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www.sol.fi<br />

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

Everyday acts

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


4 Responsibility – everyday acts<br />

10 Highlights of <strong>2018</strong><br />

14 Description of the organisation<br />

18 Management at <strong>SO</strong>L<br />

26 Financial responsibility<br />

28 Responsibilities to stakeholders<br />

32 Environmental responsibility<br />

42 Social responsibility<br />

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


1Responsibility<br />

– everyday acts<br />

This <strong>SO</strong>L Responsibility report is the ninth report<br />

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

and 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 implemented and the future goals.<br />

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

responsibility 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 responsibility are<br />

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

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

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

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

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

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

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

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

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

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

continuous improvement and development. Responsible<br />

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

choices are increasingly dictating our procurement<br />

decisions and consumption.<br />

The figures reported below are those of the <strong>SO</strong>L<br />

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

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

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

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

laundry services of <strong>SO</strong>L Pesulapalvelut Oy and the personnel<br />

services of <strong>SO</strong>L Henkilöstöpalvelut Oy.<br />

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

International<br />

service locally<br />

Turnover<br />

306<br />

milj. eur<br />

€€€€€<br />

Number of personnel<br />

14 000<br />

Customer satisfaction<br />

visits<br />

42 000<br />

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


1.1 Description of the<br />

operating environment<br />

in Finland<br />

According to the Confederation of Finnish Industries’<br />

economical cycle barometer the economical cycles grew<br />

stronger towards the end of the last year and the situation<br />

is still stronger than average. Growth in sales became<br />

quicker in the last quarter of the year and the expectations<br />

for sales are positive. Estimates indicated additions to<br />

personnel and the challenges in recruitment are still very<br />

big. The general economical cycle picture is not expected<br />

to really change in 2019.<br />

Estimates of the development of demand for property<br />

sector’s services are mainly positive among the member<br />

companies of the Real Estate Employers. 60 per cent of<br />

those who answered the Real Estate Employers’ industry<br />

barometer in September <strong>2018</strong> estimate that the demand<br />

for property sector’s services has grown in the last 12<br />

months and 55 per cent expect the demand to grow in the<br />

coming year. For cleaning, the future is the most positive:<br />

55 per cent of respondents expect the demand for cleaning<br />

services to grow.<br />

In the property services sector faces great challenges in<br />

the availability of workforce. According to the Confederation<br />

of Finnish Industries’ economic cycle barometer (October<br />

<strong>2018</strong>) these recruitment challenges can be extremely<br />

difficult. The availability is largely affected by the problem<br />

of tax incidence, which became apparent also in the Real<br />

Estate Employers’ industry barometer, where 62 per cent<br />

of respondents estimated that the availability or workforce<br />

has weakened in the previous 12 months. This trend is<br />

expected to continue in the coming year.<br />

In the digital survey implemented for the property<br />

services sector in November <strong>2018</strong>, a third of the 70 respondents<br />

assessed that the opportunities offered by different<br />

digital solutions and services are very significant to<br />

a company’s operations. 70 per cent of respondents estimated<br />

that investments related to digitality will increase in<br />

the next three years. A central motive for the development<br />

of digitality was the enhancing of business, but customers’<br />

requests, improving communication, growing business<br />

and cost saving were also important.<br />

The effects of the reform of vocational education for<br />

the property services sector meet the needs of work life<br />

better when there are no more overlapping qualifications<br />

and the skills content of new degrees are up to date. All<br />

qualifications are completed as practical examinations.<br />

Learning happens increasingly at the workplace, which<br />

makes the dialogue between schools and companies<br />

even more important. Forms of training that are arranged<br />

at the workplace are apprenticeship training and training<br />

agreement. Skills can be acquired by completing the<br />

whole degree or, which is a more flexible way than before,<br />

by completing some parts of the degree.<br />

The future of the personnel services sector does not<br />

appear so bright in the barometer of the Confederation<br />

of Finnish Industries. Economic growth slows down, but in<br />

the revenue enquiry of the Private Employment Agencies’<br />

Association HPL, it is estimated that personnel services are<br />

not likely to be the first to fade out.<br />

According to the Private Employment Agencies’ Association<br />

HPL’s revenue enquiry, 42 per cent of the personnel<br />

services’ revenue comes from Uusimaa and 58 per cent<br />

from the rest of Finland. Uusimaa’s share has continuously<br />

decreased by 4 per cent since the end of 2016.<br />

For laundry services, the economic outlook is hopeful.<br />

The circular economy of textiles and clothing has raised<br />

its head. People buy their clothes more responsibly and<br />

invest in the quality of the clothes and textile products.<br />

Consumers have started to consider their own consumer<br />

habits and clothes are now more cared for than before,<br />

since people have started to wash and repair them. The<br />

flee markets of quality clothes, today’s clothes shops, have<br />

appeared in the cityscapes. This phenomenon of the new<br />

era is believed to increase the need for laundry services.<br />

Situation in property services<br />

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

1.2 <strong>SO</strong>L Future<br />

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

in the property services and temporary staffing up until the<br />

year 2025. <strong>SO</strong>L will be a strong contender in these future<br />

markets.<br />

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

euros by 2025. Of this total, operations in Finland will<br />

represent MEUR 755 and the foreign subsidiaries’ MEUR<br />

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

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

increase significantly in 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 present. Employees are increasingly expected<br />

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

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

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

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

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

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

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

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

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

methods and procedures will continue.<br />

Net sales target (MEUR)<br />

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

1010<br />

1001<br />

808<br />

606<br />

404<br />

202<br />

0<br />

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 />

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


1.3 Risk management<br />

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

insurance provider OP:<br />

Market position risks<br />

• Operative process risks<br />

• Personnel risks<br />

• Information system risks<br />

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

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

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

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

the environment and the reputation of <strong>SO</strong>L are taken into<br />

account in addition to the financial effects. At <strong>SO</strong>L, risk<br />

evaluation utilises<br />

Tools in accordance with the Operating System.<br />

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

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

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

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

systems.<br />

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

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

purposeful procedures.<br />

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

of risk management and reports on the risks and the<br />

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

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

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

necessary.<br />

Preparing for the EU General Data Protection Regulation<br />

(GDPR, entered into force on 25 May <strong>2018</strong>) was already<br />

started at <strong>SO</strong>L in 2017 in the Data protection team.<br />

In <strong>2018</strong>, we drafted the risk evaluation of data protection<br />

and data security and also an extensive evaluation of data<br />

protection’s effects, which was done together with outside<br />

experts. We also drafted the data processing agreements<br />

needed in customer and partner cooperation. Data protection<br />

directors have been appointed for every company.<br />

Financing and<br />

liquidity risks<br />

Credit risks<br />

Management risks<br />

Market position<br />

risks<br />

Market risks<br />

Environmental<br />

risks<br />

Personnel risks<br />

Personal injury<br />

risks<br />

Financial<br />

risks<br />

Liability<br />

risks<br />

Risks of<br />

physical<br />

damage<br />

Total risk<br />

Strategic<br />

risks<br />

Operational<br />

risks<br />

Process risks<br />

Information<br />

system risks<br />

Operating environment<br />

risks<br />

Supply chain<br />

risks<br />

Legal risks<br />

Risk management<br />

1.4 Responsibility for service<br />

provision and service<br />

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

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

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

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

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

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

employment relationships.<br />

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

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

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

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

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

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

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

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

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

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

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

In <strong>SO</strong>L Henkilöstöpalvelut Oy, the customer, as the user<br />

company, is responsible for the safety of <strong>SO</strong>L’s service experts.<br />

<strong>SO</strong>L’s role is to recruit, train and provide orientation<br />

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

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

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

1.5 Managing<br />

Director’s review<br />

Last year, we had many great events where we have, together<br />

with our customers, celebrated our long-lasting cooperation.<br />

In this time, these long-term partnerships cannot be<br />

taken for granted and we are very proud and happy about<br />

the trust we have earned. Together with our customers and<br />

personnel we have discussed why the customer relationship<br />

continue for years in a way where both parties feel extremely<br />

content. We found many reasons, but one thing became<br />

clear – everyday life decides!<br />

Trust, which is the requirement for good cooperation, is<br />

earned with everyday acts. This means being ready to work<br />

steadfast to maintain and develop the relationship. It is apparent<br />

how important the people, superiors and colleagues<br />

and customers of the workplace are. People make the atmosphere<br />

and therefore give the work its meaning. Working<br />

together and feeling like a part of the group are valuable<br />

things in work life.<br />

Responsibility concerns us all<br />

In addition to the Group’s Management Team and task-specific<br />

development groups, the entire staff works for and<br />

towards <strong>SO</strong>L’s responsibility. Many practical issues related<br />

to responsibility are addressed in our everyday work. These<br />

issues include occupational safety, good managerial work,<br />

improvements in working methods, environmental issues,<br />

work ethics, and a pleasant work community. We care about<br />

each other and our clients and strive for fair salaries.<br />

The goal for <strong>SO</strong>L is not only to maintain a superb business<br />

culture but also to keep on improving it. Working should be<br />

cheerful, without forgetting the everyday creativity of each individual,<br />

the preservation of entrepreneurship and a lifetime<br />

of learning.<br />

The reform of the reformed vocational education was<br />

renewed at the beginning of this year and its effects for<br />

property services sector meet the working life’s needs better<br />

than before. It is great that our own organisation has gained<br />

there a vantage point and the role of an active influencer.<br />

We received the chair’s position in the newly found working<br />

life committee of our industry. <strong>SO</strong>L has always invested in<br />

training and apprenticeship training has been a practice at<br />

<strong>SO</strong>L for years.<br />

Last year we organised about 900 different training events<br />

that almost 12,000 <strong>SO</strong>L personnel members participated<br />

in and about 300 people completed a vocational degree.<br />

Business Akatemia, <strong>SO</strong>L’s own management training was<br />

developed in <strong>2018</strong> and started in 2019. Out training organisation<br />

could therefore be called a medium-sized school.<br />

In accordance with the training strategy, the functionality<br />

of the trainings is continuously developed and in <strong>2018</strong><br />

the new online learning environment Aurinkoakatemia was<br />

implemented and the reformation of employees’ orientation<br />

training began in <strong>2018</strong> and will continues this year.<br />

This year, the development of customer-specific concepts<br />

and operations models was invested in especially. <strong>SO</strong>L Palvelut<br />

was the first in Finland’s hotel cleaning business sector to<br />

be awarded the Swan label.<br />

Future views<br />

The Group’s views for the year 2019 are good despite the<br />

tough competition situation. Our goal for the future is to be<br />

a billion class family company that operates in the international<br />

markets. We have the readiness and the passion<br />

to grow and evolve. Taking care of the customer’s needs is<br />

important to us, sustainable development and offering job<br />

opportunities to different people will continue to be our<br />

mission. Harnessing technology and new innovations to help<br />

in everyday life and to support management will be at the<br />

centre of our growth. We bear our responsibility for social<br />

environment and nature. We have a bold attitude towards<br />

building the future and our participating personnel together<br />

with our customers ensure our success.<br />

To achieve our billion-class objective we must continue<br />

to develop and grow our already existing businesses and<br />

patronages. Furthermore, we will consider our opportunities<br />

to expand to new sectors and to export our already existing<br />

services to geographically new areas. In the summer we<br />

bought the majority shareholding of Consultor Finland Oy,<br />

meaning that we took a step into a completely new area<br />

of operation. In November, due to a company acquisition,<br />

our international operations expanded to Denmark. In the<br />

company acquisition, TekniClean A/S, specialised in food<br />

cleaning, transferred under <strong>SO</strong>L’s ownership. These are<br />

examples of our growth opportunities and we will continue<br />

to see more of them.<br />

<strong>SO</strong>L is already a part of many life cycle projects, which are<br />

rapidly becoming more common in the municipality sector.<br />

In them the goal for property maintenance and a building’s<br />

upkeep can be set as far as 30 years in the future. This also<br />

creates for us completely new possibilities to develop out<br />

services<br />

We have the readiness and the passion to grow and<br />

evolve, the world is quickly changing. Change and future are<br />

always a possibility. We just have to approach them bravely<br />

and participate in building something ne<br />

Juhapekka Joronen<br />

<strong>SO</strong>L Group is now<br />

under fourth-generation<br />

leadership in Peppi<br />

Kaira and Juha-Pekka<br />

Joronen.<br />

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


Highlights<br />

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

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

Highlights of <strong>2018</strong><br />

Multiculturalism<br />

At the beginning of every year, we publish a multicultural celebration<br />

day calendar. Diversity is a richness and we appreciate it on all levels.<br />

We all have important dates related to our religion and nationality<br />

that we want to celebrate. The Multicultural team operating within<br />

<strong>SO</strong>L annually maintains the multicultural celebration day calendar.<br />

This helps us to acknowledge our employees on holidays that are<br />

important to them and to take this into account when planning the<br />

work shifts.<br />

Backpack of Happiness<br />

Backpack of Happiness gives you the tools for work well-being!<br />

Work well-being mentoring that was created as a part of the Backpack<br />

of Happiness project and which has an important role in our<br />

work well-being at <strong>SO</strong>L. Our capable mentors create new operations<br />

models for everyday life and tools for maintaining well-being, for<br />

cooperation between managers and the work community and for the<br />

everyday life of the employee.<br />

<strong>SO</strong>L Life Personnel services<br />

<strong>SO</strong>L & FirstBeat started the year with gusto – with the well-being and<br />

health of <strong>SO</strong>L employees as the priority! For us, the equation is clear.<br />

Our sunny way of serving our customers is only possible because<br />

of our healthy personnel. When our hearts and minds are well, we<br />

develop and evolve. <strong>SO</strong>L Henkilöstöpalvelut salaried employees<br />

completed the First-Beat-well-being survey during December and<br />

January. Because of the survey, we have received valuable and individual<br />

support from well-being experts to develop the keys for daily<br />

well-being.<br />

Swan label<br />

<strong>SO</strong>L Palvelut was the first in Finland’s hotel cleaning business sector<br />

to be awarded the Swan label. Getting the renowned Nordic environmental<br />

labelling was one of the promises in <strong>SO</strong>L’s environmental<br />

programme ‘Sitoumus 2050’.<br />

Summer employees<br />

We employed a 1,000 summer employees in Finland in different<br />

property services, security and laundry service jobs, we participated<br />

in the Vastuullinen Kesäduuni campaign for responsible summer<br />

jobs.<br />

Consultor Finland Oy<br />

Solemo Oy (<strong>SO</strong>L) bought two thirds of the stock of the information<br />

technology expert company Consultor Finland Oy. Consultor’s good<br />

reputation, strong skills and having the capable, motivated and<br />

growth-hungry management remain were the condition for the stock<br />

trading. In service business, the significance of and dependency on<br />

automatisation and robotics is growing and <strong>SO</strong>L wants to be in the<br />

frontline offering these services.<br />

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


Highlights of <strong>2018</strong><br />

#eisyrji campaign against discrimination<br />

We were one of the firsts to participate in the expansive #eisyrji campaign<br />

that challenged Finns to contemplate their own attitude. The<br />

campaign aimed to change attitudes and to decrease discrimination<br />

in the Finnish working life. The goal is to make parity and equality in<br />

working life a matter of course. As a labour-intensive company, <strong>SO</strong>L<br />

wants to maintain a cheery atmosphere and use diversity in customer<br />

services. Any kind of discrimination between people is not accepted<br />

at <strong>SO</strong>L.<br />

Elina Jalonen<br />

Elina Jalonen was appointed to be the Managing Director of <strong>SO</strong>L<br />

Pesulapalvelut Oy.<br />

Summer days in Tuuri<br />

The <strong>SO</strong>L employees’ Hyvä Tuuri summer celebration, which we held<br />

for the second time, gathered <strong>SO</strong>L employees and their families in<br />

the shopping centre Tuuri to spend a sunny summer day together.<br />

Work well-being challenge<br />

The purpose of the <strong>SO</strong>L Life Kuntokuuri programme (which started<br />

in the autumn and will continue in the spring) is to activate our staff,<br />

guide them into a healthier lifestyle and help them look after their<br />

own well-being as a whole. We hope you make important discoveries<br />

about your energy resources and the actions you can take to<br />

improve your own well-being. The purpose of the programme is<br />

to activate our staff, guide them into a healthier lifestyle and help<br />

them look after their own well-being as a whole. We hope you make<br />

important discoveries about your energy resources and the actions<br />

you can take to improve your own well-being.<br />

Redi<br />

A full-service <strong>SO</strong>L Laundry opened its new landry in Kalasatama in<br />

the shopping centre REDI<br />

Working life partner of Keuda<br />

Keuda chose <strong>SO</strong>L as the Working life partner of <strong>2018</strong>. Strategically<br />

long-term cooperation, innovation, development and trust counted<br />

in the selection.<br />

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

Highlights of <strong>2018</strong><br />

Juhana Olkkola<br />

<strong>SO</strong>L Henkilöstöpalvelut Managing Director Juhana Olkkola.<br />

Solar panels<br />

<strong>SO</strong>L had solar panels installed on the roof of the headquarters. Our<br />

own solar electricity generates power for the personnel’s computers<br />

and the property’s lighting.<br />

TekniClean A/S<br />

In November, <strong>SO</strong>L bought the Danish TekniClean A/S which specialises<br />

in food cleaning. In the trade <strong>SO</strong>L receives 300 new employees<br />

and a company with a MEUR 14 turnover and customers who include<br />

the leading meat processors of the food industry.<br />

Clothes lending<br />

The clothes lending company Vaatepuu and the <strong>SO</strong>L Pesulapalvelut<br />

laundry service serve together in a sustainable and practical manner.<br />

The new cooperation piloting will be implemented in the Greater<br />

Helsinki area. The returning and maintenance of Vaatepuu’s clothes<br />

can in the future be done conveniently in any <strong>SO</strong>L Laundry in the<br />

areas of Helsinki, Vantaa, Espoo and Kauniaiset..<br />

Pirkanmaan Osuuskauppa<br />

The cleaning service business of Pirkanmaan Osuuskauppa transferred<br />

as a company transfer to <strong>SO</strong>L Palvelut Oy on 1 February<br />

2019. Pirkanmaan Osuuskauppa and <strong>SO</strong>L have successfully worked<br />

together for several years and we mean to continue to develop the<br />

relationship in the future.<br />

Yellow Panthers<br />

At the beginning of December we always celebrate <strong>SO</strong>L’s Yellow<br />

Panthers, those who have retired from <strong>SO</strong>L, by having a Christmas<br />

lunch with them and catching up with new and old friends.<br />

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


2Description<br />

of the organisation’s background<br />

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

<strong>SO</strong>L’s management is guided by values where<br />

economical, social and environmental responsibilities<br />

are at the centre. The <strong>SO</strong>L Group comprises<br />

the parent company <strong>SO</strong>LEMO Oy and its<br />

five wholly owned subsidiaries in Finland and<br />

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

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

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

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

as part of a cleaning and facility management 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 centre and Järvenpää. 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 recruitment 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 <strong>SO</strong>L companies<br />

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

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

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

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

Pesulapalvelut Oy provides laundry services to private<br />

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

Group companies:<br />

• <strong>SO</strong>L Palvelut Oy, Helsinki<br />

• <strong>SO</strong>L Pesulapalvelut Oy, Helsinki<br />

• <strong>SO</strong>L Henkilöstöpalvelut Oy, Helsinki<br />

• <strong>SO</strong>L Baltics OÜ, Eesti<br />

• OOO <strong>SO</strong>L, Venäjä<br />

• OOO <strong>SO</strong>L Sp, Venäjä<br />

• OOO <strong>SO</strong>L DC, Venäjä<br />

• Solreneriet AB, Ruotsi<br />

• Tekniclean A/S<br />

• Goldcup 17817 AB<br />

• Reneriet Estonia OÜ, Eesti<br />

• Consultor Finland Oy<br />

2.2 <strong>SO</strong>L is a Solar<br />

System – outstanding<br />

partnership and quality<br />

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

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

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

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

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

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

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

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

our services and service solution packages.<br />

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

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

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

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

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

well as development and administrative operations support<br />

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

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

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

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

activities focus on establishing and developing service<br />

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

also under development..<br />

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

At the sources of Solar energy<br />

<strong>SO</strong>L<br />

Values<br />

• Sunny and satisfied customers<br />

• The joy of working<br />

• Everyday creativity<br />

• Enterprising spirit<br />

• Reliability<br />

<strong>SO</strong>L<br />

Success factors<br />

• Skilled and participating personnel<br />

• Sunny customers<br />

• Profitable growth<br />

• Profitability and competitive strength<br />

• Productivity<br />

• Efficiency and safety<br />

<strong>SO</strong>L<br />

Mission<br />

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

<strong>SO</strong>L<br />

Vision<br />

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

customers and provide positive experiences<br />

<strong>SO</strong>L Philosophy<br />

<strong>SO</strong>L’s image of humankind<br />

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

to do good work<br />

• People have a need to succeed<br />

• People are different<br />

• People take the initiative and are creative<br />

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

<strong>SO</strong>L 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 />

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


2.3 Reporting<br />

Net sales (MEUR)<br />

Figure 1. Net sales development 2014–<strong>2018</strong>, Finland and other countries<br />

250<br />

221,5 222,6<br />

230,8<br />

244,9 242,5<br />

Finland<br />

200<br />

Other countries<br />

150<br />

100<br />

50<br />

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

66,9 64,3<br />

0<br />

2014<br />

2015<br />

2016<br />

2017<br />

<strong>2018</strong><br />

Operating profit (MEUR)<br />

Figure 2. Net operating profit development 2014–<strong>2018</strong><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 />

2,5<br />

2014<br />

4,7<br />

2015<br />

5,2<br />

2016<br />

13,6<br />

2017<br />

11,3<br />

<strong>2018</strong><br />

Net sales of <strong>SO</strong>L Henkilöstöpalvelut, 2014–<strong>2018</strong> (MEUR)<br />

60<br />

50<br />

40<br />

41,6<br />

52,1<br />

50,4<br />

30<br />

26,0<br />

20<br />

20,1<br />

10<br />

0<br />

2014<br />

2015<br />

2016<br />

2017<br />

<strong>2018</strong><br />

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

Gross investments (MEUR)<br />

Figure 3. Gross investments 2014–<strong>2018</strong><br />

10<br />

9<br />

8<br />

7<br />

6<br />

5<br />

4<br />

3<br />

2<br />

1<br />

0<br />

8,8<br />

2014<br />

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

2015 2016 2017 <strong>2018</strong><br />

Number of personnel 2014-<strong>2018</strong><br />

10000<br />

9000<br />

8000<br />

8200<br />

8692<br />

9050 9050<br />

9530 9598<br />

Finland<br />

Other countries<br />

7000<br />

6000<br />

5000<br />

4000<br />

3000<br />

3282 3339<br />

3606 3747<br />

4155 4122<br />

2000<br />

1000<br />

0<br />

2013<br />

2014<br />

2015<br />

2016<br />

2017<br />

<strong>2018</strong><br />

2.4 Mission, vision<br />

and strategy<br />

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

image with the services we provide. We act in a<br />

responsible 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 />

enterprising spirit, everyday creativity and the joy of<br />

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

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

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

occupational safety.<br />

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

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

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

feeling human being.<br />

We want to encourage and give feedback in order to<br />

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

important to us and essential for work motivation.<br />

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

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

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

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

and employing qualified personnel while developing<br />

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

profitable, financially-sound and excellently-managed <strong>SO</strong>L<br />

with sunny and satisfied customers and personnel.<br />

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

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

are cheerfulness, yellow sunniness,<br />

– enthusiastic service, skilled professional personnel,<br />

flexibility and ease.<br />

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


3Management<br />

at <strong>SO</strong>L<br />

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

trustworthy interaction and an atmosphere that<br />

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

respect and responsibility towards each other.<br />

t <strong>SO</strong>L, we aim towards servant and coaching<br />

Aleadership. Giving responsibility, trust, and<br />

supporting a functional work community are<br />

some of the essential mindsets.<br />

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

comprises Juhapekka Joronen, Chairman,<br />

and ordinary members Peppi Kaira and Anja Eronen for<br />

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

of 10 February 2017. Juhapekka Joronen is the Managing<br />

Director of <strong>SO</strong>L Palvelut Oy. Elina Jalonen is the Managing<br />

Director of <strong>SO</strong>L Pesulapalvelut Oy. Juhana Olkkola<br />

is the Managing Director of <strong>SO</strong>L Henkilöstöpalvelut Oy,<br />

and Peppi Kaira is the Managing Director of <strong>SO</strong>LEMO Oy.<br />

Anja Eronen was the Managing Director of <strong>SO</strong>LEMO Oy<br />

and <strong>SO</strong>L Palvelut Oy until 31 August 2011 and has been<br />

Chairman of the Board of <strong>SO</strong>L Palvelut Oy as of 1 September<br />

2011.<br />

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

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

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

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

Team also includes representatives of senior salaried<br />

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

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

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

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

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

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

for monitoring operational management and for development<br />

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

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

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

it.<br />

The <strong>SO</strong>L Operating System is based on the I<strong>SO</strong><br />

9000:2015 quality standard, the I<strong>SO</strong> 14001 environmental<br />

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

and the I<strong>SO</strong> 31000 risk management standard. Each<br />

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

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

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

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

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

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

in the databank, which also includes the customer<br />

management system. The system utilises <strong>SO</strong>L’s in-house<br />

customer information system (Sirkkeli).<br />

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

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

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

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

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

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

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

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

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

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

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

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

<strong>SO</strong>L Operating System.<br />

The management<br />

organisation is as<br />

lean as possible in<br />

order to be close to<br />

the customer and<br />

personnel.<br />

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

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

Leveraging<br />

shared resources<br />

Lean central management.<br />

Clear objectives,<br />

indicators and<br />

monitoring<br />

Selected group<br />

services<br />

Decentralised<br />

organisation,<br />

accountability as lean<br />

as possible<br />

Continuous<br />

improvement<br />

Individuals deliver<br />

results in<br />

cooperation with<br />

each other<br />

Increasing<br />

flexibility<br />

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


3.1 <strong>SO</strong>L’s ethical rules –<br />

principles of good business<br />

3.1.1. Introduction<br />

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

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

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

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

creativity, enterprising spirit and reliability.<br />

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

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

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

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

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

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

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

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

organisations.<br />

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

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

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

the rules.<br />

3.1.2 Ethical rules and legislation<br />

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

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

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

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

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

information on the legislative regulations concerning<br />

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

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

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

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

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

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

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

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

Group management.<br />

We apply the ethical<br />

guidelines published by the<br />

Real Estate Employers and<br />

work to raise the profile of<br />

the property service sector<br />

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

with the promises and commitments given to<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 confidential 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 development<br />

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

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

customer companies<br />

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

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

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

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

submit all company and subcontractor information<br />

required under the provision of the Act on the<br />

Contractor’s Obligations and Liability when Work is<br />

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

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

and awareness<br />

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

individuality and diversity within the work community<br />

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

we will operate responsibly<br />

by providing fair temporary work.<br />

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

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

and act in a responsible manner. <strong>SO</strong>L employees<br />

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

interests.<br />

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

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

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

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

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

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

parties, organisations or individual politicians.<br />

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

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

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

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

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

reasonable and low in monetary value.<br />

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

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

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

a favour in return<br />

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

scrutiny<br />

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

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

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

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

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

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

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

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

20100825Vieraa/Vieraanvaraisuudesta__eduista.pdf<br />

Examples of acceptable hospitality include attendance<br />

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

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

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

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

and training courses.<br />

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

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

Business Director or Managing Director.<br />

Benefits must not be accepted if:<br />

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

practices<br />

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

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

party’s independence or impartiality<br />

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

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

outcomes of business<br />

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

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

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

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

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

declined.<br />

3.1.4 Responsible Personnel services<br />

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

is an authorised member of the Private<br />

Employment Agencies’ 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 />

3.1.5 Fair temporary work<br />

The authorisation of personnel services companies ensures<br />

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

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

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

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

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

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

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

rules is monitored.<br />

The Private Employment Agencies’ Association has<br />

prepared general terms and conditions for temporary<br />

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

responsibilities and rules between the contractual parties.<br />

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

right of employees and job applicants. The general terms<br />

and conditions are intended to serve as an appendix<br />

to the contract between a personnel services company<br />

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

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

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

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

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

separate, written customer agreement.<br />

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


3.2 Stakeholders<br />

<strong>SO</strong>L’s social responsibility covers all stakeholders:<br />

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

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

and their organisations, the media, and cooperation with<br />

non-profit organisations.<br />

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

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

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

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

infrastructure.<br />

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

loyal customer<br />

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

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

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

registered customers. and fulfilling contractual obligations<br />

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

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

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

problematic situations and to rectify and continuously<br />

improve our services.<br />

Customer satisfaction and customer retention are<br />

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

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

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

This procedure is based on the <strong>SO</strong>LE guidelines and on<br />

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

excellent level for many years.<br />

The end-user of <strong>SO</strong>L’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 />

3.2.2 Personnel<br />

We currently employ nearly 14,000 people, to whom we<br />

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

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

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

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

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

company to safeguard employment and guarantee high<br />

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

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

customers, employees and <strong>SO</strong>L.<br />

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

Employees are encouraged and trained to participate<br />

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

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

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

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

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

at least 15 hours per week are provided with general prac­<br />

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

Customer satisfaction<br />

Figure 5. Customer satisfaction 2014-<strong>2018</strong><br />

100<br />

90<br />

80<br />

70<br />

60<br />

50<br />

40<br />

30<br />

20<br />

10<br />

0<br />

2014 2015 2016 2017 <strong>2018</strong><br />

<strong>SO</strong>L Palvelut Oy<br />

2014 2015 2016 2017 <strong>2018</strong><br />

<strong>SO</strong>L<br />

Pesulapalvelut Oy<br />

2014 2015 2016 2017 <strong>2018</strong><br />

<strong>SO</strong>L<br />

Henkilöstöpalvelut Oy<br />

Laughter<br />

Smile<br />

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


titioner-level healthcare after six months of employment,<br />

and <strong>SO</strong>L has adopted <strong>SO</strong>L Life as an “Ongoing Care<br />

Model”.<br />

High priority is systematically given to occupational<br />

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

our operations. Rapid communications and interaction<br />

commensurate with the situation have been further<br />

strengthened.<br />

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

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

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

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

Joy Barometer job satisfaction survey. “From goals<br />

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

results, developing operations and they also facilitate the<br />

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

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

Quality Passport has been in use at <strong>SO</strong>L for a long time<br />

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

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

organisations.<br />

3.2.3 Responsible owners with a face<br />

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

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

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

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

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

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

and responsible ownership of family enterprises.<br />

3.2.4 We select our partners carefully<br />

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

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

and responsible, and <strong>SO</strong>L invests in cooperation<br />

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

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

also challenge <strong>SO</strong>L’s partners.<br />

3.2.5 Developer of the business sector<br />

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

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

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

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

House currently stands.<br />

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

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

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

business into a service sector.<br />

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

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

Oy. Juhapekka Joronen, the Managing Director of <strong>SO</strong>L<br />

Palvelut, is a member of the Board of the Confederation<br />

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

Real Estate Employers. We also participate in the work<br />

of other bodies and accept positions of trust and expert<br />

tasks offered.<br />

3.2.6 Communications and media<br />

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

transparent 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 <strong>SO</strong>LISTI customer magazine,<br />

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

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

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

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

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

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

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

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

group.<br />

3.2.7 Increasing our global role<br />

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

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

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

conditions of their countries of origin.<br />

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

to which:<br />

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

utilise individual skills and needs.<br />

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

We will provide information on our goals and accomplishments.<br />

<strong>SO</strong>L has a multicultural development group, which<br />

reports directly to the Management Team. We employed<br />

2,171 foreign nationals in Finland in <strong>2018</strong>.<br />

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

Group with participants representing employees from<br />

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

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

on issues.<br />

<strong>SO</strong>L is a member of FIBS and a partner of the Responsible<br />

Summer Job campaign. During <strong>2018</strong> we have<br />

supported the education of Tanzania’s orphan children in<br />

many different ways.<br />

3.2.8 Working life committee cooperation<br />

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

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

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

as polytechnics and universities are important partners<br />

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

provide us with skilled employees.<br />

The Manager of Training at <strong>SO</strong>L 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, <strong>SO</strong>L was involved in a work group to renew<br />

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

Services Sector has a new degree entity for the Vocational<br />

Qualification and Further and Specialist Vocational Qualifications<br />

in Cleaning and Property Services that combine<br />

the previous seven qualifications of our sector.<br />

24 Responsibility <strong>2018</strong> | www.sol.fi

We comply with the UN<br />

Global Compact principles<br />

in our operations:<br />

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

of internationally proclaimed human rights within<br />

their sphere of operation.<br />

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

in human rights abuses.<br />

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

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

bargaining;<br />

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

labour;<br />

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

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

and occupation.<br />

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

to environmental challenges;<br />

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

responsibility; and<br />

9. Businesses should encourage the development and<br />

diffusion of environmentally friendly 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 />

3,000 foreign nationals<br />

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


Financial<br />

responsibility<br />

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

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

aims to acquire business operations and enterprises<br />

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

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

4rowth<br />

G<br />

will be financed from income. Our<br />

equity ratio of 48.8% enables cost-effective<br />

liquidity fluctuations. Good liquidity safeguards<br />

<strong>SO</strong>L’s payment obligations to stakeholders<br />

and also builds in flexibility for any<br />

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

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

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

finance investments and other acquisitions from income<br />

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

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

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

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

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

<strong>2018</strong> was 1.3, meeting our objective.<br />

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

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

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

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

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

operates in Seinäjoki and Kouvola.<br />

The turnover of <strong>SO</strong>L Group has risen by 13.8% since<br />

2014, the growth of foreign subsidiaries has reached<br />

33.7%, and that of Finnish subsidiaries 9.5%.<br />

In <strong>2018</strong>, the turnover in Finland were distributed as<br />

follows: cleaning and facility services 73.4%, property<br />

and security services 5.6%, laundry services 3.8%, and IT<br />

services 0.7%. Finnish operations accounted for 79% and<br />

foreign operations for 21% of turnover.<br />

<strong>SO</strong>L’s gross investments amounted to MEUR 7, while<br />

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

steady MEUR 12.3 in <strong>2018</strong>.<br />

We operate<br />

nationally,<br />

we serve locally.<br />

26 Responsibility <strong>2018</strong> | www.sol.fi

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

320<br />

288<br />

269,6 274,0<br />

285,0<br />

311,8 306,8<br />

25<br />

256<br />

20<br />

224<br />

192<br />

15<br />

160<br />

128<br />

10<br />

9,4<br />

96<br />

64<br />

32<br />

0<br />

2014<br />

2015<br />

2016<br />

2017<br />

<strong>2018</strong><br />

5<br />

0<br />

2,9<br />

2014<br />

2<br />

2015<br />

4,04<br />

2016<br />

2017<br />

-1,6<br />

<strong>2018</strong><br />

Equity ratio, %<br />

Return on investment, MEUR<br />

50<br />

42,9<br />

44,8 43,7<br />

47,7 48,8<br />

40<br />

40<br />

32<br />

27,8<br />

30<br />

24<br />

21,4<br />

20<br />

16<br />

12,6 12,9<br />

10<br />

8<br />

7,2<br />

0<br />

2014<br />

2015<br />

2016<br />

2017<br />

<strong>2018</strong><br />

0<br />

2014<br />

2015<br />

2016<br />

2017<br />

<strong>2018</strong><br />

Gearing, %<br />

Quick Ratio<br />

0<br />

-10<br />

-20<br />

-30<br />

-40<br />

1,6<br />

1,4<br />

1,2<br />

1,0<br />

1,1<br />

1,2<br />

1,3<br />

1,4<br />

1,3<br />

-50<br />

0,8<br />

-60<br />

-70<br />

-80<br />

-90<br />

-57,7<br />

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

-59,2<br />

0,6<br />

0,4<br />

0,2<br />

-100<br />

2014<br />

2015<br />

2016<br />

2017<br />

<strong>2018</strong><br />

0,0<br />

2014<br />

2015<br />

2016<br />

2017<br />

<strong>2018</strong><br />

Purchases, MEUR<br />

14<br />

12<br />

10<br />

12,5 12,8<br />

11,8 11,6<br />

11,7<br />

10,7<br />

10,5<br />

12,0<br />

11,2<br />

Services<br />

Material<br />

8<br />

6<br />

4<br />

2<br />

1,1<br />

0<br />

2014<br />

2015<br />

2016<br />

2017<br />

<strong>2018</strong><br />

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


Responsibilities<br />

to stakeholders<br />

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

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

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

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

55.1 Responsibilities to<br />

customers<br />

<strong>SO</strong>L 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 preferences.<br />

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

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

the most advantageous economically.<br />

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

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

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

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

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

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

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

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

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

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

equal treatment for all customers.<br />

In Finland, we have enhanced the reporting system under<br />

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

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

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

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

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

side expenses, amounted to MEUR 197.3 in 2017.<br />

<strong>SO</strong>L bears responsibility for safeguarding employment<br />

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

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

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

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

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

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

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

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

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

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

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

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

<strong>SO</strong>L organises an annual Quality Award competition<br />

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

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

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

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

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

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

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

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

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

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

1996.<br />

5.2 Responsibilities<br />

to employees<br />

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

In 2017, personnel costs represented 79.4% of net sales,<br />

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

The quality prizes of <strong>2018</strong> were awarded in the <strong>SO</strong>L Days of November.<br />

1st category quality prize was awarded to Julija Goncalves ja Vladen Melechko.<br />

‘Every time the prize comes as a really good surprise. It was the same this year, since we<br />

did not do as well as we had hoped. To us the quality prize means that we are on the right<br />

path and we are very proud of our ship team. It was amazing to announce that we got<br />

the prize. Last year’s biggest challenge was labour shortage in Greater Helsinki, but we<br />

prevailed. In our company cooperation works well and help and advice is always available<br />

The other challenge was balance and staying in budget. We thought a lot about how<br />

to implement work so that we benefit more and can at the same time maintain our good<br />

quality. Keeping both the customer and the employees happy. Our location has two<br />

superiors and they both have their own strengths and weaknesses we use to complement<br />

each other. And it has worked really well Thank you for appreciating our work this year!’<br />

Thank you to you also, Julija and Vladen.<br />

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



RE<strong>SO</strong>LUUTIO<br />

5.3 Responsibilities to the<br />

authorities<br />

<strong>SO</strong>L and its personnel must comply with local laws and<br />

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

<strong>SO</strong>L pays its statutory obligations in accordance with<br />

existing regulations. As an employer, <strong>SO</strong>L takes care of its<br />

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

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

In <strong>2018</strong>, <strong>SO</strong>L’s Finnish companies paid value-added tax,<br />

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

MEUR 69.9 (MEUR 64.1 in 2014). Compulsory social<br />

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

MEUR 35.1 in <strong>2018</strong> and MEUR 35.9 in 2014.<br />

5.4 Responsibilities to<br />

suppliers and partners<br />

<strong>SO</strong>L purchases products, services and energy for its property,<br />

cleaning, facility maintenance and laundry services, as<br />

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

delivery and laundry services, outdoor area property management<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 />

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

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

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

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

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

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

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

System.<br />

In <strong>2018</strong>, all purchases by <strong>SO</strong>L’s Finnish companies were<br />

from within the EU area.<br />

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

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

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

subcontractors’ employees.<br />

5.5 Liabilities to<br />

financial institutions<br />

<strong>SO</strong>L’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. <strong>SO</strong>L Palvelut Oy has a limit of EUR 3 million.<br />

30 Responsibility <strong>2018</strong> | www.sol.fi

All procurement is governed<br />

by written supplier<br />

contracts and pre-planned<br />

logistics solutions.<br />

<strong>SO</strong>L does not use random<br />

procurement or randomly<br />

selected suppliers.<br />

Our procurement procedures<br />

include at least the following:<br />

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

legislation<br />

• corruption and bribery ban<br />

• respect for employees’ human rights<br />

• child labour ban<br />

• employee safety and health<br />

• environmental protection<br />

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

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

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


Environmental responsibility<br />

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

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

grow and live safely. Environmental deterioration<br />

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

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

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

66.1 Environmental policy<br />

<strong>SO</strong>L wants to provide services in a manner that aims to<br />

conserve natural resources and reduce environmental<br />

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

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

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

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

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

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

and reducing environmental impacts. We purchase<br />

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

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

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

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

the amount of waste generated.<br />

We disseminate information about our operations transparently,<br />

both to our external stakeholders and to <strong>SO</strong>L’s<br />

own personnel. We aim at being able to guide our customers<br />

towards an environmentally friendly model of operations<br />

and support them in achieving their environmental<br />

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

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

environmental field.<br />

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

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

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

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

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

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

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

environmental management, and necessary measures are<br />

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

6.2 Environmental<br />

goalsand objectives<br />

Environmental objectives have been defined for industries<br />

in the <strong>SO</strong>L’s environmental policy. They guide our personnel<br />

to act to control climate change.<br />

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

32 Responsibility <strong>2018</strong> | www.sol.fi

We reduce the<br />

consumption<br />

of paper and<br />

energy<br />

We reduce the<br />

use of plastic<br />

We reduce the<br />

emissions of<br />

vehicles and<br />

machinery<br />

<strong>SO</strong>L<br />

Environmental<br />

Goals<br />

We use Swan<br />

labelled<br />

detergents<br />

The personnel<br />

acts responsibly<br />

Our<br />

suppliers are<br />

environmentally<br />

responsible<br />

We participate<br />

in the customer’s<br />

environmental<br />

work<br />

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


The environmental objectives are evaluated annually and<br />

the achievement of these objectives and the changes in the<br />

operation’s environmental impact are measured on a group<br />

level.<br />

6.3 Environmental aspects<br />

<strong>SO</strong>L’s environmental policy, goals and objectives are based<br />

on information about the environmental aspects and<br />

impacts of our operations and services. Identification and<br />

evaluation of the environmental aspects are presented<br />

in the Environmental Management system. A valuation<br />

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

operations, on the company’s potential leverage, and on<br />

information provided by external studies is used for identifying<br />

the importance of environmental aspects. Statutory<br />

requirements, importance to the company’s image, environmental<br />

benefits in relation to implementation costs, and the<br />

severity and scope of environmental impacts are taken into<br />

account when assessing importance factors.<br />

The industry-specific assessment procedure for environmental<br />

aspects and the criteria for valuation are documented<br />

in the environmental data of our Operating System. The<br />

activities receiving the largest weighting using this method<br />

have been selected for implementation.<br />

An industry-specific implementation programme defining<br />

the operating instructions, timetables, measurement<br />

method and responsibilities for achieving the environmental<br />

goals and objectives has been prepared. The implementation<br />

programmes are documented in the environmental data<br />

of our Operating System.<br />

Customer-specific environmental goals will be prepared<br />

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

Environmental Team and environmental coordinator<br />

The task of the <strong>SO</strong>L group environmental section is to coordinate<br />

the responsibility functions related to the subject<br />

and to follow its global and local trends.<br />

The environmental supervisors for each region coordinate<br />

local environmental operations and training and this<br />

relays local environmental knowledge to the employees.<br />

The environmental coordinators will conduct customer-specific<br />

environmental reviews and give reports about<br />

them to the Environmental Team.<br />

Environmental aspects are evaluated when necessary<br />

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

in action plans and goals are implemented based on the<br />

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

Environmental reviews by sector and by location will be<br />

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

Team.<br />

The achievement of the environmental goals specified<br />

in action plans is monitored in development discussions.<br />

The districts will monitor the implementation of the action<br />

plans in their district meetings. The implementation of the<br />

environmental plans will also be evaluated in conjunction<br />

with internal audits.<br />

6.4 Me, you, <strong>SO</strong>L and<br />

the environment<br />

As part of the Society’s Commitment to Sustainable Development,<br />

<strong>SO</strong>L as a service employer has committed to<br />

strengthening <strong>SO</strong>L’s egalitarian work community. A good<br />

work community is made up of people from different<br />

cultures and of different ages and backgrounds. We are<br />

an international company, but our values are the same<br />

regardless of the country of operation. According to our<br />

image of humankind, people want to do good work. We<br />

want to give everyone this opportunity. We signed the<br />

Finnish Society’s Commitment to Sustainable Development<br />

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

commitment were drafted in cooperation between our<br />

environmental coordinators, the Environmental Team and<br />

senior management.<br />

As a steady employer, our commitment also includes<br />

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

nature and people. We communicated our Commitment<br />

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

to reach a larger number of our personnel, customers and<br />

stakeholders.<br />

We constantly work to fulfil our social commitment and<br />

monitor the realisation of the objectives.<br />

34 Responsibility <strong>2018</strong> | www.sol.fi

Commitment 2050 targets and actions<br />

1. Equal opportunities for well-being<br />

We are all different and we all have a place at <strong>SO</strong>L. We<br />

value diversity and consider it a resource. We develop<br />

management at <strong>SO</strong>L and we believe that our management<br />

in the future will be service-oriented management.<br />

We believe that a good work community is made up<br />

of people of different ages and from different cultures.<br />

About 30 per cent employee are citizens of a country<br />

other than Finland. We predict that, by 2050, 60% of our<br />

employees will be from countries other than Finland.<br />

<strong>SO</strong>L also has a lot of young employees. Employees under<br />

30 years of age make up 42% of our workforce. According<br />

to our image of humankind, people want to do<br />

good work. We want to give everyone this opportunity.<br />

We are committed to developing <strong>SO</strong>L’s age programme<br />

The goal of the age programme is to promote the<br />

work ability and well-being at work of <strong>SO</strong>L’s employees,<br />

support the motivation of different age groups, reduce<br />

sickness absences, increase the average retirement age,<br />

increase respect towards senior workers and ensure the<br />

transfer of tacit knowledge.<br />

We have drafted the age programme in 2016<br />

We are committed to promoting the career development<br />

of immigrant employees<br />

we have salaried employees who are immigrants<br />

in all of our districts achieved/not achieved<br />

2. Working sustainably<br />

We want <strong>SO</strong>L to be a place where happy multi-experts<br />

work. We provide a wide range of active training opportunities<br />

and our online study programmes bring studies<br />

close to <strong>SO</strong>L 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 <strong>SO</strong>L Life<br />

programme looks after the safety and well-being of<br />

employees throughout their employment relationship.<br />

We want our employees to retire healthy. We actively<br />

monitor the job satisfaction of our personnel as well as<br />

the rates of sickness absences, accidents and disability<br />

pensions. We have set goals for these and aim to achieve<br />

them.<br />

Now we want to make sure that the information we<br />

receive through employee satisfaction surveys is accurate.<br />

We also want to develop new methods for supporting<br />

our employees. We value the joy of working and<br />

everyday creativity.<br />

We are committed to developing our work so that<br />

the results of the Joy Barometer employee satisfaction<br />

survey is above four and the response rate is<br />

80%.<br />

Joy Barometer: Target: above 4 (scale 1-5) + response<br />

rate 80% in all employee groups<br />

achieved/not achieved<br />

We are committed to developing an online tool for<br />

supervisors that enables them to be constantly present<br />

and support the well-being of employees.<br />

Manager’s online tool 2050<br />

achieved/not achieved<br />

3. Resource-wise economy<br />

<strong>SO</strong>L is a Solar System that provides its customers with<br />

service solutions. We work to break down unnecessary<br />

barriers between different services. It is easier and more<br />

affordable for our customers to buy, manage and develop<br />

work when they can do it with a single partner. The customer<br />

saves time and we, for our part, can offer new work<br />

opportunities for multi-experts. By combining different<br />

tasks, we can make it easier to find full-time work from<br />

within our company. Supervisors are responsible for shift<br />

planning and ensuring shift availability. Now we want to<br />

make it possible for employees to book work shifts easily<br />

and flexibly. Our values are sunny and satisfied customers<br />

and an enterprising spirit. We value a sunny and satisfied<br />

customer and an enterprising spirit.<br />

We are committed to developing an electronic shift<br />

booking system.<br />

electronic shift booking system<br />

achieved/not achieved<br />

4. Decision-making that respects nature<br />

We always consider the environment in our work. We aim<br />

to constantly decrease the load that our operations cause<br />

on the environment. We have already done a lot of work in<br />

this regard and we want to ensure that this work continues.<br />

We are establishing rules for our procurements. Reliability<br />

is one of our core values.<br />

We are committed to establishing procurement instructions<br />

that will take into account matters important<br />

to us: our partner suppliers will have environmental<br />

management certificates<br />

• we will favour domestic suppliers<br />

• we will use less detergent than we do now<br />

• we will use less unrecycled plastic<br />

• we will use detergents with environmental labels (85%))<br />

We are committed to auditing suppliers and our own<br />

procurement processes.<br />

procurement instructions complied with/not complied<br />

with<br />

supplier audits carried out/not carried out<br />

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


6.5 Responsibility as a<br />

part of everyday work<br />

6.5.1 Environmental auditing established in<br />

operational development<br />

We use the environmental audits to monitor whether our<br />

operations meet <strong>SO</strong>L’s Environmental Goals and measure<br />

our performance at the district, business sector and<br />

customer-specific levels. Our environmentally friendly<br />

operations are guided by the development perspective.<br />

Environmental audits are carried out with the help of the<br />

electronic system of <strong>SO</strong>L. 250 customer-specific environmental<br />

audits were completed.<br />

6.5.2 Procurements’ environmental impact<br />

In our procurement, we consider the environmental impact<br />

of the products and operate in a cost-efficient manner.<br />

We use established partners. and carry out supplier audits<br />

to ensure the environmentally friendly operations of our<br />

partners.<br />

6.5.3 Swan label-certified hotel cleaning<br />

<strong>SO</strong>L Palvelut was the first in Finland’s hotel cleaning<br />

business sector to be awarded the Swan label. Getting the<br />

renowned Nordic environmental labelling was one of the<br />

promises in <strong>SO</strong>L’s environmental programme ‘Sitoumus<br />

2050’. Swan label is an official sign to our customers of the<br />

quality of our services.<br />

In order to obtain the Swan label, our services has to meet<br />

the very strict conditions for the whole life cycle. The<br />

evaluation took into account, among others, the origin<br />

of the materials, the energy consumption of production<br />

and use, the use of chemicals and the generation of waste<br />

throughout the whole production and consumption chain.<br />

In cleaning services, the Swan label emphasises the use<br />

of cleaning agents that have environmental labelling<br />

and the limitation of chemicals, because in the cleaning<br />

process, cleaning agents comprise the largest environmentally<br />

taxing agent. Other criteria included minimising the<br />

environmental impact of transport and the environmental<br />

training of the personnel.<br />

6.5.4 Eco-labelled detergents<br />

We have paid particular attention to choosing detergents<br />

and assessing their environmental impacts. For this reason,<br />

<strong>SO</strong>L only uses eco-labelled products in washing cleaning<br />

textiles and dishes. With respect to other detergents,<br />

the proportion of Nordic Swan eco-labelled products is<br />

85%. We cooperate with a Finnish detergent manufacturer<br />

and invest in product development. We take care to regularly<br />

renew the Swan label for our products.<br />

We aim to make smart choices that support the<br />

occupational safety of our employees and environmental<br />

protection and keep waterways clean.<br />

6.5.5 Circular economy plastics in use<br />

We have started to use new and more environmentally<br />

friendly rubbish bags made out of circular economy material.<br />

Circular economy plastics are recycle plastics that customers<br />

have delivered to waste collection points. These<br />

Consumption of eco-labelled and other<br />

detergents<br />

15%<br />

85%<br />

Eco-labelled detergents<br />

Other detergents<br />

36 Responsibility <strong>2018</strong> | www.sol.fi

<strong>SO</strong>L Palvelut<br />

was the first in<br />

Finland’s hotel<br />

cleaning business<br />

sector to be<br />

awarded the Swan<br />

label.<br />

plastics are now used as a new material in the rubbish<br />

bags <strong>SO</strong>L uses.<br />

This is an amazing thing for us and the consumers,<br />

since the plastics consumers recycle will really be returned<br />

into use and this in turn encourages customers to keep on<br />

recycling plastic.<br />

The material also saves considerably CO2 emissions.<br />

The products are collected in Finland, they are recycled<br />

and reworked into raw materials and finally produced into<br />

products in Finland.<br />

Multiple-use rubbish bags<br />

We are currently using some 2,000 permanent garbage<br />

bags. The use of permanent garbage bags has seen steady<br />

growth. We carried out several campaigns related to<br />

the use of permanent garbage bags at our service districts<br />

in <strong>2018</strong>.<br />

11 plastic bottles are used to make one multiple-use<br />

garbage bag. A total of 58,850 plastic bottles have been<br />

used to make all the multiple-use waste sacks in <strong>SO</strong>L’s use.<br />

6.5.6 Eco-labelled cleaning equipment and<br />

towels<br />

We invest in eco-labelled cleaning textiles. All of the mop<br />

strings and microfibre towels we use carry the Swan label.<br />

6.5.7 Storage inventories<br />

Inventories were established as part of our daily<br />

philosophy of getting it right the first time and the development<br />

of our in-house operations. The inventories were<br />

carried out electronically for the first time and the results<br />

were available to the districts in real time. A total of 1,000<br />

inventories were carried out at our customer locations in<br />

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

6.5.8 Responsible choices<br />

The entire staff works for and towards <strong>SO</strong>L’s responsibility.<br />

This year, responsibility is a strong element in work<br />

clothes choices. <strong>SO</strong>L’s whole Finland personnel will in the<br />

future work in clothes made of responsible materials. Over<br />

350,000 recycled plastic bottles have been used as the raw<br />

materials of the clothes.<br />

<strong>SO</strong>L and the Finnish work clothes manufacturer<br />

TouchPoint Oy want to take care of our shared planet. The<br />

harming environmental impacts of the clothing industry<br />

are many and decreasing them is our shared goal.<br />

Work clothes made of responsible materials are suitable<br />

for different working environments. The products<br />

of the <strong>SO</strong>L collection are designed so that they can be<br />

matched together and layered as the changing working<br />

and weather conditions require. Working clothes made of<br />

ecological materials ensure a comfortable user experience<br />

for the whole work day.<br />

The clothes collection gives also a strong outward<br />

message of responsibility. Every piece of clothing has a<br />

‘sustainable choice by <strong>SO</strong>L’ label and the product also<br />

tells the amount of plastic bottles used in it. A yellow sun<br />

shines from the collection, spreading positive energy.<br />

In cooperation with TouchPoint, we have produced<br />

mop bags and work clothes for the hotel sector out of<br />

plastic bottles. The total impact was over 500,000 recycled<br />

bottles.<br />

6.5.9 Waste management and energy<br />

efficiency at <strong>SO</strong>L headquarters<br />

At <strong>SO</strong>L City, the headquarters of <strong>SO</strong>L, waste management<br />

has been organised in line with circular economy. The<br />

energy utilisation rate of our waste is now 41% and the<br />

material utilisation rate is 59% at our headquarters and<br />

property (including tenants of the property). As energy<br />

efficiency measures, our headquarters have had the following<br />

changes:<br />

- reformation of district heating heat exchangers<br />

- a part of the lighting has been changed into<br />

LED technology 1, 2, 3<br />

floor corridors and stairways<br />

- ventilation equipment and building automatisation<br />

improved after the space changes<br />

- a solar panel system has been installed on<br />

the roof of the property, the system generates<br />

a part of the property’s electricity.<br />

6.5.10. Societal influencing<br />

The general secretariat of the committee of sustainable<br />

development held on Wednesday May 30 in the Finlandia<br />

Hall the State and future of sustainable development<br />

event for stakeholders and also the celebration reception<br />

of the committee of sustainable development’s 25 anniversary.<br />

Decision-makers and agents of government, organisations,<br />

business and science meet in the annual event.<br />

During the day the agents who have committed to the<br />

procedures of sustainable development are also given the<br />

time to speak. <strong>SO</strong>L’s representatives attended the event.<br />

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


esponsibility is reflected<br />

in day-to-day choices.<br />

6.6 Environmentally<br />

friendly transport<br />

In the procurement season 2017–2019, the emission limit<br />

for new vehicles is 130 g/CO2/km. The emission limit<br />

applies to passenger 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% improvement from the previous year.<br />

<strong>SO</strong>L vehicle procurement emphasises acquiring the<br />

right equipment for the right site. We have reduced the<br />

size of the vehicles whenever possible in order to enable<br />

lower emissions. We use hybrid and gas cars as well as<br />

a fully electric car that is currently in test use. We have<br />

reduced the number of diesel cars and favour cars that use<br />

petrol and alternative fuels. This is due to the NOx emissions<br />

from diesel engines that are difficult to purify.<br />

In <strong>2018</strong>, <strong>SO</strong>L operated a total of 374 vehicles, 187 of<br />

which were passenger cars and 172 vans. The cars are<br />

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 />

<strong>SO</strong>L pays attention to economic driving habits. In<br />

cooperation 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.<br />

The reported emissions are in compliance with the recommendations<br />

of NEDC. The emissions of new vehicles<br />

will be determined according to the new WLTP test which<br />

will result in an increase in the emissions. This means that<br />

the same vehicle may have different emissions, depending<br />

on when it was registered.<br />

6.7 July Life cycle projects<br />

<strong>SO</strong>L is involved in producing services for the life cycle projects<br />

of property. We produce services in cooperation with<br />

construction companies or property maintenance service<br />

providers. In <strong>2018</strong>, the instructions and actions programme<br />

with its responsibilities were drafted for the life cycle<br />

project.<br />

We provide expert assistance in the design stage of the<br />

sites from surface materials and maintenance facilities to<br />

indoor and outdoor passageways. We influence the material<br />

choices of life cycle projects in an ecological manner,<br />

taking sustainable development into account. Our choices<br />

have a long-term impact on the quality of indoor air, the<br />

comfort of the property users, etc. We take care of the<br />

properties so that our services support the operations that<br />

follow the property’s life cycle plan.<br />

38 Responsibility <strong>2018</strong> | www.sol.fi

Energy utilisation rate of waste<br />

41 %<br />

Material utilisation rate of waste<br />

59 %<br />

650 000<br />

plastic bottle has been used in work<br />

clothes, multi-use bags, mop bags,<br />

garment covers, multi-use bags.<br />

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


6.8 <strong>SO</strong>L Pesulapalvelut<br />

6.8.1 Developing in-house operations<br />

The Group’s laundry services company, <strong>SO</strong>L Pesulapalvelut,<br />

invests in eco-friendliness in both machinery and<br />

detergents. Advances are made in both washing techniques<br />

and detergents. 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 comprehensive.<br />

With respect to the environmental impacts of dry<br />

cleaning, the largest change has been the switch from per<br />

wash to hydrocarbon wash. <strong>SO</strong>L Pesulapalvelut is constantly<br />

renewing its machinery and replacing old machines<br />

with hydrocarbon machines in about 2–5 laundry shops<br />

per year. At the moment, about 45 per cent of all dry cleaning<br />

machines is modern machines that use environmentally<br />

friendly, non-toxic and biodegradable detergents.<br />

The dosage pump systems of water washing machines<br />

are used in nearly all the laundry shops. The dosing<br />

of detergent in water washing machines is automated.<br />

New, computer-controlled water washing machines use<br />

strictly specified amounts of detergents and water. The<br />

detergents are as environmentally friendly as possible. 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 cooling<br />

water from the dry cleaning machine is run into a separate<br />

water tank and reused in a water washing machine.<br />

The water is warmer than room temperature, up to 45<br />

degrees. The system also saves electricity when 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 />

6.8.4 Impacting environmentally friendly<br />

operations of customers<br />

We actively communicate environmental actions to<br />

various stakeholders. For example, customers have been<br />

instructed to return hangers and use protection treatment<br />

that makes the textiles last longer and reduces the need<br />

for washing them.<br />

6.8.2 Reducing the use of plastic<br />

We actively influence the amount of plastic waste by reducing<br />

plastic packaging materials. A growing number of our<br />

laundry shops are plastic-free, meaning that they return<br />

clean clothes to customers without plastic packaging and<br />

provide an option of a reusable fibre bag. Plastic consumption<br />

is reduced every year. We are also developing<br />

other materials for packaging.<br />

6.8.3 Recycling textiles and projects<br />

Since 2016, we have been involved in Tekstiilirinki, developing<br />

and expanding the operations. In the laundries of<br />

Greater Helsinki, Kerava and the Aleksis Kiven katu Street<br />

in Tampere can dispose their textiles for recycling conveniently<br />

into a collecting tank when visiting the laundry.<br />

In the spring 2017 we took part in the Telaketju project,<br />

which is a network advancing the sustainable use of disposed<br />

textiles. Telaketju develops textile collection, sorting<br />

and refinement to correspond to the needs of companies<br />

utilising recycled textiles.<br />

40 Responsibility <strong>2018</strong> | www.sol.fi

Environmental aspects at <strong>SO</strong>L<br />

Environmental aspects at <strong>SO</strong>L Palvelut<br />

Environmental file<br />

<strong>SO</strong>L<br />

Criteria for assessment procedure<br />

for environmental aspects based<br />

on environmental reviews and the<br />

environmental programme<br />



A = Statutory requirements<br />

B = Importance to image<br />

C = Environmental benefits/costs<br />

D = Severity of environmental impacts<br />

E = Potential leverage<br />

Total = (A+B+C+D)*E<br />


0 = Statutory requirements<br />

1 = Importance to image<br />

2 = Environmental benefits/costs<br />

3 = Severity of environmental impacts<br />


A B C D E Total<br />



Selection of suppliers<br />

Environmental impact caused by the<br />

production of products<br />

1 3 2 3 3 27<br />

Selection of suppliers, cleaning<br />

services<br />

Environmental impact caused by<br />

consumption<br />

1 3 1 1 3 18<br />

Selection of suppliers, property<br />

services<br />

Environmental impact caused by<br />

consumption<br />

1 3 1 1 3 18<br />

Selection of suppliers, laundry<br />

services<br />

Environmental impact caused by<br />

consumption<br />

3 3 1 3 3 30<br />


Correct selection, dosage and use of<br />

substances to be used<br />

Impact on wastewater caused by the<br />

unnecessary use of detergents<br />

1 2 2 2 3 21<br />

Wastewater generated<br />

Consumption of water supply, impact<br />

on water treatment plants<br />

0 2 2 1 3 15<br />

Energy consumption<br />

Consumption of natural resources<br />

and emissions caused by production<br />

1 1 1 1 2 8<br />

-Waste generated by in-house<br />

processes<br />

Plastic waste<br />

Conservation of natural resources,<br />

environmental impact caused by<br />

waste and emissions at the final<br />

disposal site<br />

1 2 2 2 3 21<br />

Hazardous waste, PER waste,<br />

Laundry services<br />

Environmental impact caused by<br />

waste and emissions at the final<br />

disposal site<br />

3 2 2 3 3 30<br />

Transportation<br />

Fuel consumption/emissions caused<br />

by driving<br />

Consumption of energy resources,<br />

impact on atmosphere<br />

1 2 2 1 2 12<br />

Maintenance of transport fleet and<br />

machines<br />

Service life of transport fleet Conservation of natural resources 2 1 2 1 2 12<br />

PER<strong>SO</strong>NNEL ACTIONS<br />

Personnel’s environmental awareness,<br />

eco-friendly and environmentally<br />

oriented activities<br />

Identifying and addressing environmental<br />

aspects at work and in leisure<br />

time<br />

0 3 2 2 3 21<br />

Guidance and training<br />

Increasing personnel’s environmental<br />

awareness and knowledge<br />

Improving personnel’s ability to act<br />

sustainably in their work<br />

0 3 2 2 3 21<br />


Recognising and supporting the customer’s<br />

environmental activities<br />

<strong>SO</strong>L’s role in ensuring the customer’s<br />

environmental objectives are met<br />

3 3 2 1 3 27<br />

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


Social<br />

responsibility<br />

Personnel commitment, personnel satisfaction, the joy of<br />

work and the management of the personnel experience<br />

are central to <strong>SO</strong>L’s strategy. HR work is done with and<br />

among the personnel in all the Group’s business sectors.<br />

The joy of working is one of <strong>SO</strong>L’s core values<br />

77.1 Personnel matters are<br />

central to <strong>SO</strong>L’s strategy:<br />

from person to person<br />

At <strong>SO</strong>L we invest in the development of people and personnel<br />

costs form the largest part of overall costs. In Finland,<br />

we offer a job for almost 10,000 employees. High priority is<br />

given to raising and maintaining the personnel’s enthusiasm,<br />

willingness and readiness to serve, and vocational skills,<br />

as these are the factors guaranteeing superior service to customers.<br />

Committed employees comply better with unified<br />

instructions and ensure long-term operations of high-quality.<br />

Trust is the cornerstone of our work. Competent personnel<br />

with the right attitude in the right tasks, continuous personnel<br />

development, performance management, feedback and<br />

incentive strategy are the focus areas of the company’s HR<br />

strategy. The feeling that one’s work is useful is important to<br />

everyone and creates the joy of working. <strong>SO</strong>L’s HR strategy<br />

is based on a positive image of humankind, where everyone<br />

wants to do good work, to succeed and to be thinking and<br />

feeling human beings who accept individuality. Our management<br />

culture must support trustworthy interaction and<br />

an atmosphere that encourages creativity. We pay special<br />

attention to young people and yellow panthers (we offer<br />

job opportunities for those who have already passed the<br />

retirement age). In <strong>2018</strong>, we reformed the ‘from goals to<br />

achievements’ conversations into Success conversations. In<br />

them the person’s own view and will develops and their own<br />

actions are discussed.<br />

Personnel development focuses on orientation and<br />

training that support the employees themselves and the<br />

satisfaction of customer-specific needs. It is monitored area-,<br />

customer-, employee- and training-specifically with the help<br />

of a training index. The coaching and training sessions are<br />

supported on a personal level by competence assessment<br />

and a learning passport. Each <strong>SO</strong>L employee completes orientation<br />

training online, and a supervisor and a tutor ensure<br />

location-specific competence through method and on-site<br />

orientation and constant care for the well-being of the personnel.<br />

At the end of their probationary period, each <strong>SO</strong>L<br />

employee also attends the <strong>SO</strong>L IN training in their district.<br />

Each employee acknowledges that he/she has completed<br />

orientation training sessions.<br />

For a long time, <strong>SO</strong>L has used employees trained as<br />

tutors, who also work as occupational guides to support the<br />

training process. Their role was enhanced at the beginning<br />

of 2015 to cover the implementation of location-specific<br />

training and ensuring competence. Salaried employees are<br />

additionally provided with mentoring and coaching in their<br />

sales and managerial work. The employee-specific Quality<br />

Passport, where positive customer feedback is documented<br />

with a laughter or smile symbol, continues to be used as a<br />

feedback tool.<br />

Our aim is to offer opportunities for job rotation and<br />

career advancement within the Group. Internal recruitment<br />

and external job applications, today mainly in electronic<br />

format, create a foundation for the company’s expanding<br />

operations. The individual’s own views and their desire and<br />

intent to develop and move forward are also seriously discussed<br />

at the ‘From goals to results’ discussions, now known<br />

as the success conversations.<br />

We have published the <strong>SO</strong>L 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 different age groups, maintain good work fitness<br />

and reduce sickness absences as well as promote positive<br />

cooperation between different age groups. We pay special<br />

attention to young people and “yellow panthers”.<br />

A further goal of the age programme is to increase the<br />

average retirement age. At present, <strong>SO</strong>L employees retire<br />

on old-age pension at the average age of 63.3 years, while<br />

42 Responsibility <strong>2018</strong> | www.sol.fi

Wages and social security expenses (MEUR)<br />

Wages and salaries, statutory social security expenses and benefits 2014–<strong>2018</strong><br />

200<br />

180<br />

160<br />

169,0 172,2<br />

180,5<br />

197,3<br />

194,5<br />

Wages and salaries<br />

140<br />

120<br />

100<br />

80<br />

60<br />

40<br />

44,1 44,9 49,0 50,4<br />

47,1<br />

Social security expenses<br />

Non-statutory social security<br />

expenses<br />

20<br />

0<br />

4,7 3,6 3,3 3,7<br />

2014 2015 2016 2017<br />

3,7<br />

<strong>2018</strong><br />

Taxes paid (MEUR)<br />

50<br />

45<br />

40<br />

35<br />

30<br />

25<br />

20<br />

15<br />

10<br />

5<br />

0<br />

47,8 46,3<br />

42,4 43,5<br />

41,0<br />

39,5<br />

35,9 36,1<br />

37,4<br />

35,1<br />

22,0 22,3 21,8 21,2<br />

20,7<br />

1,2 1,5 1,1<br />

3,0<br />

2,9<br />

2014 2015 2016 2017 <strong>2018</strong><br />

Prepaid taxes<br />

VAT paid<br />

Income taxes<br />

Social security contributions<br />

INSURANCE PREMIUMS AND TYEL 2017 <strong>2018</strong><br />

Due employee pension contributions and unemployment insurance payments, employee’s<br />

contributions<br />

Due social security, TyEL, accident insurance, group life insurance and unemployment insurance<br />

payments, employer’s contributions<br />

MEUR 10.1 MEUR 10.4<br />

MEUR 37.4 MEUR 35.1<br />

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


the average age of starting disability pension is 58.5 years.<br />

We do not condone discrimination against any age group.<br />

The goals of the <strong>SO</strong>L Age Programme are supported by<br />

the <strong>SO</strong>L Life well-being at work programme, which has been<br />

established for a long time now.<br />

The “Backpack of Happiness” project developed as part<br />

of the <strong>SO</strong>L Life programme has been continued. Workshop<br />

activities and the use of well-being at work mentors have<br />

been expanded to cover all service districts, with a well-being<br />

coordinator appointed for each district.<br />

7.2 Number of personnel<br />

and type of employment<br />

relationships<br />

The average number of employees each year is calculated<br />

from the average number of employees on the last day<br />

of each month, and every person is included in the figure<br />

regardless of the number of his/her working hours (not<br />

FTE number).<br />

In <strong>2018</strong>, the <strong>SO</strong>L group employed 13,714 eople<br />

(2017 13,685). The number of personnel increased by<br />

29. In <strong>2018</strong>, an average of 9,592 people worked in <strong>SO</strong>L’s<br />

Finnish operations and an average of 4,122 people worked<br />

in our foreign subsidiaries. Every summer we employ<br />

about 1,000 summer employees in Finland. We participate<br />

in the Responsible Summer Job campaign.<br />

Some 93% of <strong>SO</strong>L’s personnel worked in permanent<br />

employment relationships in <strong>2018</strong>, compared to 92% in<br />

2017. For 86% of the Group’s employees in Finland, their<br />

job in the <strong>SO</strong>L Group was their main employment. At the<br />

end of <strong>2018</strong>, a total of 90 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<br />

<strong>SO</strong>L Henkilöstöpalvelut.<br />

Employment relationships are mainly agreed until<br />

further notice, except with <strong>SO</strong>L Henkilöstöpalvelut, where<br />

the majority of the employment relationships are fixedterm.<br />

Ilmarinen granted 67 old age pensions in Finnish companies<br />

in <strong>2018</strong> (old age pension and early old age pension).<br />

No part-time pension granted. A total of 32 people<br />

were granted disability pension, of whom 11 receive parttime<br />

disability pension.<br />

The <strong>SO</strong>L Life well-being at work programme engages<br />

in effective cooperation with occupational health services<br />

(Terveystalo), the accident insurance provider (OP) and<br />

pension company (Ilmarinen).<br />

The <strong>SO</strong>L Continuous caring model was developed<br />

to support the supervisors. The Sirius programme helps<br />

supervisors with the early identification of disability risks.<br />

Quality of employment relationships 31 December<br />

<strong>2018</strong> (<strong>SO</strong>L Henkilöstöpalvelut is excluded from these figures.)<br />

Number of personnel permanent<br />

employment relationship<br />

Number of personnel temporary<br />

employment relationship<br />

Foreign subsidiaries<br />

Foreign subsidiaries<br />

3486<br />

Finland<br />

588<br />

Finland<br />

<strong>SO</strong>L total<br />

10,004<br />

6521<br />

<strong>SO</strong>L total<br />

1,063<br />

475<br />

Duration of employment relationships<br />

Personnel age structure<br />

1%<br />

4%<br />

6% 9%<br />

10%<br />

More than 20 years 15%<br />

11–20 years<br />

41%<br />

19%<br />

14%<br />

6–10 years 14%<br />

More than 60 years<br />

50–60 years<br />

40–49 years<br />

30–39 years<br />

26%<br />

3–5 years<br />

1–2 years<br />

22%<br />

16%<br />

25–29 years<br />

20–24 years<br />

Less than 1 year<br />

Under 20 years<br />

44 Responsibility <strong>2018</strong> | www.sol.fi

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 />

7.3 Personnel’s age and<br />

duration of employment<br />

The average age of employees in the Group’s Finnish<br />

companies was 37 years in <strong>2018</strong> (2017: 35 years). The<br />

average age of personnel in <strong>SO</strong>L Pesulapalvelut was 39<br />

years. In <strong>SO</strong>L Palvelut, the average age was 37 years,<br />

while in <strong>SO</strong>LEMO it was 44 years. The average age of<br />

<strong>SO</strong>L Henkilöstöpalvelut personnel was 30 years. The age<br />

distribution among the personnel in Finland is as follows:<br />

under 20 years: 9%, 20–24 years: 19%; 25–29 years: 16%;<br />

30–39 years: 22%; 40–49 years: 14%; 50–60 years: 15%; and<br />

over 60 years: 4%.<br />

7.4 Employee distribution<br />

by gender<br />

Women accounted for 65% of the Group’s total personnel.<br />

In Finland, the percentage of female employees was 70%.<br />

The proportion of women in international operations is<br />

64% among employees and 48% among salaried employees.<br />

Five out of eight members in the Group’s Management<br />

Team are women. Three women sit on the four-person<br />

Board of Directors of <strong>SO</strong>LEMO Oy.<br />

Joy Barometer, <strong>SO</strong>L Employees<br />

5,0 4,7<br />

4,4<br />

4,5 4,1<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 />

3,6<br />

Joy Barometer, <strong>SO</strong>L Salaried employees<br />

4,2<br />

The work<br />

and I<br />

The customer<br />

and I<br />

4,7<br />

The customer<br />

and I<br />

The supervisor<br />

and I<br />

Safety and I<br />

3,9<br />

<strong>SO</strong>L as a<br />

whole<br />

4,1<br />

Average<br />

4,4<br />

4,1 4,2 4,3<br />

The supervisor<br />

and I<br />

Safety and I<br />

<strong>SO</strong>L as a<br />

whole<br />

Average<br />

7.5 Investing in the<br />

personnel’s work ability<br />

As a part of the <strong>SO</strong>L Life model we initiated in <strong>2018</strong> a<br />

health programme, which we want to use to encourage<br />

all of our employees to live actively and to consider their<br />

life management, a healthy diet and the meaning of rest.<br />

In <strong>2018</strong>, <strong>SO</strong>L spent some EUR 252 per employee on the<br />

prevention and treatment of illnesses in Finland. <strong>SO</strong>L<br />

monitors sickness absences based on the working hours<br />

performed, so-called 100%. In <strong>2018</strong>, the morbidity rate in<br />

Finland was 4.26%, which has decreased by 0.5 per cent<br />

from last year. The most important causes of sickness<br />

absences include musculoskeletal diseases, infections and<br />

accidents.<br />

The <strong>SO</strong>L Life Caring model helps supervisors to intervene<br />

with work ability problems in their early stages. The<br />

most important aims include preventing sickness absences,<br />

reducing the number of accidents and minimising<br />

disability pensions.<br />

<strong>SO</strong>L has initiated a cooperative project with Marko Kesti<br />

who is an associate professor at the University of Lapland.<br />

The project examines the role good work well-being<br />

management has in the development of productivity.<br />

<strong>SO</strong>L’s service management develops their own management<br />

and actions processes through a simulation game<br />

that uses artificial intelligence.<br />

The rate of morbidity due to occupational accidents in<br />

Finland was 0.20%. There were 526 accidents at work, and<br />

101 accidents occurred while commuting. The accidents<br />

at work resulted in 2005 days of sick leave, equivalent to<br />

some four sick days per accident. Accidents while commuting<br />

caused 1,157 days of sick leave absence, equivalent<br />

to some 11 sick days per accident.<br />

Supervisors conduct continuous safety risk evaluations<br />

at worksites and customer premises, and implement the<br />

necessary actions according to plan. The occupational<br />

safety officer is often also involved in these activities. The<br />

Occupational Safety and Health Committee operates<br />

nationwide and convenes five times a year. Each <strong>SO</strong>L employee<br />

is responsible for safety, and all of <strong>SO</strong>L’s activities<br />

are based on preventive measures.<br />

A separate on-site risk list and related occupational<br />

health and safety instructions are made on the basis of the<br />

risk evaluations. The employees are specifically oriented<br />

on the topic of the risk list and its instructions and the<br />

orientation must be signed for.<br />

In the event of an accident, our instructions are to also<br />

immediately inform the Occupational Health and Safety<br />

Manager, the relevant Business Director and the Managing<br />

Director directly. The event must be explained and<br />

the following procedures to prevent the accident from<br />

reoccurring must be described.<br />

Each accident is investigated and documented to find<br />

out the core reason. The accident is discussed on-site and<br />

the corrective measures are implemented. After this, the<br />

next district meeting of the service management area will<br />

discuss and state for general information all the comple ­<br />

t ed corrective measures. Excerpts from the minutes will be<br />

sent to the Occupational Health and Safety Manager.<br />

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


<strong>SO</strong>L Life – a model for continuous caring<br />

Health issue<br />

The supervisor makes<br />

an appointment for<br />

the employee at the<br />

occupational health-care<br />

centre for 1) a work<br />

ability assessment and<br />

2) a discussion between<br />

the supervisor, the employee<br />

and a physician<br />

The employee’s performance has weakened<br />

or the limit values for sickness absences have<br />

been exceeded<br />



A problem in the<br />

work community<br />

The supervisor discusses the situation<br />

individually with each member of the<br />

workplace community<br />

The regional supervisor 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 />

The occupational<br />

health-care centre<br />

provides the employee<br />

and the employer<br />

with an assessment<br />

of the situation and<br />

initiates any necessary<br />

measures<br />

Risk of disability<br />

pension<br />

The occupational<br />

health-care centre<br />

guides the employee<br />

to apply for professional<br />

rehabilitation<br />

provided by Ilmarinen<br />

or medical rehabilitation<br />

provided by Kela<br />

The supervisor implements measures<br />

to improve workplace relations and the<br />

atmosphere at the workplace<br />

Treatment<br />

If necessary, the supervisor<br />

arranges for less stressful or<br />

alternative assignments and/<br />

or flexible working hours either<br />

temporarily or permanently<br />

Recommendations<br />

to revise the job<br />

description or adjust<br />

the working hours<br />



OF WORK<br />

Occupational accident frequency<br />

Figure 19. Accident rate per million working hours, 2015-<strong>2018</strong><br />

70<br />

60<br />

50<br />

40<br />

30<br />

On the job<br />

20<br />

At least 3 days<br />

10<br />

Less than 3 days<br />

0<br />

2015<br />

2016<br />

2017<br />

<strong>2018</strong><br />

On the commute<br />

46 Responsibility <strong>2018</strong> | www.sol.fi

Electronic occupational safety tool:<br />

Risk assessments: 136<br />

Safety observations: 331<br />

Classification of safety observations:<br />

Personal protective equipment, clothing: 16<br />

Order, tidiness: 4<br />

Chemicals, air quality: 10<br />

Machines, equipment, platforms, supplies: 22<br />

Passages, exits: 26<br />

Lowering oneself: 1<br />

Slipping, falling: 70<br />

Noise, lighting, temperature: 5<br />

Lifting: 8<br />

Bumping one’s head: 20<br />

Risk taking: 10<br />

Transport of goods: 11<br />

Sharp objects: 25<br />

Threat of violence: 22<br />

Getting squeezed between something: 18<br />

Other: 63<br />

05 0 100 150 200 250 300 350<br />

01 02 03 04 05 06 07 08 0<br />

Summary of electronically<br />

reported safety observations.<br />

The categories with<br />

the most observations<br />

match the categories with<br />

the highest accident frequencies.<br />

This suggests<br />

a direct link between<br />

paying attention to these<br />

factors and achieving<br />

positive development in<br />

reducing the accident<br />

frequency.<br />

The Occupational Health and Safety Manager will<br />

monitor the development of the accident statistics and the<br />

TRIF and LTIF numbers and inform employees of any observations<br />

and issues the personnel should pay attention<br />

to at the workplace with any new necessary instructions or<br />

procedures.<br />

The sickness and accident statistics will be regularly<br />

presented in management reviews.<br />

7.6 Personnel training<br />

ensures competence<br />

The long-term and systematic development of the personnel’s<br />

competence is critical to <strong>SO</strong>L. An estimated 30% of<br />

the personnel employed by our Finnish business lines hold<br />

a vocational qualification or a further or specialist vocational<br />

qualification. The Group has six full-time instructors<br />

with qualifications in teaching: five in <strong>SO</strong>L Palvelut and<br />

one in <strong>SO</strong>L Pesulapalvelut. Other people in the Group<br />

have also been trained to provide training sessions.<br />

The needs and requirements of customers and the<br />

needs of the company and the personnel are taken into<br />

account in the planning of the training sessions, and the<br />

formulated plans are turned into a tangible form as an<br />

updated training programme for each year. Supervisors<br />

prepare a competence plan for their staff based on the<br />

programme and update the plan as necessary.<br />

In <strong>2018</strong>, a total of 12,000 people participated in the<br />

training sessions. The number of training days amounted<br />

to an average of two days per employee in Finland. Most<br />

of the training sessions are conducted internally, but they<br />

also often involve outside experts.<br />

The training sessions are divided into targeted training,<br />

which maintains or deepens knowledge, and long-term<br />

degree-oriented education, which is implemented as<br />

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 />

identify and recognise the competence acquired through<br />

work as well as the training provided by <strong>SO</strong>L in the preparation<br />

of a personalisation plan.<br />

We prepared for the Europe’s General Data Protection<br />

Regulation (GDPR) and all salaried employees were<br />

trained for the new data protection decrees with an online<br />

course on <strong>SO</strong>L data protection.<br />

Our diverse personnel challenge us to continuously<br />

develop our training programmes, which is why we are involved<br />

in a number of projects such as the SAFHY project<br />

that produces digital learning materials, including video<br />

clips and tests, for use by educational institutes and businesses<br />

in Estonia and Finland. The materials are produced<br />

in Finnish, Estonian, Russian and English. The materials<br />

include texts, video clips, photos, tests and a professional<br />

glossary<br />

(The SAFHY project is funded by the ERDF Interreg<br />

Central Baltic programme and coordinated by the Central<br />

Uusimaa Training Consortium Keuda)<br />

In addition to classroom training, we invest in the development<br />

of online training. Our goal is to further invest in<br />

orientation training and the implementation of procedures<br />

and operating methods in line with the concepts we have<br />

developed. We are also continuing our work in site-specific<br />

initial and development training and increasing the<br />

target auditing carried out by instructors as well as the<br />

implementation of the LEAN operating model. In training,<br />

we focus on coaching tutors, service instructors and<br />

well-being at work mentors as well as the development<br />

of online training and diverse coaching, including not<br />

only online and classroom training but also webinars and<br />

coaching.<br />

Our goal is to reduce the number of contact training<br />

days and to increasingly utilise the Internet as a learning<br />

tool.<br />

<strong>SO</strong>L Training Steps is a model of how an employee can<br />

exploit our in-house training to improve his/her skills and<br />

to broaden his/her tasks. Each step includes a number<br />

of training sessions. These are based on <strong>SO</strong>L’s in-house<br />

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


A total of 250<br />

apprenticeships<br />

leading to a<br />

qualification and<br />

12,000 training<br />

participants<br />

Location and task-specific<br />

training, multi-experts<br />

Special expertise and<br />

specialisation studies<br />

Service expertise and customer<br />

service<br />

Rewarding, personnel benefits, career plan, well-being at work<br />

training, but they can also include specialised degrees or<br />

special skills training arranged by other organisations.<br />

In <strong>2018</strong>, some 250 <strong>SO</strong>L employees participated in<br />

apprenticeship training in Finland, taking various degrees,<br />

including:<br />

• Vocational Qualification in Textiles Care<br />

• Vocational qualification in property maintenance services<br />

• Further Vocational Qualification in Property Services<br />

and Specialist Qualification for Property Services<br />

• Vocational qualifications and specialist vocational qualifications<br />

of cleaning and property services<br />

• Site facilities operative, Further Vocational Qualification<br />

• Supervisor of cleaning work, specialist vocational qualification<br />

• Cleaning technician, specialist vocational qualification<br />

• Specialist Vocational Qualification in Management<br />

• Security guard, further vocational qualification<br />

• Specialist Qualification for Security Officers<br />

• Practical examiner qualification<br />

• Specialist vocational qualification in business management<br />

• Janitor, specialist vocational qualification<br />

• Immediate supervisor, further vocational qualification<br />

Last year, the emphasis in training investment was<br />

placed on Immediate supervisor training, directed at service<br />

instructors and new service supervisors. The qualification<br />

was completed by 24 <strong>SO</strong>L members and in October a<br />

new group of 33 people started the Immediate supervisor<br />

training as an apprenticeship agreement.<br />

The Backpack of Happiness project was an investment<br />

in the coaching of <strong>SO</strong>L Life work well-being mentors. A<br />

pilot group started at the end of 2016 and in <strong>2018</strong> we<br />

continued their coaching, especially relating to ergonomics.<br />

We expanded it into national operations, having 1–2<br />

well-being mentors in each district (22 <strong>SO</strong>L Life well-being<br />

mentors in <strong>SO</strong>L Palvelut and 1 in <strong>SO</strong>L Laundry services)<br />

The objectives and purposes of the well-being mentor<br />

operations are:<br />

Our cooperation with Keuda has continued for 15<br />

years.<br />

22 <strong>SO</strong>L members completed the <strong>SO</strong>L Life well-being mentor<br />

qualification<br />

48 Responsibility <strong>2018</strong> | www.sol.fi

22 <strong>SO</strong>L members<br />

completed the <strong>SO</strong>L<br />

Life<br />

well-being mentor<br />

qualification<br />

• To support and promote the joy of working created and<br />

experienced by the employees.<br />

• To promote shared commitment to the <strong>SO</strong>L organisation,<br />

the development operations of <strong>SO</strong>L Life and<br />

high-quality customer service<br />

• To strengthen genuine, honest communications between<br />

the supervisor and employees.<br />

• To act in cooperation with the service management and<br />

supervisors in order to improve well-being at work and<br />

the flow of information.<br />

• To manage the organisation of events, 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 <strong>2018</strong>, the Ergonomics Handbook was created, and<br />

ergonomics and the guidance of ergonomic work methods<br />

were the particular focus at the tutor/well-being<br />

mentor development event.<br />

In <strong>2018</strong>, <strong>SO</strong>L trained 49 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 was planned in district-specific telephone<br />

conferences with the training organisers and the service<br />

management. And they were responsible for the planning<br />

and implementation of the districts’ trainings with<br />

the district and the coaches. The year’s training calendar<br />

was realised with the Positiivarit. We participated in ESR’s<br />

Oppi-va project, which began in February 2017 and ended<br />

in 2019. The final seminar was in November <strong>2018</strong>.<br />

The objective of the project is to promote the fluency<br />

of work, well-being and productivity and to produce tools<br />

to support different learners. The project has included<br />

a questionnaire, interviews and training for supervisors.<br />

The OPPI-VA project generated an interactive orientation<br />

material for a food shop, in which the participant gets to<br />

know the work environment and tasks through 360-pictures<br />

and videos. Business Akatemia, the supervising<br />

management for management was developed during<br />

<strong>2018</strong> and was started at the beginning of 2019.<br />

Keuda rewarded <strong>SO</strong>L The worklife partner of <strong>2018</strong> <strong>SO</strong>L<br />

Palvelut Oy, Reasons Strategically significant and long-lasting<br />

cooperation with Keuda In the company’s strategy the<br />

development of personnel’s skills and the goal-oriented<br />

partnership with Keuda have an important role. In <strong>2018</strong><br />

over 100 apprenticeship contract students study alongside<br />

work: cooperative training has expanded during the last<br />

15 years from one trainer’s service tasks into a goal-orientated<br />

partnership and shared development work. Nowadays,<br />

a patronage team of over 10 Keuda employees work<br />

‘under the customer’s skin’. The training aims to achieve<br />

influence and superior profession skills and therefore<br />

the trainings are planned and realised in many ways and<br />

on many levels: Together with <strong>SO</strong>L’s training team and<br />

superiors, by working at customer sites, for people from<br />

different language and cultural backgrounds, mainly in<br />

Uusimaa, but also nationally. The training covers different<br />

sectors of the company and Keuda’s businesses: cleaning<br />

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

Innovative company. Cooperation with Keuda is excellent<br />

and it is developed continuously. We trust each other and<br />

Keuda also operates in <strong>SO</strong>L’s spaces in accordance with<br />

the reform.<br />

There are eight experts at <strong>SO</strong>L who have completed<br />

the practical examiner training. They have the skills to<br />

evaluate employees’ previous skills in relation to their<br />

duties and official degree requirements, and to assess the<br />

completed degrees. The objective is the promotion of<br />

lifelong learning, and the personnel training at <strong>SO</strong>L is integrated<br />

to correspond to the basics of qualifications and,<br />

thus, promotes the completion of practical examinations<br />

and cooperation with apprenticeship offices and institutes.<br />

Annual theme days are organised, for example, for tutors,<br />

service instructors, coordinators of training, environmental<br />

affairs and recruitment, service supervisors, sales<br />

personnel, full-service laundry personnel and customer<br />

service personnel.<br />

<strong>SO</strong>L Life well-being game seeks good leadership models by means of gamification.<br />

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


We cooperate with significant educational institutes<br />

across Finland. Our cooperation with Keuda can be traced<br />

back more than 15 years and the partnership has developed<br />

through the years. In particular, vocational qualifications<br />

and further vocational qualifications in property<br />

services have been completed as both apprenticeships<br />

and self-motivated training.<br />

We have worked together with Amiedu particularly in<br />

the area of targeted training in property services.<br />

The training is monitored area-, customer-, employeeand<br />

training-specifically with the help of a training index.<br />

Orientation<br />

The online orientation for service providers were renewed<br />

in 2016 in Finnish and in 2017 in English and Russian.<br />

During <strong>2018</strong>, we organised, among others, a Swan label<br />

orientation for cleaning hotel and housing spaces and a<br />

basic orientation for the service personnel of personnel<br />

services. In <strong>2018</strong>, the work continues with conceptual<br />

training, cleaning technology, environmental training,<br />

safety and customer service training. When necessary, we<br />

develop customer-specific online training.<br />

In <strong>2018</strong>, the online learning platform for salaried<br />

employees was changed into Aurinkoakatemia and in<br />

May all salaried employees completed on it a course on<br />

GDPR. The online orientations of salaried employees were<br />

reformed in <strong>2018</strong> and the work still continues in 2019. We<br />

made with Muutostaito a <strong>SO</strong>L Life game for the districts<br />

and superiors and personnel groups to use in trainings<br />

and we have 2 certified <strong>SO</strong>L Life game instructors.<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 current collective bargaining<br />

agreement between the Finnish Real Estate Employers<br />

and the Service Union United PAM for employees in the<br />

property maintenance sector applies to <strong>SO</strong>L’s salaried<br />

employees in the cleaning, property and facility maintenance<br />

services. The collective bargaining agreement for<br />

employees in the property maintenance sector primarily<br />

applies to <strong>SO</strong>L’s security service employees. The collective<br />

bargaining agreement for the textile care industry applies<br />

to the laundry personnel, and the collective bargaining<br />

agreement for the chemical sector to the laundries’ salaried<br />

employees. <strong>SO</strong>L Henkilöstöpalvelut Oy is a member<br />

of Service Sector Employers Palta and Finnmedia.<br />

Two meetings that address financial issues, personnel<br />

plans and reports, and the following year’s action plan and<br />

priorities, are held every year in Finland, between the chief<br />

shop stewards and the management.<br />

The personnel have full freedom to unionise in all the<br />

operating countries. Since the countries of the foreign<br />

subsidiaries do not have collective bargaining processes<br />

similar to Finland, local labour legislation and <strong>SO</strong>L’s internal<br />

practices are applied to their work.<br />

<strong>SO</strong>L Palvelut Oy is a member of the employer union<br />

Real Estate Employers, <strong>SO</strong>L Pesulapalvelut is a member of<br />

the Yleinen Teollisuusliitto ry, and <strong>SO</strong>L Henkilöstöpalvelut<br />

is a member of the Palvelualojen työnantajat PALTA ry.<br />

7.8 <strong>SO</strong>L is a multicultural<br />

work community<br />

<strong>SO</strong>L is a multicultural work community that offers equal<br />

opportunities to all employees. More than 30% of <strong>SO</strong>L<br />

services’ employees were not Finnish citizens.<br />

We promote the equality of all employees and prevent<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 orientation or<br />

other reason arising from a person is strictly prohibited.)<br />

<strong>SO</strong>L has a Multicultural development group founded<br />

in 2007. Its objective is to promote the integration of<br />

employees from different environments into the operating<br />

culture at <strong>SO</strong>L and to improve the understanding of<br />

diversity. The multicultural work group has, for example,<br />

prepared an annual global calendar which includes the<br />

holidays of different religions. In cooperation with PAM<br />

(Service Union United), the work group has produced a<br />

video for new employees with the intent of introducing the<br />

employee to many important issues.<br />

– Of course, the people in the video are <strong>SO</strong>L employees<br />

as well. A video is a modern and more lively channel<br />

for communicating important issues to employees, and an<br />

image also relates an important image of the employer,<br />

colleagues, the work community and the rules of working<br />

life to the viewer.<br />

We were one of the firsts to participate in the Confederation<br />

of Finnish Industries’ #eisyrji campaign that<br />

challenged all Finns to contemplate their own attitudes.<br />

The #eisyrji campaign aimed to change attitudes and<br />

decrease discrimination in the Finnish working life. The<br />

goal is to make parity and equality in working life a matter<br />

of course. As a labour-intensive company, <strong>SO</strong>L wants to<br />

maintain a cheery atmosphere and use diversity in customer<br />

services. Any kind of discrimination between people is<br />

not accepted at <strong>SO</strong>L.<br />

The campaign was implemented at the initiative of<br />

the Confederation of Finnish Industries and it had at its<br />

starting phase, in addition to <strong>SO</strong>L, 17 other companies of<br />

various sizes and communities from different sectors.<br />

<strong>SO</strong>L is taking part in the Osaavat naiset project coordinated<br />

by MONIKA - Multicultural Women’s Association,<br />

supporting the employment of immigrant women in many<br />

different ways. <strong>SO</strong>L is an active partner in the project and<br />

has already provided many women with job opportunities.<br />

Women with an immigrant background are trained to<br />

seek jobs, taught IT skills, and guided towards language<br />

studies and other training. The HR representative of <strong>SO</strong>L<br />

has visited the Monika women several times to talk about<br />

<strong>SO</strong>L as an employer and about the jobs <strong>SO</strong>L offers.<br />

50 Responsibility <strong>2018</strong> | www.sol.fi

We are all equal<br />

<strong>SO</strong>L is widely known as a multicultural work community.<br />

– Orientation to <strong>SO</strong>L’s work tasks and taking root in the<br />

Finnish working culture are emphasised in the work of<br />

the multicultural development group, says Sari Crnobreg,<br />

Chair of the multicultural work group.<br />

<strong>SO</strong>L has employees from over 60 countries and all continents.<br />

Crnobreg emphasises that despite the differences,<br />

everyone at <strong>SO</strong>L is equal.<br />

– We wish to give everyone equal chances for a career,<br />

learning at work, and well-being at work. Harmonising<br />

working methods and making service easy is important.<br />

For instance, we have translated training materials into<br />

many different languages.<br />

– One of the key challenges is mapping and utilising<br />

the skills of multicultural employees more efficiently.<br />

According to Crnobreg, good interaction is created<br />

by ensuring that the employer has a clear picture of the<br />

difference of the peoples’ backgrounds. Despite training,<br />

it is important to preserve the person’s identity.<br />

– Families have also been integrated with the help of<br />

<strong>SO</strong>L. An intact family has a tremendous, positive effect on<br />

the life of an employee, which also benefits their working<br />

life.<br />

Crnobreg finds it delightful that more and more couples<br />

are working at <strong>SO</strong>L these days, enabling a new level<br />

of planning their future in their new home country.<br />

– One must not forget one’s roots and identity – quite<br />

the opposite. Multiculturalism is a diverse gift, and one<br />

ought to be comfortable with one’s identity.<br />

In 2016, <strong>SO</strong>L handed out its first award for an act<br />

promoting multiculturalism. The award was given to the<br />

Multiculturalism Working Group led by Sari Crnobreg in<br />

recognition of the group’s accomplishments in promoting<br />

equality.<br />

Happy together<br />

The events organised by the multicultural group have<br />

been popular.<br />

– They bring joy to everyday life, and <strong>SO</strong>L employees<br />

from different cultures can get to know each other.<br />

The multicultural development group also maintains a<br />

world calendar containing the holidays of different countries.<br />

– This is an important work-planning tool for the supervisors.<br />

We share holidays from all over the world and each<br />

of us can learn new, interesting and inspiring things from<br />

different cultures. By getting to know different countries<br />

and their customs, we are also more truly present as colleagues.<br />

Join in and make a difference<br />

According to Sari Crnobreg, the development group has a<br />

large number of new goals, and they are in constant need<br />

of more eager participants as the members of the development<br />

group fluctuate among work tasks and potential<br />

changes.<br />

– For instance, we would really like to have participants<br />

from South Asia. It is important to have a comprehensive<br />

representation from different continents.<br />

Crnobreg reminds us that the multicultural work group<br />

encourages all <strong>SO</strong>L employees to take initiative.<br />

Providing comprehensive orientation training<br />

to all employees is a matter of honour for us.<br />

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


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