3 - Stora Enso

HUMAN RESOURCES
People
performance
Managing change and ensuring
continuous improvement are
essential tasks for Stora Enso,
particularly during a time when
the emphasis Group-wide is on
improving profi tability and
performance. Stora Enso’s human
resources strategy focuses on
ensuring that the Group has the
right competences in its organisation
to achieve operational excellence
and drive its vision of
becoming the world’s leading
forest products company forward.
Strategy in action
“Continuous improvement and change
are a natural part of life at Stora Enso. We
have always been moving forward,
changing direction and the way we do
business. Managing our organisation for
tomorrow’s needs is a major management
task and responsibility,” says
Christer Ågren, Senior Executive Vice
President, Corporate Services.
People management and employee
contribution are key factors in turning
the Group’s vision into reality. By
recruiting skilled and motivated people,
developing their future potential, and
establishing a corporate culture that prioritises
performance and continuous
development, Stora Enso aims to build a
forward-looking, competitive organisation.
The key success factors in Stora
Enso’s overall human resource strategy
28• STORA ENSO COMPANY 2005
and the individual HR strategies of all its
units, divisions, and country organisations,
include performance culture
(motivation), competence development
(skills), and attracting and retaining talent
(people magnet). Motivated employees,
developing skills, and being a
respected and responsible employer are
especially important. Stora Enso measures
and monitors these key success factors
to ensure that the Group’s human
resources strategy remains in line with its
vision.
“Creating and fostering a high-performance
culture as a part of profi tability
improvement programme is a challenge
for our change management capabilities.
How well we succeed will depend on the
effectiveness of our organisation and the
performance and contribution of all Stora
Enso people,” continues Christer Ågren.
Stora Enso’s high-performance
work organisation
Stora Enso’s High-Performance Work
Organisation (HPWO) was introduced in
Stora Enso’s North American organisation
as a result of the Profi t Enhancement
Programme there. By emphasising,
measuring and rewarding performance,
the HPWO approach is designed to
develop an organisation that consistently
outperforms competitors and creates
a motivating work environment for
employees.
HPWO is based on fi ve basic pillars:
leadership development, workforce skill
development, strategic planning and
continuous improvement systems, shortterm
directed improvement, and fl exible
support structures and systems. Recent
surveys show that employee reaction to
the approach has been positive, and the
HR management team is assessing how