Klabin’s culture
Evolution of culture
Following the 2024 update to the Company’s Mission and Vision and review of communications surrounding the Klabin Attitude — the set of values and competencies required to conduct business — the year 2025 proved decisive for strengthening and advancing this topic within the organization. To support this effort, the Strategic Culture Evolution Plan was launched, structured around three pillars:
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Rituals, which create the discipline and repetition needed to strengthen culture in daily routines;
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Development, which expands skills and encourages new ways of working;
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Communication, which connects key messages to people’s everyday routines, reinforcing organizational alignment.
Through this three-pillar approach, leaders and employees were encouraged to act more consciously, prioritizing the “Efficiency” and “Ownership” competencies. The Company’s culture then became embedded in activities such as results meetings, feedback sessions between leaders and team members, team alignment meetings and performance committee meetings.
The Communications team worked so that the key messages were available and accessible to everyone. At the same time, within the development pillar, the learning ecosystem became increasingly shaped and influenced by culture.
Leaders played an essential role in strengthening the values and competencies. The “Every Klabin Leader Is a Culture Leader” workshop, held during the period, included 21 classes , involving approximately 500 managers and coordinators, who were introduced to the Strategic Culture Evolution Plan. In addition to theoretical and practical learning, leaders received a workbook containing reflections and actions for daily application with their teams.
At the end of 2025, the Pulse Culture Survey was conducted with the goal of assessing cultural evolution within the Company. Some highlights from the survey include:
93%
of team members perceive that leaders reinforce the Company’s culture in day-to-day activities.
88%
of team members agree that leaders’ behavior is aligned with the Company’s culture.
Culture and performance go hand in hand
In 2025, the Klabin Attitude was formally incorporated into performance evaluations and began to be measured in two dimensions:
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Results - deliverables such as processes, projects and targets);
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Culture in practice - how deliverables were achieved, based on the application of the behaviors that make up the Klabin Attitude competencies.
Another initiative during the period was the creation of the Operational Performance Evaluation, through which employees in operational positions began to be assessed based on technical deliverables and the practice of behaviors aligned with the competencies and “Safety” value. Both operational and administrative performance were monitored by a structured post-evaluation cycle that expanded the use of indicators to support decisions related to people management.
Integrating initiatives aimed at aligning culture and performance, the Performance Improvement Program was created to support employees performing below expectations. A Succession Committee was also established to map positions and prepare leaders for present and future challenges.
The priority for 2026 is to continue strengthening and consolidating the Klabin Attitude in the Company’s daily operations.
Continuous learning
Through EKOA, a learning ecosystem that connects content, people, tools and experiences, Klabin continued strengthening its culture of continuous learning at all levels of the organization. More than a platform, EKOA is a dynamic and collaborative environment that promotes employee development, grounded in autonomy, hands-on practice and collective growth.
Based on four pillars — Leadership, Commercial and Strategic, Administrative and Financial, and Operational and Technological—EKOA promotes an integrated journey aligned with the Company’s business needs and its current and future challenges
In 2025:
92%
of employees participated in at least one training initiative, either in person or online.
40%
of learning initiatives took place in on-the-job format (directly on machines and in operational activities).
667,000
training hours recorded, corresponding to an average of 37.1 hours per employee during the year.
Various initiatives are part of Klabin’s learning and employee development efforts across the Company. The main ones are highlighted below:
This online training platform, which celebrated its 10th anniversary in 2025, encourages self-development through learning tracks tailored to different roles. During the year, more than 170 new courses were launched on the portal, 180,000 hours of navigation were recorded and 15,000 employees were trained, with a 78% participation rate.
A partnership between the Klabin Business School (ENK) and Insper, a higher education institute in São Paulo. Developed in a customized format together with different business areas, the program is aimed at management positions and seeks to strengthen management capabilities and prepare leaders for strategic challenges. The program consists of four modules: Finance; Strategy and Governance; Leadership and Culture; and Management and Operations. In 2025, it achieved a Net Promoter Score (NPS) of 98%.
This development program focuses on continuous improvement, involving professionals from different areas and valuing performance, attitude and delivery. In 2025, more than 70 employees from different areas completed the program, which is structured into four modules—Problem Solving, Maintenance, Quality and Industrial Engineering.
An initiative designed to prepare employees to work as coordinators. It addresses topics such as leadership, culture and business vision. It also includes internal mentoring and the development of practical projects. In 2025, two classes were launched, each with 35 participants;
This initiative involves forestry machines, digesters, recovery boilers and utilities, paper machines and pulp drying. They enable the development of practical skills in a safe, realistic, and efficient way, accelerating learning without operational and safety risks.
The Company has three specialized centers dedicated to technical training in the industrial and forestry areas. These environments are equipped with modern infrastructure, technological resources, didactic workstations, virtual simulators, and process simulators that enable the development of critical competencies in simulated, safe scenarios aligned with best operational practices. In addition, the Workshop Schools, distributed across nine units, are spaces dedicated to continuous learning and the practical application of knowledge. In these facilities, professionals have the opportunity to enhance technical skills in an environment close to operational reality, directly contributing to the strengthening of the safety culture, increased efficiency, and process excellence.
To boost efficiency in the adoption of AI solutions and accelerate the Copilot implementation curve, training sessions were held on Copilot Chat and Copilot 365, including immersive sessions for executive officers and specific training for the Information Technology, Legal and People & Management areas. The content was made available on the ENK Portal and more than 1,000 employees have completed this training.
