SOL Responsibility 2016

www.sol.fi
RESPONSIBILITY REPORT 2016
Everyday acts
SOL Pesulapalvelut Oy
Asiakaspalvelu p. 020 570 0720
Yritysnoutopalvelu p. 020 570 0721
www.sol.fi

SOL RESPONSIBILITY 2016
4 Responsibility – everyday acts
16 Management at SOL
24 Financial responsibility
27 Responsibilities to stakeholders
31 Environmental responsibility
40 Social responsibility
www.sol.fi
2 www.sol.fi 3

SOL RESPONSIBILITY 2016
International
service
locally
1. Responsibility
– everyday acts
This SOL Responsibility Guide is the sixth
in this format. The guide is published in
Finnish and in English every spring on
the company’s website. There is clearly
demand for this type of guide since it will
enable us to better control the development and
management of responsibility and to identify the
state of responsibility in different areas. The guide
contains an introduction to the subject, key figures
regarding the actions implemented, and future goals.
At SOL, responsible business operations mean
spontaneous responsibility that supports the company’s
business and that is determined by the company’s
values and objectives, while also taking into
account key stakeholders.
Many practical issues related to responsibility
are addressed in our everyday work. These issues
include occupational safety, good managerial work,
improvements in working methods, environmental
issues, work ethics, a pleasant work community, caring
about others and about customers, correct salary
payments, the development of competence and
many other minor aspects. SOL aims to maintain and
improve its excellent corporate culture and the joy of
working, without sacrificing each employee’s everyday
creativity, enterprising spirit and lifelong learning.
Our goal is to be an excellent corporate citizen,
focusing in particular on the continuity of operations,
supply chain responsibility, our customers’ superior
service experience, responsible environmental
management, well-being at work, and continuous
improvement and development. Responsible operations
are essential and global. Ethical and responsible
choices dictate more and more our procurement
decisions and consumption.
The figures reported below are those of the SOL
Group, unless otherwise stated in the text. The segments
are Finland and the foreign subsidiaries, and
the services are the business lines of SOL Palvelut
Oy: property services, cleaning and facility services
and security services, the laundry services of SOL
Pesulapalvelut Oy and the personnel services of SOL
Henkilöstöpalvelut Oy.
Individuals deliver
results in
cooperation
The utilisation of
joint resources
Ongoing
improvement
Lean central
management
Clear outcomes,
indicators and
monitoring
Decentralised
organisation,
accountability as lean
as possible
Increasing flexibility
Selected group services
Management principles, illustrating
lean organisation and internal services
www.sol.fi
4 www.sol.fi 5

SOL RESPONSIBILITY 2016
Description of operational environment
in Finland
Economic prospects:
The increase in turnover in property services and real
estate business was, on the whole, slow from 2012 to
2014, although slight improvement has been seen
during 2015. However, forecasts issued by the Confederation
of Finnish Industries EK make no promises
of any significant turn for the better. The industry’s
projections of growth remain nonetheless modest,
and its prospects are exceptionally poor due to Finland’s
current rough overall economic situation. According
to the Business Tendency Survey published
in February 2016 by the Confederation of Finnish
Industries EK, the economic conditions in property
services are below normal, and their outlook is not
expected to change drastically during the first half of
2016. (Finnish Real Estate Employers report, compiled
by analyst Pekka Lith, Lith Consulting Group). In
laundry services, increase in turnover has been slow
during the past few years. Meanwhile, the personnel
services industry has seen decent growth.
SOL Future
SOL Future has endeavoured to forecast SOL’s prospects
in the property services and temporary staffing
markets up until the year 2025. SOL will be a strong
contender in these future markets. By the year 2030,
60% of SOL’s labour force is anticipated to come
from outside Finland. Employees are increasingly expected
to have multi-expertise where different work
tasks are combined. In addition to property maintenance,
key jobs will be in the sectors of logistics,
industry and commerce. The skills and development
of the personnel is ensured by investing in training.
The age programme, in turn, takes into account the
employment needs of different age groups. The
programme connects the life situations of different
groups with work tasks suited for those life situations.
The digitisation of procedures will continue its rapid
progress.
Risk management
The business objectives and opportunities and the
defined willingness to take risks serve as the premises
for identifying risks. Risks are prioritised according
to the importance of the risk by evaluating the
influence and likelihood of risks and the level of risk
management. When evaluating the influence of risks,
the effects on the well-being of people, the environment,
and the reputation of SOL are taken into
account in addition to the financial effects. Tools in
accordance with the Operating System are used in
SOL risk evaluations.
There are appointed persons in charge of risk management
at SOL, who are responsible for the planning,
execution and monitoring of procedures. The
defined procedures are attached to the action plans
and monitoring systems.
Risk management procedures are directed at the
most significant risks in terms of influence with costefficient
and purposeful procedures.
The management at SOL regularly monitors the success
of risk management and reports on the risks and
the development of risk management procedures.
The sufficiency and influence of procedures is evaluated
as a part of business monitoring. Corrective
action will be taken, if necessary.
Growth of turnover in property services 2008–2014, per cent.”
(Source: Register of Enterprises and Establishments (2008–2012), structural business and financial statement
statistics (2013–2014), Statistics Finland).
Per cent
Property management
Property
maintenance
-0,9
Cleaning
services
-0,3
Property
services total
6 www.sol.fi
www.sol.fi
7

SOL RESPONSIBILITY 2016
250
200
174,9
187,7
205,7
217,5 221,5
222,6
Finland
Abroad
150
100
50
15,2
19,1
24,6
44,6 48,1
51,4
0
2010
2011
2012
2013
2014
2015
Net sales (MEUR)
Figure 1. Net sales 2010–2015, Finland and other countries
12
11
10
9
8
7
6
5
4
3
2
1
0
7,9
2010
11,3
2011
10,4
2012
7,6
2013
2,5
2014
4,7
2015
1010
1001
Operating profit (MEUR)
Figure 2. Operating profit 2010–2015
808
606
404
202
0
222,6
51,4
2015
274
404
107
2020
Net sales target (MEUR)
Figure 4. Net sales target for 2025
512
755
246
2025
17
16
15
14
13
12
11
10
9
8
7
6
5
4
3
2
1
0
5,3
2010
Total
Abroad
Finland
6,2
2011
15,9
2012
9,0
2013
Gross investments (MEUR)
Figure 3. Gross investments 2010–2015
8,8
2014
7
2015
1.1 SOL is a Solar System – outstanding
partnership and quality
SOL is a Solar System consisting of the Solar Centre,
personnel services, property services, laundry services,
cleaning services, facility services and security
services. We want each of the services to represent
the absolute top in its field and provide our customers
with positive experiences. We act responsibly,
respecting the environment and providing the best
customer service. We are quick and cost-efficient. We
want to be a superior partner in all of our services
and service solution packages.
SOL consists of the parent company SOLEMO
Oy, its Finnish subsidiaries that own 100% of it: SOL
Palvelut Oy, SOL Pesulapalvelut Oy and SOL Henkilöstöpalvelut
Oy as well as 6 subsidiaries abroad.
We offer cleaning and facility services in St Petersburg
and Moscow in Russia and in Estonia, Latvia,
Lithuania and Sweden. Retail laundry services are
offered by separate companies in Moscow and St
Petersburg and as part of a cleaning and facility man-
SOL City, SOL headquarters
agement business in Estonia.
SOL is a business owned by a Finnish family. SOL’s
management is guided by values emphasising
economic, social and environmental responsibility.
The dry cleaning shop concept of laundries began
in Finland in 2001. Last year, Finland had 61 serving
laundry shops. In 2015, the Nordenskiöldinkatu
laundry in Helsinki and the Kristiinankatu laundry in
Turku were closed. The Tikkurila laundry moved to
Dixi Shopping Centre and the laundry in Itäkeskus
moved to a different location. A new laundry was also
opened in Itis Shopping Centre. The international
laundry operations were launched in Estonia in 2008,
St Petersburg in 2010 and Moscow in 2011. In 2009,
SOL started to offer Temporary staffing and recruitment
services to its customers in Finland. Temporary
staffing was launched in Russia in 2013. In addition to
SOL’s Management Team and task-specific development
groups, the entire personnel works for and towards
SOL responsibility. The work of a responsible
corporation involves us all. The operational organisation
is structured so that all the services, marketing
www.sol.fi
8 www.sol.fi 9

SOL RESPONSIBILITY 2016
Yellow and red work
clothes symbolise the SOL
values
SOL
Philosophy
SOL’s image of humankind:
• People are responsible individuals and they
want to do good work
• People have a need to succeed
• People are different
• People take initiative and are creative
• People are thinking, acting and
feeling human beings
SOL freedom:
• Freedom of workplace:
it is not important where work is carried out;
what is achieved is what matters
• Freedom from status symbols:
respect has to be earned
• Freedom from working hours:
the result counts
and sales as well as development and administrative
operations support the operative activities throughout
the Group. The backbone of the operations is a
line organisation, which serves locally and with uniform
quality in accordance with the SOL Operating
System. The Group’s development activities focus on
establishing and developing service concepts and
processes. Procurement and logistics are also under
development.
tive operation, where we can place ourselves in the
customer’s position. The everyday experiences of the
customer are in the spotlight.
The year 2015 has been a crucial time in building
our SOL Service solution concept, a service package
tailored to fit the customer’s needs. With the Service
solution, services from different areas of expertise
can be flexibly and seamlessly combined into a single
package. This allows for synergy in providing the
services. A single contact person coordinates all of
the services. The Service solution frees our customers
to increasingly focus on their core business. For SOL’s
employees, it provides an opportunity to extend their
expertise.
LEAN - Get it right the first time management
philosophy has played a significant part in improving
customer experiences of the quality of services. Applying
the model at customer locations has yielded
good results, and its use will be expanded.
May 2015 saw the launch of the Solar Centre in
Hämeenlinna, which provides 24/7 customer service,
alarm and remote surveillance services all under one
roof.
In addition to improving services and building concepts,
environmental values and perspectives have
been given substantial attention in 2015. Instructor
1.2 Managing Director’s review
The foundation of our success is based on our
personnel, who make our customers fall in love with
us and who are able to create growth and achieve
profits in many different circumstances. The profitability
of our operations has also enabled us to find
new customers and introduce new services.
We subscribe to our values: sunny and satisfied
customers, the joy of working, enterprising spirit,
reliability and everyday creativity. Our vision is to be
a superior partner to our customers in all of our services.
In line with our positive image of humankind,
we believe in the common desire to put in good
work and succeed. Everyone is different, and we all
want to be successful. The respect and appreciation
we have for people is visible in everything we do.
The quality of our service comes from its reliable,
service-minded, qualified, proficient and interacwww.sol.fi
10 www.sol.fi 11

VAT Maksetut paid ALV
Prepaid Maksetut taxes ennakkoverot
Income Tuloverot taxes
Social Sosiaalivakuutusmaksut
security contributions
SOL’s values
• Sunny and satisfied customers
• Joy of working
• Everyday creativity
• Enterprising spirit
• Reliability
SOL Vision
• We want to be a superior
partner for our customers in
all of our services
SOL Success factors
• Customer satisfaction
• Skilled and participating personnel
• Continuous profitability
• Good reputation as an employer
• Good partnerships
SOL Mission
• We allow our customers to focus on
their core business by
providing our services.
At the sources of SOLar energy
45,0
40,5
36,0
31,5
27,0
22,5
18,0
13,5
9,0
4,5
0,0
2010
2011
2012
2013
2014
2015
Raisa Örn from laundry services was invited to the
Ginetex team for Finland, and through it to the cooperation
group tasked with revising the international
standards for dry cleaning. Ginetex oversees the use
of care labelling and provides information on textile
care to companies and consumers.
Our turnover stood at EUR 274 million. In 2015,
the Group’s operating profit totalled EUR 4.7 million,
representing 1.7% of turnover. SOL’s investments
amounted to EUR 7 million in 2015. SOL’s liquidity
has remained good.
The extensive software renovation for financial
administration, begun in 2013, is still ongoing. A process
management digitisation project was launched
in 2014. The electronic recruitment system and the
online orientation and training programme have
both been launched. The SOL Life programme was
refined and launched to improve employee wellbeing,
reduce the number of sickness absences and
eliminate premature retirement. The SOL Life cooperation
will continue closely with the occupational
health service provider and the pension company.
SOL and all its companies conduct extensive
in-house coaching and training activities which are
implemented in a standard format according to an
annual training programme. Apprenticeship training
and in-house qualification activities will be continued
and developed in cooperation with the educational
institutions in the industry. The orientation training
was put online in 2011 and, in conjunction with the
training reform, the company has also increased
upgrading online training programmes as well as the
quantity of online learning and the number of related
programmes during 2015. SOL has particularly
invested in apprenticeship activities and received
for its actions, for example, the award of the Helsinki
Bureau on Apprenticeships in 2011 and an award
from the Lapland Apprenticeship Centre in 2013. We
invest around 2% of turnover in training.
SOL has set a growth target of MEUR 1001 for
turnover for 2025. Of this, Finland’s share will be
Taxes paid
Figure 6. 2010–2015
MEUR 755 and the foreign subsidiaries’ share MEUR
246, the latter accounting for 25% of total turnover.
Correspondingly, the number of personnel in Finland
is expected to grow to some 20,000 people and to
increase significantly also in the foreign subsidiaries.
Investments in growth will increase costs, but the
company’s profitability is expected to remain at a
good level. Despite the intensifying competition in
all the company’s market areas, SOL is expected to
strengthen its market position in all its operating
countries and operations by enhancing productivity,
cost-effectiveness, customer retention and the
capability of rapidly starting up operations in new
target countries. SOL’s growth and prosperity have
an increasing effect on the number of jobs and the
amount of tax revenues.
SOL’s sustainability has also been safeguarded by
appropriate insurance cover. There are no significant
risks related to business or financing on the horizon,
but the Russian subsidiaries’ euro-denominated
revenues and profitability may contain some risks
caused by currency fluctuations. We believe that
SOL, as a strong operator and trend-setter as well
as a pioneering service provider and developer, will
continue to prosper. Our assets are our flexible and
agile operations, special care for our customers, personnel
and partners, and our way of working in line
with set plans.
1.3 Mission, vision and strategy
Our mission is to strengthen our customers’ corporate
image with the services we provide. Our services
facilitate our customers’ everyday life and have the
most cost-effective total cost in the market. We act in
a responsible manner and we are a valued employer.
All our activities and decision-making are based on
shared values: sunny and satisfied customers, profitability,
reliability, enterprising spirit, everyday creativity
and the joy of working. We are here to serve our
customers.
www.sol.fi
13

SOL RESPONSIBILITY 2016
Happy working clothes of red and yellow symbolise
the SOL values and brand. The striking colours
also improve occupational safety.
We at SOL believe in a positive image of humankind,
where everyone wants to work and succeed
in their work and each of us is a different, creative,
thinking, acting and feeling human being. We want
to encourage and give feedback in order to develop
in our work. Success and praise, in particular, are
important to us and essential for work motivation.
Our vision is to be a superior partner for our customers
across all services. In line with our mission, we
allow our customers to focus on their core business.
We want to grow by utilising our service concepts
and employing qualified personnel while developing
cooperation with our customers. The end result is a
profitable, financially-sound and excellently-managed
SOL with sunny and satisfied customers and
personnel.
The SOL corporate image is projected to the market
and to all our stakeholders. The cornerstones of
our brand are cheerfulness, yellow sunniness, enthusiastic
service, skilled professional personnel, flexibility
and ease.
Insurance premiums and TyEL
Figure 7. 2015
98 000 €
2,3 million €
Group life insurance
8,6 million €
Accident insurance
1.4 SOL Service solution
The SOL Service solution is a service package built
to fit the customer’s needs. With the Service solution,
services from different areas of expertise can be flexibly
and seamlessly combined into a single package.
This allows for synergy in providing the services. A
single contact person coordinates all of the services.
The Service solution frees our customers to increasingly
focus on their core business. For SOL’s
employees, it provides an opportunity to extend their
expertise.
Our goal is to maintain high quality standards and
develop operations through cooperation, right from
the start of the partnership. One of the cornerstones
of improvement is the Lean model of operations,
which we at SOL call LEAN - Get it right the first time.
1.5 LEAN – Get it right the first time
The LEAN - Get it right the first time management
philosophy has played a significant part in improving
customer experiences of the quality of services. LEAN
helps us identify and eliminate waste, in other words
activities which do not add value to the customer. The
starting point for all of SOL’s development activities is
that the customer understands their importance. Of the
various methods and tools provided by LEAN, we have
selected those best suited for our industry. Our hope
is to also cooperate with our customers in joint LEAN
projects.
26,7 million €
SOL
Due employee pension contributions
1 million €
4,5 million €
SOL
Due unemployment insurance contributions
Employee
Employee
1.6 SOL Solar Centre
In May 2015, we celebrated the opening of the Solar
Centre. Constructed on the old Linnan Vartijat alarm
centre in Hämeenlinna, the Solar Centre’s opening
was received by some of our most notable customers,
as well as by Mayor of Hämeenlinna, Timo Kenakkala
and Managing Director of SOL Palvelut, Juhapekka
Joronen.
The Solar Centre brings customer service, alarm
services and remote surveillance services all under
one roof. The Solar Centre is available for customers
around the clock within Finland, with international
coverage planned in the future. By combining
services, we are able to centralise the gathering and
production of information, thus serving our customers
with increased versatility and speed, backed with
more accurate data.
With the help of the Solar Centre, we can identify
the total needs of the customer, taking better care of
them and offering additional services they may not
have thought of themselves. Customers receive a
quick reply whether by phone, chat or, for example,
on Facebook, and we will dispatch the appropriate
expert to suit each situation. Cutting-edge technology
enables the Solar Centre to receive data, video
and images from around Finland via fast and effective
connections. The benefits of remote surveillance,
in turn, include detecting faults and defects immediately
and optimising property automation in variable
situations and conditions.
Experts from the Solar Centre supervise whether
the conditions corresponding to the use of the facilities
are realised in the property around the clock.
Corrective action can be taken immediately in any
exceptional situations. The remote surveillance of
the Solar Centre includes technical building systems,
energy consumption monitoring, traffic control, camera
surveillance and customer service that supports
resourcing.
www.sol.fi
14 www.sol.fi 15

SOL RESPONSIBILITY 2016
2. Management
at SOL
SOL’s management culture is established to allow
trustworthy interaction and an atmosphere that
encourages everyday creativity and to promote people’s
respect and responsibility towards each other.
At SOL, we aim towards servant leadership.
Giving responsibility, trust, and supporting
a functional work community are
some of the essential mindsets.
The parent company’s Board of Directors
comprises Juhapekka Joronen, Chairman, and
ordinary members Peppi Kaira and Anja Eronen.
Juhapekka Joronen is the Managing Director of SOL
Palvelut Oy. Peppi Kaira is the Managing Director of
SOL Pesulapalvelut Oy. Niilo Kemppe is the Managing
Director of SOL Henkilöstöpalvelut Oy, and Peppi
Kaira is the Managing Director of SOLEMO Oy. Anja
Eronen was the Managing Director of SOLEMO Oy
and SOL Palvelut Oy until 31 August 2011 and has
been Chairman of the Board of SOL Palvelut Oy as of
1 September 2011.
SOL’s Management Team comprises Anja Eronen,
Chairman, the Managing Directors of the Finnish
companies, Timo Sairanen, Director, HR and Legal Issues
and Riitta Sirviö, Director, Development Group.
The Management Team also includes representatives
of senior salaried employees, salaried employees
and other employees.
The company’s auditor is KPMG Oy Ab, Authorised
Public Accountants, with Toni Aaltonen as the lead
auditor.
The management organisation is as lean as possible
in order to be close to the customer and personnel.
The Development Group of each service sector
is responsible for monitoring operational management
and for development and improvement projects.
All meeting practices are presented in the SOL
Operating System. They are defined in the annual
Action Plan and also scheduled according to it.
The SOL Operating System is based on the ISO
9000:2008 quality standard, the ISO 14001 environmental
management standard, the OHSAS safety
specification and the ISO 31000 risk management
standard. Each company has its own operating
system compliant with the Group’s core system.
Our customers audit our operating system, which
serves as a foundation for developing operations.
SOL’s Estonian and Latvian companies have quality
certificates. The well-being programme is integrated
into the SOL Life programme. Documentation is
saved centrally in the M-Files programme, which also
includes the customer management system. The
system utilises SOL’s in-house Sirkkeli programme by
supplementing the customer-specific correspondence
and the saving of contracts.
The safety instructions are an integral part of the
SOL Process Management System. They are easily
available on the intranet or in separate folders at our
full-service laundries. The Group and its companies
have nominated people to be responsible for data
security, environmental safety, occupational safety
SOL’s ethical rules
– principles of good business
and other safety. Updating safety instructions, as well
as early intervention and preventive measures, are
important to SOL. We emphasise the personnel’s
responsibility, and acting according to that responsibility,
in all our communications. We never permit
any form of corruption or bribery whatsoever. The
guidelines for receiving gifts and for travel are documented
in the SOL Operating System.
1. Introduction
SOL’s operations are guided by values that emphasise
economic, social and environmental responsibility.
Each SOL employee must comply with our values
in their work:
Sunny and satisfied customers, the joy of working,
everyday creativity, enterprising spirit and reliability
At SOL, we believe that everyone wants to do their
job well and succeed in their work. We encourage
independence and the acceptance of responsibility.
Everyone at SOL must act responsibly with regard
to our stakeholders. SOL’s responsibility covers all
stakeholders: customers, personnel, shareholders,
subcontractors, partners, authorities, the company’s
own business sectors and their organisations, the
media, and cooperation with non-profit organisations.
These rules are part of the SOL Responsibility
Report. The rules apply to all SOL’s subsidiaries in
Finland and abroad. Each SOL employee is responsible
for playing by the rules.
2. Communications and media
The Group’s communications and media relations
are based on our communications strategy and good
ethics. SOL wants to serve its personnel and customers
with premium access to information and transparent
interaction. Our communication channels in
Finland include the Group’s intranet and the SOLISTI
customer magazine, in addition to the website and
social media. Our entire website has been translated
into English. The foreign subsidiaries have their own
respective websites.
3. Ethical rules and legislation
SOL and its employees act legally and in accordance
with current, generally accepted business practices.
As a member of the Real Estate Employers, SOL
and its employees develop the industry by complying
with the ethical rules. Each SOL employee is
responsible for acquiring the necessary information
on the legislative regulations concerning their work.
Supervisors must ensure the employees receive
adequate orientation to these rules. If in doubt, SOL
employees should always turn to their supervisor for
help. SOL supervisors must ensure full compliance
with laws, regulations and good business practices.
If an employee notices any breaches of regulations,
they must immediately notify their supervisor, who
will take the necessary actions at once and report the
matter to the Group management.
4. Conflicts of interests, gifts and bribes
SOL employees are expected to promote SOL’s interests
and act in a responsible manner. SOL employees
must avoid all situations that might result in a conflict
of interests.
The corruption and bribery ban permeates all SOL
operations. SOL and its employees may not make or
offer bribes or unlawful payments to customers, managers,
national of local authorities or other parties to
gain or retain business, or for any other equivalent
reason.
SOL does not grant direct or indirect support to political
parties, organisations or individual politicians.
SOL employees may not accept personal benefits
or gifts from stakeholders or suppliers which run contrary
to applicable laws or local business practices.
Gifts or benefits must only be accepted if they are offered
in the context of regular business activities and
they are ordinary, reasonable and low in monetary
value.
Gifts and hospitality may be acceptable if they are:
• not offered on a regular basis, given or received
openly and without an obligation and/or expectation
of a favour in return
www.sol.fi
16 www.sol.fi 17

SOL RESPONSIBILITY 2016
• approved by stakeholders and able to stand
public scrutiny
• legal, ordinary and of moderate monetary value
• Before offering a gift or benefit to a partner, employees
must ensure that they are aware of the rules
and ethical guidelines observed by the recipient to
prevent bribery.
In Finland, hospitality in the public sector is subject
to guidance (1592/2010) issued by the Ministry
of Finance, available (in Finnish) at: www.vm.fi/vm/
fi/04_julkaisut_ja_asiakirjat/02_henkilostohallinnon_
asiakirjat/03_ohjeet/20100825Vieraa/Vieraanvaraisuudesta__eduista.pdf
Examples of acceptable hospitality include attendance
at occasions such as birthday and retirement
receptions organised by a partner. In these circumstances,
gifts in keeping with convention are acceptable.
Also acceptable are parties and cultural events
in the context of meetings and training courses.
Gifts or benefits exceeding a value of EUR 100
offered to a SOL employee must be authorised by
a Service Director, Business Director or Managing
Director.
Benefits must not be accepted if:
• the value of the benefit exceeds conventional
business practices
• the benefit is in conflict with SOL’s interests and
values
the benefit may impair or be seen to impair the
other party’s independence or impartiality
• the benefit is likely to arouse suspicions regarding
the giver’s motives or its impact on decision-making
or outcomes of business
• the benefit could generate negative publicity for
SOL
As a general rule, SOL will cover the costs of any
travel related to events and travels organised by
external parties.
We apply the ethical guidelines published by the Finnish Property
Maintenance Association and work to raise the profile of the property
service sector.
• We will act reliably and with high quality, in accordance with the promises and commitments given to customers.
• We will act responsibly and also expect responsible operations from our partners.
• We are bound by the duty of professional secrecy with regard to confidential information and we will not
misuse any information obtained.
• We will fulfil our social obligations and responsibilities, and we are familiar with the standards of the industry.
• We undertake to maintain the skills and development of our personnel and we will promote employee wellbeing
and the occupational safety of our personnel and customer companies.
• We will respect other enterprises in the sector, compete fairly and work to abolish the grey labour market.
• We will provide every employee with a photographic ID, displaying their personal details and tax ID and submit
all company and subcontractor information required under the provision of the Act on the Contractor’s
Obligations and Liability when Work is Contracted Out, using the tilaajavastuu.fi online service.
• We are committed to promoting environmental values and awareness.
• We will encourage equality at work and acceptance of individuality and diversity within the work community.
In the event of confusion regarding the appropriateness/legality
of giving or receiving a gift, it must
be declined.
5. Responsible Personnel services
SOL Personnel services is an authorised member of
the Private Employment Agencies’ Association (HPL).
The association has prepared general terms and
conditions for temporary staffing and recruitment to
clarify the distribution of responsibilities and rules
between the contractual parties. The terms and conditions
also take into account the right of employees
and job applicants.
As an authorised company, we commit to adhering
to the authorisation rules and to responsible operations
by offering fair temporary work.
5.1 Fair temporary work
The authorisation of personnel services companies
ensures the fairness of temporary staffing for both
employees and user companies. Authorised companies
wish to highlight their commitment to legal,
ethical procedures. As for customer companies
and temporary staff, they wish to be able to identify
the honest and reliable operators in the field. The
authorisation rules are provided to both parties for
information. Compliance with the authorisation rules
is monitored.
HPL has prepared general terms and conditions
for temporary staffing and recruitment to clarify the
distribution of responsibilities and rules between
the contractual parties. The terms and conditions
also take into account the right of employees and
job applicants. The general terms and conditions
are intended to serve as an appendix to the contract
between a personnel services company and its customer.
The contractual terms and conditions specify
the course of the process, the obligations of the
contractual parties, the validity and termination of the
contract, the making of reclamations, and indemnities.
The parties may deviate from the terms and conditions
by a separate, written customer agreement.
6. Stakeholder cooperation
SOL’s social responsibility covers all stakeholders:
customers, personnel, subcontractors, partners,
shareholders, authorities, the company’s own business
sectors and their organisations, the media, and
cooperation with non-profit organisations.
We comply with the laws, regulations and guidelines
of local authorities in all our operating countries.
We diligently take care of our taxes and pay-
ments, which are further used for maintaining social
services and public infrastructure.
7. Personnel
At the moment, SOL employs nearly 13,000 people,
to whom the company is committed to paying wages
and salaries according to agreements and for whom
SOL pays employers’ contributions. We serve our
customers with and through our personnel. Our key
value is the joy of working.
SOL aims for a fair personnel policy, which enables
the company to safeguard employment and guarantee
high job satisfaction. Investment in the continuous
development of employees’ skills provides maximum
benefits for customers, employees and SOL.
The well-being of personnel is fully addressed. Employees
are encouraged and trained to participate in
the planning and development of their own tasks in
everyday work, as well as in long-term planning and
development. For instance, the annual action plan
and budget are built from the bottom upwards, thus
involving as many employees as possible. In Finland,
the personnel working at least 15 hours per week
are provided with general practitioner-level healthcare
after four months of employment, and SOL has
adopted the “Early Caring Model”.
High priority is systematically given to occupational
safety, risk management and pro-activeness throughout
our operations. Rapid communications and interaction
commensurate with the situation have been
further strengthened.
Personnel competence is improved by short-term
and long-term in-house coaching and training sessions,
and by apprenticeship training. SOL’s own
qualifications provide a good foundation for completing
practical examinations. SOL offers active
tutoring and mentoring for all personnel groups and
conducts a continuous Ilopuntari job satisfaction
survey. “From goals to results” discussions help in
setting goals, achieving results, developing operations
and they also facilitate the personnel’s selfdevelopment.
A scorecard is used for monitoring
and controlling the achievement of the goals. The
Quality Passport has been in use at SOL for a long
time now as a tool to reward employees for good
performance.
SOL has a good and effective relationship with
labour organisations.
8. Responsible owners with a face
In a family business, the owners of SOL have a key
role and long traditions of developing the company
and its operations. The owners expect from the em-
www.sol.fi
19

SOL RESPONSIBILITY 2016
Our priority is a sunny, satisfied and
loyal customer.
100
90
80
70
60
50
40
30
Laughter
20
10
0
2010 2011 2012 2013 2014 2015 2010 2011 2012 2013 2014 2015 2013 2014 2015
SOL Palvelut Oy SOL Pesulapalvleut Oy SOL Henkilöstöpalvelut Oy
Smile
Customer satisfaction
Figure 5. Development of
customer satisfaction 2010–2015
ployees responsible operations in accordance with
the company’s values. SOL is an active member of
the Finnish Family Firms Association, which promotes
an operational framework for and responsible ownership
of family enterprises.
“Our priority is a sunny, satisfied and loyal customer.”
9. Our priority is a sunny, satisfied and
loyal customer
SOL’s operations are divided into local service districts,
which are responsible for their own customers
and are as close to the customer as possible. SOL
has nearly 10,000 registered customers and fulfilling
contractual obligations with them is a matter of
honour to SOL. SOL likewise expects the same from
its contracting parties.
In line with our operating system, we aim to prevent
problematic situations and to rectify and continuously
improve our services.
Customer satisfaction and customer retention are
monitored in all our activities every month. A continuous
customer feedback and questionnaire procedure
is in use and it is conducted monthly with some of
the customers. This procedure is based on the SOLE
guidelines and on an annual plan. SOL’s customer
satisfaction has been at an excellent level for many
years.
The end-user of SOL’s services is a private customer
whom we serve to the best of our ability. Our goal
is to have customers who want to do business with
companies and communities using our services or
with our own full-service laundries also in the future.
10. We select our partners carefully
SOL’s partners include a number of suppliers of
services and goods. Our partners are expected to
be reliable, professional and responsible, and SOL
invests in cooperation with them. For further information,
please see the section on Social Responsibility.
Our aim of cost effectiveness will also challenge
SOL’s partners.
11. Developer of the business sector
SOL’s roots in Finland’s business community are
deep. The first operations are considered to have
started in 1848 when dye master C.A. Lindström
founded a textile dye house and laundry on the hill
where Finland’s Parliament House currently stands.
SOL has significantly improved the sector’s image
with its reputation as a good employer and provider
of quality services. SOL is well-known for transforming
the property business into a service sector.
SOL is an active opinion leader in the Confederation
of Finnish Industries, Real Estate Employers and
Private Employment Agencies Association. Juhapekka
Joronen, the Managing Director of SOL Palvelut,
is a member of the Board of the Confederation of
Finnish Industries and the Chairman of the Board of
the Real Estate Employers. We also participate in the
work of other bodies and accept positions of trust
and expert tasks offered.
12. Media cooperation
Our business sectors interest everybody. SOL aims
for transparent interaction with the media and regularly
reports the Group’s news directly to the media
via targeted press releases, which are also available
on our website. Our communications department
coaches and trains the personnel and it is responsible
for internal and external communications in accordance
with the company’s communications plan.
We are pleased to share information about our
actions and results. Our experts are encouraged to
make public presentations and to share their knowledge
outside the group.
13. Increasing our global role
Individual rights and shared responsibility are evolving.
We will have an increasing role in employing
labour coming from less developed countries and
also in improving the conditions of their countries of
origin.
SOL has started cooperation with an independent,
non-profit volunteer community, Women’s Bank.
Women’s Bank is working with commitment to collect
donations to support women’s entrepreneurship
and livelihoods in developing countries, applying
the principles of sustainable development.
SOL is a participant in the Diversity Charter, organised
by FiBS and TEM. In 2012, we signed the
Diversity Charter Finland, according to which:
We will offer equal opportunities. We will recognise
and utilise individual skills and needs.
We will manage the personnel and customers
fairly. We will provide informantion on our goals and
accomplishments. SOL has a multicultural development
group, which reports directly to the Management
Team. In Finland, SOL employs over 2,000
people who were born outside Finland.
SOL established its Young Staff Development
Group in 2007. The purpose of the group, within the
scope of age management, is to introduce the views
of the young staff into SOL’s business operations and
to develop SOL’s image as an employer as well as the
company’s recruitment activities. The Young Staff Development
Group plans recruitment campaigns and
participates in recruitment events. SOL is a partner of
the Responsible Summer Job campaign.
SOL Henkilöstöpalvelut Oy has launched the
Yellow Panthers project intended to find employeeoriented
models for employing retired people. The
2015 age programme was also launched in connection
with the Yellow Panthers. The objectives of
the age programme include promoting the work
ability of the personnel and the well-being at work
(SOL Life), supporting the motivation of different age
groups, reducing sickness absences, increasing the
average retirement age, lengthening careers at SOL,
increasing respect towards the elderly, and ensuring
the transfer of tacit knowledge. The project was
funded by Tekes and its results were completed in
2015.
The ‘Backpack of Happiness’ (Onnen Reppu) wellbeing
at work project, supported by the Finnish Work
Environment Fund, reached its conclusion at the end
of 2015. The significance of everyday aspects in the
work of our service providers was emphasised in the
project. The needs for the presence of a supervisor
was observed to be especially important for employees
in terms of well-being. This will be taken into
account in our personnel survey Ilopuntari and in our
development of leadership, etc.
Some of the new, excellent working models found
in the Backpack of Happiness include:
www.sol.fi
20 www.sol.fi 21

SOL RESPONSIBILITY 2016
• occupational well-being workshops led by supervisors
• mentoring and mentors for well-being at work
for which we train some of our tutors; these projects
will be piloted and implemented during 2016 so
that they can be established as functional everyday
practices at SOL.
14. Training committee and degree
committee cooperation
SOL is engaged in large-scale cooperation with educational
institutions, starting from sponsoring classes
in upper secondary schools. Vocational schools in
our field as well as polytechnics and universities
are important partners for us in training, internships
and teaching and they also provide us with skilled
employees.
Merja Oljakka, Manager of Training at SOL, has
served as the Chairman of the National Education
and Training Committee for Property and Household
Services appointed by the Ministry of Education in
2007–2013 and as a member since 2014. During this
period, new Vocational Qualification and Further and
Specialist Vocational Qualifications in the Facilities
Services Sector were created and meet the needs of
the industry well. SOL’s representative is also an employer
member of the Qualification Committee for
Property Services appointed by the Board of Education
for the operating period 1 August 2013–31 July
2016.
Our extensive cooperation with the Centres of Economic
Development, Transport and the Environment
throughout Finland helps ensure we have a readily
available workforce.
Young Staff Development Group
We comply with the UN Global Compact principles
in our operations:
1. Businesses should support and respect the protection of
internationally proclaimed human rights within their sphere of
operation.
2. Businesses should make sure that they are not complicit in
human rights abuses.
3. Businesses should uphold the freedom of association and the
effective recognition of the right to collective bargaining.
4. Businesses should support the elimination of all forms of
forced and compulsory labour.
5. Businesses should support the effective abolition of child
labour.
6. Businesses should support the elimination of discrimination in
respect of employment and occupation.
7. Businesses should support a precautionary approach to
environmental challenges;
8. Businesses should undertake initiatives to promote greater
environmental responsibility.
9. Businesses should encourage the development and diffusion
of environmentally friendly technologies.
10. Businesses should work against corruption in all its forms,
including extortion and bribery.
www.sol.fi
22 www.sol.fi 23

SOL RESPONSIBILITY 2016
3. Financial
responsibility
300
270
240
210
180
150
120
90
60
30
0
190,2
2010
206,8
2011
230,3
2012
262,1
2013
269,6
2014
274
2015
The Group’s net sales (MEUR)
Figure 8. Net sales 2010–2015 in euro
SOL’s financial goals are based on profitable growth and
profitability. In addition to organic growth, SOL aims to acquire
business operations and enterprises that will support the Group’s
operations. A long-term goal is for return on investment (ROI) to
exceed 20%.
Net sales by percentage
Figure 7. The growth rate of turnover 2010–2015
25%
20%
15%
10%
21,7%
8,7%
11,3%
13,8%
5%
2,9%
1,6%
0%
2010
2011
2012
2013
2014
2015
60%
51,2%
Growth will be financed from income. Our
equity ratio of 44.8% enables cost-effective
liquidity fluctuations. Good liquidity
safeguards SOL’s payment obligations to
stakeholders and also builds in flexibility
for any quick acquisitions needed. SOL’s liquidity
has remained at a good level. In addition to paying
employees’ contributions and public payments, the
Group has been able to finance investments and other
acquisitions from income in accordance with set
plans. SOL wants to ensure that it meets all payment
obligations according to the agreed payment terms
without delay, and also expects the same punctuality
from customers with regard to their payments. Our
liquidity is measured with the Quick ratio which in
2015 was 1.2, meeting our objective.
All of SOL’s services are produced locally, and the
operations have been organised accordingly. SOL’s
business management, as well as the financial and
HR administration of SOL City, SOL headquarters in
Finland, support our local operations. Some of the
financial administration operates in Seinäjoki and
Kouvola.
The turnover of SOL Group has risen by 44% since
2010, the growth of foreign subsidiaries has reached
238.2%, and that of Finnish subsidiaries 27.3%.
In 2015, the turnover in Finland was distributed as
follows: property, cleaning, and facility services and
security services 85.5%, Personnel services 9.5% and
laundry services 5%. In 2015, Finnish operations accounted
for 81.2% and foreign operations 18.8%.
SOL’s gross investments amounted to MEUR 7,
while procurement of materials and services amounted
to a steady 24.3 MEUR in 2015.
“We operate
nationally, we
serve locally.”
48%
36%
24%
12%
0%
2010
36,5%
2011
39,6%
2012
Return on investment
Figure 9. Return on investment 2010–2015
41,4% 42,9%
2013
2014
44,8%
2015
60
48
36
24
12
0
Equity ratio
Figure 8. Equity ratio 2010–2015
22,7%
2010
53,3%
2011
31,6%
2012
20,5%
2013
7,2%
2014
12,7%
2015
www.sol.fi
24 www.sol.fi 25

SOL RESPONSIBILITY 2016
60
40
20
0
-20
-40
-60
-80
-100
-86,40% -81,40% -53,60% -61,00% -57,70%
2010 2011 2012 2013 2014
-66,90%
2015
Gearing
Figure 10. Gearing, development 2010–2015
4. Responsibilities
to stakeholders
Quick ratio
Figure 11. Quick Ratio, development 2010–2015
1,6
1,4
1,2
1,0
0,8
0,6
1,4
1,1 1,1 1,1 1,1
1,2
SOL wants to offer everyday experiences that delight, inspire
and excite customers. At their best, these experiences elevate
the mind, enhance everyday life and the workday, and
provide a sense of cleanliness and security.
0,4
0,2
14
12
10
8
6
4
2
0
9,4
9,0
2010
10,8
8,8
2011
12,4
10,2
2012
12,6 12,5
11,3
11,8
2013 2014
12,7
11,6
2015
0,0
2010
2011
Services
Materials
2012
2013
2014
Procurement (MEUR)
Figure 12. Procurement of materials and
services, development 2010–2015
2015
SOL offers high-quality services in a timely manner
as agreed in the contract. The services are
developed in accordance with the customer’s
expectations and preferences. Our service
solution model enables SOL to provide multiple
services from one source, making our solutions the
most advantageous economically.
Productivity and efficiency are important goals in
developing SOL’s processes. All our service sectors in
Finland have a personnel recruitment and substitute
system in electronic format. The personnel’s orientation
training and some of the other training sessions are on
the Internet, giving learners more freedom with regard
to time and place. Nearly all of the invoices in Finland
are transmitted to customers in a paperless format. Also
nearly 100% of the purchase invoices are e-invoices.
Continuous attention is paid to proper management of
receivables, ensuring equal treatment for all customers.
In Finland, we have enhanced the reporting system
under the provisions of the Act on the Contractor’s
Obligations and Liability when Work is Contracted Out.
We use the www.tilaajavastuu.fi online service. These
links enable customers to check that we fulfil our social
responsibilities.
4.1 Responsibilities to employees
At SOL, employees have a key role in everything we
do. In 2015, personnel costs represented 79% of
net sales, while the figure in 2010 was 75%. Wages
and salaries, excluding side expenses, amounted
to MEUR 172 in 2015. SOL bears responsibility for
safeguarding employment also in the future. The
company’s workforce consists mainly of people in
permanent employment relationships, some of which
may be part-time due to the nature of the work. The
proportion of temporary staff will increase with the
expansion of SOL Henkilöstöpalvelut Oy’s operations.
Personnel are rewarded for good work performance,
which is followed up by customer satisfaction
and other weighted indicators, such as the scorecard.
Rewards for successful work performance have
been given, for instance, to the service district of the
year, the vendor of the year, the service instructor of
26 www.sol.fi
www.sol.fi
27

SOL RESPONSIBILITY 2016
180
160
140
120
100
80
114,8
123,3
140,1
169,0
161,3
172,2
Non-statutory social security expenses
Statutory social security expenses
Wages and salaries
60
40
28,0
29,4
33,6
41,0 44,0
44,9
20
0
2,9
2010
3,4
2011
3,2
2012
4,5 4,7
2013 2014
3,6
2015
Wages and social security expenses (MEUR)
Figure 13. Wages and salaries, statutory social security expenses and benefits 2010–2015
SOL purchases products, services and energy for its
property, cleaning, facility maintenance and laundry
services, as well as for production subcontracting
services that include delivery and laundry services,
outdoor area property management service and a
variety of made-to-order cleaning services. Products
and services necessary for running the administration
and operations are also purchased.
SOL’s General Terms and Conditions apply to all
suppliers, and invoices are paid according to the
terms of payment. All payments made to suppliers
are based on contracts and invoices. All forms
of corruption and the use of illegal (“grey”) labour
are strictly prohibited within SOL. Good contractual
practice is monitored by internal controls and audits
in accordance with the SOL Operating System.
In 2015, all the acquisitions of SOL’s Finnish comthe
year, the Service Supervisor of the year, and the
Service Director of the year. Successful persons have
also received wooden flowers, movie tickets and
other minor merit awards.
Rewards can also be given to the participants
who have submitted an application to the in-house
competitions SOL Quality Award, SOL Environmental
Deed or SOL Life employee well-being award.
SOL has won Finland’s Quality Award in 1991 and
1993. Since 1996, the company has used the SOL
Quality Award competition, which is based on the
rules of Finland’s Quality Award competition, as an
improvement tool for in-house development work.
This competition helps to identify best practices and
the quality competition applications are used for
benchmarking, disseminating new ideas and augmenting
success experiences.
4.2 Responsibilities to authorities
SOL and its personnel must comply with local laws
and regulations in all countries and under all circumstances.
SOL pays its statutory obligations in accordance
with existing regulations. As an employer, SOL
takes care of its employees’ statutory contributions.
The company also reports and compiles statistics
for the authorities as agreed. In 2015, SOL’s Finnish
companies paid value-added tax, income tax, operational
taxes and PAYE income tax totalling MEUR
66.1 (MEUR 64.1 million in 2014). Compulsory social
security and pension contributions paid amounted to
a total of MEUR 36.6 in 2015 and MEUR 44.1 in 2014.
4.3 Responsibilities to suppliers and
partners
panies were from within the EU area.
SOL’s operations have significant indirect impacts,
especially in smaller towns. SOL is a primary client for
many entrepreneurs and thus affects the economic
well-being of other subcontractors’ employees.
4.4 Responsibility for service provision
and services
SOL’s responsibility is to ensure that the services it
provides are safe, reliable and sustainable and that
they meet quality standards, such as hygiene requirements.
SOL prefers long-term relationships with
selected suppliers, and expects from all its service
providers commitment to the requirements set for
security, the environment and employment relationships.
SOL operates in the corporate and consumer markets,
and the end-user is always an individual who
requires reliability and safety. We require a picture ID
from the personnel of our supplier partners as well
as an attached tax number in order to prevent grey
economy.
SOL’s provision of services is well defined and
mostly designed and developed by SOL. Development
work is carried out in collaboration with all the
suppliers to ensure accurate provision of the services.
Development relies on safety, usability, functionality,
durability and quality – all of which are factors
needed for excellent customer satisfaction.
In SOL Henkilöstöpalvelut Oy the customer, as the
user company, is responsible for the safety of SOL’s
service experts. SOL’s role is to recruit, train and provide
orientation for service experts so that they are
able to act according to customers’ needs, instructions
and safety regulations.
4.5 Liabilities to financial institutions
SOL’s goal is to finance its operations from income.
The Finnish companies do not have short-term or
long-term loans. The limit was terminated in 2014.
The foreign subsidiaries of the group have bank
www.sol.fi
28 www.sol.fi 29

SOL RESPONSIBILITY 2016
loans. SOL Palvelut Oy has a limit of EUR 3 million.
4.6 Financial liabilities regarding climate change
Awareness of, and discussions about, climate
change and its effect on our living environment increases
interest in eco-friendly products and services.
We select products with a long lifecycle instead of
disposable items. This is relevant to SOL’s business
expansion and revenue growth, but also has an increasing
effect on costs.
We intend to devote even more attention to the logistics
of our services in order to keep our operations
cost-effective and environmentally friendly.
All procurement is governed by written supplier
contracts and pre-planned logistics solutions. SOL
does not use random procurement or randomly
selected suppliers. The procurement procedures are
laid down in writing. Our procurement procedures
include at least the following:
• legality – compliance with each country’s applicable legislation
• corruption and bribery ban
• respect for employees’ human rights
• child labour ban
5. Environmental
responsibility
• employee safety and health
• environmental protection
• effective service chain with low overall cost
• CO2 emissions of the auto equipment max. 130 g/km
We all have a dream of a better and cleaner environment, of a place
where our children and grandchildren can grow and live safely.
Environmental deterioration must be stopped.
We can affect our future by actively seeking new ways and means to
secure a cleaner and healthier environment in the future.
www.sol.fi
30 www.sol.fi 31

SOL RESPONSIBILITY 2016
Impacting the
development of customers’
environmentally friendly
operations
Environmentally
responsible suppliers
Reducing paper and
energy consumption
SOL
Environmental
Goals
The personnel
must consider both the
customer’s and internal
environmental
aspects
Reducing the
amount of waste
sacks, plastic
bags and plastic
packaging
Reducing emissions
from vehicle and
machine fuel
consumption
Reducing the overall
consumption of
chemicals and
detergents
5.1 Environmental policy
SOL wants to provide services in a manner that aims
to conserve natural resources and reduce environmental
impacts. We are aware of the environmental
impact of our services and of our responsibility as
the user of products and the producer of waste, all
of which are addressed throughout our decisionmaking
processes. We comply with all valid laws and
regulations in all our activities.
We are committed to continuously improving our
operations and reducing environmental impacts. We
purchase the most eco-friendly technology available
at reasonable costs. We aim to use natural resources
and energy, minimising their consumption and emissions.
We promote the right type of waste sorting
and we aim to reduce the amount of waste generated.
We disseminate information about our operations
transparently, both to our external stakeholders and
to SOL’s own personnel. We aim at being able to
guide our customers towards an environmentally
friendly model of operations and support them in
achieving their environmental goals through our expertise.
We aim to be ranked by our customers and
personnel as the best operator in the environmental
field.
We train, advise and encourage SOL employees to
work in a responsible manner and to address environmental
issues more efficiently both at work and
in their leisure time. We develop indicators that can
verify the environmental impact of our operations.
The management regularly monitors the status of the
environmental issues. The business line management
gr CO2e per euro
Air traffic
Water traffic
Energy maintenance
Agriculture, fishing industry and game husbandry
Oil refining and production of chemicals
Water supply, sewerage and waste management
Metal refinement and manufacture of metal products
Land traffic
Forest industry
Mining and quarrying
All business sectors total
Construction
Food industry, etc.
Forestry
Other industry
Trade
Property maintenance operations
Operations serving traffic, mail
Other services and administration
reviews include an evaluation of the environmental
management, and necessary measures are taken
based on the results of the evaluation.
5.2 Environmental objectives
SOL’s environmental goals and actions are defined
by sector on the basis of the environmental objectives
below. According to emission intensity, property
maintenance operations are a low-emission business
sector.
• Addressing the conservation of natural resources
and reduction of environmental impact both in our
procurement and in our service provision
• Increasing personnel’s environmental knowledge
• Increasing customers’ environmental awareness
5.3 Environmental goals
Common objectives for all service sectors based on
the environmental goals are:
• Using suppliers who operate in an environmentally
responsible manner and have quality and environmental
management certificates
• All personnel observe environmental considerations
in their work
• Guiding customers towards environmentally
friendlier activities (e.g. reducing the amount of
waste, encouraging waste sorting, improving energy
saving)
Emission intensity
Source: Statistics Finland, Emissions into air
by industry and Annual national accounts.
32 www.sol.fi
www.sol.fi
33

SOL RESPONSIBILITY 2016
5.4 Environmental aspects
SOL’s environmental policy, goals and objectives
are based on information about the environmental
aspects and impacts of our operations and services.
Identification and evaluation of the environmental
aspects are presented in the Environmental Management
system. A valuation method that is based on
information gained from our own operations, on the
company’s potential leverage, and on information
provided by external studies is used for identifying
the importance of environmental aspects. Statutory
requirements, importance to the company’s image,
environmental benefits in relation to implementation
costs, and the severity and scope of environmental
impacts are taken into account when assessing importance
factors.
The industry-specific assessment procedure for
environmental aspects and the criteria for valuation
are documented in the environmental data of our
Operating System. The activities receiving the largest
weighting using this method have been selected for
implementation.
• An industry-specific implementation programme
defining the operating instructions, timetables, measurement
method and responsibilities for achieving
the environmental goals and objectives has been
prepared. The implementation programmes are
documented in the environmental data of our Operating
System.
• Customer-specific environmental goals will be
prepared in conjunction with customer-specific action
plans.
• The Environmental Team coordinates operations
for all sectors.
• The task of the regional district’s environmental
coordinators is to monitor the realisation of customer-specific
environmental goals and identify new
potential viewpoints. The environmental coordinators
will conduct customer-specific environmental reviews
and give reports about these to the Environmental
Team.
• Environmental aspects are evaluated when
necessary and at least once every three years. The
required changes in action plans and goals are implemented
based on the information obtained from
the evaluation and monitoring.
• Environmental reviews by sector and by location
will be made according to the annual plan prepared
by the Environmental Team.
The realisation of environmental goals is monitored
in development discussions. The districts will
monitor the implementation of the action plans in
their district meetings. The implementation of the
environmental plans will also be evaluated in conjunction
with internal audits.
5.4.1 Environmental auditing and
developing in-house operations
In our customer locations, we carry out environmental
audits in order to develop our own operations
and meet customer needs. We also utilise the development
evaluations of the SOL Operating System in
the development of our operations. Environmental
training sessions are part of our training programme.
The new Solar System Orientation Handbook was
completed in the autumn of 2015. An environmental
section, guiding our employees towards environmentally
responsible operations, has been included
in the orientation.
5.5 Environmentally friendly customer
operations
The year 2015 has been a year of action for SOL. We
have implemented a storage inventory and the Siivoustilat
siistiksi (Tidier cleaning facilities) campaign
in our customer locations all over Finland between
1 June and 30 September 2015. During the campaigns,
the LEAN operations were implemented in
various ways in our customer locations.
CASE
We took part in the European Week for Waste
Reduction. The theme for 2015 was the Plastic-free
option campaign. We challenged, and were able to
motivate, a large number of our customers to join
the campaign. During the week, we saved hundreds
of kilometres worth of unrecycled plastic, i.e. waste
sacks, and the best outcome was that our customers
adopted these policies into permanent use.
During the campaign, we also collected customer
feedback in order to develop our operations.
All SOL laundries also took part in the Plastic-free
option week. During the week, the customers of our
laundries could select a reusable fibre bag instead
of plastic packaging. The fibre bags were free for our
customers during the campaign week. The laundries
have now adopted the Plastic-free option as a permanent
policy.
The central hospital of Central Ostrobothnia implemented
its own campaign in cooperation with a
client to improve the cleanliness of cleaning facilities,
and the client rewarded the service providers of the
best ward.
Hotel Kämp tested permanent materials instead
of plastic in the cleaning of hotel rooms during the
Plastic-free campaign week.
- We calculated that if all the plastic waste sacks used in a year in all the Kämp Group hotels would be
laid from end to end, they would form a line about 42 kilometres long, says Anna-Leena Ettala, Service
manager at SOL.
The trash bins from the rooms of the luxury hotel are now emptied into permanent sacks that can be
washed in a washing machine and reused. An environmentally friendly permanent sack is also better
than plastic due to its durability. –Sharp objects may break a plastic bag, but the permanent sacks do
not have that problem, says Marianna Alastalo, SOL’s service provider at Kämp. The transition to permanent
materials has been easy. –For the hotel guests, the change is practically invisible.
The campaign week has challenged Hotel Kämp to think about reducing plastic in other product solutions
as well. The hotel aims to pay attention to, for instance, the packaging solutions of their suppliers.
–The hotel has been granted the international Green Key eco-label. Kämp previously gave up using
plastic bags in the bins of the hotel rooms, says Milla Laine, Housekeeping Manager for Kämp Group.
- The best thing is that after the test week, the good plastic-free policies can be adopted as permanent
policies, says Anna-Leena Ettala. -Last year alone, SOL was able to reduce the amount of unrecycled
plastic materials used in waste sacks by 58 tonnes.
From trial to convention
The Plastic-free option campaign is part of the European Week for Waste Reduction from 21 to 29
November 2015. SOL challenged tens of businesses and other organisations to join the campaign, including:
The government’s Kampus project, joined by a large number of ministries such as the Ministry
of the Environment, Kämp Group, from which 8 hotels joined the campaign, Ikea Kuopio, Radisson Blu
Royal Hotel, Långvik Congress Wellness Hotel, Scandic Julia Turku, Scandic Oulu, Scandic City Tampere,
Scandic Rosendahl Tampere, Scandic Oulu, Vöyrinkaupunki school and a tax office from Vaasa, Kymenlaakso
University of Applied Sciences, Ässäkeskus, Ikea Espoo, Helkama, Hämeenlinna customs as well
as police departments from all over Finland.
34 www.sol.fi

SOL RESPONSIBILITY 2016
Figure 14. Consumption of eco-labelled
and other detergents
Eco-labelled detergents
Other detergents
100
90
80
70
60
50
40
30
20
10
0
2010
2011
2012
2013
2014
2015
5.6 Developing in-house operations
5.6.1 Eco-labelled detergents
SOL’s cleaning services use eco-labelled cleaning
agents, which covers 85% of total consumption of
detergents. We regularly ensure the renewal of the
Swan label criteria. In 2015, we adopted detergents
whose Swan labels have now been renewed. We
have also reduced the use of chlorine-based detergents
by 27% in 2015. The reduction was carried out
by specifying targets of use and by selecting alternative
disinfectants to replace chlorine-based disinfectants.
In 2013, SOL switched to use only eco-labelled
cleaning textile detergents and machine dishwashing
powders, and we have held to this decision. In 2015,
we gave up the use of chlorine-based soaking agent
in dishwashing and replaced it with an eco-labelled
product.
5.6.2 Eco-labelled cleaning equipment
and towels
In terms of cleaning, our environmental philosophy
can particularly be seen in our choice of materials. All
the cleaning textiles used by SOL Palvelut and most
of our detergents are eco-labelled. For environmental
reasons, we have given up the use of antibacterial
microfibre towels and mops containing nano-size
silver particles in 2015. In 2015, we piloted low-heat
technology in the cleaning of towels and mops used
for cleaning surfaces. This technology has only been
on the market for about a year.
– After the pilot stage, low-heat washers have been
implemented in new SOL locations. A low-heat washing
process means that instead of having to use the
high temperature of 90 degrees, we can now lower
the temperature to 60 degrees and save energy. The
shorter process also creates savings as several locations
that previously needed two pieces of washing
equipment are now able to operate with just one.
Low-heat technology reduces environmental impacts
not only by reducing the energy needs of the
washing process but also by increasing the lifespan
of cleaning towels.
Usually, towels last about 500 washes. Low-heat
washers can extend their lifespan by about one third.
Cleaning tools are usually cleaned at the customer’s
premises. The premises do not always have
electric power, the use of which also shortens the
washing programme and creates savings. Electrically
powered machinery can directly utilise warm water.
5.6.3 Reducing plastic
Another key objective the environmental programme
sets for cleaning services is to reduce the amount of
waste generated by waste sacks. This objective has
also been achieved. Our growing business requires
larger numbers of waste sacks, but the amount of
waste generated by them has been significantly
reduced. The amount of waste has been reduced by
developing a thinner waste sack material and by using
more appropriate sack sizes and colours.
We utilise about 1,500 permanent waste sacks.
The use of permanent waste sacks has seen steady
growth.
5.6.4 Utilising recycled fibres
In 2015, we renewed our mop bags. Fibre obtained
from recycled plastic bottles has been used as a
manufacturing material in the new mop bags.
5.6.5 Environmentally friendly transport
The CO2 emission limit of our passenger cars for
2015 was set as 130 g/km. Our car equipment fulfilled
this goal by 61.6%.
SOL’s vehicle purchases and driver training aim
towards smaller emissions and economical driving
habits. Some of our vehicles are hybrids, and we are
also testing natural gas and all-electric cars.
Last year, SOL operated 381 vehicles, 224 of which
were passenger cars and 157 vans. The cars are used
for about six years, making the average age of the
cars three years. This means that about 60–70 new
cars are procured per year.
During the procurement season 2013–2014, the
emission limit of vehicle purchases, excluding production
vehicles, was 140 grams of carbon dioxide
per 100 kilometres. During the procurement season
2015–2016, the limit has been cut down to 130
grams.
We have kept to the limit quite well as the average
emissions of all our passenger cars per car were 126
grams last year and 110 grams for vehicles purchased
last year. For vans, the corresponding figures
were 157 and 142 grams, indicating that the emissions
of the newer cars are lower than those of older
cars.
In terms of vans, the size of the vehicle influences
the emission rates. Last year, we purchased quite
large vans, even though most of the vans we use are
rather small.
95% of SOL’s vans are diesel vehicles. 60% of the
passenger cars are petrol vehicles. There are seven
hybrids and one natural gas and one electric car. The
electric car was procured for testing.
In addition to car-specific emission values, SOL
pays attention to economic driving habits.
SOL has organised economic and safe driving
courses in cooperation with Pohjola. Two out of three
districts have already taken part in one of these
courses over the past two years. We hope to train the
rest of the districts during this year and the next.
5.6.5 Waste management plan
A new waste management plan was made and
implemented for the SOL headquarters. The implementation
of a circular economy was one of the main
themes. A new waste facility was also constructed to
serve the needs of in-house operations as well as the
needs of the tenants. During the project, the actively
communicated all the changes to our personnel and
tenants and organised an environmental day in the
SOL City. Due to the new implementation, the energy
utilisation rate of our waste is 24% and the material
utilisation rate is 76%.
Energy Awareness Week
During week 41, we took part in the Energy Awareness
Week for the second time. We selected economic
printing and energy efficiency at our offices as
36 www.sol.fi
www.sol.fi
37

SOL RESPONSIBILITY 2016
the theme of the week. We inspired and involved our
personnel to take environmentally friendly action by
improving environmental awareness related to saving
energy and, at the same time, working together
to achieve cost savings. The LED-based lighting at
our premises also saves energy.
5.6.5 SOL Pesulapalvelut invests in
eco-friendliness in both machinery and
detergents
Developing in-house operations is carried out in
both our washing techniques and our detergents,
but with constant training, we are able to keep our
laundry personnel up to speed with the changes. The
job orientation and training of new employees is also
comprehensive.
Environmental impacts of dry cleaning: the largest
change has been the switch from so-called per
wash to hydrocarbon wash. SOL Pesulapalvelut is
constantly renewing its machinery and replacing old
machines with hydrocarbon machines in about 2–5
laundries per year. In 2015, four laundries received
a new hydrocarbon machine. The new hydrocarbon
machines also produce less waste.
Environmental impacts of washing with water:
the installation of dosage systems in water washing
machines continued in 2015. This enables the personnel
to handle a much smaller amount of different
detergents than before. It also saves working time
and stain removal agents and prevents overdosage
of detergents. New, computer-controlled water
washing machines use strictly specified amounts of
detergents and water. This has resulted in a drop of
8% in detergent costs per washed item from 2014 to
2015. The used detergents are as environmentally
friendly as possible. We also monitor our consumption
of water and electricity.
We have trained our personnel to remove stains
before washing, and the used amounts of stain
removal agent are as small as possible. Detergentspecific
protection instructions have been attached
to the substances used in stain removal, and each
laundry also has instructions for exceptional situations.
In the autumn of 2015, we launched a trial on the
collection of cooling water from dry cleaning machines
and recycling it to washing with water. In the
energy-saving solution, the cooling water from a dry
cleaning machine is run into a separate water tank.
As this water is warmer than room temperature, up
to 45 degrees, a water washing machine can use it.
Electricity is also saved when clothes put in a tumble
dryer are first rinsed with warm water.
Environmental actions are actively communicated
to different stakeholders regarding, for instance, the
return of hangers and the protection treatment that
makes the textiles last longer and increases the time
between washes.
5.7 Environmental Deed competition and
rewards
Every year, we give out a reward for an excellent and
innovative environmental deed based on an application
submitted as a part of the Quality Award competition.
In 2015, the applications contained several innovative
results that were in keeping with the LEAN
ideology, took the customer’s environmental objectives
and goals into consideration and were brilliantly
realised with cooperation in the areas corresponding
to the environmental goals. We selected two best
environmental deeds in 2015.
SOL LAUNDRY IDEAS INTO PRACTICE
SOL Pesulapalvelut has creatively utilised new,
environmentally friendly innovations and started to
brainstorm new methods of implementation. A goal,
implementation and realisation in euros or an implementation
method saving natural resources has been
presented in each section.
Environmental aspects at SOL
Environmental aspects in cleaning services | Environmental file
SOL
Criteria for assessment procedure
for environmental aspects based on
environmental reviews and the
environmental programme
IMPORTANCE FACTORS/
IMPACT FACTORS
A = Statutory requirements
B = Importance to image
C = Environmental benefits/costs
D = Severity of environmental impacts
E = Potential leverage
Total = (A+B+C+D)*E
ACTIVITY, PROCESS OR SERVICE ENVIRONMENTAL ASPECT ENVIRONMENTAL IMPACT
PROCUREMENT OF PRODUCTS,
MACHINES/EQUIPMENT
PRODUCTION/SERVICE
Selection of suppliers
Selection of products,
Cleaning services
Selection of products,
Property services
Selection of products,
Laundry services
Correct selection, dosage
and use of substances to be used
Waste water generated
Environmental impact caused
by production of products
Environmental impact caused
by consumption
Environmental impact caused
by consumption
Environmental impact caused
by consumption
Impact on waste water caused by
unnecessary use of detergents
Consumption of water supply,
impact on purification plants
Energy consumption
Consumption of natural resources
and emissions caused by production
-waste from own process Plastic waste Conservation of natural resources,
environmental impact caused by waste
and emissions at the final disposal site
Moving and transportation
Hazardous waste
(Laundry services PER)
Fuel consumption/emissions
caused by driving
Environmental impact caused by waste
and emissions at the final disposal site
Consumption of energy resources,
impact on atmosphere
Maintenance of transport fleet and machines Service life of transport fleet Conservation of natural resources
PERSONNEL ACTIONS Personnel’s environmental
awareness, eco-friendly and
environmentally oriented activities
Guidance and training
COOPERATION WITH CUSTOMERS
Increasing personnel’s
environmental awareness
and knowledge
Recognising and supporting
customer's environmental activities.
Identifying and addressing
environmental aspects at work
and in leisure time
Improving personnel’s ability to act
sustainably in their work
SOL role in ensuring customer's
environmental objectives are met.
IMPORTANCE SCALE
0 = No importance
1 = Low importance
2 = Important
3 = Very important
IMPORTANCE
A B C D E Total
1 3 2 3 3 27
1 3 1 1 3 18
1 3 1 1 3 18
3 3 1 3 3 30
1 2 2 2 3 21
0 2 2 1 3 15
1 1 1 1 2 8
1 2 2 2 3 21
3 2 2 3 3 30
1 2 2 1 2 12
2 1 2 1 2 12
0 3 2 2 3 21
0 3 2 2 3 21
0 3 2 1 2 12
www.sol.fi
38 www.sol.fi 39

SOL RESPONSIBILITY 2016
6. Social
responsibility
1. Switching old perchloroethylene machines to
new hydrocarbon machines
2. Installing dosage pumps in water washing machines
3. Further reducing the use of plastic
4. Adopting an intra, reducing paper and postage
fees
5. Collecting the cooling water of a dry washing
machine for washing with water
6. Organising a competitive bidding regarding the
disposal of hazardous waste
7. Recycling textiles
WATER SAVING PROJECT OF SOL
SERVICES AT CUSTOMER LOCATION
As another environmental deed, we rewarded the
water saving project implemented in a high hygiene
foodstuffs location in the service supervisor area located
in Northern Ostrobothnia where the consumption
of washing water was monitored with the use of
a specifically installed water meter. They achieved
considerable savings in the consumption of water
while developing our customer cooperation into a
more environmentally friendly and energy efficient
direction. During the project, excellent cooperation
was carried out with the customer while investigating
water consumption and potential loss factors by, for
instance, renewing pipes and connectors, examining
the flow of water and the adjustments of the equipment
required in the washing as well as the wearing
parts. The monitoring of the water meter was considered
an excellent tool for supervising the consumption
of water.
6.1 HR issues at the core of the Group’s
strategy
The Group’s strategy recognises employees’ commitment
and satisfaction and gives high priority to
personnel issues. HR work is done with and among
the personnel in all the Group’s business sectors.
Personnel costs form the largest part of overall costs.
High priority is given to raising and maintaining the
personnel’s enthusiasm, willingness and readiness to
serve, and vocational skills, as these are the factors
guaranteeing superior service to customers. Committed
employees comply better with unified instructions
and ensure long-term operations of high-quality.
Trust is the cornerstone of our work. Competent
personnel with the right attitude in the right tasks,
continuous personnel development, performance
management, feedback and incentive strategy are
the focus areas of the company’s HR strategy. The
feeling that one’s work is useful is important to everyone
and creates the joy of working. SOL’s HR strategy
is based on a positive image of humankind, where
everyone wants to do good work, to succeed and to
be thinking and feeling human beings who accept
individuality. Our management culture must support
trustworthy interaction and an atmosphere that
encourages creativity.
Personnel development focuses on orientation
and training that support the people themselves and
that is needed for the customer’s work as per the
SOLE guidelines. The training is monitored through a
Training Index, sorted by employee and by customer.
The coaching and training sessions are supported
on a personal level by competence assessment
and a learning passport. Each SOL employee must
complete the first induction training and follow-up
orientation training online, and a supervisor and a
tutor ensure location-specific competence through
method and on-site orientation and constant care
for the well-being of the personnel. At the end of
their probationary period, each SOL employee also
attends the SOL IN training in their district. Each
employee acknowledges that he/she has completed
orientation training sessions.
For a long time, SOL has used employees trained
as tutors, who also work as occupational guides to
support the training process. Their role was enhanced
at the beginning of 2015 to cover the implementation
of location-specific training and ensuring
competence. Salaried employees are additionally
provided with mentoring and coaching in their sales
and managerial work. The employee-specific Quality
Passport, where positive customer feedback is documented
with a laughter or smile symbol, continues to
40 www.sol.fi
www.sol.fi
41

SOL RESPONSIBILITY 2016
be used as a feedback tool.
Our aim is to offer opportunities for job rotation
and career advancement within the Group. Internal
recruitment and external job applications, today
mainly in electronic format, create a foundation for
the company’s expanding operations. The individual’s
own views and his/her desire and intent to develop
and move forward are also seriously discussed
at the ‘From goals to results’ discussions.
In 2015, the SOL Equality Plan was reformed into
the Equality and Parity Plan. The plan was made in
cooperation with representatives of the personnel.
At SOL, all employees are treated equally and with
parity. We do not discriminate on the basis of age,
origin, citizenship, language, religion, conviction,
opinion, political action, union activity, family ties,
state of health, disability, sexual orientation or other
personal reason.
Employee well-being is promoted through occupational
health services and various targeted
development programmes as part of the SOL Life
programme. Special attention is paid to the selection
of supervisors and the success of supervisory work as
well as to developing the work. The SOL Life continuous
caring model and the Ilopuntari job satisfaction
survey contribute to success in everyday work.
6.2 Number of personnel and type of
employment relationships
The Group’s personnel statistics cover Finland well,
but the system needs to be further developed to suit
its foreign subsidiaries. Updating this information to
Group level is already under way.
The average number of employees each year is
calculated from the average number of employees
on the last day of each month, and every person is
included in the figure regardless of the number of
his/her working hours (not FTE number).
In 2015, the SOL group employed 12,651 people
(in 2014, the corresponding figure was 12,031). The
number of personnel has increased by 620 people.
In 2015, an average of 9,045 people were working in
the Finnish operations, 7,484 of those made full-time
employees, and an average of 3,606 people were
working in foreign subsidiaries. SOL employs over
800 seasonal workers in Finland each year. We participate
in the Responsible Summer Job campaign.
Some 93% of SOL’s personnel worked in permanent
employment relationships in 2015, compared to
94% in 2014.
For 93% of the Group’s employees in Finland, their
job in the SOL Group was their main employment. At
the end of 2015, in Finland a total of 267 employees
were on nursing leave, maternity or nursing leave,
rotational leave, or study leave. The figures do not include
the temporary staff of SOL Henkilöstöpalvelut.
Employment relationships are mainly agreed until
further notice, except with SOL Henkilöstöpalvelut,
where the majority of employment relationships are
fixed-term.
Ilmarinen granted 66 old age pensions in 2015
(old age pension and old age pension payable on
early retirement). One person was granted a parttime
pension. A total of 24 people were granted disability
pension, of whom 8 receive part-time disability
pension. The average retirement age at SOL has
increased over the years. In 2015, the average retirement
age was 56.3 (compared to 54.3 in 2014).
The SOL Life wellbeing at work programme carries
out effective cooperation with occupational health
services (Terveystalo), accident insurance company
(OP) and pension company (Ilmarinen). The SOL
Continuous caring model was developed to support
the supervisors. The Sirius programme helps supervisors
identify a risk of incapacity for work early on.
Employment relationships on a trial period basis
that are terminated by the employer are monitored
by supervisors and at the district level via scorecards
every month.
Working days have become longer over the past
years in Finland and were on average 7.35 hours per
employee in 2015. However, this varies considerably
by region and by task.
6.3 Personnel’s age and duration of
employment
The average age of the entire SOL personnel was
39.4 years (2014: 39 years), the average age of Pesulapalvelut
employees was 42 years, the average age
of SOL Palvelut employees was 39.4 years, SOLEMO
employees 46.2 years and SOL Henkilöstöpalvelut
37.3 years. The longest employment relationships –
over 40 years – derive from the time of the previous
Group. Some 36% of the employees in the international
operations have worked for less than a year
and 18% of them have been in the company for
more than 5 years.
There is a significant difference between the duration
of operatives’ and salaried employees’ employment
relationships. The average duration of SOL’s
employment relationships in Finland has increased
slightly over the past few years, at 3.7 years for employees
and 8.7 years for salaried employees. Some
27% of all SOL’s salaried employees in Finland have
worked for less than three years and 28% for more
than 11 years. Some 60% of operatives have been
employed for less than three years and 21% for more
than six years. The longest employment relationships
– over 40 years – derive from the time of the
previous Group. Some 36% of the employees in the
international operations have worked for less than a
year and 18% of them have been in the company for
more than 5 years. The longest continuous employment
relationship has lasted 20 years.
6.4 Changes in employee distribution by
gender
Women accounted for 70% of the Group’s total
personnel. In Finland, the percentage of women
employees was 70% (SOL Henkilöstöpalvelut are excluded
from these figures). There are clear regional
differences in Finland. In the Uusimaa province, for
instance, 57% of SOL Palvelut Oy’s employees are
women.
The proportion of women in international operations
is 67%.
Six out of the nine members of SOL’s Management
Team are female. Two out of the three members of
the board at SOLEMO Oy are women. Women accounted
for 65% of SOL’s managerial positions in
Finland at the end of 2015 (including all the managers
of SOLEMO Oy, SOL Palvelut Oy, Pesulapalvelut
Oy, Henkilöstöpalvelut Oy).
6.5 Investing in the personnel’s work
ability
In 2015, SOL spent some EUR 285 per employee on
treating diseases in Finland. SOL monitors sickness
absences on the performed working hours, so-called
100%. In 2015, the morbidity rate in Finland was
4.06%. Which means a decrease of 0.52 percentage
points from the previous year. The most important
www.sol.fi
42 www.sol.fi 43

SOL RESPONSIBILITY 2016
Type of employment 31 December 2015
(SOL Henkilöstöpalvelut is excluded from these figures.)
9000
8000
7000
Finland
Abroad
Foreign SOL
Personnel Finland subsidiaries total
Permanent employment relationships 6,913 2,783 9,696
Fixed-term employment relationships 489 819 1,308
Full-time employment relationships 3,997 1,399 5,396
Main employment relationships 7,110 1,969 9,079
6000
5000
4000
3000
2000
1000
0
2010
2011
2012
2013
2014
2015
Figure 17. Number of personnel 2010–2015
2 %
6 %
5,0
4,5
4,0
SOL employees, Finland
29 %
14 %
20 %
Less than 1 year
1-2 years
3-5 years
6-10 years
11-20 years
More than 20 years
3,5
3,0
2,5
2,0
1,5
1,0
0,5
0,0
The work and I The customer and I The supervisor and I Safety and I SOL as an entity
29 %
Figure 15. The length of employment relationships in
Finland on 1 January 2015.
SOL Henkilöstöpalvelut is excluded from these figures.
5,0
4,5
4,0
SOL salaried employees, Finland
3,5
3,0
2,5
2,0
1,5
6 %
1,0
0,5
0,0
The work and I The customer and I The supervisor and I Safety and I SOL as an entity
Employee satisfaction and Ilopuntari
at a good level
Figure 18. 2015 Ilopuntari results
18 %
15 %
17 %
23 %
15 %
Below 20 years of age
ages 20–24
ages 25–29
ages 30–39
ages 40–49
Over 50 years of age
Figure 16. Age of personnel in Finland in 2015. SOL
Henkilöstöpalvelut is excluded from these figures.
causes of sickness absences include musculoskeletal
diseases, infections and accidents.
The SOL Life Early Caring Model helps supervisors
to intervene with work ability problems in their early
stages. The most important aims include preventing
sickness absences, reducing the amount of accidents
and minimising disability pensions.
The rate of morbidity due to occupational accidents
in Finland was 0.26%. There were 543 accidents
at work, and 123 occurred while commuting.
The accidents at work resulted in 3,045 days of sick
leave absence, equivalent to some six sick days per
accident. Accidents while commuting caused 1,052
days of sick leave absence, equivalent to some nine
sick days per accident.
Supervisors conduct continuous safety risk evaluations
at worksites and customer premises, and implement
the necessary actions according to plan. The
occupational safety officer is often also involved in
these activities. The Occupational Safety and Health
Committee operates nationwide and convenes five
times a year. Each SOL employee is responsible for
44 www.sol.fi
www.sol.fi
45

SOL RESPONSIBILITY 2016
Health issues
Supervisor makes an
appointment with
occupational health on behalf
of member of staff, 1. For an
assessment of the member of
staff’s ability to work and;
2. For a three-way discussion
between the supervisor,
member of staff and
occupational health doctor.
Occupational health staff provide an
assessment of the situation to member
of staff and their supervisor and begin
any medical management required.
Retirement
due to
disability
Occupational health
services will advise
the member of staff how
to apply for Ilmarinen
occupational therapy or
rehabilitation
under KELA.
Curative treatment
A member of staff performing
less well or sickness absence
thresholds have been exceeded
SUPERVISOR INITIATES DISCUSSION IN KEEPING
WITH EARLY INTERVENTION MODEL
Issues within
workplace
Supervisors will discuss the matter
with all members of staff.
The supervisor will set out measures
to improve the working environment
and the atmosphere in the workplace.
Recommended changes to
role or working hours
If required, supervisors can adjust
the staff member’s job description
and/or working hours, either
temporarily or on a permanent basis.
Supervisor reports to local manager
Issues in
personal life
Temporary reduced
hours, unpaid leave
early annual leave,
and flexible working hours.
FIT
AND
HEALTHY
STAFF
SOL Life Early Caring Model
Summary of the most common
accidents in 2015.
Most accidents happen during
work that involves
a) Moving from one place to
another
b) Handling different items and
objects
c) Manually moving loads
The most common sources of
injury include
a) Crashing against a moving or
stationary cause of accident
b) Injuries caused by a cutting,
sharp or rough object
The most common causes of
accident include
a) Thoroughfares, surfaces, the
ground, doors, walls, windows,
different obstacles
b) Materials, objects, products,
splinters, machine parts
The most common types of injuries
resulting from occupational
accidents are
a) Dislocations and sprains
b) Wounds or surface wounds,
c) Jolts or bruises
2010 2011 2012 2013 2014
2015
Figure 19. Accident rate per million working
hours, 2009–2014
On the job
At least 3 days
Less than 3 days
On the commute
safety, and all of SOL’s activities are based on preventive
measures. Near-miss situations are reported on a
specially designed pocket-sized form.
To prevent accidents, we launched some new onsite
instructions. The instructions cover the timing of
risk evaluation in a new customer location. A separate
on-site risk list and related occupational health
and safety instructions are made on the basis of the
risk evaluations. The employees are specifically oriented
on the topic of the risk list and its instructions
and the orientation must be signed for.
In the event of an accident, our instructions are to
also immediately inform the Occupational Health
and Safety Manager, the relevant Business Director
and the Managing Director directly. The event
must be explained and the following procedures
to prevent the accident from reoccurring must be
described.
Each accident is investigated and documented to
find out the core reason. The accident is discussed
on-site and the corrective measures are implemented.
After this, the next district meeting of the service
management area will discuss and state for general
information all the completed corrective measures.
Excerpts from the minutes will be sent to the Occupational
Health and Safety Manager.
The Occupational Health and Safety Manager will
monitor the development of the accident statistics
and the accident rate monthly and inform employees
of any observations and issues the personnel should
pay attention to at the workplace with any new necessary
instructions or procedures.
The sickness and accident statistics will be regularly
presented in management reviews.
46 www.sol.fi
www.sol.fi
47

SOL RESPONSIBILITY 2016
250 participants in
apprenticeship training
leading to a degree
and 12,000 people
taking part in training
Special expertise and
specialisation studies
Location and task-specific
training, multi-experts
Service expertise and
customer service
Rewarding, personnel benefits, career plan, well-being at work
6.7 Personnel training ensures
competence
The long-term and systematic development of the
personnel’s competence is critical to SOL. Around
25% of the personnel employed by our Finnish business
sectors hold a vocational qualification or a further
or specialist vocational qualification. The Group
has six full-time instructors, whom we expect to have
qualifications in teaching. Other people in the Group
have also been trained to provide training sessions.
The needs and requirements of customers and the
needs of the company and the personnel are taken
into account in the planning of the training sessions,
and the formulated plans are turned into a tangible
form as an updated training programme for each
year. Supervisors prepare a competence plan for
their staff based on the programme and update the
plan as necessary.
In 2015, a total of 12,000 people participated in
the training sessions. The number of training days
amounted to an average of two days per employee
in Finland. Most of the training sessions are conducted
internally, but they also often involve outside
experts.
The training sessions are divided into targeted
training, which maintains or deepens knowledge,
and long-term degree-oriented education, which is
implemented as module and multiform/online training.
The aim of the training is to pave the way for an
opportunity to take a practical examination leading
to a qualification, and to identify and recognise the
competence acquired through work as well as the
training provided by SOL in the preparation of a
personalisation plan.
SOL gives high priority to professional skills, personnel
training and development. When employees
get opportunities to deepen their own knowledge,
it gives them more motivation to perform and to develop
their work and to take on different tasks.
In addition to developing multi-expertise, the
emphasised topics include safety and ergonomics at
work, good leadership/managerial work, customer
service and interaction skills, and the utilisation of
coaching in the development of skills. This year, we
are launching a new Close supervisor further vocational
qualification intended for new supervisors, our
service instructors, etc. In addition to classroom training,
we are investing in the development of online
training. It is also our goal to further invest in orientation,
and we are going to renew our online orientation
training for service instructors in 2016. We are
also continuing our work in target-specific start and
development training and increase the target auditing
carried out by coaches as well as the implementation
of the LEAN operational model. In training,
we are further developing online training and the
workshop format of contact training, including solving
different case examples and benchmarking and
focusing on topical affairs. Our goal is to reduce the
number of contact training days and to increasingly
utilise the Internet as a learning tool.
SOL Training Steps is a model of how an employee
can exploit our in-house training to improve his/
her skills and to broaden his/her tasks. Each step
includes a number of training sessions. These are
based on SOL’s in-house training, but they can also
include specialised degrees or special skills training
arranged by other organisations.
In 2015, some 250 SOL employees participated
in apprenticeship training in Finland, taking various
degrees, including:
• Vocational Qualification in Textiles Care
• Vocational qualification in property maintenance
services
• Further vocational qualification in property maintenance
services and special vocational qualification
• Site facilities operative, further vocational qualification
• Supervisor of cleaning work, specialist vocational
qualification
• Cleaning technician, specialist vocational qualification
• Specialist vocational qualification in leadership
48 www.sol.fi
www.sol.fi
49

SOL RESPONSIBILITY 2016
Rantasipi Oy /
Rantasipi Rukahovi
Customer service
Customer relations
Development of quality and own work training
Floor maintenance training
Added service marketing
Method training
Member of staff
1.
2.
3.
4.
5.
6.
7.
Sokos Hotel Kuusamo Personnel / Customer further details
O-level
L-level
Service training
Entry level SOL qualification
Basic cleaning
Cleaning technology
Developing cleaning methods
Occupational health and safety
Tutor and induction provider training
Environmental training
Figure 31. Mandatory
training arranged
for SOL personnel by
S-Group
SOL Palvelut Oy is the apprenticeship company of
the year. SOL Palvelut Oy is a long-term partner of
the Lapland Apprenticeship Centre and has concluded
apprenticeships with the centre for vocational
qualification and further and specialist vocational
qualifications. The company management favours
training and sees apprenticeship training as a great
form of personnel development. The company
management and training and work supervisors are
actively involved in the development and implementation
of training and new methods.
Annual theme days are organised, for example, for
tutors, service instructors, coordinators of training,
environmental affairs and recruitment, service supervisors,
sales personnel, full-service laundry personnel,
and customer service personnel.
In 2015, some 25 people completed the Specialist
Vocational Qualification in Leadership and the Cleaning
Technician, Specialist Vocational Qualification.
Some 40 participants started the Specialist Qualification
for Property Services and the Specialist Qualification
for Security Officers.
The many-year cooperation with Keuda continued
within the framework of apprenticeship training and
self-motivated training.
The level of training of the service operatives working
for each customer is monitored by the Training
Index, and employees are guided to the necessary
training courses based on the index.
bargaining agreement for the textile care industry
applies to the laundry personnel, and the collective
bargaining agreement for the chemical sector to the
laundries’ salaried employees. The temporary staff
and service experts of personnel services apply the
provisions of the collective bargaining agreement
of each respective corporate customer, and SOL
Henkilöstöpalvelut Oy’s salaried employees apply
the collective bargaining agreement for the personnel
services sector.
Two meetings that address financial issues, personnel
plans and reports, and the following year’s action
plan and priorities, are held every year in Finland, between
the chief shop stewards and the management.
The personnel have full freedom to unionise in all
the operating countries. Since the countries of the
foreign subsidiaries do not have collective bargaining
processes similar to Finland, local labour legislation
and SOL’s internal practices are applied to their
work.
SOL Palvelut Oy is a member of the employer
union Real Estate Employers, SOL Pesulapalvelut is
a member of the Yleinen Teollisuusliitto ry, and SOL
Henkilöstöpalvelut is a member of the Palvelualojen
työnantajat PALTA ry.
6.9 SOL is a multicultural work
community
• Security guard, further vocational qualification
• Specialist Qualification for Security Officers
• Practical examiner qualification
• Specialist vocational qualification in business
management
• Janitor, further vocational qualification
SOL Palvelut Oy was given the Apprenticeship Employer
of 2011 award by the Helsinki Apprenticeship
Office (The award applies to the whole of Finland).
• The criteria for the award were:
• The apprenticeship training is integrated into the
company’s personnel training
• Apprenticeship is used extensively in the training
of employees and supervisors of different fields
There are 10 experts at SOL who have completed
the practical examiner training. They have the skills
to evaluate employees’ previous skills in relation to
their duties and official degree requirements, and to
assess the completed degrees. The objective is the
promotion of lifelong learning, and the personnel
training at SOL is integrated to correspond to the basics
of qualifications and, thus, promotes the completion
of practical examinations and cooperation with
apprenticeship offices and institutes.
The Lapland Apprenticeship Centre has selected
the 2013 apprentice of the year, apprenticeship company
of the year, on-the-job trainer of the year and
apprenticeship trainer of the year based on active
and positive activities in the field of apprenticeship
training.
The apprentice of the year is Henna Tervaniemi
from SOL Palvelut in Rovaniemi. Through apprenticeship
training, Henna first completed the further
vocational qualification of a site facilities operative
and then the specialist vocational qualification of a
supervisor of cleaning work. Diligence and high motivation
are suitable attributes for describing Henna’s
work and study input. As the apprentice of the year,
she also serves as an on-the-job trainer.
ORIENTATION
The online orientation material of service providers
has been available in Finnish, Russian and English
since 2012. The online learning modules are: First
induction and the so-called follow-up orientation
in the fields of cleaning technology, environment,
safety and service. There were 3,000 users in 2015.
In 2015, the SOL ON orientation training of salaried
employees was established online. Furthermore, the
learning platform and online training modules were
developed to meet the needs of multiservice trainee
groups.
6.8 Personnel unionisation
In Finland, the provisions of the current collective
bargaining agreement between the Finnish Real
Estate Employers and the Service Union United PAM
for employees in the property maintenance sector
applies to SOL’s salaried employees in the cleaning,
property and facility maintenance services. The
collective bargaining agreement for employees in
the property maintenance sector primarily applies
to SOL’s security service employees. The collective
SOL is a multicultural work community that offers
equal opportunities to all employees. More than 30%
of SOL services’ employees were not Finnish citizens.
We promote the equality of all employees and prevent
discrimination in all forms. (E.g., discrimination
due to age, origin, nationality, language, religion,
conviction, opinions, political activities, trade union
activities, family relations, health, handicaps, sexual
orientation or other reason arising from a person is
strictly prohibited.)
SOL established its multicultural work group in
2007. Its objective is to promote the integration of
employees from different environments into the
operating culture at SOL and to improve the understanding
of diversity. The multicultural work group
has, for example, prepared an annual global calendar
which includes the holidays of different religions.
In cooperation with PAM (Service Union United), the
work group has produced a video for new employees
with the intent of introducing the employee to
many important issues.
– Of course, the people in the video are SOL
employees as well. A video is a modern and more
lively channel for communicating important issues to
employees, and an image also relates an important
50 www.sol.fi
www.sol.fi
51

SOL RESPONSIBILITY 2016
image of the employer, colleagues, the work community
and the rules of working life to the viewer.
SOL is taking part in the Osaavat naiset project
coordinated by MONIKA - Multicultural Women’s
Association, supporting the employment of immigrant
women in many different ways. SOL is an active
partner in the project and has already provided many
women with job opportunities.
Women with an immigrant background are trained
to seek jobs, taught IT skills, and guided towards language
studies and other training. The HR representative
of SOL has visited the Monika women several
times to talk about SOL as an employer and about
the jobs SOL offers.
The Osaavat naiset project is funded by the Uusimaa
ELY Centre. The work group reports directly to
the Management Team.
Team Leader of multicultural development Sari Crnobreg (middle)
and service providers Makhan Khatrin (left) and Shahana Aktherin.
The online orientation
materials have
been translated into
English and Russian.
We are all equal
SOL is widely known as a multicultural work community.
– Orientation to SOL’s work tasks and taking root in the Finnish working culture
are emphasised in the work of the multicultural development group, says Sari
Crnobreg, Chair of the multicultural work group.
SOL has employees from over 60 countries and all continents. Crnobreg emphasises
that despite the differences, everyone at SOL is equal.
– We wish to give everyone equal chances for a career, learning at work, and
well-being at work. Harmonising working methods and making service easy is
important. For instance, we have translated training materials into many different
languages.
– One of the key challenges is mapping and utilising the skills of multicultural
employees more efficiently.
According to Crnobreg, good interaction is created by ensuring that the
employer has a clear picture of the difference of the peoples’ backgrounds.
Despite training, it is important to preserve the person’s idendity.
– Families have also been integrated with the help of SOL. An intact family has
a tremendous, positive effect on the life of an employee, which also benefits
their working life.
Crnobreg finds it delightful that more and more couples are working at SOL
these days, enabling a new level of planning their future in their new home
country.
– One must not forget one’s roots and identity – quite the opposite. Multiculturalism
is a diverse gift, and one ought to be comfortable with one’s identity.
Happy together
The events organised by the multicultural group have been popular.
– They bring joy to everyday life, and SOL employees from different cultures
can get to know each other.
The multicultural development group also maintains a world calendar containing
the holidays of different countries.
– This is an important work-planning tool for the supervisors. We share holidays
from all over the world and each of us can learn new, interesting and inspiring
things from different cultures. By getting to know different countries and their
customs, we are also more truly present as colleagues.
Join in and make a difference
According to Sari Crnobreg, the development group has a large number of
new goals, and they are in constant need of more eager participants as the
members of the development group fluctuate among work tasks and potential
changes.
– For instance, we would really like to have participants from South Asia. It is
important to have a comprehensive representation from different continents.
Crnobreg reminds us that the multicultural work group encourages all SOL
employees to take initiative.
– There are never too many ideas, and there are no limits to what we can
achieve through cooperation.
52 www.sol.fi