Klabin's culture

In 2022, Klabin's culture initiatives prioritized collaboration, meaningful dialogue, safety, and diversity.

The climate survey conducted at the end of 2022 revealed an evolution perceived by employees with an overall favorability of 84%. The safety factor resulted in 92% perceived cultural evolution, while diversity was at 87%, followed by collaboration at 80% and meaningful dialogue at 76%.

For 2023, the culture theme remains a priority for the Company with four primary objectives: meaningful dialogue, collaboration, agility, and efficiency, while always emphasizing diversity and safety. This initiative aims to consolidate the cultural evolution connected to the strategic roadmap and the sustainable growth of business results.

Performance and succession cycle

Participants in the 2022 Performance Cycle, an annual performance evaluation program, included 4,788 employees, 742 leaders and specialists and 4,046 from the administrative public. The stages of the program include self-assessment, manager assessment, calibration committees, feedback, individual development plan and check point.

One of the outputs of the Performance Cycle is succession mapping. Currently, 75% of the executive board consists of people who have been promoted from within Klabin. This result was driven by the Talent Acceleration Program for Managers, launched in 2019 and which had 27 participants in the 2022 edition. The program is focused on a skills assessment process aligned with the behaviors and attitudes expected for the next level, providing opportunities for development. In addition, the business strategy and corporate governance modules were conducted and support the construction of the Individual Development Plan (IDP) and career talks, to foster reflections on the topic and connect it to the participants. The inaugural class of the Coordinators Acceleration Program was also held, including 24 participants. This pilot group began in November and took advantage of the strategy and career talks modules, while the other modules are planned for 2023.

There is also the Florescer Program, launched in 2021, with the aim of preparing potential successors for coordinator positions. Specialists, supervisors, engineers and analysts are eligible to feed the leadership pipeline (map) for the Company's critical areas, such as production, maintenance and quality. The program is comprised of a development track with over 120 hours of training, divided into three pillars: business, technical (with an applied project) and behavioral, as well as providing mentorship from internal managers. In these two years, 38 people were trained and 21% of them were promoted to coordination. Two classes are currently underway.

Professional engagement (climate survey)

In 2022, a completely confidential and online climate survey was conducted with the support of Korn Ferry Consulting. This edition of the diagnosis, conducted every two years, included the participation of 14,948 employees with diverse representation of age, location, job title, length of employment, and business segments. One of the objectives was to analyze the evolution and opportunities for cultural focus for 2023.

The company achieved 86% adhesion and 81% overall favorability, a percentage that demonstrates that the team perceives the organizational climate in a positive light and places Klabin among the top 25% of the 150 companies that participated in the survey with the Korn Ferry consulting firm. Furthermore, the result indicated a five percent increase compared to the overall data from the last edition, conducted in 2019. The market average rose by two percentage points in the same period.

Highlights consolidated in this research included customer focus, well-being and respect, engagement, and a new item - clarity and alignment. Within these criteria, the overall favorability was 87% for the cultural evolution perceived by employees, with the four priority cultural attributes within this percentage being: safety, at 92%, diversity, at 87%, collaboration, at 80%, and meaningful dialogue, at 72%.

The qualitative highlight presented the following strengths: safety, mental and physical well-being, career development, and organizational climate.

This result was the consequence of a robust action plan implemented with the protagonism of the leaders and internal initiatives to modify culture. The results are being disseminated to the teams and the action plans are being developed, considering as main challenges those related to the factors of meritocracy and collaboration between areas.

Managers perception about Klabin´s culture evolution

In 2022, conventions were held with the leadership, one specifically for the managerial audience and another for the people in coordination and specialist positions. The purpose of these meetings was to promote a general alignment of the strategy, as well as to continue to spread cultural practices by showcasing the achieved results and the perceived cultural evolution. At the same time, the group was able to define the priority cultural drivers for 2023.

Undertaking goals linked to the topic by executives