The change negotiations launched by Kiilto at the beginning of September have concluded. The negotiations were prompted by a new operating model designed to simplify and harmonise Kiilto’s organisational structures and processes, clarify responsibilities and focus resources on strategic business priorities.
In 2025, Kiilto announced that it would combine Kiilto Group, KiiltoClean Group and Kiilto Family into a single Kiilto Group. With the new organisation, Kiilto identified overlapping ways of working and fragmented responsibilities, as well as a need to focus resources more strongly on strategically important areas. Kiilto launched a change negotiation process covering the entire organisation on 31 August 2026. The changes aim to strengthen Kiilto’s competitiveness, investment capacity and ability to serve customers.
The change negotiations concluded in Finland on 25 September and in Sweden in early October. As a result of the negotiations, a total of 26 employees were made redundant. The decisions also included the reallocation of responsibilities and changes to job descriptions. The initial estimate was that 40 employment relationships would end in the short term. The impact on personnel was reduced from the planned level through measures including changes to roles, voluntary solutions and retirement arrangements.
As part of its long-term decisions, Kiilto is proceeding with its plan to transfer production from the Hankasalmi plant to Turku over the coming years. The transfer will require an increase in production capacity at the Turku plant and investments in the development of production in Finland. The personnel impact of the transfer will only be known at a later stage, but Kiilto estimates that it may result in up to 21 employment relationships ending. The long-term plan also includes the closure of the powder plant in Turku.
“The aim of the renewal is to build a Kiilto that is as clear and unified as possible, with our resources focused on what matters most to our customers and our future. These decisions have not been easy. We thank our personnel and their representatives for the constructive and thorough dialogue throughout the negotiation process,” says Anssi Asikainen, CEO of Kiilto Group.
Asikainen emphasises Kiilto’s long-term approach. The family-owned company looks far into the future.
“We want to ensure the continuity of our operations and maintain our strong customer service. This also requires renewal. That is why we are strengthening an operating model that supports sustainable growth and enables investments in the future as well,” Asikainen concludes.
Media contact:
Laura Heinovaara
Communications and Sustainability Lead
Kiilto Group
Tel. 050 5969 424
laura.heinovaara@kiilto.com