Management and engagement of professionals

Klabin conducts annual salary surveys at companies that are recognized in the market and have characteristics similar to its own. This set of data is used to analyze the competitiveness of the Company’s compensation practices and determine any need for salary adjustments for its professionals.  

The remuneration plan and the overall compensation of management are approved by the Board of Directors and General Shareholders’ Meetings. Full details are available at https://ri.klabin.com.br/governancacorporativa/assembleias-e-reunioes/. 

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Defined benefit plan obligations and other retirement plans

Klabin’s pension plan is administered by an independent private entity, and the Company is not required to maintain cash reserves to guarantee pension payments. All employees, regardless of position, may participate in the pension plan by making voluntary contributions. Klabin’s contributions are based on the following criteria: 

- For employees in positions with monthly salaries below BRL 4,736.00 and over 55 years of age: payments of up to six times the monthly salary. The employee does not pay the benefit, and: 

- For employees in positions with monthly salaries above BRL 4,736.00: employees may contribute between 1% and 9% of their monthly salary. Klabin’s contribution varies from 100% to 150% of the employee’s contribution, depending on their length of service. 

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Ratios of standard entry level wage by gender compared to local minimum wage 

Notes: In operational units, lower wages correspond to different positions for each gender, which explains the difference in the proportion relative to the minimum wage. 

*for Administrative Assistant I and Receptionist positions; 

**for Production Assistant I and Warehouse Worker I positions; 

***for Dispatch Operator I and Warehouse Worker I positions; 

****for Dispatch Assistant I and Production Assistant II positions. 

Performance evaluation

In 2024, 4,218 employees underwent performance evaluations, including 735 leaders and 3,483 administrative employees, and the average participation rate in the different stages was 75%. Eight training classes were held for management, covering supervisors, coordinators and managers, reaching approximately 51% of the target audience. Compared to 2023, there was a 10% increase in participation in the stages, due to engagement actions and communication regarding the topic. 

This annual process focuses on identifying, measuring and developing employees’ performance, promoting alignment with the Company’s strategic objectives, encouraging reflection on self-development, and setting priorities for the next cycle. 

Klabin’s performance evaluations take place in six stages: 

Performance evaluations contribute to increased productivity in different areas and consequently across the Company, providing clarity on employees’ expected deliveries. They also help identify the right people for the right places, address poor performance, prescribe development actions and rituals, recognize exceptional performance, map successors and support talent retention. On this last point, it is worth noting the high percentage of leadership positions filled internally: 79% at director level and 61% among managers. Critical positions are also mapped to provide even greater clarity and visibility for identifying and training successors.  

To help accelerate the career advancement of leaders, the Company has implemented the Jornada da Liderança, (Leadership Journey), a program that helps leaders become increasingly prepared for current and future challenges, contributing to Klabin’s growth. This initiative is based on the Klabin Attitude and relies on the Escola de Negócios Klabin Portal (Klabin Business School) to offer complementary content.  

Succession plan

In 2024, two editions of the Florescer (Flourish) course were completed, providing 38 with over 44 hours of training. This course is part of Klabin’s succession program, designed for employees who could potentially be promoted to coordinator. The course’s knowledge pathway consists of four pillars: business, technical, institutional, and behavioral. It also offers mentoring with internal managers and a behavioral assessment, helping employees apply the behaviors they acquire to their current roles while helping map internal opportunities.  

Klabin’s succession process is annual and part of the performance evaluation process, conducted during Performance Committee meetings. It focuses on mapping talented employees who have the potential to become coordinators, managers and directors, ensuring business continuity and preparing staff for strategic positions. 

As well as identifying potential leaders, the succession process is directly linked to the continuous development of people. To this end, specific corporate measures are implemented, structured through employees’ Individual Development Plans. In this way, Klabin promotes an environment of sustainable growth, aligned with organizational needs and the professional development of employees. 

Incentive programs

Employee support programs

In addition to benefits such as medical and dental care and transportation, Klabin offers the Viver Bem (Living Well) program, which provides comprehensive health and wellness care for employees and their families. This initiative promotes physical, mental, social and financial health, with the aim of improving quality of life both inside and outside the workplace. 

The program’s commitments and indicators are aligned with Klabin’s Sustainable Development Goals (KODS) and connected to the Company’s cultural and safety evolution, driving care, leveraging results and contributing to its aspiration. The support services offered to employees include free online psychotherapy, a special family program, financial education, a physical activity platform, free legal, nutritional and social guidance, ergonomic management, and extra paid parental leave (an additional 60 days of maternity leave and 15 days of paternity leave), which applies to both biological and adopted children.  

Wellness programs and benefits - by topic

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Parental leave

In 2024, the Klabin Attitude, the Company’s cultural model, underwent a revamp to reflect the Company’s present needs in terms of behaviors and guiding principles. Since the Klabin Attitude was launched in 2018, the Company has been constantly evolving to keep pace with market challenges, boost its corporate development and implement its strategic projects. See the Klabin’s Culture section.  

Klabin’s Climate Survey is conducted every two years and in 2024 it was administered entirely online to ensure respondents’ confidentiality. It included an assessment of the Klabin Attitude competencies and the culture factor. In all, 14,403 employees completed the survey, representing a diverse range of ages, locations, positions, length of service and business segments. This edition achieved record participation, with a 90% response rate, up 4% from the previous survey in 2022. Overall favorability was 78%, down 3% from the last survey, but still 1 percentage point above the market average. 

The survey also measured employees’ favorability toward the Klabin Attitude competencies, and the average rate was 76%. The objective was to check initial perceptions and understand the next steps for sustaining the culture based on the Klabin Attitude, including a focus on the Proactiveness and Efficiency competencies in 2025. 

Employee management and engagement at Klabin includes actions to reinforce and monitor the culture, performance evaluation, and fixed and performance-based pay policies. See the Performance Evaluations and Incentive Programs sections.