People & Culture in Chemicals – HR’s Advice for Future Leaders | Jane Miskins

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 first instalment, Matt speaks to Jevgenia (Jane) Miskins, HR Director at Brenntag.

About Jane

Jane is a senior HR professional with a proven track record in activating business strategies in global organisations through creative and effective people interventions and programs. Jane has years of business experience in B2C & B2B, across the value chain from technology driven innovation sites to commercial organisations.

Currently, Jane holds the position of HR Director at Brenntag Amsterdam B.V. In this role, Jane takes on the responsibility of enhancing organisational health and driving business value within a complex and rapidly evolving global organisation.

In terms of education, Jane has several university degrees. She is a graduate of Tartu University, Tallinn Technical University and has completed the Executive MBA program at Rotterdam School of Management.

What advice would you give future leaders in the chemical industry?

When it comes to talent attraction, the key is to prioritise hiring “A” players. There is high complexity of the jobs now and even more so in the future, thus getting the value of top talent is essential. Exceptional employees not only excel at their tasks but also drive most of the impactful work.

When considering the future of work, it’s crucial to maintain an open mind and stay ahead of the curve. New markets and conditions are preempting and re-shaping the ways of working. We are witnessing the changes in the nature of work (what we do) and the change in the structure of work (how we do). COVID was an accelerator for the changes and now AI is seen as crucial determinant for competitive advantage.

(Note: Brenntag is not yet benefiting from AI as a power to streamline TA and internal mobility and unify both with a holistic strategy. We hope to see more on AI and TA in 2025).

Regarding culture, agility is paramount in navigating the ongoing transformation within the chemical industry, spurred by global shifts. As a result, we experience a faster pace of innovation where transparency and pro-active collaboration with the stakeholder is the only way to succeed.

What qualities do you look for that identify people as potential future leaders in the chemical industry?

Firstly, the ability to dive deeply into complex problems is crucial, as navigating the intricacies of this sector demands analytical prowess and critical thinking. Additionally, a propensity for uncovering strategic, longer-term solutions showcases foresight and adaptability, key attributes in an ever-evolving industry. It’s also important that future leaders demonstrate determination, coupled with the courage to take calculated risks. Finally, possessing empathy and great influencing skills fosters strong team dynamics and effective collaboration, which is essential for success in the dynamic landscape of the chemical industry.

How are the current supply chain issues impacting people and culture in your organisation and across the industry?

These supply chain issues encourage the organisation to think outside of the box, look for new solutions, and innovate. Of course, at some moments such issues can bring the feeling of instability, however the chemical industry has experienced how to navigate well in times of uncertainty before. To support our employees with the issues, we focus on change management topics and run engagement programs to support our organisation to build greater resilience.

What are the biggest challenges you face when it comes to hiring in 2024?

The challenges facing the industry are multifaceted. Firstly, in tech and other specialised areas, the talent pool is increasingly depleted, with a notable scarcity of niche skills. Candidates are also exhibiting great reluctance to change roles, prioritising stability and job security.

Additionally, workplace transformation is hindered by the absence of an internal talent mobility strategy, with people-focused initiatives lagging behind. As organisations navigate a landscape marked by hybrid work and cross-functional teams, there’s a pressing need to redefine structures and processes.

Compounding these issues is a widespread misconception of the chemical and chemical distribution sector, with many companies failing to clearly articulate their Employee Value Propositions. Addressing these challenges will require innovative approaches and strategic initiatives to attract, retain and develop talent in this evolving environment.

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 on matt.harman@beaumontbailey.com.