Finland’s economy has been downbeat, construction stagnant, and willingness to invest has been weak. Growth in the waste management market has halted, and interest rates have remained high. In this environment, Europress succeeded in delivering an exceptional result while simultaneously renewing the entire waste management industry by making a digital leap toward a new model of value creation.

“We truly bucked the trend during the recession. It was rare that we achieved both exceptionally strong growth and a significant improvement in profitability at the same time,” says Europress Group Oy’s CEO Petri Salermo.

According to him, the result was not a coincidence but stemmed from the courage to do things differently.

Choosing a Growth Path Instead of Cost-Cutting

Many players responded to market pressures by cutting and slowing down. Europress chose another route. “Instead of saving, we chose the path of growth. Of course, there were risks, but we believed in the power of investments even in a challenging moment like this,” says Salermo.

The company hired new sales professionals in Finland and abroad and invested in product development. The growth was not driven by a single leap forward but by a clear sales-focused approach.

«We’ve concentrated on strong core execution and believed in what we do. Growth doesn’t come from strategy alone but from sales leadership.» – Petri Salermo

From Device to Platform

One of the most significant changes has been the modernization of the value chain. According to Salermo, the traditional waste management value chain can be digitalized, and this has a direct impact on the customer’s business. «We can digitalize a very traditional value chain. That brings cost savings, emission reductions, and transparency.»

The change is also reflected in the way of thinking. A waste compactor is no longer just a device, but a platform solution and a key part of the value chain. In our strategy this means moving from selling individual devices to providing comprehensive solutions where the device functions operate as part of a broader ecosystem.

Circular Economy Needs a Financial Foundation

Salermo emphasizes that the circular economy cannot be based solely on ideology. Operations must make economic sense. “Recycling and material circulation will never rest on solid ground without an economically sensible model.”

The company’s aim is to minimize waste throughout the value chain. “We want to remove or minimize all waste, that includes any unnecessary movement, cost, or emissions,” Salermo explains.

People are the Core of the Strategy

The new strategy is not detached from day-to-day work but sharpens practices already being tested with a startup-like mindset. At the center are people, both customers and employees.

“Based on my experience, the best leadership model is absolutely customer- and personnel-centric,” says Salermo.

According to HR Director Maija Kuurne, success is reflected in the company culture. “Success feeds success. It also nurtures a winning culture.”

The company describes its culture with the words: engage, trust, empower, experiment, and renew with curiosity. “ When people are empowered to shine, they truly shine” Kuurne notes.

Next Phase: Unity and Internationalization

The strategy’s implementation focuses on harmonizing the international operating model, sharpening focus, and deepening digitalization. Subsidiaries share best practices in both directions. The goal is to build a unified entity that does not suppress local creativity.

An exceptional year marks the beginning of a new era for Europress, not only through financial results but through a transformation in how the company operates.