Management and engagement of professionals

Leaders committed to the continuity of Klabin’s strategic guidance and values.


Percentage of employees covered by collective bargaining agreements​


Klabin has collective bargaining agreements in all its units, covering 100% of our employees.

Turnover – total, by gender and age group

Cumulative turnover rate*2021202020192018
Less than 30 years of age31.227.8628.9627.83
Between 30 and 50 years of age12.7810.5611.3710.92
Over 50 years of age9.

Cumulative turnover rate*

Less than 30 years of age31.20
Between 30 and 50 years of age12.78
Over 50 years of age9.10

* Voluntary + non-voluntary turnover is considered

Voluntary turnover rate

Less than 30 years of age3.43.363.322.19
Between 30 and 50 years of age1.871.951.961.6
Over 50 years of age0.3901.070.490.5

Voluntary turnover rate

Menor de 30 anos3,4
Entre 30 e 50 anos1,87
Mais que 50 anos0,39

In 2021, Klabin hired 754 more employees than it dismissed in the same period. Of this number, 666 were women, representing an 83% growth in relation to the number of women hired in 2020. This also means that we hired 120% more women than we dismissed in the same period. These figures demonstrate the Company’s accelerated growth and the reflection of our actions to increase diversity in our operations. The under 30 age group was the one with the highest number of hirings in the last year (61% of the total), and therefore also has the highest turnover rate.

We saw a 9% drop in voluntary turnover of men when compared to 2020 and 2% when compared to 2019 and an 8% increase of women compared to 2020 and a 9% decrease when compared to the 2019 results.

Number of new hires by gender and age group

Less than 30 years of age2,1441,4561,3761,511
Between 30 and 50 years of age1,275936885812
Over 50 years of age76725750

Number of new hires by gender and age group

Menor de 30 anos2,143
Entre 30 e 50 anos1,267
Mais que 50 anos76

Percentage of open positions filled with internal candidates - by gender and age group

Less than 30 years of age5%
Between 30 and 50 years of age7%
Over 50 years of age0%

Average hiring expenses per employee


In 2021, we had 35% of positions filled with females. Of the new hirings, 61% are concentrated in the under-30 age group, a reflection of the Company’s actions to strengthen the pipeline of new talent, followed by candidates from 30 to 50 years old. We had 10% of the positions filled with male internal candidates, as most of our vacancies are concentrated in our operations, which have a mostly male base. Of these internal moves, 6.7% were concentrated on professionals from 30 and 50 years old.

The average cost per hire includes the maintenance of platforms for attraction and management of the selection processes, costs with the application of assessments and outsourced consultancies for the selection of professionals.


Klabin’s Remuneration Policy aims to: – align the interests of employees with the Company’s and Shareholders’ strategy; – allow the compensation of our employees to be competitive and attractive when compared to the market; – recognizing the efforts of Klabin’s high-performance professionals, encouraging a meritocratic culture, in addition to attracting and retaining talent in the Company, and: – ensuring that Executive compensation reflects our short- and long-term results, in addition to their individual performance.

We rely on the consulting firm Korn Ferry do Brasil to carry out an annual salary survey. This survey is made up of companies with similar characteristics to klabin, and recognized in the market.

We use this data to analyze the competitiveness of our compensation practices, as well as establish any need for salary readjustments for our professionals.

The Company has a short-term incentive program as an incentive to achieve results and payment is linked to the achievement of indicators. In addition to short-term incentives, Klabin has long-term incentive plans aimed at all professionals with the aim of aligning with the interests of the business and shareholders.

Ratio of the organization's lowest salary to the local minimum wage, by gender​

Correia Pinto1,571,741,651,651,51,671,241,24
Sao Paulo*2,42,051,81,961,811,981,841,84
Feira de Santana**1,451,511,412,051,442,11,432,41
Forestry (OC and MA)1,161,161,321,321,161,311,161,28
Franco da Rocha1,81,8      
Monte Alegre1,391,391,71,71,311,361,751,75
Otacílio Costa1,511,511,161,161,441,441,691,24
 Rio Negro1,471,471,391,391,391,391,411,41
Rio Verde1,331,33      
Sao Leopoldo****1,231,571,031,471,031,231,241,24
Klabin in general1,021,021,021,021,021,021,031,03

The data show all Klabin units in December 2021, as well as the minimum salary used (R$1,100.00).

Note: in these operational units, the lowest salaries correspond to different positions in each gender, which justifies the difference in the proportion in relation to the minimum wage.

* for Administrative Assistant I and Receptionist

** for Production Assistant I and Storekeeper I

*** for Operator I Expedition and Storekeeper I

**** for Expedition Assistant I and Production Assistant II

The minimum wages paid by Klabin are union negotiation, established in a meeting together with the employees, and refer to the respective representative categories, regardless of the importance of the unit. At Klabin, these salaries are above the national minimum salary, and we respect the regional floor and the floor established in union relations for our operations.

We recommend that employment contracts with third parties follow the requirements set out in the CLT and in accordance with the respective collective agreements, when applicable. There is no gender distinction to establish these values. The difference in the proportion in relation to the minimum wage corresponds, therefore, to the salary reference of different positions in each gender. Calculation memory adopted: – the proportion is related to the federal minimum wage in force in December/2021; – the following units were consolidated: Jundiaí (K101 and K102), Lages (K301 and K302) and Goiana (K112 and K303). MA02 was considered in the Forestry operational unit.


Performance evaluation

Our Performance Assessment process is carried out annually and allows for a more frequent monitoring of the performance and potential of our employees.

It is carried out through the SuccessFactors system, where the main deliverables agreed upon in the contracting of goals, challenges and the #AtitudeKlabin (connection with our Culture) are evaluated.

In our performance evaluation, our main objective is to drive the continuous development of our employees, to allow monitoring of performance and potential, in addition to being a device that encourages the practice of conversations about careers.

As a step we have:

  • the contracting of goals and one of our drivers is our strategic planning and the Klabin Goals for Sustainable Development (KODS), so that we keep our culture alive by strengthening our #Klabin Attitude.
  • self-assessment that follows and the employee starts in the system considering deliveries and Klabin’s Attitude skills.
  • as a next step, we have the assessment of the manager who performs the same exercise as above, adding the performance assessment (below/under development; conforming; or above/exceeds expectations), potential assessment (adequate; potential; or high potential) in addition to the nomination of succession for leadership positions.
  • at the end of the year, we entered the stage of a calibration committee specific to each area to discuss together with managers about each employee on the team. This dynamic is important to enrich discussions and broaden the view of evaluations through different perceptions of peer managers. • Next, we have the Feedback stage, which focuses on deliveries and behaviors at Atitude Klabin, in addition to general comments from the committee.

We understand that post-committee feedback and career conversations are inputs that facilitate the construction by the employee of an individual development plan to address gaps and strengthen relevant skills related to the function, business or Company.

For us, feedback is live and continuous and must always be present in our daily lives. Once the Performance Cycle feedback period is over, this is the moment for the employee to design his PDI (Individual Development Plan). This is an important tool for career management that guides reflection in order to create conditions for its development. Through it, it is possible to act on opportunities for evolution or to strengthen even more the points that are already highlighted. A check point is made so that managers can constantly monitor performance, provide feedback, in addition to monitoring the Individual Development Plan (PDI) of their teams.

In 2021, we evaluated 680 employees at coordinator level and above, divided into 25 calibration committees. As for the administrative public, we evaluated 3741 employees divided into 112 committees.

Incentive programs

 type of incentiveProgram nameTarget AudienceDescription
 Short-term Incentive (ICP)Management Profit Sharing
Program (PPRG)
managers, coordinators and specialists
Profit sharing program, with a
value calculated based on the performance achieved in the annual goals in
line with Klabin's Sustainable Development Goals, in addition to the
company's financial results for the period.
 Short-term Incentive
Profit Sharing
Program (PPR)
All employees,
except: apprentices, interns, temporary workers and outsourced workers,
dismissed for just cause, retired due to disability and employees eligible
for the PPRG.
that extends profit sharing to other employees, with a value calculated based
on the performance achieved in the targets contracted by the PPRG public.
Long-term Incentive (ILP)ILP
and non-statutory directors
 This program is conditioned to the
generation of value for the Company based on the TSR (Total Shareholder
Return) indicator in relation to the cost of equity (KE). The value
corresponds to 25% of the executives' ICP target and the vesting is 5 years.
Long-term Incentive (ILP) ILP Performance All employees, except directors.The
program consists of the option for employees to convert a percentage of their
annual PPR/PPRG value according to their position, a maximum of 10% for
analysts, 25% for managers and 40% for senior managers. It is based on units
(KLBN11) with 3 years vesting.

Employee support program

Our employees have medical and dental assistance, an agreement with pharmacies, transportation and food benefits, life insurance, day care assistance and school supplies, extended parental leave for employees, among others.

With a view to caring for emotional health, from 2020 onwards we will provide our employees with free online therapy

Wellness programs and benefits - by topic

At the head office (city of São Paulo), employees can flexible
their time of entry and exit in the work environment.
 home officeDue to the pandemic, all employees in the administrative area
started working from home.
Daycare or other benefits for childrenReimbursement of day care allowance or babysitting allowance to
employees or widowed employees.
leave above the minimum established by law
20-day extension of paternity leave for parents
leave above the minimum established by law
Extension of 60 beyond 120 days of maternity leave
Mother space: breastfeeding rooms are in operation at the units in
Ortigueira, Monte Alegre, Office Headquarters and Goiana, ensuring privacy,
hygiene conditions, comfort, tranquility, safety and conditions for storing
and cooling breast milk. Another 7 units are implementing the space, with the
appropriate architectural projects and budget.*
(wellness and physical activity platform - employees and dependents)
6483 assets on the platform
for children (action for employees' families and children)
5,900 views and 2,969 messages

* In 2022, the Facilities area is developing a Guidebook with architectural guidelines for inclusive spaces, including the implementation of these nursing rooms, with the support of Facilities.

Maternity and paternity leave

 Total number of employees
who took leave
Total number of employees who returned to work, in the reporting
period, after the end of the leave
Total number of employees who returned to work after the leave
and who were still employed 12 months after returning to work
Return rateMen100,00%100%100%100%
Retention rateMen93,61%97%96%88%

We extend parental leave to all genders, including in cases of adoption and home relationships, making it easier for mothers and fathers at this important time in their lives. Retention indicators above 90% reinforce how relevant this benefit is. The percentage of women stands out, at 94.57%.

Private Pension Plan

The pension plan is managed by a private and independent entity, in which there is no obligation for the company to have a cash liability to ensure the pension. All professionals, regardless of position, can participate by making voluntary contributions. The company’s contribution has the following modalities: – positions whose salary is less than R$4,736.00 and aged over 55 years: payment of up to 6 times the salary, made when necessary.

The employee does not pay the benefit, and: – positions with a salary higher than R$4,736.00: the employee can contribute with percentages from 1% to 9% of his salary. Klabin’s counterpart varies from 100% to 150% of the employee’s contribution, according to their length of service.

Management of the topic

In 2021, we revamped our Careers portal, casting a stronger focus on our principles, values, and also on all the opportunities available in the Company.

For the 2nd consecutive year, we launched the Social Internship Program – Integra Klabin – in which we hired 40 more college students whose maximum family income is up to three times the minimum wage. The purpose of this program is to expand the access of low-income students to an internship program with a structured developmental path, in addition to contributing to a diverse and inclusive environment. We were able to take advantage of early hiring with 41% of the interns hired in 2020.

We held the 1st Klabin Career Week, with the purpose of expanding the role of the manager in career discussions, providing clarity in next steps, and allowing the employees to take ownership of their journeys in building their own careers. Participation included more than 2,500 employees and 5,800 hits to the Week’s content in the Business School Portal.

We revitalized the Integration model by standardizing the information, main processes and standards, as well as including a board game that gives new hires a more comprehensive perspective of the Company’s production chain. We consider such action an important way to welcome and stimulate the new employee. Emotional Health has been a focus topic for the last two years at Klabin.

We expanded the offer of psychological care for employees and their dependents by implementing several spaces for listening and dialogue. We consider it essential to have, in all instances, integral handling of issues that require specialized care and service.

In 2021, we advanced in several actions to improve the Klabin Work Experience. These actions involved processes such as: Integration, Internal Recruitment, Health and Well-being, Career and Development, and Recognition and Meritocracy. At the end of 2021, we performed another measurement and our favorability indicator remained at over 80%.

The Diversity agenda was present throughout several actions in 2021. We highlight our association with MOVER (Movement for Racial Equality), a commitment that projects a future with more black leadership, job creation, and effective transformation actions. We also became signatories to the Brazilian Forum of Companies and LGBTI+ Rights, an articulation of more than 100 companies around the commitment to respect and promote LGBTI+ human rights in the Brazilian business environment and in society.

We also applied a new Culture thermometer across the entire organization in 2021. As such, we identified the strongest and most recognized drivers and established the action priorities for the coming year. We also held the first Coordinators and Specialists Convention, an opportunity to meet for strategic alignment with Klabin’s leadership. This convention is already an annual action held with the management group.

Our Performance Assessment process is carried out on an annual basis and allows for a more frequent monitoring of the performance and potential of our employees. Succession mapping is a very important process derived from the Performance Cycle and has contributed to leverage internal career movements. It is an increasingly mature and consistent process that offers a more systemic look at the organization’s talents. It is worth highlighting the succession results for the board. Currently, the Board of Directors is composed of 89% of people who came from internal employment, and of the eight new management positions opened at the beginning of 2022, 100% were filled by internal professionals, with 75% of these professionals being part of the Program Development Acceleration. This program was launched in 2019 and has 22 participants who were mapped as potential successors to the Board of Directors through our Performance Cycle. All participants undergo an assessment and the overall result contributes to the definition of actions for the entire group (cross actions), which last year culminated in Training in Business Strategy and Corporate Governance. In this program, there is also a focus on customized individual actions and career conversations aimed at effectively monitoring the Individual Development Plans (PDIs). To see the Performance Cycle, read Performance Assessment and Incentive Programs.

Also in relation to the preparation of successors, it is worth mentioning the Florescer Program, launched in 2021 with the objective of feeding Klabin’s leadership pipeline for coordination positions. Aimed at specialists, supervisors, engineers and analysts in the areas of Production, Maintenance, Quality and the like, it operates on three pillars: business, technical (with applied project) and behavioral, in addition to having mentoring carried out by internal managers. The pilot class was held from June to November, and had 20 participants, 60% of whom were women. Result: more than 120 hours of training, 93% satisfaction and four improvement projects implemented. In September, the second class began, which will end in March 2022.

Undertaking goals linked to the topic by executives

Total executives230153

Updated and verified on: 06/28/2022