Vaisala Corporate Responsibility Report 2011

esponsibilities include monitoring and developing
the work environment in order to minimize the risk
for work related accidents and illnesses. In 2011,
the committee held elections for clerical workers'
representatives, performed eight health and
safety audits in our manufacturing, and continued
working on improving first aid cabinets. The
committee also finished its work on a policy and
guidance on substance and alcohol abuse for which
all managers at the plant received training during
the year.
Grievance Mechanisms
signed messages. Monitoring of the Forum resides
in the Corporate Communications team and the
responsibility for the channel and actions taken
on cases put forward in the Forum is with Senior
Vice President, Human Resources and Senior Vice
President, Communications. Cases are handled
confidentially between the two executives, the
reporter and if needed, the employee representatives
and legal department.
The Fair Play Forum acts also as a medium to ask
clarifying questions about our Code of Conduct or
the Code of Conduct training. All Vaisala employees
take part in an e-learning module on the Code of
Conduct.
Vaisala provides an internal grievance mechanism
to its employees through a dedicated channel, the
Fair Play Forum. The channel operates by e-mail
and regular mail and accepts both anonymous and
Injuries occurred at Head Office 2007 2008 2009 2010 2011
Injuries. total 18 24 13 22 30
At work 10 13 8 12 11
During commute and outside workplace 8 11 5 10 19
Lost days due to injury 68 127 43 136 250
Injury rate(injuries/million working hours) 16,1 20,5 10,2 15,9 21,5
Fatalities due to workplace injury (Group) 0 0 0 0 0
Sharing Leadership Talent Through Mentoring
Recognizing that Vaisala’s senior management oversees a wealth of experience and knowledge within the
company, the idea was hatched to connect these managers with future top talents in the organization.
In addition to local and global training programs, the aim is to support managerial development by
offering managers the opportunity to participate in a mentoring program. The mentors are experienced
Vaisala managers from different parts of the organization. We have so far completed two programs at the
Helsinki office, and feedback has been so encouraging that in fall 2011, further mentoring program was
begun in Helsinki and was accompanied by a pilot in the US.
The majority of the 18 US participants are in managerial roles whereas some of the 28 Helsinki
participants are project managers. The general goal of the mentoring program is to accelerate professional
growth for new managers and project managers. The initiative also provides the opportunity to enhance
the mentor’s coaching skills and develop Vaisala’s leadership culture.
When matching the mentee and mentor, the aim is to increase exposure throughout the organization by
cross-unit pairing. This inter-organizational networking is beneficial to Vaisala and our mentoring pairs as it
offers enhanced understanding and a culturally diverse experience.
Both of the local mentoring programs begun recently are one-year processes, during which the mentor
and mentee meet regularly every 3-5 weeks. Since the mentees come with very different experience and
backgrounds the individual targets can vary considerably.
Both the Helsinki and US mentoring programs had separate kick-off events where the expectations
of both parties were noted and ground rules agreed. The atmosphere at both kick-off events was very
enthusiastic and we look forward to sharing success stories in the future.
Vaisala Oyj Corporate Responsibility Report 2011
49