Human Capital

GRI-2-19 GRI-2-20

Klabin's compensation practices are designed to:

• Align employees’ interests with the Company’s long-term strategy and those of its shareholders;

• Ensure that the compensation remains competitive and attractive in relation to market practices;

• Recognize the achievements of high-performing professionals, foster a merit-based culture, and support talent attraction and retention; and

• Ensure that executive compensation reflects the Company’s short- and long-term performance, as well as each executive’s individual performance.

The Company's fixed and variable compensation policies do not discriminate based on gender, race, religion, or any other factors unrelated to individual or corporate performance. Furthermore, all leaders are assigned goals aligned with the KODS (Klabin Sustainable Development Goals), which are linked to one of four thematic pillars: renewable future, sustainable economy, and prosperity for people.

For our annual salary surveys, we partner with leading consulting firms such as Korn Ferry do Brasil and Willis Towers Watson. These studies benchmark Klabin against comparable companies that are widely recognized in the market. The data supports assessments of the competitiveness of our compensation practices and helps identify potential salary adjustment needs.

The compensation plan and corresponding data for directors are approved by the Board of Directors and the General Meeting. Full details regarding these approvals are available at: https://ri.klabin.com.br/governanca-corporativa/assembleias-e-reunioes/ 

These guidelines strengthen the management and engagement of our professionals by promoting transparent, fair, and performance-aligned practices, building employees' confidence in the Company and contributing to a more motivating and sustainable work environment.

 

GRI-201-3

Private pension plan and other retirement plans

The PACK, a supplementary pension plan, is managed by a private and independent entity, ensuring the future payment of benefits without requiring direct cash contributions from Klabin.

All employees, regardless of their position, are eligible to participate in the plan, including the option to make voluntary contributions and contributions on behalf of their children.

The company's contribution varies according to the salary range:

• Employees earning below R$ 4.736.00: are entitled to the Minimum Benefit, fully funded by Klabin. The benefit amount can reach up to six times the employee’s base salary, proportionally to their length of service. Employees within this salary range are not required to make contributions to the plan.

• Employees earning above R$ 4.736.00: may contribute between 1% and 9% of their contribution salary, with Klabin matching between 100% and 150% of the contributed amount, depending on the employee’s length of service. Under this structure, retirement benefits are determined by the total amount accumulated over time, considering both contributions and investment performance.

Private pension liabilities at open pension entities (insurance companies) are managed through technical provisions and financial reserves, which represent the institution’s obligations to plan participants. Under SUSEP regulations, entities offering open pension plans, such as PGBL and VGBL, are required to ensure that every real invested is matched by a corresponding liability to guarantee future payouts.

 

GRI-401-2

Well-being focused benefits programs

Benefits	Comprehensive description of the benefits
Childcare assistance or other child-related benefits.	Reimbursement of childcare or babysitting expenses for female employees with children as well as widowed or legally separated male employees who hold legal custody of their child(ren).
Paternity leave extending beyond the minimum period established by law.	Extension of paternity leave by an additional 20 days for fathers.
Maternity leave extending beyond the minimum period established by law.	Extension of maternity leave by an additional 60 days beyond the standard 120-day period.
Breastfeeding rooms	Mother's Space: breastfeeding rooms are available at the Ortigueira, Monte Alegre, Head Office, Piracicaba II and Goiana units, providing privacy, hygiene, comfort, tranquility, safety and appropriate facilities for the storage and refrigeration of breast milk.
Wellhub (wellness and physical activity platform available to employees and their dependents)	10.901 active users on the platform.
Klabin for children (initiative designed for employees’ families and children)	An initiative that offers the children of our employees an enjoyable experience at Klabin's facilities.
Open doors (Portas abertas)	A program that welcomes employees' families to selected units, providing insights into our production processes and operations. The purpose is to foster closer relationships and family engagement, while promoting awareness of our health benefits and programs.
Family program	Pregnancy and Family Support Program – Designed to support our employees through family-building and life-transition stages. The program provides guidance and assistance throughout pregnancy and until the child reaches one year of age, as well as support during fertility treatments and in cases of pregnancy or postpartum loss. It also offers resources and specialized guidance for employees navigating the adoption process or caring for family members diagnosed with Autism Spectrum Disorder (ASD) or other developmental or neurological conditions.
Legal name correction assistance	A benefit that provides transgender employees with legal, social, and emotional support throughout the legal name rectification process, including reimbursement of related administrative expenses.
Ergonomics Program	An Ergonomic Work Analysis is conducted across all Klabin units in compliance with NR17 (Brazilian Regulatory Standard 17), to adapt workstations to employees’ needs and identify opportunities for improvements. These analyses are reviewed every 2 years, and the corporate team monitors all actions. In accordance with the updated Regulatory Standard NR-01, which establishes the General Guidelines and Occupational Risk Management (GRO), psychosocial risks are now addressed in a structured manner and integrated into the Ergonomic Work Analyses (AET). This approach ensures compliance with legal requirements for the identification, assessment, and management of psychosocial factors, such as excessive workload, high work pace, moral harassment, and organizational support, which can have a significant impact on employees’ mental health and well-being.
Flu vaccination campaign	The campaign focuses on flu prevention for employees through free vaccination. Dependents are also eligible to participate at a subsidized cost through the purchase of a vaccination voucher.
Financial education and health	Content is delivered through lectures, discussion groups, and financial education programs, complemented by personalized support from specialists through financial planning consultations, advisory sessions, and guidance.
Mental health	Awareness-raising initiatives for all employees and leaders; access to psychological and social support services for employees and their dependents; and monitoring to enable early identification of needs and timely referral to appropriate care pathways.

 

GRI-401-3

Maternity and paternity leave¹

	Gender	2022	2023	2024	2025
Total number of employees eligible for maternity/paternity leave²	Male	14.498	13.658	14.247	14.123
	Female	3.390	3.415	3.714	4.011
Total number of employees who took leave of absence³	Male	539	570	419	348
	Female	84	97	106	111
Total number of employees who returned to work during the reporting period after the end of their leave of absence⁴	Male	537	567	419	348
	Female	81	93	98	108
Total number of employees who returned to work after the end of their leave, following leave that began in the previous year⁵	Male	27	19	19	2
	Female	40	52	78	66
Total number of employees who returned to work following a leave of absence and remained employed 12 months after their return to work⁶	Male	476	491	372	310
	Female	75	82	103	123
Return-to-work rate⁷	Male	100%	99%	100%	100%
	Female	96%	96%	92%	97%
Retention rate⁸	Male	84%	84%	85%	89%
	Female	62%	57%	59%	71%

¹ Starting in 2025, we began reporting the total number of employees eligible for leave and revised the methodology for calculating the return-to-work rate and incorporating data from the previous year. In addition, because the Standard defines the reporting requirements in terms of employees, apprentices and interns have been excluded from the disclosure. As a result of these methodological changes, figures for previous years have been revised and restated.

² Total number of employees under CLT contracts in Brazil, excluding board members, statutory officers, apprentices, and interns. The number of employees eligible for leave represents 100% of the workforce during the reporting period, as the benefit is guaranteed by current legislation and internal policies.

³ The number of employees who took leave represents all employees who experienced the birth or adoption of a child during the reporting year. The Company places no restrictions or impediments on employees' exercise of this right.

⁴ Total number of employees who began leave during the reporting period and returned to work within the same year, remaining at work for at least three days following the end of their leave, including the extended leave provided under the Empresa Cidadã (Citizen Company) Program.

⁵ Total number of employees who began leave before the reporting period and returned to work during the reporting year following the end of their leave, including the extended leave provided under the Empresa Cidadã (Citizen Company) Program.

⁶ Total number of employees who took leave—including the extended leave provided under the Empresa Cidadã (Citizen Company) Program—and remained employed by the Company for at least 12 months after returning to work, including employees whose leave began in the previous year and ended during the reporting year.

⁷ Total number of employees who returned to work divided by the total number of employees who took leave.

⁸ Total number of employees who returned to work after 12 months, divided by the total number of employees who took leave, including employees whose leave began in the previous year and ended in the reporting year.

 

GRI-202-1

Ratio of the lowest salary level within the organization to the local minimum wage, by gender

Operational unit	2022		2023		2024		2025
	Male	Female	Male	Female	Male	Female	Male	Female
Angatuba	1,84	1,84	1,80	1,82	1,74	1,77	1,44	1,46
Betim	1,11	1,11	1,08	1,08	1,03	1,03	1,08	1,08
Correia Pinto	1,69	1,75	1,93	2,17	1,61	1,61	1,18	1,18
São Paulo*	2,52	2,33	2,43	2,51	2,14	1,88	1,67	1,57
Feira de Santana**	1,58	1,54	1,58	1,58	1,40	1,38	1,38	1,50
Florestal (OC e MA)	1,32	1,32	1,31	1,31	1,30	1,30	1,23	1,26
Franco da Rocha	4,12	3,95	-	-	-	-	-	-
Goiana	1,18	1,18	1,13	1,13	1,08	1,08	1,06	1,06
Horizonte	1,10	1,24	1,19	1,19	1,14	1,14	1,12	1,12
Itajaí	1,44	1,44	1,41	1,41	1,36	1,36	1,11	1,11
Jundiaí	1,56	1,76	1,83	1,88	1,68	1,68	1,42	1,39
Lages	1,53	1,69	1,67	1,50	1,45	1,45	1,18	1,18
Manaus	1,02	1,02	1,02	1,02	1,02	1,02	1,06	1,06
Monte Alegre	1,39	1,39	1,77	1,71	1,32	1,66	1,24	1,24
Ortigueira***	1,39	1,39	1,82	1,76	1,66	1,90	1,24	1,24
Otacílio Costa	1,76	1,76	1,90	1,77	1,40	1,40	1,20	1,20
Paulínia	1,76	1,76	1,73	1,73	1,80	1,80	1,46	1,46
Piracicaba	1,76	1,76	1,73	1,73	1,45	1,68	1,19	1,39
Rio Negro	1,42	1,42	1,39	1,39	1,28	1,28	1,00	1,00
Rio Verde	1,35	1,35	1,31	1,31	1,25	1,21	1,23	1,22
São Leopoldo****	1,23	1,23	1,55	1,55	1,16	1,16	1,23	1,23
Suzano	1,76	1,76	1,73	1,73	1,68	1,68	1,39	1,39
Klabin overall	1,02	1,02	1,02	1,02	1,02	1,02	1,24	1,25

Note 1: In the operational units presented, the lowest-paid positions differ between genders. As a result, the ratio of the lowest salary to the local minimum wage varies accordingly.

* Administrative Assistant I and Receptionist;

** Production Assistant I and Warehouse Clerk I;

*** Operator I - Shipping and Warehouse Clerk I;

**** Shipping Assistant I and Production Assistant II.

Note 2: Interns, apprentices, and operational trainees were excluded.

 

As of 2025, the ratio was calculated using the federal minimum wage of R$ 1,518.00 as the reference value, except for the states of São Paulo (R$ 1,804.00), Paraná (R$ 1,984.16), Rio Grande do Sul (R$ 1,789.04), and Santa Catarina (R$ 1,730.00). Employee remuneration corresponds to the fixed monthly salary paid in December 2025.

GRI-404-1

Average number of training hours per employee, broken down by gender, job category and age group.

	2022	2023	2024	2025
Average training hours per employee, by gender
Male	33,89	35,45	29,56	40,90
Female	32,20	27,31	26,28	30,30
Total	33,53	32,96	28,79	38,40
Average training hours per employee, by job category
Executive Board	7,92	2,76	10,66	23,88
Management and coordination	21,80	22,67	45,05	40,16
Technicians	21,59	17,27	20,89	26,04
Administrative	26,20	21	13,58	24,14
Operational	37,47	37,91	30,6	39,92
Apprentices	19,85	18,49	20,13	41,44
Interns	15,64	15,16	20,97	26,16
Total	33,53	32,96	28,79	38,4
Average training hours per employee, by age group
Up to 30 years old	38,19	34,98	30,61	41,30
30 to under 50 years old	32,85	32,00	28,11	38,70
50 years or older	21,59	24,64	18,14	29,00
Total	33,53	32,96	28,79	38,40

Note 1: Average training hours were calculated using HPT recorded hours only. DDS (Daily Safety Dialogue) training sessions were not considered in the calculation.

Note 2: The indicator does not include the Pilar Unit (Argentina).

 

GRI-404-1

Average investment in training per employee (R$)

	2022	2023	2024	2025
Total	574,80	314,93	390,24	512,18

 

In 2025, a total of 689,365 training hours were delivered to 17,966 employees, averaging 38.4 hours of training per employee.

 

GRI-404-1

Return on Investment in Human Capital (R$)

Return on Investment in Human Capital (R$)	2022	2023	2024	2025
Total revenue	R$ 20.033.000.000	R$ 18.023.479.000	R$ 19.645.264.000	R$ 20.697.507.000
Total operating expenses	R$ 2.868.000.000	R$ 2.615.000.000	R$ 2.768.000.000	R$ 2.884.128.000
Total employee-related expenses (Salary + Benefits)	R$ 1.837.630.000	R$ 1.934.627.210	R$ 2.325.868.117,42	R$ 2.499.435.963,46
ROIC	10,34084	8,96457	8,25621	8,14296
Total number of employees	18.482	17.525	18.514	18.924

 

GRI-404-1

Employee development programs

Employee development programs	Program 1 – Operational Trainee Program	Program 2 – Leadership Journey
Program name and description	The Klabin Operational Trainee Program is designed to develop young talent seeking to build a solid career in the pulp and paper industry. The program prepares participants to take on entry-level operational and maintenance roles by providing hands-on experience across different stages of the production process. Through supervised practical training, trainees develop technical expertise, operational discipline, and a professional mindset, ensuring a structured and comprehensive learning experience. The program follows a structured learning journey that combines theoretical and practical training, operational procedures, technical instruction, and behavioral development. This integrated approach provides participants with a comprehensive understanding of Klabin’s production processes while reinforcing the core principles of safety, quality, and operational excellence. The work schedule is Monday through Friday, from 8:00 a.m. to 5:00 p.m., providing participants with exposure to the industrial environment during regular business hours. The program includes structured supervision and ongoing support by the areas to help consolidate both technical and behavioral learning. The program runs for 6 months and may be extended based on the trainee's performance and business needs, with a focus on accelerating development and preparing participants for future opportunities within the organization.	The Leadership Journey 2025 was Klabin’s flagship leadership development program, designed as an integrated initiative aligned with the company’s Vision, Mission, and Values, as well as its Culture Assessment, Sustainable Development Goals, Vision Charter, and Business Strategy. Tailored to leaders at different organizational levels, including managers, coordinators, supervisors, and operational leaders, the programs combined in-person and virtual learning experiences with self-directed development content available through the ENK Portal within the EKOA learning ecosystem. The Journey brought together programs such as PEK (Klabin Executive Program), DNA da Liderança (Leadership DNA), Ser Líder (Being a Leader) and Virando a Chave (Turning Point), along with a series of Corporate Themes, to equip leaders with the skills and mindset needed to engage and inspire their teams, drive sustainable high performance, and foster talent development through people-centered leadership.
Description of the benefits for Klabin	The Operational Trainee Program is a structured initiative that trains and prepares professionals to work as maintenance technicians and level 1 operators in industrial environments. The program combines technical training, supervised hands-on experience, and behavioral development, providing a strong foundation for safe and efficient performance in line with company standards. Throughout the program, trainees are immersed in operational processes through specialized technical training, on-the-job supervision, and active participation in daily operations. The program places a strong emphasis on safety, quality, operational discipline, and asset reliability. Beyond technical development, participants strengthen key professional competencies, including accountability, teamwork, and a comprehensive understanding of the role each production stage plays in the production process. For the sector, the program helps build a strong pipeline of professionals who are trained from the outset to meet Klabin’s operational standards, reducing learning curves, minimizing rework, and mitigating operational risks. It also strengthens the internal talent pipeline, supports employee engagement and retention, and provides greater predictability in developing qualified talent for critical entry-level roles. By the end of the program, participants are expected to have developed solid technical expertise, a strong safety mindset, increasing autonomy, and the potential for continued growth within the organization. In doing so, the program helps ensure operational sustainability and supports long-term business continuity.	The Journey plays a key role in strengthening Klabin’s organizational and learning culture, knowledge management, and execution capability by preparing leaders to serve as role models, coaches, and catalysts, connecting people, strategy, and current and future results at Klabin. Among the main benefits the program provides to the company are: Strengthening leaders’ capabilities in financial analysis, strategic decision-making, scenario evaluation, risk and opportunity management, and cost optimization. Strengthening the leadership competencies outlined in the Klabin Attitude and reinforcing leaders’ strategic role in shaping the company culture, recognizing that every Klabin leader is a culture champion. Strengthening leadership effectiveness in critical areas such as safety, culture, performance management, and people development. Fostering a culture of continuous learning, with leaders taking ownership of their own development while actively supporting the development of their teams. Fostering collaboration across businesses, functions, units, and locations, enabling leaders to share experiences, insights, and best practices.
Quantitative impacts (monetary and non-monetary)	From a financial standpoint, these outcomes translate into lower external recruitment costs, reduced turnover-related expenses, a shorter learning curve for Level 1 roles, and mitigation of losses resulting from operational failures. By developing professionals who are aligned with the company’s technical and safety standards, the program contributes directly to greater operational reliability and production stability and accelerates the organization's operational development. From a non-financial perspective, the program strengthens the company’s safety culture, operational discipline, and employee engagement, while building a sustainable internal talent pipeline for critical roles across the industrial operation. The placement and promotion rates demonstrate that investing in structured development programs delivers meaningful business value, positioning the program as a key driver of both operational sustainability and talent development at Klabin.	The Journey brought together essential actions and development initiatives aligned with the company’s strategic priorities, thoughtfully structured to complement one another throughout the year. This approach supports the growth of our continuous learning culture by encouraging knowledge sharing among leaders and teams and promoting on-the-job application of learning. 85% of our leaders took part in at least one activity of the journey. Delivered in partnership with Insper, the Klabin Executive Program (PEK) has developed more than 100 managers, achieving an exceptional average NPS (Net Promoter Score) of 96.3%. Building on this foundation, the “Every Klabin Leader Is a Culture Leader” workshop reinforced the critical role leaders play in spreading the Klabin Attitude, aligning behaviors with values, supporting the development of their teams, and creating environments where culture is reflected in everyday decisions, interactions, and business results. The initiative engaged more than 500 leaders across the organization. To support leaders transitioning into new roles, the Virando a Chave (Turning Point) Program provided training for 100 newly appointed managers and coordinators. Further expanding the reach of development initiatives, the Ser Líder (Being a Leader) Program equipped 830 leaders with foundational content in key areas such as culture, diversity, safety, and continuous improvement.
Employee participation rate in the program (%)	Since its launch, the Operational Trainee Program has trained 213 participants, 70% of whom have been hired into permanent positions, demonstrating the program’s strong alignment with operational needs and the effectiveness of its selection and training process. Additionally, 12% of those hired have already been promoted, highlighting both their growth potential and the program’s success in developing professionals equipped to take on greater responsibilities within the sector.	In 2025, 85% of leaders participated in at least one formal Leadership Journey initiative, reflecting strong engagement across different programs and locations.

Performance evaluation 

The performance evaluation process is designed to align employees with the company’s strategic objectives by assessing and developing both performance outcomes and key behaviors. It helps ensure that the right employees are in the right place, driving the company's strategy. In 2025, the process included approximately 7,000 employees from the Packaging, Recycling, and Forestry business units, as well as employees from corporate support functions, in addition to approximately 4,500 administrative employees. 

The Performance Evaluation process consists of six stages. The first stage involves setting and aligning goals, carried out by leaders and specialists. This is followed by the self-assessment stage, during which employees reflect and describe their deliverables throughout the year, while also evaluating their proficiency in the competencies defined under the Klabin Attitude framework. 

Subsequently, leadership carries out its evaluation, assessing the employee’s results and demonstrated competencies, while contributing to the meritocracy process. Following this, a performance committee meeting is held to promote a collegial alignment on results, performance, and meritocracy criteria.  

Feedback is then shared through constructive conversations between leaders and employees, focusing on strengths and development opportunities. These discussions encourage employees to reflect on their professional growth and define priority actions for the next performance cycle. 

Finally, the Succession Committee convenes to further assess succession plans and critical positions across the organization. The insights generated support leadership selection processes and help guide development initiatives for this group. 

 

Succession plan  

Succession planning is a strategic priority for ensuring business continuity and preparing leaders to meet both current and future challenges. In 2025, we strengthened governance in this area through dedicated review sessions focused on succession mapping and critical roles. The insights generated through this process informed leadership selection decisions and targeted development initiatives for this group. 

As a result, 78% of director-level positions and 61% of management positions are currently filled through internal promotions, demonstrating the effectiveness of our talent development and retention efforts. 

 

Incentive programs 

In 2025, Klabin continued to offer a structured portfolio of short- and long-term incentive programs designed to align employees with the Company’s strategic objectives, drive performance, and strengthen engagement of professionals across different levels of the organization. 

As part of its Short-Term Incentive (STI) framework, the Company maintains two programs.  

The Management Profit Sharing Program (MPRP) is available to directors, managers, coordinators, and specialists. Awards are determined based on the achievement of annual goals related to financial performance, sustainability, safety, and individual objectives, reinforcing leadership’s accountability for delivering value and advancing the corporate strategy. 

The second STI program is the Profit-Sharing Program (PPR), which covers most employees, excluding apprentices, interns, temporary workers, outsourced personnel, employees terminated for cause, those retired due to disability, and individuals eligible for the Management Profit Sharing Program (MPRP). This program expands profit sharing to most of the workforce, with amounts calculated based on the goals agreed upon by leadership in the PPRG, ensuring alignment between stakeholders and reinforcing transparency and fairness in compensation practices.  

With respect to Long-Term Incentives (LTI), Klabin maintains two complementary programs. The LTI Performance Program is designed for statutory and non-statutory directors and is linked to the creation of long-term value. The program is based on two equally weighted indicators: 50% is determined by Klabin’s relative TSR (Total Shareholder Return) compared with that of a selected peer group, while the remaining 50% is determined by the ratio of average annual ROIC (Return on Invested Capital) to WACC (Weighted Average Cost of Capital). The target award corresponds to 30% of the annual incentive target for directors and 40% for the CEO, subject to a five-year vesting period. By linking compensation to long-term performance metrics, the program reinforces a long-term perspective, financial discipline, and sustainable performance. 

The second LTI mechanism is the LTI Matching Program, offered to all employees. The program allows participants to voluntarily convert a portion of their annual PPR or MPRP payout into units (KLBN11), with a three-year vesting period. It is subject to limits that vary by position level: up to 10% for analysts, specialists, and coordinators; 25% for managers; 40% for senior managers; and 50% for directors. The program broadens employee participation in the Company’s capital structure and fosters an ownership culture, strengthening a sense of belonging and engagement. 

Collectively, these incentive programs support Klabin’s talent management and employee engagement strategy by rewarding performance through transparent and merit-based mechanisms. They help align employees’ interests with the Company’s strategic priorities, encourage a long-term focus, and strengthen a culture of trust, transparency, and high performance. 

Employee support program 

In addition to benefits such as medical and dental care and transportation assistance, we offer the Viver Bem (Live Well) Program, which provides comprehensive health and well-being support for employees and their families. The program promotes initiatives focused on physical, mental, social, and financial well-being, intending to enhance quality of life both in and outside the workplace. 

Our commitments and performance indicators are aligned with the Klabin Sustainable Development Goals (KODS) and integrated into our cultural and safety transformation journey, fostering a culture of care, leveraging results, and fulfilling our aspirations.  

Highlights of the program include free online psychotherapy for employees and their dependents, a family support program, financial education initiatives, a physical activity platform, and free legal, nutritional, and social assistance, as well as ergonomic management. We also offer extended paid parental leave, including an additional 60 days of maternity leave and 15 days of paternity leave, applicable to both the birth and adoption of children and adolescents. 

GRI-3-3

Klabin values employee development and recognizes that continuous learning is essential to both business sustainability and performance. To develop learning experiences, we rely on the Klabin Business School (ENK), a Corporate Training area, which designs accessible, relevant, and innovative learning experiences that foster self- development, performance excellence, and drive the business strategy. 

In 2025, we launched EKOA, Klabin’s learning ecosystem. The platform was introduced during conventions for managers, coordinators, and specialists, expanding awareness among our leadership teams. Through EKOA, we provide learning and development journeys that promote the sharing of best practices and experiences, strengthening knowledge management and collective growth towards the future. The ecosystem brings together content, tools, and learning experiences within four core pillars: Administrative and Financial; Operational and Technological; Commercial and Strategic; and Leadership.  

The Administrative & Financial Pillar is designed to strengthen capabilities in business processes, internal controls, financial analysis, and corporate management. In 2025, more than 230 employees participated in learning journeys focused on topics such as Analytics, Procurement, Artificial Intelligence, and People & Management Business Partners. Artificial Intelligence training was a key highlight, with more than 1,000 course completions in Copilot 365 and Copilot Chat, including tailored immersion sessions for the Executive Board. Additional training programs covered topics such as Safety, Health and Well-being, Integrity, Resilience, and Sustainability, reinforcing Klabin’s values and key corporate practices. Training was also delivered in the areas of Safety, Health and Well-being, Integrity, Resilience, and Sustainability, reinforcing Klabin’s corporate values and essential practices. In addition, the third cycle of the Language Program was launched under this pillar, offering 50 employees access to a leading online learning platform. The initiative resulted in more than 500 hours of training and enabled 90% of participants to advance at least one proficiency level after 12 to 36 months in the program. 

Within the Operational & Technological Pillar, the focus is on equipping employees with the skills needed to achieve technical excellence, enhance safety, and drive innovation across operations. One of the flagship programs is PKE (Process Kaizen Engineer), designed to consolidate key continuous improvement concepts by integrating knowledge in problem-solving, maintenance, quality, and engineering. In 2025, the program trained more than 70 employees. Another initiative supporting the continuous improvement journey was the Japan Mission, which provided participants with valuable insights into the importance of synergy among Production, Quality, Supply Chain, and Projects, combined with organizational discipline, continuous improvement, process simplification, and people development. During a one-week visit, a group of three directors and two managers toured more than ten leading companies in the sector in Japan. 

In Paraná, Klabin’s Professional Qualification Center drives strategic workforce development initiatives, including Technical Apprenticeship and Technical Trainee programs, while strengthening partnerships with educational institutions. In collaboration with SENAI in Telêmaco Borba, the Company graduated the first class of Technical Apprentices in Pulp and Paper, achieving an 88% employment rate. In addition, more than 175 young people participated in Technical Apprenticeship programs in Pulp and Paper, Mechanics, and Administration. The six-month Technical Trainee Program focuses on developing technical, operational, and behavioral competencies, and has already trained 75 professionals. At the same time, Klabin’s partnership with SENAI and IFPR in Telêmaco Borba continued to foster closer integration between industry and education, resulting in more than 20 engagements with academic staff, involving approximately 30 teachers, as well as technical visits for over 300 students and 17 lectures that reached more than 400 students. These initiatives reinforce Klabin’s commitment to talent development by strengthening the local workforce and business sustainability. By connecting education, hands-on operational experience, and career opportunities, the Company helps build a sustainable pipeline of skilled professionals while generating a positive impact on the communities where it operates. 

Within the Forestry area, a key highlight was the training delivered to 335 operators as part of the Caetê Project. Additional training initiatives covered loading operations, road maintenance, silviculture, and maintenance activities, reaching 2,113 participants across 272 training sessions and totaling more than 17,200 hours of instruction. To support hands-on learning while promoting safety and innovation, virtual reality simulators and ETF (Forest Training Equipment) are used.   

In the Packaging area, we highlight: Technical Training in Flexography, Internal Instructor Training, Operational Technical Training, and Training in Safety, Quality, Production, Maintenance, and Cliché Making. This involved over 50,000 hours of training, in addition to the training highlighted above, and impacted more than 1,000 people. 

The initiatives under the Commercial & Strategic Pillar were designed to strengthen market insight, customer relationships, and expertise across Klabin’s product portfolio. In 2025, a series of Business Learning Tracks was delivered to develop both technical and behavioral skills further, including programs such as Commercial Connection Papers and E-commerce. These initiatives reached more than 60 employees and achieved an 85% applicability survey response rate. 

The Leadership Pillar adopted an integrated approach to developing leaders who can engage and inspire their teams while delivering sustainable high-performance results. Through a range of initiatives, the Company strengthened critical leadership competencies and reinforced behaviors aligned with Klabin’s culture. The Klabin Executive Program (PEK) trained more than 100 managers and achieved an average Net Promoter Score (NPS) of 96.3, reflecting a high level of participant satisfaction. Complementing this effort, the Every Klabin Leader is a Culture Leader workshop engaged more than 500 leaders. To support leaders transitioning into new roles, the Virando a Chave (Turning Point) Program provided training for 100 newly appointed managers and coordinators. Expanding the reach of leadership development even further, the Ser Líder (Being a Leader) Program trained 830 leaders in core topics such as culture, diversity, safety, and continuous improvement. With a focus on succession planning, Klabin also launched a new cohort of the Florescer (Flourishing) Program, designed to build a strong pipeline of future leaders for potential coordination positions. The 2025 cohort included 70 participants who learned more about culture, business, technical and behavioral topics, while developing an applied project throughout 2026. 

As a key self-development resource, Klabin’s ENK Portal—an online learning platform available to all employees—celebrated its 10th anniversary in 2025. To mark the occasion, a series of engagement initiatives were launched, including platform activations, ambassador recognition, a slogan contest, and engagement awards. These efforts drove a 280% increase in course completions in September. The platform featured 22 technical courses aligned with the needs of operational teams, 113 courses focused on Klabin Attitude competencies, five courses in English, and six in Spanish, reflecting the Company’s commitment to supporting employee development across all countries where it operates. Another noteworthy achievement is that 80% of the courses available on the platform were developed internally by employees, reinforcing Klabin’s commitment to effective knowledge management. 

In the area of people management and engagement, Klabin has been advancing its organizational culture through a structured approach since 2018. Following the update of its Mission, Vision, Values, and leadership skills in 2024, 2025 was marked by the consolidation of the Klabin Attitude, focusing on the practical experience of expected behaviors and strengthening the connection between culture, climate, and performance. The year also saw the implementation of the Strategic Culture Plan, which ensures greater clarity and adherence to the business context, structured in three areas: Rituals, Development, and Communication. 

In a context of financial discipline and structural investments — such as the boiler renovation and the forestry integration of the Caetê Project — Klabin Attitude has become firmly established as a key driver of strategy execution and the delivery of sustainable results.  

In the Rituals dimension, culture was embedded into key management practices, including business reviews, feedback sessions, strategic alignment meetings, performance management processes, and surveys.  

Following the 2024 Climate Survey, a governance structure was established to monitor action plans, engaging more than 170 managers and achieving a 95% participation rate, thereby strengthening leadership accountability for organizational climate management. As part of this ongoing effort, the 2025 Culture Pulse Survey was conducted, gathering feedback from more than 4,100 employees. The results showed stronger perceptions of the competencies Teamwork (86%) and Adaptability (80%), while highlighting opportunities for improvement in Efficiency (65%) and Proactivity (71%). These insights help to prioritize actions. 

In the Development dimension, efforts focused on strengthening leaders’ role as culture champions. The workshop “Every Klabin Leader is a Culture Leader” engaged more than 525 managers and coordinators, reinforcing their responsibility to lead by example, develop people, and inspire team engagement. These initiatives were further supported by the Klabin Executive Program (PEK) and the Business School. 

Throughout the year, the Communications dimension implemented a structured plan of thematic campaigns and engagement initiatives aimed at reinforcing desired behaviors and ensuring a consistent cultural narrative across the organization. Culture was also integrated into the Performance Management framework. 

The development of the Company’s culture has advanced in close alignment with its Administrative and Operational Performance Management processes, which are structured around two evaluation dimensions: Results, measuring the achievement of goals and deliverables, and Klabin Attitude, assessing how behaviors contribute to outcomes. This approach reinforces the role of performance as a cultural barometer. 

Operational Performance now includes a single evaluation cycle, covering approximately 7,000 operational employees, while the Administrative Performance process involved 4,584 professionals, including leaders and administrative staff. Both processes were supported by training initiatives, structured communication efforts, and post-assessment follow-up. As a result, the Performance Improvement Program was further strengthened, along with succession planning and the mapping of critical positions. In addition, a Recognition Guide was implemented to support ongoing practices that promote employee recognition and engagement. 

In 2025, Klabin's Attitude consolidated its role by supporting the execution of the strategy, reinforcing the Company's commitment to sustainable results, alignment between words and actions, and the continuous development of its people.