Prosperidade para as pessoas
Prosperidade para as pessoas
Prosperity for people

 In a year as challenging as 2020 was, Klabin’s culture, aimed at engaging people, presenting results, and building the future, was critical to its achievements.

Prosperity for people
Prosperity for people
Tema

Collaboration in evidence

In a year as challenging as 2020 was, Klabin’s culture, aimed at engaging people, presenting results, and building the future, was critical to its achievements. 

Constant collaboration, a cornerstone of our culture, was a determining factor in achieving our results in this adverse scenario when we further strengthened our management. Rapid responses, creativity in dealing with a new reality, and innovation to overcome obstacles were called for. We adapted quickly to continue our work with attention to performance and quality in deliveries, putting people’s health and safety at the heart of decisions. 

Klabin’s leadership, at all levels, deserves special mention. It was agile, courageous and at no time shirked responsibility in making the best decisions so that we would keep our operation safe and our business going.  At the heart of our decisions, we have always cared about what is most precious to us: our employees.

In 2020, our flexibility and agility in responding to the constant transformations of society were in evidence, preserving our essence, while building growth.

A meritocratic and humanized culture

In 2020 we promoted several initiatives to reinforce the meritocratic and humanized culture of the company. The theme was once again present at the Convention of Managers, in which it was the driver of the various actions we perform in People & Management. Our culture was also the subject of videos, podcasts, and webinars, with an emphasis on the actions carried out with leaders, corroborating their role as protagonists at Klabin. A survey carried out at the Convention of Managers evidenced the evolution of the culture as a perceived value in the company, with a higher score than that achieved in 2019.

  • 81% said the culture is going in the right direction regarding meritocracy in a survey conducted among managers.
  • Culture collaboration was the driver that evolved most in the period, in the opinion of the managers.

Our employees in 2020

Integration

In 2020, we took on 1,700 new employees from International Paper’s corrugated packaging units in Rio Verde (GO), Manaus (AM) and the municipalities of Franco da Rocha, Paulinia and Suzano. In this integration, we considered their culture and particularities to align them with Klabin’s processes and culture, seeking to show care and respect in pursuit of mutual learning.

The process was considered a success, in view of the diverse and positive spontaneous manifestations received in our social media channels and other opportunities for dialogue in the period.

Chief among the actions carried out were:

  • Creation of a team dedicated to monitoring the integration project.
  • Alignment and engagement of people through a robust communications plan, with more than 150 actions and communications pieces. 
  • Development and delivery of a welcome kit for all employees. 
  • Creation of an inclusive manifesto and an integration guide. 
  • Welcome on KLAPP (the Klabin app).
  • In-person meetings with all new employees (respecting all health protocols) and live streams for remote employees. 
  • Participation by the children of employees in the Children’s Day live stream. 
  • Inclusion of new employees in the Business School Portal (ENK portal). 
  • Organizational climate monitoring. 
  • Retention of people and key knowledge. 
  • Creation of an integration matrix, with several training sessions classified by area of activity/audience, respecting people’s learning curves. 
  • Harmonization of benefits. 
  • 98 internal instructors trained to teach and take training.
  • 152 themes mapped for training to be given in 100 days.
  • 2,336 people aligned in process and management processes.
  • More than 6,000 hours of training involving 271 groups.

See in the ESG Panel, indicators related to the material themes Klabin Culture and Development of human capital.

Development of human capital

The development of human capital is a material theme for Klabin, whose management focuses on the development of employees, succession, and the preparation of leaders. In the process of being executed, we need a robust leadership team capable of engaging people in delivering results and building the future.

Olho: We value the development of our employees, encourage protagonism and collaboration, promote knowledge management, focus on operational excellence and innovation, and so deliver extraordinary, sustainable results.

One of the pillars of this culture is the Klabin Business School (KBS), which develops employees and the community, preparing them for current and future challenges, to leverage business objectives. The KBS platform has mandatory and optional training on work routines, specific functions, specialization, and general knowledge. To define the solutions, the People & Management area considers the strategic alignment of the company, aspects of the desired organizational culture, results of Climate Research, the specific demands and challenges of the business, and the Individual Development Plans from the Performance Cycle.

Performance Cycle

The Performance Cycle guides decisions. Photo: Klabin´s archive.

A process of performance evaluation and discussion of potential for our employees, the Performance Cycle is one of the tools that guides decisions about people in the company, with results helping us to strengthen our meritocratic, humanized culture to leverage sustainable results.

The Cycle’s stages are self-assessment, manger’s evaluation, calibration committees, feedback, and Individual Development Plans (IDP). The latter is based on the Klabin Attitude, a set of skills to guide our employees in strengthening the culture and behavior desired.

Leadership Journey

Under the umbrella of the Leadership Journey are the leadership development programs offered in all Klabin businesses by the Klabin Business School, whose objectives are to continuously prepare managers and successors for the company’s current and future challenges, and strengthen its culture, contributing to the human aspect of leadership and to a management centered on people and talent development.

Mandatory and optional training is available. With spontaneous registration, these sessions stimulate leadership, in the programs Pathways 2.0, Digital Pathways, Emotional Health, Meaningful Conversations, Gender Leadership, Being a Leader, and webinars on management.

The program stands out among our leadership development action, being an innovative model to simulate Klabin’s business chain. It seeks to strengthen a holistic and strategic view of the business and show how the parameters followed in different areas are interrelated in obtaining results.

The aim is provide an understanding of Klabin’s integrated model, market vision, and perspectives, democratizing the strategy through gamification, in which participants compete with two artificial intelligence systems.

A quality of life program which was incorporated into the Leadership Journey in 2020, with the inclusion of a module focused on emotional health to prepare managers for self-care and the well-being of their teams, strengthening preventive action. 

For the first level of leadership in the operational and administrative areas, it uses the Kolb learning cycle – glossário (act, reflect, conceptualize, and apply) and includes behavioral axes, management and technical tools. More than 600 leaders from all the units participated in the fifth cycle of the program in 2020.

A program to accelerate the development of leaders identified to have high potential. With a series of initiatives offered, the program makes participants the protagonists of the development process

Control Room of the Monte Alegre Factory in Telemaco Borba (PR). Photo: Eduardo Knapp / Eduardo Knapp.

My Attitude Beyond Commercial

Based on mapping of the functional competencies of employees in the commercial areas of Packaging, through conversations with managers and focus groups, in 2020 we developed the My Attitude Beyond Commercial program, comprising a knowledge path for this team.

Its objective is to develop an integrated high-performance team so that the sales team can act in a more entrepreneurial, collaborative manner, strengthening the perception among customers that they are strategic partners for packaging solutions.

The truly bold and innovative program deconstructs concepts rooted in the role of a commercial area and reveals the potential to revolutionize the ability our commercial team has to add value for our customers, in a differentiated and new manner.

See the ESG Panel GRI  404-1 indicator and other indicators, in addition to the initiatives undertaken in 2020 that integrate the material theme Human capital development.

Employee Journey

We value the journey employees take throughout their lifecycle in the company, striving to provide them with the best experience and continuous learning, from the selection process on. We have a Talent Attraction Policy, which is continuously evolving and adapting to maintain full transparency and excellence in selection processes.

Internal recruitment is prioritized, with opportunities posted on the My Klabin platform and employees suited to the positions, based on performance evaluations and succession mapping, can actively search them.

In 2020 our internal recruitment rate was 29% up on 2019.

Main actions in 2020:

  • Employer Brand: We posted on social media about our employees, ran awareness campaigns and participated in online fairs.
  • Performance Cycle: the process was reviewed according to the annual update calendar, allowing more frequent monitoring of our employees’ performance and potential.
  • Experience: we ran diagnosis of employee experiences to identify opportunities for improvement, review our narrative, and draw up an action plan for implementation in 2021.
  • Recognition program: to stimulate recognition, in November 2020 we launched the Attitude Card, an initiative that stimulates feedback among employees and is available on the My Klabin platform everyone has access to. We linked feedback to the Klabin Attitude and a competence has to be chosen to recognize a collaborator. Since its launch, more than 2,125 Attitude Cards have been sent out.

Remuneration practices

Remuneration at Klabin is determined by market methodology, with universally comparable factors to gauge positions reliably. Remuneration Policy, updated periodically, provides clear guidance on the subject, such as alignment between employee interests and the company’s strategy, and the recognition of high-performance professionals, stimulating a meritocratic culture, among other guidelines.

We have a short-term incentive program, which aims to stimulate certain results, the payment for which is tied to indicators. We also maintain long-term incentive plans for directors, managers, coordinators, and specialists, to align the interests of the business and shareholders.

Olho: In 2020, we took an important step by establishing goals tied to KSDGs for the variable remuneration of executives in 2021, reinforcing engagement with the Klabin 2030 Agenda throughout the company.I

n the ESG Panel, see GRI indicators 102-8, 102-35, 102-36, 102-38, 102-41, 201-3, 202-1, 202-2, 401-1 and 401-3 and others related to the material theme Engagement of professionals

Diversity at Klabin

Believing that the diversity of vision, experience, culture and ways of life, without discrimination, contributes to innovation and the making of good decisions in the company, we seek to offer work opportunities compatible with people who have different skills, abilities and backgrounds. In addition to promoting the consolidation of an increasingly respectful and inclusive culture, in which people feel safe to exercise their individuality, this attitude promotes a more diverse environment, open to dialogue and innovation, contributing to the sustainability of the business and to a positive impact on our society. Gender diversity has already been the focus of people management at Klabin, especially in 2018 when the company became a signatory to the Principle of Women’s Empowerment (WEP), a UN initiative. In 2019, an even more strategic approach was taken at Klabin and we have a robust governance structure, consolidated in 2020, which is supported by the Diversity and Promotion of Employability Policy.

In 2020, we announced our goal to have 30% of leadership positions held by women by 2030.

Governance structure on the theme

  • Corporate Area responsible for the construction of corporate programs and alignment of the strategy throughout the company.
  • Diversity Committee  representatives from all the units, being responsible for the local actions.
  • Affinity Groups K entre Nós [Between Us] (women), blacK (black people), Kolors (LGBTQIA+), MultiKlabin (inter-generations) and Memoh Klabin (men).
  • People’s Committee  formed by senior leaders, with quarterly meetings, and responsible for program recommendations and validations.

In 2020, women made up 14% of our staff, one percentage point up year on year – which still concerns us but is a step towards our goal of increased female representation.

Outstanding initiatives in 2020:

  • We expanded the Affinity Groups, with the creation of MultiKlabin, whose purpose is to discuss inter-generational relationships, improving experiences  and sharing knowledge and experience among generations, and Memoh Klabin, formed by men, which reflects on masculinity based on culturally established characteristics under the concept of the “Box of Men.”
  • We consolidated the Gender Leadership Program, with the participation of male and female leaders for six months in the discussion on gender equality, with the presentation of projects created by the group at the end of the program.
  • In August 2020, Klabin joined the Equality is a Priority movement, which sets goals for companies to increase the number of women in senior leadership positions. The company participates in one of the main pillars, which is the international training program, a global gender acceleration action in the business sector developed by the Global Compact with the support of UN Women. 
  • We incorporated into the Talent Attraction Policy a guideline for the inclusion of at least one woman on the shortlist for all selection processes, in addition to training recruiters in diversity and inclusion, which led to adaptations in the language used to advertise positions, such as the use of female pronouns or gender-neutral terms.
  • We have made structural changes in plants, such as the implementation of breastfeeding rooms and adaptations in women’s bathrooms and changing rooms.
  • We have created the Join Klabin social internship program for low-income students. The first group had 34 places at four Klabin units: the head office (Sao Paulo state), Jundiai (Sao Paulo state), Piracicaba (Sao Paulo state) and Lages (Santa Catarina state).

In the ESG Panel, see GRI indicators 405-1 and 405-2 and others related to the material theme Diversity.

Interdependent care

The safety culture focused on interdependence – caring for one another, caring for others, and letting ourselves be taken care of – which we had already adopted and strengthened in 2020, was fundamental to the company’s performance in occupational safety, when we set records, such as in the lowest frequency of serious accidents among direct employees since 2013 – 2.67. 

This progress reflects the strategic view taken, especially the harmony with which the theme is treated among all the units, based on standardized guidelines, and the consolidation of safety at work governance. We know we must always strive for improvement and zero lives changed, which is one of the goals on the Klabin 2030 Agenda.

Occupational Health and Safety Management Pillars

  • Installation Ensure the safety and reliability of equipment. Improvement and maintenance of the working environment offered to our professionals.
  • Management Continuously improve the way we treat safety in our routine. Keep a critical eye on accident prevention and mitigation.
  • People Value good practices and encourage our employees to take care of each other. Empower them about norms and procedures, in addition to having leaders close by.

Evaluating adherence to the Management System

The adherence of our operations to protocols and guidelines is an important indicator that we monitor to evaluate the evolution of our Health and Safety Management System. In 2020, we completed the first audit cycle after the implementation of critical activity requirements (CAR) with a focus on the elimination of changed lives.

Cross-referenced audits were carried out, with the formation of the first internal team of auditors in the Occupational Health and Safety Management System (OHSMS). This practice ensures significant cultural evolution in the Security team and allows sharing between other units and businesses. The partial results of the audit cycle are as follows: significant improvement in the standardization of OHSMS and CAR in the units; improvement in and frequent use of the inspection procedure prior to the use of manual equipment; review of working methods for safer activities; the implementation of forums to share good practices in the units and businesses; evolution in knowledge of the concept and involvement by leaders in the CAR implementation projects in operations.

In cross-reference audits, the sharing of practices and experiences between area coordinators as further strengthened in the company, evidencing one of the fundamentals of our Management System, namely line responsibility.

Digital progress

The migration of technologies to the digital environment in Safety follows the technological evolution that is taking place throughout Klabin. One of the fronts was the insertion of the observation app and Security in Focus approach in the My Klabin app gallery, to reduce maintenance costs and make it more accessible and intuitive. This is one of the main preventive tools in Safety for leadership to identify factors that contribute to risk and reinforce safe behavior in operations, ensuring the transformation of our attitudes and the evolution to a generative culture in Safety, in accordance with the KSDGs 2030 goals.

In 2020, we also started the implementation of the Easy PPE project, which includes the creation of an app to offer users more autonomy and promote efficiency in the control and cost management of the delivery flow for Personal Protective Equipment (PPE), also ensuring better compliance in delivery routines.

Nursery seedlings Klabin (PR). Photo: Eduardo Knapp / Eduardo Knapp

Cultural evolution

All employees are essential to active care in our operations, and we count on leadership to achieve the next stages of our cultural evolution in safety. In 2020, we implemented the first Work Safety Module as part of the Being a Leader Program, which targets Klabin’s mid-range leadership (supervisors and operational leaders). Also planned was the Safety Module for the Leadership Journey Program, whose goal is to train the team of coordinators and managers in the Packaging business in 2021.In the period, we also promoted the first survey of actions one year after the Safety Culture Diagnosis carried out in the Packaging business – Corrugated Paper – through the Hearts & Minds methodology . For the opportunities identified, we drew up an action plan for cultural evolution to be included in the Health and Safety pillar of the Achievement program – Klabin’s continuous improvement program – in the units.

Management of contractors

To ensure the alignment of the management of Security between contracted companies, a draft review of the Contracted Management Plan was prepared with a working group formed by the corporate teams of Facilities, Supplies, Legal and Environment, to standardize processes and best practices. The project is in the implementation stage.

Occupational health

The work focused on prevention as a primary factor in maintaining health was in greater evidence in 2020, when we put in place a series of initiatives to cope with the Covid-19 pandemic, requiring everyone to exercise flexibility, agility and, especially, collaboration, which are latent aspects in our culture.

See the details about our coping with the pandemic in the chapter Covid-19 and the indicators for the material theme Health and Operational Safety in the ESG Panel.

Living Well Program

Through the integral Living Well program we help employees and their families to stay healthy, with support to improve lifestyles, promote health, maintain well-being, improve quality of life in the workplace and contribute to a more sustainable future. The actions are based on three pillars: Physical Health, Emotional Health, and Social Health. See the key advances on each of the fronts in 2020.

  • Physical Health We created the Ergonomics Committees in all units, with training for members. 
  • Emotional Health We have implemented a platform that offers online psychological assistance to employees and their dependents. 
  • Social Health: We continue to offer free financial education to employees from a specialist in finance.

See the ESG Panel indicators GRI 102-7, 403-1, 403-2, 403-3, 403-7, 403-8, 403-9 and 403-10 and others related to the material theme Occupational Health and Safety.