Objectives and measures: Investing in employees

Objectives for 2015

  • Operating models for the sharing of knowledge and best practices will be developed.
  • The different features of the new enterprise resource planning system will be used more efficiently in everyday work.
  • Management and evaluation of competences that support the implementation of the company strategy.

Measures taken in 2015

In 2015, we continued to share best practices and knowledge by organising several internal information and training events on topics such as legal and environmental issues. Training events were also arranged during the year based on the UN Global Compact commitment signed by Sponda. 93 per cent of Sponda employees participated in the training events, which provided practical insight into Sponda’s Code of Conduct. No reports were received during the year of conduct in breach of Sponda’s Code of Conduct.

The enterprise resource planning system was used and developed effectively. According to feedback from our employees, we have been more successful at the sharing of knowledge, particularly within business units.

Overall results of the employee survey were again good

In autumn 2015, Sponda conducted its annual employee survey to assess the views of employees regarding their work, their workplace, managerial supervision and leadership. The employees perceive the survey as important, and the response rate was as high as 93 per cent.

The results are discussed openly and employees participate in the planning of development measures, which supports the continued high response rate of the survey. The perception of employees is that the company takes action based on the survey and its results.

In interpreting the results, the Finnish norm for specialists is used, and the corresponding Russian norm is used in Russia. Sponda’s overall result is better than the average in the comparison material, and the results showed a slight improvement compared to the previous year. In assessing the level of commitment of personnel, it can be noted that Sponda’s employees are clearly more committed than employees in Finnish specialist organisations generally.

No material weaknesses came up in the different themes of the survey.

Share-based incentive scheme remains in effect

All of our employees are covered by an incentive scheme. The share-based incentive scheme implemented in 2014 remained in effect in 2015. The scheme has been received positively and it again remains in effect in 2016.

Objectives for 2016

  • We develop skills and practices for sharing knowledge and expertise, particularly with regard to the utilisation of systems in day-to-day work.
  • We develop a culture of interaction and feedback based on plans prepared by our units.
  • We invest in the well-being of our personnel in accordance with our units’ needs and wishes, using modern mobile solutions.

 

Key figures for the personnel 

 

2015 2014 2013 2012 2011
  Group Parent
company
Russia Group Parent
company
Russia Group Parent
company
Russia Group Parent
company
Russia Group Parent
company
Russia
Personnel at the year-end 104 96 7 105 95 10 118 109 9 119 107 12 127 114 13
Personnel in average 103 94 9 118 108 10 121 111 10 122 110 12 123 110  
Average age at the year-end 44.55 44.80 41.14 43.52 45.63 41.40 40.54 45.40 35.67 44.46 44.83 41 44.57 45.27  
Days lost in sickness per employee 2.41 2.55 0.43 3.85 4.00 2.40 4.36 4.43 3.18 3.75 3.9 1.9   3.9  
Days lost in sickness % of working time - 1.12% - - 1.60% -                  
Training days per employee 2.30 2.07 5.43 2.19 1.75 6.4 2.16 2.03 4.07 2.38 2.3 5.07   2.33  
Training hours per employee 17.26 15.55 40.69 16.45 13.13 48.0 16.19 15.2 30.54 17.85 17.25 38.03      
Days lost in trainings % - 0.91% -                        

 

Collective labor agreements and employee turnover  
Percentage of employees covered by collective labor agreements* 100%
Turnover, Finland (Parent company) 12%
In employment relationships that are valid indefinitely 98%
In fixed-term employment relationships** 2%

*The collective labor agreement covers all personnel in Finland excluding the Executive Board.
**Fixed-term employment relationships are family leave substitutions exceeding 6 months in duration

Personnel survey, Group (scale 1–4)

  2015 2014 2013 2012
Commitment 3.19 3.11 3.21 3.24
Leadership 3.09 3.07 3.19 3.21
Performance 3.12 2.98 3.05 3.06
Engagement index 3.38 3.34 3.42 3.45

 

Days of training by personnel group, parent company
  Total Men Women % of working hours
  men women
Middle management 68 60 8 2.03% 0.39%
Expert 93 67 26 1.14% 0.67%

Only personnel groups with three women and three men at minimum reported.

 

Job satisfaction and security, Finland, parent company  
Accident frequency under 0.0001
Occupational diseases 0
Fatalities 0
Number of discrimination cases, their handling and related corrective action, amount of cases 0

 

Sick days by personnel group, parent company
  Total Men Women % of working hours
  men women
Middle management 58 32 26 1.08% 1.27%
Expert 29 20 9 0.34% 0.23%

Only personnel groups with three women and three men at minimum reported.

 

Employees hired in 2015, Finland, parent company
Age group Total Men Women
20−24 1 0 1
25−29 4 2 2
30−34 1 1 0
35−39 1 1 0
40−44 4 2 2
45−49 1 0 1
50−54 1 0 1
yli 55 1 0 1
Total 14 6 8

 

Employees that left the company in 2015, Finland, parent company
Age group Total Men Women
under 20 0 0 0
20−24 2 1 1
25−29 0 0 0
30−34 0 0 0
35−39 3 3 0
40−44 2 2 0
45−49 2 2 0
50−54 1 1 0
55−59 1 0 1
yli 60 2 1 1
Total 13 10 3

 

Comparison of salaries and rewarding of men and women

Comparison group I, experts    
The salary of women is % of the corresponding salary of men Basic salary Rewarding
2015 101.25% 86.42%

 

Comparison group II, middle management    
Salary of women, % of the corresponding salary of men Basic salary Rewarding
2015 88.19% 89.53%

The comparison includes task-specific groups with three women and three men at minimum. The comparison figure has been calculated on the principle of how many per cent the average salary and rewarding for women is of the corresponding salary and rewarding for men.