Gestão e engajamento de profissionais
Management and engagement of professionals
Percentage of employees covered by collective bargaining agreements
| 2023 | 2022 | 2021 | 2020 |
|---|---|---|---|
| 100% | 100% | 100% | 100% |
According to the Klabin Code of Conduct, freedom of union association is guaranteed to employees: “We seek to maintain an open and constant dialogue agenda with professional representation entities, which goes beyond collective bargaining and changes in legislation.”
Collective bargaining agreements apply to all operations and cover topics such as:
- remuneration (salary adjustments, bonus, pay floor, among others);
- working hours (expected weekly workload, overtime, timekeeping system);
- equal opportunities without distinction of color, sex, age, or religion in interpersonal and professional relationships
Turnover – total, by gender and age group
| Cumulative turnover rate* | 2023 | 2022 | 2021 | 2020 |
|---|---|---|---|---|
| Men | 16.15 | 15.88 | 15.40 | 13.81 |
| Women | 33.10 | 33.90 | 29.29 | 24.70 |
| Total | 19.81 | 19.56 | 17.81 | 15.52 |
| Less than 30 years of age | 35.80 | 35.70 | 31.20 | 27.86 |
| Between 30 and 50 years of age | 14.03 | 13.32 | 12.78 | 10.56 |
| Over 50 years of age | 9.89 | 7.71 | 9.10 | 9.90 |
| Total | 19.81 | 19.56 | 17.81 | 15.52 |
* Voluntary + non-voluntary turnover is considered
In 2023, Klabin dismissed 836 more employees than it hired. The overall turnover was 19.81%. The turnover of female professionals was 33.1%, slightly lower than in 2022. Turnover in the under-30 age group remained stable over the period, while that in the 30-50 and over-50 age groups rose by 0.7%. and 2.1% respectively compared to 2022.
Voluntary turnover rate
| 2023 | 2022 | 2021 | 2020 | |
|---|---|---|---|---|
| Men | 2.52 | 2.17 | 1.93 | 2.12 |
| Women | 5.11 | 3.97 | 3.27 | 3.01 |
| Total | 3.08 | 2.53 | 2.16 | 2.25 |
| Less than 30 years of age | 5.00 | 4.18 | 3.4 | 3.36 |
| Between 30 and 50 years of age | 2.64 | 2.03 | 1.87 | 1.95 |
| Over 50 years of age | 0.56 | 0.51 | 0.39 | 1.07 |
| Total | 3.08 | 2.53 | 2.16 | 2.25 |
In 2023, Klabin laid off 836 more employees than it hired during the same period. Regarding female employees, the number of hires exceeded the number of dismissals. The voluntary turnover rate slightly increased for both genders and across all age groups, remaining stable compared to the relationship between 2023 and 2022.
Number of new hires by gender and age group
| 2023 | 2022 | 2021 | 2020 | |
|---|---|---|---|---|
| Men | 1,791 | 2,436 | 2,274 | 1,804 |
| Women | 1,263 | 1,621 | 1,221 | 660 |
| Total | 3,054 | 4,057 | 3,495 | 2,464 |
| Less than 30 years of age | 1,864 | 2,478 | 2,144 | 1,456 |
| Between 30 and 50 years of age | 1,119 | 1,517 | 1,275 | 936 |
| Over 50 years of age | 71 | 62 | 76 | 72 |
| Total | 3,054 | 4,057 | 3,495 | 2,464 |
The number of hires in 2023 was 25% lower than in 2022. In 2023, 42% of the new hires were female, representing a 3% increase compared to 2022. The distribution of new hires among age groups remained stable from 2022 to 2023.
In addition, 52% of the new hires self-identified as White, 46% as Black, 1.25% as Asian, with 0.43% identifying as Indigenous, and 0.14% chose not to respond.
Percentage of open positions filled with internal candidates - by gender and age group
| 2023 | 2022 | 2021 | |
|---|---|---|---|
| Men | 16% | 13% | 10% |
| Women | 8% | 7% | 2% |
| Total | 13% | 11% | 12% |
| Less than 30 years of age | 8% | 8% | 55% |
| Between 30 and 50 years of age | 20% | 16% | 7% |
| Over 50 years of age | 5% | 6% | 0% |
| Total | 13% | 11% | 12% |
Average hiring expenses per employee (BRL)
| 2023 | 2022 | 2021 | 2020 |
|---|---|---|---|
| 991.31 | 1,504.20 | 605.00 | 850.64 |
The average cost per hire in 2023 was BRL991.31 including the cost of the talent attraction team, recruitment and selection consultants, management tools for selection processes, behavioral tests and assessments, platforms for advertising vacancies, and strengthening the employer brand.
Compensation practices aim to:
- Align the interests of employees with the strategy of the Company and shareholders;
- Allow the compensation of the employees to be competitive and attractive when compared to the market;
- Recognize Klabin’s high-performance professionals, stimulating a merit-based culture, in addition to attracting and maintaining talent in the Company;
- Ensure that executive compensation reflects the short- and long-term results, in addition to their performance.
The Company's fixed and variable compensation policies do not distinguish between gender, race, religion, or any other aspects unrelated to individual or corporate performance. In addition, all of the Company's leadership has targets related to KODS (Klabin Sustainable Development Goals), i.e. they are related to one of the four thematic axes proposed (renewable future, sustainable economy, prosperity for people, and technology & innovation).
Klabin relies on renowned consulting firms such as Korn Ferry do Brasil and Willis Towers Watson to conduct its annual salary surveys. These surveys comprise companies with characteristics similar to Klabin and recognized in the market. The Company uses this data to analyze the competitiveness of its remuneration practices and establish any need for salary adjustments for its professionals.
Management's overall compensation and the compensation plan are approved by the Board of Directors and the General Shareholders' Meeting. Information on its approval can be accessed in full at shareholder meetings and other meetings.
Defined benefit plan obligations and other retirement plans
The pension plan is managed by a private and independent entity, in which there is no obligation for the Company to hold reserves to ensure pensions. All professionals, regardless of position, can participate by making voluntary contributions. The Company’s contribution includes the following modalities:
- Positions with a salary of less than BRL4,736.00 and over 55 years of age: payment of up to 6x the salary, made when necessary. The employee does not pay for the benefit.
- Positions with a salary higher than BRL4,736,00: employees can contribute between 1% and 9% of their salary. Klabin’s match varies from 100% to 150% of the employee contribution, according to their length of employment.
The ratio of the organization's lowest salary to the local minimum wage, by gender
| 2023 | 2022 | 2021 | 2020 | |||||
|---|---|---|---|---|---|---|---|---|
| Operating Unit |
Men | Women |
Men | Women | Men | Women | Men | Women |
| Angatuba | 1.80 | 1.82 | 1.84 | 1.84 | 1.89 | 1.89 | 1.77 | 1.77 |
| Betim | 1.08 | 1.08 | 1.11 | 1.11 | 1.09 | 1.09 | 1.07 | 1.07 |
| Correia Pinto | 1.93 | 2.17 | 1.69 | 1.75 | 1.57 | 1.74 | 1.65 | 1.65 |
| Sao Paulo* | 2.43 | 2.51 | 2.52 | 2.33 | 2.4 | 2.05 | 1.8 | 1.96 |
| Feira de Santana** | 1.58 | 1.58 | 1.58 | 1.54 | 1.45 | 1.51 | 1.41 | 2.05 |
| Forestry (OC and MA) | 1.31 | 1.31 | 1.32 | 1.32 | 1.16 | 1.16 | 1.32 | 1.32 |
| Franco da Rocha | - | - | 4.12 | 3.95 | 1.8 | 1.8 | - | - |
| Goiana | 1.13 | 1.13 | 1.18 | 1.18 | 1.16 | 1.16 | 1.12 | 1.12 |
| Horizonte | 1.19 | 1.19 | 1.1 | 1.24 | 1.21 | 1.21 | - | - |
| Itajaí | 1.41 | 1.41 | 1.44 | 1.44 | 1.34 | 1.34 | 1.41 | 1.41 |
| Jundiaí | 1.83 | 1.88 | 1.56 | 1.76 | 1.8 | 1.8 | 1.49 | 1.7 |
| Lages | 1.67 | 1.50 | 1.53 | 1.69 | 1.56 | 1.56 | 1.49 | 1.49 |
| Manaus | 1.02 | 1.02 | 1.02 | 1.02 | 1.02 | 1.02 | 1.02 | 1.02 |
| Monte Alegre | 1.77 | 1.71 | 1.39 | 1.39 | 1.39 | 1.39 | 1.7 | 1.7 |
| Ortigueira*** | 1.82 | 1.76 | 1.39 | 1.39 | 1.7 | 1.62 | 1.38 | 1.38 |
| Otacílio Costa | 1.90 | 1.77 | 1.76 | 1.76 | 1.,51 | 1.51 | 1.16 | 1.16 |
| Paulínia | 1.73 | 1.73 | 1.76 | 1.76 | 1.8 | 1.8 | ||
| Piracicaba | 1.73 | 1.73 | 1.76 | 1.76 | 1.8 | 1.8 | 1.7 | 1.7 |
| Rio Negro | 1.39 | 1.39 | 1.42 | 1.42 | 1.47 | 1.47 | 1.39 | 1.39 |
| Rio Verde | 1.31 | 1.31 | 1.35 | 1.35 | 1.33 | .33 | ||
| Sao Leopoldo**** | 1.55 | 1.55 | 1.23 | 1.23 | 1.23 | 1.57 | 1.03 | 1.47 |
| Suzano | 1.73 | 1.73 | 1.76 | 1.76 | 1.62 | 1.8 | ||
| Klabin in general | 1.02 | 1.02 | 1.02 | 1.02 | 1.02 | 102 | 1.02 | 1.02 |
Notes: In these operating units, the lowest wages correspond to different positions in each gender, which justifies the difference in proportion to the minimum wage.
* for Administrative Assistant I and Receptionist
** for Production Assistant I and Storekeeper I
*** for Operator I Dispatch and Storekeeper I
**** for Expedition Helper I and Production Helper II
Performance evaluation
Our Performance Evaluation process is conducted annually and follows a cyclical approach that allows for more frequent monitoring of our employees' performance and potential.
It is carried out through the Success Factors system, benefiting from the continuous integration of people's information throughout their journey in the company.
The evaluation focuses on the main deliverables agreed upon in goal-setting, in addition to #AtitudeKlabin, a set of competencies supported by cultural drivers. The Performance Cycle creates space for a productive conversation about what was achieved and how it was accomplished.
Looking into the future of individuals in their career development and business challenges allows us to discuss potential and how career conversations can support development and accelerate readiness for the next step.
Increasingly strategic and relevant for both employees and leaders, this process included two significant events this year. "Papo de Líder," a training session for company leaders aimed at preparing them for the more intense phase of the cycle—evaluations, participation in calibration committees where performance and potential are discussed among leaders and peers, succession planning, and the application of feedback. Additionally, employees participated in a workshop session with their business partners on Career Protagonism, aimed at preparing them for the cycle by enabling them to self-assess and actively participate in feedback, feeling motivated to plan and execute their Individual Development Plans.
Performance Evaluation Steps:
Multidimensional Performance Evaluation: Includes self-assessment by the employee considering deliverables, goals, and #AtitudeKlabin competencies. The next step involves the manager's evaluation, adding performance rating (below, meets, or above/exceeds expectations), potential assessment (adequate, potential, or high potential), and succession planning for leadership roles. At year-end, specific calibration committees per area discuss each team member, enriching evaluations through diverse managerial perspectives.
Feedback: Focuses on deliverables, #AtitudeKlabin behaviors, and general committee comments. Feedback is seen as dynamic and continuous, integral to daily operations.
Team-Based Performance Evaluation: Recognizes post-committee feedback and career conversations as inputs for employees to build Individual Development Plans (IDPs), addressing gaps and reinforcing job, business, or company-related competencies.
Individual Development Plan (IDP): A crucial career management tool guiding reflection and development actions. Managers conduct regular checkpoints to monitor performance, provide feedback, and track IDP progress.
Agile Conversations: Promotes effective communication through "Good Conversations" practices. A manual facilitates 1:1 discussions, engagement talks, and career development dialogues, fostering feedback exchange and cultural alignment with strategic goals. Embracing diversity, these conversations aim to build connections and collaboration across various topics.
Calibration Committees: Reflects "Good Conversations" principles by facilitating comprehensive professional assessments. Managers advocate for their team members in multidimensional feedback discussions aimed at enhancing professional growth. Addressing strengths and fulfilling development needs outlined in IDPs, these conversations contribute to employee growth and success.
In the 2023 Performance Cycle, 4,812 employees participated, including 727 leaders and specialists, and 4,085 administrative staff.
Succession plan
Successors within the Company are identified during the annual Performance Evaluation process, focusing on continuous development for both administrative and leadership roles.
In addition to managing the Performance Cycle and Succession Plan, Klabin annually conducts its budgeting process to forecast future revenues and expenses. This budgeting includes strategic workforce planning, and estimating the number of personnel required for operations in the coming year.
Throughout the year, Klabin monitors this plan monthly, comparing and evaluating budgeted versus actual figures.
CEO succession plan
Klabin has a structured succession planning process, which maps out succession pathways for all leadership positions within the Company, including the CEO. This process involves discussing current and future business needs in order to map out the required profile. All directors are evaluated annually to map potential successors, and this process is supported by external consulting and periodic external assessments to obtain the group's perspective and compare it with the market.
Executives have a customized and monitored development plan. The Company has governance of this process at all stages and direct involvement of the current CEO at all stages.
Incentive programs
| Type of incentive | Program name | Target Audience | Description |
|---|---|---|---|
| Short-term Incentive (ICP) | Management Profit Sharing Program (PPRG) |
Directors, 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 (ICP) |
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. |
Program 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 Matching |
Statutory and non-statutory directors |
This program is conditioned to the generation of value for the Company based on the TSR (Total Shareholder Return) indicator concerning 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 programs
Klabin employees have access to medical and dental care, discount plans with pharmacies, transportation and food benefits, life insurance, childcare, and school supply assistance, and extended maternity and paternity leave for all employees, among others.
To care for emotional health, the Company has made free online therapy available to employees since 2020.
Wellness programs and benefits - by topic
| 2023 | |
|---|---|
| Daycare or other benefits for children | Reimbursement of daycare allowance or babysitting allowance to employees or widowed employees. |
| Paternity leave above the minimum established by law |
20-day extension of paternity leave for parents |
| Maternity leave above the minimum established by law |
Extension of 60 beyond 120 days of maternity leave |
| Lactation rooms | Mother space: breastfeeding rooms are in operation at the plants 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.* |
| Gympass (wellness and physical activity platform - employees and dependents) |
7.621 users on plataform |
| Klabin for children (action for employees' families and children) |
An initiative that provides the children of our employees with a moment of fun at Klabin's facilities.
|
| Open doors | A visitation program designed to introduce employees' families to the production process and the operation of some of Klabin´s plants, to foster closer relationships and engagement with families, as well as reinforcing the benefits and health programs. |
| Pregnancy program | A program developed to care for and support every employee who is expecting a child, from the discovery of pregnancy to the return to work, as well as monitoring the child's health for up to 6 months post-birth. |
| Ergonomics program | Conducting Ergonomic Work Analysis in compliance with NR17 in all Klabin units, aiming to adapt workstations to employees and suggest improvements. Revalidation occurs every 2 years, and all actions are monitored by the corporate office. |
| Flu vaccination campaign | A campaign based on flu prevention for employees, offering free vaccination. For dependents, the cost is reduced through the purchase of vouchers. |
| Financial education and health | Offering content through lectures, conversation circles, financial education tracks, and support from specialists through financial planning consultations, Q&A sessions, and guidance. |
| Mental health | Awareness actions for all employees and leadership, providing support channels for psychological and social counseling for employees and dependents, early identification screenings, and offering care lines. |
Maternity and paternity leave
| 2023 | 2022 | 2021 | 2020 | ||
|---|---|---|---|---|---|
| Total number of employees who took leave |
Men | 568 | 524 | 563 | 514 |
| Women | 199 | 117 | 92 | 64 | |
| Total number of employees who returned to work, in the reporting period, after the end of the leave |
Men | 563 | 533 | 563 | 514 |
| Women | 139 | 111 | 90 | 64 | |
| Total de colaboradores que retornaram ao trabalho no ano anterior | Men | 533 | 535 | - | - |
| Women | 111 | 74 | - | - | |
| Total number of employees who returned to work after the leave and who were still employed 12 months after returning to work |
Men | 514 | 506 | 527 | 497 |
| Women | 97 | 74 | 87 | 50 | |
| Return rate | Men | 100 | 100% | 100% | 100% |
| Women | 100 | 100% | 98% | 100% | |
| Retention rate | Men | 96 | 89% | 94% | 97% |
| Women | 87 | 79% | 95% | 78% |
In 2023, among women, there were 27 layoffs within the first year, with 18 being involuntary and 9 voluntary. Among men, there were 30 layoffs within the first year, with 13 involuntary and 17 voluntary.
Private Pension Plan
The pension plan is managed by a private and independent entity, where there is no requirement for the company to have cash reserves to secure the pension. All professionals, regardless of position, can participate by making voluntary contributions. The company's contribution has the following modalities:
Positions with a salary below BRL 4,736.00 and age over 55 years: payment of up to six times the salary, made when necessary. The employee does not pay for the benefit.
Positions with a salary above BRL 4,736.00: the employee can contribute between 1% and 9% of their salary. Klabin's match varies from 100% to 150% of the employee's contribution according to their length of employment.
In 2023, the 4th intake of interns from the Social Internship Program – Integra Klabin – hired over 76 university students from low-income families (up to three minimum wages). Its goal is to expand access for economically disadvantaged students to a structured internship program and development path, while contributing to a diverse and inclusive environment. The retention rate this year was 20%. Additionally, the Company also runs the Corporate Internship Program – Generation K, which welcomed 175 new interns with a 30% retention rate.
Three specialized talent banks were implemented on the career page: for PWD (People with Disabilities), Black professionals (Black and Mixed-Race), and professionals in the IT field. This initiative aims to enhance visibility for these groups, broaden access to available opportunities, and advance diversity pillars. For IT professionals, the objective is to maintain competitiveness and agility in recruitment and selection, considering the high demand in the sector.
All employees have access to services and benefits that meet their needs throughout their career lifecycle. The Bem Viver Program promotes initiatives for physical, mental, social, and financial health, aiming to enhance quality of life both at work and beyond.
Klabin invests in cultural evolution as a driver of engagement to leverage business results. Therefore, in 2023, the Company continued developing this theme based on four drivers: Efficiency, Collaboration, Agility, and Meaningful Conversations. Throughout the year, Klabin encouraged all employees to embody the company's culture through concrete daily actions, sustaining and revitalizing the Klabin Attitude.
Continuing its cultural management initiatives, Klabin launched the "Culture Dialogues" initiative involving leaders and operational teams, dedicating over 19 hours to listening and gathering insights on culture, as well as identifying opportunities for improvement. The Culture Pulse Survey was also conducted, with 6,446 respondents (40% of the total audience), measuring cultural evolution. Results showed a 71% favorability rating in progress across the four prioritized attributes in 2023, and business and unit-specific results will guide further reinforcement in 2024.
To further strengthen its culture, Klabin operates the Performance Cycle, driving continuous improvement through employee development via Meaningful Conversations, Career Management, and Personal Development Plans (PDI). In 2023, 4,503 professionals were assessed within the PPRG Cycle, including 696 leaders and specialists, and 3,807 administrative staff. The program featured expert-led discussions, podcasts, and internal materials to enhance knowledge, evaluation effectiveness, and optimize feedback and IDP stages.
One outcome of the Performance Cycle is succession mapping, serving as the foundation for knowledge management initiatives and the development of future managers. In 2023, critical positions for director, manager, coordinator, and specialist roles across all directorates/businesses were mapped, with Klabin monitoring the development of appointed successors.
To support the succession process, Klabin offers three readiness acceleration programs for director, manager, and coordinator roles. Among these is the Florescer program, aimed at potential leaders in critical Company areas such as Production, Maintenance, Quality, and related fields. The program includes a knowledge track spanning three pillars: business, technical (with an applied project), and behavioral, complemented by mentoring from internal managers and behavioral assessments. Process governance ensures the application of acquired behaviors in current roles and identifies internal growth opportunities. In 2023, two cohorts were completed, training 22 individuals for over 120 hours, with two more cohorts initiated, involving 66 professionals.
Klabin also hosts the Talent Acceleration Program for Managers (Fast Track), launched in 2019, which included 23 participants in the 2023 edition, and the Talent Acceleration Program for Coordinators, with 21 participants in its second edition in 2023.
To assess achievements and plan for the future, online Managers' and Coordinators' and Specialists' Conventions were held in November and December. Both events centered around the theme "Efficiency that Strengthens," with topics such as Security, Culture, Budget, Cybersecurity, Smart projects, Business Vision, and Strategic Roadmap also receiving attention. Efficiency was the guiding principle across all business units and areas.
Updated and verified on: 07/04/2024