HR management and improvements

Good management and supervisor work support the development of the competence, well-being and equal treatment of our motivated and professional staff. Leadership in our company aims at top results based on our strong Hakkapeliitta culture, which is built around entrepreneurship, working together and inventiveness.

Key measures in 2016

In 2016, we developed our procedures in several areas of HR management and safety. Our essential focus areas are building a safety culture, improving leadership and promoting employee well-being.

  • We saw good results in occupational safety. For example, the number of accidents fell by 26% and the reporting of near misses and safety observations improved. We also continued enforcing the use of personal protective equipment and paid special attention to the safety of production equipment.
  • We continued implementing the leadership principles for the supervisors of all the units and departments with the Hakkapeliitta Leader game. The development of the company’s leadership culture affects our HR development and training as well as performance management and hiring. We also applied the leadership principles in the 360 degree assessments.
  • With a nearly 90% response rate, our Drive! personnel survey gives a comprehensive overview of the positive things and development needs in individual units as well as the group as a whole.

Goals for 2017

  • Making sustainability a more integral part of the company culture: everyone in our group will have completed the online course on sustainability in 2017.
  • Developing leadership, improving well-being and engaging the personnel: we will make the Drive! personnel survey an annual process and work on the identified development needs. We will also make our induction training more international and improve our HR reporting systems.
  • Developing the safety culture: promoting a strong safety mindset in the group through the new work community game as well as through supervisors’ plans for improving safety and the culture in their area of responsibility.
  • Conducting the human rights impact assessment and selecting the focus areas.

Human rights and diversity management

As a Nordic company, our principles in all operations are fair treatment and respecting human rights when dealing with our personnel or other stakeholders. The principle of equal treatment and inclusion is an essential and natural part of our business. In 2017, our goal is to make our operations even more transparent, for example by conducting a human rights impact assessment and selecting key focus areas in terms of human rights.

Diversity management at Nokian Tyres grows out of the idea of fair treatment and equal working conditions. Diversity is also important for the company’s success. People with diverse backgrounds, skill sets and perspectives play an essential part in the development of the company’s functions and creation of new and innovative solutions. We want to be a globally attractive employer which is known for its sustainability and truly multicultural working community. We also want to set an example in occupational safety as a tyre industry pioneer and to work in diverse teams around the world. In late 2016, we worked on a diversity policy for the entire group, which we intend to publish in 2017.

HR management organisation and governance

The need to develop leadership processes and practices always arises from a business perspective, and their implementation is based on our strategy and company culture. Our aim is establishing consistent and truly international HR operations which guarantee timely and clear need-based HR management and the tools for it.

In addition to effective decision making, project management and information sharing, HR management aims at ensuring that all management and activities are business oriented and follow an international perspective. The following graph briefly describes the Nokian Tyres’ HR management organisation and governance.

In addition, various guidelines regarding safety and well-being, hiring, induction training, People Reviews and HR development guide our personnel throughout the group.

Tracking HR responsibility

We use the following indicators for tracking leadership and HR development:

  • G4-10 Total number of employees by employment contract and gender
  • G4-11 Percentage of total employees covered by collective bargaining agreement
  • G4-13 Significant changes to the size, structure, or ownership structure of the organisation
  • G4-DMA Disclosure of the Management approach
  • G4-LA1 Total number and rates of new employee hires and employee turnover by age group, gender and region
  • G4-LA6 Number of accidents and occupational diseases, lost working days and absences
  • G4-LA10 Personnel expertise development programmes and learning action programmes
  • G4-LA11 Development discussions
  • G4-LA12 Composition of governance bodies and breakdown of employees per employee category according to gender, age group, minority group membership, and other indicators of diversity

This page is included in KPMG’s assurance scope. Assurance report can be found here.