Human capital development
Human capital development
One of the organizational culture drivers is the Klabin Business School (ENK), which aims to develop accessible, relevant and innovative learning experiences for employees, favoring self-development and excellence in performance, in order to boost the business strategy.
Training is built to meet business needs, guide career development, and support knowledge management in the company. The ENK Portal, a distance learning platform, features courses, videos, articles, seminars, posts, knowledge tracks, and polls, with content produced by experts and renowned institutions. Specific programs are designed or adapted for Klabin's operational and commercial teams.
ENK Portal totaled 9,000 employees trained in 2021.
Over 16,000
users on the ENK Portal, in all units
Over 113,000
hours of navigation and over 200 courses launched in 2021
About 120,000
courses and videos completed in 2021
Leadership Journey
In 2021, the Leadership Journey – an ENK track focused on preparing leaders for the Company's current and future challenges – was strengthened with the inclusion of new discussion agendas. The work included topics related to business, people management, safety, and emotional health. The Business Strategy topic was developed using Rumos Digital, which aims to enable the understanding of Klabin's integrated business model, the market vision, and perspectives for the future. The approach chosen was a business game with simulations through artificial intelligence.
In addition to the Managers Convention, which has been held since 2017, the first online edition of the Coordinators and Specialists Convention was held, with the goal of fostering integration and alignment to Klabin's strategy and positioning for the future, making them influential in their teams to achieve the business objectives.
The 1st Career Week was also launched during the period, an action with the objective of clarifying the roles and responsibilities of the leader, the employee, and the organization, in addition to reinforcing the role of the employees in managing their own careers and encouraging self-development so that they are always prepared for new challenges. Six actions were offered, led by renowned speakers from the market and internal multipliers, with the participation of about 2,500 employees and a 94% satisfaction rate.
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More than 2,400 hours were dedicated to the Leadership Journey training.
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490 managers were trained.
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About 2,500 employees participated in the 1st Career Week.
Performance cycle
During the cycle, the Company's successors are mapped out during an annual Performance Review process focused on continuous development and aimed at the occupants of administrative and leadership positions. The procedure encompasses the following stages: self-assessment, management review, calibration committees, feedback, and Individual Development Plan (IDP).
An evaluation of functional competencies was also inserted for the commercial area team. In addition to feeding the organization's pipeline, this process reinforces the protagonism of each employee in their career and encourages continuous learning.
4,127 employees reviewed in 2021
Succession
The succession process for Board positions in 2021 is worth mentioning. Currently, 89% of the board of directors consists of internal recruits and, of the ten positions opened last year for directors, 75% were filled by managers who participated in the Klabin's Development Acceleration Program. Launched in 2019, the program has 22 participants mapped as potential successors to the Executive Board, as a result of the Performance Cycle.
Florescer Program
The Florescer Program was launched in 2021, which aims to accelerate the development of successors for coordination positions. It focuses on specialists, supervisors, engineers, and analysts in Production, Maintenance, Quality, and related areas, with emphasis on three fronts: business, technical (with project application), and behavioral. The program has mentoring from internal managers.
Two classes were held, with a total of 40 participants, more than 50% of which were women, with a satisfaction rate of more than 93%. Eight continuous improvement projects were implemented, in line with the Superar Program methodology, being conducted by professionals from different units and businesses. In addition, five program participants were promoted to the coordinating position.
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In 2021, 240 promotions and 120 hirings were made between specialists and occupants of management and supervisory positions.
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67% was the internal utilization rate for these vacancies.
Long-Term Incentive (LTI)
Klabin's Compensation Policy, periodically updated, provides the guidelines on the subject, such as alignment with the Company's strategy and recognition of high-performance professionals, stimulating the culture of meritocracy.
In 2022, the Long Term Variable Compensation program, also known as the Long-Term Incentive (LTI), iwas extended to all employees. It covers the beneficiary's right to convert part of their LTI into the acquisition of Klabin Units; in exchange, the Company matches the investment, effectively doubling its value. After three years, the employee receives the shares and chooses whether to keep them or trade them on the Stock Exchange.
With an intense communication campaign to generate knowledge on the topic and training focused on financial education, the program, which is a reference in the market, obtained 30% adhesion, representing an excellent result.
See GRI indicators 102-8, 102-35, 102-36, 102-38, 102-41, 201-3, 202-1, 202-2, 401-1 and 401-3 and others related to Engagement of professionals in the ESG Panel.
