Shaping a safety culture

When I reflect on my journey, one thing stands out: the power of culture. One of the most meaningful aspects of my role has been working on evolving our safety culture. It is not just about rules or procedures – it is about people. We want safety to be a natural part of how we work, whether we are in the factory, the office, or even driving to work.

Embedding “I Care” into our behaviors means encouraging everyone to take responsibility - holding the handrail, operating machines mindfully, looking out for each other. Changing culture takes time and daily commitment. But every conversation, every moment of influence helps build a safer, more caring environment. And when those behaviors become second nature, you know you are making a difference.

Our innovation in operator well-being

The second element I am proud to be part of is our innovation in operator well-being. We are not just thinking about safety, we are thinking holistically about health: physical, mental, and social. One exciting initiative is our partnership with the University of Bari in Italy, where we are conducting scientific studies to understand and improve operator wellness.

For example, we are piloting wearable devices from Polar to monitor thermal well-being and cardiovascular responses during shifts. These insights help us make smarter decisions. Whether it is adjusting shift patterns, changing canteen menus, or even redesigning equipment. It is about creating conditions where our frontline employees feel valued, recognized, and supported.

Why it is important to invest in Health and Wellbeing as a company

More and more companies are embracing holistic well-being - and for good reason. I see three key drivers behind it:

  1. Attraction & Retention: People stay where they feel cared for. Well-being programs help employees feel valued and supported.
  2. Cost Efficiency: Preventive care reduces burnout, absenteeism, and long-term health costs—saving both money and productivity.
  3. Regulatory Pressure: Health standards are rising globally. Companies must evolve, not just to comply, but to lead responsibly.

A healthy balance is key for human well-being

But to truly succeed, we must maintain balance. When we talk about human well-being, we must address all three dimensions: physical, mental, and social. It is easy to focus on physical safety - how to lift, how to stretch, how to move. But we must also recognize the mental strain of repetitive tasks or long hours at a screen, and the social dynamics that shape how people feel at work. The real success lies in keeping these three aspects in harmony.

The critical role of leadership

And none of this is possible without leadership. Leaders play the most critical role. We can offer all the tools, platforms, and programs, but if leaders do not take accountability and embrace a caring mindset, we will not see real change. That is why we have invested in leadership development, starting with our “I Care” safety training, which has already reached over 20,000 people globally. It is about teaching leaders to have meaningful conversations. Not just about physical safety, but also about mental health and psychological safety.

These are still uncomfortable topics for some, but they are essential. We are now expanding this approach to include health and well-being leadership training, with a clear ambition to roll it out globally by 2026 and beyond. It is part of our spirit and part of our strategy.

What a healthy workplace means to me

On a personal level, a healthy workplace means a place where I can be myself. I am a single mom, and I have raised my daughter alone while building my career. That balance has not always been easy. Traveling, managing responsibilities at home, and leading a global team. But I have managed, and I have managed because Essity has given me the flexibility and trust I needed. I have had caring managers, strong teamwork, and the freedom to say, “I need to be at my daughter’s school today,” knowing I will be supported.

That caring spirit is something I have experienced firsthand, and it is something I have passed on to my team. I lead a global team of 42 people, and they consistently score high in engagement. I believe that is because we share the same values. I lead by example, and I make sure my team feels the same support I have received.

Why we care is not just a slogan

In the context of my work, I always say to my team: we are the team who cares - for people, for our planet, for our assets, and for the communities where we operate. “We care” is not just a slogan. It is a mindset. Every action we take, from a coffee morning talk to a major investment, should have a positive impact. On a person. On a family. On a community. On our environment.

I am deeply passionate about sustainability, and I believe that everything we do should have a purpose. Not just because we have to meet targets, but because we want to make a difference. That’s what “we care” means to me: caring with intention, with heart, and with impact.

A profession that matters

And when I am asked why this profession matters, my answer is simple: we save lives. Every year, over 3 million people die from workplace accidents and illnesses. That is one person every 10 seconds. And that is just what is reported. The real number is likely much higher. I do not want to hold a product knowing someone lost their life making it. No one should go to work and not come home.

So, I always remind people: don’t forget the why. Why do we do this? Because we care. And that “why” might be different for each of us. Maybe it is to protect a colleague, to support a family, to create better conditions for the next generation. But we all need to find our “why.” Because when we lead with care, we lead with purpose.

And that is a culture I am proud to help build.