Tikkurila’s values – trustworthiness, innovativeness and professionalism – and leadership based on values and interactivity promote openness, communality and personnel motivation. Thriving personnel are the foundation of successful operations. Developing a dialogic corporate culture and cooperation helps us achieve our strategic objectives.
At the end of 2011, Tikkurila launched a group-wide program. Measures aiming to improve effectiveness and carry out restructuring were launched in all business units in 2012. For the most part, HR work in 2012 focused on supporting management, supervisors and personnel in the change.
In addition, engaging in dialogue and cooperation were developed at Tikkurila in 2012. The safety efforts in 2012 consisted primarily of preventive measures, such as safety training and safety talks as well as risk assessments.
In 2013, the HR work continues to promote personnel well-being and dialogue, and focuses on reviewing the personnel survey results, and planning team-specific measures to further improve personnel competence, motivation, and prerequisites for working.
Tikkurila's personnel structure
At the end of 2012, Tikkurila employed 3,227 (2011: 3,551) people. Approximately, 44.5 (43.0) percent worked in Russia and its neighboring areas, 24.5 (24.7) percent in Central Eastern Europe, 18.3 (20.4) percent in Finland and 12.7 (11.9) percent in Scandinavia.
Due to the seasonality fluctuation in the paint market, the number of personnel is highest during the outdoor painting season in the summer and lowest during the winter. The average number of employees in 2012 was 3,425 (3,676).
The company's own production has a significant effect on Tikkurila’s personnel structure and amount. The differences between operational areas are explained, among others, by the degree of production automation and the amount of own sales personnel. The highest degree of production automation is in Sweden, and the highest relative share of sales personnel is in Russia. Approximately half of Tikkurila’s personnel work in the supply chain (production, sourcing, logistics and HSEQ) and one-third in sales, marketing and technical support. The share of temporary workers at the end of 2012 was 5.6 (6.0) percent and 39.9 (40.9) percent were blue-collar workers.
Approximately, 63.6 (63.7) percent of the personnel were men and 36.4 (36.3) percent women. The average age of the employees was 39.9 (39.2) years.
Structural changes in 2012
Tikkurila launched a group-wide program at the end of 2011, aiming, among other things, at more flexible organization and cost structure as well as streamlining of operations. Measures to improve efficiency and facilitate structural change were initiated in all Tikkurila business units during the year 2012.
At the beginning of 2012, the size of the Tikkurila Management Board and management levels in the Group were reduced as part of the program for faster and more streamlined decision-making. In January 2012, approximately 110 persons were laif off and outsourced from the various functions in Finland.
In February 2012, Tikkurila divested its subsidiaries in Hungary, Czech Republic, Slovakia and Romania to a company established by the local management, which continues the retail sales of Tikkurila's products in all of the four countries.
Other measures implemented in 2012 included, among others, the merger of subsidiaries in Poland and in Sweden, and the sales organizations of different customer segments in Estonia. In addition, the sales and warehouse network was expanded in Russia to better serve regional customers.
Personnel figures |
2012 |
2011 |
2010 |
|
Number of personnel, December 31 |
3,227 |
3,551 |
3,468 |
|
Average number of personnel |
3,425 |
3,676 |
3,703 |
|
Job satisfaction index based on personnel survey * |
399 |
- |
68.0 |
|
Lost time accidents (LTA1)/million working hours |
4.1 |
4.8 |
4.8 |
|
Lost working days/accident |
11.0 |
13.8 |
11.4 |
|
Employees involved in regular development discussions, % ** |
83.7 |
- |
78.0 |
|
Temporary employments, December 31, % |
5.6 |
6.0 |
5.9 |
|
Blue collar workers, % |
39.9 |
40.9 |
43.6 |
|
Share of women in personnel, December 31, % |
36.4 |
36.3 |
37.0 |
|
Average age of employees, December 31 |
39.9 |
39.2 |
38.5 |
* In 2012, a new personnel survey tool was implemented at Tikkurila. The result of the survey is an index, which describes how well the personnel potential is in use. In 2011, Tikkurila did not conduct a personnel survey but focused on renewing the survey practices. The 2010 survey result is a job satisfaction index, which is not comparable with the 2012 index figure.
** The share of personnel involved in development discussions is defined based on the results of the personnel survey. In 2011, the Group did not conduct a personnel survey.
