Impacts of Finnvera’s own operations: Personnel and the environment

Finnvera’s investments in the development of operations and the personnel’s well-being bore fruit. The results of the personnel survey were excellent, and Finnvera was also rated as one of the most inspiring places to work in Finland. Training and the development of management were continued during the year in order to ensure that operations adhere to the operating principles.

Dedicated and satisfied personnel

At the end of the year 2017, Finnvera Group had 375 employees, of whom 354 held a permanent post. There were no significant changes in the number of employees compared to 2016.      

Finnvera measures its employees’ well-being and satisfaction by conducting a PeoplePower personnel survey annually. In all, 90.7 per cent (87%) of Finnvera employees responded to the survey in 2017, and the job satisfaction index reached an all-time high, 75.7.

This result is all the more valuable when one considers that Finnvera has gone through several years of major transformation that have included changes in the organisation and the operating premises.

The results did not reveal any clear areas of improvement that would concern the entire company. Team-specific areas of improvement were discussed within teams, and improvement plans were created for them.

Personnel age distribution (%)

  2013 2014 2015 2016 2017
under 31 years 6 6 8 7 7
31-40 years 19 19 19 20 18
41-50 years 26 24 23 23 22
51-60 years 42 43 40 38 38
over 60 years 7 8 10 12 15

 

Type of employment contract

  Men Women
Fixed-term contract 7 14
Permanent contract 132 218

 

PERSONNEL TURNOVER
       
Incoming Men Women Total
Under 30 years 0.6 0.6 1.1
30-50 years 0.9 1.1 2,0
Over 50 years 0.3 0.6 0.9
Total 1.7 2.3 4.0
Outgoing      
Under 30 years 0,0 0,0 0,0
30-50 years 0.3 0,6 0.9
Over 50 years 2,0 2,3 4.3
Total 2.3 2,9 5.1

Development of personnel and management

Finnvera emphasises employees’ own responsibility for their development. In skills development, Finnvera adheres to the 70-20-10 principle, with the main emphasis on on-the-job learning.

The effects of investments in supervisory work could be clearly seen in the personnel survey results, and these efforts were carried on also in 2017. In the development of management, the focus during the year was on virtual management.

The entire Finnvera personnel (2017: 96.9%) had target-setting and performance review discussions during the year.

It was decided that the content of the Code of Conduct, published at the end of 2016, would be included in each Finnvera employee’s training calendar, and during the year 2017, recap training on the Code of Conduct’s key themes was organised for the entire personnel. The recap training will be continued as an annual activity, and getting to know the Code of Conduct will be part of the induction of new employees.

In addition, personnel development continued with, among other things, presentation skills coaching, language training and courses related to IT and information security. Approximately one hundred account managers were also provided with communications training in so-called “Asva” arenas. In 2017, the number of training hours per person was 7.4 (11.7).

Finnvera employees have an opportunity of flexible working, and teleworking is possible for two days a week.

At Finnvera, 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.

375

At the end of 2017, Finnvera had 375 employees, of whom 354 held a permanent post.

7.4

In 2017, the number of training hours per person was 7.4.

3.1

In 2017, the sick leave rate decreased to 3.1% (3.5%).

Looking after well-being at work

When looking after well-being at work, the focus is on preventive activities, which has been taken into account in supervisor training. Indeed, the occupational health care provider especially acknowledged supervisors in 2017 for their active and caring attitude and sufficiently early intervention. The company also uses an official early intervention model that enables the company to react if an employee has a lot of absences.

Finnvera provides its personnel with comprehensive occupational health care services. Returning to work is supported by means of flexible practices after periods of part-time sick leave. In 2017, the sick leave rate decreased to 3.1 (3.5%).

Finnvera took part in the Duunikunto programme, organised by the morning show on the Finnish TV channel MTV. The theme of this well-being programme was well-being at work and coping with workload. Finnvera’s participant in the programme was Team Leader Leena Waarna, and the entire company accepted the challenge of working while standing up for at least half an hour every day.

Principles of 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. Finnvera has policies for recruitment, induction, rewarding, working hours and job rotation, for instance. In addition, the company has a centralised training plan. Matters related to the equality and diversity policy are regularly discussed with the occupational safety and health committee and the employees’ representatives.

Finnvera upholds open dialogue between the management and personnel in various ways, such as personnel information sessions and blogs.

During the year, the clarification of human resource management cooperation was continued with other Team Finland actors. The year’s activities included, for instance, joint training events and purchases, and some of the induction processes were shared, too.

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.

”Finnvera upholds open dialogue between the management and personnel in various ways, such as personnel information sessions and blogs.”

Development plans for 2018

Personnel work development measures in 2018 will focus especially on the development of the Talent Management process and the employer image.

As the world of financing is changing, Finnvera must understand what this change means for skills development. Personnel development measures must be planned accordingly.

The competition for the most talented employees is fierce, and Finnvera will begin systematic work to develop its employer image. Finnvera wants to attract the best and most dedicated employees in the future, too, in order to implement Finnvera’s strategy of enabling the success of the enterprises it finances.

Environmental impacts and purchasing


Moderate environmental impacts

Due to the nature of Finnvera’s operations, the company’s direct environmental impacts are moderate and mainly related to energy consumption and commuting.

Video and telephone conferences have replaced trips, and increased digitalisation has reduced paper consumption. In addition, the sorting of waste is a daily routine at Finnvera.

”Video and telephone conferences have replaced trips, and digitalisation has reduced paper consumption.”

Purchasing costs decreased

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 purchasing costs for 2017 were approximately EUR 14 million (2016: EUR 15 million), due to lower premises-related costs. 

Cooperation with the Team Finland actors, launched in 2016, still continues, and cooperation is carried out when there are similar purchasing needs.

Whenever possible, Finnvera also uses the framework agreements of Hansel, the government's central purchasing body, that cover travel agency services, for instance. In these agreements, environmental responsibility issues, among other things, have already been considered.

14 MEUR

The purchasing costs for 2017 were approximately EUR 14 million (15).