Good HR management supports well-being and improves our results

Our efforts focus on the generally recognised elements of physical and mental well-being as well as on continuous learning and the development of the work environment. Good management practices are essential for our operations. Work that focuses on inventiveness is one way to support leadership and the active participation of our personnel in line with our company culture. We develop competence in a strategic and proactive manner that addresses future needs. To improve the functionality of our work community, we track the well-being and commitment of our personnel as well as the level of service that we provide.

Good HR management improves our results

High standards of HR management help our committed, motivated, and professional personnel to further develop their competence, support their well-being at work, and promote equal treatment.

Managers implement our company and management culture into the everyday work of our personnel in a natural and consistent way. Functional HR management provides the tools that are necessary for good management work and for improving leadership skills. The competence and inventiveness of our personnel are our most important resources that need a safe and healthy work environment.

Read more about our principles of HR management!

Drive! – Making a difference

Our group’s business aims at profitable growth and continuous success. The basis of our development efforts is a flexible and efficient organisation that promotes employee well-being and contributes to an open and healthy atmosphere.

In autumn 2013, we revised our personnel survey and conducted the new Drive! survey throughout the Nokian Tyres group. We set out to create an even better tool for identifying specific strengths and areas for improvement that would help us develop our organisation and company further. The survey was a success: the response rate grew to an astonishing 80 per cent and, according to our tracking system, we had implemented some 74 per cent of the 1,064 agreed development measures by the end of 2015.

One goal of the Drive! survey is to improve employee commitment with the company. The survey concept is built around engagement, which indicates the employees’ attitude towards the organisation and the values it represents.

Determined work towards specific goals

We used the results of the Drive! survey to identify unit and group-level development needs which we have been working on for two years. One group-level area for improvement comprised improving internal communication and reducing rumours. Throughout the organisation, we have revised our communication processes and procedures, increased manager and supervisor communication and offered our personnel more opportunities for open discussion. Furthermore, we have made an effort to explain complex issues in a more easily understandable way. Locally, we have also improved communication during negotiations between the employer and shop stewards.

Another area for improvement was leadership and supervisor work. We aim to further engage our personnel for improving our competitiveness. We have arranged training on coaching for our supervisors. We determined the leadership principles and started their implementation in 2015. Our first measure for implementing the principles was the Hakkapeliitta Leader game, which nearly all of our group supervisors had played by the end of 2015. As people reviews are an important part of good supervisor work, we improved our people review process and implemented the practice throughout the group.

The third area of improvement was the communication of the group strategy. For this purpose, we created a comprehensive communication kit, which included the “Hakkapeliitta Way – The Road to Success” online strategy course, rich presentation material to support the supervisors in communicating the strategy and a survey, created together with Aalto University, for determining the baseline for our personnel’s strategy awareness.

The previous survey highlighted our success

The 2013 Drive! survey identified many positive things: the People Power® rating that describes employee engagement grew 2.3% above the reference level within the group and, in terms of commitment, leadership and performance, we were on a better level than the other benchmarked organisations. At the company level, more than 90% of the respondents strongly agreed that our company’s values and goals are worth pursuing and that we handle our corporate social responsibility well. Our personnel believed strongly in what we do: nearly 95% of the respondents said that we produce high quality products and services.

Drive! 2015–2016

The survey was conducted in our Russian location in autumn 2015. We postponed the survey elsewhere due to the reorganisation that was taking place in our Nokia location and will be conducting it in Vianor outlets and other Nokian Tyres locations in February 2016. The group results will be ready in late March, after which individual units start processing the results and creating action plans. We will conduct the survey on an annual basis in the future.

New approach makes materials development more engaging

New approach makes materials development more engagingDevelopment Manager Harri Myllymaa and Development Technicians Johanna Niemi and Johanna Nieminen work at Nokian Tyres in materials development, where a comprehensive new approach was implemented in 2015 based on the Drive! survey results. The new model has brought variety into everyone’s duties and made work more satisfying and engaging.

Nokian Tyres’ materials development creates new materials for tyres, provides QA and tests new rubber, raw materials and their compounds. Previously, one employee was in charge of one task for all compounds. Now, the employees are in charge of specific compounds throughout the process from the raw materials to the conclusions.

– One essential goal in renewing our approach has been to ensure new, innovative product launches also in the future, says Development Manager Harri Myllymaa.

According to the Development Technicians, the new approach makes their work more varied and engaging and provides more learning opportunities. They have developed a better understanding of the entire materials development process.

– Previously, I took samples myself but they were measured by the next person in the process. Now, I can better see how a change in the recipe affects the compound, Niemi says.

Both Niemi and Nieminen say that their work feels much more significant following the change. They also appreciate the increased responsibility and professional competence.

– I have enjoyed learning new things and it has been very rewarding to see that I can handle the new duties by myself. It is great that our competence is valued and that the company wants to train us further. I feel more useful professionally and I see the significance of my work more clearly, says Nieminen.

– I believe that now our department is even more attractive to potential new employees than before, Myllymaa adds.

A consistent leadership culture aims for the best results

Successful leadership is one of the most critical success factors for our company. Therefore, in late 2014 we initiated a project for improving leadership and supervision. It determines the concept of “good leadership” in our company in principle and on a practical level.

With this project, we want to develop our operations further as well as strengthen and harmonise the leadership culture in our group, so that we can also ensure the best results in the future. Poor leadership that does not address our needs results in reduced well-being at work, lower work performances and prevents us from reaching the best business results.

More than just a section in the annual report – a natural and integral part of practical work

The leadership principles are a practical tool for supervisors throughout the group and they establish a basis for improving and tracking leadership. This way, all supervisors know how we are assessing supervisor work, how they should improve their own supervisor work and how they should train their own team.

Creating a coherent company and leadership culture starts by ensuring consistent leadership and supervisor work that meets our company’s needs but it is, ultimately, everyone’s business.

Towards better leadership through mutual discussion

Towards better leadership through mutual discussionAs part of developing leadership in our company, we arranged training days for our supervisors in order to implement our leadership principles in practice. We challenged supervisors to think about practical scenarios with a leadership game tailored for our company. The goal was to train them in applying the leadership principles to everyday decision making. We had created all the scenarios based on real-life situations together with a wide group of supervisors.

During the training days, all the supervisors in our group put their leadership to the test. The training day and leadership game were well received in all countries. The single most important and beneficial result of the Hakkapeliitta Leader game was the supervisors’ discussions about their everyday work.

These Nokian Tyres’ leadership principles lay the foundation for the Hakkapeliitta Leader game

  • Lead by example
    Be a role model who promotes the Hakkapeliitta culture! 
  • Develop your people
    Seek and offer your team opportunities to develop! 
  • Show the way forward
    Set engaging goals and support your team’s will to win! 
  • Encourage continuous improvement
    Contribute to an innovative and open atmosphere! 
  • Take responsibility for quality and results
    Inspire your team towards an entrepreneurial mindset!

360° supervisor assessments for supporting leadership development

We carried out 360° supervisor assessments in Nokia between June and September 2015. The assessment is primarily intended for supervisors as a tool for improving their own leadership skills. The assessment is based on the Nokian Tyres leadership principles, and it forms a significant part of our global leadership development. An individual’s assessment comprises feedback from his or her own supervisors, team and colleagues.

Each supervisor received personal feedback, which was used as the basis for personal improvement measures. Furthermore, we expect everyone to discuss the improvement measures with their own supervisor during their people review, for example. Individual units have gone through department-level summaries of the feedback with their HR Business Partner. These discussions are used as the basis for planning leadership development for the unit supervisors.

In late 2015, we conducted the 360° assessments also in our sales companies, and they will take place in Vianor in summer 2016. In Russia, the assessment is carried out every other year. Systematic utilisation of the 360 assessment tool is part of our leadership development efforts.

Towards better leadership, work community and safety

We have made systematic efforts for improving leadership in our company. As part of this theme, we want to commit key persons and support their professional development globally by offering them our own supervisor training programmes. We will continue the development efforts in our company and challenge our supervisors to improve their leadership skills also in 2016. We are planning simulation training for all employees with the aim of building stronger work communities and ensuring better safety.

People Reviews

Performance reviews are an important part of immediate supervisor work. In early 2015, we harmonised our performance review model throughout our group and trained all group supervisors on the global People Review process. All employees attend at least one People Review per year. Our office personnel in Nokia and Russia, however, attend a minimum of two People Reviews per year, one of which can be a team session. The performance reviews cover our entire personnel, regardless of gender or staff group.

The People Reviews look at overall performance in line with our values, assess how well the set goals have been reached, set new goals for the coming year and discuss the prerequisites for success and professional development needs in terms of the set goals and future needs of the company. The conducted People Reviews are recorded in an electronic tool and reported to the management biannually. The revised model enables us to track and support our employees’ performance and development better than before.

People Reviews (realisation/target, %)

People Reviews (realisation/target, %)
People reviews implementation %
Nokian Tyres, Nokia 79.4 %
Nokian Tyres, Vsevolozhsk 100.0 %
Vianor 79.7 %
Sales companies 37.6 %

Reorganisations in 2015

In autumn 2015, we had to make a difficult decision due to the weakened economy and the planned production cuts at the Nokia factory. We had to rationalise our operations and carry out permanent structural changes in our organisations.

In September, at the end of statutory negotiations that lasted a little more than six weeks, we had to lay off a total of 122 production employees and office personnel in Nokia.

Despite the cuts, our factory in Nokia will maintain a significant role especially in the development of new products and production methods but in tyre production as well.

Support measures after the layoffs

We offered training and support programmes above the legally required minimum level to the persons that were laid off at the end of the statutory negotiations in order to support and facilitate their re-employment.

Between October and November, we arranged briefings on job seeking and education together with the Employment and Economic Development Office, where everyone had the opportunity to receive personal consultation. To help with job seeking, we arranged an optional two-day training for everyone interested, which discussed job application materials and the current status of the labour market.

Based on a survey by an outside expert, we created support options for job seeking, education and entrepreneurship. Together with the local Centre for Economic Development, Transport and the Environment, we will sponsor a range of tailored upper secondary education programmes, which will start in early 2016.

Persons interested in entrepreneurship could attend a course during which they created a business plan for a new company. Moreover, our company has offered to sponsor new companies established by our former employees, which show the most potential based an expert opinion. We also sponsor local businesses that employ laid off workers for a fixed term. The purpose of these measures is to support the future plans for everyone laid off from our factory.

Developing competence for the future

We develop the competence of our personnel in a strategic and proactive manner that addresses future needs. Our strategy process in 2015 included determining the critical competence areas and preparing a plan for developing select areas.

The people reviews are essential for competence development. They include identifying development needs and preparing a development plan together with the supervisor. We have also encouraged employees to communicate their career goals and development needs to their supervisor. During a review session, the supervisor and employee discuss the employee’s personal strengths, areas for improvement and career goals and agree on the specific aspects, goals, measures and schedules for development. Improvement of leadership skills forms an important part of the competence development plan, which is supported by the 360 degree assessments of all supervisors in the group.

Most of the competence development comes from on-the-job learning during various projects, problem solving, job rotation and new duties.

One essential tool for competence development is our international Hakkapeliitta eAcademy online portal, whose services are accessible by our personnel as well as our retailers and partners. We continually develop the content of Hakkapeliitta eAcademy: currently, we offer nearly 70 courses in up to 20 different languages. Our eLearning resources range from internal strategy and insider courses to product training and tyre fitment courses.

Vianor competes through competence

Vianor makes sure that our customers can drive safely. For corporate clients, this means a safe partnership, and for motorists this means peace of mind on the road. Succeeding in this task is demanding. The teams in our outlets must be able to work well together and develop their competence continuously in order to ensure the safety of our customers and earn their trust. Their teamwork skills and competence are put to the test in the traditional Pitcrew Challenge, where teams compete against other Vianor outlets. This is just one of the many ways in which we are improving our competence and the ability to serve our customers.

All finalists must pass a tight preselection process that is conducted over the course of nearly one year. The outlets are benchmarked for quality, customer service and performance, and the most successful and best developed outlets send a team of four to the final. The final really tests the teams’ co-operation skills, competence and ability to work under pressure. The best teams will receive motorists’ dream prizes in an award ceremony, but perhaps their peers’ respect is even more enjoyable for our competitive professionals.

Well-being at work: practical measures for creating a better work community!

We want to improve well-being at our different units and focus on the workplace. We consider the physical, mental, cognitive and social dimension of well-being. This means preventing fatigue and taking into account the individuals’ need for learning and development, social acceptance and possibilities to influence their own work.

We identify areas for improving well-being with the Drive! survey, which helps the different organisations understand what works well in our company and which areas still need more work. The work also incorporates our leadership principles because supervisor work and the way we lead people have a significant role in improving well-being at work. We want to support the competence, energy, motivation and commitment of our personnel.

Our well-being model in a nutshell 

We address absences and thereby improve well-being on an individual level according to four main principles:

  1. We become concerned about a person’s well-being/working ability if his or her absences start adding up or if his or her abilities/competence have clearly decreased. A supervisor must act, at the latest, if an employee is absent for 25 workdays during one year.

  1. During a well-being discussion, the supervisor and employee fill in the relevant forms and select appropriate further measures, such as working on competence or leadership or conducting a detailed review of the individual’s health or the work community. The discussions take place between the individual and supervisor and, as necessary, representatives of occupational health care and HR.

  2. The discussions are documented centrally by occupational health care, which records an action plan with specific schedules and responsibilities. We seek external assistance if our own resources are not sufficient.

  3. An assigned occupational health nurse monitors the situation and contacts the supervisor, employee and a health care professional if the situation does not advance according to plan. The nurse also creates an indicator for assessing the efficacy of the measures.

In the future, we will improve the process periodically with occupational health care, supervisors and shop stewards. We follow the overall situation by tracking the number of sickness absence days and persons receiving disability pension. We prepare early intervention action plans for our employees, if needed. Now, supervisors can also see the total number of sickness absence days in real time.

The “KunnonMies” project aimed to improve physical fitness and motivation

KunnonMies-hankkeessa nostettiin miesten kuntoa ja motivaatiotaIn spring 2015, we started the “KunnonMies” well-being project in Nokia with the aim to improve employee well-being, motivation and commitment and reduce the number of sickness absences. The comprehensive project addressed physical and mental well-being as well as the social, emotional and psychological aspects.

The project was primarily aimed at male employees who are not actively taking care of their physical condition and well-being and who are facing challenges with one or more aspects of well-being, including physical exercise, nutrition, personal finance and relationships. We determined the baseline and tracked the results of all the participants. We set targets for the entire year, and one of the main functions was the continuous monitoring of progress.

Development Technician Mikko Lehtonen was one of the four persons whose results improved the most. For him, a turning point was learning the right breathing method early on in the programme, which doubled his physical performance and helped recovery after workout. The participants were happy with the project and found out that even seemingly minor things can contribute a lot to well-being.

 

Absenteeism by company and by gender

Absenteeism by company and by gender
Nokian Tyres, Nokia Vianor Nokian Tyres, Vsevolozhsk
Nokian Tyres (FI) *) Nokian Heavy Tyres *) Vianor Holding Oy *) Vianor Oy *) Vianor AB Vianor AS *) Vianor AG OOO Vianor SPb OOO Nokian Shina OOO Nokian Tyres
Sick absences % (total) 5.26% 7.54% 0.59% 5.30% 3.61% 5.10% 0.00% 1.07% 2.10% 3.93%
Sick absences % (women) 3.53% 0.00% 0.00% 3.14% 6.52%
Sick absences % (men) 3.61% 0.00% 1.25% 1.25% 3.69%
*) Information of absenteeism by gender not available

Nokian Tyres Russia took first place in the People Investor 2015 contest

Nokian Renkaat Venäjä nappasi voiton People Investor 2015 -kilpailussaNokian Tyres Russia participated in the People Investor 2015 contest with its “Victory Over Yourself” health programme. The People Investor award is given to companies that implement the best practices in corporate social responsibility and sustainable development. Nokian Tyres Russia was the best in the Personnel Health category.

The programme has been implemented in Nokian Tyres Russia since 2013. The comprehensive programme includes a 24/7 first-aid post, a juice bar that supports a healthy diet, flu vaccination and raising awareness on personal health, fitness and stress management, amNokian Renkaat Venäjä nappasi voiton People Investor 2015 -kilpailussaong other things. Various medical examinations and specialist consultation have been arranged as part of the programme.

We also offer a range of sports opportunities for our employees in Vsevolozhsk, including instructed gym training, yoga, fitness and tennis lessons and sauna. There are also swimming, volleyball and basketball sessions and an ice rink session for the hockey team. Over the course of the year, we hold tournaments in seven different sports.

The Managers Association has organised the People Investor contest in Russia since 2008, attracting companies that operate in Russia and consider the intangible assets – the personnel, competence, reliable partnerships and reputation – as the key to success. The People Investor 2015 contest was held in six categories: HR Management, Building Relationships with Partners and Customers, Development of Local Communities, Environmental Efficiency, Personnel Health and People’s Choice. The competition comprised many well-known international corporations.

Hakkapeliittas in the hockey rink

Hakkapeliitat kaukalossaThe first exhibition match between Nokian Tyres’ Finnish and Russian hockey teams took place in Russia in 2014, and this time in 2015 the venue was Nokia, Finland. You could feel the tension in the audience when the hockey all stars of both factories gave it their all on the ice. The match was tough but it raised the colleagues’ team spirit. This time, the Nokia team took first place. Watch the video to experience the event!

Measures and tools for improving the safety culture

A safe and comfortable work environment is integral for our operations. We promote occupational safety through risk management, continuous improvement of our processes and new investments. The purpose is improving the safety of the work environment even further as well as ensuring risk management in our production and functions. The interconnection between safety and environmental aspects is especially apparent in matters that are related to work hygiene and the use of chemicals.

Our goal is to further improve the safety of our operations and aim for zero accidents. In 2015, we introduced the Safety Walk audits in Vsevolozhsk in addition to Nokia. The main purpose of the Safety Walks is to improve the level of safety and culture. They are a good way to see how current issues affect the field and identify the need for concrete measures. In the future, we will implement Safety Walks globally on the group level. Furthermore, we have determined targets for equivalent audit walks for all production supervisors. 

Safety walks by the management are for discussions and observations

In the first safety walk of 2015, President and CEO Ari Lehtoranta observed safety with Vice President, Quality and Process Development and production personnel. From the left operator Ari Kantanen and Ari Lehtoranta.

The safety walks by the management are conducted for evaluating the employees’, supervisors’ and specialists’ competence and their attitudes towards safety, for identifying areas for improvement based on feedback and the observations made, and for reviewing how the measures determined during previous walks have been implemented. For each safety walk, we also publish the essential observations and assign the parties responsible for the related actions through our internal channels. The management plans to organise three safety walks per year in our factories in Finland and Russia.

In 2015, we focused our efforts on investigating accidents, safety observations and near miss reports. Our campaigns had a positive impact on the safety culture: we improved the reporting rate of safety observations and near misses; the number of near miss reports grew more than 35% compared to the previous year.

In 2015, we also established the Safety Management group, which convenes on a daily basis to immediately process any accidents and other reported deviations. Safety Management comprises representatives of management, middle management, supervisors, employees and our expert organisation. We conducted systematic safety reviews and made significant efforts in terms of the investigation of accidents.

We also use other new action models for improving the safety culture. For example, we report all accidents periodically to the management team. In Nokia, the department-specific occupational safety teams now meet more often in the future; four times per year. The meetings discuss any deviations that occur in the department and other areas for improvement.

We communicate and discuss safety visibly in our company, which has made our personnel more active. Near miss reports and safety observations are highly significant in terms of accident prevention and the improvement of the safety culture. Everyone has access to our investigations, and we communicate more openly than before. In 2016, we will continue to develop our safety culture even more comprehensively throughout the group.

Accident rate (more than 3 days absence / million working hours)

Accident rate (more than 3 days absence / million working hours)
Vianor Nordic Nokian Tyres (Nokia) Nokian Tyres (Vsevolozhsk) The ratio of all listed companies
2015 17 15 3 10

Equal treatment and compensation

The well-being and equal treatment of our personnel are important to our operations, and we have a long history in their development. Our ethical guidelines comprise several principles regarding the treatment of our personnel, and we promote equality at work. Every employee of our company is always entitled to fair and appropriate treatment at work. All kinds of discrimination, harassment and hostility are absolutely forbidden, and we take immediate measures in case of violations.

Employment in our group is based on employment contracts in accordance with the local legislation and any collective agreements. Our salaries are equal to or above the statutory local minimum wage. Furthermore, our employee stock options and bonus programmes cover everyone employed by the group.

Summer workers brought variety

KesätyöntekijätNokian Tyres participates in the “Tutustu työelämään ja tienaa” summer worker programme, which brought more than 30 summer workers to the Nokia location. The youth worked in two week periods inside and outside the office and in assisting maintenance positions. Pinja Teikari worked in Marketing and Communications and in the administration of the Passenger Car Tyres unit. She wrote about her own and other summer workers’ experiences in the personnel magazine.

– I have almost completed my two week summer work period at Nokian Tyres. I have gained varied work experience here. My duties have included data entry and comparing Excel spreadsheets, archiving magazines, cleaning cabinets and the storeroom and writing a few short articles. The best parts of my work period have been interviewing other summer workers and cleaning the storeroom. Perhaps the most boring thing has been data entry or comparing the Excel spreadsheets, or the fact that I was the only summer worker here at these departments. I have really enjoyed my time here but, in the future, I would not see myself working at these departments because I would rather not work with a computer this much. One of my tasks was to interview other summer workers about their two week period, and their interviews were published in the company’s internal channels.

Inventiveness is a strong part of our company culture

Inventiveness has a long tradition in our company, and it is an important part of our company culture. Our inventiveness and suggestion procedure is a way to encourage everyone to actively participate in the development of their own work and the operation of our company. The outset of inventiveness is continuous improvement of work and questioning the current state of things. Suggestions for improvements and new solutions can be made by individuals or groups

We welcome suggestions for increasing efficiency and productivity and for improving the quality of our operations and products, occupational safety and well-being at work. Starting in 2015, inventiveness in our Nokia factory also involves observing and recording safety issues.

Caused by a significant drop in Nokia, the total number of ideas in 2015 decreased some 40% compared to the year before. However, in Russia, the number of ideas grew approximately 20% from the year before. The proportion of implemented ideas remained on the same level compared to the total number of ideas. 

Waste is not wasted

Globe HopeHR Business Partner Anna Kujanpää discovered Globe Hope online. The design company uses discarded materials to create new products that conserve and reuse natural resources and comply with ethical principles.

When Anna learnt that Globe Hope can use a company’s own materials for producing promotional gifts, she wanted to find out what kind of reusable products Nokian Tyres’ warehouses hold. There has been a need for finding small, unique items as prizes for personnel contests, so the idea of using the company’s own recyclable materials for creating them was well received.

Anna submitted her idea in the Nokian Tyres suggestion system in March 2015, and the first items created from Nokian Tyres’ discarded materials arrived before Midsummer.

– We have given out the items as prizes in personnel events and contests. The comments have been very  positive, Kujanpää says.

Globe Hope’s products are made by subcontractors of different sizes from small sewing shops to larger businesses. For example, the Nokian Tyres’ Nasta (Stud) pouches are made in Nokia by Nokian Nahkatuote Oy. The materials for the pouches include old Nokian Tyres T-shirts and old ski boot liners that Globe Hope had in stock.

 

 

Inventiveness summary

Inventiveness summary
Created ideas Created ideas/person Realised ideas Realised ideas/person
Nokian Tyres, Nokia 2,263 2.1 1,728 1.6
Nokian Tyres, Vsevolozhsk 1,596 1.2 630 0.5
Vianor 465 0.3
In all: 4,324 1.0

Total workforce by employment type, employment contract and region, broken down by gender

Total workforce by employment type, employment contract and region, broken down by gender
Nordic Russia and CIS CE and Eastern Europe North America The rest of the world Total
Total workforce on 31.12.2015 2,637 1,349 145 187 13 4,331
Women 417 192 47 18 7 681
Men 2,220 1,157 98 169 6 3,650
Total number of own employees 2,548 1,349 145 187 13 4,242
Women 390 192 47 18 7 654
Men 2,158 1,157 98 169 6 3,588
Number of supervised workers 89 0 0 0 0 89
Women 27 0 0 0 0 27
Men 62 0 0 0 0 62
Total number of seasonal employments in Vianor during 2015 1,145 0 0 0 0 1,145
Permanent 2,442 1,311 132 185 0 4,070
Full-time 97.5 % 100.0 % 90.9 % 96.2 % 100.0 % 98.0 %
Part-time 2.5 % 0.0 % 9.1 % 3.8 % 0.0 % 2.0 %
Women 14.9 % 12.3 % 34.1 % 9.7 % 45.5 % 14.5 %
Men 85.1 % 87.7 % 65.9 % 90.3 % 54.5 % 85.5 %

Total number and rate of new employee hires and employee turnover by gender, age group, and region

Total number and rate of new employee hires and employee turnover by gender, age group, and region
Nordic Russia and CIS CE and Eastern Europe North America The rest of the world Total
Total number of new employees* 301 121 38 24 3 487
Number of women 47 30 16 2 1 96
Number of men 254 91 22 22 2 391
Number of under 30 years old 127 92 15 11 0 245
Number of 30-50 years old 148 29 22 9 0 208
Number of over 50 years old 27 0 1 4 0 32
New employee hires rate (Total) 11.8 % 9.0 % 26.2 % 12.8 % 23.1 % 11.5 %
Percentage of women 1.8 % 2.2 % 11.0 % 1.1 % 7.7 % 2.3 %
Percentage of men 10.0 % 6.7 % 15.2 % 11.8 % 15.4 % 9.2 %
Percentage of under 30 years old 5.0 % 6.8 % 10.3 % 5.9 % 0.0 % 5.8 %
Percentage of 30-50 years old 5.8 % 2.1 % 15.2 % 4.8 % 0.0 % 4.9 %
Percentage of over 50 years old 1.1 % 0.0 % 0.7 % 2.1 % 0.0 % 0.8 %
Nordic Russia and CIS CE and Eastern Europe North America The rest of the world Total
Total number of terminated employees (fixed terms not included) 217 108 16 29 2 372
Number of women 20 19 6 2 0 47
Number of men 197 89 10 27 2 325
Number of under 30 years old 30 57 4 10 0 101
Number of 30-50 years old 122 49 8 18 0 197
Number of over 50 years old 65 2 5 1 0 73
Turnover rate (Total) 8.5 % 8.0 % 11.0 % 15.5 % 15.4 % 8.8 %
Percentage of women 0.8 % 1.4 % 4.1 % 1.1 % 0.0 % 1.1 %
Percentage of men 7.7 % 6.6 % 6.9 % 14.4 % 15.4 % 7.7 %
Percentage of under 30 years old 1.2 % 4.2 % 2.8 % 5.3 % 0.0 % 2.4 %
Percentage of 30-50 years old 4.8 % 3.6 % 5.5 % 9.6 % 0.0 % 4.6 %
Percentage of over 50 years old 2.6 % 0.1 % 3.4 % 0.5 % 0.0 % 1.7 %
*) The number of new employees includes those who have been transferred within the company.

Composition of governance bodies and breakdown of employees per employee category according to gender and age group

Composition of governance bodies and breakdown of employees per employee category according to gender and age group
Nordic Russia and CIS CE and Eastern Europe North America The rest of the world Total
Number of individuals within the top management 16 2 4 2 1 25
Number of women 2 0 0 0 0 2
Number of men 14 2 4 2 1 23
Percentage of women 12.5 % 0.0 % 0.0 % 0.0 % 0.0 % 8.0 %
Percentage of men 87.5 % 100.0 % 100.0 % 100.0 % 100.0 % 92.0 %
Number of under 30 years old 0 0 0 0 0 0
Number of 30-50 years old 9 2 2 2 0 15
Number of over 50 years old 7 0 2 0 1 10
Percentage of under 30 years old 0.0 % 0.0 % 0.0 % 0.0 % 0.0 % 0.0 %
Percentage of 30-50 years old 56.3 % 100.0 % 50.0 % 100.0 % 0.0 % 60.0 %
Percentage of over 50 years old 43.8 % 0.0 % 50.0 % 0.0 % 100.0 % 40.0 %
Number of white collars 1,017 357 114 64 12 1,564
Number of women 224 150 47 15 7 443
Number of men 793 207 67 49 5 1,121
Percentage of women 22.0 % 42.0 % 41.2 % 23.4 % 58.3 % 28.3 %
Percentage of men 78.0 % 58.0 % 58.8 % 76.6 % 41.7 % 71.7 %
Number of under 30 years old 72 134 19 7 2 234
Number of 30-50 years old 685 213 78 35 10 1,021
Number of over 50 years old 259 10 18 22 0 309
Percentage of under 30 years old 7.1 % 37.5 % 16.7 % 10.9 % 16.7 % 15.0 %
Percentage of 30-50 years old 67.4 % 59.7 % 68.4 % 54.7 % 83.3 % 65.3 %
Percentage of over 50 years old 25.5 % 2.8 % 15.8 % 34.4 % 0.0 % 19.8 %
Number of blue collars 1,473 991 27 121 0 2,612
Number of women 162 42 0 3 0 207
Number of men 1,311 949 27 118 0 2,405
Percentage of women 11.0 % 4.2 % 0.0 % 2.5 % 0.0 % 7.9 %
Percentage of men 89.0 % 95.8 % 100.0 % 97.5 % 0.0 % 92.1 %
Number of under 30 years old 274 393 16 33 0 716
Number of 30-50 years old 865 570 8 49 0 1,492
Number of over 50 years old 334 28 3 39 0 404
Percentage of under 30 years old 18.6 % 39.7 % 59.3 % 27.3 % 0.0 % 27.4 %
Percentage of 30-50 years old 58.7 % 57.5 % 29.6 % 40.5 % 0.0 % 57.1 %
Percentage of over 50 years old 22.7 % 2.8 % 11.1 % 32.2 % 0.0 % 15.5 %
Composition of the Board 6
Number of women 2
Number of men 4
Percentage of women 33.3 %
Percentage of men 66.7 %
Number of under 30 years old 0
Number of 30-50 years old 1
Number of over 50 years old 5
Percentage of under 30 years old 0.0 %
Percentage of 30-50 years old 16.7 %
Percentage of over 50 years old 83.3 %

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