Corporate responsibility targets and performance

We have updated our corporate responsibility targets for 2017 onwards based on our materiality analysis and review on stakeholder expectations.


products &
Innovation sales

Share of innovation revenue of the total revenue, %
  • 10% by the end of 2017
  • Reported quarterly
Year has started well and we look forward to achieve the 10% target during 2017, as the commerciali-zation of new products will take place more toward the end of the year. New project governance model taken in use in Q1 2017 to improve New Product Development efficiency.

Responsibility in our supply chain

Supplier management
Number of onsite sustainability audits for highest risk suppliers

(with the lowest sustainability assessment score)

  • 5 suppliers audited every year during 2016-2020, average
  • Reported annually
During Q1 2017, low-scoring suppliers have been approached to take re-assessments on EcoVadis platform. If there will be no improvement in the new scores then audits will be scheduled.


Climate change

Carbon index
  • Kemira Carbon Index ≤ 80 by the end of 2020 (2012 = 100)
  • Reported annually
As a part of the E3 Plus program, 5 Energy Reviews were performed during Q1 2017. A total of 18 energy reviews have now been performed, covering more than 90% of Kemira’s total energy consumption. An additional online energy training was also launched during Q1.

towards the employees
Occupational health and safety

Total Recordable Injuries Frequency (TRIF)
(per million hours, Kemira + contractor,
(per million hours, Kemira + contractor, 1 year rolling average)
  • Achieve zero injuries 
  • Reported quarterly
Behaviour Based Safety (BBS) program continued with the pilots running at several sites. Available to all Kemira employees, a mobile app launched was allowing easier reporting of incidents, near misses, and hazardous conditions/ activities.

Employee engagement

Employee engagement index based on
Voices@Kemira biennial survey
  • The index at or above the external industry norm
Participation rate in Voices@Kemira
  • 75 % or above
  • reported biennially

Leadership development

Leadership development activities provided, average

  • Two (2) leadership development activities per people manager position during 2016-20202
  • Reported annually
High level of activity continued with 103 leadership development activities completed during Q1 2017.



1 The TRIF reporting has been changed to a year-to-date figure instead of 12 month rolling average that was previously used.

2 The cumulative amount of leadership development required to reach two (2) leadership development activities per people manager position during 2016-2020 equals 1500 leadership activities (when number of people manager positions is 650-850). Development activities include job rotations, coaching and mentoring, and development programs.