In an era where sustainability is no longer an option but a necessity, companies are increasingly focusing on Environmental, Social, and Governance (ESG) practices. For Finnish manufacturer Tana Oy, ESG is not merely a checklist—it’s a deeply ingrained part of how the company functions. Particularly, the “S” in ESG, which represents the social sphere, plays a central role in shaping Tana Oy’s leadership and corporate culture.
At the heart of this social focus is a commitment to human-centered leadership. Johanna Sajasalo, Vice President of People & Culture at Tana Oy, recently discussed the company’s approach to balancing business performance with employee well-being and societal impact. Her insights reveal how Tana Oy is fostering a work environment that places inclusion, trust, and development at the forefront of its corporate philosophy.
Inclusive leadership drives innovation
“Inclusive leadership is more than a management trend—it’s the backbone of our operations,” Sajasalo explains. According to her, the company fosters an environment where employees feel empowered to contribute, share ideas, and grow within their roles. From senior executives to entry-level employees, the culture promotes mutual respect and active listening. “In our leadership model, transparency is critical. When employees understand the ‘why’ behind decisions, they’re more engaged and aligned with the company’s goals. This openness also builds trust, which we consider the foundation of sustainable leadership,” Sajasalo notes.
While Tana Oy continues to build its broader ESG framework, its commitment to social responsibility and human-centered leadership isn’t just about ticking ESG boxes—it’s a holistic commitment to improving the societal impact of business decisions.
Bridging profitability and purpose
For Tana Oy, profitability and social responsibility go hand in hand. While financial success remains important, Sajasalo emphasizes that the company measures success through a broader lens. “Sustainability and business performance are not opposing forces,” she says. The company is committed to long-term strategies that balance economic growth with social and environmental responsibilities.
“Our leadership practices involve progressive strategies that consider how decisions will affect not just the business but also the environment and society at large. This perspective ensures that we remain profitable while also being ethical stewards of resources, both human and natural,” says Sajasalo. By embedding social sustainability into its decision-making processes, Tana Oy has positioned itself as a forward-thinking leader in the machine manufacturing space. The company’s commitment to balancing profitability with purpose ensures that it can maintain growth while benefiting all stakeholders—employees, customers, investors, and the communities it serves.
Developing sustainable leaders
A key component of Tana Oy’s ESG strategy is its focus on leadership development. According to Sajasalo, the company invests heavily in cultivating leaders who are not only adept in business practices but also highly attuned to sustainability. “We believe in nurturing leaders who think beyond immediate profits and understand the long-term social and environmental impacts of their decisions,” she explains.
Tana Oy’s leadership initiatives encourage leaders to strike a balance between innovation, financial performance, and societal well-being. As Sajasalo puts it, “Our goal is to ensure that our leaders can navigate the complexities of modern business while keeping sustainability at the core of their decision-making.”
A commitment to long-term social impact
At Tana Oy, social sustainability is not an afterthought—it is woven into the fabric of the company’s identity. The company’s commitment to social impact is reflected in its diverse range of initiatives, from supporting diversity and inclusion in the workplace to promoting employee well-being. Sajasalo views these efforts as integral to building a resilient and sustainable business.
“Leadership isn’t just about steering the business toward profit,” she notes. “It’s about taking care of the people who make that business possible.” By fostering a work environment where employees feel valued, supported, and empowered, Tana Oy is not only enhancing its internal culture but also positioning itself as a leader in sustainable business practices.
As the global manufacturing industry continues to evolve, Tana Oy’s leadership model can serve as a compelling example of how social responsibility and long-term profitability can be effectively aligned. The company’s dedication to sustainability at every level—from leadership to operations—demonstrates its forward-thinking approach and commitment to making a lasting positive impact.
“In the end, leadership is about stewardship—of people, of resources, and of the future,” Sajasalo concludes. “At Tana Oy, ESG isn’t just a strategy; it’s the foundation of how we do business.”