SOL Responsibility report 2017

You also want an ePaper? Increase the reach of your titles

YUMPU automatically turns print PDFs into web optimized ePapers that Google loves.

www.sol.fi<br />

<strong>Responsibility</strong> <strong>report</strong> <strong>2017</strong><br />

Everyday acts

2 <strong>Responsibility</strong> <strong>2017</strong> | www.sol.fi

4 <strong>Responsibility</strong> – everyday acts<br />

10 Description of the organisation<br />

14 Management at <strong>SOL</strong><br />

22 Financial responsibility<br />

24 Responsibilities to stakeholders<br />

28 Environmental responsibility<br />

38 Social responsibility<br />

www.sol.fi | <strong>Responsibility</strong> <strong>2017</strong><br />


1<strong>Responsibility</strong><br />

– everyday acts<br />

This <strong>SOL</strong> <strong>Responsibility</strong> Guide is the seventh in<br />

this format. The guide is published in Finnish<br />

and in English every spring on the company’s<br />

website. There is clearly demand for this type<br />

of guide since it will enable us to better control<br />

the development and management of responsibility and<br />

to identify the state of responsibility in different areas. The<br />

guide contains an introduction to the subject, key figures<br />

regarding the actions implemented, and future goals.<br />

At <strong>SOL</strong>, responsible business operations mean spontaneous<br />

responsibility that supports the company’s business<br />

and that is determined by the company’s values and objectives,<br />

while also taking into account key stakeholders.<br />

Many practical issues related to responsibility are<br />

addressed in our everyday work. These issues include<br />

occupational safety, good managerial work, improvements<br />

in working methods, environmental issues, work ethics, a<br />

pleasant work community, caring about others and about<br />

customers, correct salary payments, the development of<br />

competence and many other minor aspects. Our goal is<br />

to be an excellent corporate citizen, focusing in particular<br />

on the continuity of operations, supply chain responsibility,<br />

our customers’ superior service experience, responsible<br />

environmental management, well-being at work, and<br />

continuous improvement and development. Responsible<br />

operations are essential and global. Ethical and responsible<br />

choices dictate more and more our procurement<br />

decisions and consumption.<br />

The figures <strong>report</strong>ed below are those of the <strong>SOL</strong><br />

Group, unless otherwise stated in the text. The segments<br />

are Finland and the foreign subsidiaries, and the services<br />

are the business lines of <strong>SOL</strong> Palvelut Oy: property services,<br />

cleaning and facility services and security services,<br />

the laundry services of <strong>SOL</strong> Pesulapalvelut Oy and the<br />

personnel services of <strong>SOL</strong> Henkilöstöpalvelut Oy.<br />

4 <strong>Responsibility</strong> <strong>2017</strong> | www.sol.fi

International<br />

service locally.<br />

Net sales<br />

285<br />

MEUR<br />

€€€€€<br />

Personnel<br />

13 500<br />

Customer<br />

satisfaction visits<br />

26 278<br />

www.sol.fi | <strong>Responsibility</strong> <strong>2017</strong><br />


1.1 Description of the<br />

operating environment<br />

in Finland<br />

Macroeconomic surveys indicate that the outlook for<br />

property services improved somewhat in 2016, as did the<br />

outlook for the service sector in general. Following a couple<br />

of weak years, the production of property services has increased<br />

since the start of 2014. The growth of other property<br />

maintenance services has outpaced that of cleaning<br />

services.<br />

The statistical growth of property services has been<br />

accelerated by outsourcing, as customer companies are<br />

focusing on their core operations and outsourcing cleaning<br />

and other maintenance and user services to external providers.<br />

The use of external services is also increasing in the<br />

municipal sector, albeit at a rate that is substantially slower<br />

than in the private sector. The outsourcing of operations<br />

remains relatively insignificant in Finnish municipalities.<br />

Work is usually performed by the municipalities’ own<br />

employees. Municipalities have outsourced 20–25% of<br />

their cleaning services, while the corresponding figure for<br />

property maintenance and technical services is approximately<br />

40%. The sector has a large potential market and the<br />

use of property services may well increase further in the<br />

coming years.<br />

In laundry services, increase in net sales has been slow<br />

during the past few years. The personnel services industry<br />

is in a period of growth, and <strong>SOL</strong> Henkilöstöpalvelut has<br />

achieved a result that substantially exceeds the industry<br />

averages.<br />

60<br />

40<br />

Saldo<br />

Business outlook and current situation in property services<br />

Business outlook<br />

Current situation<br />

20<br />

0<br />

-20<br />

-40<br />

-6+<br />

Source: Confederation of Finnish Industries Business Tendency Survey<br />

05 06 07 08 09 10 11 12 13 14 15 16<br />

At the sources of <strong>SOL</strong>ar energy<br />

<strong>SOL</strong><br />

Values<br />

• Sunny and satisfied customers<br />

• The joy of working<br />

• Everyday creativity<br />

• Enterprising spirit<br />

• Reliability<br />

<strong>SOL</strong><br />

Success factors<br />

• Customer satisfaction<br />

• Skilled and participating personnel<br />

• Continuous profitability<br />

• Good reputation as an employer<br />

• Good partnerships<br />

6 <strong>Responsibility</strong> <strong>2017</strong> | www.sol.fi

1.2 <strong>SOL</strong> Future<br />

<strong>SOL</strong> Future has endeavoured to forecast <strong>SOL</strong>’s prospects<br />

in the property services and temporary staffing markets<br />

up until the year 2025. <strong>SOL</strong> will be a strong contender<br />

in these future markets.<br />

Our Group-level growth target for net sales is MEUR<br />

1,001 by 2025. Of this total, operations in Finland will represent<br />

MEUR 755 and the foreign subsidiaries’ MEUR 246,<br />

the latter accounting for 25% of net sales.<br />

Correspondingly, the number of personnel in Finland is<br />

expected to grow to some 20,000 people and to increase<br />

significantly also in the foreign subsidiaries.<br />

We anticipate that as many as 60% of our employees will<br />

be of non-Finnish origin by 2030 compared to approximately<br />

30% at present. Employees are increasingly expected<br />

to have multi-expertise where different work tasks are<br />

combined. In addition to property maintenance, key jobs<br />

will be in the sectors of logistics, industry and commerce.<br />

The skills and development of the personnel are ensured<br />

by investing in training. Our age programme, in turn,<br />

takes into account the employment needs of different<br />

age groups. The programme connects the life situations<br />

of different groups with work tasks suited to those life<br />

situations. The rapid digital transformation of operating<br />

methods and procedures will continue.<br />

Net sales target (MEUR)<br />

Figure 4. Group net sales target for 2025<br />

1010<br />

1001<br />

808<br />

606<br />

404<br />

202<br />

0<br />

226,6<br />

51,4<br />

2015<br />

274<br />

404<br />

107<br />

2020<br />

512<br />

755<br />

246<br />

2025<br />

Total<br />

Abroad<br />

Finland<br />

<strong>SOL</strong><br />

Mission<br />

• We allow our customers to focus on their core<br />

business by providing our services<br />

<strong>SOL</strong><br />

Tulevaisuuden<br />

Visionmarkkinoilla <strong>SOL</strong><br />

on vahva toimija.<br />

• We want to be the superior service partner<br />

for our customers in all of our services<br />

www.sol.fi | <strong>Responsibility</strong> <strong>2017</strong><br />


1.3 Risk management<br />

We have evaluated our key risks in cooperation with our<br />

insurance provider OP:<br />

• Profitability risks: effect of industry price competition on<br />

profitability<br />

• Work ability risks<br />

• Customer risks<br />

• Personnel availability risks<br />

• IT project risks<br />

Risks are prioritised according to the importance of the<br />

risk by evaluating the influence and likelihood of risks<br />

and the level of risk management. When evaluating the<br />

influence of risks, the effects on the well-being of people,<br />

the environment, and the reputation of <strong>SOL</strong> are taken<br />

into account in addition to the financial effects. Tools in<br />

accordance with the Operating System are used in <strong>SOL</strong><br />

risk evaluations.<br />

There are appointed persons in charge of risk management<br />

at <strong>SOL</strong>, who are responsible for the planning,<br />

execution and monitoring of procedures. The defined<br />

procedures are attached to the action plans and monitoring<br />

systems.<br />

Risk management procedures are directed at the most<br />

significant risks in terms of influence with cost-efficient and<br />

purposeful procedures.<br />

The management at <strong>SOL</strong> regularly monitors the success<br />

of risk management and <strong>report</strong>s on the risks and the<br />

development of risk management procedures. The sufficiency<br />

and influence of procedures is evaluated as a part<br />

of business monitoring. Corrective action will be taken as<br />

necessary.<br />

Property<br />

price risk<br />

Currency risk<br />

Interest rate risk<br />

Climate change<br />

Groundwater<br />

contamination<br />

Commodity<br />

price risks<br />

Share price risk<br />

Recruitment risk<br />

Market risks<br />

Environmental<br />

risks<br />

Misconduct risk<br />

Financing and<br />

liquidity risks<br />

Personnel risks<br />

Personal<br />

injury risks<br />

Key personnel risk Occupational<br />

accidents<br />

Work-related<br />

illnesses<br />

Credit risk<br />

Settlement risk Counterparty risk<br />

Decline in<br />

Financing risk<br />

creditworthiness<br />

Collapse of market<br />

liquidity<br />

Cash management risk<br />

Credit risks<br />

Financial<br />

risks<br />

Liability risks<br />

Enterprise risk<br />

Risk of<br />

physical<br />

damage<br />

Planning risk<br />

Change in strategy<br />

Investment risk<br />

Management<br />

risks<br />

Market position<br />

risks<br />

Strategic<br />

risks<br />

Operational<br />

risks<br />

Process risks<br />

Property damage<br />

Fire<br />

Flood<br />

Power outage<br />

Vandalism<br />

Operational<br />

disruption risk<br />

Change risk<br />

Personnel<br />

management risks<br />

Ownership policy<br />

risks<br />

Operating<br />

environment risks<br />

Supply chain<br />

risks<br />

Legal risks<br />

Information<br />

system risks<br />

Tax risk<br />

Competitor risk<br />

Reputation risk<br />

Key customer risk<br />

Partnership risks<br />

Distribution channel<br />

risks<br />

Demand/supply risk<br />

Subcontractor risks<br />

Raw material<br />

supplier risks<br />

Outsourcing risks<br />

Contract risks<br />

Court cases<br />

Risk of tighter regulation<br />

Information security risks<br />

System risk<br />

Control risks Inadequate IT support<br />

Process management risks<br />

Quality risks<br />

Risk management<br />

1.4 <strong>Responsibility</strong> for service<br />

provision and services<br />

<strong>SOL</strong>’s responsibility is to ensure that the services it provides<br />

are safe, reliable and sustainable and that they meet<br />

quality standards, such as hygiene requirements. <strong>SOL</strong><br />

prefers long-term relationships with selected suppliers,<br />

and expects from all its service providers commitment to<br />

the requirements set for security, the environment and<br />

employment relationships.<br />

<strong>SOL</strong> operates in the corporate and consumer markets,<br />

and the end-user is always an individual who requires<br />

reliability and safety. We require a picture ID from the<br />

personnel of our supplier partners as well as an attached<br />

tax number in order to prevent grey economy.<br />

<strong>SOL</strong>’s provision of services is well defined and mostly<br />

designed and developed by <strong>SOL</strong>. Development work is<br />

carried out in collaboration with all the suppliers to ensure<br />

accurate provision of the services. Development relies on<br />

safety, usability, functionality, durability and quality – all of<br />

which are factors needed for excellent customer satisfaction.<br />

In <strong>SOL</strong> Henkilöstöpalvelut Oy, the customer, as the<br />

user company, is responsible for the safety of <strong>SOL</strong>’s<br />

service experts. <strong>SOL</strong>’s role is to recruit, train and provide<br />

orientation for service experts so that they are able to act<br />

according to customers’ needs, instructions and safety<br />

regulations.<br />

8 <strong>Responsibility</strong> <strong>2017</strong> | www.sol.fi

<strong>SOL</strong> Group is now<br />

under fourth-generation<br />

leadership in Peppi Kaira<br />

and Juha-Pekka Joronen.<br />

1.5 Managing<br />

Director’s review<br />

<strong>SOL</strong>’s strategy is based on sunny and satisfied customers,<br />

professionally competent and engaged personnel with a<br />

high level of well-being as well as productivity and profitable<br />

growth. Continuous development plays a central role<br />

in the strategy. In 2016, <strong>SOL</strong> achieved its growth targets<br />

quite well for the most part.<br />

We measure customer satisfaction on a monthly basis<br />

by conducting customer satisfaction visits. Last year, we<br />

conducted a total of 26,278 face-to-face customer satisfaction<br />

surveys and the feedback was excellent. The scores<br />

were 99.5% for <strong>SOL</strong> Palvelut, 98.7% for <strong>SOL</strong> Henkilöstöpalvelut<br />

and 99.8% for Sol Pesulapalvelut (on a scale of<br />

0–100%). We invest in the development of our personnel<br />

and our newly initiated training reforms have progressed<br />

according to our expectations. We have made particular<br />

investments in the development of areas such as online<br />

orientation, classroom training, on-the-job learning and<br />

apprenticeship training. We organised a total of 12,000<br />

training days last year.<br />

Our investments in the <strong>SOL</strong> Life wellbeing at work<br />

programme have produced good results: sickness and accident-related<br />

absences have begun to decline, disability<br />

pension expenses have been reduced and the Joy Barometer<br />

employee satisfaction indicator is at a good level.<br />

With regard to business performance, we were particularly<br />

delighted in 2016 by the rapid growth of <strong>SOL</strong> Henkilöstöpalvelut,<br />

which saw it become one of the largest<br />

companies in its industry operating nationwide in Finland.<br />

Net sales exceeded MEUR 41 and the year-on-year growth<br />

was more than 60 per cent. The industry is in a period of<br />

growth, but <strong>SOL</strong> Henkilöstöpalvelut achieved a result that<br />

substantially exceeds the industry averages.<br />

We are also growing at an annual rate of approximately<br />

10 per cent in our international operations. Our Swedish<br />

unit is making good progress and our Estonian operations<br />

have been successful right from the start. We have also<br />

achieved rapid growth in Russia, especially in Moscow,<br />

in spite of the Russian economy not yet showing signs of<br />

recovery. Our growth is the result of our strong efforts in<br />

that market. We have successfully acquired good large<br />

customers.<br />

<strong>SOL</strong> Group’s net sales amounted to MEUR 285 in 2016.<br />

Operating profit in 2016 totalled MEUR 5.2, or 1.8% of net<br />

sales. <strong>SOL</strong>’s investments amounted to MEUR 6.9 in 2016.<br />

<strong>SOL</strong>’s liquidity has remained good.<br />

<strong>SOL</strong>’s business continuity is also safeguarded by appropriate<br />

insurance cover. There are no significant risks<br />

related to business or financing on the horizon, but the<br />

Russian subsidiaries’ euro-denominated net sales and<br />

profitability are subject to risks arising from exchange rate<br />

fluctuations. We are confident that <strong>SOL</strong>, a strong player<br />

and trend-setter as well as a pioneering service provider<br />

and developer, will continue to prosper. Our assets are our<br />

flexible and agile operations, special care for our customers,<br />

personnel and partners, and our way of working in<br />

line with set plans.<br />

The year <strong>2017</strong> has got off to a good start in all sectors.<br />

The in-house logistics company Flexo Palvelut Oy, which<br />

we established as a joint venture with Posti Group Corporation,<br />

is well positioned to begin its operations.<br />

Juhapekka Joronen<br />

www.sol.fi | <strong>Responsibility</strong> <strong>2017</strong><br />


2Description of the<br />

organisation<br />

<strong>SOL</strong> is a business owned by a Finnish family.<br />

<strong>SOL</strong>’s management is guided by values emphasising<br />

economic, social and environmental<br />

responsibility. The <strong>SOL</strong> Group comprises the<br />

parent company <strong>SOL</strong>EMO Oy and its three<br />

wholly owned subsidiaries in Finland and five<br />

international subsidiaries. We offer cleaning and facility<br />

services in St. Petersburg and Moscow in Russia and in Estonia,<br />

Latvia, Lithuania and Sweden. Retail laundry services<br />

are offered in Moscow, St. Petersburg and Estonia as part<br />

of a cleaning and facility management company.<br />

The dry cleaning shop concept of laundries began in<br />

Finland in 2001. Last year, the Group had 58 laundry shops<br />

in service in Finland. The Citycenter and Haaga laundry<br />

shops were closed in 2016. One of the two laundry shops<br />

in Itäkeskus was discontinued. A laundry shop began operating<br />

on new premises at the Kaleva Prisma in Tampere.<br />

International laundry operations were launched in Estonia<br />

in 2008, St. Petersburg in 2010 and Moscow in 2011. In<br />

2009, we began to offer temporary staffing and recruitment<br />

services to our customers in Finland. In Russia, we<br />

were in the temporary staffing business from 2013 to 2015.<br />

2.1 The <strong>SOL</strong> companies<br />

Solemo’s Finnish subsidiaries include <strong>SOL</strong> Palvelut Oy, a<br />

provider of cleaning and facility services, property services<br />

and security services. <strong>SOL</strong> Henkilöstöpalvelut focuses on<br />

temporary staffing and direct recruitment services. <strong>SOL</strong><br />

Pesulapalvelut Oy provides laundry services to private<br />

individuals, businesses and public sector entities.<br />

The Group’s foreign subsidiaries are:<br />

• OOO <strong>SOL</strong><br />

• OOO <strong>SOL</strong> SP<br />

• OOO <strong>SOL</strong> DC<br />

• <strong>SOL</strong> Baltics OÜ<br />

• Solreneriet AB<br />

• Reneriet Estonia OÜ<br />

2.2 <strong>SOL</strong> is a Solar<br />

System – outstanding<br />

partnership and quality<br />

<strong>SOL</strong> is a Solar System consisting of the Solar Centre,<br />

personnel services, property services, laundry services,<br />

cleaning services, facility services and security services. We<br />

want each of the services to represent the absolute top in<br />

its field and provide our customers with positive experiences.<br />

We act responsibly, respecting the environment and<br />

providing the best customer service. We are quick and<br />

cost-efficient. We want to be a superior partner in all of<br />

our services and service solution packages.<br />

In addition to <strong>SOL</strong>’s Management Team and task-specific<br />

development groups, the entire personnel works for<br />

and towards <strong>SOL</strong> responsibility. The work of a responsible<br />

corporation involves us all. The operational organisation is<br />

structured so that all the services, marketing and sales as<br />

well as development and administrative operations support<br />

the operative activities throughout the Group. The<br />

backbone of the operations is the line organisation, which<br />

serves locally and with uniform quality in accordance with<br />

the <strong>SOL</strong> Operating System. The Group’s development<br />

activities focus on establishing and developing service<br />

concepts and processes. Procurement and logistics are<br />

also under development.<br />

10 <strong>Responsibility</strong> <strong>2017</strong> | www.sol.fi

2.3 Reporting<br />

Net sales (MEUR)<br />

Figure 1. Net sales 2012–2016, Finland and other countries<br />

25<br />

20<br />

205,7<br />

217,5<br />

221,5<br />

222,6<br />

230,8<br />

15<br />

Finland<br />

10<br />

Other countries<br />

5<br />

24,6<br />

44,6<br />

48,10<br />

51,4<br />

54,2<br />

0<br />

2012<br />

2013<br />

2014<br />

2015<br />

2016<br />

Operating profit (MEUR)<br />

Figure 2. Operating profit 2012–2016<br />

14<br />

12<br />

10<br />

10,4<br />

8<br />

7,6<br />

6<br />

4,7<br />

5,2<br />

4<br />

2<br />

2,5<br />

0<br />

2012<br />

2013<br />

2014<br />

2015<br />

2016<br />

Net sales of <strong>SOL</strong> Henkilöstöpalvelut, 2012–2016 (MEUR)<br />

50<br />

40<br />

41,6<br />

30<br />

26<br />

20<br />

16,9<br />

18,3<br />

20,1<br />

10<br />

0<br />

2012<br />

2013<br />

2014<br />

2015<br />

2016<br />

www.sol.fi | <strong>Responsibility</strong> <strong>2017</strong><br />


Gross investments (MEUR)<br />

Figure 3. Gross investments 2010–2016<br />

16<br />

15,9<br />

14<br />

12<br />

10<br />

8<br />

6<br />

6,2<br />

4<br />

2<br />

0<br />

2011<br />

2012<br />

2013<br />

2014<br />

2015<br />

2016<br />

Number of personnel 2012–2016<br />

10000<br />

9000<br />

8000<br />

7000<br />

6000<br />

5000<br />

4000<br />

3000<br />

2000<br />

1000<br />

0<br />

8144 8200<br />

8692<br />

3101 3282 3339<br />

2012 2013 2014<br />

9050<br />

7484<br />

3606 3747<br />

2015 2016<br />

Finland<br />

Other countries<br />

2.4 Mission, vision<br />

and strategy<br />

Our mission is to strengthen our customers’ corporate<br />

image with the services we provide. Our services facilitate<br />

our customers’ everyday life and have the most cost-effective<br />

total cost in the market. We act in a responsible<br />

manner and we are a valued employer.<br />

All our activities and decision-making are based on<br />

shared values: sunny and satisfied customers, profitability,<br />

reliability, enterprising spirit, everyday creativity and the<br />

joy of working. We are here to serve our customers.<br />

Happy working clothes of red and yellow symbolise the<br />

<strong>SOL</strong> values and brand. The striking colours also improve<br />

occupational safety.<br />

We at <strong>SOL</strong> believe in a positive image of humankind,<br />

where everyone wants to work and succeed in their work<br />

and each of us is a different, creative, thinking, acting and<br />

feeling human being. We want to encourage and give<br />

feedback in order to develop in our work. Success and<br />

praise, in particular, are important to us and essential for<br />

work motivation.<br />

Our vision is to be a superior partner for our customers<br />

across all services. In line with our mission, we allow our<br />

customers to focus on their core business.<br />

We want to grow by utilising our service concepts and<br />

employing qualified personnel while developing cooperation<br />

with our customers. The end result is a profitable,<br />

financially-sound and excellently-managed <strong>SOL</strong> with sunny<br />

and satisfied customers and personnel.<br />

The <strong>SOL</strong> corporate image is projected to the market<br />

and to all our stakeholders. The cornerstones of our brand<br />

are cheerfulness, yellow sunniness, enthusiastic service,<br />

skilled professional personnel, flexibility and ease.<br />

12 <strong>Responsibility</strong> <strong>2017</strong> | www.sol.fi

Yellow and red work clothes<br />

symbolise the <strong>SOL</strong> values<br />

<strong>SOL</strong> Philosophy<br />

<strong>SOL</strong>’s image of humankind<br />

• People are responsible individuals and they want<br />

to do good work.<br />

• People have a need to succeed<br />

• People are different<br />

• People take initiative and are creative<br />

• People are thinking, acting and feeling human<br />

beings<br />

<strong>SOL</strong> freedom<br />

• Freedom of workplace: it is not it is not important<br />

where work is carried out; what is achieved is<br />

what matters<br />

• Freedom from status symbols: respect has to be<br />

earned<br />

• Freedom from working hours: the result counts<br />

www.sol.fi | <strong>Responsibility</strong> <strong>2017</strong><br />


3Management<br />

at <strong>SOL</strong><br />

<strong>SOL</strong>’s management culture is established to allow<br />

trustworthy interaction and an atmosphere that<br />

encourages everyday creativity and to promote people’s<br />

respect and responsibility towards each other.<br />

At <strong>SOL</strong>, we aim towards servant leadership.<br />

Giving responsibility, trust, and supporting a<br />

functional work community are some of the<br />

essential mindsets.<br />

The parent company’s Board of Directors<br />

comprises Juhapekka Joronen, Chairman, and ordinary<br />

members Peppi Kaira and Anja Eronen. Juhapekka Joronen<br />

is the Managing Director of <strong>SOL</strong> Palvelut Oy. Peppi<br />

Kaira is the Managing Director of <strong>SOL</strong> Pesulapalvelut Oy.<br />

Niilo Kemppe is the Managing Director of <strong>SOL</strong> Henkilöstöpalvelut<br />

Oy, and Peppi Kaira is the Managing Director<br />

of <strong>SOL</strong>EMO Oy. Anja Eronen was the Managing Director<br />

of <strong>SOL</strong>EMO Oy and <strong>SOL</strong> Palvelut Oy until 31 August 2011<br />

and has been Chairman of the Board of <strong>SOL</strong> Palvelut Oy<br />

as of 1 September 2011.<br />

<strong>SOL</strong>’s Management Team comprises Anja Eronen,<br />

Chairman, the Managing Directors of the Finnish companies,<br />

Timo Sairanen, Director, HR and Legal Issues and<br />

Riitta Sirviö, Director, Development Group. The Management<br />

Team also includes representatives of senior salaried<br />

employees, salaried employees and other employees.<br />

The company’s auditor is KPMG Oy Ab, Authorised<br />

Public Accountants, with Toni Aaltonen as the lead auditor.<br />

The management organisation is as lean as possible<br />

in order to be close to the customer and personnel. The<br />

Development Group of each service sector is responsible<br />

for monitoring operational management and for development<br />

and improvement projects. All meeting practices are<br />

presented in the <strong>SOL</strong> Operating System. They are defined<br />

in the annual Action Plan and also scheduled according to<br />

it.<br />

The <strong>SOL</strong> Operating System is based on the ISO<br />

9000:2015 quality standard, the ISO 14001 environmental<br />

management standard, the OHSAS 18001 safety specification<br />

and the ISO 31000 risk management standard. Each<br />

company has its own operating system compliant with the<br />

Group’s core system. Our customers audit our operating<br />

system, which serves as a foundation for developing operations.<br />

<strong>SOL</strong>’s Estonian and Latvian companies have quality<br />

certificates. The well-being programme is integrated into<br />

the <strong>SOL</strong> Life programme. Documentation is saved centrally<br />

in the M-Files programme, which also includes the<br />

customer management system. The system utilises <strong>SOL</strong>’s<br />

in-house customer information system (Sirkkeli).<br />

Safety instructions are an integral part of the <strong>SOL</strong><br />

Process Management System. They are easily available on<br />

the intranet or in separate folders at our full-service laundry<br />

shops. The Group and its companies have nominated<br />

people to be responsible for data security, environmental<br />

safety, occupational safety and other safety. Updating<br />

safety instructions, as well as early intervention and preventive<br />

measures, are important to <strong>SOL</strong>. We emphasise<br />

the personnel’s responsibility, and acting according to that<br />

responsibility, in all our communications. We never permit<br />

any form of corruption or bribery whatsoever. The guidelines<br />

for receiving gifts and for travel are documented in the<br />

<strong>SOL</strong> Operating System.<br />

The management<br />

organisation is as<br />

lean as possible in<br />

order to be close to<br />

the customer and<br />

personnel.<br />

14 <strong>Responsibility</strong> <strong>2017</strong> | www.sol.fi

Management principles, illustrating lean organisation and internal services.<br />

Leveraging shared<br />

resources<br />

Lean central management<br />

Clear outcomes, indicators<br />

and monitoring<br />

Selected group<br />

services<br />

Decentralised<br />

organisation,<br />

accountability as lean<br />

as possible<br />

Continuous<br />

improvement<br />

Individuals deliver<br />

results in cooperation<br />

with each other<br />

Increasing flexibility<br />

www.sol.fi | <strong>Responsibility</strong> <strong>2017</strong><br />


3.1 <strong>SOL</strong>’s ethical rules –<br />

principles of good business<br />

3.1.1. Introduction<br />

<strong>SOL</strong>’s operations are guided by values that emphasise<br />

economic, social and environmental responsibility. Each<br />

<strong>SOL</strong> employee must comply with our values in their work:<br />

Sunny and satisfied customers, the joy of working, everyday<br />

creativity, enterprising spirit and reliability.<br />

At <strong>SOL</strong>, we believe that everyone wants to do their job<br />

well and succeed in their work. We encourage independence<br />

and the acceptance of responsibility. Everyone at<br />

<strong>SOL</strong> must act responsibly with regard to our stakeholders.<br />

<strong>SOL</strong>’s responsibility covers all stakeholders: customers,<br />

personnel, shareholders, subcontractors, partners, authorities,<br />

the company’s own business sectors and their<br />

organisations, the media, and cooperation with non-profit<br />

organisations.<br />

These rules are part of the <strong>SOL</strong> <strong>Responsibility</strong> Report.<br />

The rules apply to all <strong>SOL</strong>’s subsidiaries in Finland and<br />

abroad. Each <strong>SOL</strong> employee is responsible for playing by<br />

the rules.<br />

3.1.2 Ethical rules and legislation<br />

<strong>SOL</strong> and its employees act legally and in accordance with<br />

current, generally accepted business practices. As a member<br />

of the Real Estate Employers, <strong>SOL</strong> and its employees<br />

develop the industry by complying with the ethical rules.<br />

Each <strong>SOL</strong> employee is responsible for acquiring the necessary<br />

information on the legislative regulations concerning<br />

their work. Supervisors must ensure the employees<br />

receive adequate orientation to these rules. If in doubt,<br />

<strong>SOL</strong> employees should always turn to their supervisor<br />

for help. <strong>SOL</strong> supervisors must ensure full compliance<br />

with laws, regulations and good business practices. If<br />

an employee notices any breaches of regulations, they<br />

must immediately notify their supervisor, who will take the<br />

necessary actions at once and <strong>report</strong> the matter to the<br />

Group management.<br />

3.1.3 Conflicts of interests, gifts and bribes<br />

<strong>SOL</strong> employees are expected to promote <strong>SOL</strong>’s interests<br />

and act in a responsible manner. <strong>SOL</strong> employees must<br />

avoid all situations that might result in a conflict of interests.<br />

We apply the ethical<br />

guidelines published by the<br />

Real Estate Employers and<br />

work to raise the profile of<br />

the property service sector.<br />

• We will act reliably and with high quality, in accordance<br />

with the promises and commitments given to customers.<br />

• We will act responsibly and also expect responsible<br />

operations from our partners.<br />

• We are bound by the duty of professional secrecy with<br />

regard to confidential information and we will not misuse<br />

any information obtained.<br />

• We will fulfil our social obligations and responsibilities,<br />

and we are familiar with the standards of the industry.<br />

• We undertake to maintain the skills and development<br />

of our personnel and we will promote employee wellbeing<br />

and the occupational safety of our personnel and<br />

customer companies.<br />

• We will respect other enterprises in the sector, compete<br />

fairly and work to abolish the grey labour market.<br />

• We will provide every employee with a photographic<br />

ID, displaying their personal details and tax ID and<br />

submit all company and subcontractor information<br />

required under the provision of the Act on the Contractor’s<br />

Obligations and Liability when Work is Contracted<br />

Out, using the tilaajavastuu.fi online service<br />

• We are committed to promoting environmental values<br />

and awareness.<br />

• We will encourage equality at work and acceptance of<br />

individuality and diversity within the work community<br />

16 <strong>Responsibility</strong> <strong>2017</strong> | www.sol.fi

The corruption and bribery ban permeates all <strong>SOL</strong><br />

operations. <strong>SOL</strong> and its employees may not make or offer<br />

bribes or unlawful payments to customers, managers, national<br />

of local authorities or other parties to gain or retain<br />

business, or for any other equivalent reason.<br />

<strong>SOL</strong> does not grant direct or indirect support to political<br />

parties, organisations or individual politicians.<br />

<strong>SOL</strong> employees may not accept personal benefits or<br />

gifts from stakeholders or suppliers which run contrary<br />

to applicable laws or local business practices. Gifts or<br />

benefits must only be accepted if they are offered in the<br />

context of regular business activities and they are ordinary,<br />

reasonable and low in monetary value.<br />

Gifts and hospitality may be acceptable if they are:<br />

• not offered on a regular basis, are given or received<br />

openly and without an obligation and/or expectation of<br />

a favour in return<br />

• approved by stakeholders and able to stand public<br />

scrutiny<br />

• legal, ordinary and of moderate monetary value.<br />

• Before offering a gift or benefit to a partner, employees<br />

must ensure that they are aware of the rules and ethical<br />

guidelines observed by the recipient to prevent bribery.<br />

In Finland, hospitality in the public sector is subject to<br />

guidance (1592/2010) issued by the Ministry of Finance,<br />

available (in Finnish) at: www.vm.fi/vm/fi/04_julkaisut_ja_<br />

asiakirjat/02_henkilostohallinnon_asiakirjat/03_ohjeet/<br />

20100825Vieraa/Vieraanvaraisuudesta__eduista.pdf<br />

Examples of acceptable hospitality include attendance<br />

at occasions such as birthday and retirement receptions<br />

organised by a partner. In these circumstances, gifts in<br />

keeping with convention are acceptable. Also acceptable<br />

are parties and cultural events in the context of meetings<br />

and training courses.<br />

Gifts or benefits exceeding a value of EUR 100 offered<br />

to a <strong>SOL</strong> employee must be authorised by a Service Director,<br />

Business Director or Managing Director.<br />

Benefits must not be accepted if:<br />

• The value of the benefit exceeds conventional business<br />

practices<br />

• The benefit is in conflict with <strong>SOL</strong>’s interests and values<br />

• The benefit may impair or be seen to impair the other<br />

party’s independence or impartiality<br />

• The benefit is likely to arouse suspicions regarding the<br />

giver’s motives or its impact on decision-making or<br />

outcomes of business<br />

• The benefit could generate negative publicity for <strong>SOL</strong><br />

We will operate<br />

responsibly by providing<br />

fair temporary work.<br />

The <strong>SOL</strong> Group’s personnel services arm, <strong>SOL</strong> Henkilöstöpalvelut,<br />

is an authorised member of the Private Employment<br />

Agencies’ Association (HPL) and a member of<br />

Service Sector Employers Palta. As an authorised company,<br />

we commit to adhering to the authorisation rules and<br />

to responsible operations by offering fair temporary work.<br />

3.1.5 Fair temporary work<br />

The authorisation of personnel services companies ensures<br />

the fairness of temporary staffing for both employees<br />

and user companies. Authorised companies wish to<br />

highlight their commitment to legal, ethical procedures.<br />

As for customer companies and temporary staff, they wish<br />

to be able to identify the honest and reliable operators<br />

in the field. The authorisation rules are provided to both<br />

parties for information. Compliance with the authorisation<br />

rules is monitored.<br />

The Private Employment Agencies’ Association has prepared<br />

general terms and conditions for temporary staffing<br />

and recruitment to clarify the distribution of responsibilities<br />

and rules between the contractual parties. The terms<br />

and conditions also take into account the right of employees<br />

and job applicants. The general terms and conditions<br />

are intended to serve as an appendix to the contract<br />

between a personnel services company and its customer.<br />

The contractual terms and conditions specify the course of<br />

the process, the obligations of the contractual parties, the<br />

validity and termination of the contract, the making of reclamations,<br />

and indemnities. The parties may deviate from<br />

the terms and conditions by a separate, written customer<br />

agreement.<br />

As a general rule, <strong>SOL</strong> will cover the costs of any travel<br />

related to events and travels organised by external parties.<br />

In the event of confusion regarding the appropriateness/legality<br />

of giving or receiving a gift, it must be<br />

declined.<br />

3.1.4. Responsible personnel services<br />

www.sol.fi | <strong>Responsibility</strong> <strong>2017</strong><br />


3.2 Stakeholders<br />

<strong>SOL</strong>’s social responsibility covers all stakeholders: customers,<br />

personnel, subcontractors, partners, shareholders,<br />

authorities, the company’s own business sectors and their<br />

organisations, the media, and cooperation with non-profit<br />

organisations.<br />

We comply with the laws, regulations and guidelines<br />

of local authorities in all our operating countries. We<br />

diligently take care of our taxes and payments, which are<br />

further used for maintaining social services and public<br />

infrastructure.<br />

3.2.1 Personnel<br />

We currently employ over 13,500 people, to whom we<br />

are committed to paying wages and salaries according<br />

to agreements and for whom we pay employers’ contributions.<br />

We serve our customers with and through our<br />

personnel. Our key value is the joy of working.<br />

<strong>SOL</strong> aims for a fair personnel policy, which enables the<br />

company to safeguard employment and guarantee high<br />

job satisfaction. Investment in the continuous development<br />

of employees’ skills provides maximum benefits for<br />

customers, employees and <strong>SOL</strong>.<br />

The well-being of personnel is fully addressed. Employees<br />

are encouraged and trained to participate in the<br />

planning and development of their own tasks in everyday<br />

work, as well as in long-term planning and development.<br />

For instance, the annual action plan and budget are built<br />

from the bottom upwards, thus involving as many employees<br />

as possible. In Finland, the personnel working at least<br />

15 hours per week are provided with general practitioner-level<br />

healthcare after six months of employment, and<br />

<strong>SOL</strong> has adopted <strong>SOL</strong> Life as an “Ongoing Care Model”.<br />

High priority is systematically given to occupational<br />

safety, risk management and pro-activeness throughout<br />

our operations. Rapid communications and interaction<br />

commensurate with the situation have been further strengthened.<br />

Personnel competence is improved by short-term and<br />

long-term in-house coaching and training sessions, and<br />

by apprenticeship training. <strong>SOL</strong> offers active tutoring and<br />

mentoring for all personnel groups and conducts a continuous<br />

Ilopuntari job satisfaction survey. “From goals to<br />

results” discussions help in setting goals, achieving results,<br />

developing operations and they also facilitate the personnel’s<br />

self-development. A scorecard is used for monitoring<br />

and controlling the achievement of the goals. The Quality<br />

Passport has been in use at <strong>SOL</strong> for a long time now as a<br />

tool to reward employees for good performance.<br />

<strong>SOL</strong> has a good and effective relationship with labour<br />

organisations.<br />

3.2.2 Responsible owners with a face<br />

In a family business, the owners of <strong>SOL</strong> have a key role<br />

and long traditions of developing the company and its<br />

operations. The owners expect from the employees responsible<br />

operations in accordance with the company’s values.<br />

<strong>SOL</strong> is an active member of the Finnish Family Firms<br />

Association, which promotes an operational framework for<br />

and responsible ownership of family enterprises.<br />

Customer satisfaction<br />

Figure 5. Customer satisfaction 2012–2016<br />

100<br />

90<br />

80<br />

70<br />

60<br />

50<br />

40<br />

30<br />

20<br />

10<br />

0<br />

2012 2013 2014 2015 2016 2012 2013 2014 2015 2016 2013 2014 2015 2016<br />

Laughter<br />

Smile<br />

<strong>SOL</strong> Palvelut Oy<br />

<strong>SOL</strong><br />

Pesulapalvelut Oy<br />

<strong>SOL</strong><br />

Henkilöstöpalvelut Oy<br />

18 <strong>Responsibility</strong> <strong>2017</strong> | www.sol.fi

3.2.3 Our priority is a sunny, satisfied and<br />

loyal customer<br />

<strong>SOL</strong>’s operations are divided into local service districts,<br />

which are responsible for their own customers and are as<br />

close to the customer as possible. <strong>SOL</strong> has nearly 10,000<br />

registered customers and fulfilling contractual obligations<br />

with them is a matter of honour to <strong>SOL</strong>. <strong>SOL</strong> likewise<br />

expects the same from its contracting parties.<br />

In line with our operating system, we aim to prevent<br />

problematic situations and to rectify and continuously<br />

improve our services.<br />

Customer satisfaction and customer retention are<br />

monitored in all our activities every month. A continuous<br />

customer feedback and questionnaire procedure is in use<br />

and it is conducted monthly with some of the customers.<br />

This procedure is based on the <strong>SOL</strong>E guidelines and on<br />

an annual plan. <strong>SOL</strong>’s customer satisfaction has been at an<br />

excellent level for many years.<br />

The end-user of <strong>SOL</strong>’s services is a private customer<br />

whom we serve to the best of our ability. Our goal is to<br />

have customers who want to do business with companies<br />

and communities using our services or with our own<br />

full-service laundries also in the future.<br />

3.2.4 We select our partners carefully<br />

<strong>SOL</strong>’s partners include a number of suppliers of services<br />

and goods. Our partners are expected to be reliable, professional<br />

and responsible, and <strong>SOL</strong> invests in cooperation<br />

with them. For further information, please see the section<br />

on Social <strong>Responsibility</strong>. Our aim of cost effectiveness will<br />

also challenge <strong>SOL</strong>’s partners.<br />

3.2.5 Developer of the business sector<br />

<strong>SOL</strong>’s roots in Finland’s business community run deep.<br />

The first operations are considered to have started in 1848<br />

when dye master C.A. Lindström founded a textile dye<br />

house and laundry on the hill where Finland’s Parliament<br />

House currently stands.<br />

<strong>SOL</strong> has significantly improved the sector’s image with<br />

its reputation as a good employer and provider of quality<br />

services. <strong>SOL</strong> is well-known for transforming the property<br />

business into a service sector.<br />

<strong>SOL</strong> is an active opinion leader in the Confederation<br />

of Finnish Industries, Real Estate Employers and Private<br />

Employment Agencies Association. Juhapekka Joronen,<br />

the Managing Director of <strong>SOL</strong> Palvelut, is a member of the<br />

Board of the Confederation of Finnish Industries and the<br />

Chairman of the Board of the Real Estate Employers. We<br />

also participate in the work of other bodies and accept<br />

positions of trust and expert tasks offered.<br />

3.2.6 Communications and media<br />

Our business sectors interest everybody. <strong>SOL</strong> aims for<br />

transparent interaction with the media and regularly<br />

<strong>report</strong>s the Group’s news directly to the media via targeted<br />

press releases, which are also available on our<br />

website. Our communication channels in Finland include<br />

the Group’s intranet and the <strong>SOL</strong>ISTI customer magazine,<br />

in addition to the website and social media. Our entire<br />

website has been translated into English. Our communications<br />

department coaches and trains the personnel and it<br />

is responsible for internal and external communications in<br />

accordance with the company’s communications plan.<br />

www.sol.fi | <strong>Responsibility</strong> <strong>2017</strong><br />


We are pleased to share information about our actions<br />

and results. Our experts are encouraged to make public<br />

presentations and to share their knowledge outside the<br />

group.<br />

3.2.7 Increasing our global role<br />

Individual rights and shared responsibility are evolving. We<br />

will have an increasing role in employing labour coming<br />

from less developed countries and also in improving the<br />

conditions of their countries of origin.<br />

<strong>SOL</strong> has started cooperation with an independent,<br />

non-profit volunteer community, Women’s Bank. Women’s<br />

Bank is working with commitment to collect donations to<br />

support women’s entrepreneurship and livelihoods in developing<br />

countries, applying the principles of sustainable<br />

development.<br />

<strong>SOL</strong> is a participant in the Diversity Charter, organised<br />

by FiBS and TEM. In 2012, we signed the Diversity Charter<br />

Finland, according to which:<br />

We will offer equal opportunities. We will recognise and<br />

utilise individual skills and needs.<br />

We will manage the personnel and customers fairly.<br />

We will provide information on our goals and accomplish-<br />

ments. <strong>SOL</strong> has a multicultural development group, which<br />

<strong>report</strong>s directly to the Management Team. In 2016, <strong>SOL</strong><br />

handed out its first award for an act promoting multiculturalism.<br />

The award was given to the Multiculturalism<br />

Working Group led by Sari Crnobreg in recognition of the<br />

group’s accomplishments in promoting equality.<br />

We employed approximately 4,000 foreign nationals in<br />

Finland in 2016.<br />

Since 2007, <strong>SOL</strong> has had a Young Staff Development<br />

Group with participants representing employees from<br />

different sectors. The purpose of the group is to promote<br />

the position of young employees and highlight their views<br />

on issues. In spring 2016, the Young Staff Development<br />

Group organised an event at <strong>SOL</strong> City for young visitors<br />

from various schools and workshops. The event has been<br />

organised since 2014. At the Youth Day event, the participants<br />

learned more about <strong>SOL</strong>’s business lines at fun<br />

activity stations and also participated in a CV workshop.<br />

Members of the Young Staff Development Group also<br />

participated in various recruitment events during the year,<br />

encouraging young people to apply for work at <strong>SOL</strong>.<br />

Young Staff Development Group<br />

20 <strong>Responsibility</strong> <strong>2017</strong> | www.sol.fi

3.2.8 Training committee and degree<br />

committee cooperation<br />

<strong>SOL</strong> is engaged in large-scale cooperation with educational<br />

institutions, starting from sponsoring classes in upper<br />

secondary schools. Vocational schools in our field as well<br />

as polytechnics and universities are important partners<br />

for us in training, internships and teaching and they also<br />

provide us with skilled employees.<br />

<strong>SOL</strong>’s director of training is a member of the Qualification<br />

Committee for Property Services appointed by the<br />

Board of Education. Our extensive cooperation with the<br />

Centres of Economic Development, Transport and the<br />

Environment throughout Finland helps ensure we have a<br />

readily available workforce.<br />

We comply with the UN<br />

Global Compact principles<br />

in our operations:<br />

1. Businesses should support and respect the protection<br />

of internationally proclaimed human rights within<br />

their sphere of operation.<br />

2. Businesses should make sure that they are not complicit<br />

in human rights abuses.<br />

3. Businesses should uphold the freedom of association<br />

and the effective recognition of the right to collective<br />

bargaining;<br />

4. the elimination of all forms of forced and compulsory<br />

labour;<br />

5. the effective abolition of child labour; and<br />

6. the elimination of discrimination in respect of employment<br />

and occupation.<br />

7. Businesses should support a precautionary approach<br />

to environmental challenges;<br />

8. undertake initiatives to promote greater environmental<br />

responsibility; and<br />

9. encourage the development and diffusion of environmentally<br />

friendly technologies.<br />

10. Businesses should work against corruption in all its<br />

forms, including extortion and bribery.<br />

We have 4,000<br />

foreign employees<br />

representing more than<br />

60 nationalities.<br />

www.sol.fi | <strong>Responsibility</strong> <strong>2017</strong><br />


Financial<br />

responsibility<br />

<strong>SOL</strong>’s financial goals are based on profitable growth<br />

and profitability. In addition to organic growth, <strong>SOL</strong><br />

aims to acquire business operations and enterprises<br />

that will support the Group’s operations. A long-term<br />

goal is for return on investment (ROI) to exceed 20%.<br />

4rowth<br />

G<br />

will be financed from income. Our<br />

equity ratio of 43.7% enables cost-effective<br />

liquidity fluctuations. Good liquidity safeguards<br />

<strong>SOL</strong>’s payment obligations to stakeholders<br />

and also builds in flexibility for any<br />

quick acquisitions needed. <strong>SOL</strong>’s liquidity has remained at<br />

a good level. In addition to paying employees’ contributions<br />

and public payments, the Group has been able to<br />

finance investments and other acquisitions from income<br />

in accordance with set plans. <strong>SOL</strong> wants to ensure that it<br />

meets all payment obligations according to the agreed<br />

payment terms without delay, and also expects the same<br />

punctuality from customers with regard to their payments.<br />

Our liquidity is measured with the Quick ratio which in<br />

2016 was 1.3, meeting our objective.<br />

All of <strong>SOL</strong>’s services are produced locally, and the operations<br />

have been organised accordingly. <strong>SOL</strong>’s business<br />

management, as well as the financial and HR administration<br />

of <strong>SOL</strong> City, <strong>SOL</strong> headquarters in Finland, support<br />

our local operations. Some of the financial administration<br />

operates in Seinäjoki and Kouvola.<br />

<strong>SOL</strong> Group’s net sales have grown by 38% since 2011.<br />

The Group’s subsidiaries outside Finland have grown by<br />

184%, while the Finnish companies have grown by 23%.<br />

In 2016, the net sales in Finland were distributed as<br />

follows: property, cleaning, and facility services and security<br />

services 80.9%, Personnel services 14.6% and laundry<br />

services 4.5%. Finnish operations accounted for 81% and<br />

foreign operations 19% in 2016.<br />

<strong>SOL</strong>’s gross investments amounted to MEUR 6.9, while<br />

procurement of materials and services amounted to a<br />

moderate MEUR 11.7 in 2016.<br />

We operate nationally,<br />

we serve locally.<br />

22 <strong>Responsibility</strong> <strong>2017</strong> | www.sol.fi

Group net sales, MEUR Change in net sales, %<br />

300<br />

250<br />

230,3<br />

262,10 269,6 274,0<br />

285,0<br />

25<br />

20<br />

200<br />

150<br />

100<br />

15<br />

10<br />

11,3<br />

13,8<br />

50<br />

5<br />

2,9<br />

1,6<br />

4,04<br />

0<br />

2012<br />

2013<br />

2014<br />

2015<br />

2016<br />

0<br />

2012<br />

2013<br />

2014<br />

2015<br />

2016<br />

Equity ratio, %<br />

Return on investment, MEUR<br />

60<br />

60<br />

50<br />

40<br />

30<br />

20<br />

10<br />

39,6<br />

41,4 42,9<br />

44,8 43,7<br />

50<br />

40<br />

30<br />

20<br />

10<br />

31,6<br />

20,5<br />

7,2<br />

12,6<br />

12,9<br />

0<br />

2012<br />

2013<br />

2014<br />

2015<br />

2016<br />

0<br />

2012<br />

2013<br />

2014<br />

2015<br />

2016<br />

Gearing, %<br />

Quick Ratio<br />

-66,5<br />

Purchases, MEUR<br />

14<br />

12<br />

10<br />

12,4 12,6 12,5<br />

11,8<br />

11,3<br />

10,2<br />

12,88<br />

11,53<br />

11,7<br />

11,66<br />

8<br />

6<br />

Services<br />

Material<br />

4<br />

2<br />

0<br />

2012<br />

2013<br />

2014<br />

2015<br />

2016<br />

www.sol.fi | <strong>Responsibility</strong> <strong>2017</strong><br />


Responsibilities<br />

to stakeholders<br />

<strong>SOL</strong> wants to offer everyday experiences that delight,<br />

inspire and excite customers. At their best, these<br />

experiences elevate the mind, enhance everyday life and<br />

the workday, and provide a sense of cleanliness and security.<br />

55.1 Responsibilities<br />

to customers<br />

<strong>SOL</strong> offers high-quality services in a timely manner as<br />

agreed in the contract. The services are developed in accordance<br />

with the customer’s expectations and preferences.<br />

Our service solution model enables <strong>SOL</strong> to provide<br />

multiple services from one source, making our solutions<br />

the most advantageous economically.<br />

Productivity and efficiency are important goals in developing<br />

<strong>SOL</strong>’s processes. All our service sectors in Finland<br />

have a personnel recruitment and substitute system in<br />

electronic format. The personnel’s orientation training and<br />

some of the other training sessions are on the Internet,<br />

giving learners more freedom with regard to time and<br />

place. Nearly all of the invoices in Finland are transmitted<br />

to customers in a paperless format. Also nearly 100% of<br />

the purchase invoices are e-invoices. Continuous attention<br />

is paid to proper management of receivables, ensuring<br />

equal treatment for all customers.<br />

In Finland, we have enhanced the <strong>report</strong>ing system under<br />

the provisions of the Act on the Contractor’s Obligations<br />

and Liability when Work is Contracted Out. We use<br />

the www.tilaajavastuu.fi online service. These links enable<br />

customers to check that we fulfil our social responsibilities.<br />

5.2 Responsibilities<br />

to employees<br />

At <strong>SOL</strong>, employees have a key role in everything we do.<br />

In 2016, personnel costs represented 80.5% of net sales,<br />

while the figure in 2011 was 73.8%. Wages and salaries,<br />

excluding side expenses, amounted to MEUR 180.5 in<br />

2016. <strong>SOL</strong> bears responsibility for safeguarding employment<br />

also in the future. The company’s workforce consists<br />

mainly of people in permanent employment relationships,<br />

some of which may be part-time due to the nature of the<br />

work. The proportion of temporary staff will increase with<br />

the expansion of <strong>SOL</strong> Henkilöstöpalvelut Oy’s operations.<br />

Personnel are rewarded for good work performance,<br />

which is followed up by customer satisfaction and other<br />

weighted indicators, such as the scorecard. Rewards<br />

for successful work performance have been given, for<br />

instance, to the service district of the year, the vendor<br />

of the year, the service instructor of the year, the Service<br />

Supervisor of the year, and the Service Director of the year.<br />

Successful persons have also received wooden flowers,<br />

movie tickets and other minor merit awards.<br />

<strong>SOL</strong> organises an annual Quality Award competition<br />

with separate categories for service supervisors, service<br />

districts and sales personnel. Awards are also given for the<br />

environmental and well-being at work categories. Competition<br />

entries are submitted in the form of applications<br />

showing budgets, results and the previous year’s figures.<br />

The Quality Award is based on a competition by the<br />

Finnish Quality Association, which has been adapted to<br />

suit <strong>SOL</strong>’s needs. The key considerations in the competition<br />

are customer orientation, employee well-being and<br />

financial results. The practice has been established since<br />

1996.<br />

24 <strong>Responsibility</strong> <strong>2017</strong> | www.sol.fi

Service supervisors Tony Itkonen and Vladlen<br />

Melechko received a <strong>SOL</strong> Quality Award<br />

in their role as supervisors of cleaning operations<br />

aboard Viking Line’s cruise ships. The<br />

most recent major development project carried<br />

out in cooperation with the customer was<br />

related to the complete renovation of m/s<br />

Gabriella.<br />

5.3 Responsibilities to the<br />

authorities<br />

<strong>SOL</strong> and its personnel must comply with local laws and regulations<br />

in all countries and under all circumstances. <strong>SOL</strong><br />

pays its statutory obligations in accordance with existing<br />

regulations. As an employer, <strong>SOL</strong> takes care of its employees’<br />

statutory contributions. The company also <strong>report</strong>s<br />

and compiles statistics for the authorities as agreed. In<br />

2016, <strong>SOL</strong>’s Finnish companies paid value-added tax, income<br />

tax, operational taxes and PAYE income tax totalling<br />

MEUR 66.4 (MEUR 58.8 million in 2011). Compulsory social<br />

security and pension contributions amounted to a total of<br />

MEUR 39.5 in 2016 and MEUR 36.1 in 2015.<br />

5.4 Responsibilities to<br />

suppliers and partners<br />

<strong>SOL</strong> purchases products, services and energy for its<br />

property, cleaning, facility maintenance and laundry<br />

services, as well as for production subcontracting services<br />

that include delivery and laundry services, outdoor area<br />

property management service and a variety of made-to-or-<br />

www.sol.fi | <strong>Responsibility</strong> <strong>2017</strong><br />


der cleaning services. Products and services necessary<br />

for running the administration and operations are also<br />

purchased.<br />

<strong>SOL</strong>’s General Terms and Conditions apply to all<br />

suppliers, and invoices are paid according to the terms<br />

of payment. All payments made to suppliers are based<br />

on contracts and invoices. All forms of corruption and the<br />

use of illegal (“grey”) labour are strictly prohibited within<br />

<strong>SOL</strong>. Good contractual practice is monitored by internal<br />

controls and audits in accordance with the <strong>SOL</strong> Operating<br />

System.<br />

In 2016, all purchases by <strong>SOL</strong>’s Finnish companies were<br />

from within the EU area.<br />

<strong>SOL</strong>’s operations have significant indirect impacts, especially<br />

in smaller towns. <strong>SOL</strong> is a primary client for many<br />

entrepreneurs and thus affects the economic well-being of<br />

subcontractors’ employees.<br />

loans from banks. The Group’s foreign subsidiaries have<br />

bank loans. <strong>SOL</strong> Palvelut Oy has a limit of EUR 3 million.<br />

Service supervisors Tony Itkonen and Vladlen Melechko<br />

received a <strong>SOL</strong> Quality Award in their role as supervisors<br />

of cleaning operations aboard Viking Line’s cruise ships.<br />

The most recent major development project carried out in<br />

cooperation with the customer was related to the complete<br />

renovation of m/s Gabriella.<br />

5.5 Liabilities to<br />

financial institutions<br />

<strong>SOL</strong>’s goal is to finance its operations from income. The<br />

Finnish companies do not have short-term or long-term<br />

26 <strong>Responsibility</strong> <strong>2017</strong> | www.sol.fi

All procurement is governed<br />

by written supplier<br />

contracts and pre-planned<br />

logistics solutions.<br />

<strong>SOL</strong> does not use random<br />

procurement or randomly<br />

selected suppliers.<br />

Our procurement procedures<br />

include at least the following:<br />

• legality – compliance with each country’s<br />

• applicable legislation<br />

• corruption and bribery ban<br />

• respect for employees’ human rights<br />

• child labour ban<br />

• employee safety and health<br />

• environmental protection<br />

• effective service chain with low overall cost<br />

• CO2 emissions of the auto equipment max. 130 g/km<br />

www.sol.fi | <strong>Responsibility</strong> <strong>2017</strong><br />


Environmental<br />

responsibility<br />

We all have a dream of a better and cleaner environment,<br />

of a place where our children and grandchildren can<br />

grow and live safely. Environmental deterioration<br />

must be stopped. We can affect our future by<br />

actively seeking new ways and means to secure a<br />

cleaner and healthier environment in the future.<br />

66.1 Environmental policy<br />

<strong>SOL</strong> wants to provide services in a manner that aims to conserve<br />

natural resources and reduce environmental impacts.<br />

We are aware of the environmental impact of our services<br />

and of our responsibility as the user of products and the<br />

producer of waste, all of which are addressed throughout<br />

our decision-making processes. We comply with all valid<br />

laws and regulations in all our activities.<br />

We are committed to continuously improving our operations<br />

and reducing environmental impacts. We purchase<br />

the most eco-friendly technology available at reasonable<br />

costs. We aim to use natural resources and energy in a way<br />

that minimises their consumption and emissions. We promote<br />

the right type of waste sorting and we aim to reduce<br />

the amount of waste generated.<br />

We disseminate information about our operations<br />

transparently, both to our external stakeholders and to<br />

<strong>SOL</strong>’s own personnel. We aim at being able to guide our<br />

customers towards an environmentally friendly model of<br />

operations and support them in achieving their environmental<br />

goals through our expertise. We aim to be ranked by<br />

our customers and personnel as the best operator in the<br />

environmental field.<br />

We train, advise and encourage <strong>SOL</strong> employees to work<br />

in a responsible manner and to address environmental<br />

issues more efficiently both at work and in their leisure time.<br />

We develop indicators that can verify the environmental impact<br />

of our operations. The management regularly monitors<br />

the status of the environmental issues. The business line<br />

management reviews include an evaluation of the environmental<br />

management, and necessary measures are taken<br />

based on the results of the evaluation.<br />

6.2 Environmental objectives<br />

<strong>SOL</strong>’s environmental goals and actions are defined by<br />

sector on the basis of the environmental objectives below.<br />

According to emission intensity, property maintenance<br />

operations are a low-emission business sector.<br />

• Addressing the conservation of natural resources and<br />

reduction of environmental impact both in our procurement<br />

and in our service provision.<br />

• Increasing the personnel’s environmental knowledge<br />

• Increasing the customers’ environmental awareness<br />

6.3 Environmental goals<br />

Common objectives for all service sectors based on the<br />

environmental goals are:<br />

• Using suppliers who operate in an environmentally<br />

responsible manner and have quality and environmental<br />

management certificates<br />

• All staff to observe environmental considerations in their<br />

work<br />

• Guiding customers towards eco-friendlier activities (e.g.<br />

reducing the amount of waste, encouraging waste sorting,<br />

improving energy saving).<br />

<strong>Responsibility</strong> is a shared concern for all of us.<br />

28 <strong>Responsibility</strong> <strong>2017</strong> | www.sol.fi

<strong>SOL</strong> Environmental Goals<br />

Impacting the<br />

development of<br />

customers’ environmentally<br />

friendly<br />

operations<br />

Reducing paper and<br />

energy consumption<br />

Reducing the amount<br />

of waste sacks, plastic<br />

bags and plastic<br />

packaging<br />

Environmentally<br />

responsible suppliers<br />

The personnel must<br />

consider both the<br />

customer’s and<br />

internal environmental<br />

aspects<br />

Reducing the overall<br />

consumption of<br />

chemicals and<br />

detergents<br />

Reducing emissions<br />

from vehicle and<br />

machine fuel<br />

consumption<br />

Emission intensity<br />

Source: Statistics Finland, Emissions into air by industry and Annual national accounts.<br />

Air traffic<br />

Water traffic<br />

Energy maintenance<br />

Agriculture, fishing industry and game husbandry<br />

Oil refining and production of chemicals<br />

Water supply, sewerage and waste management<br />

Metal refinement and manufacture of metal products<br />

Land traffic<br />

Forest industry<br />

Mining and quarrying<br />

All business sectors total<br />

Construction<br />

Food industry, etc.<br />

Forestry<br />

Other industry<br />

Trade<br />

Property maintenance operations<br />

Operations serving traffic, mail<br />

Other services and administration<br />

0 2 000 4 000 6 000<br />

www.sol.fi | <strong>Responsibility</strong> <strong>2017</strong><br />


6.4 Financial liabilities<br />

regarding climate change<br />

Awareness of, and discussions about, climate change and<br />

its effect on our living environment increases interest in<br />

eco-friendly products and services. We select products with<br />

a long lifecycle instead of disposable items. This is relevant<br />

to <strong>SOL</strong>’s business expansion and revenue growth, but also<br />

has an increasing effect on costs.<br />

We intend to devote even more attention to the logistics<br />

of our services in order to keep our operations cost-effective<br />

and environmentally friendly.<br />

6.5 Environmental aspects<br />

<strong>SOL</strong>’s environmental policy, goals and objectives are<br />

based on information about the environmental aspects<br />

and impacts of our operations and services. Identification<br />

and evaluation of the environmental aspects are presented<br />

in the Environmental Management system. A valuation<br />

method that is based on information gained from our own<br />

operations, on the company’s potential leverage, and on<br />

information provided by external studies is used for identifying<br />

the importance of environmental aspects. Statutory<br />

requirements, importance to the company’s image, environmental<br />

benefits in relation to implementation costs,<br />

and the severity and scope of environmental impacts are<br />

taken into account when assessing importance factors.<br />

The industry-specific assessment procedure for<br />

environmental aspects and the criteria for valuation are<br />

documented in the environmental data of our Operating<br />

System. The activities receiving the largest weighting<br />

using this method have been selected for implementation.<br />

An industry-specific implementation programme defining<br />

the operating instructions, timetables, measurement<br />

method and responsibilities for achieving the environmental<br />

goals and objectives has been prepared. The implementation<br />

programmes are documented in the environmental<br />

data of our Operating System.<br />

Customer-specific environmental goals will be prepared<br />

in conjunction with customer-specific action plans.<br />

The Environmental Team coordinates operations for all<br />

sectors.<br />

The task of the regional district’s environmental coordinators<br />

is to monitor the realisation of customer-specific<br />

environmental goals and identify new potential viewpoints.<br />

The environmental coordinators will conduct customer-specific<br />

environmental reviews and give <strong>report</strong>s about<br />

them to the Environmental Team.<br />

Environmental aspects are evaluated when necessary<br />

and at least once every three years. The required changes<br />

in action plans and goals are implemented based on the<br />

information obtained from the evaluation and monitoring.<br />

Environmental reviews by sector and by location will<br />

be made according to the annual plan prepared by the<br />

Environmental Team.<br />

The achievement of the environmental goals specified<br />

in action plans is monitored in development discussions.<br />

The districts will monitor the implementation of the action<br />

plans in their district meetings. The implementation of the<br />

environmental plans will also be evaluated in conjunction<br />

with internal audits.<br />

.<br />

6.6 Me, you, <strong>SOL</strong> and<br />

the environment<br />

As part of the Society’s Commitment to Sustainable Development,<br />

<strong>SOL</strong> as a service employer has committed to<br />

strengthening <strong>SOL</strong>’s egalitarian work community. A good<br />

work community is made up of people from different<br />

cultures and of different ages and backgrounds. We are<br />

an international company, but our values are the same<br />

regardless of the country of operation. According to our<br />

image of humankind, people want to do good work. We<br />

want to give everyone this opportunity. We signed the<br />

Finnish Society’s Commitment to Sustainable Development<br />

in June 2016. The targets and actions related to the<br />

commitment were drafted in cooperation between our<br />

environmental coordinators, the Environmental Team and<br />

senior management.<br />

As a steady employer, our commitment also includes<br />

wise accounting practices and sustainable work that respects<br />

nature and people. We communicated our Commitment<br />

2050 targets and actions in the form of a video to<br />

30 <strong>Responsibility</strong> <strong>2017</strong> | www.sol.fi

each a larger number of our personnel, customers and<br />

stakeholders.<br />

Commitment 2050 targets and actions<br />

1. Equal opportunities for well-being<br />

Your <strong>SOL</strong>, everyone’s <strong>SOL</strong>. We are all different and we<br />

all have a place at <strong>SOL</strong>. We value diversity and consider<br />

it a resource. We develop management at <strong>SOL</strong> and we<br />

believe that the our management in the future will be<br />

service-oriented management. We believe that a good<br />

work community is made up of people of different ages<br />

and from different cultures. Today, 30% of our employees<br />

are foreign nationals. We predict that, by 2050, 60% of<br />

our employees will be from countries other than Finland.<br />

<strong>SOL</strong> also has a lot of young employees. Employees under<br />

30 years of age make up 42% of our workforce. According<br />

to our image of humankind, people want to do<br />

good work. We want to give everyone this opportunity.<br />

We are committed to developing <strong>SOL</strong>’s age programme.<br />

The goal of the age programme is to promote the<br />

work ability and well-being at work of <strong>SOL</strong>’s employees,<br />

support the motivation of different age groups, reduce<br />

sickness absences, increase the average retirement age,<br />

increase respect towards senior workers and ensure the<br />

transfer of tacit knowledge.<br />

Age programme established/not established<br />

We are committed to promoting the career development<br />

of immigrant employees<br />

we have salaried employees who are immigrants in<br />

all of our districts achieved/not achieved<br />

2. Working sustainably<br />

We want <strong>SOL</strong> to be a place where happy multi-experts<br />

work. We provide a wide range of active training opportunities<br />

and our online study programmes bring studies<br />

close to <strong>SOL</strong> employees right from the very beginning. We<br />

train professionals who know how to do it right the first<br />

time and develop their work continuously in small steps<br />

according to the LEAN method. The <strong>SOL</strong> Life programme<br />

looks after the safety and well-being of employees<br />

throughout their employment relationship. We want our<br />

employees to retire healthy. We actively monitor the job<br />

satisfaction of our personnel as well as the rates of sickness<br />

absences, accidents and disability pensions. We have<br />

set goals for these and aim to achieve them.<br />

Now we want to make sure that the information we<br />

receive through employee satisfaction surveys is accurate.<br />

We also want to develop new methods for supporting<br />

our employees. We value the joy of working and everyday<br />

creativity.<br />

.<br />

Commitment 2050 Summer Celebration, 2 June 2016<br />

www.sol.fi | <strong>Responsibility</strong> <strong>2017</strong><br />


We are committed to developing our work so that the<br />

results of the Joy Barometer employee satisfaction<br />

survey is above four and the response rate is 80%.<br />

Joy Barometer: Target: above 4 (scale 1–5) + response<br />

rate 80% in all employee groups achieved/<br />

not achieved<br />

We are committed to developing an online tool for<br />

supervisors that enables them to be constantly present<br />

and support the well-being of employees.<br />

Online tool for supervisors 2050 achieved/not<br />

achieved<br />

3. Resource-wise finances<br />

<strong>SOL</strong> is a Solar System that provides its customers with<br />

service solutions. We work to break down unnecessary<br />

barriers between different services. It is easier and<br />

more affordable for our customers to buy, manage and<br />

develop work when they can do it with a single partner.<br />

The customer saves time and we, for our part, can offer<br />

new work opportunities for multi-experts. By combining<br />

different tasks, we can make it easier to find full-time work<br />

from within our company. Supervisors are responsible<br />

for shift planning and ensuring shift availability. Now we<br />

want to make it possible for employees to book work<br />

shifts easily and flexibly. We value a sunny and satisfied<br />

customer and an enterprising spirit above all else.<br />

We are committed to developing an electronic shift<br />

booking system.<br />

electronic shift booking system achieved/not<br />

achieved<br />

4. Decision-making that respects nature<br />

We always consider the environment in our work. We aim<br />

to constantly decrease the load that our operations cause<br />

on the environment. We have already done a lot of work in<br />

this regard and we want to ensure that this work continues.<br />

We are establishing rules for our procurements. Reliability<br />

is one of our core values.<br />

We are committed to establishing procurement instructions<br />

that will take into account matters important to<br />

us:<br />

• our partner suppliers will have environmental management<br />

certificates<br />

• we will favour domestic suppliers<br />

• we will use less detergent than we do now<br />

• we will use less unrecycled plastic<br />

• we will use detergents with environmental labels (85%)<br />

We are committed to auditing suppliers and our own<br />

procurement processes.<br />

procurement instructions complied with/not complied<br />

with<br />

supplier audits carried out/not carried out<br />

6.6.1 It all starts with orientation<br />

The Solar System Orientation Handbook is in active use.<br />

The online orientation for service providers includes an<br />

environmental section that guides our employees towards<br />

environmentally responsible operations.<br />

6.6.2 Environmental training<br />

<strong>SOL</strong>’s environmental coordinators came together for training<br />

twice during the year. The topics of the spring session<br />

in Seinäjoki included the deployment of an electronic<br />

environmental auditing form and the sorting of waste.<br />

The autumn meeting was held in Helsinki with a focus on<br />

the Green Key environmental programme and the circular<br />

economy as well as <strong>SOL</strong>’s internal Environmental Goals<br />

and how to achieve them.<br />

32 <strong>Responsibility</strong> <strong>2017</strong> | www.sol.fi

<strong>SOL</strong>’s environmental<br />

coordinators work to<br />

promote sustainable<br />

development.<br />

Environmental training sessions organised by the environmental<br />

coordinators are part of our training programme.<br />

In 2016, the environmental coordinators organised 30<br />

environmental training sessions at our service districts and<br />

customer locations. The environmental training sessions<br />

improve the service providers’ capacity to meet current<br />

expectations.<br />

Swan Ecolabel and Green Key orientation<br />

All <strong>SOL</strong> personnel working at hotels that have been<br />

awarded the Nordic Swan Ecolabel or the Green Key label<br />

participated in site-specific orientation during the year.<br />

This ensures environmentally conscious and high-quality<br />

operations at our customer locations.<br />

6.7 Developing in-house<br />

operations<br />

6.7.1 A new approach to environmental<br />

audits<br />

<strong>SOL</strong>’s environmental audit form was revised and the new<br />

electronic form was rolled out in May 2016. The revised<br />

version increased the number of environmental audits<br />

conducted at customer locations and made it easier to<br />

analyse and utilise the results of the environmental audits.<br />

We use the environmental audits to monitor whether<br />

our operations meet <strong>SOL</strong>’s Environmental Goals and<br />

measure our performance at the district, business line<br />

and customer-specific levels. Our environmentally friendly<br />

operations are guided by the development perspective.<br />

We conducted a total of 64 customer-specific environmental<br />

audits.<br />

6.7.2 Recipes<br />

We have revised, modernised and harmonised the service<br />

concepts used at <strong>SOL</strong>. The focus of the conceptualisation<br />

was on the renewal of the product selection, cleaning<br />

methods, cleaning agents and equipment as well as simplifying<br />

the product selection and ensuring that it matches<br />

the needs. Environmental aspects were critically evaluated<br />

for each concept. The outcome of this effort was <strong>SOL</strong><br />

Recipes for various concepts.<br />

6.7.3 Detergents 85% eco-labelled<br />

We have paid particular attention to choosing detergents<br />

and assessing their environmental impacts. For this reason,<br />

<strong>SOL</strong> only uses eco-labelled products in washing cleaning<br />

textiles and dishes. With respect to other detergents,<br />

the proportion of Nordic Swan eco-labelled products is<br />

85%. We cooperate with a Finnish detergent manufacturer<br />

and invest in product development. We ensure the regular<br />

renewal of the Swan label criteria.<br />

We reduced the use of chlorine-based detergents by<br />

58% in 2016. The reduction was achieved by being more<br />

specific about where they are to be used and by selecting<br />

alternative disinfectants to replace chlorine-based disinfectants.<br />

We aim to make smart choices that support environmental<br />

protection and keep waterways clean.<br />

Consumption of eco-labelled and other detergents<br />

100<br />

90<br />

80<br />

70<br />

60<br />

50<br />

40<br />

30<br />

20<br />

10<br />

0<br />

2012<br />

2013<br />

2014<br />

2015<br />

2016<br />

Eco-labelled detergents<br />

Other detergents<br />

www.sol.fi | <strong>Responsibility</strong> <strong>2017</strong><br />


<strong>Responsibility</strong> is reflected<br />

in day-to-day choices.<br />

6.7.4 Reducing chlorine<br />

<strong>SOL</strong> began a determined effort to reduce chlorine-based<br />

disinfectants several years ago. In 2016, we reduced the<br />

use of chlorine-based disinfectants by 58%. The reduction<br />

was achieved by developing and narrowing down the<br />

product selection. The use of environmentally friendly<br />

methods, such as steam cleaning, has been increased at<br />

customer locations where the use of steam is possible.<br />

6.7.5 Reducing plastic<br />

We are utilising new Cleantech in the manufacturing of<br />

waste sacks. The new technology has significantly reduced<br />

the environmental load. On average, it yields savings of<br />

approximately 28% in the use of natural resources.<br />

Cleantech waste sacks and bin liners also help ensure a<br />

pleasant, safe and functional work environment for employees<br />

and customers. This choice has an impact on the<br />

use of virgin raw materials, energy consumption, logistics<br />

and warehousing costs and the environmental load. Our<br />

choices in this area have also reduced the amount of<br />

waste through the use of more appropriate sack sizes and<br />

colours. In 2016, we reduced the amount of waste plastic<br />

from waste sacks and packaging materials by 50,000 kg.<br />

We are currently using some 1,500 permanent waste<br />

sacks. The use of permanent waste sacks has seen steady<br />

growth. We carried out several campaigns related to the<br />

use of permanent waste sacks at our service districts in<br />

2016.<br />

6.7.6 Eco-labelled cleaning equipment and<br />

towels<br />

We invest in eco-labelled cleaning textiles. All of the mop<br />

strings and microfibre towels we use carry the Swan label.<br />

Operating responsibly is important for us. We only use the<br />

best products available.<br />

6.7.7 Utilising recycled fibres<br />

<strong>SOL</strong>’s responsibility is reflected in the practical choices we<br />

make. To date, we have utilised some 100,000 recycled<br />

plastic bottles. They have been turned into uniform shirts,<br />

lightweight backpacks, permanent waste sacks and mop<br />

bags. With more than 1,000,000 plastic bottles produced<br />

every day around the world, turning recycled plastic bottles<br />

into recycled textiles is a major eco-friendly choice!<br />

The products used by service providers at <strong>SOL</strong> Palvelut<br />

“Make My Bed Collection” hotels mainly consist<br />

of Ecostep textiles that have been manufactured using<br />

environmentally friendly methods. High-quality European<br />

workwear textiles ensure long service lives for products.<br />

The products are manufactured at audited production<br />

facilities.<br />

<strong>SOL</strong> is also involved in the Telaketju project with partners<br />

including VTT Technical Research Centre of Finland,<br />

the Finnish Funding Agency for Technology and Innovation<br />

(Tekes) and Touchpoint to develop new models for<br />

utilising discarded textiles.<br />

With the total amount of textiles discarded in Finland<br />

already as high as 70 million kg per year, we want to participate<br />

in creating new business models for utilising them.<br />

6.7.8 Environmentally friendly transport<br />

The CO2 emission limit of our passenger cars for 2016 was<br />

set as 130 g/km. Some 61.6% of our fleet met this goal.<br />

<strong>SOL</strong>’s vehicle purchases and driver training aim towards<br />

smaller emissions and economical driving habits. Some of<br />

our vehicles are hybrids, and we are also testing natural<br />

gas and all-electric cars.<br />

Last year, <strong>SOL</strong> operated 381 vehicles, 224 of which were<br />

passenger cars and 157 vans. The cars are used for about<br />

six years, making the average age of the cars three years.<br />

This means that about 60–70 new cars are procured per<br />

year.<br />

During the procurement period 2013–2014, the emission<br />

limit of vehicle purchases, excluding production<br />

vehicles, was 140 grams of carbon dioxide per 100 kilometres.<br />

The limit was lowered to 130 grams for the current<br />

procurement period 2016–<strong>2017</strong>.<br />

We have adhered to this limit quite well, as the average<br />

emissions of all our passenger cars were 122 grams per<br />

vehicle last year and 126 grams for vehicles purchased<br />

during the year. For vans, the corresponding figures were<br />

150 and 131 grams.<br />

In the case of vans, the emission values are affected<br />

by the size of the vehicle. Last year, we purchased quite<br />

large vans, even though most of the vans we use are rather<br />

small.<br />

A 95% majority of <strong>SOL</strong>’s vans are diesel vehicles. Some<br />

60% of our passenger cars are petrol vehicles. There are<br />

seven hybrid vehicles, one natural gas vehicle and one<br />

electric car. The electric car was purchased for testing<br />

purposes.<br />

In addition to car-specific emission values, <strong>SOL</strong> pays<br />

attention to economic driving habits.<br />

<strong>SOL</strong> has organised economic and safe driving courses<br />

in cooperation with Pohjola.<br />

Two out of three districts have already taken part in one<br />

of these courses over the past two years. We hope to train<br />

the rest of the districts during this year and the next.<br />

6.7.9 Waste management at <strong>SOL</strong> City<br />

We introduced a renovated modern waste sorting facility<br />

at <strong>SOL</strong> City in the beginning of 2016. The new facilities<br />

make the sorting of waste convenient and economical for<br />

all users of the property.<br />

34 <strong>Responsibility</strong> <strong>2017</strong> | www.sol.fi

Energy utilisation rate of waste<br />

23 %<br />

Material utilisation rate of waste<br />

77 %<br />

100 000<br />

plastic bottles were turned into<br />

26 240<br />

uniforms, plastic bags,<br />

permanent waste sacks and<br />

PR products<br />

The improvements mean that the energy utilisation rate<br />

of our waste is now 23% and the material utilisation rate is<br />

77%.<br />

6.7.10 Events and competitions<br />

Energy Awareness Week<br />

In October, we participated for the third time in the Energy<br />

Awareness Week campaign organised by Motiva. Our<br />

theme for the week was to identify energy consumption<br />

culprits. During the week, observations of energy consumption<br />

culprits (e.g. lights that are on all the time, leaking taps<br />

and toilets, temperatures that are too low or too high) were<br />

recorded in an electronic system and fixed at our operating<br />

locations.<br />

European Week for Waste Reduction<br />

www.sol.fi | <strong>Responsibility</strong> <strong>2017</strong><br />


Our theme for the European Week for Waste Reduction<br />

in November was Plastic-free Alternatives, with the focus<br />

being on ways to influence the amount of plastic used and<br />

the environmental problems related to waste plastic.<br />

Biodiversity competition between businesses<br />

<strong>SOL</strong> participated in the inaugural Biodiversity Award 2016<br />

competition for businesses.<br />

The purpose of the competition was to highlight the<br />

best business solutions and related communication practices<br />

of companies that invest in preserving biodiversity as<br />

well as draw the attention of all Finnish enterprises to this<br />

crucial challenge that also represents a significant business<br />

opportunity for companies in all industries. While we<br />

did not qualify for the final round of the hotly contested<br />

competition, we received great feedback on our efforts to<br />

reduce plastic and chlorine use at our operating locations<br />

as well as our effective communications related to environmental<br />

issues.<br />

6.8 <strong>SOL</strong> Pesulapalvelut<br />

The Group’s laundry services company, <strong>SOL</strong> Pesulapalvelut,<br />

invests in eco-friendliness in both machinery and detergents.<br />

As advances are made in both washing techniques<br />

and detergents, we use ongoing training to keep our laundry<br />

personnel up to speed with the changes. The training<br />

of new employees is also very comprehensive.<br />

With respect to the environmental impacts of dry<br />

cleaning, the largest change has been the switch from per<br />

wash to hydrocarbon wash. <strong>SOL</strong> Pesulapalvelut is constantly<br />

renewing its machinery and replacing old machines<br />

with hydrocarbon machines in about 2–5 laundry shops<br />

per year. In 2016, the machines at two laundry shops were<br />

replaced by new hydrocarbon machines and two other<br />

laundry shops also received new hydrocarbon machines.<br />

The perchloroethylene used in the old machines has been<br />

classified as a harmful and environmentally damaging<br />

substance, while hydrocarbon solvents are not harmful<br />

to the environment. The new hydrocarbon machines also<br />

produce less waste.<br />

Dosage pumps are installed in water washing machines<br />

in several laundry shops each year. Using automatic dispensers<br />

for detergents means that the laundry personnel<br />

do not need to handle as many different cleaning agents<br />

as before. It also saves working time and stain removal<br />

agents and prevents the excessive dosing of detergents.<br />

New, computer-controlled water washing machines use<br />

strictly specified amounts of detergents and water. The<br />

detergents are as environmentally friendly as possible, and<br />

the consumption of water and electricity is also monitored.<br />

The laundry shops aim to optimise their use of machines<br />

and switch off any machines that are not in use.<br />

With regard to pre-wash stain removal, the personnel<br />

have been instructed to avoid the excessive use of<br />

cleaning agents. Detergent-specific personal protection<br />

instructions have been attached to the products used, and<br />

each laundry shop also has instructions for emergencies.<br />

In autumn 2015, we began a pilot project on collecting<br />

the cooling water of a dry washing machine for washing<br />

with water. The cooling water from the dry cleaning<br />

machine is run into a separate water tank. As this water is<br />

warmer than room temperature, up to 45 degrees, it can<br />

be utilised by a water washing machine. Electricity is also<br />

saved when clothes put in a tumble dryer are first rinsed<br />

with warm water. Going forward, water collection systems<br />

will be installed in new laundry shops.<br />

<strong>SOL</strong> laundry shops have participated in the European<br />

Week for Waste Reduction for several years and they will<br />

do so again in <strong>2017</strong>. The theme is the reduction of plastic<br />

waste by decreasing the use of plastic packaging materials.<br />

During the week, customers can select a reusable<br />

fibre bag instead of plastic packaging, free of charge. A<br />

growing number of our laundry shops are plastic-free,<br />

meaning that they return clean clothes to customers without<br />

plastic packaging. We reduced our plastic consumption<br />

by 6% in 2016 compared to the previous year. Plastic<br />

consumption has seen a steady year-to-year decrease in<br />

our laundry services.<br />

In 2016, we also began collecting textiles for recycling.<br />

Customers at our Hakaniemi and Sello laundry shops can<br />

dispose of textiles in convenient recycling containers.<br />

Environmentally conscious acts are actively communicated<br />

to various stakeholders. For example, customers<br />

have been instructed to return hangers and use protection<br />

treatment that makes the textiles last longer and reduces<br />

the need for washing them.<br />

6.9 Environmental Deed<br />

competition and rewards<br />

Every year, we give out a reward for an excellent and<br />

innovative environmental deed based on an application<br />

submitted as a part of the Quality Award competition.<br />

In 2016, trainer Paula Haanpää received the award in<br />

recognition of her determined and long-term environmental<br />

efforts.<br />

36 <strong>Responsibility</strong> <strong>2017</strong> | www.sol.fi

Environmental aspects at <strong>SOL</strong><br />

Environmental aspects at <strong>SOL</strong> Palvelut<br />

Environmental file<br />

<strong>SOL</strong><br />

Criteria for assessment procedure<br />

for environmental aspects based<br />

on environmental reviews and the<br />

environmental programme<br />



A = Statutory requirements<br />

B = Importance to image<br />

C = Environmental benefits/costs<br />

D = Severity of environmental impacts<br />

E = Potential leverage<br />

Total = (A+B+C+D)*E<br />


0 = Statutory requirements<br />

1 = Importance to image<br />

2 = Environmental benefits/costs<br />

3 = Severity of environmental impacts<br />


A B C D E Total<br />



Selection of suppliers<br />

Environmental impact caused by the<br />

production of products<br />

1 3 2 3 3 27<br />

Selection of suppliers, cleaning<br />

services<br />

Environmental impact caused by<br />

consumption<br />

1 3 1 1 3 18<br />

Selection of suppliers, property<br />

services<br />

Environmental impact caused by<br />

consumption<br />

1 3 1 1 3 18<br />

Selection of suppliers, laundry<br />

services<br />

Environmental impact caused by<br />

consumption<br />

3 3 1 3 3 30<br />


Correct selection, dosage and use of<br />

substances to be used<br />

Impact on wastewater caused by the<br />

unnecessary use of detergents<br />

1 2 2 2 3 21<br />

Wastewater generated<br />

Consumption of water supply, impact<br />

on water treatment plants<br />

0 2 2 1 3 15<br />

Energy consumption<br />

Consumption of natural resources<br />

and emissions caused by production<br />

1 1 1 1 2 8<br />

-Waste generated by in-house<br />

processes<br />

Plastic waste<br />

Conservation of natural resources,<br />

environmental impact caused by<br />

waste and emissions at the final<br />

disposal site<br />

1 2 2 2 3 21<br />

Hazardous waste, PER waste,<br />

Laundry services<br />

Environmental impact caused by<br />

waste and emissions at the final<br />

disposal site<br />

3 2 2 3 3 30<br />

Transportation<br />

Fuel consumption/emissions caused<br />

by driving<br />

Consumption of energy resources,<br />

impact on atmosphere<br />

1 2 2 1 2 12<br />

Maintenance of transport fleet and<br />

machines<br />

Service life of transport fleet Conservation of natural resources 2 1 2 1 2 12<br />


Personnel’s environmental awareness,<br />

eco-friendly and environmentally<br />

oriented activities<br />

Identifying and addressing environmental<br />

aspects at work and in leisure<br />

time<br />

0 3 2 2 3 21<br />

Guidance and training<br />

Increasing personnel’s environmental<br />

awareness and knowledge<br />

Improving personnel’s ability to act<br />

sustainably in their work<br />

0 3 2 2 3 21<br />


Recognising and supporting the customer’s<br />

environmental activities<br />

<strong>SOL</strong>’s role in ensuring the customer’s<br />

environmental objectives are met<br />

3 3 2 1 3 27<br />

www.sol.fi | <strong>Responsibility</strong> <strong>2017</strong><br />


Social<br />

responsibility<br />

The Group’s strategy recognises employees’ commitment<br />

and satisfaction and gives high priority to personnel issues.<br />

HR work is done with and among the personnel in all the<br />

Group’s business sectors. The joy of<br />

working is one of <strong>SOL</strong>’s core values.<br />

77.1 HR issues at the core<br />

of the Group’s strategy<br />

Personnel costs form the largest part of overall costs. High<br />

priority is given to raising and maintaining the personnel’s<br />

enthusiasm, willingness and readiness to serve, and vocational<br />

skills, as these are the factors guaranteeing superior<br />

service to customers. Committed employees comply better<br />

with unified instructions and ensure long-term operations<br />

of high-quality. Trust is the cornerstone of our work. Competent<br />

personnel with the right attitude in the right tasks,<br />

continuous personnel development, performance management,<br />

feedback and incentive strategy are the focus<br />

areas of the company’s HR strategy. The feeling that one’s<br />

work is useful is important to everyone and creates the joy<br />

of working. <strong>SOL</strong>’s HR strategy is based on a positive image<br />

of humankind, where everyone wants to do good work, to<br />

succeed and to be thinking and feeling human beings who<br />

accept individuality. Our management culture must support<br />

trustworthy interaction and an atmosphere that encourages<br />

creativity.<br />

Personnel development focuses on orientation and<br />

training that support the employees themselves and the<br />

satisfaction of customer-specific needs. The training is monitored<br />

through a Training Index, sorted by employee and by<br />

customer. The coaching and training sessions are supported<br />

on a personal level by competence assessment and a<br />

learning passport. Each <strong>SOL</strong> employee completes orientation<br />

training online, and a supervisor and a tutor ensure<br />

location-specific competence through method and on-site<br />

orientation and constant care for the well-being of the personnel.<br />

At the end of their probationary period, each <strong>SOL</strong><br />

employee also attends the <strong>SOL</strong> IN training in their district.<br />

Each employee acknowledges that he/she has completed<br />

orientation training sessions.<br />

For a long time, <strong>SOL</strong> has used employees trained as<br />

tutors, who also work as occupational guides to support the<br />

training process. Their role was enhanced at the beginning<br />

of 2015 to cover the implementation of location-specific<br />

training and ensuring competence. Salaried employees are<br />

additionally provided with mentoring and coaching in their<br />

sales and managerial work. The employee-specific Quality<br />

Passport, where positive customer feedback is documented<br />

with a laughter or smile symbol, continues to be used as a<br />

feedback tool.<br />

Our aim is to offer opportunities for job rotation and<br />

career advancement within the Group. Internal recruitment<br />

and external job applications, today mainly in electronic<br />

format, create a foundation for the company’s expanding<br />

operations. The individual’s own views and his/her desire<br />

and intent to develop and move forward are also seriously<br />

discussed at the ‘From goals to results’ discussions.<br />

Late in the year, we published the <strong>SOL</strong> Age Programme<br />

aimed at promoting the work ability of employees of all<br />

ages. The goals of the age programme are to support the<br />

work ability of different age groups, maintain good work<br />

fitness and reduce sickness absences as well as promote<br />

positive cooperation between different age groups. We pay<br />

special attention to young people and “yellow panthers”.<br />

A further goal of the age programme is to increase the<br />

average retirement age. At present, <strong>SOL</strong> employees retire<br />

on old-age pension at the average age of 63.5 years, while<br />

the average age of retirement due to illness is 58.5 years. We<br />

do not condone discrimination against any age group.<br />

The goals of the <strong>SOL</strong> Age Programme are supported by<br />

the <strong>SOL</strong> Life well-being at work programme, which has been<br />

established for a long time now.<br />

The “Backpack of Happiness” project developed as part<br />

of the <strong>SOL</strong> Life programme has been continued. Workshop<br />

activities and the use of well-being at work mentors have<br />

been expanded to cover all service districts, with a wellbeing<br />

coordinator appointed for each district.<br />

.<br />

38 <strong>Responsibility</strong> <strong>2017</strong> | www.sol.fi

Wages and social security expenses (MEUR)<br />

Wages and salaries, statutory social security expenses and benefits 2012–2016<br />

200<br />

175<br />

161,3<br />

169,0<br />

172,2<br />

180,5<br />

150<br />

140,1<br />

125<br />

100<br />

75<br />

50<br />

25<br />

0<br />

33,6<br />

3,2<br />

2012<br />

41,0<br />

4,5<br />

2013<br />

44,0<br />

4,7<br />

2014<br />

44,9<br />

3,6<br />

2015<br />

49,0<br />

3,3<br />

2016<br />

Wages and salaries<br />

Social security expenses<br />

Non-statutory social security<br />

expenses<br />

Taxes paid (MEUR)<br />

50<br />

40<br />

41,0<br />

42,4<br />

35,9 36,1<br />

43,5<br />

39,5<br />

30<br />

20<br />

22,0<br />

22,3<br />

21,8<br />

Prepaid taxes<br />

VAT paid<br />

Income taxes<br />

10<br />

Social security contributions<br />

0<br />

1,1<br />

2014<br />

2015<br />

1,5 1,1<br />

2016<br />


Employee pension payments and unemployment insurance payments,<br />

employer’s contributions<br />

TyEL, accident insurance, group life insurance and unemployment insurance payments,<br />

employer’s contributions<br />

MEUR 9.6 MEUR 10.8<br />

MEUR 36.1 MEUR 39,5<br />

www.sol.fi | <strong>Responsibility</strong> <strong>2017</strong><br />


7.2 Number of personnel<br />

and type of employment<br />

relationships<br />

The average number of employees each year is calculated<br />

from the average number of employees on the last day<br />

of each month, and every person is included in the figure<br />

regardless of the number of his/her working hours (not FTE<br />

number).<br />

In 2016, the <strong>SOL</strong> group employed 12,862 people (2015:<br />

12,031). The number of personnel increased by 831 people.<br />

In 2016, an average of 9,290 people worked in <strong>SOL</strong>’s Finnish<br />

operations, corresponding to 7,484 when converted into<br />

full-time employees, and an average of 3,275 people<br />

worked in our foreign subsidiaries. <strong>SOL</strong> employs over 800<br />

seasonal workers in Finland each year. We participate in the<br />

Responsible Summer Job campaign.<br />

Some 92% of the personnel of our Finnish companies<br />

worked in permanent employment relationships in 2016<br />

compared to 93% in 2015.<br />

For 93% of the Group’s employees in Finland, their job<br />

in the <strong>SOL</strong> Group was their primary occupation. At the end<br />

of 2016, a total of 128 our employees in Finland were on<br />

nursing leave, maternity or nursing leave, rotational leave or<br />

study leave. The figures do not include the temporary staff<br />

of <strong>SOL</strong> Henkilöstöpalvelut.<br />

Employment relationships are mainly agreed until further<br />

notice, except with <strong>SOL</strong> Henkilöstöpalvelut, where the majority<br />

of the employment relationships are fixed-term.<br />

Ilmarinen granted 67 old age pensions in 2016 (old age<br />

pension and old age pension payable on early retirement).<br />

One employee was granted a part-time pension. A total of<br />

24 people were granted disability pension, of whom five<br />

receive part-time disability pension. The average retirement<br />

age at <strong>SOL</strong> has increased over the years. In 2016, the average<br />

retirement age was 63.5 years.<br />

The <strong>SOL</strong> Life well-being at work programme engages<br />

in effective cooperation with occupational health services<br />

(Terveystalo), the accident insurance provider (OP) and<br />

Type of employment 31 December 2016<br />

(<strong>SOL</strong> Henkilöstöpalvelut is excluded from these figures.)<br />


Permanent employment relationships 6913 2783 9696<br />

Fixed-term employment relationships 489 819 1308<br />

Full-time employment relationships 3997 1399 5396<br />

Main employment relationships 7110 1969 9079<br />

Duration of<br />

employment relationships<br />

Personnel age structure<br />

6% 2% 5% 6%<br />

Less than 1 year<br />

14%<br />

29%<br />

1–2 years<br />

15%<br />

3–5 years<br />

6–10 years<br />

15%<br />

20%<br />

11–20 years<br />

29%<br />

More than 20 years<br />

23%<br />

18%<br />

17%<br />

Under 20 years<br />

20–24 years<br />

25–29 years<br />

30–39 years<br />

40–49 years<br />

50–60 years<br />

More than 60 years<br />

40 <strong>Responsibility</strong> <strong>2017</strong> | www.sol.fi

pension company (Ilmarinen). The <strong>SOL</strong> Continuous caring<br />

model was developed to support the supervisors. The Sirius<br />

programme helps supervisors with the early identification of<br />

disability risks.<br />

Employment relationships on a trial period basis that are<br />

terminated by the employer are monitored by supervisors<br />

and at the district level via scorecards every month.<br />

The length of the working day was 7.5 hours for <strong>SOL</strong>’s<br />

salaried employees in 2016. The length of the working day<br />

among <strong>SOL</strong> employees varies between the companies. The<br />

average length of the working day was 5.2 hours for the<br />

employees of <strong>SOL</strong> Palvelut, 4.85 hours for the employees of<br />

<strong>SOL</strong> Henkilöstöpalvelut and 5.84 hours for <strong>SOL</strong> Pesulapalvelut<br />

employees..<br />

7.3 Personnel’s age and<br />

duration of employment<br />

The average age of employees in the Group’s Finnish<br />

companies was 37 years in 2016 (2015: 38 years). The<br />

average age of personnel in <strong>SOL</strong> Pesulapalvelut was 39<br />

years. In <strong>SOL</strong> Palvelut, the average age was 36 years, while<br />

in <strong>SOL</strong>EMO it was 45 years. The average age of personnel<br />

in <strong>SOL</strong> Henkilöstöpalvelut was 30 years, while the corresponding<br />

figure for salaried employees was 36 years. The<br />

age distribution among the Group’s personnel in Finland<br />

is as follows: 20–24 years: 6%; 25–29 years: 16.8%; 30–39<br />

years: 23.6%; 40–49 years: 15%; 50–60 years: 17%; and over<br />

60 years: 4.5%.<br />

There is a significant difference between the duration of<br />

employees’ and salaried employees’ employment relationships.<br />

The average duration of <strong>SOL</strong>’s employment relationships<br />

in Finland has increased slightly over the past few<br />

years, and it now stands at 3.7 years for employees and<br />

8.7 years for salaried employees. Some 25% of all <strong>SOL</strong>’s<br />

salaried employees in Finland have worked for less than<br />

three years and 32% for more than 11 years. Some 68% of<br />

the employees have been employed for less than three<br />

years and 16% for more than six years. The longest employment<br />

relationships – over 40 years – derive from the time<br />

of the previous Group. Some 19% of the employees in the<br />

international operations have worked for less than a year<br />

and 27% of them have been in the company for more than<br />

5 years. The longest continuous employment relationship<br />

has lasted 21 years.<br />

Joy Barometer, <strong>SOL</strong> employees<br />

Joy Barometer, <strong>SOL</strong> salaried employees<br />

5<br />

4<br />

3,9 3,8 4 3,9 3,9<br />

5<br />

4<br />

4,2<br />

4,7<br />

4,2<br />

4,5<br />

4,4<br />

3<br />

3<br />

2<br />

2<br />

1<br />

1<br />

0<br />

The work and I The customer<br />

and I<br />

The supervisor<br />

and I<br />

Safety and I<br />

<strong>SOL</strong> as a<br />

whole<br />

0<br />

The work and I The customer<br />

and I<br />

The supervisor<br />

and I<br />

Safety and I<br />

<strong>SOL</strong> as a<br />

whole<br />

www.sol.fi | <strong>Responsibility</strong> <strong>2017</strong><br />


<strong>SOL</strong> Life – a model for continuous caring<br />

Health issue<br />

The supervisor makes<br />

an appointment for<br />

the employee at the<br />

occupational health-care<br />

centre for 1) a work<br />

ability assessment and<br />

2) a discussion between<br />

the supervisor, the employee<br />

and a physician<br />

The employee’s performance has weakened<br />

or the limit values for sickness absences have<br />

been exceeded<br />



A problem in the<br />

work community<br />

The supervisor discusses the situation<br />

individually with each member of the<br />

workplace community<br />

The regional supervisor <strong>report</strong>s<br />

to the regional manager about<br />

the discussion.<br />

A personal-life problem<br />

Temporarily shorter<br />

working hours, unpaid leave,<br />

annual leave rescheduled<br />

at an earlier date, flexible<br />

working hours<br />

The occupational<br />

health-care centre<br />

provides the employee<br />

and the employer<br />

with an assessment<br />

of the situation and<br />

initiates any necessary<br />

measures<br />

Risk of disability<br />

pension<br />

The occupational<br />

health-care centre<br />

guides the employee<br />

to apply for professional<br />

rehabilitation<br />

provided by Ilmarinen<br />

or medical rehabilitation<br />

provided by Kela<br />

The supervisor implements measures<br />

to improve workplace relations and the<br />

atmosphere at the workplace<br />

Treatment<br />

If necessary, the supervisor<br />

arranges for less stressful or<br />

alternative assignments and/<br />

or flexible working hours either<br />

temporarily or permanently<br />

Recommendations<br />

to revise the job<br />

description or adjust<br />

the working hours<br />



OF WORK<br />

70<br />

60<br />

50<br />

40<br />

30<br />

20<br />

10<br />

Occupational accident frequency<br />

Figure 19. Accident rate per million working hours, 2012–2016<br />

On the job<br />

At least 3 days<br />

Less than 3 days<br />

On the commute<br />

0<br />

2012<br />

2013<br />

2014<br />

2015<br />

2016<br />

42 <strong>Responsibility</strong> <strong>2017</strong> | www.sol.fi

7.4 Changes in employee<br />

distribution by gender<br />

Women accounted for 63% of the Group’s total personnel.<br />

In Finland, the percentage of women employees was 69%<br />

(<strong>SOL</strong> Henkilöstöpalvelut is excluded from these figures).<br />

The proportion of women in international operations is<br />

66%. Six out of the nine members of <strong>SOL</strong>’s Management<br />

Team are female. Two out of the three members of the<br />

Board of Directors of <strong>SOL</strong>EMO Oy are women. At the end<br />

of 2016, women represented 69% of the management in<br />

the Group’s Finnish companies.<br />

7.5 Investing in the<br />

personnel’s work ability<br />

In 2016, <strong>SOL</strong> spent some EUR 264 per employee on the<br />

prevention and treatment of illnesses in Finland. <strong>SOL</strong><br />

monitors sickness absences based on the working hours<br />

performed, so-called 100%. In 2016, the morbidity rate in<br />

Finland was 4.11%, which represents an increase of 0.05%<br />

from the previous year. The most important causes of sickness<br />

absences include musculoskeletal diseases, infections<br />

and accidents.<br />

The <strong>SOL</strong> Life Early Caring Model helps supervisors to<br />

intervene with work ability problems in their early stages.<br />

The most important aims include preventing sickness absences,<br />

reducing the amount of accidents and minimising<br />

disability pensions. In 2016, <strong>SOL</strong> Palvelut Oy participated<br />

in a best practices competition related to well-being at<br />

work, organised by the European Agency for Safety &<br />

Health at Work.<br />

The rate of morbidity due to occupational accidents in<br />

Finland was 0.23%. There were 547 accidents at work, and<br />

103 accidents occurred while commuting. The accidents<br />

at work resulted in 3,127 days of sick leave, equivalent to<br />

some six sick days per accident. Accidents during commuting<br />

caused 979 days of sick leave absence, equivalent<br />

to 9.5 sick days per accident. An electronic safety tool was<br />

deployed in autumn 2016 to make it easy for all employees<br />

to quickly <strong>report</strong> safety observations and near misses.<br />

When the observations have been forwarded for processing<br />

and any deficiencies have been rectified, the employee<br />

who submitted the <strong>report</strong> will be notified by e-mail.<br />

Supervisors conduct continuous safety risk evaluations<br />

at worksites and customer premises, and implement the<br />

necessary actions according to plan. The occupational<br />

safety officer is often also involved in these activities. The<br />

Occupational Safety and Health Committee operates nationwide<br />

and convenes five times a year. Each <strong>SOL</strong> employee<br />

is responsible for safety, and all of <strong>SOL</strong>’s activities are<br />

based on preventive measures.<br />

A separate on-site risk list and related occupational<br />

health and safety instructions are made on the basis of the<br />

risk evaluations. The employees are specifically oriented<br />

on the topic of the risk list and its instructions and the<br />

orientation must be signed for.<br />

In the event of an accident, our instructions are to also<br />

immediately inform the Occupational Health and Safety<br />

Manager, the relevant Business Director and the Managing<br />

Director directly. The event must be explained and<br />

Electronic occupational safety tool:<br />

0 20 40 60 80 100 120 140 160 180 200 220<br />

Risk assessments: 181<br />

Safety observations: 215<br />

Classification of safety observations:<br />

0 5 10 15 20 25 30 35 40 45<br />

Personal protective equipment, clothing: 5<br />

Chemicals, air quality: 5<br />

Machines, equipment, platforms: 17<br />

Passages, exits: 39<br />

Lowering oneself: 3<br />

Slipping, falling: 44<br />

Noise, lighting, temperature: 2<br />

Lifting: 5<br />

Bumping one’s head: 12<br />

Risk taking: 4<br />

Sharp objects: 27<br />

Threat of violence: 6<br />

Getting squeezed between something: 5<br />

Other: 20<br />

Summary of electronically<br />

<strong>report</strong>ed safety observations.<br />

The categories with the<br />

most observations match the<br />

categories with the highest<br />

accident frequencies. This<br />

suggests a direct link between<br />

paying attention to these<br />

factors and achieving positive<br />

development in reducing the<br />

accident frequency.<br />

www.sol.fi | <strong>Responsibility</strong> <strong>2017</strong><br />


A total of 250<br />

apprenticeships<br />

leading to a<br />

qualification and<br />

12,000 training<br />

participants<br />

Special expertise and<br />

specialisation studies<br />

Site and task-specific training,<br />

multi-experts<br />

Service expertise<br />

and customer service<br />

Rewarding, personnel benefits, career plan, well-being at work<br />

the following procedures to prevent the accident from<br />

reoccurring must be described.<br />

Each accident is investigated and documented to find<br />

out the core reason. The accident is discussed on-site and<br />

the corrective measures are implemented. After this, the<br />

next district meeting of the service management area will<br />

discuss and state for general information all the completed<br />

corrective measures. Excerpts from the minutes will be<br />

sent to the Occupational Health and Safety Manager.<br />

The Occupational Health and Safety Manager will<br />

monitor the development of the accident statistics and the<br />

accident rate monthly and inform employees of any observations<br />

and issues the personnel should pay attention<br />

to at the workplace with any new necessary instructions or<br />

procedures.<br />

The sickness and accident statistics will be regularly<br />

presented in management reviews.<br />

7.6 Personnel training<br />

ensures competence<br />

The long-term and systematic development of the personnel’s<br />

competence is critical to <strong>SOL</strong>. An estimated 25% of<br />

the personnel employed by our Finnish business lines hold<br />

a vocational qualification or a further or specialist vocational<br />

qualification. The Group has six full-time instructors<br />

with qualifications in teaching: five in <strong>SOL</strong> Palvelut and<br />

one in <strong>SOL</strong> Pesulapalvelut. Other people in the Group<br />

have also been trained to provide training sessions.<br />

The needs and requirements of customers and the<br />

needs of the company and the personnel are taken into<br />

account in the planning of the training sessions, and the<br />

formulated plans are turned into a tangible form as an<br />

updated training programme for each year. Supervisors<br />

prepare a competence plan for their staff based on the<br />

programme and update the plan as necessary.<br />

In 2016, a total of 11,000 people participated in the<br />

training sessions. The number of training days amounted<br />

to an average of two days per employee in Finland. Most<br />

of the training sessions are conducted internally, but they<br />

also often involve outside experts.<br />

The training sessions are divided into targeted training,<br />

which maintains or deepens knowledge, and long-term<br />

degree-oriented education, which is implemented as module<br />

and multiform/online training. The aim of the training<br />

is to pave the way for an opportunity to take a practical<br />

examination leading to a qualification, and to identify and<br />

recognise the competence acquired through work as well<br />

as the training provided by <strong>SOL</strong> in the preparation of a<br />

personalisation plan.<br />

Our diverse personnel challenge us to continuously<br />

develop our training programmes, which is why we are involved<br />

in a number of projects such as the SAFHY project<br />

that produces digital learning materials, including video<br />

clips and tests, for use by educational institutes and businesses<br />

in Estonia and Finland. The materials are produced<br />

in Finnish, Estonian, Russian and English. The materials<br />

44 <strong>Responsibility</strong> <strong>2017</strong> | www.sol.fi

include texts, video clips, photos, tests and a professional<br />

glossary.<br />

(The SAFHY project is funded by the ERDF Interreg<br />

Central Baltic programme and coordinated by the Central<br />

Uusimaa Training Consortium Keuda)<br />

In addition to classroom training, we invest in the development<br />

of online training. Our goal is to further invest in<br />

orientation training and the implementation of procedures<br />

and operating methods in line with the concepts we have<br />

developed. We are also continuing our work in site-specific<br />

initial and development training and increasing the<br />

target auditing carried out by instructors as well as the<br />

implementation of the LEAN operating model. In training,<br />

we focus on coaching tutors, service instructors and<br />

well-being at work mentors as well as the development<br />

of online training and diverse coaching, including not<br />

only online and classroom training but also webinars and<br />

coaching.<br />

Our goal is to reduce the number of contact training<br />

days and to increasingly utilise the Internet as a learning<br />

tool.<br />

<strong>SOL</strong> Training Steps is a model of how an employee can<br />

exploit our in-house training to improve his/her skills and<br />

to broaden his/her tasks. Each step includes a number<br />

of training sessions. These are based on <strong>SOL</strong>’s in-house<br />

training, but they can also include specialised degrees or<br />

special skills training arranged by other organisations.<br />

In 2016, some 210 <strong>SOL</strong> employees participated in apprenticeship<br />

training in Finland, taking various degrees,<br />

including:<br />

• Vocational Qualification in Textiles Care<br />

• Vocational qualification in property maintenance services<br />

• Further Vocational Qualification in Property Services<br />

and Specialist Qualification for Property Services<br />

• Site facilities operative, further vocational qualification<br />

• Supervisor of cleaning work, specialist vocational qualification<br />

• Cleaning technician, specialist vocational qualification<br />

• Specialist Vocational Qualification in Management<br />

• Security guard, further vocational qualification<br />

• Specialist Qualification for Security Officers<br />

• Practical examiner qualification<br />

• Specialist vocational qualification in business management<br />

• Janitor, specialist vocational qualification<br />

• Immediate supervisor, further vocational qualification<br />

Last year, we focused particularly on the further vocational<br />

qualification of security guards, with 22 service<br />

managers and service directors completing the degree.<br />

<strong>SOL</strong> Palvelut Oy was given the Apprenticeship Employer<br />

of 2011 award by the Helsinki Apprenticeship Office<br />

(the award applies to the whole of Finland). In 2013, the<br />

Lapland Apprenticeship Centre recognised <strong>SOL</strong> with<br />

multiple awards including apprentice of the year, apprenticeship<br />

company of the year, on-the-job trainer of<br />

the year and apprenticeship trainer of the year based on<br />

the company’s active and positive efforts in the field of<br />

apprenticeship training.<br />

The Specialist<br />

Qualification for<br />

Security Officers<br />

was completed by<br />

22 <strong>SOL</strong> employees<br />

There are eight experts at <strong>SOL</strong> who have completed<br />

the practical examiner training. They have the skills to<br />

evaluate employees’ previous skills in relation to their<br />

duties and official degree requirements, and to assess<br />

the completed degrees. The objective is the promotion<br />

of lifelong learning, and the personnel training at <strong>SOL</strong> is<br />

integrated to correspond to the basics of qualifications<br />

and, therefore, promotes the completion of practical<br />

examinations and cooperation with apprenticeship offices<br />

and institutes.<br />

Annual theme days are organised, for example, for tutors,<br />

service instructors, coordinators of training, environmental<br />

affairs and recruitment, service supervisors, sales<br />

personnel, full-service laundry personnel and customer<br />

service personnel.<br />

We cooperate with significant educational institutes<br />

across Finland. Our cooperation with Keuda can be traced<br />

back more than 15 years and the partnership has developed<br />

through the years. In particular, vocational qualifications<br />

and further vocational qualifications in property<br />

services have been completed as both apprenticeships<br />

and self-motivated training.<br />

We have worked together with Amiedu particularly in<br />

the areas of targeted training in property services and the<br />

specialist qualification for property services, with eight<br />

people completing that programme last year.<br />

The level of training of the service operatives working<br />

for each customer is monitored by the Training Index, and<br />

employees are guided to the necessary training courses<br />

based on the index.<br />

Orientation<br />

The Finnish-language online orientation of service providers<br />

was revised in late 2016, with the English and Russian<br />

versions to follow in <strong>2017</strong>. We will also produce new<br />

online courses and competence tests/surveys for various<br />

operating environments and customer service operations<br />

with the aim of developing the skills of our personnel and<br />

responding to the competence needs of our customers.<br />

The online orientation training for salaried employees<br />

was revised in 2016 on the <strong>SOL</strong> Ope learning platform.<br />

New salaried employees complete an online course<br />

before attending <strong>SOL</strong>’s classroom orientation workshops<br />

focused on <strong>SOL</strong>’s operating methods and processes,<br />

communication, competence development, orientation,<br />

personnel management, financial management, customer<br />

www.sol.fi | <strong>Responsibility</strong> <strong>2017</strong><br />


elationship management and dimensioning calculation.<br />

New online courses for personnel will also be added to<br />

the <strong>SOL</strong> Ope learning platform in <strong>2017</strong>. This will allow<br />

employees to study at a time that suits them and review<br />

topics as necessary.<br />

7.7 Personnel unionisation<br />

In Finland, the provisions of the current collective bargaining<br />

agreement between the Finnish Real Estate Employers<br />

and the Service Union United PAM for employees in<br />

the property maintenance sector applies to <strong>SOL</strong>’s salaried<br />

employees in the cleaning, property and facility maintenance<br />

services. The collective bargaining agreement for<br />

employees in the property maintenance sector primarily<br />

applies to <strong>SOL</strong>’s security service employees. The collective<br />

bargaining agreement for the textile care industry applies<br />

to the laundry personnel, and the collective bargaining<br />

agreement for the chemical sector to the laundries’ salaried<br />

employees. The temporary staff and service experts<br />

of personnel services apply the provisions of the collective<br />

bargaining agreement of each respective corporate customer,<br />

and <strong>SOL</strong> Henkilöstöpalvelut Oy’s salaried employees<br />

apply the collective bargaining agreement for the personnel<br />

services sector.<br />

Two meetings that address financial issues, personnel<br />

plans and <strong>report</strong>s, and the following year’s action plan and<br />

priorities, are held every year in Finland, between the chief<br />

shop stewards and the management.<br />

The personnel have full freedom to unionise in all the<br />

operating countries. Since the countries of the foreign<br />

subsidiaries do not have collective bargaining processes<br />

similar to Finland, local labour legislation and <strong>SOL</strong>’s internal<br />

practices are applied to their work.<br />

<strong>SOL</strong> Palvelut Oy is a member of the employer union<br />

Real Estate Employers, <strong>SOL</strong> Pesulapalvelut is a member of<br />

the Yleinen Teollisuusliitto ry, and <strong>SOL</strong> Henkilöstöpalvelut<br />

is a member of the Palvelualojen työnantajat PALTA ry.<br />

7.8 <strong>SOL</strong> is a multicultural<br />

work community<br />

<strong>SOL</strong> is a multicultural work community that offers equal<br />

opportunities to all employees. More than 30% of <strong>SOL</strong><br />

services’ employees were not Finnish citizens.<br />

We promote the equality of all employees and prevent<br />

discrimination in all forms. (E.g., discrimination due to age,<br />

origin, nationality, language, religion, conviction, opinions,<br />

political activities, trade union activities, family relations,<br />

health, handicaps, sexual orientation or other reason<br />

arising from a person is strictly prohibited.)<br />

<strong>SOL</strong> established its multicultural work group in 2007.<br />

Its objective is to promote the integration of employees<br />

from different environments into the operating culture at<br />

<strong>SOL</strong> and to improve the understanding of diversity. The<br />

multicultural work group has, for example, prepared an<br />

annual global calendar which includes the holidays of<br />

different religions. In cooperation with PAM (Service Union<br />

United), the work group has produced a video for new<br />

employees with the intent of introducing the employee to<br />

many important issues.<br />

– Of course, the people in the video are <strong>SOL</strong> employees<br />

as well. A video is a modern and more lively channel<br />

for communicating important issues to employees, and an<br />

image also relates an important image of the employer,<br />

colleagues, the work community and the rules of working<br />

life to the viewer.<br />

<strong>SOL</strong> is taking part in the Osaavat naiset project coordinated<br />

by MONIKA - Multicultural Women’s Association,<br />

supporting the employment of immigrant women in many<br />

different ways. <strong>SOL</strong> is an active partner in the project and<br />

has already provided many women with job opportunities.<br />

Women with an immigrant background are trained to<br />

seek jobs, taught IT skills, and guided towards language<br />

studies and other training. The HR representative of <strong>SOL</strong><br />

has visited the Monika women several times to talk about<br />

<strong>SOL</strong> as an employer and about the jobs <strong>SOL</strong> offers.<br />

The Osaavat naiset project is funded by the Uusimaa<br />

ELY Centre. The work group <strong>report</strong>s directly to the Management<br />

Team.<br />

Providing comprehensive orientation training to all<br />

employees is a matter of honour for us.<br />

46 <strong>Responsibility</strong> <strong>2017</strong> | www.sol.fi

We are all equal<br />

<strong>SOL</strong> is widely known as a multicultural work community.<br />

– Orientation to <strong>SOL</strong>’s work tasks and taking root in<br />

the Finnish working culture are emphasised in the work of<br />

the multicultural development group, says Sari Crnobreg,<br />

Chair of the multicultural work group.<br />

<strong>SOL</strong> has employees from over 60 countries and all continents.<br />

Crnobreg emphasises that despite the differences,<br />

everyone at <strong>SOL</strong> is equal.<br />

– We wish to give everyone equal chances for a career,<br />

learning at work, and well-being at work. Harmonising<br />

working methods and making service easy is important.<br />

For instance, we have translated training materials into<br />

many different languages.<br />

– One of the key challenges is mapping and utilising<br />

the skills of multicultural employees more efficiently.<br />

According to Crnobreg, good interaction is created<br />

by ensuring that the employer has a clear picture of the<br />

difference of the peoples’ backgrounds. Despite training,<br />

it is important to preserve the person’s idendity.<br />

– Families have also been integrated with the help of<br />

<strong>SOL</strong>. An intact family has a tremendous, positive effect on<br />

the life of an employee, which also benefits their working<br />

life.<br />

Crnobreg finds it delightful that more and more couples<br />

are working at <strong>SOL</strong> these days, enabling a new level of<br />

planning their future in their new home country.<br />

– One must not forget one’s roots and identity – quite<br />

the opposite. Multiculturalism is a diverse gift, and one<br />

ought to be comfortable with one’s identity.<br />

In 2016, <strong>SOL</strong> handed out its first award for an act<br />

promoting multiculturalism. The award was given to the<br />

Multiculturalism Working Group led by Sari Crnobreg in<br />

recognition of the group’s accomplishments in promoting<br />

equality.<br />

Happy together<br />

The events organised by the multicultural group have<br />

been popular.<br />

– They bring joy to everyday life, and <strong>SOL</strong> employees<br />

from different cultures can get to know each other.<br />

The multicultural development group also maintains a<br />

world calendar containing the holidays of different countries.<br />

– This is an important work-planning tool for the supervisors.<br />

We share holidays from all over the world and each<br />

of us can learn new, interesting and inspiring things from<br />

different cultures. By getting to know different countries<br />

and their customs, we are also more truly present as colleagues.<br />

Join in and make a difference<br />

According to Sari Crnobreg, the development group has a<br />

large number of new goals, and they are in constant need<br />

of more eager participants as the members of the development<br />

group fluctuate among work tasks and potential<br />

changes.<br />

– For instance, we would really like to have participants<br />

from South Asia. It is important to have a comprehensive<br />

representation from different continents.<br />

Crnobreg reminds us that the multicultural work group<br />

encourages all <strong>SOL</strong> employees to take initiative.<br />

– There are never too many ideas, and there are no<br />

limits to what we can achieve through cooperation.<br />

Team Leader of multicultural development<br />

Sari Crnobreg (middle) and service providers<br />

Makhan Khatrin (left) and Shahana Aktherin.<br />

www.sol.fi | <strong>Responsibility</strong> <strong>2017</strong><br />


Hooray! Your file is uploaded and ready to be published.

Saved successfully!

Ooh no, something went wrong!