Chemigate, the Bridge 1 / 2023 EN

”Disrupting the status quo, forging bold partnerships for a bio-based revolution.”

- ChatGPT

f***ed up.

f***ed up. we

022 was an interesting year, in a hitting-your-toeon-a-table-leg or losing-your-house-keys kind of way. The year began with a major customer’s industrial action. Then a war broke out, followed by a miserable harvest and an economic downturn. You would think the numbers would have ended up in the red. They didn’t.

Like all other unwritten and written rules, the laws of supply and demand got rewritten last year. For example, with the second largest export market gone since the summer, there should have been an oversupply of products and raw materials. Instead, we lived hand to mouth. Next, everybody predicted an energy shortage and urged everyone to forget about the price issue and focus on ensuring availability. And what happened? The price of energy plunged like the value of the rouble.

In times like these, keeping constant contact with customers and partners is worth its weight in gold. In business, a mess without any warning is much worse than a ‘normal’ mess. Having discussed the risks with your partners or even decided on acceptable risks, it is much easier to pick up the phone and report that the soup just spilt on our collective lap.

The cynics are probably shaking their heads at this. I admit that admitting to mistakes is not at all pleasant. In Professor Ron Dulek’s course on strategic communication at Aalto University, we spent several hours learning how to admit mistakes. The American way is that nothing is admitted, and if it is admitted, the passive form is used. So, you say, “It all went sideways” instead of, “I made a mess of this”. This magazine’s previous issue included a short piece on this theme entitled Raise your hand if you messed up.

Avoiding responsibility is not in line with our values

At Chemigate, being in close contact with customers is the norm. By the way, this is the theme of the issue you are currently reading. More attention was paid to communication with the coronavirus pandemic hindering physical contact. So, we grabbed our phones and called. Our secret ingredient in dealings with the forest industry is to create an understanding that we are all in the same boat. It’s not the first time I’ve

used this soapbox to shout, “tear down that wall”.

The ‘Berlin Walls’ between companies are being torn down. Our partnership with IFF is based on close cooperation between the companies. It is also a good example of how networking can be more about actions than hype. With us, it has led to investments of several million euros at an unprecedented pace. The old and hopefully expiring way of doing things is that the parties supposedly share a common goal while, in reality, they focus on mutual distrust and secrecy. Such a Soviet-era approach is frustrating and as inefficient as the production line in a Lada factory. The secret to the success of the Lavender (IFF) project was agreeing on the roles and responsibilities. That way, each party knew what to do and what not. What was important for us at Chemigate was the message from IFF that they will not build a further processing line for glucan but that it is the responsibility of Chemigate.

Expanding our business to include the production of native potato starch brought Chemigate about 350 farmers as partners. Building cooperation in a constellation where the contract farmers are both suppliers and owners of the raw material requires close cooperation. Our common goal is a profitable chain. Where can we find areas for improvement that will benefit everyone in the chain? What are the roles and responsibilities of each party in a changing business environment? These kinds of issues have been discussed at numerous meetings. One thing has been neglected – arguably throughout Europe. The hope of a better future through the green transition has not been properly conveyed to the primary producers. This is not my first time spreading the good word.

Tom Schauman Editor-in-Chief and CEO of the Chemigate Group

Yeah, listen …uh,

Editorial staff: Tuire Luomala, Maisa Kantola, Tom Schauman

Editorial contributors: Jenga, Martin Ekman and Annaleena Stenman.

Layout: Jenga Markkinointiviestintä Oy

Paper: Multiart silk

Feedback: marketing@chemigate.fi

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I’M A THIRD GENERATION MASTER FARMER. I GROW POTATOES.

WELL, GROW THIS ONE TO HALF A METER.

Transparency, reliability, and relationships are all important in procurement – not to mention price

Chemigate’s procurement pals: Production Director Harri Heikkinen and Procurement and Logistics Manager Kimmo Mäntysalo.

Chemigate approaches downstream customers as a seller, but upstream partners as purchasers of raw materials and services. Now, let’s put on our procurement thinking caps and ask Kimmo Mäntysalo and Harri Heikkinen: how do we get down to brass tacks in procurement?

Text: Jenga

Chemigate’s competitive advantage has always been our ability to deliver products to customers professionally and on time. But ensuring this requires just as reliable partners on the supplier side. The role of procurement is even more critical in a turbulent and uncertain global environment, and it’s increasingly important to keep raw material supplies and sales rolling along at the same pace.

“Procurement plays a central and influential role in our operations. Material flows and unit volumes are large, meaning even small fluctuations in procurement and sales prices can make or break the whole business,” says Harri Heikkinen , Production Director and responsible party for starch raw material procurement at Chemigate.

“We try to keep starch procurement predictable by aligning it with the sales side. For many customers, prices and deliveries are defined by contract for the whole year. By making similar contracts regarding procurement where possible, we can predict costs and overall profitability without getting any big surprises.”

Chemicals around the world

For starch modification, Chemigate needs around 20-30 different types of chemicals. These are procured by Kimmo Mäntysalo , our Procurement

and Logistics Manager. He’s responsible for transport contracts.

“Quite few of the chemicals are of Finnish origin. Around half of the chemicals we use are produced within the EU, and the rest outside it. Procurement, then, is an international operation –but the world is pretty small, and Teams meetings are standard fare. It’s great that we can look for and find wide-ranging suppliers from around the world,” says Mäntysalo.

Chemigate has several long-term chemical suppliers – but supply is monitored, and new relationships are established when necessary. Broadening the scope of procurement increases flexibility and certainty. The recent pandemic served as a reminder of the risks of having too few suppliers, with delivery times of a couple of months stretching to six. And it’s not just the number of suppliers that’s important, Mäntysalo points out – but also the quality of their service

“We value the proactivity of our suppliers – their ability to make our lives easier by taking care of certain things on our behalf and keeping us informed. Generally speaking, the cooperation between our procurement and supply sector is

going well. We have very good suppliers who have upheld their responsibilities even in these uncertain times.”

New openings pave the way for more transparent cooperation

According to Heikkinen, the last couple of years have seen increasingly close relationships with suppliers in starch procurement. One example is a contract signed in 2021, which resulted in all of Anora’s barley starch being supplied to the paper and board industry through Chemigate.

“We work with Anora on a one-stopshop basis. Customers get the same ser-

vice whether they buy barley starch or Chemigate’s modified starch. At the same time, this enables even more open and close cooperation, where we regularly discuss quality and supply issues, as well as relevant news from both sides.”

“Our role was also influenced by the transfer of a majority stake in Finnamyl Oy to Chemigate and Berner Group. Now we have a much better handle on

the flow of materials. We can make our own decisions and think more about the industry’s supply chain as a whole. For potato starch, our partners also include other Nordic suppliers,” says Heikkinen.

The wheat starch used in production at Lapua and Kaipiainen is mainly sourced from abroad on the basis of long-term supplier relationships. This cooperation is more clearly purchasing-focused, but since the starch busi-

ness is a relatively small one in Europe, close and broader partnerships can also develop.

Heikkinen also maintains contact with the Finnish players in the industry through the Association for the Starch Industry. It meets a couple of times per year for informal discussions on general cultivation and legislative issues.

Personal relationships help tamp down the turbulence

Procurement is a business in which the basic principles are product performance, punctuality of delivery and a reasonable price. But in a restless market situation, flexibility on both sides may be needed – and negotiations are increasingly influenced by personal relationships.

“I’ve always kept in mind that it’s people doing these jobs, so I want to get to know our suppliers as people. It’s always said that in a sale, you need to know whether your negotiating partner is a golfer or a yachtsman – but it’s also good to take things to a more personal level in a procurement relationship,” mulls Mäntysalo.

“The work of maintaining a relationship is never finished – it’s an ongoing development. At the moment, there’s a lot of turbulence in quite a few of our raw materials, which is why it’s important to be able to trust your supplier and long-term operations, where you’re not so focused on quick profits,” Mäntysalo says.

Heikkinen, a 27-year veteran of the industry, feels that procurement has developed slowly in terms of raw materials,

products and formulations – but there have been changes and convergence on the business front.

“There are relatively few players, and nowadays our teamwork is perhaps more focused than in the past. Together with Berner, we’ve explored various possibilities for cooperation and have implemented projects and procurement models to optimise our supply chain.”

reliably, as our order service is staffed with true professionals,” Mäntysalo beams.

But there are always two sides to a deal – so what kind of buyer does Chemigate want to be in its procurement?

“Our goal is to be a trustworthy and steady customer that’s easy to work with. Any kind of hemming and hawing or rash decision-making undermines the common basis of trust. The most important thing is that commitments are handled properly on both sides,” Mäntysalo concludes.

“We want to be a partner that sticks to our agreements, but at the same time is open and trustworthy – so that any issues that come up don’t necessarily need to be solved through contracts. We prefer to look for fair and sensible solutions together,” says Heikkinen.

Partnership is a two-way street

The value of cooperation is never clearer than in uncertain times, and Mäntysalo emphasises securing the entire supply chain in procurement.

“It’s my hope that suppliers will actively communicate and cooperate with us, so we can sail through the turbulence of the market together into calmer waters. But we haven’t had any major problems with suppliers. Logistics also works

“The same principle also applies to the procurement of maintenance or cleaning services. A good example is Caverion, previously YIT, who we started a maintenance agreement with at the Lapua factory in 1998. This has continued for 25 years. When things continue to work and develop, we can just keep pulling on the same thread.”

Our goal is to be a trustworthy and steady customer that’s easy to work with.

Farming support for the primary producers of starch

One of the core materials for Chemigate’s production grows underground. Marjo Valtonen, who began her work as a farming advisor in January, supports Finnamyl’s contract farmers for starch potatoes.

Retired Finnamyl CEO Ossi Paakki and Farming Advisor Arto Sillanpää pass the torch to Sillanpää’s successor, Marjo Valtonen, at the farmers’ event in February.

Text: Jenga

Agrologist Marjo Valtonen initially became interested in specialised crops as a student.

Before becoming a farming advisor, she worked as a field experimentation researcher at the Potato Research Institute in Ylistaro, and as the project manager of a vertical farming initiative in the food department at Seinäjoki’s University of Applied Sciences.

“Now, as a farming advisor, I support Chemigate’s raw material procurement by helping contract farmers produce good potato crops. An essential criterion is their starch content, which is one of the key elements of the process.”

Lapuan Peruna’s approximately 140 potato farmers, primarily located in southern Ostrobothnia, are provided with annual contracts and farming supplies – but the tightest collaboration comes through advisory services. Here, solutions to issues like crop protection, fertilisation, weather conditions, and other practical issues are considered together – not to mention the challenges for the sector as input prices, material, and freight costs rise.

“I’ve been surprised at how actively the farmers get in touch with me. They’re highly skilled professionals, so advising them looks more like a collaborative discussion. At times, we talk about more than just farming – which makes for a pleasant co-operative atmosphere. However, we’re working together for the benefit of everyone,” Valtonen stresses.

Each field is an individual – just like every farmer

“Upcoming themes for this agricultural cycle include this spring’s seed potatoes, and how to get them growing correctly. There are a lot of variables in this equation, because each variety has its own growth rhythm and nutrient requirements. We experiment in different locations with new varieties. Every field is different, so the right solutions can only be found through experimentation.”

Valtonen also wants to get familiar with the different fields and farmers better so she can offer even more individualised advice. Her visit in the fall will also involve organising delivery schedules, which she’s also looking forward to. Overall, she finds the entire field rewarding and inspiring.

“I like the variety of the job, the people-oriented approach, and the fact that I get to take advantage of my previous experience and skills. We’ve got a good team – we can think things through together with Farming Manager Kimmo Pusa and Kokemäki’s Farming Advisor Jyri Sirola.”

Farming Advisor Valtonen also spends her free time downto-earth, moving easily between specialty crops and the animal kingdom: “I have two horses in the backyard that keep me pretty busy. Horses have been part of my life for a long time –I’ve had my own since the year 2000.”

An essential criterion of good potato crops is their starch content.

The end of humanity at the workplace?

The year is 2030. Robots and Artificial Intelligence have replaced most of us in the workplace and put everyone but a select few out of a job. Only those who had tasks impossible to automate still have a job. Humanity is coming to an end, and all of our worst fears have become reality. Skynet was child’s play compared to this.

Text: Martin Ekman

Guys, c’mon, I know The Terminator and every other sci-fi movie fuel these kinds of ridiculous nightmares, but that is not how Digitalization, Automation, or AI work.

First of all, Artificial Intelligence will never be able to replace humans. AI is just a tool, which we can use to make our life easier and make time for more important tasks.

Secondly, the definition of artificial intelligence and the hype around it is changing all the time. When navigation systems (Such as Google Maps) were introduced, being able to calculate the shortest or fastest route from point A to B was considered AI. Now it’s just an everyday app on your phone. What I’m trying to say is that all these things happening are just more and more digital tools being created or improved. Thanks to these, B2B companies can now automate and digitize many of their manual processes, such as data entry and document management, reducing the time and resources they spend on administrative and repetitive tasks.

Let’s talk a little about these digital tools.

First off, Chemigate’s supply chain digitalization project Cerveza. This is a project written about in last year’s The Bridge (Go check it out, if you haven’t already!). With Tracking Cloud (the main digital tool of Project Cerveza), we are already reaping the benefits of this by automating some material reception, streamlining our order-supply chain, and creating benefits for us and our partners. Step by step, we are optimizing our resource and time usage, and hopefully making life a little easier for as many stakeholders as possible. All while making sure that we are, in fact, doing that – making things easier, instead of harder. And let’s face it, I don’t think Cerveza will ever lead to anyone being out of work.

Secondly, like every other company, Chemigate also started utilizing Microsoft Teams all the time for e-meetings when the pandemic hit. However, this also opened the door for further utilization of Microsoft Teams and SharePoint. These have tools and features that we have started using for document management, quality processes, project management, and collaboration improvement. Even if most people think of video meetings when hearing Microsoft Teams, the other features and add-ons this software has to offer are quite impressive.

The increased reliance on digital tools (that’s right, let’s continue talking about digitalization and automation for what they really are – digital tools) in the workplace also means increased risks in terms of cyber security. As more sensitive data is stored and transmitted digitally, it becomes more vulnerable to cyber attacks, data breaches, and other forms of cybercrime.

Think of it like this – More data = Bigger consequences in case of a breach.

This is why, naturally, Chemigate also focuses a great deal on cyber security, with the help of some great partners. I interviewed Petri Perämäki, Chief Information Officer at Opsec Oy, Chemigate’s data security service provider, about current trends in IT and cyber security:

“One of the trends in digitization has been to move services to the cloud from one’s data centers. The goal has been to achieve cost savings and reduce the workload of the IT department. It makes sense to make plans far into the future for what you want to keep on your own servers and what goes into the cloud, taking into account the risks and benefits.”

And if you have a lot of data in the cloud, it means the cyber security of the cloud must also be top-notch. “Let’s take Microsoft 365 as an example,” says Petri. “Nowadays, the user base of Microsoft 365 is enormous, and it has evolved from mostly a tool for emails into the likes of Microsoft Teams, Sharepoint, and other features. It is now a very attractive target for cybercriminals. In addition, the identification feature of M365 is also used for third-party applications, which is

likely to further pique the interest of criminals.”

In many companies, most employees have access to loads and loads of internal data. This gives cybercriminals a large pool of targets, where just one breach may give them access to almost everything. Let’s paint a word picture. A cybercriminal

To summarize:

While digitalization and automation are powerful tools for improving business processes, they are not a replacement for human customer service and value creation. In the end, it’s the human touch that builds meaningful relationships and creates real value for customers. Digital tools can take businesses far in terms of efficiency, accuracy, and speed, but they cannot replace the empathy, creativity, and intuition that come from human interaction. To truly thrive, businesses must embrace both the power of digitalization and the importance of human connection. It’s not an either/or proposition; it’s a matter of finding the right balance between technology and humanity. By combining the best of both worlds, businesses can achieve new heights of success, efficiency, and customer satisfaction.

sends out hundreds, thousands, or even tens of thousands of phishing emails to the employees of a company. Maybe they send this email on a Friday evening after work, with an important headline and a cry for help that this needs to be done before the weekend. This email may be written in flawless Finnish and look like it has been sent from inside the company.

One person clicks on the link in the e-mail, it then prompts for login information, and the employee attempts to log in and receives an error. “Whatever, I’ll check it on Monday,” the employee mutters. Just like that, a cybercriminal may have gotten access to loads of important information, with a whole undisturbed weekend ahead before anyone even notices.

Sure, maybe this example is a horror story to illustrate one of the worst things that can happen, but it’s uncomfortably common. That’s why Petri would like to give a couple of pointers for how companies can easily improve their data security:

• Make sure all employees are aware of different data security risks, and how they can recognize them.

• If a colleague sends you a weird email, always give them a call to make sure before clicking any links.

• Use two-factor authentication.

A part of this article was written with the help of another digital tool called ChatGPT, a new and revolutionary Artificial Intelligence chatbot.

ChatGPT is a computer program that can hold conversations and answer questions like a human. It has been trained on a large amount of text data, so it can understand and generate language that is similar to the way people communicate.

Images created with the Stable Diffusion text-to-image AI tool, which was fed the following prompts:

Headline image: Artificial intelligence concept, Photo, Realistic, HD, Beautiful Lighting, trending on Artstation, Maya Model, Detailed Render, Landscape

Images 2 and 3: Arnold Schwarzenegger as Terminator android laughing in the office with ten casually dressed women sitting and A4 paper flying in the air, potatoes, barley, CGI, Digital Art, Photo, Realistic, Dramatic, HD, Fisheye Lens, Beautiful Lighting, Dynamic Lighting, Maya Model, Detailed Render

“Kids, we know it’s exciting, but make sure you use protection!”

Transport harmony calls for

a skilled conductor a skilled conductor

It’s said that stalled logistics is like a heart without an artery. In today’s world, one where the headlines change between almost every bathroom break, we at Chemigate can hardly stress the importance of reliable and flexible logistics enough. Chemigate’s longstanding transport partners are piloted by steady-handed captains – and here we’ll introduce one of them.

When I worked in order service, I got to know Aapo Repo from RL-Trans. His professionalism and cool head have always been good for my blood pressure.

Aapo’s input plays an extremely important role in the supply chain. The work of a transport coordinator isn’t to simply preside over the aimless movement of massive transport fleets, but rather to strike a perfect harmony where each note is kept in time by the coordinator’s baton.

I gave him a call and we kicked off the interview with the basics. My call was answered, as always, by a calm and polite voice. I was feeling a bit nervous, as this interview was my first story for The Bridge. Fortunately, my nerves subsided quickly, and soon enough we were chatting just like old times.

Could you tell us a little about your background?

I’m an automotive engineer by trade and worked as the manager of an auto repair shop for 15 years. I wanted new challenges in my career and let me tell you – I got what I ordered. I’ve now worked as a transport coordinator with RL-Trans for several years.

What do you do there?

My responsibility is to coordinate transport between Europe and the Nordics – in both directions – and I’m responsible for about 15 drivers. I plan the routes together with other transport coordinators, making sure they’re energy efficient and can take place within the agreed timeframe. It requires a lot of proactive thinking, and everyone’s expertise has to be put to use. My job description also includes managing relationships with both receivers and customers. We always strive to exceed customer expectations – I love to surprise the customer when they aren’t expecting it!

Challenges?

Of course, challenges always crop up somewhere with regard to weather situations, or even changing timetables. You need to keep the big picture in mind, because even a small change can affect many different things. Sometimes we end up making decisions quickly, and the situation has to be thought through again.

What makes for a good supply chain?

Chemigate is a model example of how the customer relationship operates in both directions. The basis of good cooperation is open, honest, and energetic. And to maintain the supply chain, a lot of collaboration is required after delivery as well.

What do you like most about your job?

For me, the challenge of the job is important, which in itself makes it interesting and meaningful. In a complex and sometimes hectic position, I get to use my natural qualities – such as quick logical thinking and a good ability to cope with pressure – and a sense of humour certainly doesn’t hurt either. It’s also not about trying to go it alone – it’s a team game where we always have a common goal. We know how to play the game together, and usually we win.

Text: Tuire Luomala

Tales from integration

I’ve been involved three times when a company I work for has been acquired. I’ve sat in the conference room with my name suddenly missing from the org chart – which has been unveiled for all to see by an executive from Central Europe speaking in broken English. I’ve picked my jaw up from the floor as the new boss asks me to dream up an approach to do the same amount of work after cutting three quarters of the team. I’ve stood by and watched people withdraw and hold back tears as months of integration have brought all meaningful work to a standstill. But I’ve also been there when the new owner’s CEO has taken it upon himself to speak with his new colleagues and spend time with those who were particularly intimidated by the change. So, when the integration of Finnamyl and Lapuan Peruna began, yes – I had experience. Both good and bad.

Finnamyl, Finland’s largest potato starch producer, alongside its subsidiaries, transferred to Chemigate – and therefore also to the Berner family – on July 1, 2022. This can be seen as a continuation of Berner Group’s growth strategy.

You can get a deeper understanding of Berner’s acquisitions and integration process by listening to the Chemigate podcast. Guest speakers include Berner’s CEO Antti Korpiniemi, among others.

Text: Tom Schauman

When an acquisition is completed, the clock starts to tick the moment the digital ink starts to dry on the virtual paper. At that stage, the most important thing is to ensure continuity. In their article Special Leaders for Special Times –published in the year 2000 – Ron Ashkenas and Suzanne Francis stated that the most important window of time for successful integration is the first 100 days after the contract is signed. It has to be made clear to customers, staff and suppliers (i.e., contract farmers) that the new owner’s intentions are honourable.

While there are other reasons to purchase companies, Chemigate’s primary reason was that we believed we could develop the business we were acquiring. But this doesn’t mean we think we’re better than the company’s former management. On the contrary, the previous owners – who were also part of

the management team – developed the value of the business to the point that an outside party was prepared to pay cold, hard cash for it. What Chemigate has is more tools. The Berner Group’s toolbox offers ways to create synergies that weren’t available before. Chemigate, on the other hand, has the opportunity to expand Finnamyl’s customer interface. In other words, the fact that the factories wouldn’t be closed and that the business will continue to be developed was communicated as quickly as possible to all stakeholders.

Near the end of summer, I spoke to more farmers than I had in my entire

life up to that point. I got to know my new colleagues through countless meetings where we went deep into the potato starch and potato protein business – and the surprisingly complex circular economy they’ve sprouted. Getting the message to our customers was the easiest of all. A year ago, everything was in short supply at one time or another. We were able to communicate that Chemigate had secured its potato starch availability, which was met with much relief.

Crucial leaders from Finnamyl and Lapuan Peruna were transitioning into retirement. This, and of course the operational changes that the business group’s formation had caused, required the appointment of new management and a new CEO. I can’t remember what the original plan was, but it was quickly put to the side when Kalle Kainu expressed interest in the job. Kalle is perfect for it. He’s possibly the best team leader I’ve ever known. He also has an interest in agriculture – which comes, if not from his genes, at least from his mother’s milk.

The role of the new business and team leader is extremely important. Finnamyl’s outgoing CEO, Ossi Paakki, now had someone to whom he could pass that painfully elusive tacit knowledge. Now, the staff at Finnamyl and Lapuan Peruna had someone whose job it was to listen to them, and who had the guts to make changes. And Chemigate now had someone tasked with building bridges within the business group.

As if the task wasn’t difficult enough, the acquisition took place in the midst of the inflation connected to the war in Ukraine. As inflation hit the agricultural sector, already unprofitable, it caused a strong reaction among farmers throughout Europe. Of course, we had been warned about this before, so reaching a new price agreement was a top prior-

We believe that this solution may even attract new contract farmers to join Finnamyl and Lapuan Peruna.

ity. Nevertheless, the message from the contract farmers was so strong that I had to take a restorative drink after the meetings on a few occasions. Sorry – I meant of course that I had to run an extra half-marathon to recover from the negotiations…like a modern business leader is expected to.

But we came to an agreement on the price, just like we’ve always done before. We believe that this solution may even attract new contract farmers to join Finnamyl and Lapuan Peruna.

The first stage of the integration has already been concluded. I’m not claiming that everything went perfectly, or that all the fires have been extinguished. Internal struggles and partisanship have ruined many promising beginnings. A Harvard Business Review article from 2016 puts the failure rate between 7090 %. Among this group of failures are some real heavy hitters whose names are familiar to everyone – Microsoft, Google, etc. I hope, however, that the worst pitfalls have been avoided, and that we’ve bought some time for fine-tuning. The near future will bring new business models to both Kokemäki and Lapua. Change isn’t ever easy – and we’ll keep looking for ways to change our business that make it even better. In my opinion, it’s pointless to imagine that people will quickly change their conception of being from either Finnamyl, Chemigate, or Berner. I do hope, however, that this vision will be accompanied by a broader sense of community – one that doesn’t take us away from our roots.

Lessons learned the hard way

It never pays to be long-winded in the business life, but particularly not during an acquisition. Issues fight, not people. Negotiations about the value of a company create a confrontation that should be set aside as soon as the contract is signed.

Outgoing leadership must be heard. They’re experts in the field and in the company you’re buying. But the new leadership will make the decisions and take the responsibility.

Time is the enemy. If the company isn’t organised quickly enough and a new direction is not communicated, discontent will take root.

You must communicate frequently and consistently. In the absence of official information, rumours fill the void. Everyone has noticed how difficult it is to combat misinformation when it’s given space to multiply. Note: the Earth is not flat!

• Factories in Kokemäki (Satakunta) and Lapua (South Ostrobothnia)

• 40,000 tonnes of potato starch

• 175,000 tonnes of potatoes

• 350 contract farmers

• 33 people

“Everything was more than we could have hoped for” we could have hoped for”

Text: Annaleena Stenman

In the 2022 issue of Bridge, we wrote about a modification line being constructed in Lapua to produce a new kind of technical biopolymer in collaboration with International Flavors & Fragrances Inc (IFF). Biodegradable polymer can be used to replace fossil-based ingredients and ingredients containing microplastics in a number of applications. In this issue, we’ll take a look at the preparation of the very first production batch and the phases of the actual test run.

First production test run in August 2022

The blasting of the rocky plot was carried out in autumn 2021, and the construction of the foundations started in February 2022. During the summer, the walls of the plant went up in quick succession, and everything seemed to be proceeding according to schedule. It wasn’t until late summer that it became

apparent that the original target – a test run in August – would not be achieved.

“The installation of the equipment and pipes took longer than planned. At the same time, our partners also had delays, so we all got some useful extra time,” says Aki Laine, Chief Technology Officer.

The workers in the quality control laboratory also breathed a sigh of relief. The analytics and work instructions for the new product were created partly on the basis of starch analytics and partly from scratch with the help of IFF, but there was still a lot of work to be done at that time.

”In August, we were still missing the new analytical equipment we had ordered for polymer quality assurance,” says Annaleena Stenman , Laboratory Manager.

New schedule for the test run: November 2022

The new plant was first tested in November 2022. The test phase involved running water through the various process stages as well as fixing leaks and other problems as they were found. The automation also needed some fine-tuning to ensure that the product would

move through the process in the desired way.

The first test run with the Austrian suppliers of the evaporator was an exciting experience for Process Engineer Miikka Laukkanen.

“There are two ways a man can feel truly alive: bullfighting or operating an evaporator with manual control,” says Miikka, as if he can’t quite believe what he’s done.

The laboratory was almost ready to start production in November, as the new analytical equipment had arrived and the work instructions were almost complete. The delivery of the spectrophotometer might even have broken some kind of record.

“I placed the order by email at 15.40 on a Thursday. The device arrived at our laboratory at 11 o’clock the next morning,” says Annaleena, once again expressing her gratitude to Noora Kumlander of Berner MedLab for her quick service.

However, the test run had to be postponed due to challenges related to the raw materials and the completion of the plant.

New schedule for the test run: December 2022

As usual, we relied on our IT wizard Esko Hagren to create the log book needed for the modification. Based on

Chemigate’s wishes, Hagren designed an application that could be used to provide step-by-step instructions for the manufacturing process as well as to record sampling and analysis results.

“This project emphasised the traceability of the raw materials, which was successfully integrated into the log book using existing systems. The application supports the documentation well and takes what we do to a whole new level,” Aki Laine says gratefully.

Although the project was already well underway in Lapua, there were still challenges with the raw materials. As Christmas preparations drew closer, the test run was postponed until early 2023. At this point, Miikka Laukkanen had to re-

new the duty rosters for the third time.

Annaleena Stenman had an additional challenge for production and maintenance: the freezer ordered to store the polymer samples was so large that it would not fit through the warehouse door. It was decided to place the freezer in a temporary location in the lobby of the new plant.

New schedule for the test run: January 2023

The chemical pumping could only be tested at the beginning of the test run week due to problems with the control circuit. Unfortunately, even this test did not go as planned.

“During the test, the volume measurement of lye did not work, so too much lye was added to the chemical test batch.

The end result was far too alkaline and had to be diluted with sulphuric acid to at least make it suitable for the sewage treatment plant,” says Miikka.

Finally, the first test run day dawns. Jani Alanen , the operator who has been practising polymer modification the most, is on holiday in the Canary Islands. On the evening before the test run, Miikka is sceptical, and no one believes that the tight schedule that Aki has planned can be maintained. And before the manufacturing can even begin, it turns out that the pessimists were right: the factory has unexpectedly run out of liquefied petroleum gas. In addition, two pumps break down on the first day. There are no spare parts for the pumps, but they can be obtained by dismantling the pump that receives the raw material, which has no further use at this stage of the production.

However, the early setbacks do not delay the start of the test run by more than six hours. And once up and running, the production starts to run better than even the optimists could have expected.

“The longest stages of the process –filtration and evaporation – ran like a dream. One pump was not pumping at the expected capacity, and this bottleneck had to be dealt with. In the end, however, we were ready on the day we were supposed to be,” Miikka says happily.

In the laboratory, the test run has a significant impact on employment, as close to a couple of hundred samples are taken and dozens of samples are an-

new modification plant has now proven to be fully functional. Regular production can only start once the various parties involved have completed the necessary commissioning tests, investments and product approvals,” says Aki.

Miikka says that the project was a great way to develop his professional skills:

“It has been a pleasure to be involved in the production and problem-solving at so many stages. We have been building so closely with Fimpec that the project has become a joint effort where it doesn’t even matter which company you work for.”

two ways a man can feel truly alive: bullfighting or operating an evaporator with manual control.

alysed. Everyone is also eagerly awaiting the results of the different process stages. The nitrogen determination does not go quite as expected, but there are no problems with the other analyses. Once the analyses are completed, the laboratory has only good news to report.

“We were prepared to accept results well outside the target values in the test run. However, the results from our own and from IFF’s laboratories showed that the product turned out exactly as desired,” Annaleena says with a satisfied look.

First production batch ready: January-February 2023

The delay of just under five months can be considered a good achievement – at least if you ask the workers of Olkiluoto. After many sleepless nights and plenty of sweating, the first-rate biopolymer is ready to be dispatched via global partners to be used, for example, in the manufacturing of detergents.

“As far as Chemigate is concerned, the

“Project Manager Arto Haapanen from Fimpec retired during the project at the end of 2022. However, he brought the project to the finish line with solid professionalism and was still working at full speed in Lapua even during his retirement coffee. The close cooperation with Fimpec will continue with other projects, and even Arto might participate in the most interesting projects after his retirement,” adds Aki.

Even the laboratory freezer finally made it to its home in the warehouse after a few stairs were dismantled. Annaleena praises the coordination in establishing quality assurance practices:

“Without the work and support of our colleagues at IFF, we would not have been able to get the analytics done in this timeframe. The reference analyses between the laboratories quickly helped to identify critical areas for improvement. The equipment suppliers were also unexpectedly accommodating in terms of delivery times, which helped us significantly.”

It seems that the saying “everything was more than we could have hoped for” is appropriate here. We would like to thank all our partners involved in the project!

There are

Ten years later

Chemigate and Kyrö Distillery Company celebrated their tenth anniversary in the same year, in 2022. The timing can also be questioned for both companies – and for good reason. Chemigate had already turned 12 years old by 2022 but, due to the coronavirus, the celebrations could only be held last year. In Isokyrö, the copper stills were first switched on in early 2014, but water had already been thrown on the sauna stove at Kyrö back in 2012. This event also inspired the memorable “field running picture” to which the company will forever be linked. That image also lets us get up close and personal with the founding members.

Text: Tom Schauman

Jouni Ritola, a successful serial entrepreneur and rye evangelist, the CEO of the Kyrö Distillery Company, and an old friend of mine, lounges at the bar in his Hämeenkatu, Helsinki office, looking like a caricature of a distiller. Yes, of course there is a bar counter at the Kyrö office. Next, Jouni surprises me by offering me whisky instead of coffee. I get to sample the Kyrö Peat Smoke whisky. It hasn’t hit the shelves at Alko yet. The taste is strong but refined. Familiar rye can also be distinguished among the smoke. We’ve come a long way from barrel number nine.

I knew Jouni even before we spent the evening together after the 2014 PulPaper fair, sitting in a pop-up drinks restaurant set up by the Kyrönmaa Tourism Promotion Centre (the name was one of the first in a series of brilliant marketing campaigns that Kyrö Distillery has become known for) and tasting drinks made from rye distillate. The evening ended with an impulse buy. I bought a barrel of whisky. I wrote an article about this ninth barrel, which was produced by Kyrö, in this same magazine in 2017.

The brand Kyrö was born out of daring

Although we operate in different sectors, the business models of Chemigate and Kyrö have much in common. Of course, Kyrö is in a completely different league when it comes to image marketing than Chemigate, which mainly offers B-to-B services for forestry companies. It is a pleasure to listen to Jouni talk about the company’s philosophy, summed up in the phrase “dream and dare.” From daring grew that naked ambition, with the initial aim of creating something that no one else had dared attempt. Ever since that streak in the field, making Kyrö stand out has required a large number of deliberate decisions along the way. To illustrate, Jouni mentions that, while their competitors were creating separate brands in the hope of being seen as smaller (and therefore more exclusive), they decided to bet everything on the Kyrö card. Napue Gin is nowhere to be found anymore. The card that was bet on has long since become a high value card, if not even an

ace. But how does one build a brand in a country where you can’t even advertise alcohol?

One of the answers to this is brand community. Ever since the beginning, the community has been the lifeblood of Kyrö. I was there when the first barrel owners’ meetings were organised. Since then, the annual Kyröfest has become the flagship of the community, with over 1,500 partici pants last year. Community spirit allows the initiated to gather together with like-minded people and also helps to spread the message outside the community. And of course, it has also created new products. In the early days, product development was carried out with stakeholders. Some examples are the ‘Sirene Absinthe’ and the ‘Helsingin’, which were developed with the help of enthusiastic professionals. Even then, Kyrö was the distiller and the provider of the framework.

There are little details in the Kyrö brand that tie the company to Finland and Isokyrö. “Finnish rye is, of course, the thread connecting it all,” says Jouni. The selection of Kyrö Dairy Cream for the product range back in the day is, in turn, a reminder of the fact that the distillery is located in an old dairy. There are countless similar examples.

A person delivering bulk loads to Stora Enso sometimes stops to wonder whether this really is that important if the purpose is to just taste a good drink and, in a socially acceptable way, get a little drunk. It is. If your clothes were only meant to cover private parts, shirts would be labelled Blåkläder, not Ralph Lauren.

… and then we take Berlin

The Kyrö brand became even stronger when its gin won the title of the World’s Best Gin and Tonic in 2015. The distillery was working long hours, and demand exceeded supply. Going international was a logical next step. Now Jouni is no longer smiling in the same way. His speech is slower, but it is equally clear that these issues have been thoroughly worked through and that the words that come out of his mouth shouldn’t be shrugged off. Kyrö misjudged the competitiveness of the brand abroad.

“Distributors were harnessed and left to wait for orders. At the same time, investments were made in both capacity and infrastructure, perhaps too enthusiastically in retrospect.” Been there, done that, I think to myself, but I can’t bring myself to say anything. I may not have got as far as Jouni in the 12-step program for entrepreneurs. I haven’t yet made a searching and fearless moral inventory of myself.

In Finland, the distillers quickly realised that the strategy had to be changed. Efforts were directed at the next level. The aim was to try to influence bar and restaurant owners and the choices made by spirits retail chains. In a word, the focus was on the “trade” in the sector’s value chain, rather than on the distributors. Jouni packed up his life and moved to Chicago. The business grew, but something essential was missing.

Jouni calls the current strategy a “hyperlocal export strategy.” Now the aim is to make an impact at a grassroots level. Naturally, this means that resources need to be more carefully targeted. Kyrö chose to focus on Berlin – and not even the whole of Berlin, but parts of it. In Neukölln and Kreuzberg, the Brutally Finnish advertising campaign began to take effect. It was a success, and the concept was expanded. The success was unexpectedly boosted by the coronavirus. The Kyrö Distillery had just signed a contract with Gorillas and Flink, companies that deliver consumer products to customers’ homes within thirty minutes, when the concept of ‘pantsdrunk’ was introduced to the world. Non-Finns should absolutely google the meaning of that.

This year has brought about inflation, and with it, a downturn. The above-mentioned investments in infrastructure and the need for capital due to the investment in whisky have put the screws on. “We have 1.5 million litres of whisky in stock in Isokyrö.” I am thinking that the whisky stocks must be eating up a huge amount of capital.

However, the situation at the distillery looks quite good. After all, you can’t just regard the ageing whisky in barrels as a stock of raw materials. It can just as well be seen as an investment for which financing has now been obtained. This investment will result in products such as the Peat Smoke whisky, which has already disappeared from my glass but will soon be found alongside Kyrö Malt and Kyrö Wood Smoke whiskies on the shelves of self-respecting spirits retailers. A major deal has also just been made with Finnair. Jouni chuckles like a kid at a candy store when he tells me about this.

What we believe in

The memories of the early days have been gilded by time and the smoke-scented drink. While the lack of resources and the burning of a candle at both ends, bought with bank money, caused sleepless nights, they also gave clarity to the mission in life: to survive or die. The time has now come to grow up. The Kyrö brand has built a strong position in Finland, so it has to stand for something. What are the values that both the distillers and the drinkers can stand behind? Again, we find similarities with Chemigate. Responsibility. It won’t only be recognised but taken as a positive challenge and defined so that it can be measured. For Kyrö, responsibility has always meant environmental and social responsibility.

Today, there has been a row of bottles on the desk. They are being turned over and wondered about. Packaging is a difficult thing in image marketing. Kyrö’s drinks are definitely not bottom-shelf products. Therefore, aesthetics and style matter. On the other hand, environmental responsibility places high demands on packaging. Kyrö is currently launching a new product. No other details were revealed to me, except that the bottle may contain 70% recycled glass.

The company is also going through a kind of change of generation. “We want to maintain the entrepreneurial spirit, but it should no longer be as owner-dependent.” The idea is to distribute responsibility to the capable professionals who have been hired and who have embraced the culture of the company.

I remember jumping into a taxi in Isokyrö years ago. The driver talked about the honour of being involved in the distillery the whole way home. I wasn’t at the distillery auditing that evening either, but I have to say that the social responsibility situation can’t be very bad when even the taxi drivers are praising local entrepreneurs.

Major events

Chemigate’s and Kyrö Distillery Company’s timeline

Tarantula coating starch enters the market. A failure of the potato crop was a problem. The banks were a nuisance.

The first Chemigate representative expense is created at Smör in Turku. Later, Chemigate’s business takes off.

China trade. A spluttering, jerky cold start.

PrimeBOND enters the market. Internationalisation strategy no. 1 Russia.

World’s Best Gin and Tonic award for the best gin. The company’s focus shifts to gin. The company

• Koskue Gin product development

Project Evolver –customer segmentation strategy.

The rise and fall of the project Bora (extruder technology).

Scirocco-Scirocco dry-modification line was launched. It rained all the time that summer. A loss-making year. Internationalisation strategy no. 2 Asia.

Learning distilling skills with rye.

Pop-up in Helsinki and commercial launch of the distillery in Isokyrö.

• Napue Gin product development.

Internationalisation strategy no. 1. “Let’s conquer the world.”

• The first Long Kyrö Cranberry is released.

Men taking a sauna and frolicking in a rye field.

The first whiskies are produced. “Oh, does Kyrö also make whiskies?” Barrel no. 9 was bottled.

• Kyrö Malt Rye Whisky launch.

Berner becomes the owner. An agreement with Anora for the sale of native barley starch.

Finnamyl and Lapuan Peruna become subsidiaries of Chemigate.

Shortage of everything. War. Inflation. Loss of trade with Russia.

Co-determination negotiations. The China trade started for real.

Covid starts to spread pandemically.

Internationalisation strategy no.

2. “Closer to the trade and the conquest of America!”

• Kyrö Dairy Cream is launched.

Development of Kyrö strategy 3.0 “The Kyrö brand is the umbrella.”

• Kyrö Pink Gin launch.

Financial package to support international growth.

• Kyrö Wood Smoke Whisky launch.

• Internationalisation strategy no. 3. “Hyperlocal consumer centric –take over Berlin.”

Growth Engine Germany and UK, consumer focus in everything the company does.

• Kyrö Peat Smoke launch.

• Surprise product launch under the Kyrö brand.

The German conquest continues.

The Lavender idea is born.

The Lavender line launches.

WE’RE ALL PART OF THE SALES TEAM

The skin is the largest human organ, covering the entire surface of the body. The skin protects but also transmits information about the environment through the sense of touch. Skin to skin – could there be a more intimate situation? And of course, this sensation can be either good or bad.

In business, being skin to skin often refers to customer orientation. This business philosophy emphasises the importance of taking the customer’s needs, wishes and expectations into account in every aspect of the business. It seeks to ensure that a company’s products, services and practices are designed to meet customer needs and that the overall experience is positive. However, “to get under the skin” can also mean the opposite in everyday language. But does the same apply to traditional customer-supplier relationships? Can you be skin to skin without feeling uncomfortable? Where is the line – or is there one?

In this case, it might be a good idea to let the other party draw their boundaries where they see fit for their own operations. Roughly speaking, the boundaries of customer relations can be drawn somewhere between the two extremes of partnership and opportunism. And to this I would immediately argue that there is hardly any one-off trade at Chemigate. When the customer industry is as well defined (narrow?) as ours, what goes around comes around very quickly. And this is true in both good and bad. Even if prices were agreed on a monthly or quarterly basis, this thought is ALWAYS in the back of your mind: “What happens after this contract period?”

But does anyone benefit from the partnership, does it make economic sense, and if so, which party does it benefit?

In ordinary times (you could ask ChatGPT for a definition of this as well, but I guess it’s too hard a nut to crack even for AI...), the benefits are probably a bit harder to see. What is clear is that every company must, first and foremost, concern itself with its own competitiveness; this is stated clearly in the Finnish Companies Act. And that’s good – it ensures that there will also be a partner tomorrow. But I would still argue that a supplier should not forget the customer, not even in good times, or vice versa.

Text: Maisa Kantola

Because, in part, partnership is a bit like insurance. And quite often, especially in times of crisis, the customer-supplier relationship is weighed up. This may sound somewhat corny, but it often seems that the warmest experiences of partnership and cooperation occur in the middle of a crisis. This is when the importance of cooperation becomes clear, and objectives align. When two heads are better than one. This can also be considered an improvement in efficiency – when the objectives are speed and results, it’s certainly most efficient to “be on the same page.”

Chemigate has always aimed at being a reliable partner. It’s a matter of hon-

our for us to be the one to call when there’s an emergency. And we feel especially good if we can be of service. It’s good to remember that this is not just a question of resources, but also requires knowledge and skills – not only about knowing the back of your hand but also the back of your customer’s hand. There needs to be “just enough skin to skin.” Of course, we also have good examples from recent history of how a customer has continued

to push forward with us when the product wasn’t as finished as we thought, or has offered a helping hand when we’ve tried to understand together where the shoe pinches the tightest. I can also say from my own experience that, quite often, the customer’s worries are our worries – but we also appreciate the other’s success. Our organisation is so flat that I think every employee of Chemigate understands who ultimately pays our salaries. In the end, what is best for the customer is also what is best for us. Whatever our position, we are all part of the sales team.

We wanted to know what our long-standing customer, Sonoco’s Debra White, thought about this. Debra’s title is Senior Director, Global Category Management, Paper Products. Sonoco is a global company providing packaging solutions, hailing from South Carolina, USA.

Debra’s take on the subject is clear as glass. “There is no such thing as too much interaction when it comes to strategic suppliers. A good supplier must have multiple touch points, not just purchasing.” She lists quality, operations, and development as equally important points of contact. “The supplier needs to be ingrained in the customer’s business as well as its current and future needs.”

“The supplier and customer need to drive value together. Value is key, not price.”

Debra feels that Chemigate has been successful in doing this. “Chemigate understands the cultural differences of the companies well. They have understood the needs of the American company. Chemigate listens to the needs and responds well even when occasionally both parties leave without being altogether happy. Chemigate’s responses are creative and not me too type of solutions.”

The supplier and customer need to drive value together. Value is key, not price.

Chemigate career chronicles

Jaana – lab technician turned controller

Chemigate wants to offer all its employees the opportunity to develop and improve their skills. Jaana Karvonen is one of the many people in our company whose career path has evolved over time. Where did she start from and where has she ended up?

“I graduated as a laboratory technician in chemistry in 1995. The nineties were a time of recession, and there weren’t many jobs available. Coincidentally, an acquaintance of mine mentioned Kationi, which was once part of Raisio Chemicals. I applied for a summer job in the laboratory and was hired by Paavo Ahonen, now retired Production Service Manager. It’s funny because my current job description includes some of Paavo’s tasks at the production interface,” says Jaana.

“In 1997, I stayed on as a permanent employee. During Ciba and BASF, there was cross-training, and I stood in for some time in the order service. In 2010, Production Manager Harri Heikkinen offered me a position in Chemigate’s order service.”

As the years went by, Jaana’s professional skills grew, and several significant changes were implemented in the order service at her initiative. As Chemigate grew, so did the number of financial administration tasks. When additional resources were hired for the order service in 2014, Jaana was offered the opportunity to move to a more permanent role in financial administration.

“With the support of my supervisor, CFO Mika Vuokila, I have achieved a lot. We had a clear, target-oriented path that we set out to follow,” says Jaana.

In her current role, Jaana performs a wide range of different tasks as a controller. Her tasks include internal accounting, including financial and production reporting, compiling budgets and forecasts, maintaining the ERP system and supporting the order service. Her responsibilities also include various development projects, such as the Cerveza digitalisation project for the order supply chain.

Chemigate employees’ long years of service indicate that the employees are enjoying working under the green Chemigate banner. So what’s best about the job?

You can find more information about Cerveza within the pages of this magazine.

Text: Tuire Luomala

“I think the best things about Chemigate are definitely the colleagues and the working atmosphere. The management is approachable, so you can ask them for advice and you don’t need tons of courage to do it. Every employee is valued, and our contribution is appreciated,” says Jaana.

Jaana’s family includes her partner and two daughters. Jaana is also a “nana” to one wonderful furry friend. In her free time, she likes to spend her time at home and exercise.

“In winter, my number one sport is skiing in the traditional style,” says Jaana. “In summer, I’m a pallet collar gardener and grow both edible and ornamental plants. In the evenings and mornings, you can find me in the garden, wandering around and taking pictures of the flowers. A long-time dream of mine is to have a big white greenhouse built out of old windows.”

Kalle’s new tasks

Kalle Kainu’s role at Chemigate changed with the acquisition of Finnamyl and Lapuan Peruna.

As if from an Easter egg, Kalle hatched out to become Finnamyl’s new CEO after Ossi Paakki retired. But Kalle is certainly not a novice – although the description might give you that impression.

Kalle has successfully managed Chemigate’s sales department for over ten years. This jovial man from Turku is a corporate veteran with plenty of experience, skills and wisdom. We wish Kalle good luck and success in his new endeavours.

At the beginning of their career path at Chemigate

Welcome aboard!

Teija Mäkinen (Finnamyl Oy) started as Chemigate Oy’s Ledger Manager on 1 December 2022. In addition, Teija will familiarise herself with payroll tasks at Chemigate and Finnamyl in 2023.

Paula Esala (Lapuan Peruna Oy) joined Chemigate Oy as a Sales Assistant on 1 January 2023.

Chemigate’s factory in Mietoinen has hired three operators: Lauri Lintupuro for a fixed-term contract as of 1 January 2023, and Sami Sarjo and Janne Franska for a permanent contract as of 1 March 2023.

Floral splendour in Jaana’s home garden.

The different shades of customer work The different shades of customer work

Compiled by: Tuire Luomala

Without customers, we here at Chemigate wouldn’t manufacture anything for our own enjoyment. In our daily life, the customer always shows up in slightly different ways – but in each, they fit perfectly into our internal processes.

- Making offers, providing technical customer service, holding meetings and de- veloping our operations are all part of our customer-facingday-to-day, work.

service has received the customer’s order, the foremen, production and laboratory do their best to chemically manufacture the product exactly as the customer wants it.

- Our order service also works in coopera- tion with the transport agency to ensure the customer receives the product at the desired time.

Coffee table poll

Is there anything other than sweat and tears on your skin?

(Tattoos, piercings, scars, birthmarks, etc.?) Is there a story behind them?

Compiled by:

Tuire Luomala

I have a birthmark on my left arm. A funny detail is that my late uncle had a very similar-looking and similar-sized birthmark in exactly the same place.

Nickname: Car Man

I wear a lot of make-up on my skin. Unlike most people, the older I get, the more make-up I wear. I love wearing make-up because the colours are beautiful. I also like to paint on canvases (with acrylics), but when it comes to face make-up, I have to keep the colour palette a bit more subdued. Or at least that’s what I’ve always thought.

Nickname: Brush Hero

I had chicken pox when I was 12 years old. It was really bad, and I still have faint scars on my face. And there seems to be a scar on my wrist. However, I have a really giant scar on my side that cannot go unnoticed.

Nickname: Ravaged by the Pox

I have a scar on my left knee from an “accident” that happened when I was about eight years old. I was playing with my cousin on the floor when suddenly I felt a sharp pain in my knee, and I couldn’t bend my leg anymore. With a dead-straight leg, I went to the doctor, and they took X-rays of my knee. It turned out that there was a thin needle in my knee, which I had crawled on! The needle was removed under local anaesthetic, after which the doctor asked me if I wanted the needle as a souvenir. I did not.

Nickname: Not in a Haystack This Time

I stubbed a cigarette on my hand when I was in upper secondary school, as I didn’t have the money to get a tattoo. My boyfriend at the time did the same thing to his own hand. The scar is a permanent circular reminder of the romantic idea. And the boyfriend has turned into my husband and friend with a similar scar on his own hand.

Nickname: A Centimetre-High Blister

As a child, we usually had a lot of snow fights and serious ones. One time, my friend thought it was a good idea to use an old, rusty shovel as equipment. Long story short, the handle of the shovel was slippery, and it ended up with the whole shovel flying straight into my face, making a hole in my upper lip. It took a while before I even noticed that a lot of the snow around me had turned red, because I was so into the snow war frenzy, but hey, at least I won the snow war! And got a nice prize in the form of a small scar right under my nose How the shovel did not break my nose, I will never know, but thank God for that.

Nickname: Snow King

PETIT FOURS PETIT FOURS

A festive atmosphere

Last spring, we celebrated Chemigate’s 10th anniversary in Hotel Tammer’s magnificent banquet hall. Everyone had such a great time!

A beach holiday at the trade fair

Chemigate met its partners in a relaxed beachside atmosphere at the PulPaper fair last year. Let’s meet again at PulPaper in 2024!

Packed rooms at farmers’ events

Two farmers’ events were organised at the beginning of the year. The Kokemäki event was held at the village house, and the Lapua contract farmers’ event was held at Hotel Lakeus. The room was packed at both. In addition to the strategies of Berner and Chemigate, Finnamyl and Lapuan Peruna’s plans for the coming year were presented – and our partners were also given the opportunity to present their coming activities. Seed potato farms and machinery and equipment suppliers were among the partners present. Thanks to AVR, FinPom, Grimme, Myllymäki Peruna and Ropa.

A well-earned retirement

“In case someone doesn’t know what being retired is, it means that you can do what you like in all the peace that you wish for, when you’re old enough.”

Hemulen, from the book Tales from Moominvalley (1962), Tove Jansson

Tauno Henttinen, Finnamyl Grandchildren are an important part of Tauno’s retirement.

“I spend the morning with my grandson Onni in the clubhouse, then in the afternoon there’s still some time to go kick sledding on Lake Köyliönjärvi.”

Arto Sillanpää, Lapuan Peruna

“This is how my time passes these days – and how coffee tastes in the forest.”

Ossi Paakki, Finnamyl Ossi’s days now consist of property maintenance with his grandchildren, as well as skiing trips.

Kuntokampanja 10 vuotta

The Chemigate Fitness Campaign turns 10

Chemigate’s traditional Fitness Campaign was organised this year for the 10th time. In all, 175 of our employees, customers and other stakeholders put it all on the line from 16.1-23.4.2023. As usual, the aim of the campaign was to work up a sweat at least 2.5 times per week, and just half an hour of heart rate elevation earned one point. Participants were free to complete their exercise sesions in the sport of their choice – though it’s not certain whether the Biolak Swimming Team from Kaipiainen did more than just swim with each other.

If, for some reason, the couch seemed more inviting than a jog through the mud, there was an extra carrot dangling this year. For each employee at Chemigate, the company pledged to donate €0.50/session to the Hope Association – an organisation that supports the hobbies and leisure activities of young people in need. If they wished, other companies could contribute an amount of their choice to the charity. By the time this magazine hit the presses, the campaign had already raised over €2500 – which represents more than 5000 exercise sessions. Once again, you’ve put your body on the line for a good cause!

You can find more information, and the final results, at https://chemigate.fi/en/fitness-campaign/.

The fresh face of the Fitness Campaign

This year, the Fitness Campaign was led by marketing assistant Tuire Luomala for the first time. Tuire has worked with Chemigate in order service since 2014. At the beginning of the year, Tuire plunged into the deep end like an Olympic diver, taking on a new role in marketing. As in the traditional post-match interview: how do you feel now?

“I have thoroughly enjoyed my nearly ten years of work. It’s wonderful that the company gave me the opportunity to develop in a new role. Tom Schauman’s and Maisa Kantola’s guidance has given me the confidence to learn marketing and exchange ideas,” Tuire beams.

Marketing and creative work has always interested Tuire. She was inspired to write in her 9th grade creative writing class. She’s now penned several articles for this issue and will continue to be responsible for the information published on our website and in other communications. Some of her first tasks also included coordinating the Lapua office’s recent facelift, which forced her outside of her comfort zone for the first time.

Although Tuire’s own leisure time is sometimes limited due to her three children, she enjoys gardening, reading books, writing aphorisms and getting outdoors. If she didn’t work at Chemigate, she’d run her own coffee shop.

“I loved running my business school’s student café! I was often praised by other students for brewing the best coffee in the world, and I was even awarded a scholarship for making coffee. Even these days, I like to organise delicious treats for guests visiting the company,” says Tuire.

Hopefully opening a café isn’t in the cards any time in the next few years, as we want to keep this multi-tasker at our company for a long time to come. We wish Tuire success in her new role!

- do good for young people by being good to yourself

Text: Annaleena Stenman

The Chemigate Podcast series continues. Have you listened yet?

All episodes can be found on Spotify, Apple Podcasts, or Google Podcasts.

The latest episodes cover topics like leadership, the Ecovadis sustainability ratings, and more.

Do you read me, over?

In Memoriam Juha Mäenpää

Juha would have celebrated 35 years with the company this year, but much to our sorrow, a serious illness took him from us. He will be missed dearly by his colleagues, his wife Tuija, and his three adult children. His friends describe Juha as a kind and sociable person who was easy to talk to, even when the discussion had nothing to do with the daily grind.

Our sincere condolences.

Student collaboration

Chemigate always has a place in its heart for students – the new hope of our industry. The excursion to Chemigate in Mietoinen was made possible by the Åbo Akademi Kemistklubben – and Chemigate Kaipiainen’s by Aalto University’s Forest Products Guild. We also took part in Aalto and Åbo Akademi’s joint student anniversaries in Turku.

Milestones

Years of service

• Järvinen Jukka 35 y

• Kelkka Jaakko 35 y

• Kokkinen Vesa 35 y

• Laitinen Lasse 35 y

• Nikkari Hannu 35 y

• Niemelä Anssi 35 y

• Porvari Simo 35 y

• Rannikko Mika 30 y

Birthdays

• Kemppainen Perttu 50 years 11.11.2023

• Vuokila Mika 50 years 18.7.2023

• Karvonen Jaana 50 years 8.3.2023

• Komulainen Markku 60 years 23.4.2023

Mika

Perttu

Jaana

Jaakko

Vesa

I CAN DO IT!

Chemigate sponsors Lapua hammer thrower Sara Killinen on her journey towards her goals.

PLANT A TREE PLANT A TREE BY EMAIL

Scan the QR code or send an email to marketing@chemigate.fi!

The starting point for a responsible business is to create as few emissions as possible. But sometimes, even if you’ve done everything you can, you still create emissions. In this case, offsetting the emissions may be an option. Fortunately, we have the expertise in-house.

If you want to be sure that you feel good about enjoying the content of The Bridge in its traditional form, we offer you the opportunity to offset the carbon footprint of the magazine. Anyone who has read the magazine can send an email to marketing@chemigate.fi and we will plant a sapling in Southwest Finland. The planting will be done by our amateur agronomist Kalle Kainu, and the editor-in-chief of this magazine will go to the site to check up on it.