2016 Responsibility report

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Responsibility at Finavia A part of society Safety Staff wellbeing Environmental responsibility GRI Well-being at work In 2016, the focus areas of Finavia’s well-being at work included the ability of shift workers and ageing employees to manage their work. We also invested in effectively utilising the results of the personnel survey and the development of a participative operating culture. The PeoplePower index, which describes job satisfaction, rose several points, to 65.7 (61.4). Developing well-being at work and extending working careers are ongoing goals for us. In 2016, our well-being at work projects focused on easing the burden on shift workers and supporting ageing employees. We also want to improve the analysis and impact of the of the personnel survey results. Working together and engaging all Finavia employees is a thread that runs through all our development actions. Work satisfaction clearly improved There was a clear improvement in the overall result of the personnel survey published at the beginning of 2016, when compared to the previous personnel survey carried out in 2014. The result for each individual question remained at least at the same level or improved compared to the previous survey. The most positive changes occurred in respect to employer branding and the company’s management culture. We scored significantly better in the PeoplePower index, which describes job satisfaction. In 2016, the PeoplePower index was 65.7, where as in the 2014 survey it was 61.4. Finavia’s overall result is now on a par with the average for Finnish companies. Finavia’s clear strengths are matters related to work motivation, cooperation between units and the support given to well-being at work. Development expectations are most clearly targeted in the bureaucracy of operations, decision-making, flow of information and the participation of personnel. Working together towards a better operating culture Finavia’s management defined the development targets for the company as a whole, on the basis of the results of the personnel survey. These were improving communication and participation, as well as developing both management and operating culture. One concrete action was that members of the executive group took part in the meetings in selected units where the results of the personnel survey were analysed. The aim was to speak openly about the unit’s challenges and strengths, and to find out the the personnel’s views on what actions would help improve team spirit and increase employees’ faith in senior management. In addition, the executive group took part in the operational work of the company for a day, to learn about everyday work in different units. It was decided that by introducing a new and transparent initiative system, the possibility for personnel to raise their own development ideas and suggestions would be improved. In units where bureaucracy was felt as impeding operations, suggestions for reducing the amount of bureaucracy were collected separately. Support for coping at work and healthy lifestyles In 2016, we concluded the “Coping with shift work” project, which aimed to find ways of reducing the burden of shift work, particularly in Finavia’s network airports and terminals. In the project, work rotas were analysed and the workload was assessed at pilot airports. In addition, we carried out a survey on shift work at all the pilot airports, which helped to identify the main characteristics of burdensome work. These include the timing and duration of the work, the distribution of tasks during the working day, the ratio of shifts to days off, and the working capacity of employees as well as their preference. On the basis of the results of the survey, workload is affected simultaneously by various factors, so we did not feel it was useful to make one sole recommendation for reducing workloads. Instead, we decided that in future, the necessary priorities and measures will be defined in each unit according to the situation, for example in planning shifts. We held the “Best Working Years” group coaching event for the second time, which was originally planned together with experts from the Finnish Institute of Occupational Health to support ageing employees in coping with their work. Participants gave positive feedback on the training. Results will continue to be monitored in 2017, when we will investigate how well the things that were learned in the training have become part of employees’ everyday work. Finavia employs several occupational groups that have high fitness and health requirements. We aim to support these groups in continually maintaining their working capacity with different measures and, for example, by offering particular risk groups one-toone training. In 2016, we offered for the first time a training event that focused solely on a healthy lifestyle for people who had had challenges in coping with work. Responsibility report 2016 38
Responsibility at Finavia A part of society Safety Staff wellbeing Environmental responsibility GRI Reductions in length of absences due to illness We systematically strive to reduce absences due to illness. We pay particular attention to identifying risks that lead to decreased working capacity, and we aim to actively support employees in maintaining their capacity for work. In 2016, the absence due to illness percentage (3.49) remained at pretty much the same level as the previous year (3.4). Thus, the absence percentage was slightly lower than Finavia’s goal of 4 per cent and the average for the service sector of 4.3 per cent (2015). The number of absences due to illness decreased slightly: from 17,479 days to 17,181 days, i.e. by around 2 per cent. The number of days of absence per person remained at the same level as the year before (11.5 days). On the other hand, the number of short absences, of one to three days, increased. The majority of absences due to illness (29 per cent) were due to musculoskeletal disorders. These MSD absences have, however, decreased from the year before (34 per cent). Medium-term (4–30 day) absences were shorter in 2016 than in 2015. There were more medium-term absences than the previous year, but they resulted in less days of absence. In our view, the reduction in the duration of medium-term absences due to illness is the result of our cooperation with occupational healthcare, as well as lighter workloads and replacement work models. These models were created by Finavia in 2015, in collaboration with staff organisations, in order to make returning to work after a sick leave easier, and to support the ability to cope at work of ageing personnel. Prevention is important in occupational safety In terms of workplace accidents, 2016 was practically the same as the previous year. The number of serious injuries was small, whereas accidents whose consequences were less serious rose a little compared to the previous year. The number of accidents compensated for by an accident insurance company increased to 62 (58). The figure also includes accidents that did not cause any absence from work. The frequency of accidents at work declined compared to the previous year. There were 6.92 accidents per million hours of work, whereas the corresponding figure the year before was 7.6. All accidents resulting in more than a three-day absence from work are included in the accident frequency. There have been no fatalities at work during 2009–2016. Accidents are more likely to happen in the areas of maintenance, repairs at the workshop and equipment maintenance. In terms of quantity, the most frequent accidents involve slipping or tripping. The most serious accidents of 2016 were also of these types. An accident in any kind of task can be serious, and for this reason we will continue striving to prevent the risk of accident in all units and tasks. In addition, we are continuously developing our procedures for investigating accidents, as well as our culture of reporting and communication. In 2017, we will be focusing on Finavia’s occupational safety management methods in particular. We are developing a new risk management model and revising the risk assessment tools included in it. In addition, we are trying to identify the risks involved in different tasks more precisely, in order to target management measures more effectively. Absence days and accidents 20,000 15,000 10,000 5,000 0 2014 2015 2016 Amount of absences due to accidents at work 62 Number of absence days due to illness 17,181 Responsibility report 2016 39
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2016 Responsibility report

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