At Valmet, you’re not through with learning at the end of orientation – quite the opposite. We encourage you to gain new skills and grow professionally throughout your career with us and provide the opportunities to do so. We don’t believe learning only happens in the classroom so we follow a 70-20-10 learning approach; 70% occurs through on the job learning, 20% through learning relationships and 10% through structured learning.
On the job learning, however, does not include throwing anyone in the deep end without proper training. Learning begins as soon as someone joins us, with an in-depth, structured onboarding plan to help the newcomer familiarize themselves with their role, their colleagues and Valmet as a whole. Next up are functional basics and Valmet fundamentals, which apply to all Valmet employees and cover issues such as processes, tools, safety and more. The business lines, areas and functions also contribute to the training mix, holding trainings on relevant business critical issues. Once equipped with the knowledge you need to succeed, you’re free to take a dip.
Valmet's global training portfolio is designed to motivate individuals and inspire new thinking, bring minds together from around the world, and ultimately, support growth and drive our strategic initiatives and Must-Wins. When building these programs we do not settle for the ordinary but create new learning methods – like the Dragon's Den to mark the conclusion of the Innovation Pathways program.
In 2019, we are running five global training programs: Champions in Services, Leading through Lean, Sales Journey, Innovation Pathways and a new program on Project execution. So far more than 2000 Valmet professionals have participated the programs since they began in 2015 and the feedback and results have been great.
Igor has lived a lot within Valmet. He’s worked for Valmet on three continents, held positions in multiple Valmet businesses, met hundreds of Valmeteers, and worked with dozens of customers.
Juulia is the first to admit that she craves learning new things, improving herself and the business. Two years ago, she was looking for a change and found it internally. She took a role as a project manager.
Feng’s career with Valmet landed him in Indonesia, 5000 kilometers from where he worked on Pulp&Energy business in China for the better part of 20 years.
Marko’s journey with Valmet started in the summer of 1998 as a measurement development trainee in Rautpohja’s Process Analyses Department. Since then he has moved and grown within and around Valmet in R&D, paper technology and mill improvements.
In motion - the dynamic world of internal mobility
Valmet is a complex, matrixed organization which enables us to develop through various types of internal moves. These moves create unique understanding, bring new ideas, build diverse teams and strengthen our successor pipeline.
Ideas, innovations and customer proposals
Hundreds of ideas, tens of innovations and six customer proposals is what Innovation Pathways – Valmet’s new global training program aimed at supporting Valmet’s profitable growth and building an innovation culture – is all about.
Our journey with engagement
In 2014 following Valmet’s first engagement survey as an independent stock listed company, Valmet set out to use OurVoice to systematically drive engagement. Now, four years later, that focus has deepened and engagement continues to rise.
Sales journey takes over the geographies
Sales Journey is the biggest training investment Valmet, or its predecessors, has ever made and is set to reach more than 1,000 Valmet sales professionals in all geographies.
Fast Forward project work leads to results
Project work is a key element of Valmet's global programs as it brings positive energy to all involved, allows the company to cascade strategy in a meaningful way and acts as a springboard for innovative thinking.
An inside look at how Valmet develops its managers
Valmet has been systematically developing its managers since becoming an independent company in 2014. The framework for how we develop our managers was created based on the manager role and values.
Lean brings results in Portugal
In Leading through Lean, the value of the projects lie in the project and the potential to apply similar thinking to other parts of the business. A good example is Ovar where one person’s attendance sparked a Lean initiative that continues to build momentum today.
Projects that pay back
In 2015, Valmet saw the completion of 150 projects – all of which supported individual development and the achievement of our Must-Wins.
Forward just got faster
Project work is a key element of Valmet’s global programs as it brings positive energy to all involved and acts as a springboard for innovative thinking.
Building a winning team in India
The Valmet team in India has been working to develop its team in line with the global ‘Winning Team’ Must-Win. While managers focused on improving managerial and leadership skills, their team members took part in a specially designed training program for non-managers.
Leadership development in China
China's manager fundamentals program supports skill development, understanding of key business drivers, and communication and cooperation.