Started in 2004, the Klabin Development Program (PKD) is focused on the development of so-called competencies and on the alignment of entrepreneurial values and goals by the managers of the Company.

Training and development

Since its beginning in 2004, Klabin’s Educational Process has promoted training, development and study (scholarships) activities, in an evenly distributed manner throughout the units of the Company. In 2005 the Educational Process also focused on catering for two items arising from the Climate Survey, conducted in 2004, and that needed improvement, namely managerial style and career development.

PKD (Klabin Development Program) – This is focused on the development of so-called competencies and on the alignment of entrepreneurial values and goals by the managers of the Company. Its main aim is to orientate the preparation and development plans of Klabin’s managers, so that they can act together and in alignment with the values and objectives of the organization. An integral part of this project is the search for excellence in management, where team spirit, an entrepreneurial mind and the ability to renovate are all-important. These activities take place at two levels:

• Competencies of the Klabin Manager – Developed in partnership with the Dom Cabral Foundation, this targets a public of about 300 top staff, among them directors, managers and coordinators. The competency-building phase was concluded in 2005, after five events, and then followed by the formatting of a basic competency development program in two modules. The first, entitled Strategy – was concluded in 2005 with ten groups graduating. The second – entitled Management of People, Teams and Change – brought three groups together in 2005 and was concluded in the first semester of 2006. A workshop was also held to build the Manager Performance Follow-Up Center’s operational model, with the help of managers and professionals from Human Resources. This center will provide support for the complete analysis and evaluation of managers’ performance and their potential, leading to both individual and group re-location and further training.
• Supervisory Development – Geared to supervisors – approximately 600 people – the program’s goal is to consolidate basic leadership and team coordination skills.

There were 16 groups throughout the year, with 472 employees from all units. This training seeks to develop attitudes and behavior that will facilitate group interaction and help reach common targets, by encouraging teamwork, commitment and initiative.

In-house Training

A Training Requirements Survey (TRS) carried out at each unit identified the training needs for the performance of functions, especially at technical-operational and administrative levels. In 2005, 3,192 training events were undertaken, with 71,226 people participating. At corporate level, 22 groups with 265 participants graduated in behavioral training such as presentation techniques, negotiation skills, interpersonal skills and time management.

Scholarships

Over the course of the year, Klabin conceded 415 study scholarships to professionals in all the plants, for graduation and post-graduation courses, technical training, language courses and basic education (primary and secondary level).