Kemira Annual Report 2005

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PersonnelImproving corporate culturefrom good to greatOne of the objectives of the Kemira from Good to Great program is to create a conversationaland happy corporate culture that promotes entrepreneurship and the opportunity to participate.Well-conducted work evaluation, reward schemes, training and participation activities togetherwith occupational safety and job well-being form the petals of our blossoming corporateculture.Employee opinion surveyunderpins developmentIn 2005, we conducted a Groupwideemployee satisfaction surveyfor the second time. Two-thirds ofKemira’s employees participated inthe survey, compared to about half in2004. The index depicting the staff’soverall satisfaction was significantlyhigher than comparative global figuresand has remained on the samelevel as a year earlier. The surveyfound that the employer image, theflow of information and the systemof rewards in particular have improved.We have pinpointed independentdecision-making and leadershipas areas of development. Thedisparity between the results hasgrown, with great differences foundbetween different units. Therefore,all results will be processed on thelocal level.In 2005, we employed a newGroup-wide human resources informationsystem, with the help whichwe will be able to improve our handlingof basic information on the staffand the organization, the recruitmentprocess as well as training particularsserving the needs of supervisors, thehuman resources staff and management.Improving leadership andsupervisory skills occupiesa key positionDevelopment discussions are a basictool for improving the managementof performance and know-how aswell as the functionality of the organization.Development discussionsproduce written documents outliningobjectives and plans for the improvementof know-how. About 70% ofKemira’s staff undertookdevelopment discussions last year.The revamped Group-widemanagement development programdelves in the strategy for the Groupand the business areas and its implementation.In addition to the strategy,the program deals with the managementof customer relationships,achieving objectives, improving theefficiency of operations and leader-Sari Hagman, Susanna Ruotsalainen andKirsi Uutela off to play bandy.Office cares fade away in a fast moving game.18
ship. About 100 Kemira employees participated in thedevelopment program in 2005.In order to improve supervisory skills, we have adopteda joint feedback process that is employed systematically.During the year, members of the Group managementboards as well as the management boards of business areasand the largest business locations received feedbackon their performance. During 2006, the process will beexpanded to include other supervisors in the target group.System of rewards to include more incentivesWe have introduced a system of job requirement assessmentsto be applied to all the expert tasks in all countriesof operation and informed our staff of the content of therewards. In order to increase the incentives of the rewardschemes, we have developed our bonus schemes to bettersupport the company’s objectives. The efforts put intothe improvement of these schemes were already evidentin the results of the employee opinion survey of spring2005. Kemira’s employees felt that the reward schemes’incentives were clearly better than in the previous yearand better than the global norm.Well-being through cooperationJob well-being is a concept that includes the mental andphysical well-being of the individual, know-how, workcontent, the physical working environment and the functionalityand leadership of a working community. We arecarrying out locally tailored projects promoting mentaland physical well-being at every Kemira location.The Kemira European Forum is a Europe-level body forcooperation between Group management and the personnel,and it is made up of representatives appointed bystaff working in different EU countries. The Kemira EuropeanForum convened in May, and the meeting producedactive discussion on the Kemira from Good to Greatproject and current matters concerning profitability. TheKemira European Forum’s Working Committee met threetimes during the year to discuss the ways to improvecooperation further.Helsinki. Full tilt at the bandy rink in Kemira House.Whooping it up after scoring a neat goal.19
Page 1 and 2: Annual Report 2005Annual Report 200
Page 3 and 4: Kemira is a chemical group that is
Page 5 and 6: In November, Kemira announcedit was
Page 7 and 8: Kemira’s way of workingWe are a r
Page 9 and 10: Kemira takes the leading positionDu
Page 11 and 12: secured a complete product palette
Page 13 and 14: started up in Stockholm, Sweden at
Page 15 and 16: achieve strong growth in the market
Page 17 and 18: existing products to make sure that
Page 19: EUR millionNet salesEUR millionCapi
Page 23 and 24: Number of personnelaverage(Permanen
Page 25 and 26: For years now, Kemira’s titanium
Page 27 and 28: The importance of managingdata on r
Page 29 and 30: The first requirements of the VOCdi
Page 31 and 32: The Group also initiated an integra
Page 33 and 34: closed, partly as a result of damag
Page 35 and 36: (REACH deals with the registration,
Page 37 and 38: Environmental data for the Kemira g
Page 39 and 40: Corporate GovernanceThe corporate g
Page 41 and 42: with the procedures and principlesc
Page 43 and 44: President since 2001, Kemira’s Ch
Page 45 and 46: insiders and project-specific insid
Page 47 and 48: 60 million. For Kemira, the Uruguay
Page 49 and 50: Kemicond methodA Kemira-developed s
Page 51 and 52: CompanyKemiraGroup’sHolding %City
Page 53 and 54: Pulp & Paper ChemicalsKemwaterPerfo

Kemira Annual Report 2005

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