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Employees make the strategy take off

1 Jul 2022
In line with the strategy’s bold objectives, the HR department has changed its name to People & Culture. It reflects the transformation the company is undergoing. Developing employees and leaders as well as the company culture are key initiatives to become a leading sustainability company in 2030.

Following its launch in October 2021, the strategy, together with a clear higher purpose and vision, is now being implemented in the organization. It is a major transformation where sustainability will guide all aspects of the business.

The updated strategy will make us a purpose- and value-driven company. In order to live up to this, it is important that employees are empowered and take clear responsibility. This also applies to the Group’s new values, which were developed cross-functionally by employees. In this way, they reflect the views of our employees, which gives them an extra boost (read more on the next page).

Tying the group together
Our val­ues con­tribute to the de­vel­op­ment of our or­ga­ni­za­tion, they clar­i­fy and re­in­force our cor­po­rate cul­ture and cre­ate a com­mu­ni­ty through­out the Group. With our val­ues we show what we stand for and what we ex­pect from each other, how we want to in­ter­act in­ter­nal­ly but also ex­ter­nal­ly with our cus­tomers, sup­pli­ers and part­ners.

The in­te­gra­tion of the val­ues will take time and will be con­tin­u­al­ly on­go­ing. In order to fa­cil­i­tate this work, all units in the or­ga­ni­za­tion will have trained am­bas­sadors. They will pro­vide in­ter­nal sup­port and drive de­vel­op­ment to­geth­er with staff and man­agers.

Skills development strengthens the company
The strat­e­gy’s over­ar­ch­ing focus on sus­tain­abil­i­ty and cir­cu­lar so­lu­tions means that we need to strength­en skills with­in the organisation, so that em­ploy­ees feel con­fi­dent in dis­cussing with cus­tomers and other stake­hold­ers and in ar­gu­ing for our per­spec­tives.

This pri­mar­i­ly in­volves de­vel­op­ing the skills of our work­ers, but also re­cruit­ing ex­perts in areas such as in­no­va­tion and sus­tain­abil­i­ty. We will large­ly use a model where spe­cial­ists with­in the or­ga­ni­za­tion train other em­ploy­ees.

A popular employer
Being able to re­cruit and re­tain the right skills is cru­cial to reach­ing our 2030 goals. The strat­e­gy lays a good foun­da­tion with a strong mis­sion state­ment around vi­sion, pur­pose and how we in­te­grate our cul­ture.

We are very proud that we are al­ready a pop­u­lar em­ploy­er. In 2021, Duni Group was voted one of Swe­den’s 100 most at­trac­tive em­ploy­ers for the sec­ond year in a row and was also ranked top 10 by busi­ness stu­dents by the or­gan­i­sa­tion Karriärföre­ta­gen.

Diversity builds a stronger company
Di­ver­si­ty and in­clu­sion are im­por­tant areas that we will now pri­or­i­tize even more strong­ly. In 2021, we there­fore launched a coun­cil – the “di­ver­si­ty and in­clu­sion board” – to drive these is­sues.

The new strat­e­gy is a major and im­por­tant step. Peo­ple & Cul­ture plays a key role in cre­at­ing a cul­ture where we meet cross-functionally in high-performing teams to broad­en our skills. When peo­ple come to­geth­er – and all bring dif­fer­ent skills, back­grounds and per­son­al­i­ties – we can im­prove our ef­fi­cien­cy and cre­ativ­i­ty even more.

Contact us

Katja Margell
Investor Relations and Communications Director