Human Resources

Kemira adopted new values and a new operating model in 2010. These support the company strategy, which is based on growth, profitability and innovation.

Kemira created new company values in 2010: We are dedicated to customer success. We care for people and the environment. We drive performance and innovation. We succeed together.

These values were put into practice during 2010, creating a consistent and goal-oriented corporate culture that encourages employees to find new perspectives and discover their full potential.

“People make the business. Human Resources plays an active and integral role in further developing and implementing Kemira’s strategy. We need both highly skilled employees and competent managers,” says Eeva Salonen, Executive Vice President of Human Resources. There has been a need to develop common values, management and operating models as implementing a common water strategy requires a strong and consistent corporate culture.

Valuable staff contributions

Renewing the values began in 2009. The goal was to define distinct values that support Kemira’s vision and strategy in practice. Approximately one-fifth of Kemira’s personnel in 30 countries contributed to this process.

The starting point was existing best practises. In addition, it involved identifying the factors that would support Kemira’s vision to become a leading water chemistry company. “Successful implementation of our strategy requires clear values that are applicable in everyday work. It is essential that employees find the values meaningful and relevant,” Salonen points out.

Encouragement through coaching

“Integrating the values into behavior has become part of our everyday work. We always consider how we can communicate the values through action and fulfill our value promises,” Salonen explains.

Creating a consistent corporate culture requires determination in the long term. According to Salonen, Kemira has made great progress toward its goals: nearly all employees were familiar with the new values a few months after they had been introduced.

Leadership practices are also being revised based on the new values. Salonen adds that a global matrix organization like Kemira requires coaching-based leadership, where operations and decisionmaking are guided by values. “Coaching-based leadership encourages employees to participate, contribute and collaborate. Supervisors must be able to set clear goals for employees, explain how these goals are related to the company strategy and support competence development as well as employees’ work toward the goals,” says Salonen.

Increased attraction

Salonen goes on to say that a consistent leadership culture, shared operating methods and a corporate culture based on common values are important tools in terms of future growth. “We seek growth, and competence and constant improvement are essential to business growth. A few years ago, Kemira revised its target setting and development discussion for employees, which was necessary to ensure effective global leadership. Kemira’s future growth will come from developing markets in Asia and South America,” Salonen adds.

“Growth makes Kemira an even more attractive employer and offers employees new opportunities to work in new locations and different cultures. Kemira is undergoing a fascinating phase. Its work to secure sufficient water and energy resources is highly relevant and meaningful. Kemira’s growth story will also attract professionals seeking new challenges,” says Salonen.