People & Culture in Chemicals – HR’s Advice for Future Leaders | Eunice Kong
By Matt Harman

In this series of interviews, we explore the dynamic leadership landscape across the chemical industry, uncovering the strategies, challenges and innovations that drive success. Matt Harman, Head of Industrial Chemicals, speaks to HR leaders from some of the world’s most prominent chemicals organisations to gain valuable perspectives on effective leadership practices, talent development and the future of leadership in this vital sector. In this instalment, Matt speaks to Eunice Kong, VP of HR Asia Pacific South at Evonik.
About Eunice
Eunice Kong is Vice President, Human Resources for Asia Pacific South at Evonik South East Asia Pte Ltd, leads human resources in the region, partnering with businesses to drive the success of Evonik, one of the world’s largest specialty chemical company’s. Before Evonik, Eunice was managing various HR functions across different industries, from logistics and banking to oil and gas.
With more than 20 years of expertise in various HR functions across different industries, Eunice is a result-focused leader who delivers HR solutions that help her current and past companies harness the full power of one of their more valuable assets – their people. She is dedicated to creating and supporting robust HR changes that promote continuous business growth and cultivating employee retention by empowering and motivating them to realise their full potential and bring their best to the job.
What advice would you give future leaders in the chemical industry?
I would advise future leaders to be prepared to step out of your comfort zone and walk the talk. Actively seek feedback and reflect on your strengths for improvement to foster continuous self-development. Commit to lifelong learning to become a leader with deep subject matter expertise. Cultivate high emotional intelligence to understand and motivate your employees effectively. Stay open and adaptable, adjusting your communication style to connect with various levels within the organisation.
What qualities do you look for that identify people as potential future leaders in the chemicals industry?
Qualities that I would look out for are individuals with high analytical skills who can quickly simplify and understand complex materials and contexts. We value people with diverse abilities who demonstrate commitment, results-oriented mindsets, and the potential to take on executive roles in the future. Our ideal candidates are courageous and empowered, willing to travel off the beaten track while maintaining a practical approach. We seek individuals eager to leave their comfort zones, gain experience in various functions, organisational units, and cultures, and think beyond conventional limits. They should be driven to drive change and innovation, possess a passion for people, and excel in communication and collaboration. The ability to inspire, develop others, and shape high-performing teams is essential.
How are the current supply chain issues impacting people and culture in your organisation and across the industry?
Transferring business operations to lower-cost geographies is not new, and it is particularly necessary in today’s economic climate. Our chemical industry is experiencing a slowdown, compounded by post-COVID challenges and competition from the Chinese market, which is impacting profit margins. In such scenarios, unclear and informal communication can be detrimental to employees, leading to speculation, fear of job loss, and concerns about their positions and respect within the organisation. This uncertainty can even prompt some employees to leave before the company finalises its rollout plan.
At Evonik, we address this by involving key impacted employees in the feasibility studies. This inclusion helps them understand the changes better and makes them more receptive to the decisions. We prioritise timely, clear and transparent communication, supported by well-defined HR actions, such as creating job opportunities through internal transfers or, if necessary, planning for redundancies.
We strive to reassign impacted employees within the company whenever possible and provide relocation options when appropriate. Our approach is generous with timelines to allow everyone to process emotions and find suitable replacements, either within or outside the company. Evonik’s values – Openness, Trust, Performance and Speed – are deeply ingrained in our employees and managers. We expect our employees to trust that the company will provide the best support for them during these transitions.
What are the biggest challenges you face when it comes to hiring in 2024?
The market has a limited pool of talent to fill open positions in the chemical industry. Although the industry experienced a slowdown in 2023, it has shown signs of gradual improvement in the first quarter of 2024. However, current professionals in the field are often reluctant to change jobs due to concerns about insecurity and uncertainty.
If you would like to discuss any of the topics raised in this piece or if you need support with your leadership resourcing strategy, please get in touch with Matt Harman – matt.harman@beaumontbailey.com.