Our core values – courage, commitment and responsibility – and genuinely having sustainability as our watchword run through every aspect of our business culture. Combined with great openness and a down-to-earth approach, our values are the foundation of the strong community we have at Holmen.
We live our values
Courage, commitment and responsibility are the key to Holmen’s business culture and way of working. Our three core values guide our progress and are closely integrated in our tools and processes. The values are also closely linked to Holmen’s management by objectives model.
Courage to act
Our organisation is defined by being action-oriented, innovative and open. We want our employees to take the initiative and have the courage to challenge themselves and each other. At Holmen, we are change-minded, innovative and constantly question established truths. We give and accept feedback and share what we know with each other.
Commitment based on sensitivity and skills
By commitment, we mean engagement, a forward-looking approach and professionalism. We involve each other and create opportunities to make a difference. We are open to ideas and initiatives that lead to improvements. We build the future from traditions we are proud of and take action at an early stage when circumstances change. At Holmen we are constantly improving our working methods and our skills.
Responsibility that is long term and sustainable
Cooperation, clarity and respect are the cornerstones of sustainable responsibility. We work across boundaries and create synergies. We make an active contribution to each other’s work environment, job satisfaction and safety. We are clear about our targets and expectations and take responsibility for the quality of our own work. We take our surroundings and future into consideration in our actions.
Management by objectives
Holmen’s values also inform Holmen’s management by objectives model. Management by objectives is our way of ensuring that we focus on the right things and implement our strategy. We believe that the manager closest to a particular area is best placed to set the goals and decide on how best to achieve them. Delegating ownership of the goals is at the heart of management by objectives.
