Empowering the workforce has helped the bottom line of Kimberly-Clark Peru.
BY LISA K WING
LIMA — It doesn’t take much effort for Blanca Quino, general manager of Kimberly-Clark Peru, to convince an outsider that her company is committed to cultivating an open and engaging work environment.
The companys focus on people is evident from the moment you walk into the lobby of the Lima operations of this health and hygiene giant.
There, among colorful advertising panels touting the brands of some of its top selling products—including Huggies diapers and Kotex tampons—stands a display board jam-packed with handwritten notes revealing the dreams of close to 100 of its 300 employees based in Lima. Goals include everything from reaching quota to building a career at Kimberly Clark, to, incredibly, working forever at the company.
"Throughout the entire organization business growth and personal growth is a top priority," says Quino, who has headed the Kimberly-Clark’s Peru operations since 2005 and was named one of Latin Americas Top 25 Businesswomen by Latin Business Chronicle. "We have a team of collaborators that have the commitment and capacity to exceed their goals. Our brands and our people are our true competitive advantage."
Indeed, this corporate culture that focuses on empowering their workforce has brought about positive results not only for its people but for the company’s bottom line, adds Quino.
Over the past five years, Kimberly-Clark Peru has seen a year-over-year growth of ...
Keywords: Adult, Geographic Business Accountability, Huggies, Infant, Investments, Redijisa