Personnel and the environment
The year 2016 was a year of change for Finnvera’s employees. In five locations, Finnvera moved to joint premises with the other Team Finland organisations, and Team Finland’s joint service model brought changes to working with clients. In consequence, many themes and development areas in 2016 related to the provision of support for the personnel amidst changes.
The personnel is supported in change situations
The main events in 2016
- Relocating to the same premises with the Team Finland organisations in five localities.
- A new model for performance targets and reviews.
- Personnel survey.
- Regular employee pulse surveys together with the other Team Finland organisations.
- Change management training for supervisors.
- Equality plan.
- Launching of telework practices.
- Adoption of Finnvera’s Code of Conduct in December 2016.
Tools for human resource management
Finnvera’s human resource management is guided by several processes and policies that enable the well-being, equal treatment and development of the personnel.
The business principles encompassing all of Finnvera’s activities were approved in December 2016. Finnvera’s Code of Conduct brings together the main principles and practices of good conduct that the whole company is expected to follow. In addition, to support human resource management, Finnvera has policies, for instance, for recruitment, induction, rewarding, working hours and job rotation, as well as a centralised training plan.
The Compliance function, which was established in 2015, launched an online whistleblowing channel, for use by the personnel and all other stakeholders in spring 2016. The channel can be used to report concerns ‒ such as suspicions of potential abuses and breaches of operating principles ‒ to the company management.
In addition, Finnvera has its own collective labour agreement that encompasses three personnel organisations. The organisations’ representatives participate in the meetings of the Corporate Management Team and in events held by supervisors, where they have the opportunity to present the personnel’s views.
Looking after well-being
In 2016, Finnvera launched new telework principles that allow two telework days a week. By applying these new principles, the company strives to facilitate the reconciliation of work and leisure. Finnvera operates in multispace office environments in all of its localities.
The company provides comprehensive occupational health services with the focus on preventive work. The personnel’s state of health is evaluated by means of regular health examinations and by conducting various surveys. Return to work is supported by means of flexible practices after part-time sick leaves In 2016, the sick leave rate was 3.5 (2015: 3.29%).
Remuneration is based on the classification of job requirements. Employees are encompassed by a comprehensive incentive pay scheme for all personnel. The executive management has its own rewards system.
The personnel is heard
Finnvera strives to uphold open dialogue between the management and personnel. The CEO holds information sessions for the personnel. At these events, employees have the opportunity to discuss and present their own views on the company’s affairs.
Finnvera measures the personnel’s well-being and satisfaction by conducting yearly surveys. The key indicators obtained from the surveys are various indices measuring personnel commitment, management and performance. The results of personnel surveys are utilised in developing the whole organisation. In all, 87 per cent of all Finnvera employees responded to the survey in 2016. Overall, the scores improved from the level achieved in 2015.
An online brainstorming session was organised at the turn of 2015–2016. Its results were used to determine the themes that the personnel consider important. These aspects were also included in the questions of the regular employee pulse survey. In addition, elements from the brainstorming session were also incorporated into supervisor training.
The pulse survey had four questions associated with Team Finland’s goals, customer satisfaction, learning from colleagues, and cooperation and trust. For Finnvera, the scores improved in the long term and were consistently over 70 on a scale of 0–100. Other particularly positive aspects that emerged from the results were trust in Team Finland colleagues and valuation of expertise.
Training and new processes
The focus in 2016 was on change management. All supervisors were given supervisor training together with the Team Finland actors Tekes and Finpro.
In 2016, Finnvera adopted a new model for performance targets and reviews. The targets and development plan are determined early in the year and an interim review is held in summer. Previously, a review had been arranged only once a year. The new model has been well received within the organisation. In all, 200 Finnvera employees responded to an internal questionnaire about the new process. On a scale of 1–5, the average score was 3.63.
Finnvera emphasises employees’ own responsibility for their development. For developing knowledge, Finnvera follows the 70-20-10 Model, where the main emphasis is on learning on the job. Joint training sessions and job rotation are arranged within Team Finland.
In 2016, the number of training hours was 11.6. This is the first year when training hours can be reported for a full year.
In 2016, 17 Finnvera employees participated in job rotation, with one of them holding job in other Team Finland organisations.
376
Number of employees in 2016
(2015: 381; 2014: 376)
3,5
Percentage of absences due to illness in 2016
(2015: 3.29%)
CoC
Finnvera's operations are guided by business principles adopted in December 2016.
Personnel age distribution
| 2012 | 2013 | 2014 | 2015 | 2016 | |
| under 31 | 6 | 6 | 6 | 8 | 7 |
| 31-40 | 18 | 19 | 19 | 19 | 20 |
| 41-50 | 3 | 26 | 24 | 23 | 23 |
| 51-60 | 37 | 42 | 43 | 40 | 38 |
| over 60 | 9 | 7 | 8 | 10 | 12 |
Personnel education
| Comprehensive level or other training | Secondary level | Lower level tertiary | Bachelor's level | Master's level | Researcher's level |
| 1.1 | 4.9 | 21.4 | 16.5 | 54.5 | 1.6 |
Type of employment contract
| Men | Women | |
| Permanent contract | 134 | 219 |
| Fixed-term contract | 5 | 18 |
| Incoming | Men | Women | Total |
| Under 30 years | 0.0% | 0.3% | 0.3% |
| 30-50 years | 1.3% | 1.3% | 2.6% |
| Over 50 years | 0.0% | 0.0% | 0.0% |
| Total | 1.3% | 1.6% | 2.9% |
| Outgoing | |||
| Under 30 years | 0.0% | 0.0% | 0.0% |
| 30-50 years | 0.3% | 1.1% | 1.4% |
| Over 50 years | 2.7% | 1.3% | 4.0% |
| Total | 3.0% | 2.4% | 5.4% |
Minimising environmental impact
The biggest environmental impacts from Finnvera’s own activities relate to energy consumption and commuting.
Power consumption decreased in 2016 after Finnvera had moved to premises with first-rate energy efficiency in five localities. Alongside the relocations, the total floor space decreased from 12,000 to 4,000 square metres. The floor space for all of Finnvera’s premises together is 5,570 square metres.
Finnvera also strives to minimise its environmental impact by applying new telework principles that enable two telework days a week. Video and telephone conferences have replaced trips, and increased digitisation has reduced paper consumption. In addition, sorting of wastes is a daily routine in Finnvera.
Purchases centrally through Team Finland
Finnvera purchases external services mostly from about 200, primarily Finnish, suppliers. The purchases pertain to real estate services, training, travel, information services and publications, office supplies, occupational health and consultants’ services.
The most significant change in 2016 was joint acquisitions made by Team Finland joint purchasing ring, which saves both resources and costs. The purchasing costs for 2016 were about EUR 15 million, which was five million euros less than in 2015, when the purchasing costs increased because of the office removals, among other things. Purchases were also affected by an annually changing IT system procurements.
Whenever possible, Finnvera also uses the framework agreements of Hansel, the government's central purchasing body. In these agreements, environmental and social responsibility issues have already been considered.
