At the end of 2018, Tikkurila Group employed 2,717 (2017: 3,037) people in 12 countries. Approximately half of Tikkurila’s personnel work in the supply chain (production, sourcing, logistics and HSEQ) and more than third in sales, marketing and technical support.
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. 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.
Target setting and development discussions between employees and their supervisors are conducted at Tikkurila on an annual basis. In 2017, a new group-wide performance management model was developed and deployed at Tikkurila, covering all white-collar employees and experts in the countries in which Tikkurila operates. The model provides a framework for setting individual targets, evaluating performance and discussing competence and career development. It enhances leadership, harmonizes the managerial practices throughout all countries of operations and supports the achievement of the company’s strategic goals.
Based on an employee questionnaire, carried out in 2018, 66.5 percent of the white-collar employees reported having had a target setting and performance management discussion with their manager. In total, 35 percent of Tikkurila white-collars responded to the questionnaire.
Regarding blue-collar workers, Tikkurila follows country-level practices, which vary by country, for target setting, performance management and individual development.
Tikkurila will renew its personnel survey process in 2019. The measurement of quantity and quality of the development discussions will be embedded in the personnel survey.
Safety of people is priority number one in our operations. In addition to building a safe culture and ways of working, the safety work at Tikkurila focuses on preventive measures, such as risk assessments, safety training, safety talks and rounds, reporting of health and safety observations and communications, as well as internal and external audits. We want to ensure a safe workplace for all Tikkurila employees. Preventive safety work affects the company’s cost-effectiveness and provides ways to improve efficiency and minimize sickness absences.
During 2018, health and safety trainings, for instance with regards to fire safety and work risk assessments, were organized at all Tikkurila production sites. In addition to assessing our employees’ safety behavior in their everyday work, we also address safety issues through regular personnel development discussions, safety rounds, as well as safety talks between employees and their supervisors and colleagues. Altogether, 6,686 (6,059) safety talks and rounds were held within the Group in 2018.
In 2018, Tikkurila’s accident frequency rate (LTA) was 3.9 (2.0). Most of the accidents happened in Finland. Each accident has been analyzed and corrective actions defined. The most common human factors were identified and addressed by trainings. At the end of 2018, our unit in Poland had almost two years (728 days) without lost time accidents to own employees. In 2019, we will have an even stronger focus on preventive safety work. It is of utmost importance to ensure and promote a safe workplace for every Tikkurila employee, contractor and business partner. Tikkurila has set common safety targets with the aim to reach zero accidents.
Diversity and equality
At Tikkurila, we adhere to the principle of equality and diversity, regardless of a person’s gender, race, ethnicity or nationality, age, religion, political opinion, or social status.