Annual Report 2012 - Fingrid

SUPPORT PROVIDED BY FINGRID’S R&D
PROJECTS FOR THE COMPANY’S THREE
BUSINESS PROCESSES
Adequacy of transmission system
678,864 €
System operation 596,452 €
Promotion of market
functioning 78,403 €
R&D administration 136,962 €
Other projects 42,312 €
Total 1.533 million euros
MERIT PAY
Merit pay paid to various employee groups
2012 2011
Executive management 214,638.50 € 275,204.80 €
Senior professional employees 250,856.20 € 957,572.40 €
Salaried employees 10,447.15 € 40,042.82 €
Persons covered by the merit pay system:
all permanent employees, i.e. 261 people.
In addition to a compensation system which is based on the
requirements of each position, Fingrid applies quality and
incentive bonus schemes.
BREAKDOWN OF R&D COSTS IN 2012
Salaries (25%)
Travel expenses (5%)
Other expenses (6%)
Purchased services (64%)
PERFORMANCE REVIEWS
Concern all permanent employees.
Performance reviews conducted twice a year include a discussion
on the personal goals and results as well as an individual longterm
and short-term development plan.
TOWARDS A BETTER WORKING COMMUNITY
(PARTY) ® KEY INDICES
The majority of Fingrid’s R&D was conducted in universities
and research institutions.
PERSONNEL IN VARIOUS OFFICES
2012 2011
Helsinki 218 209
Hämeenlinna 26 26
Oulunsalo 9 9
Petäjävesi 11 12
Rovaniemi 1 1
Varkaus 10 9
16
15
14
13
12
11
10
9
8
7
6
5
4
3
2
1
0
15.1
3.8
3.9
3.6
3.7
15.4 15.5
4.0 4.1
4.0 4.0
3.7 3.7
3.8 3.8
14.2
3.5
3.5
3.4
3.7
13.7
3.3
3.4
3.4
3.6
15.5
3.9
3.9
3.7
4.1
NUMBER OF OCCUPATIONAL ACCIDENTS
AND ABSENCES ON ACCOUNT OF ILLNESS
Fingrid 2010
n=220
Fingrid 2011
n=228
Fingrid 2012
n=215
Expert organisations
2009 - 2010,
n = 3,165
Average in Finland
2009 - 2010,
n = 16,736
Highest
organisation-level
result in Finland
2012 2011
Injuries resulting in
absence from work 1 0
Injuries not resulting in
absence from work 9 8
Number of injuries in proportion
to million working hours 2.3 0
Work-related fatalities 0 0
Percentage of absences
on account of illness
2%
(5.0 days
per person)
1.9%
(4.8 days
per person)
Development conditions of
the working community
Development activity of unit
Co-operation between units
The actions of the supervisor
The actions of management
Functionality of the
working community
Functionality of unit
Co-operation between units
The actions of the supervisor
The actions of management
Preconditions of work
Tasks and objectives
Control over work: opportunities
to develop and influence work
Work load (reversed)
Well-being of the staff
Work stress (reversed)
Job satisfaction
Towards a Better Working
Community ® Key Index
Note: A potential difference of 0.1 between a Towards a Better Working Community key index and the sum
total of individual key indices is due to rounding (the lowest and highest score of individual key indices are
calculated separately, whereby the sum total can be different from the highest/lowest integer).
Annual Report 2012 43