Artecola Química took a new and significant step in its cultural transformation process.

After stages of diagnosis, analysis, and information validation, the design of its Target Culture was completed and presented to all employees across the nine units operating in six countries. The strategy of investing in the company’s Cultural Capital is highlighted by the Chief Executive Officer, Eduardo Kunst, as a distinctive move:
“We have been working for several years on planning and actions to shape the Artecola of the future. We identified that Culture is the main value in this construction and implemented an innovative process to define the desired profile. Thus, through a co-creation process with our entire team, we built our Target Culture,” says the entrepreneur.

The initial diagnosis was carried out through a survey with all employees, conducted with the support of an international consultancy. Each person evaluated how they saw their own values, the company’s values at that time, and the desirable values for the company across seven aspects, including sustainable development and operational excellence. “Based on this diagnosis, we began working on building the desired Culture. With everyone’s participation, we initiated a process of deep transformation that is still rarely applied in companies, making it pioneering and innovative,” emphasizes the CEO.

In 2024, after defining Artecola’s Target Culture, a preliminary preparation of the leadership team was carried out, following the “lead by example” methodology. The results of the diagnosis and the desired Culture were then presented to all teams. “The Target Culture aligns the sense of direction and purpose, guiding the efforts of the entire company. Now we will strengthen, across our multiple operations, the journey toward the unified, integrated, and aligned culture we seek in all units. To achieve a single Artecola, the Multilatina Artecola in its essence,” summarizes Kunst. Tangible improvements are expected in the performance of leaders, teams, and the entire organization.

THE TARGET CULTURE Based on the diagnosis and evaluations, the company’s Vision was refined: To be the best business ally in adhesives and thermoformed laminates in Latin America, promoting the sustainable development of the region. In turn, the expression We unite what together has more value than apart came to represent the company’s Purpose. “We have the leadership promoting our Target Culture by example, and all employees driving this journey, each contributing their part to make Artecola better every day, more sustainable, and a place where people grow alongside the company,” says the executive.

Four pillars, or Values, were defined as the foundation for this new challenge: Continuous Improvement, Operational Excellence, Making a Difference, and Sustainable Development. They are connected to Artecola’s Mission, which was reviewed and redesigned: We develop, manufacture, and supply solutions in adhesives and thermoformed laminates for industrial clients, commercial distribution networks, and end users. “These changes reinforce the understanding of what we do, why, and for whom. With Artecola’s Target Culture, we not only answer these questions, but everyone knows how to act to continue growing,” emphasizes the CEO

ARTECOLA - With 76 years of history, Artecola is part of the group of less than 0.5% of Brazilian companies (IBGE data) that achieve this level of maturity. It has three business areas – Industry, Retail, and Extrusion – and nine units in Brazil, Argentina, Colombia, Chile, Mexico, and Peru. It produces adhesive solutions and sustainable thermoformed sheets for industrial, professional, or domestic use. It is present in various sectors: footwear, furniture, automotive, packaging, graphic, construction, and agribusiness. It operates in 18 countries, generating around 700 direct jobs.