacks Indigenous TOTAL Blacks Indigenous TOTAL
Board 0% 100% 0% 0% 0% 0% 100% 0% 0% 0% 0% 0% 0%
Directors 0% 100% 0% 0% 0% 0% 100% 0% 0% 0% 0% 0% 0%

—  Joining forces to hire people with disabilities

(GRI 103-1, 103-2, 103-3)

Currently, 2% of Klabin’s workforce includes people with disabilities (PCD). To increase this number and reach the quota established by Law 8213/91 (5% of the workforce for companies with more than 1,000 employees), the company has established internal targets for each business unit, which are free to develop the initiatives that most apply to the local profile.

For example, the Packaging unit of São Leopoldo (RS) is one of the places where this index reached 5% in 2017, after a set of actions mainly involving the development of a closer relationship with Public Interest Civil Society Organizations (OSCIPs) focused on people with disabilities and actions to raise the managers’ awareness, encouraged by the unit’s general manager.

The plant made minor adjustments in its facilities to allow the unit to adequately welcome people with disabilities during the selection process – building ramps, making adjustments to the bathrooms, and installing a visual fire alarm (giroflex), for example – and it will examine other changes.

Percentage of people with disabilities by functional category (over the total number of PCD at Klabin), in 2017

(GRI 405-1)

Functional category 2017
Administrative 15%
Board 0%
Coordinators 1%
Directors 0%
Specialists 1%
Managers 1%
Operational 82%
Total percentage of PCDs at Klabin over the total number of employees 2%

—  Health care and well-being start with prevention

(GRI 103-1, 103-2, 103-3)

Through an integrated management model, initiatives to promote health and well-being are focused on prevention. The employees’ occupational health conditions and the main risks related to their functions are mapped by a multidisciplinary team, comprised of occupational physicians, representatives of the health plans and the areas of safety and benefits. Seeking to achieve synergy with data from health plans, the company has been able to better manage its healthcare database.

Some examples include instructing employees to obtain a second medical opinion whenever they receive a diagnosis that suggests surgical procedures, and management of employees on leave. In these cases, the company monitors the leave process at INSS, enabling it to prepare the working environment before the employee returns to work, promoting adjustments when necessary.

The Workplace Accident Prevention Week (Sipat), held at all Klabin units, allows employees and their families to receive health-related information. These events help raise awareness on issues mainly related to occupational diseases and sexually transmitted diseases. Events such as National Health Day help promote blood pressure measurements, lectures on healthy eating, physical activities, dental health guidelines, and other topics. Topics such as breast cancer, diabetes and prostate cancer are also the focus of campaigns throughout the year.

—  Benefits plan

(GRI 201-3)

Klabin employees have an open and defined contribution pension plan, in which there is no obligation for the company to hold reserves to secure pensions. The benefit is offered to all employees, regardless of position. There is, however, a minimum benefit for employees with salaries below BRL 4,736 and over 55 years of age. It is a payment of up to six times the employee’s salary, made when there is a need, a benefit for which the employee pays nothing. The composition of Klabin’s pension plan for employees is as follows:

Employee contribution: contribution of 7%-9% of the monthly salary (calculated from salary amounts above BRL 4,736.00);

Klabin’s Contribution: 100% to 200% of the employee’s contribution, depending on his/her length of employment.

Every two years, Klabin promotes the Benefits Fair, allowing employees to keep up to date on the benefits to which they are entitled. The initiative is carried out in all units and gathers suppliers in the fields of healthcare, dental, insurance and private pension plans, as well as company representatives. The event is held on an on-call basis, to cover all work shifts. The team provides information and answers questions about benefits offered to employees and their dependents.

—  Goiana invests in prevention

A set of actions focused on preventing diseases transmitted by the Aedes Aegypti mosquito – dengue, Chikungunya, Zika and yellow fever – enabled the Unit in Goiana, Pernambuco, to significantly reduce the number of leave events caused by the so-called “arboviruses”. A campaign mobilized the unit on several fronts: communication pieces, reminder messages published in the Daily Safety Dialogues (DDS), distribution of bug repellent and citronella seedlings (natural bug repellent), among other actions. Outside the company, Klabin also participated in initiatives to raise awareness such as the Global Action, which took place at the Industrial Social Services (Sesi) of Goiana, including the donation of citronella seedlings during the event.

The ratio of leave by employees due to these diseases, which in some months of 2016 reached 19%, did not exceed 2% in any period of 2017. In fact, the result reflects the prevention actions carried out since 2015, when the municipality of Goiana, as well as other cities in the state of Pernambuco, faced a high rate of diseases transmitted by the Aedes Aegypti mosquito.

—  Supporting health and well-being

Programa Viver Bem [Live Well Program]

A 24/7 phone service managed by an independent company, which provides guidance to employees in any area, at first approach, to solve personal problems. It has a team trained to identify the nature of the problem and make referrals to a psychologist, social worker, lawyer or financial adviser. When it comes to Klabin, the matter is referred to the company’s Ombudsman.

Programa Viver Bem Sempre [Live Well Always Program]

This extension of Viver Bem Program focuses on helping employees plan for the future. It includes meetings to discuss issues related to professional maturity, clarification of doubts and guidelines on retirement.

Alcohol and drug abuse prevention program

The main objective of the program, which covers the Monte Alegre, Otacílio Costa and Correia Pinto units, in addition to the Forestry Unit in Paraná, is to contribute to the quality of life, safety and well-being of employees and third parties. Based on random and authorized testing, the company seeks to identify situations involving chemical dependency. From there, it offers help and covers the cost of the treatment. In the case of third parties, the outsourced company receives instructions from Klabin on how to handle the matter. The initiative has received support from family members, local unions and the employees themselves, including spontaneous requests for help treating the addiction.

—  Promoting active care

“Ensure healthy lives and promote well-being for all at all ages” is one of the Sustainable Development Goals (SDG 3) endorsed directly by Klabin through fostering a culture of safe production, contributing to the practice of active care among its direct and indirect employees, and promoting the prevention and healthcare initiatives mentioned above.

Thus, the company operates in three fronts considered essential: identifying and addressing unsafe conditions in facilities and equipment; engagement and commitment by leaders; and people’s behavior. Klabin’s Occupational Health and Safety Program includes training, awareness actions, monitoring and supervision in all operational areas, in addition to the initiatives carried out by the Internal Accident Prevention Commissions (Cipas).

The Occupational Health and Safety Department was established in 2017, reinforcing the company’s focus on the topic. The new structure is committed to completing the Master Plan for Occupational Health and Safety, which Klabin has been developing since 2015, through diagnostics, concept reviews, and prioritization of action fronts.

—  Committed leadership

At Klabin, leaders are strongly committed to promoting an active care culture among their team members. According to this culture, employees will perform their duties taking care of themselves and their colleagues, and allowing themselves to be taken care of by others.

Representatives from top leadership positions, the SSO team, and key managers and members of Cipa participate in the Occupational Health and Safety Committees, both at a corporate level and in the units. All Klabin employees are represented on these committees, as the leadership and Cipa are involved in their activities and decisions. The groups meet on a monthly basis. (GRI 103-2, 403-1)

—  Safety numbers

(GRI 403-2)

Klabin abides by current legislation on occupational health and safety issues and uses NBR 14.280 and OHSAS 18001 as its parameters. Rates of occupational diseases are not monitored for employees of contracted companies.

 

Accident frequency rate – NBR 14.280 2017 2016 2015
Direct employees Indirect employees Total Direct employees Indirect employees Total Direct employees Indirect employees Total
South 3.84 1.79 2.96 3.26 3.32 3.25 3.00 1.87 2.11
Southeast 2.18 3.67 2.36 1.47 2.05 1.55 4.10 12.09 5.17
Northeast 3.54 5.66 3.88 3.49 1.11 2.87 4.63 5.23 4.00
North1 1.99 0 1.66
Men 3.35 1.91 2.89 3.95 2.89 3.03 3.80 2.20 2.70
Women 2.14 0.78 2.23 0.91 5.25 2.40 0.90 1.00 0.90
Total 3.43 2.00 2.92 2.74 2.87 2.78 3.58 2.08 2.51

¹ Data started being reported in 2017, after Klabin acquired the unit in the region.

Accident Severity Rate – NBR 14.280 2017 2016 2015
Direct employees Indirect employees Total Direct employees Indirect employees Total Direct employees Indirect employees Total
South 160 62 118 486 140 338 182 282 260
Southeast 146 11 130 38 38 38 94 154 102
Northeast 71 28 64 164 4 122 348 213 325
North1 8 0 7
Men 81 62 75 378 129 280 119 303 271
Women 222 13 150 16 81 106 8 63 46
Total 146 58 114 318 116 258 180 279 249

1 Data started being reported in 2017, after Klabin acquired the unit in the region.

Occupational disease rate1 2017 2016 2015
Direct employees Indirect employees Total Direct employees Indirect employees Total Direct employees Indirect employees Total
South 8 8 6 6 5 5
Southeast 0 0 0 0 0 0
Northeast 1 1 0 0 0 0
North2 0 0
Men 8 8 5 5 5 5
Women 1 1 1 1 0 0
Total 8 8 6 6 5 5

1 Rate not monitored for indirect employees.
2 Data started being reported in 2017, after Klabin acquired the unit in the region.

 

Missed Days Rate 2017 2016 2015
Direct employees Indirect employees Total Direct employees Indirect employees Total Direct employees Indirect employees Total
South 3,082 898 3,980 8,052 1,737 9,788 2,552 14,177 16,729
Southeast 872 9 881 230 37 267 549 140 689
Northeast 200 15 215 422 4 426 977 122 1,099
North1 4 0 4
Men 2,166 905 3,071 8,125 1,686 9,811 4,060 14,111 18,171
Women 519 17 536 706 92 798 18 328 346
Total 2,684 922 3,606 8,831 1,778 10,609 4,078 14,439 18,517

1 Data started being reported in 2017, after Klabin acquired the unit in the region.

 Health and safety data by region, unit and gender, in 2017:

Accident frequency rate – NBR 14.280 Papers Pulp Forestry Packaging + Recycled Materials Sacks Corporate
South Direct employees 2.6 3.5 4.9 5.4 2.5 0.0
Indirect employees 1.7 2.6 1.8 0.0 1.1 0.0
Total 2.2 3.0 3.4 5.0 2.2 0.0
Southeast Direct employees 0.0 0.0 0.0 3.35 0.0 0.0
Indirect employees 8.4 0.0 0.0 3.20 0.0 0.0
Total 1.7 0.0 0.0 3.4 0.0 0.0
Northeast Direct employees 0.0 0.0 0.0 4.0 0.0 0.0
Indirect employees 0.0 0.0 0.0 7.3 0.0 0.0
Total 0.0 0.0 0.0 4.4 0.0 0.0
North Direct employees 0.0 0.0 0.0 0.0 0.0 0.0
Indirect employees 0.0 0.0 0.0 1.7 0.0 0.0
Total 0.0 0.0 0.0 1.7 0.0 0.0
Men Direct employees 2.6 2.3 5.0 3.2 2.5 0.0
Indirect employees 1.8 2.9 1.2 2.4 2.4 0.0
Total 2.2 2.6 3.2 3.1 2.5 0.0
Women Direct employees 0.0 17.6 2.9 1.3 0.0 0.0
Indirect employees 2.9 0.0 0.0 18.2 0.0 0.0
Total 1.3 7.5 1.5 3.5 0.0 0.0

 

Accident Severity Rate – NBR 14.280 Papers Pulp Forestry Packaging and Recycled Materials Sacks Corporate
South Direct employees 168 419 149 100 92 0
Indirect employees 27 81 84 0 5 0
Total 102 225 119 93 73 0
Southeast Direct employees 0 0 0 181 0 0
Indirect employees 17 0 0 11 0 0
Total 3 0 0 158 0 0
Northeast Direct employees 58 0 0 86 0 0
Indirect employees 0 0 0 37 0 0
Total 49 0 0 78 0 0
North Direct employees 0 0 0 8 0 0
Indirect employees 0 0 0 0 0 0
Total 0 0 0 7 0 0
Men Direct employees 166 161 0 103 90 0
Indirect employees 27 88 91 11 5 0
Total 103 119 42 91 72 0
Women Direct employees 0 3387 110 76 0 0
Indirect employees 26 0 0 73 0 0
Total 12 1446 59 75 0 0

 

Occupational disease rate Papers Pulp Forestry Packaging and Recycled Materials Sacks Corporate
South Direct employees 3 0 5 0 0 0
Indirect employees 0 0 0 0 0 0
Total 0 0 0 0 0 0
Southeast Direct employees 0 0 0 0 0 0
Indirect employees 0 0 0 0 0 0
Total 0 0 0 0 0 0
Northeast Direct employees 0 0 0 1 0 0
Indirect employees 0 0 0 0 0 0
Total 0 0 0 0 0 0
North Direct employees 0 0 0 0 0 0
Indirect employees 0 0 0 0 0 0
Total 0 0 0 0 0 0
Men Direct employees 3 0 5 0 0 0
Indirect employees 0 0 0 0 0 0
Total 3 0 5 0 0 0
Women Direct employees 0 0 0 1 0 0
Indirect employees 0 0 0 0 0 0
Total 0 0 0 1 0 0

 

Absenteeism rate Papers Pulp Forestry Packaging and Recycled Materials Sacks Corporate
South 1.79 0.83 0.92 1.51 0.81 1.04
Southeast 1.61 0.57 1.64 0.14 1.35
Northeast 1.27 1.25
North 1.68
Men 1.76 0.67 0.86 1.48 0.81 1.61
Women 1.91 1.64 1.83 1.83 1.97 0.97

 

 

—  Best practices

Innovation in Supplies

At Klabin, innovation and development of people are important pillars maintaining the line of work, strengthening the necessary support to competitiveness and the company’s growth strategy.

Foster a culture of innovation and developing joint solutions, seeking concrete results for Klabin. This was the focus of the Solutions Lab, an ENK initiative developed in 2017 for the business areas, which involved employees from the Supply department, in two events that lasted 40 hours each (five days) to study and propose solutions to problems, based on innovation. Professionals from various fields and units participated in the meetings, facilitated by an external consulting firm.

The initiative was an important step for the Supply department in structuring innovation as a pillar of action. However, this work began much earlier. “As with other departments, we saw the need to formally launch a line of action based on innovation, to monitor the changes that have been taking place at Klabin, with its growth strategy”, says Milton Minoru Miyamoto, Manager of Purchasing Excellence.

Solutions Lab

By applying Design Thinking, participants of the Solutions Lab met to jointly develop innovative solutions to four projects prioritized by the Supply department.

Design Thinking is a practical approach that streamlines innovation and helps solve complex problems, focused on human beings as the main differentiator.  It promotes the diversity of perspectives and multidisciplinarity – hence the importance of having members from different departments participating in the Lab – allowing for a closer view of the core element of the problem and the development of effective solutions.

Building and disseminating the concept

According to the manager, the conceptual base of innovation for the department was structured on a benchmarking job carried out in the market, and in research on theoretical references. “We have established assumptions that innovation must be unique or represent significant improvements for the company; has to be implemented; and generates the proposed results”, he explains. Based on this, the department has accepted the challenge of adding the implementation of three innovation projects a year to the leaders’ goals (first managers, and then passed down to coordinators and consultants), making an impact on variable compensation.

The next step involved launching this material to Supply teams in all of the company’s units. “It was an important stage of progress in our innovation management model, when we promoted the ideas that were already developed but were not fully captured, and encouraged the generation of new ideas through brainstorming. Over 180 ideas were created based on this work”, says Miyamoto.

For Miyamoto, 2017 was a year of learning, that challenged employees to a culture of change and promoted one of the most important aspects of innovation: cooperation. The projects studied in the Lab are already in the solution development phase, and will allow greater efficiency in the implementation of processes and results for Klabin. The department also started working on the approach and engagement between the innovation process and its suppliers.

>> Dynamics such as brainstorming helped create over 180 ideas for innovation in the Supply department <<

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