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www.<strong>sol</strong>.fi<br />

Responsibility report <strong>2018</strong><br />

Everyday acts

4 Responsibility – everyday acts<br />

10 Description of the organisation<br />

14 Managem<strong>en</strong>t at SOL<br />

22 Financial <strong>responsibility</strong><br />

24 Responsibilities to stakeholders<br />

28 Environm<strong>en</strong>tal <strong>responsibility</strong><br />

38 Social <strong>responsibility</strong><br />

2 Responsibility <strong>2018</strong> | www.<strong>sol</strong>.fi www.<strong>sol</strong>.fi | Responsibility <strong>2018</strong> 3

International<br />

service locally<br />

1Responsibility<br />

– everyday acts<br />

This SOL Responsibility Guide is the eighth in this<br />

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

English every spring on the company’s website.<br />

We want to constantly develop our operations<br />

and make our services more sustainable<br />

and responsible, taking into consideration the<br />

needs of our customers and stakeholders. The guide contains<br />

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

the actions implem<strong>en</strong>ted, and future goals.<br />

At SOL, responsible business operations mean<br />

spontaneous <strong>responsibility</strong> that supports the company’s<br />

business and that are determined by the company’s values<br />

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

Many practical issues related to <strong>responsibility</strong> are<br />

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

occupational safety, good managerial work, improvem<strong>en</strong>ts<br />

in working methods, <strong>en</strong>vironm<strong>en</strong>tal issues, work ethics, a<br />

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

customers, correct salary paym<strong>en</strong>ts, the developm<strong>en</strong>t of<br />

compet<strong>en</strong>ce and many other minor aspects.<br />

Our goal is to be an excell<strong>en</strong>t corporate citiz<strong>en</strong>,<br />

focusing in particular on the continuity of operations,<br />

supply chain <strong>responsibility</strong>, our customers’ superior service<br />

experi<strong>en</strong>ce, responsible <strong>en</strong>vironm<strong>en</strong>tal managem<strong>en</strong>t,<br />

well-being at work, and continuous improvem<strong>en</strong>t and<br />

developm<strong>en</strong>t. Responsible operations are ess<strong>en</strong>tial and<br />

global. Ethical and responsible choices dictate more and<br />

more our procurem<strong>en</strong>t decisions and consumption.<br />

The figures reported below are those of the SOL<br />

Group, unless otherwise stated in the text. The segm<strong>en</strong>ts<br />

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

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

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

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

services of SOL H<strong>en</strong>kilöstöpalvelut Oy.<br />

Turnover<br />

312<br />

MEUR<br />

€€€€€<br />

Number of personnel<br />

14 000<br />

Customer satisfaction<br />

visits<br />

38 000<br />

4 Responsibility <strong>2018</strong> | www.<strong>sol</strong>.fi www.<strong>sol</strong>.fi | Responsibility <strong>2018</strong> 5

1.1 Description of<br />

operational <strong>en</strong>vironm<strong>en</strong>t<br />

in Finland<br />

The Finnish economy considerably recovered last year<br />

with simultaneous increase in export, investm<strong>en</strong>ts and<br />

consumption. However, the estimates for the developm<strong>en</strong>t<br />

of the Facilities Services Sector in early <strong>2018</strong> are<br />

more conservative than before in the Business T<strong>en</strong>d<strong>en</strong>cy<br />

Survey of the Confederation of Finnish Industries. The<br />

sector has boasted an excell<strong>en</strong>t growth tr<strong>en</strong>d for years, but<br />

the workforce availability issues may put an <strong>en</strong>d to such<br />

developm<strong>en</strong>t.<br />

According to the survey, the growth of property service<br />

sales and personnel number slowed down in September<br />

2017. The curve of the sector’s business outlook w<strong>en</strong>t<br />

back and forth in 2017. The curr<strong>en</strong>t situation is average.<br />

In terms of turnover, the other services have surpassed<br />

the property services, but the growth of the sector has<br />

continued. It is still faster than the average economic level.<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 maint<strong>en</strong>ance and technical services is approximately<br />

40%. The sector has a large pot<strong>en</strong>tial market and<br />

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

the coming years.<br />

In laundry services, increase in net sales has be<strong>en</strong> slow<br />

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

is in a period of growth, and SOL H<strong>en</strong>kilöstöpalvelut has<br />

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

averages.<br />

1.2 SOL Future<br />

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

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

up until the year 2025. SOL will be a strong cont<strong>en</strong>der in<br />

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 repres<strong>en</strong>t<br />

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

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

the number of personnel in Finland is expected to grow<br />

to some 20,000 people and to increase significantly also in<br />

the foreign subsidiaries.<br />

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

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

30% at pres<strong>en</strong>t. Employees are increasingly expected<br />

to have multi-expertise where differ<strong>en</strong>t work tasks are<br />

combined. In addition to property maint<strong>en</strong>ance, key jobs<br />

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

The skills and developm<strong>en</strong>t of the personnel are <strong>en</strong>sured<br />

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

takes into account the employm<strong>en</strong>t needs of differ<strong>en</strong>t<br />

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

of differ<strong>en</strong>t groups with work tasks suited to those life<br />

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

methods and procedures will continue.<br />

Situation in property services<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 />

222,6<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 />

Curr<strong>en</strong>t situation<br />

Business outlook<br />

At the sources of SOLar<br />

SOL<br />

Values<br />

• Sunny and satisfied customers<br />

• The joy of working<br />

• Everyday creativity<br />

• Enterprising spirit<br />

• Reliability<br />

SOL<br />

Success factors<br />

• Skilled and participating personnel<br />

• Sunny customers<br />

• Profitable growth<br />

• Profitability and competitive str<strong>en</strong>gth<br />

• Productivity<br />

• Effici<strong>en</strong>cy and safety<br />

SOL<br />

Mission<br />

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

SOL<br />

Tulevaisuud<strong>en</strong><br />

Visionmarkkinoilla SOL<br />

on vahva toimija.<br />

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

• for our customers and provide positive<br />

6 Responsibility <strong>2018</strong> | www.<strong>sol</strong>.fi www.<strong>sol</strong>.fi | Responsibility <strong>2018</strong> 7

1.3 Risk managem<strong>en</strong>t<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 influ<strong>en</strong>ce and likelihood of risks<br />

and the level of risk managem<strong>en</strong>t. Wh<strong>en</strong> evaluating the<br />

influ<strong>en</strong>ce of risks, the effects on the well-being of people,<br />

the <strong>en</strong>vironm<strong>en</strong>t, and the reputation of SOL are tak<strong>en</strong><br />

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

Property<br />

price risk<br />

Curr<strong>en</strong>cy risk<br />

Interest rate risk<br />

Climate change<br />

Groundwater<br />

contamination<br />

Commodity<br />

price risks<br />

Share price risk<br />

Recruitm<strong>en</strong>t risk<br />

Environm<strong>en</strong>tal<br />

risks<br />

Misconduct risk<br />

Market risks<br />

Financing and<br />

liquidity risks<br />

Personnel risks<br />

Personal<br />

injury risks<br />

Key personnel risk Occupational<br />

accid<strong>en</strong>ts<br />

Work-related<br />

illnesses<br />

Credit risk<br />

Settlem<strong>en</strong>t risk Counterparty risk<br />

Decline in<br />

Financing risk<br />

creditworthiness<br />

Collapse of market<br />

liquidity<br />

Cash managem<strong>en</strong>t risk<br />

Credit risks<br />

Financial<br />

risks<br />

Liability risks<br />

1.4 Responsibility for service<br />

provision and services<br />

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

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

quality standards, such as hygi<strong>en</strong>e requirem<strong>en</strong>ts. SOL<br />

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

and expects from all its service providers commitm<strong>en</strong>t to<br />

the requirem<strong>en</strong>ts set for security, the <strong>en</strong>vironm<strong>en</strong>t and<br />

employm<strong>en</strong>t relationships.<br />

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

and the <strong>en</strong>d-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 prev<strong>en</strong>t grey economy.<br />

Enterprise risk<br />

Risk of<br />

physical<br />

damage<br />

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

risk evaluations.<br />

There are appointed persons in charge of risk managem<strong>en</strong>t<br />

at SOL, 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 managem<strong>en</strong>t procedures are directed at the most<br />

significant risks in terms of influ<strong>en</strong>ce with cost-effici<strong>en</strong>t and<br />

purposeful procedures.<br />

The managem<strong>en</strong>t at SOL regularly monitors the success<br />

of risk managem<strong>en</strong>t and reports on the risks and the<br />

developm<strong>en</strong>t of risk managem<strong>en</strong>t procedures. The suffici<strong>en</strong>cy<br />

and influ<strong>en</strong>ce of procedures is evaluated as a part<br />

of business monitoring. Corrective action will be tak<strong>en</strong> as<br />

necessary.<br />

Managem<strong>en</strong>t<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 />

Planning risk<br />

Change in strategy<br />

Investm<strong>en</strong>t risk<br />

Change risk<br />

Personnel<br />

managem<strong>en</strong>t risks<br />

Ownership policy<br />

risks<br />

Operating<br />

<strong>en</strong>vironm<strong>en</strong>t 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 managem<strong>en</strong>t risks<br />

Quality risks<br />

Risk managem<strong>en</strong>t<br />

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

designed and developed by SOL. Developm<strong>en</strong>t work is<br />

carried out in collaboration with all the suppliers to <strong>en</strong>sure<br />

accurate provision of the services. Developm<strong>en</strong>t relies on<br />

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

which are factors needed for excell<strong>en</strong>t customer satisfaction.<br />

In SOL H<strong>en</strong>kilöstöpalvelut Oy, the customer, as<br />

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

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

ori<strong>en</strong>tation for service experts so that they are able to act<br />

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

regulations.<br />

SOL Group is now<br />

under fourth-g<strong>en</strong>eration<br />

leadership in Peppi<br />

Kaira and Juha-Pekka<br />

Joron<strong>en</strong>.<br />

1.5 Managing Director’s review<br />

Our strategy is based on sunny and satisfied customers, professionally<br />

compet<strong>en</strong>t and <strong>en</strong>gaged personnel with a high level of<br />

well-being as well as productivity and profitable growth. Continuous<br />

developm<strong>en</strong>t plays a c<strong>en</strong>tral role in our strategy. Last year<br />

was the 25th anniversary of our family business. The lessons in<br />

leadership and our image of humankind, implem<strong>en</strong>ted in our year<br />

of establishm<strong>en</strong>t, still act as the cornerstones of our success. We<br />

celebrated the anniversary with our customers and personnel at the<br />

<strong>en</strong>d of October in SOL City.<br />

In terms of business, SOL achieved its growth targets quite<br />

well for the most part in 2017.<br />

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

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

a total of 37,944 face-to-face customer satisfaction surveys and<br />

the feedback was excell<strong>en</strong>t with the laughter and smiles combined.<br />

The scores were 98.8% for SOL Palvelut, 98.9% for SOL<br />

H<strong>en</strong>kilöstöpalvelut and 99.9% for Sol Pesulapalvelut (on a scale of<br />

0–100%).<br />

We invest in the developm<strong>en</strong>t of our personnel and our<br />

newly initiated training reforms have progressed according to<br />

our expectations. The training strategy was r<strong>en</strong>ewed in 2017 with<br />

related operational changes, the most significant of which were<br />

the r<strong>en</strong>ewal of the online induction training for service providers<br />

and the separate online induction training for the service experts<br />

of personnel services. In addition, business sector-specific learning<br />

packages have be<strong>en</strong> developed for various services. This work<br />

will continue in <strong>2018</strong>. The training index of service providers was<br />

also r<strong>en</strong>ewed in 2016 and the completion requirem<strong>en</strong>ts of training<br />

were specified with the primary emphasis for the future placed<br />

on customer-specific requirem<strong>en</strong>ts. Last year, an ext<strong>en</strong>sive digital<br />

shift planning project was also started. Its pilot was launched in the<br />

security services towards the <strong>en</strong>d of the year. The system will be<br />

adopted for the compreh<strong>en</strong>sive use of SOL Palvelut in the spring<br />

of <strong>2018</strong>.<br />

The Solar System Ori<strong>en</strong>tation Handbook, designed for all SOL<br />

service providers and experts, was updated in the autumn of 2017.<br />

The SOL IN training programme for new employee was r<strong>en</strong>ewed<br />

at the <strong>en</strong>d of the year. We organised a total of 24,000 training days<br />

last year.<br />

Induction training and its promotion remain a key focal point<br />

in developing the skills of SOL personnel. We will continue to<br />

invest in tutor activities, a key induction function. We have also<br />

added more training on ergonomics and drawn up a new Ergonomy<br />

Handbook.<br />

In addition, we expanded the well-being m<strong>en</strong>tor activity, piloted<br />

in 2016, to cover all the districts of SOL Palvelut.<br />

Our investm<strong>en</strong>ts in the SOL Life wellbeing at work programme<br />

have produced good results: sickness and accid<strong>en</strong>t-related abs<strong>en</strong>ces<br />

have begun to decline, disability p<strong>en</strong>sion exp<strong>en</strong>ses have be<strong>en</strong><br />

reduced and the Joy Barometer employee satisfaction indicator is<br />

at a good level.<br />

We have also developed our own SOL Life well-being game.<br />

The purpose of the game is to raise awar<strong>en</strong>ess of the significance<br />

of well-being and share good practices. We have also<br />

be<strong>en</strong> involved in the developm<strong>en</strong>t of the Productive Leadership<br />

Simulation, which utilises artificial intellig<strong>en</strong>ce and aims to improve<br />

well-being at work and the productivity of the personnel.<br />

We were successful in the “Healthy Workplaces for All Ages”<br />

contest, organised by the European Ag<strong>en</strong>cy for Safety & Health<br />

at Work, with our project “Everyone has the right to well-being at<br />

work” for which we were giv<strong>en</strong> an honourable m<strong>en</strong>tion. Inspired by<br />

this, we organised a SOL Life well-being theme day in September<br />

2017 at every SOL Studio.<br />

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

delighted in 2017 by the rapid growth of SOL H<strong>en</strong>kilöstöpalvelut,<br />

which saw it become one of the largest companies in its industry<br />

operating nationwide in Finland. Net sales exceeded MEUR 52.1<br />

and the year-on-year growth was more than 26 per c<strong>en</strong>t. The turnover<br />

of personnel services has doubled over the course of two years.<br />

The industry is in a period of growth, but SOL H<strong>en</strong>kilöstöpalvelut<br />

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

We are also growing at an annual rate of approximately 10 per<br />

c<strong>en</strong>t in our international operations. Our Swedish unit is making<br />

good progress and our Estonian operations have be<strong>en</strong> successful<br />

right from the start. We have also achieved rapid growth in Russia,<br />

especially in Moscow. The Russian economy is not yet showing<br />

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

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

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

as a joint v<strong>en</strong>ture with Posti, started its operations on 3 May<br />

2017. Flexo is a national, rapidly developing in-house logistics<br />

service company that employed 1,000 people by the <strong>en</strong>d of 2017.<br />

SOL Group’s net sales amounted to MEUR 311.8 in 2017. In<br />

2017, the operating profit totalled MEUR 13.6, repres<strong>en</strong>ting 4.4%<br />

of net sales. SOL’s investm<strong>en</strong>ts amounted to EUR 7 million in 2017.<br />

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

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

insurance cover. There are no significant risks related to business or<br />

financing on the horizon, but the Russian subsidiaries’ euro-d<strong>en</strong>ominated<br />

rev<strong>en</strong>ues and profitability may contain some risks caused by<br />

curr<strong>en</strong>cy fluctuations. We are confid<strong>en</strong>t that SOL, a strong player<br />

and tr<strong>en</strong>d-setter as well as a pioneering service provider and developer,<br />

will continue to prosper. Our assets are our flexible and agile<br />

operations, special care for our customers, personnel and partners,<br />

and our way of working in line with set plans.<br />

The year <strong>2018</strong> has got off to a good start in all sectors.<br />

Juhapekka Joron<strong>en</strong><br />

8 Responsibility <strong>2018</strong> | www.<strong>sol</strong>.fi<br />

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


2Description<br />

of the organisation<br />

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

SOL’s managem<strong>en</strong>t is guided by values emphasising<br />

economic, social and <strong>en</strong>vironm<strong>en</strong>tal<br />

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

par<strong>en</strong>t company SOLEMO Oy and its three<br />

wholly owned subsidiaries in Finland and five<br />

international subsidiaries.<br />

We offer cleaning and facility services in St. Petersburg<br />

and Moscow in Russia and in Estonia, Latvia, Lithuania and<br />

Swed<strong>en</strong>. Retail laundry services are offered in Moscow, St.<br />

Petersburg and Estonia as part of a cleaning and facility<br />

managem<strong>en</strong>t company.<br />

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

Finland in 2001. Last year, Finland had 61 serving laundry<br />

shops. New laundry shops were established in Easton<br />

shopping c<strong>en</strong>tre and Järv<strong>en</strong>pää. International laundry<br />

operations were launched in Estonia in 2008, St. Petersburg<br />

in 2010 and Moscow in 2011. In 2009, we began to<br />

offer temporary staffing and recruitm<strong>en</strong>t services to our<br />

customers in Finland. In Russia, we were in the temporary<br />

staffing business from 2013 to 2015.<br />

2.1 The SOL companies<br />

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

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

and security services. SOL H<strong>en</strong>kilöstöpalvelut focuses on<br />

temporary staffing and direct recruitm<strong>en</strong>t services. SOL<br />

Pesulapalvelut Oy provides laundry services to private<br />

individuals, businesses and public sector <strong>en</strong>tities.<br />

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

• OOO SOL<br />

• OOO SOL SP<br />

• OOO SOL DC<br />

• SOL Baltics OÜ<br />

• Solr<strong>en</strong>eriet AB<br />

• R<strong>en</strong>eriet Estonia OÜ<br />

2.2 SOL is a Solar<br />

System – outstanding<br />

partnership and quality<br />

SOL is a Solar System consisting of the Solar C<strong>en</strong>tre,<br />

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

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

want each of the services to repres<strong>en</strong>t the ab<strong>sol</strong>ute top in<br />

its field and provide our customers with positive experi<strong>en</strong>ces.<br />

We act responsibly, respecting the <strong>en</strong>vironm<strong>en</strong>t<br />

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

and cost-effici<strong>en</strong>t. We want to be a superior partner in all<br />

of our services and service <strong>sol</strong>ution packages..<br />

In addition to SOL’s Managem<strong>en</strong>t Team and task-specific<br />

developm<strong>en</strong>t groups, the <strong>en</strong>tire personnel works for<br />

and towards SOL <strong>responsibility</strong>. 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 developm<strong>en</strong>t 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 SOL Operating System. The Group’s developm<strong>en</strong>t<br />

activities focus on establishing and developing service<br />

concepts and processes.<br />

Procurem<strong>en</strong>t and logistics are also under developm<strong>en</strong>t.<br />

2.3 Reporting<br />

250<br />

200<br />

150<br />

100<br />

50<br />

14<br />

13<br />

12<br />

11<br />

10<br />

9<br />

8<br />

7<br />

6<br />

5<br />

4<br />

3<br />

2<br />

1<br />

0<br />

0<br />

Net sales (MEUR)<br />

Figure 1. Net sales 2013–2017, Finland and other countries<br />

217,5 221,5 222,6<br />

2013<br />

7,6<br />

2013<br />

44,6 48,1 51,4 54,2<br />

2014<br />

2015<br />

230,8<br />

2016<br />

Operating profit (MEUR)<br />

Figure 2. Operating profit 2013–2017<br />

2,5<br />

2014<br />

4,7<br />

2015<br />

2016<br />

244,9<br />

2017<br />

2017<br />

66,9<br />

Net sales of SOL H<strong>en</strong>kilöstöpalvelut, 2012–2017 (MEUR)<br />

60<br />

50<br />

40<br />

30<br />

20<br />

10<br />

0<br />

18,3<br />

2013<br />

20,1<br />

2014<br />

26,0<br />

2015<br />

5,2<br />

41,6<br />

2016<br />

13,6<br />

52,1<br />

2017<br />

Finland<br />

Other countries<br />

10 Responsibility <strong>2018</strong> | www.<strong>sol</strong>.fi www.<strong>sol</strong>.fi | Responsibility <strong>2018</strong> 11

Gross investm<strong>en</strong>ts (MEUR)<br />

Figure 3. Gross investm<strong>en</strong>ts 2013–2017<br />

10<br />

9<br />

8<br />

7<br />

6<br />

5<br />

4<br />

3<br />

2<br />

1<br />

0<br />

9,0 8,8<br />

2013<br />

2014<br />

7,0 6,9 7,0<br />

2015 2016 2017<br />

Number of personnel 2013–2017<br />

10000<br />

9000<br />

8000<br />

8144 8200<br />

8692<br />

9050 9050<br />

9530<br />

Finland<br />

Other countries<br />

7000<br />

6000<br />

5000<br />

4000<br />

3000<br />

3101 3282 3339<br />

3606 3747<br />

4155<br />

2000<br />

1000<br />

0<br />

2012<br />

2013<br />

2014<br />

2015<br />

2016<br />

2017<br />

Yellow and red work clothes<br />

symbolise the SOL values<br />

SOL Philosophy<br />

2.4 Mission, vision<br />

and strategy<br />

Our mission is to str<strong>en</strong>gth<strong>en</strong> our customers’ corporate image<br />

with the services we provide. 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, reliability,<br />

<strong>en</strong>terprising spirit, everyday creativity and the joy of<br />

working.<br />

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

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

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

occupational safety.<br />

We at SOL 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 differ<strong>en</strong>t, creative, thinking, acting and<br />

feeling human being.<br />

We want to <strong>en</strong>courage and give feedback in order to<br />

develop in our work. Success and praise, in particular, are<br />

important to us and ess<strong>en</strong>tial for 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<br />

our 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 <strong>en</strong>d result is a profitable,<br />

financially-sound and excell<strong>en</strong>tly-managed SOL with sunny<br />

and satisfied customers and personnel.<br />

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

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

are cheerfulness, yellow sunniness,<br />

– <strong>en</strong>thusiastic service, skilled professional personnel,<br />

flexibility and ease.<br />

SOL’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 differ<strong>en</strong>t<br />

• People take initiative and are creative<br />

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

beings<br />

SOL freedom<br />

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

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

matters<br />

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

earned<br />

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

12 Responsibility <strong>2018</strong> | www.<strong>sol</strong>.fi www.<strong>sol</strong>.fi | Responsibility <strong>2018</strong> 13

3Managem<strong>en</strong>t<br />

at SOL<br />

SOL’s managem<strong>en</strong>t culture is established to allow<br />

trustworthy interaction and an atmosphere that<br />

<strong>en</strong>courages everyday creativity and to promote people’s<br />

respect and <strong>responsibility</strong> towards each other.<br />

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

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

functional work community are some of the<br />

ess<strong>en</strong>tial mindsets.<br />

The par<strong>en</strong>t company’s Board of Directors<br />

comprises Juhapekka Joron<strong>en</strong>, Chairman, and<br />

ordinary<br />

members Peppi Kaira and Anja Eron<strong>en</strong> for the duration<br />

of the accounting period and Oona Kaira as of 10 February<br />

2017. Juhapekka Joron<strong>en</strong> is the Managing Director<br />

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

of SOL Pesulapalvelut Oy. Niilo Kemppe is the Managing<br />

Director of SOL H<strong>en</strong>kilöstöpalvelut Oy, and Peppi Kaira is<br />

the Managing Director of SOLEMO Oy. Anja Eron<strong>en</strong> was<br />

the Managing Director of SOLEMO Oy and SOL Palvelut<br />

Oy until 31 August 2011 and has be<strong>en</strong> Chairman of the<br />

Board of SOL Palvelut Oy as of 1 September 2011.<br />

SOL’s Managem<strong>en</strong>t Team comprises Anja Eron<strong>en</strong>,<br />

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

Timo Sairan<strong>en</strong>, Director, HR and Legal Issues and<br />

Riitta Sirviö, Director, Developm<strong>en</strong>t Group. The Managem<strong>en</strong>t<br />

Team also includes repres<strong>en</strong>tatives of s<strong>en</strong>ior salaried<br />

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

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

Public Accountants, with Toni Aalton<strong>en</strong> as the lead auditor.<br />

The managem<strong>en</strong>t organisation is as lean as possible<br />

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

Developm<strong>en</strong>t Group of each service sector is responsible<br />

for monitoring operational managem<strong>en</strong>t and for developm<strong>en</strong>t<br />

and improvem<strong>en</strong>t projects. All meeting practices are<br />

pres<strong>en</strong>ted in the SOL Operating System. They are defined<br />

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

it.<br />

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

9000:2015 quality standard, the ISO 14001 <strong>en</strong>vironm<strong>en</strong>tal<br />

managem<strong>en</strong>t standard, the OHSAS 18001 safety specification<br />

and the ISO 31000 risk managem<strong>en</strong>t standard. Each<br />

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

Group’s core system.<br />

Our customers audit our operating system, which<br />

serves as a foundation for developing operations. SOL’s<br />

Estonian and Latvian companies have quality certificates.<br />

The well-being programme is integrated into the SOL<br />

Life programme. Docum<strong>en</strong>tation is saved c<strong>en</strong>trally in the<br />

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

managem<strong>en</strong>t system. The system utilises SOL’s in-house<br />

customer information system (Sirkkeli).<br />

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

Process Managem<strong>en</strong>t 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, <strong>en</strong>vironm<strong>en</strong>tal<br />

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

safety instructions, as well as early interv<strong>en</strong>tion and prev<strong>en</strong>tive<br />

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

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

<strong>responsibility</strong>, 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 docum<strong>en</strong>ted in<br />

the SOL Operating System.<br />

The managem<strong>en</strong>t<br />

organisation is as<br />

lean as possible in<br />

order to be close to<br />

the customer and<br />

personnel.<br />

Managem<strong>en</strong>t principles, illustrating lean organisation and internal services.<br />

Leveraging shared<br />

resources<br />

Continuous improvem<strong>en</strong>t<br />

Lean c<strong>en</strong>tral managem<strong>en</strong>t.<br />

Clear outcomes,<br />

indicators and<br />

monitoring<br />

Individuals deliver<br />

results in cooperation<br />

with each other<br />

Selected group<br />

services<br />

Increasing flexibility<br />

Dec<strong>en</strong>tralised<br />

organisation,<br />

accountability as lean<br />

as possible<br />

14 Responsibility <strong>2018</strong> | www.<strong>sol</strong>.fi www.<strong>sol</strong>.fi | Responsibility <strong>2018</strong> 15

3.1 SOL’s ethical rules –<br />

good business principles<br />

3.1.1. Introduction<br />

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

economic, social and <strong>en</strong>vironm<strong>en</strong>tal <strong>responsibility</strong>. Each<br />

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

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

everyday creativity, <strong>en</strong>terprising spirit and reliability.<br />

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

job well and succeed in their work. We <strong>en</strong>courage indep<strong>en</strong>d<strong>en</strong>ce<br />

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

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

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

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

authorities, 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 SOL Responsibility Report.<br />

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

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

the rules.<br />

3.1.2 Ethical rules and legislation<br />

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

curr<strong>en</strong>t, g<strong>en</strong>erally accepted business practices. As a member<br />

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

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

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

information on the legislative regulations concerning<br />

their work. Supervisors must <strong>en</strong>sure the employees<br />

receive adequate ori<strong>en</strong>tation to these rules. If in doubt,<br />

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

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

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

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

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

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

managem<strong>en</strong>t.<br />

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

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

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

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

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

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

bribes or unlawful paym<strong>en</strong>ts to customers, managers, national<br />

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

business, or for any other equival<strong>en</strong>t reason.<br />

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

parties, organisations or individual politicians.<br />

SOL employees may not accept personal b<strong>en</strong>efits<br />

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

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

b<strong>en</strong>efits 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 giv<strong>en</strong> or received<br />

op<strong>en</strong>ly 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 b<strong>en</strong>efit to a partner, employees<br />

must <strong>en</strong>sure that they are aware of the rules and ethical<br />

guidelines observed by the recipi<strong>en</strong>t to prev<strong>en</strong>t bribery.<br />

We will operate<br />

responsibly by providing<br />

fair temporary work.<br />

3.1.4. Responsible personnel services<br />

The SOL Group’s personnel services arm, SOL H<strong>en</strong>kilöstöpalvelut,<br />

is an authorised member of the Private<br />

Employm<strong>en</strong>t Ag<strong>en</strong>cies’ Association (HPL) and a member<br />

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

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

and to responsible operations by offering fair temporary<br />

work.<br />

We apply the ethical guidelines published by<br />

the Real Estate Employers and work to raise<br />

the profile of the property service sector.<br />

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

with the promises and commitm<strong>en</strong>ts giv<strong>en</strong> to<br />

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<br />

with regard to confid<strong>en</strong>tial information and we will not<br />

misuse 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 developm<strong>en</strong>t<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 <strong>en</strong>terprises 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<br />

Contractor’s Obligations and Liability wh<strong>en</strong> Work is<br />

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

• We are committed to promoting <strong>en</strong>vironm<strong>en</strong>tal values<br />

and awar<strong>en</strong>ess.<br />

• We will <strong>en</strong>courage equality at work and acceptance of<br />

individuality and diversity within the work community.<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_asiakirjat/02_h<strong>en</strong>kilostohallinnon_asiakirjat/03_<br />

ohjeet/20100825Vieraa/Vieraanvaraisuudesta eduista.pdf)<br />

Examples of acceptable hospitality include att<strong>en</strong>dance<br />

at occasions such as birthday and retirem<strong>en</strong>t<br />

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

gifts in keeping with conv<strong>en</strong>tion are acceptable. Also<br />

acceptable are parties and cultural ev<strong>en</strong>ts in the context of<br />

meetings and training courses.<br />

Gifts or b<strong>en</strong>efits exceeding a value of EUR 100 offered<br />

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

Business Director or Managing Director.<br />

B<strong>en</strong>efits must not be accepted if:<br />

• The value of the b<strong>en</strong>efit exceeds conv<strong>en</strong>tional business<br />

practices<br />

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

• The b<strong>en</strong>efit may impair or be se<strong>en</strong> to impair the other<br />

party’s indep<strong>en</strong>d<strong>en</strong>ce or impartiality<br />

• The b<strong>en</strong>efit is likely to arouse suspicions regarding the<br />

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

outcomes of business<br />

• The b<strong>en</strong>efit could g<strong>en</strong>erate negative publicity for SOL<br />

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

related to ev<strong>en</strong>ts and travels organised by external parties.<br />

In the ev<strong>en</strong>t of confusion regarding the appropriat<strong>en</strong>ess/legality<br />

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

declined.<br />

3.1.5 Fair temporary work<br />

The authorisation of personnel services companies <strong>en</strong>sures<br />

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

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

highlight their commitm<strong>en</strong>t to legal, ethical procedures.<br />

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

to be able to id<strong>en</strong>tify 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 Employm<strong>en</strong>t Ag<strong>en</strong>cies’ Association has<br />

prepared g<strong>en</strong>eral terms and conditions for temporary<br />

staffing and recruitm<strong>en</strong>t to clarify the distribution of<br />

responsibilities and rules betwe<strong>en</strong> the contractual parties.<br />

The terms and conditions also take into account the right<br />

of employees and job applicants. The g<strong>en</strong>eral terms and<br />

conditions are int<strong>en</strong>ded to serve as an app<strong>en</strong>dix to the<br />

contract betwe<strong>en</strong> a personnel services company and its<br />

customer. The contractual terms and conditions specify<br />

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

parties, the validity and termination of the contract,<br />

the making of reclamations, and indemnities. The parties<br />

may deviate from the terms and conditions by a separate,<br />

writt<strong>en</strong> customer agreem<strong>en</strong>t.<br />

16 Responsibility <strong>2018</strong> | www.<strong>sol</strong>.fi www.<strong>sol</strong>.fi | Responsibility <strong>2018</strong> 17

3.2 Stakeholders<br />

SOL’s social <strong>responsibility</strong> 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 />

dilig<strong>en</strong>tly take care of our taxes and paym<strong>en</strong>ts, which are<br />

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

infrastructure.<br />

3.2.1 Personnel<br />

We curr<strong>en</strong>tly employ nearly 14,000 people, to whom we<br />

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

to agreem<strong>en</strong>ts 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 />

SOL aims for a fair personnel policy, which <strong>en</strong>ables<br />

the company to safeguard employm<strong>en</strong>t and guarantee<br />

high job satisfaction. Investm<strong>en</strong>t in the continuous developm<strong>en</strong>t<br />

of employees’ skills provides maximum b<strong>en</strong>efits<br />

for customers, employees and SOL.<br />

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

are <strong>en</strong>couraged and trained to participate in the<br />

planning and developm<strong>en</strong>t of their own tasks in everyday<br />

work, as well as in long-term planning and developm<strong>en</strong>t.<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 g<strong>en</strong>eral practitioner-level<br />

healthcare after six months of employm<strong>en</strong>t, and<br />

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

High priority is systematically giv<strong>en</strong> to occupational<br />

safety, risk managem<strong>en</strong>t and pro-activ<strong>en</strong>ess throughout<br />

our operations. Rapid communications and interaction<br />

comm<strong>en</strong>surate with the situation have be<strong>en</strong> further<br />

str<strong>en</strong>gth<strong>en</strong>ed.<br />

Personnel compet<strong>en</strong>ce is improved by short-term and<br />

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

by appr<strong>en</strong>ticeship training. SOL offers active tutoring and<br />

m<strong>en</strong>toring 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-developm<strong>en</strong>t. A scorecard is used for monitoring<br />

and controlling the achievem<strong>en</strong>t of the goals. The Quality<br />

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

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

SOL 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 SOL have a key role<br />

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

The owners expect from the employees responsible<br />

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

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

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

and responsible ownership of family <strong>en</strong>terprises.<br />

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

loyal customer<br />

SOL’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. SOL has nearly 10,000<br />

registered customers and fulfilling contractual obligations<br />

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

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

Customer satisfaction<br />

Figure 5. Customer satisfaction 2013–2017<br />

100<br />

90<br />

80<br />

70<br />

60<br />

50<br />

40<br />

30<br />

20<br />

10<br />

0<br />

2013 2014 2015 2016 2017<br />

SOL Palvelut Oy<br />

2013 2014 2015 2016 2017<br />

SOL<br />

Pesulapalvelut Oy<br />

2013 2014 2015 2016 2017<br />

SOL<br />

H<strong>en</strong>kilöstöpalvelut Oy<br />

Laughter<br />

Smile<br />

18 Responsibility <strong>2018</strong> | www.<strong>sol</strong>.fi www.<strong>sol</strong>.fi | Responsibility <strong>2018</strong> 19

In line with our operating system, we aim to prev<strong>en</strong>t<br />

problematic situations and to rectify and continuously<br />

improve our services.<br />

Customer satisfaction and customer ret<strong>en</strong>tion 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 SOLE guidelines and on an<br />

annual plan.<br />

SOL’s customer satisfaction has be<strong>en</strong> at an excell<strong>en</strong>t<br />

level for many years.<br />

The <strong>en</strong>d-user of SOL’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 Partners are selected carefully<br />

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

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

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

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

on Social Responsibility. Our aim of cost effectiv<strong>en</strong>ess will<br />

also chall<strong>en</strong>ge SOL’s partners.<br />

3.2.5 Developer of the business sector<br />

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

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

wh<strong>en</strong> dye master C.A. Lindström founded a textile dye<br />

house and laundry on the hill where Finland’s Parliam<strong>en</strong>t<br />

House curr<strong>en</strong>tly stands.<br />

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

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

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

property business into a service sector.<br />

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

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

Employm<strong>en</strong>t Ag<strong>en</strong>cies Association. Juhapekka Joron<strong>en</strong>,<br />

the Managing Director of SOL 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. SOL aims for<br />

transpar<strong>en</strong>t interaction with the media and regularly<br />

reports 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 SOLISTI customer magazine,<br />

in addition to the website and social media. Our <strong>en</strong>tire<br />

website has be<strong>en</strong> translated into English. Our communications<br />

departm<strong>en</strong>t 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 />

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

actions and results. Our experts are <strong>en</strong>couraged to make<br />

public pres<strong>en</strong>tations and to share their knowledge outside<br />

the group.<br />

3.2.7 Increasing our global role<br />

Individual rights and shared <strong>responsibility</strong> 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 />

In 2017, we have supported the operations of Last<strong>en</strong>klinikoid<strong>en</strong><br />

Kummit ry. SOL is a participant in the Diversity<br />

Charter, organised by FiBS and TEM.<br />

In 2012, we signed the Diversity Charter Finland, according<br />

to which:<br />

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

and utilise individual skills and needs.<br />

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

We will provide information on our goals and accomplishm<strong>en</strong>ts.<br />

SOL has a multicultural developm<strong>en</strong>t group, which<br />

reports directly to the Managem<strong>en</strong>t Team. We employed<br />

2,063 foreign nationals in Finland in 2017.<br />

Since 2007, SOL has had a Young Staff Developm<strong>en</strong>t<br />

Group with participants repres<strong>en</strong>ting employees from<br />

differ<strong>en</strong>t sectors. The purpose of the group is to promote<br />

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

on issues.<br />

SOL is a partner of the Responsible Summer Job<br />

campaign.<br />

3.2.8 Working life committee and degree<br />

committee cooperation<br />

SOL is <strong>en</strong>gaged 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 />

The Manager of Training at SOL acts as the Chair of<br />

the new working life committee of Cleaning and Property<br />

Services appointed by the Board of Education and as the<br />

Chair of the degree committee.<br />

In 2017, SOL was involved in a work group to r<strong>en</strong>ew<br />

some of the qualifications in our sector. Now, the Facilities<br />

Services Sector has a new degree <strong>en</strong>tity for the Vocational<br />

Qualification and Further and Specialist Vocational Qualifications<br />

in Cleaning and Property Services that combine<br />

the previous sev<strong>en</strong> qualifications of our sector.<br />

In the spring, SOL joined the new Business Lead programme, established by Hank<strong>en</strong> & SSE Executive Education<br />

and funded by businesses. Its purpose is to effici<strong>en</strong>tly bring educated asylum seekers to working life. Hashim from<br />

Afghanistan participated in the employm<strong>en</strong>t programme for asylum seekers<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. Businesses should support the elimination of discrimination<br />

in respect of employm<strong>en</strong>t and occupation.<br />

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

to <strong>en</strong>vironm<strong>en</strong>tal chall<strong>en</strong>ges.<br />

8. Businesses should undertake initiatives to promote<br />

greater <strong>en</strong>vironm<strong>en</strong>tal <strong>responsibility</strong>.<br />

9. Businesses should <strong>en</strong>courage the developm<strong>en</strong>t and<br />

diffusion of <strong>en</strong>vironm<strong>en</strong>tally fri<strong>en</strong>dly technologies.<br />

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

forms, including extortion and bribery.<br />

In Finland,<br />

we employ more than<br />

2,000 foreign nationals<br />

20 Responsibility <strong>2018</strong> | www.<strong>sol</strong>.fi www.<strong>sol</strong>.fi | Responsibility <strong>2018</strong> 21

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

Financial<br />

<strong>responsibility</strong><br />

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

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

aims to acquire business operations and <strong>en</strong>terprises<br />

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

goal is for return on investm<strong>en</strong>t (ROI) to exceed 20%.<br />

320<br />

288<br />

256<br />

224<br />

192<br />

160<br />

128<br />

96<br />

64<br />

32<br />

0<br />

50<br />

40<br />

262,1<br />

2013<br />

41,4<br />

269,6 274,0<br />

285,0<br />

2014 2015 2016<br />

Equity ratio, %<br />

44,8<br />

42,9<br />

43,7<br />

311,8<br />

2017<br />

47,7<br />

25<br />

20<br />

15<br />

10<br />

5<br />

0<br />

40<br />

32<br />

13,8<br />

4,04<br />

2,9<br />

2<br />

2013 2014 2015 2016<br />

Return on investm<strong>en</strong>t, MEUR<br />

9,4<br />

2017<br />

27,8<br />

4rowth<br />

G<br />

will be financed from income. Our<br />

equity ratio of 47.7% <strong>en</strong>ables cost-effective<br />

liquidity fluctuations. Good liquidity safeguards<br />

SOL’s paym<strong>en</strong>t obligations to stakeholders<br />

and also builds in flexibility for any<br />

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

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

contributions and public paym<strong>en</strong>ts, the Group has<br />

be<strong>en</strong> able to finance investm<strong>en</strong>ts and other acquisitions<br />

from income in accordance with set plans. SOL wants to<br />

<strong>en</strong>sure that it meets all paym<strong>en</strong>t obligations according to<br />

the agreed paym<strong>en</strong>t terms without delay, and also expects<br />

the same punctuality from customers with regard to their<br />

paym<strong>en</strong>ts. Our liquidity is measured with the Quick ratio<br />

which in 2017 was 1.4, meeting our objective.<br />

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

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

managem<strong>en</strong>t, as well as the financial and HR administration<br />

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

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

operates in Seinäjoki and Kouvola.<br />

The turnover of SOL Group has ris<strong>en</strong> by 18.96% since<br />

2013, the growth of foreign subsidiaries has reached 50%,<br />

and that of Finnish subsidiaries 12.60%.<br />

In 2017, the net sales in Finland were distributed as<br />

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

services 73.5%, Personnel services 16.8% and laundry<br />

services 3.9%. In 2017, Finnish operations accounted for<br />

78.6% and foreign operations 21.5%.<br />

SOL’s gross investm<strong>en</strong>ts amounted to MEUR 7, while<br />

procurem<strong>en</strong>t of materials and services amounted to a<br />

steady MEUR 21.9 in 2017.<br />

20<br />

10<br />

0<br />

0<br />

-10<br />

-20<br />

-30<br />

-40<br />

-50<br />

-60<br />

-70<br />

-80<br />

2013<br />

-61,0<br />

2014<br />

-57,7<br />

2015 2016 2017<br />

Gearing, %<br />

-66,5 -69,0 -68,5<br />

16<br />

8<br />

0<br />

2013<br />

12,6 12,9<br />

7,2<br />

2014 2015 2016<br />

Quick Ratio<br />

2017<br />

30<br />

24<br />

20,5<br />

-90<br />

-100<br />

2013<br />

2014<br />

2015<br />

2016<br />

2017<br />

Purchases, MEUR<br />

We operate nationally,<br />

we serve locally.<br />

14<br />

12<br />

10<br />

8<br />

12,6 12,5 12,8<br />

11,8<br />

11,3<br />

11,6<br />

11,7<br />

10,7<br />

10,5<br />

11,4<br />

Services<br />

Material<br />

6<br />

4<br />

2<br />

0<br />

2013<br />

2014<br />

2015<br />

2016<br />

2017<br />

22 Responsibility <strong>2018</strong> | www.<strong>sol</strong>.fi www.<strong>sol</strong>.fi | Responsibility <strong>2018</strong> 23

Responsibilities to<br />

stakeholders<br />

SOL wants to offer everyday experi<strong>en</strong>ces that delight,<br />

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

experi<strong>en</strong>ces elevate the mind, <strong>en</strong>hance everyday life and<br />

the workday, and provide a s<strong>en</strong>se of cleanliness and security.<br />

55.1 Responsibilities to<br />

customers<br />

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

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

accordance with the customer’s expectations and prefer<strong>en</strong>ces.<br />

Our service <strong>sol</strong>ution model <strong>en</strong>ables SOL to provide<br />

multiple services from one source, making our <strong>sol</strong>utions<br />

the most advantageous economically.<br />

Productivity and effici<strong>en</strong>cy are important goals in developing<br />

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

have a personnel recruitm<strong>en</strong>t and substitute system in<br />

electronic format. The personnel’s ori<strong>en</strong>tation 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 att<strong>en</strong>tion<br />

is paid to proper managem<strong>en</strong>t of receivables, <strong>en</strong>suring<br />

equal treatm<strong>en</strong>t for all customers<br />

In Finland, we have <strong>en</strong>hanced the reporting system under<br />

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

and Liability wh<strong>en</strong> Work is Contracted Out. We use<br />

the www.tilaajavastuu.fi online service. These links <strong>en</strong>able<br />

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

5.2 Responsibilities<br />

to employees<br />

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

In 2017, personnel costs repres<strong>en</strong>ted 79.4% of net sales,<br />

while the figure in 2013 was 77.2%. Wages and salaries,<br />

excluding side exp<strong>en</strong>ses, amounted to MEUR 197.3 in<br />

2017. SOL bears <strong>responsibility</strong> for safeguarding employm<strong>en</strong>t<br />

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

mainly of people in perman<strong>en</strong>t employm<strong>en</strong>t 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 SOL H<strong>en</strong>kilöstöpalvelut 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 be<strong>en</strong> giv<strong>en</strong>, for<br />

instance, to the service district of the year, the v<strong>en</strong>dor<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 wood<strong>en</strong> flowers,<br />

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

SOL organises an annual Quality Award competition<br />

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

districts and sales personnel. Awards are also giv<strong>en</strong> for the<br />

<strong>en</strong>vironm<strong>en</strong>tal and well-being at work categories. Competition<br />

<strong>en</strong>tries 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 be<strong>en</strong> adapted to<br />

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

are customer ori<strong>en</strong>tation, employee well-being and<br />

financial results. The practice has be<strong>en</strong> established since<br />

1996.<br />

Winning service supervisor def<strong>en</strong>ds her<br />

<strong>en</strong>vironm<strong>en</strong>t like a lion Ev<strong>en</strong> though it was<br />

not her first victory, the quality award 2017<br />

came as a surprise for Tina Andersson. This was<br />

the third time Tina was awarded for <strong>en</strong>hanced<br />

performance. As the <strong>en</strong>vironm<strong>en</strong>tal coordinator<br />

of her district, Tina is also a passionate advocate<br />

for <strong>en</strong>vironm<strong>en</strong>t in her work.<br />

5.3 Responsibilities to<br />

authorities<br />

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

regulations in all countries and under all circumstances.<br />

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

existing regulations. As an employer, SOL takes care of its<br />

employees’ statutory contributions. The company also reports<br />

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

In 2017, SOL’s Finnish companies paid value-added tax,<br />

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

MEUR 72.1 (MEUR 63.9 in 2013). Compulsory social<br />

security and p<strong>en</strong>sion contributions amounted to a total of<br />

MEUR 37.4 in 2017 and MEUR 35.9 in 2014.<br />

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5.4 Responsibilities to<br />

suppliers and partners<br />

SOL purchases products, services and <strong>en</strong>ergy for its property,<br />

cleaning, facility maint<strong>en</strong>ance and laundry services, as<br />

well as for production subcontracting services that include<br />

delivery and laundry services, outdoor area property managem<strong>en</strong>t<br />

service and a variety of made-to-order cleaning<br />

services. Products and services necessary for running the<br />

administration and operations are also purchased.<br />

SOL’s G<strong>en</strong>eral Terms and Conditions apply to all suppliers,<br />

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

paym<strong>en</strong>t. All paym<strong>en</strong>ts made to suppliers are based on<br />

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

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

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

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

System.<br />

In 2017, all purchases by SOL’s Finnish companies were<br />

from within the EU area.<br />

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

in smaller towns. SOL is a primary cli<strong>en</strong>t for many<br />

<strong>en</strong>trepr<strong>en</strong>eurs and thus affects the economic well-being of<br />

subcontractors’ employees.<br />

5.5 Responsibilities to<br />

financial institutions<br />

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

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

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

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

All procurem<strong>en</strong>t is governed<br />

by writt<strong>en</strong> supplier<br />

contracts and pre-planned<br />

logistics <strong>sol</strong>utions.<br />

SOL does not use random<br />

procurem<strong>en</strong>t or randomly<br />

selected suppliers.<br />

Our procurem<strong>en</strong>t procedures<br />

include at least the following:<br />

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

legislation<br />

• corruption and bribery ban<br />

• respect for employees’ human rights<br />

• child labour ban<br />

• employee safety and health<br />

• <strong>en</strong>vironm<strong>en</strong>tal protection<br />

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

• CO2 emissions of the auto equipm<strong>en</strong>t max. 130 g/km<br />

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SOL Environm<strong>en</strong>tal<br />

Environm<strong>en</strong>tal<br />

<strong>responsibility</strong><br />

Impacting the Goals<br />

developm<strong>en</strong>t of<br />

customers’<br />

<strong>en</strong>vironm<strong>en</strong>tally<br />

Reducing paper<br />

and <strong>en</strong>ergy<br />

consumption<br />

Reducing the amount<br />

of waste sacks,<br />

plastic bags and<br />

plastic packaging<br />

We all have a dream of a better and cleaner <strong>en</strong>vironm<strong>en</strong>t,<br />

of a place where our childr<strong>en</strong> and grandchildr<strong>en</strong> can<br />

grow and live safely. Environm<strong>en</strong>tal 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 <strong>en</strong>vironm<strong>en</strong>t in the future.<br />

66.1 Environm<strong>en</strong>tal policy<br />

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

natural resources and reduce <strong>en</strong>vironm<strong>en</strong>tal impacts.<br />

We are aware of the <strong>en</strong>vironm<strong>en</strong>tal impact of our services<br />

and of our <strong>responsibility</strong> 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 <strong>en</strong>vironm<strong>en</strong>tal impacts. We purchase<br />

the most eco-fri<strong>en</strong>dly technology available at reasonable<br />

costs. We aim to use natural resources and <strong>en</strong>ergy 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 g<strong>en</strong>erated.<br />

We disseminate information about our operations<br />

transpar<strong>en</strong>tly, both to our external stakeholders and to<br />

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

customers towards an <strong>en</strong>vironm<strong>en</strong>tally fri<strong>en</strong>dly model of<br />

operations and support them in achieving their <strong>en</strong>vironm<strong>en</strong>tal<br />

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

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

<strong>en</strong>vironm<strong>en</strong>tal field.<br />

We train, advise and <strong>en</strong>courage SOL employees to<br />

work in a responsible manner and to address <strong>en</strong>vironm<strong>en</strong>tal<br />

issues more effici<strong>en</strong>tly both at work and in their leisure time.<br />

We develop indicators that can verify the <strong>en</strong>vironm<strong>en</strong>tal impact<br />

of our operations. The managem<strong>en</strong>t regularly monitors<br />

the status of the <strong>en</strong>vironm<strong>en</strong>tal issues.<br />

The business line managem<strong>en</strong>t reviews include an evaluation<br />

of the <strong>en</strong>vironm<strong>en</strong>tal managem<strong>en</strong>t, and necessary<br />

measures are tak<strong>en</strong> based on the results of the evaluation.<br />

6.2 Environm<strong>en</strong>tal goals<br />

SOL’s <strong>en</strong>vironm<strong>en</strong>tal goals and actions are defined by<br />

sector on the basis of the <strong>en</strong>vironm<strong>en</strong>tal objectives below.<br />

According to emission int<strong>en</strong>sity, property maint<strong>en</strong>ance<br />

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

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

<strong>en</strong>vironm<strong>en</strong>tal impacts both in our procurem<strong>en</strong>t<br />

and in our service provision.<br />

• Increasing the personnel’s <strong>en</strong>vironm<strong>en</strong>tal knowledge<br />

• Increasing the customers’ <strong>en</strong>vironm<strong>en</strong>tal awar<strong>en</strong>ess<br />

6.3 Environm<strong>en</strong>tal goals<br />

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

<strong>en</strong>vironm<strong>en</strong>tal goals are:<br />

• Using suppliers who operate in an <strong>en</strong>vironm<strong>en</strong>tally responsible<br />

manner and have quality and <strong>en</strong>vironm<strong>en</strong>tal<br />

managem<strong>en</strong>t certificates<br />

• All personnel are to observe <strong>en</strong>vironm<strong>en</strong>tal considerations<br />

in their work<br />

• Guiding customers towards eco-fri<strong>en</strong>dlier activities<br />

(e.g. circular economy, life cycle projects, saving <strong>en</strong>ergy,<br />

reducing the amount of waste).<br />

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

Reducing the overall<br />

consumption of<br />

chemicals and<br />

deterg<strong>en</strong>ts<br />

Environm<strong>en</strong>tally<br />

responsible suppliers<br />

Reducing emissions<br />

from vehicle and<br />

machine fuel<br />

consumption<br />

The personnel must<br />

consider both the<br />

customer’s and<br />

internal <strong>en</strong>vironm<strong>en</strong>tal<br />

aspects<br />

Emission int<strong>en</strong>sity<br />

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

Air traffic<br />

Water traffic<br />

Energy maint<strong>en</strong>ance<br />

Agriculture, fishing industry and game husbandry<br />

Oil refining and production of chemicals<br />

Water supply, sewerage and waste managem<strong>en</strong>t<br />

Metal refinem<strong>en</strong>t 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 maint<strong>en</strong>ance operations<br />

Operations serving traffic, mail<br />

Other services and administration<br />

0 2 000 4 000 6 000<br />

28 Responsibility <strong>2018</strong> | www.<strong>sol</strong>.fi www.<strong>sol</strong>.fi | Responsibility <strong>2018</strong> 29

6.4 Environm<strong>en</strong>tal aspects<br />

SOL’s <strong>en</strong>vironm<strong>en</strong>tal policy, goals and objectives are based<br />

on information about the <strong>en</strong>vironm<strong>en</strong>tal aspects and<br />

impacts of our operations and services. Id<strong>en</strong>tification and<br />

evaluation of the <strong>en</strong>vironm<strong>en</strong>tal aspects are pres<strong>en</strong>ted<br />

in the Environm<strong>en</strong>tal Managem<strong>en</strong>t system. A valuation<br />

method that is based on information gained from our own<br />

operations, on the company’s pot<strong>en</strong>tial leverage, and on<br />

information provided by external studies is used for id<strong>en</strong>tifying<br />

the importance of <strong>en</strong>vironm<strong>en</strong>tal aspects. Statutory<br />

requirem<strong>en</strong>ts, importance to the company’s image, <strong>en</strong>vironm<strong>en</strong>tal<br />

b<strong>en</strong>efits in relation to implem<strong>en</strong>tation costs, and the<br />

severity and scope of <strong>en</strong>vironm<strong>en</strong>tal impacts are tak<strong>en</strong> into<br />

account wh<strong>en</strong> assessing importance factors.<br />

The business sector-specific assessm<strong>en</strong>t procedure for<br />

<strong>en</strong>vironm<strong>en</strong>tal aspects and the criteria for valuation are docum<strong>en</strong>ted<br />

in the <strong>en</strong>vironm<strong>en</strong>tal information of our Operating<br />

System. The activities receiving the largest weighting using<br />

this method have be<strong>en</strong> selected for implem<strong>en</strong>tation.<br />

An business sector-specific implem<strong>en</strong>tation programme<br />

defining the operating instructions, timetables,<br />

measurem<strong>en</strong>t method and responsibilities for achieving<br />

the <strong>en</strong>vironm<strong>en</strong>tal goals and objectives has be<strong>en</strong> prepared.<br />

The implem<strong>en</strong>tation programmes are docum<strong>en</strong>ted in the<br />

<strong>en</strong>vironm<strong>en</strong>tal data of our Operating System.<br />

Customer-specific <strong>en</strong>vironm<strong>en</strong>tal goals will be prepared<br />

in conjunction with customer-specific action plans.<br />

The Environm<strong>en</strong>tal Team coordinates operations for all<br />

sectors.<br />

The task of the regional district’s <strong>en</strong>vironm<strong>en</strong>tal coordinators<br />

is to monitor the realisation of customer-specific<br />

<strong>en</strong>vironm<strong>en</strong>tal goals and id<strong>en</strong>tify new pot<strong>en</strong>tial viewpoints.<br />

The <strong>en</strong>vironm<strong>en</strong>tal coordinators will conduct customer-specific<br />

<strong>en</strong>vironm<strong>en</strong>tal reviews and give reports about them to<br />

the Environm<strong>en</strong>tal Team.<br />

Environm<strong>en</strong>tal aspects are evaluated wh<strong>en</strong> necessary<br />

and at least once every three years. The required changes<br />

in action plans and goals are implem<strong>en</strong>ted based on the<br />

information obtained from the evaluation and monitoring.<br />

Environm<strong>en</strong>tal reviews by sector and by location will<br />

be made according to the annual plan prepared by the<br />

Environm<strong>en</strong>tal Team.<br />

The achievem<strong>en</strong>t of the <strong>en</strong>vironm<strong>en</strong>tal goals specified<br />

in action plans is monitored in developm<strong>en</strong>t discussions.<br />

The districts will monitor the implem<strong>en</strong>tation of the action<br />

plans in their district meetings. The implem<strong>en</strong>tation of the<br />

<strong>en</strong>vironm<strong>en</strong>tal plans will also be evaluated in conjunction<br />

with internal audits.<br />

6.5 Me, you, SOL and<br />

the <strong>en</strong>vironm<strong>en</strong>t<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 Commitm<strong>en</strong>t to Sustainable Developm<strong>en</strong>t<br />

in June 2016. The targets and actions related to the<br />

commitm<strong>en</strong>t were drafted in cooperation betwe<strong>en</strong> our<br />

<strong>en</strong>vironm<strong>en</strong>tal coordinators, the Environm<strong>en</strong>tal Team and<br />

s<strong>en</strong>ior managem<strong>en</strong>t. We have annually participated in the<br />

<strong>en</strong>ergy-saving week, organised our own ev<strong>en</strong>ts and be<strong>en</strong><br />

involved in various ev<strong>en</strong>ts for sustainable developm<strong>en</strong>t.<br />

As a steady employer, our commitm<strong>en</strong>t also includes<br />

wise accounting practices and sustainable work that respects<br />

nature and people. We communicated our Commitm<strong>en</strong>t<br />

2050 targets and actions in the form of a video<br />

to reach a larger number of our personnel, customers and<br />

stakeholders.<br />

We constantly work to fulfil our social commitm<strong>en</strong>t<br />

and monitor the realisation of the objectives. In 2017, we<br />

processed the objectives and <strong>en</strong>d goals of the Society’s<br />

Commitm<strong>en</strong>t to Sustainable Developm<strong>en</strong>t in SOL’s multicultural<br />

work group.<br />

6.5.1 It all starts with ori<strong>en</strong>tation<br />

The Solar System Ori<strong>en</strong>tation Handbook is in active use.<br />

The online ori<strong>en</strong>tation for service providers includes an<br />

<strong>en</strong>vironm<strong>en</strong>tal section that guides our employees towards<br />

<strong>en</strong>vironm<strong>en</strong>tally responsible operations.<br />

Commitm<strong>en</strong>t 2050 targets and actions<br />

1. Equal opportunities for well-being<br />

We are all differ<strong>en</strong>t and we all have a place at SOL. We value<br />

diversity and consider it a resource. We develop managem<strong>en</strong>t<br />

at SOL and we believe that our managem<strong>en</strong>t<br />

in the future will be service-ori<strong>en</strong>ted managem<strong>en</strong>t. We<br />

believe that a good work community is made up of people<br />

of differ<strong>en</strong>t ages and from differ<strong>en</strong>t cultures. More than<br />

30% of our employees are citiz<strong>en</strong>s of a country other than<br />

Finland. We predict that, by 2050, 60% of our employees<br />

will be from countries other than Finland.<br />

SOL 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 good<br />

work. We want to give everyone this opportunity..<br />

We are committed to developing SOL’s age programme<br />

The goal of the age programme is to promote the work<br />

ability and well-being at work of SOL’s employees, support<br />

the motivation of differ<strong>en</strong>t age groups, reduce sickness<br />

abs<strong>en</strong>ces, increase the average retirem<strong>en</strong>t age, increase<br />

respect towards s<strong>en</strong>ior workers and <strong>en</strong>sure the transfer of<br />

tacit knowledge.<br />

we have salaried employees who are immigrants<br />

in all of our districts achieved/not achieved<br />

2. Working sustainably<br />

We want SOL 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 SOL employees right from the very beginning.<br />

We train professionals who know how to do it right the<br />

first time and develop their work continuously in small<br />

steps according to the LEAN method. The SOL Life programme<br />

looks after the safety and well-being of employees<br />

throughout their employm<strong>en</strong>t relationship. We want<br />

our employees to retire healthy.<br />

We actively monitor the job satisfaction of our personnel<br />

as well as the rates of sickness abs<strong>en</strong>ces, accid<strong>en</strong>ts and<br />

disability p<strong>en</strong>sions. We have set goals for these and aim<br />

to achieve them.<br />

Now we want to make sure that the information we receive<br />

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 />

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 <strong>en</strong>ables them to be constantly pres<strong>en</strong>t<br />

and support the well-being of employees.<br />

Online tool for supervisors 2050 achieved/not<br />

achieved<br />

3. Resource-wise finances<br />

SOL is a Solar System that provides its customers with<br />

service <strong>sol</strong>utions. We work to break down unnecessary<br />

As part of the Society’s Commitm<strong>en</strong>t to Sustainable Developm<strong>en</strong>t,<br />

SOL as a service employer has committed to<br />

str<strong>en</strong>gth<strong>en</strong>ing SOL’s egalitarian work community. A good<br />

work community is made up of people from differ<strong>en</strong>t<br />

cultures and of differ<strong>en</strong>t ages and backgrounds. We are<br />

Age programme established/not established<br />

We are committed to promoting the career developm<strong>en</strong>t<br />

of immigrant employees<br />

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arriers betwe<strong>en</strong> differ<strong>en</strong>t services. It is easier and<br />

more affordable for our customers to buy, manage and<br />

develop work wh<strong>en</strong> 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 />

differ<strong>en</strong>t tasks, we can make it easier to find full-time work<br />

from within our company. Supervisors are responsible<br />

for shift planning and <strong>en</strong>suring 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 <strong>en</strong>terprising 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 <strong>en</strong>vironm<strong>en</strong>t in our work. We aim<br />

to constantly decrease the load that our operations cause<br />

on the <strong>en</strong>vironm<strong>en</strong>t. We have already done a lot of work in<br />

this regard and we want to <strong>en</strong>sure that this work continues.<br />

We are establishing rules for our procurem<strong>en</strong>ts. Our value<br />

is reliability.<br />

We are committed to establishing procurem<strong>en</strong>t instructions<br />

that will take into account matters important to us:<br />

• our partner suppliers will have <strong>en</strong>vironm<strong>en</strong>tal managem<strong>en</strong>t<br />

certificates<br />

• we will favour domestic suppliers<br />

• we will use less deterg<strong>en</strong>t than we do now<br />

• we will use less unrecycled plastic<br />

• we will use deterg<strong>en</strong>ts with <strong>en</strong>vironm<strong>en</strong>tal labels (85%)<br />

We are committed to auditing suppliers and our own<br />

procurem<strong>en</strong>t processes.<br />

procurem<strong>en</strong>t instructions complied with/not complied<br />

with<br />

supplier audits carried out/not carried out<br />

6.6 Developing inhouse<br />

operations<br />

6.6.1 Environm<strong>en</strong>tal auditing established in<br />

operational developm<strong>en</strong>t<br />

We use the <strong>en</strong>vironm<strong>en</strong>tal audits to monitor whether our<br />

operations meet SOL’s Environm<strong>en</strong>tal Goals and measure<br />

our performance at the district, business sector and<br />

customer-specific levels. Our <strong>en</strong>vironm<strong>en</strong>tally fri<strong>en</strong>dly<br />

operations are guided by the developm<strong>en</strong>t perspective.<br />

Environm<strong>en</strong>tal audits are carried out with the help of the<br />

SOL’s <strong>en</strong>vironm<strong>en</strong>tal<br />

coordinators work to<br />

promote sustainable<br />

developm<strong>en</strong>t.<br />

electronic system of SOL. The number of customer-specific<br />

<strong>en</strong>vironm<strong>en</strong>tal audits increased, with a total of 250<br />

carried out last year.<br />

6.6.2 New SOL concepts<br />

SOL concepts were completed as a result of the multi-professional<br />

work group’s efforts. The concepts were finalised<br />

and launched in the districts. During conceptualisation<br />

work, we optimised the product selection of SOL logistics<br />

in terms of both cleaning supplies and deterg<strong>en</strong>ts.<br />

6.6.3 Environm<strong>en</strong>tal impacts of procurem<strong>en</strong>t<br />

In our procurem<strong>en</strong>t, we consider the <strong>en</strong>vironm<strong>en</strong>tal impact<br />

of the products and operate in a cost-effici<strong>en</strong>t manner.<br />

We use established partners and carry out supplier audits<br />

to <strong>en</strong>sure the <strong>en</strong>vironm<strong>en</strong>tally fri<strong>en</strong>dly operations of our<br />

partners.<br />

6.6.4 Eco-labelled deterg<strong>en</strong>tst<br />

We have paid particular att<strong>en</strong>tion to choosing deterg<strong>en</strong>ts<br />

and assessing their <strong>en</strong>vironm<strong>en</strong>tal impacts. For this<br />

reason, SOL only uses eco-labelled products in washing<br />

cleaning textiles and dishes. With respect to other<br />

deterg<strong>en</strong>ts, the proportion of Nordic Swan eco-labelled<br />

products is 85%. We cooperate with a Finnish deterg<strong>en</strong>t<br />

manufacturer and invest in product developm<strong>en</strong>t. We<br />

<strong>en</strong>sure the regular r<strong>en</strong>ewal of the Swan label criteria.<br />

We aim to make smart choices that support the<br />

occupational safety of our employees and <strong>en</strong>vironm<strong>en</strong>tal<br />

protection and keep waterways clean.<br />

6.6.5 Reducing plastic<br />

We use waste sacks produced with the latest Cleantech<br />

innovations. The <strong>en</strong>vironm<strong>en</strong>tal impact of Cleantech<br />

waste sacks and bags is minor and they are conv<strong>en</strong>i<strong>en</strong>t<br />

and safe for our employees and customers. This choice<br />

has an impact on the use of virgin raw materials, <strong>en</strong>ergy<br />

consumption, logistics and warehousing costs and the<br />

<strong>en</strong>vironm<strong>en</strong>tal load.<br />

Our choices in this area have also reduced the amount<br />

of waste through the use of more appropriate sack sizes<br />

and colours. In 2017, we reduced the amount of waste<br />

plastic from waste sacks and packaging materials by<br />

50,000 kg.<br />

We are curr<strong>en</strong>tly using some 1,800 perman<strong>en</strong>t waste<br />

sacks. The use of perman<strong>en</strong>t waste sacks has se<strong>en</strong> steady<br />

growth. We carried out several campaigns related to the<br />

use of perman<strong>en</strong>t waste sacks at our service districts in<br />

2017.<br />

6.6.6 Eco-labelled cleaning equipm<strong>en</strong>t 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 />

6.6.7 Inv<strong>en</strong>tories<br />

Inv<strong>en</strong>tories were established as part of our daily philosophy<br />

of getting it right the first time and the developm<strong>en</strong>t<br />

of our in-house operations. The inv<strong>en</strong>tories were carried<br />

out electronically for the first time and the results were<br />

available to the districts in real time. A total of 1,000 inv<strong>en</strong>tories<br />

were carried out at our customer locations in 2017.<br />

Consumption of eco-labelled and other deterg<strong>en</strong>ts<br />

100<br />

90<br />

80<br />

70<br />

60<br />

50<br />

40<br />

30<br />

20<br />

10<br />

0<br />

2013<br />

2014<br />

2015<br />

2016<br />

2017<br />

Eco-labelled deterg<strong>en</strong>ts<br />

Other deterg<strong>en</strong>ts<br />

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Responsibility is reflected<br />

in day-to-day choices.<br />

6.6.8 Utilising recycled fibres<br />

SOL’s <strong>responsibility</strong> is reflected in the practical choices we<br />

make. We have utilised recycled plastic bottles in the manufacture<br />

of uniform shirts, lightweight backpacks, perman<strong>en</strong>t<br />

waste sacks and mop bags. About 100,000 recycled<br />

plastic bottles have be<strong>en</strong> used to manufacture textiles.<br />

The “Make My Bed Collection” of SOL Palvelut is a<br />

uniform collection for service providers working at hotels.<br />

Its uniforms primarily consists of Ecostep textiles that have<br />

be<strong>en</strong> manufactured using <strong>en</strong>vironm<strong>en</strong>tally fri<strong>en</strong>dly methods.<br />

The products are manufactured at audited European<br />

factories and have a long life cycle.<br />

SOL is also involved in the Telaketju project with partners<br />

including VTT Technical Research C<strong>en</strong>tre of Finland,<br />

the Finnish Funding Ag<strong>en</strong>cy for Technology and Innovation<br />

(Tekes) and Touchpoint to develop new models for<br />

utilising discarded textiles.<br />

6.6.9 Waste managem<strong>en</strong>t and <strong>en</strong>ergy<br />

effici<strong>en</strong>cy at SOL City<br />

At SOL City, the headquarters of SOL, waste managem<strong>en</strong>t<br />

has be<strong>en</strong> organised in line with circular economy.<br />

The <strong>en</strong>ergy utilisation rate of our waste is now 43% and<br />

the material utilisation rate is 57% at our headquarters<br />

and property (including t<strong>en</strong>ants of the property). We have<br />

modernised the waste collection at our offices by acquiring<br />

new recycling cabinets that are in compliance of the<br />

new data protection requirem<strong>en</strong>ts. Wh<strong>en</strong> the property<br />

was r<strong>en</strong>ovated in 2017, the AC machine was replaced with<br />

a more purposeful, <strong>en</strong>ergy-effici<strong>en</strong>t model. The lighting<br />

utilises LEDs and is being constantly developed. We are<br />

in cooperation with Energia Group to acquire the best<br />

possible <strong>en</strong>ergy for our properties and offices.<br />

6.7 Environm<strong>en</strong>tally<br />

fri<strong>en</strong>dly transport<br />

In the procurem<strong>en</strong>t season 2017–2019, the emission limit<br />

for new vehicles is 130 g/CO2/km. The emission limit<br />

applies to pass<strong>en</strong>ger cars and small vans. Large vans and<br />

pickups used for ploughing are not included in the emission<br />

limit. This objective was met by 81% of our fleet, with<br />

a 19.4% improvem<strong>en</strong>t from the previous year.<br />

SOL vehicle procurem<strong>en</strong>t emphasises acquiring the<br />

right equipm<strong>en</strong>t for the right site. We have reduced the<br />

size of the vehicles wh<strong>en</strong>ever possible in order to <strong>en</strong>able<br />

lower emissions. We use hybrid and gas cars as well as<br />

a fully electric car that is curr<strong>en</strong>tly in test use. We have<br />

reduced the number of diesel cars and favour cars that use<br />

petrol and alternative fuels.<br />

This is due to the Nox emissions from diesel <strong>en</strong>gines<br />

that are difficult to purify.<br />

In 2017, SOL operated a total of 364 vehicles, 192<br />

of which were pass<strong>en</strong>ger cars and 172 vans. The cars<br />

are used for about six years, making the average age of<br />

the cars three years. This means that about 60 cars are<br />

replaced every year.<br />

SOL pays att<strong>en</strong>tion to economic driving habits. In cooperation<br />

with our insurance company, we have organised<br />

courses in economic and safe driving for our personnel.<br />

We will continue the training in the next years. We took<br />

our car and traffic insurances to insurance company F<strong>en</strong>nia<br />

in early 2017.<br />

The reported emissions are in compliance with<br />

the recomm<strong>en</strong>dations of NEDC. The emissions of new<br />

vehicles will be determined according to the new WLTP<br />

test which will result in an increase in the emissions. This<br />

means that the same vehicle may have differ<strong>en</strong>t emissions,<br />

dep<strong>en</strong>ding on wh<strong>en</strong> it was registered.<br />

6.8. Life cycle projects<br />

SOL is involved in producing services for the life cycle<br />

projects of property. We produce services in cooperation<br />

with construction companies or managers as agreed. We<br />

apply operating practices in accordance with the service<br />

agreem<strong>en</strong>t model of the Association of Finnish Local and<br />

Regional Authorities, RAKLI and the Confederation of<br />

Finnish Construction Industries RT.<br />

We provide expert assistance in the design stage of<br />

the sites from surface materials and maint<strong>en</strong>ance facilities<br />

to indoor and outdoor passageways. We influ<strong>en</strong>ce the material<br />

choices of life cycle projects in an ecological manner,<br />

taking sustainable developm<strong>en</strong>t into account. Our choices<br />

have a long-term impact on the quality of indoor air, the<br />

comfort of the property users, etc.<br />

6.8 Laundry Services<br />

6.8.1 Developing in-house operations<br />

The Group’s laundry services company, SOL Pesulapalvelut,<br />

invests in eco-fri<strong>en</strong>dliness in both machinery and<br />

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 />

perman<strong>en</strong>t waste sacks and<br />

PR products<br />

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deterg<strong>en</strong>ts. As advances are made in both washing techniques<br />

and deterg<strong>en</strong>ts, we use ongoing training to keep<br />

our laundry personnel up to speed with the changes. The<br />

training of new employees is also very compreh<strong>en</strong>sive.<br />

With respect to the <strong>en</strong>vironm<strong>en</strong>tal impacts of dry<br />

cleaning, the largest change has be<strong>en</strong> the switch from per<br />

wash to hydrocarbon wash. SOL Pesulapalvelut is constantly<br />

r<strong>en</strong>ewing its machinery and replacing old machines<br />

with hydrocarbon machines in about 2–5 laundry shops<br />

per year. In 2017, three laundries received a new hydrocarbon<br />

machine. Nearly half of our machinery consists of<br />

hydrocarbon machines. The hydrocarbon <strong>sol</strong>v<strong>en</strong>t used in<br />

the machines is not harmful to the <strong>en</strong>vironm<strong>en</strong>t and the<br />

new hydrocarbon machines also produce less waste.<br />

The dosage pump systems of water washing machines<br />

are used in nearly all the laundry shops. The dosing<br />

of deterg<strong>en</strong>t in water washing machines is automated.<br />

New, computer-controlled water washing machines use<br />

strictly specified amounts of deterg<strong>en</strong>ts and water. The<br />

deterg<strong>en</strong>ts are as <strong>en</strong>vironm<strong>en</strong>tally fri<strong>en</strong>dly as possible. The<br />

use of machinery is optimised in each laundry shop and<br />

the water and electricity consumption is monitored with a<br />

detailed set of indicators.<br />

In autumn 2015, we started collecting the cooling water<br />

of a dry washing machine for washing with water. The<br />

cooling water from the dry cleaning machine is run into<br />

a separate water tank and reused in a water washing machine.<br />

The water is warmer than room temperature, up to<br />

45 degrees. The system also saves electricity wh<strong>en</strong> clothes<br />

put in a tumble dryer are first rinsed with warm water. The<br />

water collection system is used in several laundry shops.<br />

6.8.3 Recycling textiles and projects<br />

Since 2016, we have be<strong>en</strong> involved in Tekstiilirinki, developing<br />

and expanding the operations. Customers at our<br />

Hakaniemi, Porvoonkatu and Sörnöin<strong>en</strong> shops in Helsinki,<br />

Tapiola and Sello shops in Espoo, Myyrmanni shop in Vantaa,<br />

Aleksis Kiv<strong>en</strong> katu shop in Tampere and Kerava shop<br />

can dispose of textiles in conv<strong>en</strong>i<strong>en</strong>t recycling containers.<br />

In the summer of 2017, we joined the Telaketju<br />

project which is a network promoting the sustainable<br />

recycling of discarded textiles. Telaketju develops textile<br />

collection, sorting and refinem<strong>en</strong>t to correspond to the<br />

needs of companies utilising recycled textiles.<br />

6.8.4 Impacting <strong>en</strong>vironm<strong>en</strong>tally fri<strong>en</strong>dly<br />

operations of customers<br />

We actively communicate <strong>en</strong>vironm<strong>en</strong>tal actions to<br />

various stakeholders.<br />

For example, customers have be<strong>en</strong> instructed to return<br />

hangers and use protection treatm<strong>en</strong>t that makes the textiles<br />

last longer and reduces the need for washing them.<br />

Environm<strong>en</strong>tal aspects at SOL<br />

Environm<strong>en</strong>tal aspects at SOL Palvelut<br />

SOL<br />

Criteria for assessm<strong>en</strong>t procedure<br />

for <strong>en</strong>vironm<strong>en</strong>tal aspects based<br />

on <strong>en</strong>vironm<strong>en</strong>tal reviews and the<br />

<strong>en</strong>vironm<strong>en</strong>tal programme<br />



A = Statutory requirem<strong>en</strong>ts<br />

B = Importance to image<br />

C = Environm<strong>en</strong>tal b<strong>en</strong>efits/costs<br />

D = Severity of <strong>en</strong>vironm<strong>en</strong>tal impacts<br />

E = Pot<strong>en</strong>tial leverage<br />

Total = (A+B+C+D)*E<br />


0 = Statutory requirem<strong>en</strong>ts<br />

1 = Importance to image<br />




Selection of suppliers<br />

Selection of suppliers, cleaning<br />

services<br />

Selection of suppliers, property<br />

services<br />

Selection of suppliers, laundry<br />

services<br />

Environm<strong>en</strong>tal file<br />

Environm<strong>en</strong>tal impact caused by the<br />

production of products<br />

Environm<strong>en</strong>tal impact caused by<br />

consumption<br />

Environm<strong>en</strong>tal impact caused by<br />

consumption<br />

Environm<strong>en</strong>tal impact caused by<br />

consumption<br />

2 = Environm<strong>en</strong>tal b<strong>en</strong>efits/costs<br />

3 = Severity of <strong>en</strong>vironm<strong>en</strong>tal impacts<br />

A B C D E Total<br />

1 3 2 3 3 27<br />

1 3 1 1 3 18<br />

1 3 1 1 3 18<br />

3 3 1 3 3 30<br />

6.8.2 Reducing the use of plastic<br />


Correct selection, dosage and use of<br />

substances to be used<br />

Impact on wastewater caused by the<br />

unnecessary use of deterg<strong>en</strong>ts<br />

1 2 2 2 3 21<br />

We actively influ<strong>en</strong>ce the amount of plastic waste by<br />

reducing plastic packaging materials. A growing number<br />

of our laundry shops are plastic-free, meaning that they<br />

return clean clothes to customers without plastic packaging<br />

and provide an option of a reusable fibre bag. Plastic<br />

consumption is reduced every year. We are also developing<br />

other materials for packaging.<br />

-Waste g<strong>en</strong>erated by in-house<br />

processes<br />

Wastewater g<strong>en</strong>erated<br />

Energy consumption<br />

Plastic waste<br />

Consumption of water supply, impact<br />

on water treatm<strong>en</strong>t plants<br />

Consumption of natural resources<br />

and emissions caused by production<br />

Conservation of natural resources,<br />

<strong>en</strong>vironm<strong>en</strong>tal impact caused by<br />

waste and emissions at the final<br />

disposal site<br />

0 2 2 1 3 15<br />

1 1 1 1 2 8<br />

1 2 2 2 3 21<br />

Hazardous waste, PER waste,<br />

Laundry services<br />

Environm<strong>en</strong>tal 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 <strong>en</strong>ergy resources,<br />

impact on atmosphere<br />

1 2 2 1 2 12<br />

Maint<strong>en</strong>ance 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 <strong>en</strong>vironm<strong>en</strong>tal awar<strong>en</strong>ess,<br />

eco-fri<strong>en</strong>dly and <strong>en</strong>vironm<strong>en</strong>tally<br />

ori<strong>en</strong>ted activities<br />

Id<strong>en</strong>tifying and addressing <strong>en</strong>vironm<strong>en</strong>tal<br />

aspects at work and in leisure<br />

time<br />

0 3 2 2 3 21<br />

Guidance and training<br />

Increasing personnel’s <strong>en</strong>vironm<strong>en</strong>tal<br />

awar<strong>en</strong>ess 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 />

<strong>en</strong>vironm<strong>en</strong>tal activities<br />

SOL’s role in <strong>en</strong>suring the customer’s<br />

<strong>en</strong>vironm<strong>en</strong>tal objectives are met<br />

3 3 2 1 3 27<br />

36 Responsibility <strong>2018</strong> | www.<strong>sol</strong>.fi www.<strong>sol</strong>.fi | Responsibility <strong>2018</strong> 37

Wages and social security exp<strong>en</strong>ses (MEUR)<br />

Wages and salaries, statutory social security exp<strong>en</strong>ses and b<strong>en</strong>efits 2013–2017<br />

Social<br />

<strong>responsibility</strong><br />

The Group’s strategy recognises employees’<br />

commitm<strong>en</strong>t and satisfaction and gives high priority<br />

to personnel issues. HR work is done with and among<br />

the personnel in all the Group’s business sectors.<br />

The joy of working is one of SOL’s core values.<br />

77.1 HR issues at the core<br />

of the Group’s strategy<br />

200<br />

180<br />

160<br />

140<br />

120<br />

100<br />

80<br />

60<br />

40<br />

20<br />

0<br />

197,3<br />

180,5<br />

169,0 172,2<br />

161,3<br />

41,0 44,1 44,9 49,0 50,4<br />

4,5 4,7 3,6 3,3 3,7<br />

2013 2014 2015 2016 2017<br />

Wages and salaries<br />

Social security exp<strong>en</strong>ses<br />

Non-statutory social security<br />

exp<strong>en</strong>ses<br />

Taxes paid (MEUR)<br />

Personnel costs form the largest part of overall costs. High<br />

priority is giv<strong>en</strong> to raising and maintaining the personnel’s<br />

<strong>en</strong>thusiasm, 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 <strong>en</strong>sure long-term operations<br />

of high-quality. Trust is the cornerstone of our work. Compet<strong>en</strong>t<br />

personnel with the right attitude in the right tasks,<br />

continuous personnel developm<strong>en</strong>t, performance managem<strong>en</strong>t,<br />

feedback and inc<strong>en</strong>tive 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. SOL’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 managem<strong>en</strong>t culture must support<br />

trustworthy interaction and an atmosphere that <strong>en</strong>courages<br />

creativity.<br />

Personnel developm<strong>en</strong>t focuses on ori<strong>en</strong>tation and<br />

training that support the employees themselves and the<br />

satisfaction of customer-specific needs. The training is<br />

monitored through a Training Index, sorted by employee<br />

and by customer. The coaching and training sessions are<br />

supported on a personal level by compet<strong>en</strong>ce assessm<strong>en</strong>t<br />

and a learning passport. Each SOL employee completes ori<strong>en</strong>tation<br />

training online, and a supervisor and a tutor <strong>en</strong>sure<br />

location-specific compet<strong>en</strong>ce through method and on-site<br />

ori<strong>en</strong>tation and constant care for the well-being of the personnel.<br />

At the <strong>en</strong>d of their probationary period, each SOL<br />

employee also att<strong>en</strong>ds the SOL IN training in their district.<br />

Each employee acknowledges that he/she has completed<br />

ori<strong>en</strong>tation training sessions.<br />

For a long time, SOL has used employees trained as<br />

tutors, who also work as occupational guides to support the<br />

training process. Their role was <strong>en</strong>hanced at the beginning<br />

of 2015 to cover the implem<strong>en</strong>tation of location-specific<br />

training and <strong>en</strong>suring compet<strong>en</strong>ce. Salaried employees are<br />

additionally provided with m<strong>en</strong>toring and coaching in their<br />

sales and managerial work. The employee-specific Quality<br />

Passport, where positive customer feedback is docum<strong>en</strong>ted<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 advancem<strong>en</strong>t within the Group. Internal recruitm<strong>en</strong>t<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 int<strong>en</strong>t to develop and move forward are also seriously<br />

discussed at the ‘From goals to results’ discussions.<br />

We have published the SOL Age Programme aimed<br />

at promoting the work ability of employees of all ages.<br />

The goals of the age programme are to support the work<br />

ability of differ<strong>en</strong>t age groups, maintain good work fitness<br />

and reduce sickness abs<strong>en</strong>ces as well as promote positive<br />

cooperation betwe<strong>en</strong> differ<strong>en</strong>t age groups. We pay special<br />

att<strong>en</strong>tion to young people and “yellow panthers”.<br />

A further goal of the age programme is to increase the<br />

average retirem<strong>en</strong>t age. At pres<strong>en</strong>t, SOL employees retire<br />

on old-age p<strong>en</strong>sion at the average age of 63.3 years, while<br />

the average age of starting disability p<strong>en</strong>sion is 58.5 years.<br />

We do not condone discrimination against any age group.<br />

The goals of the SOL Age Programme are supported<br />

by the SOL Life well-being at work programme, which has<br />

be<strong>en</strong> established for a long time now.<br />

50<br />

45<br />

40<br />

35<br />

30<br />

25<br />

20<br />

15<br />

10<br />

5<br />

0<br />

41,0<br />

2014<br />

42,4 43,5<br />

35,9 36,1<br />

1,2 1,5 1,1<br />


Due employee p<strong>en</strong>sion contributions and unemploym<strong>en</strong>t insurance paym<strong>en</strong>ts,<br />

employee’s contributions<br />

Due social security, TyEL, accid<strong>en</strong>t insurance, group life insurance and unemploym<strong>en</strong>t<br />

insurance paym<strong>en</strong>ts, employer’s contributions<br />

2015<br />

2016<br />

39,5<br />

22,0 22,3 21,8 21,2<br />

47,8<br />

3,0<br />

2017<br />

37,4<br />

Prepaid taxes<br />

VAT paid<br />

Income taxes<br />

Social security contributions<br />

MEUR 10.8 MEUR 12.6<br />

MEUR 39.5 MEUR 37.4<br />

38 Responsibility <strong>2018</strong> | www.<strong>sol</strong>.fi www.<strong>sol</strong>.fi | Responsibility <strong>2018</strong> 39

The “Backpack of Happiness” project developed as<br />

part of the SOL Life programme has be<strong>en</strong> continued. Workshop<br />

activities and the use of well-being at work m<strong>en</strong>tors<br />

have be<strong>en</strong> expanded to cover all service districts, with a<br />

well-being coordinator appointed for each district.<br />

7.2 Number of personnel<br />

and type of employm<strong>en</strong>t<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 2017, the SOL group employed 13,685 people (2016:<br />

12,862). The number of personnel increased by 823. In 2017,<br />

an average of 9,530 people worked in SOL’s Finnish operations<br />

and an average of 4,155 people worked in our foreign<br />

subsidiaries. SOL employs over 800 seasonal workers in Finland<br />

each year. We participate in the Responsible Summer<br />

Job campaign.<br />

Some 92% of SOL’s personnel worked in perman<strong>en</strong>t<br />

employm<strong>en</strong>t relationships in 2017, the same number as in<br />

2016.<br />

Type of employm<strong>en</strong>t 31 December 2017<br />

(SOL H<strong>en</strong>kilöstöpalvelut is excluded from these figures.)<br />

For 85.86% of the Group’s employees in Finland, their<br />

job in the SOL Group was their primary occupation. At the<br />

<strong>en</strong>d of 2017, a total of 152 our employees in Finland were<br />

on maternity or nursing leave, rotational leave or study<br />

leave. The figures do not include the temporary staff of SOL<br />

H<strong>en</strong>kilöstöpalvelut.<br />

Employm<strong>en</strong>t relationships are mainly agreed until further<br />

notice, except with SOL H<strong>en</strong>kilöstöpalvelut, where the<br />

majority of the employm<strong>en</strong>t relationships are fixed-term.<br />

Ilmarin<strong>en</strong> granted 87 old age p<strong>en</strong>sions in Finnish<br />

companies in 2017 (old age p<strong>en</strong>sion and old age p<strong>en</strong>sion<br />

payable on early retirem<strong>en</strong>t). No part-time p<strong>en</strong>sion granted.<br />

A total of 28 people were granted disability p<strong>en</strong>sion, of<br />

whom 14 receive part-time disability p<strong>en</strong>sion. Euro-d<strong>en</strong>ominated<br />

p<strong>en</strong>sion exp<strong>en</strong>ses dropped considerably from the<br />

30.62% level of 2016<br />

The SOL Life well-being at work programme <strong>en</strong>gages<br />

in effective cooperation with occupational health services<br />

(Terveystalo), the accid<strong>en</strong>t insurance provider (OP) and<br />

p<strong>en</strong>sion company (Ilmarin<strong>en</strong>).<br />


The SOL Continuous caring model was developed to<br />

support the supervisors. The Sirius programme helps supervisors<br />

with the early id<strong>en</strong>tification of disability risks.<br />

Employm<strong>en</strong>t relationships on a trial period basis that<br />

are terminated by the employer are monitored by supervisors<br />

and at the district level via scorecards every month.<br />

The l<strong>en</strong>gth of the working day was 7.6 hours for SOL’s<br />

salaried employees in 2017. The l<strong>en</strong>gth of the working day<br />

among SOL employees varies betwe<strong>en</strong> the companies. The<br />

average l<strong>en</strong>gth of the working day was 4.65 hours for the<br />

employees of SOL Palvelut, 4.53 hours for the employees<br />

of SOL H<strong>en</strong>kilöstöpalvelut and 5.65 hours for SOL Pesulapalvelut<br />

employees.<br />

7.3 Personnel’s age and<br />

duration of employm<strong>en</strong>t<br />

The average age of employees in the Group’s Finnish<br />

companies was 34.8 years in 2017 (2016: 37 years). The<br />

average age of personnel in SOL Pesulapalvelut was 39<br />

years. In SOL Palvelut, the average age was 30 years, while<br />

in SOLEMO it was 44 years. The average age of personnel<br />

in SOL H<strong>en</strong>kilöstöpalvelut was 30 years, while the corresponding<br />

figure for salaried employees was 38 years. The<br />

age distribution among the Group’s personnel in Finland<br />

is as follows: under 20 years: 6%, 20–24 years: 16%; 25–29<br />

Joy Barometer, SOL employees<br />

years: 17%; 30–39 years: 23%; 40–49 years: 15%; 50–60<br />

years: 17%; and over 60 years: 4%.<br />

There is a significant differ<strong>en</strong>ce betwe<strong>en</strong> the duration<br />

of employees’ and salaried employees’ employm<strong>en</strong>t<br />

relationships. The average duration of SOL’s employm<strong>en</strong>t<br />

relationships in Finland has increased slightly over the past<br />

few years, to 5.63 years for employees and 9.03 years for<br />

salaried employees. Some 23.26% of all SOL’s salaried employees<br />

in Finland have worked for less than three years<br />

and 37.85% for more than 11 years. Some 68.91% of the<br />

employees have be<strong>en</strong> employed for less than three years<br />

and 16.25% for more than six years. The longest employm<strong>en</strong>t<br />

relationships – over 40 years – derive from the time<br />

of the previous Group. Some 44% of the employees and<br />

22% of salaried employees in the international operations<br />

have worked for less than a year, while 13.67% of the employees<br />

and 26.44% of salaried employees have be<strong>en</strong> in<br />

the company for more than 5 years. The longest continuous<br />

employm<strong>en</strong>t relationship has lasted 22 years.<br />

7.4 Employee distribution<br />

by g<strong>en</strong>der<br />

Wom<strong>en</strong> accounted for 64% of the Group’s total personnel.<br />

In Finland, the perc<strong>en</strong>tage of female employees was 63%<br />

(SOL H<strong>en</strong>kilöstöpalvelut is excluded from these figures).<br />

The proportion of wom<strong>en</strong> in international operations is<br />

64% among employees and 44% among salaried employees.<br />

Six out of the nine members of SOL’s Managem<strong>en</strong>t<br />

Team are female. Three wom<strong>en</strong> sit on the four-person<br />

Board of Directors of SOLEMO Oy. At the <strong>en</strong>d of 2017,<br />

wom<strong>en</strong> repres<strong>en</strong>ted 73.53% of the managem<strong>en</strong>t in the<br />

Group’s Finnish companies.<br />

Perman<strong>en</strong>t employm<strong>en</strong>t relationships 6331 3302 9633<br />

Fixed-term employm<strong>en</strong>t relationships 461 853 1314<br />

Full-time employm<strong>en</strong>t relationships 2054 1650 3704<br />

7.5 Investing in<br />

personnel’s work ability<br />

Main employm<strong>en</strong>t relationships 8188 3375 11563<br />

Duration of employm<strong>en</strong>t relationships<br />

14%<br />

20%<br />

Personnel age structure<br />

8% 2% 6% 6%<br />

26%<br />

30%<br />

More than 20 years<br />

11–20 years<br />

6–10 years<br />

3–5 years<br />

1–2 years<br />

Less than 1 year<br />

16%<br />

15%<br />

24%<br />

15%<br />

17%<br />

More than 60 years<br />

50–60 years<br />

40–49 years<br />

30–39 years<br />

25–29 years<br />

20–24 years<br />

Under 20 years<br />

5,0<br />

4,5<br />

4,0<br />

3,5<br />

3,0<br />

2,5<br />

2,0<br />

1,5<br />

1,0<br />

0,5<br />

0,0<br />

The work<br />

and I<br />

4,2<br />

The work<br />

and I<br />

The customer<br />

and I<br />

Joy Barometer, SOL salaried employees<br />

4,7<br />

The customer<br />

and I<br />

The supervisor<br />

and I<br />

4,1<br />

The supervisor<br />

and I<br />

Safety and I<br />

4,5<br />

Safety and I<br />

SOL as a<br />

whole<br />

Average<br />

4,3 4,4<br />

SOL as a<br />

whole<br />

Average<br />

In 2017, SOL sp<strong>en</strong>t some EUR 229 per employee on the<br />

prev<strong>en</strong>tion and treatm<strong>en</strong>t of illnesses in Finland. SOL monitors<br />

sickness abs<strong>en</strong>ces on the performed working hours,<br />

so-called 100%. In 2017, the morbidity rate in Finland was<br />

4.78%, which means an increase of 0.05 perc<strong>en</strong>tage points<br />

from the previous year. The most important causes of sickness<br />

abs<strong>en</strong>ces include musculoskeletal diseases, infections<br />

and accid<strong>en</strong>ts.<br />

The SOL Life Early Caring Model helps supervisors to<br />

interv<strong>en</strong>e with work ability problems in their early stages.<br />

The most important aims include prev<strong>en</strong>ting sickness abs<strong>en</strong>ces,<br />

reducing the number of accid<strong>en</strong>ts and minimising<br />

disability p<strong>en</strong>sions.<br />

The rate of morbidity due to occupational accid<strong>en</strong>ts<br />

in Finland was 0.26%. There were 589 accid<strong>en</strong>ts at<br />

work, and 116 accid<strong>en</strong>ts occurred while commuting. The<br />

accid<strong>en</strong>ts at work resulted in 2,899 days of sick leave,<br />

equival<strong>en</strong>t to some five sick days per accid<strong>en</strong>t. Accid<strong>en</strong>ts<br />

while commuting caused 1,479 days of sick leave abs<strong>en</strong>ce,<br />

equival<strong>en</strong>t to some 13 sick days per accid<strong>en</strong>t.<br />

40 Responsibility <strong>2018</strong> | www.<strong>sol</strong>.fi<br />

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


Health issue<br />

The supervisor makes<br />

an appointm<strong>en</strong>t for<br />

the employee at the<br />

occupational health-care<br />

c<strong>en</strong>tre for 1) a work<br />

ability assessm<strong>en</strong>t and<br />

2) a discussion betwe<strong>en</strong><br />

the supervisor, the employee<br />

and a physician<br />

SOL Life – a model for continuous caring<br />

The employee’s performance has weak<strong>en</strong>ed<br />

or the limit values for sickness abs<strong>en</strong>ces have<br />

be<strong>en</strong> 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 reports<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 />

SOL was awarded by<br />

the European Ag<strong>en</strong>cy<br />

for Safety & Health at<br />

Work (OSHA)in May 2017<br />

at Finlandia Hall for its<br />

successful project in wellbeing<br />

at work: “Everyone<br />

has the right to wellbeing<br />

at work”<br />

The occupational<br />

health-care c<strong>en</strong>tre<br />

provides the employee<br />

and the employer<br />

with an assessm<strong>en</strong>t<br />

of the situation and<br />

initiates any necessary<br />

measures<br />

Risk of disability<br />

p<strong>en</strong>sion<br />

The occupational<br />

health-care c<strong>en</strong>tre<br />

guides the employee<br />

to apply for professional<br />

rehabilitation<br />

provided by Ilmarin<strong>en</strong><br />

or medical rehabilitation<br />

provided by Kela<br />

The supervisor implem<strong>en</strong>ts measures<br />

to improve workplace relations and the<br />

atmosphere at the workplace<br />

Treatm<strong>en</strong>t<br />

If necessary, the supervisor<br />

arranges for less stressful or<br />

alternative assignm<strong>en</strong>ts and/<br />

or flexible working hours either<br />

temporarily or perman<strong>en</strong>tly<br />

Recomm<strong>en</strong>dations<br />

to revise the job<br />

description or adjust<br />

the working hours<br />



OF WORK<br />

Supervisors conduct continuous safety risk evaluations<br />

at worksites and customer premises, and implem<strong>en</strong>t<br />

the necessary actions according to plan. The occupational<br />

safety officer is oft<strong>en</strong> also involved in these activities. The<br />

Occupational Safety and Health Committee operates<br />

nationwide and conv<strong>en</strong>es five times a year. Each SOL employee<br />

is responsible for safety, and all of SOL’s activities<br />

are based on prev<strong>en</strong>tive 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 ori<strong>en</strong>ted<br />

on the topic of the risk list and its instructions and the<br />

ori<strong>en</strong>tation must be signed for.<br />

In the ev<strong>en</strong>t of an accid<strong>en</strong>t, 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 ev<strong>en</strong>t must be explained and<br />

the following procedures to prev<strong>en</strong>t the accid<strong>en</strong>t from<br />

reoccurring must be described.<br />

Each accid<strong>en</strong>t is investigated and docum<strong>en</strong>ted to find<br />

out the core reason. The accid<strong>en</strong>t is discussed on-site and<br />

the corrective measures are implem<strong>en</strong>ted. After this, the<br />

next district meeting of the service managem<strong>en</strong>t area will<br />

discuss and state for g<strong>en</strong>eral information all the completed<br />

corrective measures. Excerpts from the minutes will be<br />

s<strong>en</strong>t to the Occupational Health and Safety Manager.<br />

The Occupational Health and Safety Manager will<br />

monitor the developm<strong>en</strong>t of the accid<strong>en</strong>t statistics and the<br />

accid<strong>en</strong>t rate monthly and inform employees of any observations<br />

and issues the personnel should pay att<strong>en</strong>tion<br />

to at the workplace with any new necessary instructions or<br />

procedures.<br />

The sickness and accid<strong>en</strong>t statistics will be regularly<br />

pres<strong>en</strong>ted in managem<strong>en</strong>t reviews.<br />

Electronic occupational safety tool:<br />

70<br />

60<br />

50<br />

40<br />

30<br />

20<br />

10<br />

0<br />

Occupational accid<strong>en</strong>t frequ<strong>en</strong>cy<br />

Figure 19. Accid<strong>en</strong>t rate per million working hours, 2013–2017<br />

2015<br />

2016<br />

2017<br />

On the job<br />

At least 3 days<br />

Less than 3 days<br />

On the commute<br />

Risk assessm<strong>en</strong>ts: 139<br />

Safety observations: 334<br />

05 0 100 150 200 250 300 350<br />

Classification of safety observations:<br />

Personal protective equipm<strong>en</strong>t, clothing: 7<br />

Order, tidiness: 29<br />

Chemicals, air quality: 11<br />

Machines, equipm<strong>en</strong>t, platforms, supplies: 32<br />

Passages, exits: 38<br />

Lowering oneself: 7<br />

Slipping, falling: 73<br />

Noise, lighting, temperature: 6<br />

Lifting: 6<br />

Bumping one’s head: 26<br />

Risk taking: 4<br />

Transport of goods: 25<br />

Sharp objects: 37<br />

Threat of viol<strong>en</strong>ce: 9<br />

Getting squeezed betwe<strong>en</strong> something: 19<br />

Other: 70<br />

01 02 03 04 05 06 07 08 0<br />

Summary of electronically<br />

reported safety<br />

observations. The<br />

categories with<br />

the most observations<br />

match the categories<br />

with the highest accid<strong>en</strong>t<br />

frequ<strong>en</strong>cies. This<br />

suggests a direct link<br />

betwe<strong>en</strong> paying att<strong>en</strong>tion<br />

to these factors and<br />

achieving positive<br />

developm<strong>en</strong>t in reducing<br />

the accid<strong>en</strong>t frequ<strong>en</strong>cy.<br />

42 Responsibility <strong>2018</strong> | www.<strong>sol</strong>.fi www.<strong>sol</strong>.fi | Responsibility <strong>2018</strong> 43

A total of 250<br />

appr<strong>en</strong>ticeships<br />

leading to a<br />

qualification and<br />

12,000 training<br />

participants<br />

Service expertise<br />

and customer service<br />

7.6 Personnel training<br />

<strong>en</strong>sures compet<strong>en</strong>ce<br />

The long-term and systematic developm<strong>en</strong>t of the personnel’s<br />

compet<strong>en</strong>ce is critical to SOL. 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 SOL Palvelut and<br />

one in SOL Pesulapalvelut. Other people in the Group<br />

have also be<strong>en</strong> trained to provide training sessions.<br />

The needs and requirem<strong>en</strong>ts of customers and the<br />

needs of the company and the personnel are tak<strong>en</strong> 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 />

Site and task-specific training,<br />

multi-experts<br />

Special expertise and<br />

specialisation studies<br />

Rewarding, personnel b<strong>en</strong>efits, career plan, well-being at work<br />

prepare a compet<strong>en</strong>ce plan for their staff based on the<br />

programme and update the plan as necessary.<br />

In 2017, a total of 12,000 people participated in the<br />

training sessions.<br />

The number of training days amounted to an average<br />

of two days per employee in Finland. Most of the training<br />

sessions are conducted internally, but they also oft<strong>en</strong><br />

involve outside experts.<br />

The training sessions are divided into targeted training,<br />

which maintains or deep<strong>en</strong>s knowledge, and longterm<br />

degree-ori<strong>en</strong>ted education, which is implem<strong>en</strong>ted<br />

as module and multiform/online training. The aim of the<br />

training is to pave the way for an opportunity to take a<br />

practical examination leading to a qualification, and to<br />

id<strong>en</strong>tify and recognise the compet<strong>en</strong>ce acquired through<br />

work as well as the training provided by SOL in the preparation<br />

of a personalisation plan.<br />

Our diverse personnel chall<strong>en</strong>ge 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 />

include texts, video clips, photos, tests and a professional<br />

glossary.<br />

(The SAFHY project is funded by the ERDF Interreg<br />

C<strong>en</strong>tral Baltic programme and coordinated by the C<strong>en</strong>tral<br />

Uusimaa Training Consortium Keuda)<br />

In addition to classroom training, we invest in the developm<strong>en</strong>t<br />

of online training. Our goal is to further invest in<br />

ori<strong>en</strong>tation training and the implem<strong>en</strong>tation 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 developm<strong>en</strong>t training and increasing the<br />

target auditing carried out by instructors as well as the<br />

implem<strong>en</strong>tation of the LEAN operating model. In training,<br />

we focus on coaching tutors, service instructors and<br />

well-being at work m<strong>en</strong>tors as well as the developm<strong>en</strong>t<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 />

SOL Training Steps is a model of how an employee<br />

can exploit our in-house training to improve his/her skills<br />

and to broad<strong>en</strong> his/her tasks. Each step includes a number<br />

of training sessions. These are based on SOL’s in-house<br />

training, but they can also include specialised degrees or<br />

special skills training arranged by other organisations.<br />

In 2017, some 230 SOL employees participated in appr<strong>en</strong>ticeship<br />

training in Finland, taking various degrees,<br />

including:<br />

• Vocational Qualification in Textiles Care<br />

• Vocational qualification in property maint<strong>en</strong>ance services<br />

• Further Vocational Qualification in Property Services<br />

and Specialist Qualification for Property Services<br />

22 SOL members<br />

completed the<br />

SOL Life well-being<br />

m<strong>en</strong>tor<br />

qualification<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 Managem<strong>en</strong>t<br />

• Security guard, further vocational qualification<br />

• Specialist Qualification for Security Officers<br />

• Practical examiner qualification<br />

• Specialist vocational qualification in business managem<strong>en</strong>t<br />

• Janitor, specialist vocational qualification<br />

• Immediate supervisor, further vocational qualification<br />

Last year, the emphasis in training investm<strong>en</strong>t was placed<br />

on Immediate supervisor training, directed at service<br />

instructors and new service supervisors. The qualification<br />

was completed by 24 SOL members. The Backpack of<br />

Happiness project was an investm<strong>en</strong>t in the coaching of<br />

SOL Life well-being m<strong>en</strong>tors. At the <strong>en</strong>d of 2016, a pilot<br />

group was launched which, in 2017, was expanded into national<br />

operations, having 1–2 well-being m<strong>en</strong>tors in each<br />

district (22 SOL Life well-being m<strong>en</strong>tors in SOL Palvelut<br />

and 1 in SOL Laundry services).<br />

The objectives and purposes of the well-being m<strong>en</strong>tor<br />

operations are:<br />

• To support and promote the joy of working created and<br />

experi<strong>en</strong>ced by the employees<br />

• To promote shared commitm<strong>en</strong>t to the SOL organisation,<br />

the developm<strong>en</strong>t operations of SOL Life and<br />

high-quality customer service<br />

• To str<strong>en</strong>gth<strong>en</strong> g<strong>en</strong>uine, honest communications betwe<strong>en</strong><br />

the supervisor and employees<br />

Our cooperation with Keuda has continued for nearly 15 years.<br />

22 SOL members completed the SOL Life well-being m<strong>en</strong>tor qualification<br />

SOL Life well-being game seeks good leadership models by means of gamification.<br />

44 Responsibility <strong>2018</strong> | www.<strong>sol</strong>.fi www.<strong>sol</strong>.fi | Responsibility <strong>2018</strong> 45

• To act in cooperation with the service managem<strong>en</strong>t and<br />

supervisors in order to improve well-being at work and<br />

the flow of information<br />

• To manage the organisation of ev<strong>en</strong>ts, such as service<br />

provider sessions, as agreed in cooperations with the<br />

district and supervisors<br />

• To conduct the Joy barometer survey<br />

• To complete quality and training rounds and help employees<br />

work better<br />

• To set an example to the employees.<br />

In 2017, the Ergonomy Handbook was created, and ergonomics<br />

and the guidance of ergonomic work methods<br />

were the particular focus at the tutor/well-being m<strong>en</strong>tor<br />

developm<strong>en</strong>t ev<strong>en</strong>t.<br />

In 2017, SOL trained 53 new TUTORS to help the supervisors<br />

guide and coach both new service providers and<br />

those who have served in the position for a longer time.<br />

The training managers had three meetings over the<br />

course of the year. They are in charge of planning and<br />

implem<strong>en</strong>ting district training ev<strong>en</strong>ts in cooperation with<br />

the district and trainers. Every autumn, the programme for<br />

next year is drawn up in the training cal<strong>en</strong>dar, and during<br />

the year we were also involved in the Oppi-va project of<br />

ESF that was launched in 2/2017 and will be completed in<br />

2/2019.<br />

The objective of the project is to promote the flu<strong>en</strong>cy<br />

of work, well-being and productivity and to produce tools<br />

to support differ<strong>en</strong>t learners. The project has included a<br />

questionnaire, interviews and training for supervisors. In<br />

<strong>2018</strong>, ori<strong>en</strong>tation materials will be made with, for example,<br />

360 imaging.<br />

SOL Palvelut Oy was giv<strong>en</strong> the Appr<strong>en</strong>ticeship<br />

Employer of 2011 award by the Helsinki Appr<strong>en</strong>ticeship<br />

Office (the award applies to the whole of Finland). In<br />

2013, the Lapland Appr<strong>en</strong>ticeship C<strong>en</strong>tre recognised SOL<br />

with multiple awards including appr<strong>en</strong>tice of the year,<br />

appr<strong>en</strong>ticeship company of the year, on-the-job trainer<br />

of the year and appr<strong>en</strong>ticeship trainer of the year based<br />

on the company’s active and positive efforts in the field of<br />

appr<strong>en</strong>ticeship training.<br />

There are eight experts at SOL who have completed<br />

the practical examiner training. They have the skills<br />

to evaluate employees’ previous skills in relation to their<br />

duties and official degree requirem<strong>en</strong>ts, and to assess<br />

the completed degrees. The objective is the promotion<br />

of lifelong learning, and the personnel training at SOL is<br />

integrated to correspond to the basics of qualifications<br />

and, therefore, promotes the completion of practical<br />

examinations and cooperation with appr<strong>en</strong>ticeship offices<br />

and institutes.<br />

Annual theme days are organised, for example, for tutors,<br />

service instructors, coordinators of training, <strong>en</strong>vironm<strong>en</strong>tal<br />

affairs and recruitm<strong>en</strong>t, 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 be<strong>en</strong> completed as both appr<strong>en</strong>ticeships<br />

and self-motivated training.<br />

We have worked together with Amiedu particularly in<br />

the area of targeted training in property services.<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 />

Ori<strong>en</strong>tation<br />

The online ori<strong>en</strong>tation for service providers were r<strong>en</strong>ewed<br />

in 2016 in Finnish and in 2017 in English and Russian. New<br />

skill tests and online training sessions were also developed<br />

in 2017. In <strong>2018</strong>, the work continues with conceptual<br />

training, cleaning technology, <strong>en</strong>vironm<strong>en</strong>tal training,<br />

safety and customer service training. Wh<strong>en</strong> necessary, we<br />

develop customer-specific online training.<br />

Online training for salaried employees will be<br />

r<strong>en</strong>ewed in <strong>2018</strong>, and the goal is to add some webinars<br />

that were also implem<strong>en</strong>ted in 2017. With Muutostaito<br />

Changeskill Games, we developed the SOL Life game for<br />

our districts and supervisors and certified three SOL Life<br />

game trainers from our HR and training team.<br />

We have utilised Coaching in 2017 for individuals and<br />

will continue it for districts and teams in <strong>2018</strong>.<br />

7.7 Personnel unionisation<br />

In Finland, the provisions of the curr<strong>en</strong>t collective bargaining<br />

agreem<strong>en</strong>t betwe<strong>en</strong> the Finnish Real Estate Employers<br />

and the Service Union United PAM for employees in the<br />

property maint<strong>en</strong>ance sector applies to SOL’s employees<br />

in the cleaning, property and facility maint<strong>en</strong>ance services<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 SOL’s internal<br />

practices are applied to their work.<br />

SOL Palvelut Oy is a member of the employer union<br />

Real Estate Employers, SOL Pesulapalvelut is a member of<br />

the Ylein<strong>en</strong> Teollisuusliitto ry, and SOL H<strong>en</strong>kilöstöpalvelut<br />

is a member of the Palvelualoj<strong>en</strong> työnantajat PALTA ry.<br />

7.8 SOL is a multicultural<br />

work community<br />

SOL is a multicultural work community that offers equal<br />

opportunities to all employees. More than 30% of SOL<br />

services’ employees were not Finnish citiz<strong>en</strong>s.<br />

We promote the equality of all employees and prev<strong>en</strong>t<br />

discrimination in all forms. (For example, discrimination<br />

due to age, origin, nationality, language, religion, conviction,<br />

opinions, political activities, trade union activities,<br />

family relations, health, handicaps, sexual ori<strong>en</strong>tation or<br />

other reason arising from a person is strictly prohibited.)<br />

SOL established its multicultural work group in 2007.<br />

Its objective is to promote the integration of employees<br />

from differ<strong>en</strong>t <strong>en</strong>vironm<strong>en</strong>ts into the operating culture at<br />

SOL and to improve the understanding of diversity. The<br />

multicultural work group has, for example, prepared an<br />

annual global cal<strong>en</strong>dar which includes the holidays of<br />

differ<strong>en</strong>t religions. In cooperation with PAM (Service Union<br />

United), the work group has produced a video for new<br />

employees with the int<strong>en</strong>t of introducing the employee to<br />

many important issues.<br />

– Of course, the people in the video are SOL employees<br />

as well.<br />

A video is a modern and more lively channel for<br />

communicating important issues to employees, and an<br />

image also relates an important image of the employer,<br />

We are all equal<br />

SOL is widely known as a multicultural work community.<br />

– Ori<strong>en</strong>tation to SOL’s work tasks and taking root in<br />

the Finnish working culture are emphasised in the work of<br />

the multicultural developm<strong>en</strong>t group, says Sari Crnobreg,<br />

Chair of the multicultural work group.<br />

SOL has employees from over 60 countries and all<br />

contin<strong>en</strong>ts. Crnobreg emphasises that despite the differ<strong>en</strong>ces,<br />

everyone at SOL is equal.<br />

– We wish to give everyone equal chances for a<br />

career, 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<br />

into many differ<strong>en</strong>t languages.<br />

– One of the key chall<strong>en</strong>ges is mapping and utilising<br />

the skills of multicultural employees more effici<strong>en</strong>tly.<br />

According to Crnobreg, good interaction is created<br />

by <strong>en</strong>suring that the employer has a clear picture of the<br />

differ<strong>en</strong>ce of the peoples’ backgrounds. Despite training,<br />

it is important to preserve the person’s id<strong>en</strong>dity.<br />

– Families have also be<strong>en</strong> integrated with the help of<br />

SOL. An intact family has a trem<strong>en</strong>dous, positive effect on<br />

the life of an employee, which also b<strong>en</strong>efits their working<br />

life.<br />

Crnobreg finds it delightful that more and more couples<br />

are working at SOL these days, <strong>en</strong>abling a new level<br />

of planning their future in their new home country.<br />

– One must not forget one’s roots and id<strong>en</strong>tity – quite<br />

the opposite. Multiculturalism is a diverse gift, and one<br />

ought to be comfortable with one’s id<strong>en</strong>tity.<br />

In 2016, SOL handed out its first award for an act<br />

promoting multiculturalism. The award was giv<strong>en</strong> to the<br />

Multiculturalism Working Group led by Sari Crnobreg in<br />

recognition of the group’s accomplishm<strong>en</strong>ts in promoting<br />

equality.<br />

colleagues, the work community and the rules of working<br />

life to the viewer.<br />

SOL is taking part in the Osaavat naiset project coordinated<br />

by MONIKA - Multicultural Wom<strong>en</strong>’s Association,<br />

supporting the employm<strong>en</strong>t of immigrant wom<strong>en</strong> in many<br />

differ<strong>en</strong>t ways. SOL is an active partner in the project and<br />

has already provided many wom<strong>en</strong> with job opportunities.<br />

Wom<strong>en</strong> with an immigrant background are trained to<br />

seek jobs, taught IT skills, and guided towards language<br />

studies and other training.<br />

Happy together<br />

The ev<strong>en</strong>ts organised by the multicultural group have<br />

be<strong>en</strong> popular.<br />

– They bring joy to everyday life, and SOL employees<br />

from differ<strong>en</strong>t cultures can get to know each other.<br />

The multicultural developm<strong>en</strong>t group also maintains<br />

a world cal<strong>en</strong>dar containing the holidays of differ<strong>en</strong>t<br />

countries.<br />

– This is an important work-planning tool for the<br />

supervisors. We share holidays from all over the world and<br />

each of us can learn new, interesting and inspiring things<br />

from differ<strong>en</strong>t cultures. By getting to know differ<strong>en</strong>t countries<br />

and their customs, we are also more truly pres<strong>en</strong>t as<br />

colleagues.<br />

Join in and make a differ<strong>en</strong>ce<br />

According to Sari Crnobreg, the developm<strong>en</strong>t 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 developm<strong>en</strong>t<br />

group fluctuate among work tasks and pot<strong>en</strong>tial<br />

changes.<br />

– For instance, we would really like to have participants<br />

from South Asia. It is important to have a compreh<strong>en</strong>sive<br />

repres<strong>en</strong>tation from differ<strong>en</strong>t contin<strong>en</strong>ts.<br />

Crnobreg reminds us that the multicultural work<br />

group <strong>en</strong>courages all SOL 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 />

Providing compreh<strong>en</strong>sive ori<strong>en</strong>tation training<br />

to all employees is a matter of honour for us.<br />

46 Responsibility <strong>2018</strong> | www.<strong>sol</strong>.fi www.<strong>sol</strong>.fi | Responsibility <strong>2018</strong> 47

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