Occupational health and safety

Safe and protected work environments to promote people’s integrity, health and physical and psychological well-being in the performance of their duties and in the course of their lives.

KODS 2030


Keep the accident frequency rate with (own and contractors) below 1 


Accident frequency rate of direct employees (per million hours worked
 

  2019 2020 2021 2022 2023 (Preview)
Employees 2.98** 2.67 2.07 1.59 1.49
% reduction YoY 26% 9% 22% 23% 6%
Coverage 100% 100% 100% 100% 100%

** Decimal changes in 2018 and 2019 as some units revised data in 2022.

*calculation: ACA x 1,000,000/hht

In 2023, the frequency rate of lost-time accidents decreased to 50% compared to 2022. Over the five-year period, this reduction represents 50%, and our goal is to reach a rate below 1 on a sustainable basis, as we believe that a reduction in lost-time safety events indicates efficiency in the work to strengthen our Management System and, consequently, safer operations. 

Regarding progress in 2023, we had strong Safety drivers, especially in:

 

a) Beginning the implementation of a management system that acts to prevent, prepare for, mitigate, respond to and restore catastrophic energy releases related to a process.

b) Segregation of People from Moving Equipment (SPEM): definition of a methodology for assessing the organization's opportunities and risks in relation to traffic situations in a standardized and methodical way.

c) Digital WP/JSA: innovation project to digitize and restructure the system of Work Permits and Job Safety Analysis (WP and JSA), so that these preventive tools, which can save lives, become simpler, more interactive, digitized and reliable in all of Klabin's Businesses.

d) Defensive driving: beginning of the standardization of defensive driving training for all units.

e) Improvement of the OHS management system, generating greater robustness in the occupational health and safety management system in line with ISO 45001 by reviewing existing procedures and drawing up new ones.

In addition, S-Day was implemented, a day when all the units dedicated their time to talking about safety. The event took place on July 27.

 


Frequency rate of indirect employee accidents (per million hours worked)

  2019 2020 2021 2022 2023 (Preview)
Employees 1.82 1.59 1.31 1.11 0.99
% reduction YoY 33% 13% 18% 26% 11%
Coverage 100% 100% 100% 100% 100%

*calculation: ACA x 1,000,000/hht

In 2023, we had a decrease in the accident frequency rate for indirect employees. Over a five-year period, this reduction is 54%, the result of work to consolidate the efficiency of the Occupational Health and Safety Management System (OHSMS), starting with the review of the contractor management policy, which began in 2020.

 We are continuing the work started in previous years to implement and monitor the Performance Program through preventive actions, risk management, a campaign calendar and safety inspections. 


In the new performance program format implemented in 2022, we have defined that the COMSECON (Contractor Safety Committee) score will become a hiring criterion for corporate recognition, thus leveraging the partner companies with the greatest positive impact.  One of the benefits of the new approach is the increased engagement of contractors in our reporting tool, in which contractors can record "unsafe conditions", "active care", "safe decisions" and "incidents".

KODS 2030
 

Zero lives changed* of own and contracted employees 

  2020 2021 2022 2023 (Preview)
Number of lives changed 5 8 6 5

 

In 2023, five lives changed related to Moving Equipment and Machine Upgrading, a critical point in our process. Strategic efforts are being aimed at changing this scenario:

  • Segregation of Persons from Moving Equipment (SPEM): definition of a methodology for assessing the organization's opportunities and risks in terms of traffic situations in a standardized and methodical way. Training was also provided for all of Klabin's occupational safety teams on the Segregation of People and Mobile Equipment system.
  • Implementation of a management system to prevent, prepare for, mitigate, respond to and restore catastrophic energy releases related to a process. 
  • Systematic improvement of the risk management methodology - PGR, to ensure compliance with the minimum legal requirements, focusing on the new NR01. Updating the standard is contributing to the standardization of PPE (Personal protective equipment) deliveries based on the exposure to hazards of the employee's position.
  • Analysis of occurrences with to standardize a new system for classifying accidents in the company, in line with industry practice, as well as proposing formats for investigating accidents according to their criticality and using presentation meetings to share lessons learned and promote coverage of all the main occurrences in our units.

In addition, we are continuing the initiative started in 2022 to improve the energy blocking system, developed in conjunction with the units, in order to evolve the operating culture and discipline in energy blocking.

*The lives changed concept was introduced in 2019 and refers to significant effects caused by occupational and process accidents that are considered very serious and permanent involving people. ²Blocking dangerous energies: all equipment with the presence of power (not just electrical power), must be blocked with padlocks, locks or chains and safety rules must be carefully followed during any intervention.  

KODS 2030

 

Maintain the severity rate of accidents with own and contracted employees below 50


Severity rate of direct employees (per million hours worked)
 

  2019 2020 2021 2022 2023 (Preview)
Employees 84 118* 444 82 269
Coverage 100% 100% 100% 100% 100%

 

In 2023, there was an increase in the severity rate due to a critical event that caused a fatality at one of our units. We have started and continued important projects to improve the company's safety, all of which aim to make Klabin's operations 100% safe:

  • Standardization of the Emergency Response System at Klabin S/A units in accordance with national standards and best practices, ensuring traceability, availability, efficiency and agility in Emergency Management.
  • Start of the NR12 (Machine Protection) and NR10 (Safety in Electrical Installations and Services) Regulatory Standards Committee. The committee's aim is to undertake a diagnosis, verifying the need for adjustments and investments, collaborating with future investment approvals and making our operation ever safer.
  •  Start of the roll-out of a management system that works on the prevention, preparedness, mitigation, response and restoration of catastrophic energy releases related to a process.

  • Segregation of People vs. Mobile Equipment (SPEM): establishment of a methodology for assessing the organization's opportunities and risks in relation to traffic situations in order to conduct a survey of hotspots, safe routes for pedestrians, and signs for access and use of cell phones in the areas, for all units; Prohibition of pedestrian movement in maneuvering areas, simultaneously with the operation of moving equipment; Training on the topic of Segregation of People vs. Moving Equipment and multiplication of best practices; Inclusion of the topic in the strategic action plan system and management of actions.
  • Continuing the work that began in 2022 regarding energy blockades, building a strategy with the units for the evolution of the culture and discipline of operation in energy blockades.

 

Severity rate of indirect employees (per million hours worked)
 

  2019 2020 2021 2022 2023 (Preview)
Employees 120 216* 60 30 403
Coverage 100% 100% 100% 100% 100%

 

In 2023 we had an increase in the severity rate due to two fatalities and two lives changed at our units. All the actions developed by Klabin are aimed at integrating contractors. 

In 2023, we continued the work started in previous years to implement and monitor the Performance Program by means of preventive actions, risk management, a campaign calendar and safety inspections. 

The new management process format implemented in 2022 defines the COMSECON (Contractor Safety Committee) score as a hiring criterion for corporate recognition, thus boosting the engagement of partner companies. As a result of the new methodology, there has been an increase in contractor attendance at our reporting tool, where contractors can record "unsafe condition", "active care", "safe decision" and "incidents".

 

KODS 2030


Achieve a more advanced level (Generative/Sustainable) in the Hearts and Minds methodology or equivalent
 

Percentage of units, by maturity level
 

  Units 2020 2021 2022
Pathological 0 0% 0.00% 0
Reactive 11 29% 38.00% 26%
Calculating 10 32% 34.00% 61%
Proactive 2 4% 7.00% 10%
Generative 1 4% 3.00% 3%
Under assessment* 5 32% 17.00% 0%

 

In 2023, there was no assessment in the units. The units focused on developing the opportunities identified in the previous diagnosis to drive our cultural evolution. With the PTC (Cultural Transformation Plan), actions are being implemented on a daily basis and monitored via PLAK. In addition to monitoring the PTCs, we have also developed an internal calibration protocol to verify the effectiveness of the actions undertaken post-diagnosis, presenting a progress trend table by dimension. Internal calibration helps in the process of continuous improvement. The first unit to undergo internal calibration will be Jundiaí DI in December of this year. The other units will undergo internal calibration in 2024.


Undertaking goals linked to the topic by executives
 

  2022 2021
Managers 62.0% 63.0%
Directors 100.0% 75.0%
Total executives 503 442
Topic Action
Identification of Hazards and Risks In 2022, a team focused solely on process safety was created, a strategy for preventing accidents, especially those related to leaks, loss of containment, and uncontrolled operational processes. Klabin has experts in the field of risk analysis for processes, as well as accident and incident investigation and procedure development. Moreover, with the changes to Brazilian legislation, the risk identification and evaluation process was updated through the Risk Management Program (PGR), which recognizes hazards, analyzes and assesses risks, and defines applicable control measures to create action plans based on activities to be prioritized, contemplating the inventory of physical, chemical and biological, ergonomic and accident risks.
Prioritization and integration of action plans In 2022, the Company consolidated the Genu platform as an integrated management system for OHS action plans. From there, the actions related to OHS topics such as safety culture, critical activity requirements, process security and other improvements related to the topic must be managed by the system. Finally, the fulfillment of the action plans focused on OHS were defined as part of the targets of the Company's business coordination, management, and executive board, driving all of our units to work in an integrated manner along with progress monitoring.
Integration of actions for response to emergency situations Throughout 2022, a major investment was made in training the operations fire team, exceeding 160 training hours. Topics covered included pre-hospital care (APH), fire with flammable products and rescue.
Assessment of progress in risk reduction and prevention  The advancement of actions in the risk identification and evaluation process through the Risk Management Program (PGR), which recognizes hazards, analyzes and assesses risks, and defines applicable control measures to create action plans based on activities to be prioritized, contemplating the inventory of physical, chemical and biological, ergonomic and accident risks
Internal audits Completion of the Critical Activities Requirements Audit (RACs), which allows the identification of the level of robustness and safeguards in the production system with respect to risk management. The audit process involved internal and external auditors, with a duration of six months and more than 3,000 hours of work invested to consolidate the management evaluation through the Critical Activity Requirements. As a result, there was an evolution of 13.19% compared to 2020. This management system is based on compliance with ISO 45001:2018, being prepared for certification of all units. 
External Assurance Hazard and risk management is guided by ISO 45001:2018. Klabin has six certified units that are still valid according to the audits conducted in 2021.
Procedures for investigating accidents, incidents, and work-related illnesses The internal procedure for investigating accidents in all the Company's businesses was consolidated, with 100% of the work accidents investigated and their causes known. The technical team has access to learning the world-renowned Incident Cause Analysis Method (ICAM) in order to generate lessons learned and knowledge for the Company, as well as to mitigate the repetition of errors and failures. The procedure flow for reporting potentially serious and fatal occurrences has been restructured, and the lessons learned from the events are shared with the other units through comprehensive action plans. The safety reporting tool, implemented in 2021, was consolidated, functioning as an open channel for communication of unsafe conditions, incidents, active care, and safe decisions for employees, visitors, and contractors. Reports coming directly from employees provide an opportunity to reduce unsafe conditions and address incidents, as well as to recognize and support safe decisions and active care.
Employee training Throughout the year, there were developments related to the Life Protection Policy, with actions aimed at Klabin's public, both internal and contracted.   
 In particular, as part of the Leadership Journey, the topic of safety is addressed in the Ser Líder Program, which focused on the Life Protection Policy in 2022, providing an opportunity to have meaningful conversations and reinforce the Policy's measures.  Also as part of the training, a milestone in 2022 was the provision of training in blocking dangerous energies in a systematized and interactive manner (ENK Portal), considering theory and practice, connected to the training matrix of the employees who perform activities that involve this risk.  Finally, continued employee training in safety tools covering safety in focus, safety reporting, safety dialogue, work permits, and work safety analysis has been maintained.
Criterion for purchases and contractual requirements. In 2022, in conjunction with the National and International Logistics area, a new format for unifying and improving the management process was developed, with the revision of the minimum requirements notebook and the criteria of the Contractors Committee, with all units practicing the new method. The COMSECON (Contractors Safety Committee) score has also become a purchasing criterion for corporate recognition, and we empower partner companies that prioritize and look after their people. Finally, the safety reporting tool was consolidated, implemented in 2021, which functions as an open channel for communicating unsafe conditions, incidents, active care, and safe decisions for employees, visitors, and contractors. Reports coming directly from employees provide an opportunity to reduce unsafe conditions and address incidents, as well as to recognize and support safe decisions and active care. In addition to the revision of the minimum requirements book and the standardized performance criteria for the contractors, the supply (purchasing) area also developed the corporate standard that included the standardized criteria for contractor performance (COMSECON).

GRI-403-9

Occupational health and safety rates and figures
 

  2022 2021 2020 2019 2018
Number of fatalities as a result of work-related injuries 0.00 2.00 1 0 3
Rate of fatalities as a result of work-related injuries 0.00 0.03 0.02 0 0.07
Number of high-consequence work-related injuries (excluding fatalities)* 6.00 6.00 2 0 3
Rate of high-consequence work-related injuries (excluding fatalities) 0.08 0.09 0.04 0 0.07
Number of recordable work-related injuries** 102 112 117 132 158
Rate of recordable work-related injuries*** 1.34 1.70 2.18 2.46 3.41


Occupational health and safety rates and figures – direct employee
 

  2022 2021 2020 2019 2018
Number of fatalities as a result of work-related injuries 0.00 2.00 0 0 0
Rate of fatalities as a result of work-related injuries 0.00 0.06 0 0 0
Number of high-consequence work-related injuries (excluding fatalities)* 5.00 2.00 1 0 5
Rate of high-consequence work-related injuries (excluding fatalities) 0.14 0.06 0.03 0 0.05
Number of recordable work-related injuries** 57 70 78 87 111
Rate of recordable work-related injuries*** 1.59 2.07 2.67 2.95 3.98


Occupational health and safety rates and figures – indirect employees
 

  2022 2021 2020 2019 2018
Number of fatalities as a result of work-related injuries 0 0.00 1 0 3
Rate of fatalities as a result of work-related injuries 0 0.00 0.04 0 0.17
Number of high-consequence work-related injuries (excluding fatalities)* 1 4.00 1 0 3
Rate of high-consequence work-related injuries (excluding fatalities) 0.02 0.12 0.04 0 0.17
Number of recordable work-related injuries** 45 42 39 45 47
Rate of recordable work-related injuries*** 1.11 1.31 1.59 1.82 2.73

* Lost-time accidents that left employees on leave for more than 6 months.
** Lost-time accidents.

*** Accidents with leave x 1,000,000/hht

The rates of reportable occurrences decreased, indicating the contribution of significant safety work to the Company. Part of this work includes the implementation of the Life Protection Policy, strengthening the work on Critical Activity Requirements (RACs), development journeys with leadership, and increased resolution of safety reports. In terms of safety culture, the use of the Heart & Minds¹ Methodology was consolidated in 2022 throughout Klabin through diagnoses and calibrations of safety culture levels.  ¹The Hearts and Minds (H&M) methodology consists of a culture diagnosis. It is used to identify how the Occupational Health and Safety Management System (SGSSO) is working in practice through the analysis of indicators, effectiveness of safety tools, interviews, questionnaires and focus groups with all levels of the organization. After this diagnosis, goals and strategic planning are developed to advance safety maturity.


GRI-403-10

Occupational illness rate involving direct employees (per million hours worked)
 

  2022 2021 2020 2019 2018
Employees 2.78* 0.00% 0.06 5.83 3.43
Coverage (% of employees) 100.00% 100.00% 100.00% 100.00% 100.00%

*calculation: ACA x 1,000,000/hht


Number of cases of reportable occupational diseases involving direct and indirect employees (by region)
 

  2022 2021 2020 2019 2018
North 0 0 0 0 0
Northeast 0 0 0 1 1
Midwest 0 0 0 NA NA
Southeast 1 0 1 0 0
South 9 0 1 16 9
Total 10 0 2 17 10

In 2022, with the resumption and normalization of social security examinations delayed due to the Covid-19 pandemic in 2020 and 2021, there was an increase in the number of cases classified as occupational diseases by the highest authority, the INSS. Klabin maintains its action plan, analyzing the cases in health and ergonomics committees to prevent potential diseases and challenge the causal link between work and the diseases, awaiting the social security decision.
 *This number was calculated based on the manhours worked (HHT) from 2022.

GRI-403-3

Occupational health services
 

In 2022, the communities where Klabin operates were still under the impact of the covid-19 pandemic, with more expressive numbers in the first quarter due to the omicron variant. Therefore, the meetings of the Company's Medical Committee were maintained, contributing to the protocol and guidelines with general hygiene measures, strong monitoring of cases and intensification of campaigns on the importance of immunization and booster doses. The year 2022 ended with 99.3% of employees immunized with two doses and 77% with the booster dose. In the period there was also an incentive for vaccination against the flu, a campaign carried out annually in all units. All procedures were updated and the team underwent training and recycling and strengthening of important processes for effective management of employee health.

There is also a Primary Care Program - APS - in some units. The concept is care provided by a specialist in family medicine, with the individuals' first level of contact with health care with an integrated perspective, constituting a continuous care process that can meet 70% to 80% of the health needs of a person throughout his life. The program offers employees follow-up throughout the care cycle, from health promotion and from disease prevention to rehabilitation, based on encouraging healthy practices and lifestyle changes, with the aim of controlling and reducing risk factors for most prevalent diseases.

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Programs and associated health benefits - by topic
 

Program/Benefit Roof
Psicologia Viva (online psychotherapy for employees and dependents) 12,037 services performed
Employee Assistance Program 444 program links
Outubro Rosa - % of Employee Adherence 24.56%
Outubro Rosa - % Adherence Dependents 9.63%
Novembro Azul - % of Employee Adherence 14.74%
Novembro Azul - % Adherence Dependents 10.49%

 

GRI-403-6


Occupational Health Promotion

The Viver Bem Program, in 2022, had its actions strengthened with the insertion of new initiatives, in addition to the support of those initiated in 2021. The program continues with the objective of comprehensive and preventive care for employees and their families, encouraging them to maintain health, offering support for improving lifestyle, promoting health and well-being and improving the quality of life in the work environment, contributing to a culture of care, a more sustainable and safe future.

The program's actions are based on four pillars:


Physical health:

In addition to the campaigns and the continuity of ergonomic actions, in August there was an action dedicated to stimulating physical activity, “KM Solidário”, which also provided the engagement of employees and their dependents in the social aspect, since there would be a donation for a charitable entity if the objective of reaching 70 thousand kilometers in 30 days was achieved. The goal was surpassed, reaching 107 thousand kilometers, resulting in the donation of R$ 15,000.00 to the entity Gerando Falcões.


Emotional Health:
 

- The online psychotherapy service remains available to employees and their dependents, at no cost and without session limits, through the partner Psicologia Viva. In this cycle, there were campaigns focused on boosting access to the platform, mainly with a preventive focus, which resulted in a 62% increase in consultations.

- The Employee Support Program (PAE) continues to be granted to employees and dependents. It gives access to confidential support or advice in the legal, psychological, social and financial areas and to actions to reinforce benefits, there was a 35% increase in adherence compared to the previous cycle.

- In this cycle, actions focused on psychoeducation for different audiences were continued. For leadership, in partnership with the Journey of Leadership, eight meetings were held with 508 participants, with the aim of raising awareness about the importance of self-care and prevention, reinforcing the role of the leader as a promoter of his own mental health and that of the your team. During the Journey, there were also mentorships to deepen the theme, in addition to the launch of a mental health card for leadership. This year, training continued for the medicine, nursing, social workers and BP teams, in addition to more than 20 conversation circles for awareness, prevention and self-knowledge in different units and levels, with more than 400 participants. And to promote standardization and agility in dealing with psycho-emotional discomforts in the teams, a flow was created to support referrals to the care line and support channels.

- With the objective of bringing information about prevention, naturalization of the theme and reduction of stigma, two campaigns focused on prevention in mental health took place, among them a specific one for suicide prevention, in addition to safety dialogues with the operations.

- In 2022, Klabin remained a signatory of #MenteEmFoco, a movement of companies and institutions that recognize the importance of mental health in the work environment, coordinated by Rede Brasil of the UN Global Compact. The objective is to incorporate and monitor actions every six months, in addition to keeping this subject on the permanent agenda of organizations and inviting them to act for the benefit of employees and society, combating social prejudice and the taboo on the subject.


Financial health:

In 2022, the actions started in 2021 continued and, in this cycle, due to the relevance of the theme, financial health became a pillar within Viver Bem. Among the actions, there was the revitalization of the Financial Education Trail, connected to the long-term incentive strategy (ILP) for all on the Klabin Business School Portal. The track has six hours of behavioral and technical content, such as financial intelligence, planning, even investments and preparation for the future. Podcasts, campaigns and safety dialogues were also produced, reinforcing the importance and support for the topic. The Company continues to offer consultations with financial educators, which can be carried out individually.

 

Social Health:

In addition to the support channels, the Klabin Pregnant Women Program was launched, designed to take care of and accompany employees in the process of pregnancy, from the moment they discover they are pregnant until they return to work.

The management of Occupational Safety is foreseen in the Occupational Health and Safety Management System procedure, structured under three pillars:

1. Facilities: Ensure equipment safety and reliability. Improve and maintain the work environment offered to professionals;

2. Management/Method: Continuously improve how safety is handled in the routine. Keep a critical eye on the accident prevention and mitigation procedures by creating and reviewing policies, guidelines and requirements; and

3. People: Value good practices and encourage employees to care for one another. Train them on rules and procedures, in addition to bringing leaders closer to the routine.

The safety culture is developed and evaluated continuously through the Hearts & Minds methodology and is supported by the Life Protection Policy that aims to nurture a just culture*, which cares for the well-being of employees and the business strategy, transforming failures into learning that drives safer processes and activities throughout Klabin.

*Just culture: A term debated by Sidney Dekker that aims to identify and address systems problems that cause individuals to engage in unsafe behavior, while maintaining individual responsibility and establishing learning from failures.

The Occupational Safety and Health Management System (SGSSO) is guided by ISO 45001 in all manufacturing and forestry units, with guidelines and procedures focused on preventing losses and continuously improving processes to preserve people's lives, health and physical integrity. The SGSSO is supported by the dissemination of the health and safety culture and relies on the partnership with leadership as an essential factor to experience and influence through three fundamentals:

1. Visible commitment: demonstrate through attitudes, decisions and words, the involvement and commitment to OH&S as a value;

2. Line responsibility: in the deployment, maintenance and improvement of the SGSSO, to guarantee the development, consolidation and resources (human and material) and to ensure best practices and sustainable results;

3. Operational discipline: having the attitude to perform each task safely, reporting situations that may generate risk to people or property and practicing active care.

Currently, the Corporate Management of Workplace Safety is part of the People & Management and Services Directorate with direct reporting to the Compensation, Performance, and Workplace Safety Management. Security Management is structured by the corporate area, with ramifications in regional coordination and by each business.

In 2022, the area's results can be attributed to the continuous work on the identification and management of critical activity risks, employee training, technological investments, the continuous improvement of safety tools, and the resolution of reported deviations. Finally, in terms of safety culture, the use of the Heart & Minds¹ Methodology was consolidated in 2022 throughout the company through diagnoses and calibrations of safety culture levels. Using them as a foundation, the units were able to become involved in plans for cultural transformation, with the goal of increasing the cultural level of safety in accordance with the particularities of each location. In addition, the cultural transformation plans are connected to the PLAK systematized tool to monitor the actions and improvements made.

¹The Hearts and Minds (H&M) methodology consists of a culture diagnosis. It is used to identify how the Occupational Health and Safety Management System (SGSSO) is working in practice through the analysis of indicators, effectiveness of safety tools, interviews, questionnaires and focus groups with all levels of the organization. After this diagnosis, goals and strategic planning are developed to advance safety maturity.

Updated and verified on: 12/26/2023

29/09/22