GROWING FROM WITHIN Jotun develops in tandem with its employees. We invest in enhancing our personnel’s competence and understanding, so they can invest in us and build long-term careers in the company. Standing still leads to stagnation. Jotun believes that to move the business forward we must give people the opportunity to develop across borders, segments and skill sets. A wellfunctioning internal labour market is crucial in achieving that. By continually investing in development and offering job opportunities, we retain employees with a wide range of experience and expertise. This also enables us to fill new management positions internally rather than externally, ensuring we have solid foundations for on-going growth. LEADING THE WAY The past years have intensified the focus on securing Jotun’s leadership pipeline. We are committed to developing leaders who develop people – driving growth and delivering results in a sustainable cycle of success. To this end 2016 saw the re-launch of Jotun’s Leadership Expectations programme, with a refined format outlining not only what we want leaders to do, but also how they can meet these requirements. As such we focused on the importance of perception – how a leader’s team interpret their execution of the three equally important components of a leader’s role, namely: • Self Leadership – driving innovation, change and improvement • Task Leadership – planning and accomplishing tasks with reliability and efficiency • People Leadership – enhancing competence, relationships and commitment With clearer messaging and material that support all activities, including the Management Academy, Jotun has strengthened its internal capacity to develop leaders capable of executing effective leadership and facilitating our organic growth strategy. DYNAMIC WORKFORCE Jotun faces a constant challenge to develop and keep young people with relatively short company tenures. Career opportunities combined with extensive training and development programmes are important in order to demonstrate the internal opportunities available. We also need to constantly train and develop our employees in order to have qualified internal candidates for future management vacancies, created by either growth or replacement. To meet strategic HR objectives, and develop individual competency and business understanding, we have built our Global Mobility solutions. This initiative features three complementary programmes: Short-term assignments, mobile workforce and international assignments. In 2016, these programmes were heavily promoted at a Group, regional and local level, offering increased opportunities for job rotation and cross-department, functional and country experience. We believe this helps Jotun, building both individual and business potential now and for the future. 46 EMPLOYEES AND THE WORKPLACE
Jotun Group Report 2016
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