Human capital development

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.