PEOPLE: FORCIT WAY

In spring 2025, we hosted a fireside chat with Sofia Wiker, People and Culture Manager, and Stefan Långström, Chief People and Culture Officer. Our conversation covered FORCIT’S HR policies, training initiatives, and the impacts of global events on their personnel, influencing both policy decisions and proactive measures. We also discussed what it’s like working in the explosives industry today and in future.

The chat was hosted by Timo Rantanen, a sustainable professional and writer.

INTERVIEWER: Could you describe FORCIT’s personnel policy and how it appears in everyday operations?

STEFAN: Whenever we introduce new employees, I explain our personnel policy, what it means and how it manifests in our daily operations. Our policy is essentially a promise to our staff: we strive to provide an inspiring, safe, and healthy workplace, emphasizing occupational safety above all. This commitment is visible daily through our dedication to safety and quality at every stage, from production to customer delivery. Our customers perceive this commitment, which also serves as a promise to them, reinforcing that we are a reliable, safe, and quality-focused partner.

Our core values, being reliable, close, and engaged, are key. Customers should feel we create added value, that we are supportive and dependable. Internally, this translates into cooperation among employees; trust and mutual support are fundamental.

INTERVIEWER: How do safety, quality, and efficiency intersect in your operations?

STEFAN: Safety, quality, and efficiency are interconnected, not mutually exclusive. Ensuring good safety and quality standards inherently improves efficiency. As we grow, clearly defining roles, responsibilities, and processes becomes increasingly important. Leadership must support these efforts continuously.

INTERVIEWER: Could you elaborate on how FORCIT integrates its strategic documents with employee development?

SOFIA: Our business strategy, communicated now at a corporate level, is integrated into individual employee development discussions. Employees and managers discuss what the strategy specifically means for everyone, breaking it down into concrete goals. These goals are evaluated regularly throughout the year. This structured approach ties our strategic vision directly to individual performance and personal growth.

We annually measure our work environment including physical, psychological, organizational, and social factors through employee surveys. Happily, we see improvement in perceptions of our workplace. Our Employee Promoter Score (EPS) is notably high, which reflects our employees’ likelihood to recommend FORCIT as an employer. Last year, our EPS was around 50, indicating strong internal advocacy.

INTERVIEWER: With ongoing growth and many new hires, how does FORCIT handle employee onboarding?

STEFAN: Due to significant recent recruitment, we’ve focused heavily on improving our onboarding process. We now have a more detailed and clearer introduction document, thoroughly reviewed with managers, to ensure newcomers integrate smoothly into our culture, the “FORCIT Way.” Onboarding isn’t solely leadership’s responsibility; it’s a collective effort involving all colleagues.

INTERVIEWER: Can you discuss recent initiatives regarding leadership development?

SOFIA: We’ve recently deepened our focus on leadership development through value-based leadership training. In partnership with Predictio and using the PI (Predictive Index) analysis tool, we first assessed our leadership team’s strengths and challenges. We then expanded training to all managers and key personnel, emphasizing self-awareness in leadership, particularly in communication, a key area identified in employee feedback. We continue this leadership journey with further sessions, involving self-reflection assignments to enhance personal development.

INTERVIEWER: How does FORCIT manage and cultivate its corporate culture?

SOFIA: Starting this spring, we’re undertaking an intensive corporate culture initiative tied to our 2025 strategic objectives. Workshops across Sweden including Stockholm, Göteborg, and Karlskoga will engage all employees in defining behaviors aligned with our core values: reliable, engaged, and close. These behaviors will form a documented “FORCIT Way,” serving as a reference for individualized performance and differentiated compensation decisions. This initiative aligns with overarching corporate goals and leverages our values strategically, ultimately guiding us towards achieving our 2025 objectives.