Management of the Production and Logistics topic
The Production and Logistics topic, as well as its management, is one of the material topics included in Klabin’s Sustainability roadmap, with internal goals aligned with the strategic and expansion planning for the Company for 2030.
In 2020, with the COVID-19 pandemic, this goal became even clearer. Klabin’s products are focused mainly on the industries in the essential goods segments, such as processed and fresh foods, health and personal hygiene, among others. In a year of record-breaking exports, the Company faced a great challenge to prioritize new works, optimizing its management in production and logistics to prioritize the supply of the domestic market and national customers during this emergency period, in addition to the challenge of following the protocols and continue taking care of people, partners and suppliers, especially the small ones.
As for the integrated planning, the Company reorganized and restructured its S&OP (Sales and Operations Planning) system. In this sense, a new Pulp and Paper sales process and tool was established as the first step in the development of the tool and review of the Company’s S&OP process.
Halfway through 2021, S&OP’s Go-Live was launched, together with the challenge of planning Puma II startup and increasing synergy in the chain as a whole, enhancing opportunities and improving decision-making.
In addition to these efforts, as a complement to the advances of the Puma II Project, there was also the signing of the concession for the Pulp Terminal at the Port of Paranaguá, following the bidding process in which the Company won a warehouse in the port of Paranaguá, over an area of more than 27,000 m², for a period of 25 years. With the operating license expected to be issued in the end of 2021, the Company plans to begin construction in the first six months of the year.
All of these initiatives contribute to the optimization of operating costs, increased value generation for our customers and Klabin’s Global expansion, streamlining resources and processes of the company and its partners.
In 2021, 25% of the executive directors currently have a variable compensation tied to Production and logistics performance. Apart from them, 237 leaders (from consultants to managers, which represent 34% of them) also managed to develop variable compensation tied to the company’s specific goal.