What it’s like to work across teams, countries, and cultures at Kanadevia Inova

Most of our work runs across the full lifecycle of a plant: development, financing, engineering, construction, operations, maintenance, service, and optimisation. That means people constantly rely on each other across functions and locations.

An engineer depends on operations feedback. Site teams coordinate with project management. Service teams work closely with technical specialists. Finance, IT, procurement, and engineering all influence each other’s work. The collaboration is not theoretical. It’s built into the structure of the projects themselves.

Kanadevia Inova has a permanent presence in more than 17 countries across Europe, the United States, Australia, and the Middle East. On some projects, more than 25 nationalities work together on site.

That creates a working environment where different languages, cultures, and ways of thinking become part of daily life. And while that can sometimes make things more challenging, it’s also one of the things employees value most.

People often talk about how much they learn from colleagues with completely different backgrounds and perspectives. How different mentalities influence how problems get solved. How international collaboration pushes people to communicate more openly and think more flexibly.

When employees describe teamwork here, they rarely talk about big initiatives or company slogans. They talk about colleagues sharing knowledge. Someone stepping in to help solve a difficult issue. Teams supporting each other during demanding project phases. Being able to ask questions without feeling judged.

Projects like these only work when people stay connected beyond their own immediate scope. Information needs to move early. Problems need to be raised openly. Teams need to trust each other across handovers, functions, and time zones.

That’s why collaboration here is not just about getting along well. It’s also about accountability. Listening across disciplines. Solving problems together instead of protecting silos.

At the same time, we know collaboration at this scale is never perfect. As the company continues to grow across regions, technologies, and business units, there are still areas where silos, unclear responsibilities, or inconsistent ways of working create friction.

Building strong global collaboration requires continuous work. Better communication. Better structures. Better inclusion. Better tools. And leaders who actively create environments where people feel respected and involved.

Especially in technical industries, creating safe and inclusive environments for underrepresented groups remains an important focus for the future.

For us, teamwork also means not wasting knowledge, ideas, experience, or people’s willingness to help each other.

The best solutions rarely come from one person alone. They emerge when people share what they know and solve problems together across disciplines, cultures, and borders.