Desenvolvimento do capital humano
Human capital development
Average hours of training that the organization’s employees have undertaken, by gender
| 2022 | 2021 | 2020 | 2019 | 2018 | |
|---|---|---|---|---|---|
| Men | 33.89 | 31.40 | 26.27 | 54.61 | 49.63 |
| Women | 32.20 | 29.38 | 26.62 | 48.47 | 40.82 |
| Total | 33.53 | 31.05 | 26.32 | 53.81 | 48.59 |
*Does not include the Pilar/Argentina unit
Average hours of training that the organization’s employees have undertaken by employee category
| 2022 | 2021 | 2020 | 2019 | 2018 | |
|---|---|---|---|---|---|
| Senior Executive Board | 7.92 | 0.02 | 0.13 | 2.86 | 4.55 |
| Management and coordination | 21.80 | 23.31 | 16.34 | 39.20 | 38.40 |
| Technical | 21.59 | 33.12 | 29.59 | 45.00 | 60.10 |
| Administrative | 26.20 | 18.15 | 15.94 | 36.60 | 30.10 |
| Operational | 37.47 | 31.96 | 28.29 | 57.30 | 51.40 |
| Apprentices | 19.85 | 43.20 | 12.82 | 35.90 | 23.80 |
| Interns | 15.64 | 21.22 | 21.78 | 67.10 | 44.30 |
| Total | 33.53 | 31.05 | 26.32 | 53.80 | 48.60 |
*Does not include the Pilar/Argentina unit
Average hours of training that the organization’s employees have undertaken by age group
| 2022 | |
|---|---|
| 30 years of age and under | 38.19 |
| Over 30 and under 50 years of age | 32.85 |
| 50 years of age or older | 21.59 |
| Total | 33.53 |
*Does not include the Pilar/Argentina unit
Average investments in training per employee
| 2022 | 2021 | 2020 | 2019 | |
|---|---|---|---|---|
| Total | 574.80 | 725.43 | 497.00 | 819.00 |
*Does not include the Pilar/Argentina unit
The Klabin Business School (ENK) is the main tool in the Corporate Training area that develops accessible, relevant and innovative learning experiences so that we can encourage self-development, excellence in performance and boost the business strategy. ENK operates based on 5 pillars of knowledge: Corporate, Leadership, Commercial, Industrial and Forestry and Administrative. For each pillar, specific programs are designed according to business needs and strategies.
In the Corporate Pillar, solutions are offered that aim to develop employees in themes common to all units, such as Overcoming, Financial Education/ILP, Languages and Integrity and Safety.
On the subject of Integrity, training was offered to all audiences to raise awareness on the subject. Of particular note is the Code of Conduct training, which aims to ensure that employees' actions are in line with Klabin's guidelines and practices. In all, there were 11,714 participations. In addition, the Anti-Corruption training for managers and coordinators addressed the importance of combating corrupt corporate practices and the Brazilian Anti-Corruption Law, training 676 leaders. Finally, we continued training on Competitive Practices, the purpose of which was to guide employees to conduct negotiations in a fair, ethical and legal manner, impacting around 446 participants.
Finally, it is important to highlight the Safety training offered, since active care is one of the company's main premises. To assist in the Attitude for Life to Block Dangerous Energies, theoretical training on the subject was developed with the aim of training the company's blockers. In all, 3,700 users were trained and 100% approved by the target audience. Safety Report training was also launched with the objective of helping to identify risks in a preventive manner, reaching 1,800 users and 100% approval as well.
In the Leadership Pillar, we continued the Leadership Journey, which aims to develop company leaders and prepare them for current and future challenges. More than 10 modules were offered to Directors, Managers, Coordinators, Supervisors and Lead Operators, with the aim of training them in People Management, Strategy and Market Vision and Tools for their management. In all, there were more than 7,569 hours of training and 902 leaders trained. In addition, we have Rumos Digital, one of the Strategy and Market modules that, through an interactive business game, simulates the behavior of Klabin's entire value chain.
In the Industrial and Forestry Pillar, we highlight the Operational training on account of the Puma II Project. The Mirroring Program was carried out, training more than 139 operators for the Paper and Fiber Production areas, with a hiring rate of 93%. The first group of Maintenance Trainee at a technical level began with 36 students in industries and forestry in PR, and 24 more trainee operators. Finally, a group of Technician Apprentices in Mechanics was offered to 40 young people between 18 and 22 years old, with a duration of 2 years, and 35 scholarships for Technician in Pulp and Paper in partnership with SENAI.
To monitor the training indicators and support in decision-making, a dashboard of training indicators was created with total training hours and distribution of training hours by type of methodology, in addition to the analysis of training performance behavior, by gender and location.
General data of the Pilar/Argentina unit:
| Average hours of training that the organization’s employees have undertaken | 20.02 |
|---|---|
| Average investments in training | $ 704.403,32 (local currency) |
Employee development programs
| Employee development programs | Program 1 | Program 2 |
|---|---|---|
| Program Name and Description | The Klabin Superar Program (PKS) is a management methodology based on TPM (Total Productive Management). Its main objectives are 1. to eliminate losses (breakdowns, defects, unsafe conditions, environmental deviations, etc.), improve the work environment and the results of the organization; 2. to ensure adherence between the objectives of the pillars and the targets of the organization; 3. to promote a change in culture and operational training, strengthening teamwork and the commitment of all. In line with Klabin's Sustainability Policy, the vision of Superar is "to develop a culture of continuous improvement to transform Klabin into a world-class company" and the mission is "to guarantee the excellence of processes and products through the involvement and valuing of people", with the slogan: "valuing people, improving processes". Launched in 2002, at the Monte Alegre Plant, it is currently present in practically all units. Its target audience is all the employees, who can participate in several ways, such as: 1. the operators make up the autonomous management groups in their respective areas, developing the "owner's feeling", improving their knowledge in the process, working with maintenance to ensure the availability of machines and equipment, and seeking zero losses (in other words, eliminating losses in the process, breakages, defects, etc.). 2. Performance in improvement teams: waves of improvement groups are launched annually. These groups are multidisciplinary, focused on the reduction of a certain loss and count with the participation of different work profiles (line operators, maintainers, engineers, technical assistants, etc.). The participants of the improvement groups receive training in Basic Quality Tools and in the specific roadmap for loss elimination that they will use (Problem Solving, PM Analysis, Fault Reduction, etc.). See details in the attachment and link to the ESG Panel. |
In 2021, the "Journey of Leadership" was continued, a pillar whose objective is to continuously develop managers and successors so that they are ambassadors of our Culture and are prepared for current and future challenges. Furthermore, it also has the purpose of promoting synergy among the programs offered to leaders from all Klabin businesses. The Journey uses the Klabin Attitude, the diagnosis of Culture, and the Business Strategy as the main drivers for its solutions. This connection contributes to the more human aspect of leadership and aims to manage sustainable and extraordinary results through people-centered management and talent development. Its construction mixes essential actions, aligned with the company's needs, and improvement actions, based on three pillars: strategy and market, people management, and tools. In this way, we hope to encourage continuous learning, with a focus on acquiring concepts, exchanging knowledge with peers, leaders, and subordinates, and applying learning to their work environment. In all, we dedicated around 20,402 hours to training our leaders, training more than 1,093 employees in at least one program. In the Strategy and Business area, we implemented the Rumos Digital Program for managers and coordinators, an online business game in which we simulate Klabin and its competitors, represented by two artificial bits of intelligence. In the People Management area, we continued with the Emotional Health module, with the purpose of preparing our managers for their own self-care and the team's Well-being, favoring the organizational climate, and preventive action in employee health. In the Tooling axis, we developed and implemented the Career Week, with the purpose of instrumentalizing managers so that they can help their subordinates to reflect on their careers and discuss development beyond vertical promotion, in addition to reinforcing protagonism. |
| Description of benefits for Klabin | The Superar program seeks positive results through the engagement of its employees. Since the initial phase, there is a major focus on training the teams in the methodologies employed, which is supported by a training plan. In addition, it seeks to develop the collaborators' skills such as leadership, focus, search for results, overcoming deviation situations, and working in groups. As results for the business, one can highlight the increase in productivity and improvement in operational performance indicators, reduction or elimination of safety accidents/incidents, improvement in environmental aspects, reduction in production cost, improvement in product quality or elimination/reduction of losses, increase in EBITDA, and even reduction in customer complaints. | The Leadership Journey seeks to strengthen Klabin's strategic vision of the business, with training applied in different areas that interrelate to obtain results, stimulating the human aspect of leadership as support for sustainable management centered on the person and the development of talents. Promoting an understanding of how to create value for the company and its stakeholders, balancing resources and managing priorities, leading teams towards sustainability, and improving decision-making power. With the program, it is observed that leaders have more clarity on how the decisions made daily can affect the company, the market, and the various stakeholders. A more prepared leadership is observed to deal with the business challenges, acquiring tools that favor people management and contribute to more open dialogue with the teams. Thus, providing an alignment and reinforcement of the organizational culture and the profile expected of Klabin's leader. |
| Quantitative impacts (monetary and non-monetary) | By 2021 it was possible to measure the following quantitative impacts of the program: 15% increase in productivity Reduction in the % of customer complaints in paper and packaging units Reduction of total losses in paper and packaging units. |
In the Strategy and Business axis, in 2021, 12 classes were held and 208 employees were trained. 936 hours were dedicated to this training and it achieved 94% satisfaction. In the People Management axis, 360 leaders participated in this training, 46 managers, 92 coordinators, and 222 supervisors. In the tool's axis, 6 synchronous and asynchronous actions were offered, with renowned speakers from the market and internal multipliers. This year, we affected about 2,500 employees and had a 94% satisfaction rate. |
| Percentage of employees who participated in the program | 56% | 6,3% (1,093 leaders) |
Klabin values the development of its employees and recognizes the importance of continuous learning for the sustainability of the business, together with its results. To aid in learning, the Company maintains the Klabin Business School (ENK), a corporate training area that develops accessible, relevant, and innovative learning experiences that promote self-development, excellence in performance, and drive the business strategy. The ENK operates under five pillars of knowledge: corporate, leadership, commercial, industrial and forestry, and administrative. Specific programs are designed for each pillar according to the business needs and strategy. Topics such as safety, Superar, financial education/long-term incentives, languages, integrity, business tracks, operational planning board, logistics, procurement and IT (DPOLS), analytics track, Leadership Journey and many others.
Klabin encourages the use of the ENK, where employees can use courses, videos, articles, seminars, posts, knowledge tracks, and polls, from experts and renowned institutions to learn at any time and place. In 2022, there were over 200 courses launched and 194,000 hours of platform navigation, where more than 13,000 employees were trained and about 211,000 courses and videos were completed. Compared to the previous year, 85,000 additional courses and videos were completed, resulting in an approximate 91,000 hour increase in platform navigation and a 12% growth in the number of trained individuals.
To define the solutions, the People & Management area considers the strategic alignment of the company, aspects of the organizational culture, results of the climate survey, specific demands/challenges of the business and the individual development plans, derived from the performance cycle. The latter includes the following steps: self-assessment, manager evaluation, calibration committees, feedback and IDP, which is based on #KlabinAttitude, a set of skills to guide employees in building the desired culture and behaviors. The results of the Performance Cycle guide decisions about people and further strengthen the culture of humanized meritocracy, driving extraordinary and sustainable results. In 2022, there were more than 7,569 hours of training and 902 trained leaders.
In order to track training indicators and support decision-making, a training indicator dashboard was created to display the total and distribution of training hours by methodology type. Training behavior by gender and unit is also analyzed. This showcases the progress of people analytics and the visibility of information for the stakeholders involved in the training process.
To strengthen the learning culture, we constantly invest in our online development platform, called ENK Portal. There, employees can use courses, videos, articles, seminars, posts, knowledge tracks, and polls, from experts and renowned institutions, for professional development at any time and place. The Portal also contributes to the management of knowledge tracks and essential training for the company, such as My Attitude Beyond Commercial, Regulatory Standards, Quality Tools, among others. In 2021, there were over 200 courses launched and 113,000 hours of navigation on the platform, where 9,000 employees were trained and about 120,000 courses and videos were completed. Our indicators increased by about 107% compared to last year, reinforcing the emphasis that Klabin places on self-development.
In addition, the First Career Week was launched, which aims to clarify the roles and responsibilities of the Leader, the Employee, and the Organization, reinforce the leading role of the employees in managing their careers, and encourage self-development and gains in readiness for new challenges. Six synchronous and asynchronous actions were offered, with renowned market speakers and internal multipliers. This year, we impacted around 2,500 employees and achieved a 94% satisfaction rate, in addition to a record number of hits on the ENK Portal due to the recorded content.
In the Corporate Pillar, solutions were offered that aim to develop employees in topics common to all units. In Superar, some corporate actions were adopted with the intent of creating greater connection between the members of the Education and Training Pillar and standardizing training and processes common to all units. The ET Pillar Synergy Group was created to align the performance in audits and in the program as a whole, in addition to the constant review of the procedure. More than 40 meetings were held and shared with more than 116 members. In addition, training on the Quality Tools was also developed in a multidisciplinary way, with the purpose of helping employees to understand the problem-solving methodologies. There were more than 2,623 participants in the available modules.
Under Integrity, we created a program focused on training all target audiences to raise awareness on the subject. Code of Conduct training was reinforced in order to evaluate whether employee attitudes are aligned with the Klabin process. We reached a total of 6,095 participants. In addition, we talked about Anti-Corruption with managers and coordinators, aiming to highlight the importance of fighting corrupt corporate practices and the Brazilian Anti-Corruption law. A total of 465 managers were trained. We also held a session with specialists to present the main points related to OFAC (Office of Foreign Assets Control) and how it applies to Klabin, training 98 employees from the Supply, Commercial and Legal areas. Finally, we developed the Competitive Practices training, whose purpose is to guide employees to conduct negotiations in a fair, ethical, and legal manner, impacting about 262 participants.
In the topic of Health, we worked in synergy with the Living Well area, Klabin’s Health and Quality of Life department that aims to give back to employees and dependents in physical, emotional, and social health, with a focus on providing integral care to our employees and dependents through training on the subject. We held 4 conversation panels on Emotional Health with the purpose of assisting the understanding about emotions, emotional balance, relief and decompression for anxieties. In all, we trained 85 employees and obtained 127 manhours of training (HHT).
In the Leadership Pillar, we continued the Leadership Journey, which aims to develop ambassador leaders of Klabin’s Culture and prepare them for current and future challenges through solutions that associate technical and socio-emotional skills, valuing the human aspect for the management of results. The target audience for the Journey includes Directors, Managers, Coordinators, Supervisors and Leading Operators. In 2021, there were more than 20,402 manhours of training (HHT) for this audience and more than 1,093 managers trained.
Also in relation to the content for leaders, Emotional Health was one of the themes studied in depth this year, by means of workshops focused on the subject and its impact on team performance, as well as conversation panels to promote reflection and application of the theoretical aspects learned. About 234 managers were trained. The Strategy and Business topic was also developed using Rumos Digital, which aims to enable the understanding of Klabin’s integrated model, market vision and future prospects, democratizing the strategy through a business game that simulates the company and competes with two artificial intelligence, which simulates its competitors. A total of 208 leaders were trained.
The First Online Edition of the Coordinators and Specialists Convention also took place, with the objective of promoting integration and sharing Klabin’s strategy and positioning for the future, giving more visibility to their role as influencers in leading their teams to achieve the company’s objectives. In addition, we held the Managers’ Convention, an event that has been held since 2017 at the company.
Another important program for the Leadership Journey is Being a Leader, focused on the first leadership level of the operational and administrative areas. It is the program that carries the identity of the units, because all of its modules are taught internally by means of Kolb’s learning cycle methodology (act, reflect, conceptualize, and apply), contemplating three axes: behavioral, management tools, and technical.
More than 600 leaders in all our units participated in 2021, accounting for 500 hours of training.
Finally, when it comes to accelerating the development of our potential managers, we have Fast Track. This program was launched in 2019 and includes 22 participants who have been mapped as potential Board successors through our Performance Cycle. All participants undergo an assessment and the overall result contributes to the definition of actions for the whole group (cross-actions), which were Training in Business Strategy and Corporate Governance last year. This program also focuses on customized individual actions and career conversations aimed at the effective monitoring of Individual Development Plans (IDPs).
Still with regard to the preparation of successors, the Florescer Program is worth mentioning, launched in 2021 for the purpose of feeding Klabin’s leadership pipeline for coordination positions. Intended for specialists, supervisors, engineers, and analysts in the Production, Maintenance, Quality, and related areas, it operates under 3 pillars: business, technical (with an applied project), and behavioral, in addition to featuring mentoring by internal managers. The pilot class was held from June to November and included 20 participants, 60% of which were women, more than 120 hours of training, 93% satisfaction rate, and 4 improvement projects implemented. Class 2 began in September and will end in March 2022.
In the Commercial Pillar, we continued the My Attitude Beyond Commercial program for the commercial team in Packaging, which aims to develop a high-performance team integrated with a hybrid work model (virtual and on-site), so that the commercial team acts in a more entrepreneurial and collaborative manner, creating a perception of the customer as a strategic partner for packaging solutions. This program features a technical track and a skills track. The technical track comprises 12 topics from Klabin’s internal areas that have more connection with the commercial team, aiming to ensure mastery of the entire production chain and Klabin portfolio for excellence in customer service in packaging solutions and is built by a multidisciplinary group from the commercial area, fostering co-creation and internal collaboration.
This track is prepared by a multidisciplinary team and internal specialists. The skills track intends to expand knowledge in the 6 functional areas, connected with the Klabin Attitude, Cultural Evolution and Culture Well Beyond Packaging. This track is developed in partnership with a leading educational institution in Latin America, with customized content and market cases. In total, 433 participants were impacted by more than 4,746 manhours of training (HHT).
In the Industrial and Forestry Pillar, we can highlight the creation of the Professional Training Center, which aims to structure technical training programs to meet the demands for specialized labor, accelerating employee development and acting in the communities where we operate. The communities of Telêmaco Borba and Ortigueira were offered 80 scholarships for training in pulp and paper and 80 for electromechanics. We also began a course on Cellulose Fiber Manufacturing for 25 apprentices, which will end in June 2022. Finally, we conducted the Technical Trainee Program for 15 Trainee Operators, which will last for 6 months and will mix theory and practice. So far, 47% of these employees have been hired by the company.
Another training program that takes place in Paraná is PKE (Process Kaizen Engineer), which introduces concepts of continuous improvement to professionals at the tactical and strategic level of the Monte Alegre unit, such as engineers, specialists, coordinators and managers. Through this program, we have substantially evolved in how manufacturing processes are conducted, totaling 500 hours of training with about 17 employees trained.
In our plants in the Serra Catarinense, an in-company Post-Graduate class on Pulp and Paper was held for 23 Klabin students, with a total of 390 hours and developed in partnership with a major university. This action provides training on important concepts for our professionals about the manufacture of paper and pulp, stimulates scientific research and industrial development and guarantees a better qualification of our professionals and products manufactured with the best quality in the market. In addition, training
was also offered for Electromechanics Technicians, in order to provide technical qualifications on maintenance and operational safety issues for employees in the positions of Mechanics, Truck-Train Drivers, and Forestry Machine Operators.
In the Administrative Pillar, we continued the Transversal Grid, composed of training sessions designed for the development of employees from Transversal areas. In 2021, we held 6 Getting Things Done (GTD) classes, a method focused on managing commitments, information, and communications, impacting 77 participants. We also offered 4 classes on Analytical Mindset Training, which aims to develop analytical thinking and help transform the data extracted from PowerBI into useful information. In all, 74 employees were trained. Finally, we held 4 classes of Chora PPT, which aims to transform ideas into captivating stories with high power of persuasion through impactful presentations. There were 133 participants this year.
We also offered the Analytics Track this year, a project in partnership with the Alura platform focused on developing the Information Technology and Innovation team. The kick-off, design and monitoring of the course completion projects was conducted. In all, there were 43 participants and more than 3,119 total course hours were taken.
Finally, we started the BP Track for the purpose of developing the HR Business Partners (BPs) and employees of the Shared Services Center on topics such as posture and positioning of the HR BP, Climate, Culture, Psychological Security, and Finance. We had 2 classes being trained throughout the year, including about 80 employees in more than 52 hours of training.
The training actions in 2021 are aligned with the Company’s needs in a pandemic context that demanded adaptations in the training formats offered to employees. The following training solutions are considered: technical, behavioral, and leadership training, respecting each employee’s career level and moment, through online or hybrid actions in the in-company, custom, external and internal course formats.
Updated and verified on: 06/25/2022