Strategy

Building on these insights, we focus on three dimensions that will enable us to build One Suominen to win: the right culture (behaviors), the right focus on priorities (strategy) and the right operating model (organization). The first phase of our turnaround focuses on resetting profitability through a comprehensive three-year program that captures improvement opportunities across the organization. While restoring short-term profitability is the immediate priority, Suominen will also develop its long-term strategy and financial targets in parallel.

Culture and values at the heart of the transformation

At Suominen, our journey to industry leadership is powered by our people and our commitment to a renewed culture. Our One Suominen culture of accountability is anchored around caring for each other, our customers, and the environment; bold thinking and courageous action; and working as one team to consistently deliver results.

Our renewed culture vision and values are not just top-down declarations, but are shaped by the voices of people across Suominen. Through surveys, workshops, and panel discussions, employees have shared their experiences and ideas for a better workplace. This collective input has been instrumental in defining the cultural shift we need and ensuring that our values truly reflect who we are and what we strive to become together as One Suominen.

Resetting profitability

Suominen is embarking on an ambitious turnaround. The first phase focuses on resetting profitability through a comprehensive three-year Full Potential Program that captures improvement opportunities across all processes. The program, launched in early 2026, aims to unlock the full potential of our operations and to enhance competitiveness by systematically improving production efficiency, optimizing raw-material usage as well as strengthening commercial excellence and procurement.

The Full Potential Program targets delivering a 10% EBITDA and a 2x–3x leverage ratio (net debt/EBITDA) by 2028.

The transformation program will require focused execution and investing in capabilities. It will involve an estimated investment of approximately EUR 30 million over the three years, of which transformation costs are estimated at EUR 10 million and capital expenditures to upgrade manufacturing capabilities at around EUR 20 million. The Full Potential Program does not consider investment in capacity expansion.

Adapting the operating model to support Suominen's turnaround effectively

In early 2026, Suominen introduced a new, functional operating model designed to reinforce strategic focus, sharpen accountability, and create a more seamless connection between customer needs, technology development, and operational performance.

The new functional operating model brings commercial activities together to strengthen growth execution and business development. By aligning R&D and customer management more tightly, Suominen ensures that innovation is directly guided by customer expectations and market developments. While the sales organization will build strong global expertise, we continue to maintain a solid local presence across key markets close to the customers.

At the same time, the role of the Operations function has been expanded to encompass all factories, safety, manufacturing engineering, procurement, and supply chain. This consolidation is designed to reinforce operational reliability and output by driving systematic deployment of best practices, continuous improvement, and harmonized processes across the network.

Together, these changes increase profit and loss accountability across the organization, enhance execution discipline, and improve decision-making both in operations and commercial functions.