SO Responsibilityreport_2018

www.sol.fi
Responsibility report 2018
Everyday acts

2 Responsibility 2018 | www.sol.fi
Solarsystem

4 Responsibility – everyday acts
10 Highlights of 2018
14 Description of the organisation
18 Management at SOL
26 Financial responsibility
28 Responsibilities to stakeholders
32 Environmental responsibility
42 Social responsibility
www.sol.fi | Responsibility 2018
3

1Responsibility
– everyday acts
This SOL Responsibility report is the ninth report
in this form. The guide is published in Finnish
and English every spring on the company’s website.
We want to constantly develop our operations
and make our services more sustainable
and responsible, taking into consideration the
needs of our customers and stakeholders. The guide contains
an introduction to the subject, key figures regarding
the actions implemented and the future goals.
At SOL, responsible business operations mean spontaneous
responsibility that supports the company’s
business and that are determined by the company’s values
and objectives, while also taking into account key stakeholders.
Many practical issues related to responsibility are
addressed in our everyday work. These issues include
occupational safety, good managerial work, improvements
in working methods, environmental issues, work ethics, a
pleasant work community, caring about others and about
customers, correct salary payments, the development of
competence and many other minor aspects. Our goal is
to be an excellent corporate citizen, focusing in particular
on the continuity of operations, supply chain responsibility,
our customers’ superior service experience, responsible
environmental management, well-being at work as well as
continuous improvement and development. Responsible
operations are essential and global. Ethical and responsible
choices are increasingly dictating our procurement
decisions and consumption.
The figures reported below are those of the SOL
Group, unless otherwise stated in the text. The segments
are Finland and the foreign subsidiaries, and the services
are the business lines of SOL Palvelut Oy: property services,
cleaning and facility services and security services, the
laundry services of SOL Pesulapalvelut Oy and the personnel
services of SOL Henkilöstöpalvelut Oy.
4 Responsibility 2018 | www.sol.fi

International
service locally
Turnover
306
milj. eur
€€€€€
Number of personnel
14 000
Customer satisfaction
visits
42 000
www.sol.fi | Responsibility 2018
5

1.1 Description of the
operating environment
in Finland
According to the Confederation of Finnish Industries’
economical cycle barometer the economical cycles grew
stronger towards the end of the last year and the situation
is still stronger than average. Growth in sales became
quicker in the last quarter of the year and the expectations
for sales are positive. Estimates indicated additions to
personnel and the challenges in recruitment are still very
big. The general economical cycle picture is not expected
to really change in 2019.
Estimates of the development of demand for property
sector’s services are mainly positive among the member
companies of the Real Estate Employers. 60 per cent of
those who answered the Real Estate Employers’ industry
barometer in September 2018 estimate that the demand
for property sector’s services has grown in the last 12
months and 55 per cent expect the demand to grow in the
coming year. For cleaning, the future is the most positive:
55 per cent of respondents expect the demand for cleaning
services to grow.
In the property services sector faces great challenges in
the availability of workforce. According to the Confederation
of Finnish Industries’ economic cycle barometer (October
2018) these recruitment challenges can be extremely
difficult. The availability is largely affected by the problem
of tax incidence, which became apparent also in the Real
Estate Employers’ industry barometer, where 62 per cent
of respondents estimated that the availability or workforce
has weakened in the previous 12 months. This trend is
expected to continue in the coming year.
In the digital survey implemented for the property
services sector in November 2018, a third of the 70 respondents
assessed that the opportunities offered by different
digital solutions and services are very significant to
a company’s operations. 70 per cent of respondents estimated
that investments related to digitality will increase in
the next three years. A central motive for the development
of digitality was the enhancing of business, but customers’
requests, improving communication, growing business
and cost saving were also important.
The effects of the reform of vocational education for
the property services sector meet the needs of work life
better when there are no more overlapping qualifications
and the skills content of new degrees are up to date. All
qualifications are completed as practical examinations.
Learning happens increasingly at the workplace, which
makes the dialogue between schools and companies
even more important. Forms of training that are arranged
at the workplace are apprenticeship training and training
agreement. Skills can be acquired by completing the
whole degree or, which is a more flexible way than before,
by completing some parts of the degree.
The future of the personnel services sector does not
appear so bright in the barometer of the Confederation
of Finnish Industries. Economic growth slows down, but in
the revenue enquiry of the Private Employment Agencies’
Association HPL, it is estimated that personnel services are
not likely to be the first to fade out.
According to the Private Employment Agencies’ Association
HPL’s revenue enquiry, 42 per cent of the personnel
services’ revenue comes from Uusimaa and 58 per cent
from the rest of Finland. Uusimaa’s share has continuously
decreased by 4 per cent since the end of 2016.
For laundry services, the economic outlook is hopeful.
The circular economy of textiles and clothing has raised
its head. People buy their clothes more responsibly and
invest in the quality of the clothes and textile products.
Consumers have started to consider their own consumer
habits and clothes are now more cared for than before,
since people have started to wash and repair them. The
flee markets of quality clothes, today’s clothes shops, have
appeared in the cityscapes. This phenomenon of the new
era is believed to increase the need for laundry services.
Situation in property services
6 Responsibility 2018 | www.sol.fi

1.2 SOL Future
SOL Future has endeavoured to forecast SOL’s prospects
in the property services and temporary staffing up until the
year 2025. SOL will be a strong contender in these future
markets.
Our Group-level growth target for net sales is one billion
euros by 2025. Of this total, operations in Finland will
represent MEUR 755 and the foreign subsidiaries’ MEUR
246. Correspondingly, the number of personnel in Finland
is expected to grow to some 20,000 people and to also
increase significantly in the foreign subsidiaries.
We anticipate that as many as 60% of our employees
will be of non-Finnish origin by 2030 compared to approximately
30% at present. Employees are increasingly expected
to have multi-expertise where different work tasks are
combined. In addition to property maintenance, key jobs
will be in the sectors of logistics, industry and commerce.
The skills and development of the personnel are ensured
by investing in training. Our age programme, in turn,
takes into account the employment needs of different
age groups. The programme connects the life situations
of different groups with work tasks suited to those life
situations. The rapid digital transformation of operating
methods and procedures will continue.
Net sales target (MEUR)
Figure 4. Group net sales target for 2025
1010
1001
808
606
404
202
0
222,6
51,4
2015
274
404
107
2020
512
755
246
2025
Total
Abroad
Finland
www.sol.fi | Responsibility 2018
7

1.3 Risk management
We have evaluated our key risks in cooperation with our
insurance provider OP:
Market position risks
• Operative process risks
• Personnel risks
• Information system risks
Risks are prioritised according to the importance of
the risk by evaluating the influence and likelihood of risks
and the level of risk management. When evaluating the
influence of risks, the effects on the well-being of people,
the environment and the reputation of SOL are taken into
account in addition to the financial effects. At SOL, risk
evaluation utilises
Tools in accordance with the Operating System.
There are appointed persons in charge of risk management
at SOL, who are responsible for the planning,
execution and monitoring of procedures. The defined
procedures are attached to the action plans and monitoring
systems.
Risk management procedures are directed at the most
significant risks in terms of influence with cost-efficient and
purposeful procedures.
The management at SOL regularly monitors the success
of risk management and reports on the risks and the
development of risk management procedures. The sufficiency
and influence of procedures is evaluated as a part
of business monitoring. Corrective action will be taken as
necessary.
Preparing for the EU General Data Protection Regulation
(GDPR, entered into force on 25 May 2018) was already
started at SOL in 2017 in the Data protection team.
In 2018, we drafted the risk evaluation of data protection
and data security and also an extensive evaluation of data
protection’s effects, which was done together with outside
experts. We also drafted the data processing agreements
needed in customer and partner cooperation. Data protection
directors have been appointed for every company.
Financing and
liquidity risks
Credit risks
Management risks
Market position
risks
Market risks
Environmental
risks
Personnel risks
Personal injury
risks
Financial
risks
Liability
risks
Risks of
physical
damage
Total risk
Strategic
risks
Operational
risks
Process risks
Information
system risks
Operating environment
risks
Supply chain
risks
Legal risks
Risk management
1.4 Responsibility for service
provision and service
SOL’s responsibility is to ensure that the services it provides
are safe, reliable and sustainable and that they meet
quality standards, such as hygiene requirements. SOL
prefers long-term relationships with selected suppliers,
and expects from all its service providers a commitment
to the requirements set for security, the environment and
employment relationships.
SOL operates in the corporate and consumer markets,
and the end-user is always an individual who requires
reliability and safety. We require a picture ID from the personnel
of our supplier partners as well as an attached tax
number in order to prevent the grey economy.
SOL’s provision of services is well defined and mostly
designed and developed by SOL. Development work is
carried out in collaboration with all the suppliers to ensure
accurate provision of the services. Development relies on
safety, usability, functionality, durability and quality – all of
which are factors needed for excellent customer satisfaction.
In SOL Henkilöstöpalvelut Oy, the customer, as the user
company, is responsible for the safety of SOL’s service experts.
SOL’s role is to recruit, train and provide orientation
for service experts so that they are able to act according
to customers’ needs, instructions and safety regulations.
8 Responsibility 2018 | www.sol.fi

1.5 Managing
Director’s review
Last year, we had many great events where we have, together
with our customers, celebrated our long-lasting cooperation.
In this time, these long-term partnerships cannot be
taken for granted and we are very proud and happy about
the trust we have earned. Together with our customers and
personnel we have discussed why the customer relationship
continue for years in a way where both parties feel extremely
content. We found many reasons, but one thing became
clear – everyday life decides!
Trust, which is the requirement for good cooperation, is
earned with everyday acts. This means being ready to work
steadfast to maintain and develop the relationship. It is apparent
how important the people, superiors and colleagues
and customers of the workplace are. People make the atmosphere
and therefore give the work its meaning. Working
together and feeling like a part of the group are valuable
things in work life.
Responsibility concerns us all
In addition to the Group’s Management Team and task-specific
development groups, the entire staff works for and
towards SOL’s responsibility. Many practical issues related
to responsibility are addressed in our everyday work. These
issues include occupational safety, good managerial work,
improvements in working methods, environmental issues,
work ethics, and a pleasant work community. We care about
each other and our clients and strive for fair salaries.
The goal for SOL is not only to maintain a superb business
culture but also to keep on improving it. Working should be
cheerful, without forgetting the everyday creativity of each individual,
the preservation of entrepreneurship and a lifetime
of learning.
The reform of the reformed vocational education was
renewed at the beginning of this year and its effects for
property services sector meet the working life’s needs better
than before. It is great that our own organisation has gained
there a vantage point and the role of an active influencer.
We received the chair’s position in the newly found working
life committee of our industry. SOL has always invested in
training and apprenticeship training has been a practice at
SOL for years.
Last year we organised about 900 different training events
that almost 12,000 SOL personnel members participated
in and about 300 people completed a vocational degree.
Business Akatemia, SOL’s own management training was
developed in 2018 and started in 2019. Out training organisation
could therefore be called a medium-sized school.
In accordance with the training strategy, the functionality
of the trainings is continuously developed and in 2018
the new online learning environment Aurinkoakatemia was
implemented and the reformation of employees’ orientation
training began in 2018 and will continues this year.
This year, the development of customer-specific concepts
and operations models was invested in especially. SOL Palvelut
was the first in Finland’s hotel cleaning business sector to
be awarded the Swan label.
Future views
The Group’s views for the year 2019 are good despite the
tough competition situation. Our goal for the future is to be
a billion class family company that operates in the international
markets. We have the readiness and the passion
to grow and evolve. Taking care of the customer’s needs is
important to us, sustainable development and offering job
opportunities to different people will continue to be our
mission. Harnessing technology and new innovations to help
in everyday life and to support management will be at the
centre of our growth. We bear our responsibility for social
environment and nature. We have a bold attitude towards
building the future and our participating personnel together
with our customers ensure our success.
To achieve our billion-class objective we must continue
to develop and grow our already existing businesses and
patronages. Furthermore, we will consider our opportunities
to expand to new sectors and to export our already existing
services to geographically new areas. In the summer we
bought the majority shareholding of Consultor Finland Oy,
meaning that we took a step into a completely new area
of operation. In November, due to a company acquisition,
our international operations expanded to Denmark. In the
company acquisition, TekniClean A/S, specialised in food
cleaning, transferred under SOL’s ownership. These are
examples of our growth opportunities and we will continue
to see more of them.
SOL is already a part of many life cycle projects, which are
rapidly becoming more common in the municipality sector.
In them the goal for property maintenance and a building’s
upkeep can be set as far as 30 years in the future. This also
creates for us completely new possibilities to develop out
services
We have the readiness and the passion to grow and
evolve, the world is quickly changing. Change and future are
always a possibility. We just have to approach them bravely
and participate in building something ne
Juhapekka Joronen
SOL Group is now
under fourth-generation
leadership in Peppi
Kaira and Juha-Pekka
Joronen.
www.sol.fi | Responsibility 2018
9

Highlights
of 2018
10 Responsibility 2018 | www.sol.fi

Highlights of 2018
Multiculturalism
At the beginning of every year, we publish a multicultural celebration
day calendar. Diversity is a richness and we appreciate it on all levels.
We all have important dates related to our religion and nationality
that we want to celebrate. The Multicultural team operating within
SOL annually maintains the multicultural celebration day calendar.
This helps us to acknowledge our employees on holidays that are
important to them and to take this into account when planning the
work shifts.
Backpack of Happiness
Backpack of Happiness gives you the tools for work well-being!
Work well-being mentoring that was created as a part of the Backpack
of Happiness project and which has an important role in our
work well-being at SOL. Our capable mentors create new operations
models for everyday life and tools for maintaining well-being, for
cooperation between managers and the work community and for the
everyday life of the employee.
SOL Life Personnel services
SOL & FirstBeat started the year with gusto – with the well-being and
health of SOL employees as the priority! For us, the equation is clear.
Our sunny way of serving our customers is only possible because
of our healthy personnel. When our hearts and minds are well, we
develop and evolve. SOL Henkilöstöpalvelut salaried employees
completed the First-Beat-well-being survey during December and
January. Because of the survey, we have received valuable and individual
support from well-being experts to develop the keys for daily
well-being.
Swan label
SOL Palvelut was the first in Finland’s hotel cleaning business sector
to be awarded the Swan label. Getting the renowned Nordic environmental
labelling was one of the promises in SOL’s environmental
programme ‘Sitoumus 2050’.
Summer employees
We employed a 1,000 summer employees in Finland in different
property services, security and laundry service jobs, we participated
in the Vastuullinen Kesäduuni campaign for responsible summer
jobs.
Consultor Finland Oy
Solemo Oy (SOL) bought two thirds of the stock of the information
technology expert company Consultor Finland Oy. Consultor’s good
reputation, strong skills and having the capable, motivated and
growth-hungry management remain were the condition for the stock
trading. In service business, the significance of and dependency on
automatisation and robotics is growing and SOL wants to be in the
frontline offering these services.
www.sol.fi | Responsibility 2018
11

Highlights of 2018
#eisyrji campaign against discrimination
We were one of the firsts to participate in the expansive #eisyrji campaign
that challenged Finns to contemplate their own attitude. The
campaign aimed to change attitudes and to decrease discrimination
in the Finnish working life. The goal is to make parity and equality in
working life a matter of course. As a labour-intensive company, SOL
wants to maintain a cheery atmosphere and use diversity in customer
services. Any kind of discrimination between people is not accepted
at SOL.
Elina Jalonen
Elina Jalonen was appointed to be the Managing Director of SOL
Pesulapalvelut Oy.
Summer days in Tuuri
The SOL employees’ Hyvä Tuuri summer celebration, which we held
for the second time, gathered SOL employees and their families in
the shopping centre Tuuri to spend a sunny summer day together.
Work well-being challenge
The purpose of the SOL Life Kuntokuuri programme (which started
in the autumn and will continue in the spring) is to activate our staff,
guide them into a healthier lifestyle and help them look after their
own well-being as a whole. We hope you make important discoveries
about your energy resources and the actions you can take to
improve your own well-being. The purpose of the programme is
to activate our staff, guide them into a healthier lifestyle and help
them look after their own well-being as a whole. We hope you make
important discoveries about your energy resources and the actions
you can take to improve your own well-being.
Redi
A full-service SOL Laundry opened its new landry in Kalasatama in
the shopping centre REDI
Working life partner of Keuda
Keuda chose SOL as the Working life partner of 2018. Strategically
long-term cooperation, innovation, development and trust counted
in the selection.
12 Responsibility 2018 | www.sol.fi

Highlights of 2018
Juhana Olkkola
SOL Henkilöstöpalvelut Managing Director Juhana Olkkola.
Solar panels
SOL had solar panels installed on the roof of the headquarters. Our
own solar electricity generates power for the personnel’s computers
and the property’s lighting.
TekniClean A/S
In November, SOL bought the Danish TekniClean A/S which specialises
in food cleaning. In the trade SOL receives 300 new employees
and a company with a MEUR 14 turnover and customers who include
the leading meat processors of the food industry.
Clothes lending
The clothes lending company Vaatepuu and the SOL Pesulapalvelut
laundry service serve together in a sustainable and practical manner.
The new cooperation piloting will be implemented in the Greater
Helsinki area. The returning and maintenance of Vaatepuu’s clothes
can in the future be done conveniently in any SOL Laundry in the
areas of Helsinki, Vantaa, Espoo and Kauniaiset..
Pirkanmaan Osuuskauppa
The cleaning service business of Pirkanmaan Osuuskauppa transferred
as a company transfer to SOL Palvelut Oy on 1 February
2019. Pirkanmaan Osuuskauppa and SOL have successfully worked
together for several years and we mean to continue to develop the
relationship in the future.
Yellow Panthers
At the beginning of December we always celebrate SOL’s Yellow
Panthers, those who have retired from SOL, by having a Christmas
lunch with them and catching up with new and old friends.
www.sol.fi | Responsibility 2018
13

2Description
of the organisation’s background
SOL is a business owned by a Finnish family.
SOL’s management is guided by values where
economical, social and environmental responsibilities
are at the centre. The SOL Group comprises
the parent company SOLEMO Oy and its
five wholly owned subsidiaries in Finland and
five international subsidiaries. We offer cleaning and facility
services in St. Petersburg and Moscow in Russia and
in Estonia, Latvia, Lithuania and Sweden. Retail laundry
services are offered in Moscow, St. Petersburg and Estonia
as part of a cleaning and facility management company.
The dry cleaning shop concept of laundries began in
Finland in 2001. Last year, Finland had 61 serving laundry
shops. New laundry shops were established in Easton
shopping centre and Järvenpää. International laundry
operations were launched in Estonia in 2008, St. Petersburg
in 2010 and Moscow in 2011. In 2009, we began to
offer temporary staffing and recruitment services to our
customers in Finland. In Russia, we were in the temporary
staffing business from 2013 to 2015.
2.1 The SOL companies
Solemo’s Finnish subsidiaries include SOL Palvelut Oy, a
provider of cleaning and facility services, property services
and security services. SOL Henkilöstöpalvelut focuses on
temporary staffing and direct recruitment services. SOL
Pesulapalvelut Oy provides laundry services to private
individuals, businesses and public sector entities.
Group companies:
• SOL Palvelut Oy, Helsinki
• SOL Pesulapalvelut Oy, Helsinki
• SOL Henkilöstöpalvelut Oy, Helsinki
• SOL Baltics OÜ, Eesti
• OOO SOL, Venäjä
• OOO SOL Sp, Venäjä
• OOO SOL DC, Venäjä
• Solreneriet AB, Ruotsi
• Tekniclean A/S
• Goldcup 17817 AB
• Reneriet Estonia OÜ, Eesti
• Consultor Finland Oy
2.2 SOL is a Solar
System – outstanding
partnership and quality
SOL is a Solar System consisting of the Solar Centre,
personnel services, property services, laundry services,
cleaning services, facility services and security services. We
want each of the services to represent the absolute top in
its field and provide our customers with positive experiences.
We act responsibly, respecting the environment and
providing the best customer service. We are quick and
cost-efficient. We want to be a superior partner in all of
our services and service solution packages.
In addition to SOL’s Management Team and task-specific
development groups, the entire personnel works for
and towards SOL responsibility. The work of a responsible
corporation involves us all. The operational organisation is
structured so that all the services, marketing and sales as
well as development and administrative operations support
the operative activities throughout the Group. The
backbone of the operations is the line organisation, which
serves locally and with uniform quality in accordance with
the SOL Operating System. The Group’s development
activities focus on establishing and developing service
concepts and processes. Procurement and logistics are
also under development..
14 Responsibility 2018 | www.sol.fi

At the sources of Solar energy
SOL
Values
• Sunny and satisfied customers
• The joy of working
• Everyday creativity
• Enterprising spirit
• Reliability
SOL
Success factors
• Skilled and participating personnel
• Sunny customers
• Profitable growth
• Profitability and competitive strength
• Productivity
• Efficiency and safety
SOL
Mission
• We allow our customers to focus on their own tasks
SOL
Vision
• We want to be the superior service partner for our
customers and provide positive experiences
SOL Philosophy
SOL’s image of humankind
• People are responsible individuals and they want
to do good work
• People have a need to succeed
• People are different
• People take the initiative and are creative
• People are thinking, acting and feeling beings
SOL freedom
• Freedom of workplace: it is not important where
work is carried out; what is achieved is what
matters
• Freedom from status symbols: respect has to be
earned
• Freedom from working hours: the result counts
www.sol.fi | Responsibility 2018
15

2.3 Reporting
Net sales (MEUR)
Figure 1. Net sales development 2014–2018, Finland and other countries
250
221,5 222,6
230,8
244,9 242,5
Finland
200
Other countries
150
100
50
48,1 51,4 54,2
66,9 64,3
0
2014
2015
2016
2017
2018
Operating profit (MEUR)
Figure 2. Net operating profit development 2014–2018
14
13
12
11
10
9
8
7
6
5
4
3
2
1
0
2,5
2014
4,7
2015
5,2
2016
13,6
2017
11,3
2018
Net sales of SOL Henkilöstöpalvelut, 2014–2018 (MEUR)
60
50
40
41,6
52,1
50,4
30
26,0
20
20,1
10
0
2014
2015
2016
2017
2018
16 Responsibility 2018 | www.sol.fi

Gross investments (MEUR)
Figure 3. Gross investments 2014–2018
10
9
8
7
6
5
4
3
2
1
0
8,8
2014
7,0 6,9 7,0 7,0
2015 2016 2017 2018
Number of personnel 2014-2018
10000
9000
8000
8200
8692
9050 9050
9530 9598
Finland
Other countries
7000
6000
5000
4000
3000
3282 3339
3606 3747
4155 4122
2000
1000
0
2013
2014
2015
2016
2017
2018
2.4 Mission, vision
and strategy
Our mission is to strengthen our customers’ corporate
image with the services we provide. We act in a
responsible manner and we are a valued employer.
All our activities and decision-making are based on
shared values: sunny and satisfied customers, reliability,
enterprising spirit, everyday creativity and the joy of
working. We are here to serve our customers.
Happy working clothes of red and yellow symbolise the
SOL values and brand. The striking colours also improve
occupational safety.
We at SOL believe in a positive image of humankind,
where everyone wants to work and succeed in their work
and each of us is a different, creative, thinking, acting and
feeling human being.
We want to encourage and give feedback in order to
develop in our work. Success and praise, in particular, are
important to us and essential for work motivation.
Our vision is to be a superior partner for our
customers across all services. In line with our mission, we
allow our customers to focus on their core business.
We want to grow by utilising our service concepts
and employing qualified personnel while developing
cooperation with our customers. The end result is a
profitable, financially-sound and excellently-managed SOL
with sunny and satisfied customers and personnel.
The SOL corporate image is projected to the market
and to all our stakeholders. The cornerstones of our brand
are cheerfulness, yellow sunniness,
– enthusiastic service, skilled professional personnel,
flexibility and ease.
www.sol.fi | Responsibility 2018
17

3Management
at SOL
SOL’s management culture is established to allow
trustworthy interaction and an atmosphere that
encourages everyday creativity and to promote people’s
respect and responsibility towards each other.
t SOL, we aim towards servant and coaching
Aleadership. Giving responsibility, trust, and
supporting a functional work community are
some of the essential mindsets.
The parent company’s Board of Directors
comprises Juhapekka Joronen, Chairman,
and ordinary members Peppi Kaira and Anja Eronen for
the duration of the accounting period and Oona Kaira as
of 10 February 2017. Juhapekka Joronen is the Managing
Director of SOL Palvelut Oy. Elina Jalonen is the Managing
Director of SOL Pesulapalvelut Oy. Juhana Olkkola
is the Managing Director of SOL Henkilöstöpalvelut Oy,
and Peppi Kaira is the Managing Director of SOLEMO Oy.
Anja Eronen was the Managing Director of SOLEMO Oy
and SOL Palvelut Oy until 31 August 2011 and has been
Chairman of the Board of SOL Palvelut Oy as of 1 September
2011.
SOL’s Management Team comprises Anja Eronen,
Chairman, the Managing Directors of the Finnish companies,
Timo Sairanen, Director, HR and Legal Issues and
Riitta Sirviö, Director, Development Group. The Management
Team also includes representatives of senior salaried
employees, salaried employees and other employees.
The company’s auditor is KPMG Oy Ab, Authorised
Public Accountants, with Toni Aaltonen as the lead auditor.
The management organisation is as lean as possible
in order to be close to the customer and personnel. The
Development Group of each service sector is responsible
for monitoring operational management and for development
and improvement projects. All meeting practices are
presented in the SOL Operating System. They are defined
in the annual Action Plan and also scheduled according to
it.
The SOL Operating System is based on the ISO
9000:2015 quality standard, the ISO 14001 environmental
management standard, the OHSAS 18001 safety specification
and the ISO 31000 risk management standard. Each
company has its own operating system compliant with the
Group’s core system. Our customers audit our operating
system, which serves as a foundation for developing operations.
SOL’s Estonian and Latvian companies have quality
certificates. The well-being programme is integrated into
the SOL Life programme. Documentation is saved centrally
in the databank, which also includes the customer
management system. The system utilises SOL’s in-house
customer information system (Sirkkeli).
Safety instructions are an integral part of the SOL
Process Management System. They are easily available on
the intranet or in separate folders at our full-service laundry
shops. The Group and its companies have nominated
people to be responsible for data security, environmental
safety, occupational safety and other safety. Updating
safety instructions, as well as early intervention and preventive
measures, are important to SOL. We emphasise
the personnel’s responsibility, and acting according to that
responsibility, in all our communications. We never permit
any form of corruption or bribery whatsoever. The guidelines
for receiving gifts and for travel are documented in the
SOL Operating System.
The management
organisation is as
lean as possible in
order to be close to
the customer and
personnel.
18 Responsibility 2018 | www.sol.fi

Management principles, illustrating lean organisation and internal services.
Leveraging
shared resources
Lean central management.
Clear objectives,
indicators and
monitoring
Selected group
services
Decentralised
organisation,
accountability as lean
as possible
Continuous
improvement
Individuals deliver
results in
cooperation with
each other
Increasing
flexibility
www.sol.fi | Responsibility 2018
19

3.1 SOL’s ethical rules –
principles of good business
3.1.1. Introduction
SOL’s operations are guided by values that emphasise
economic, social and environmental responsibility. Each
SOL employee must comply with our values in their work:
Sunny and satisfied customers, the joy of working, everyday
creativity, enterprising spirit and reliability.
At SOL, we believe that everyone wants to do their job
well and succeed in their work. We encourage independence
and the acceptance of responsibility. Everyone at
SOL must act responsibly with regard to our stakeholders.
SOL’s responsibility covers all stakeholders: customers,
personnel, shareholders, subcontractors, partners, authorities,
the company’s own business sectors and their
organisations, the media, and cooperation with non-profit
organisations.
These rules are part of the SOL Responsibility Report.
The rules apply to all SOL’s subsidiaries in Finland and
abroad. Each SOL employee is responsible for playing by
the rules.
3.1.2 Ethical rules and legislation
SOL and its employees act legally and in accordance with
current, generally accepted business practices. As a member
of the Real Estate Employers, SOL and its employees
develop the industry by complying with the ethical rules.
Each SOL employee is responsible for acquiring the necessary
information on the legislative regulations concerning
their work. Supervisors must ensure the employees
receive adequate orientation to these rules. If in doubt,
SOL employees should always turn to their supervisor
for help. SOL supervisors must ensure full compliance
with laws, regulations and good business practices. If
an employee notices any breaches of regulations, they
must immediately notify their supervisor, who will take the
necessary actions at once and report the matter to the
Group management.
We apply the ethical
guidelines published by the
Real Estate Employers and
work to raise the profile of
the property service sector
• We will act reliably and with high quality, in accordance
with the promises and commitments given to
customers
• We will act responsibly and also expect responsible
operations from our partners
• We are bound by the duty of professional secrecy
with regard to confidential information and we will not
misuse any information obtained
• We will fulfil our social obligations and responsibilities,
and we are familiar with the standards of the industry
• We undertake to maintain the skills and development
of our personnel and we will promote employee wellbeing
and the occupational safety of our personnel and
customer companies
• We will respect other enterprises in the sector, compete
fairly and work to abolish the grey labour market
• We will provide every employee with a photographic
ID, displaying their personal details and tax ID and
submit all company and subcontractor information
required under the provision of the Act on the
Contractor’s Obligations and Liability when Work is
Contracted Out, using the tilaajavastuu.fi online service
• We are committed to promoting environmental values
and awareness
• We will encourage equality at work and acceptance of
individuality and diversity within the work community
20 Responsibility 2018 | www.sol.fi

we will operate responsibly
by providing fair temporary work.
3.1.3 Conflicts of interests, gifts and bribes
SOL employees are expected to promote SOL’s interests
and act in a responsible manner. SOL employees
must avoid all situations that might result in a conflict of
interests.
The corruption and bribery ban permeates all SOL
operations. SOL and its employees may not make or offer
bribes or unlawful payments to customers, managers,
national of local authorities or other parties to gain or
retain business, or for any other equivalent reason.
SOL does not grant direct or indirect support to political
parties, organisations or individual politicians.
SOL employees may not accept personal benefits or
gifts from stakeholders or suppliers which run contrary
to applicable laws or local business practices. Gifts or
benefits must only be accepted if they are offered in the
context of regular business activities and they are ordinary,
reasonable and low in monetary value.
Gifts and hospitality may be acceptable if they are:
• not offered on a regular basis, are given or received
openly and without an obligation and/or expectation of
a favour in return
• approved by stakeholders and able to stand public
scrutiny
• legal, ordinary and of moderate monetary value
• Before offering a gift or benefit to a partner, employees
must ensure that they are aware of the rules and ethical
guidelines observed by the recipient to prevent bribery.
In Finland, hospitality in the public sector is subject to
guidance (1592/2010) issued by the Ministry of Finance,
available (in Finnish) at: www.vm.fi/vm/fi/04_julkaisut_ja_
asiakirjat/02_henkilostohallinnon_asiakirjat/03_ohjeet/
20100825Vieraa/Vieraanvaraisuudesta__eduista.pdf
Examples of acceptable hospitality include attendance
at occasions such as birthday and retirement receptions
organised by a partner. In these circumstances, gifts in
keeping with convention are acceptable. Also acceptable
are parties and cultural events in the context of meetings
and training courses.
Gifts or benefits exceeding a value of EUR 100 offered
to a SOL employee must be authorised by a Service Director,
Business Director or Managing Director.
Benefits must not be accepted if:
• The value of the benefit exceeds conventional business
practices
• The benefit is in conflict with SOL’s interests and values
• The benefit may impair or be seen to impair the other
party’s independence or impartiality
• The benefit is likely to arouse suspicions regarding the
giver’s motives or its impact on decision-making or
outcomes of business
• The benefit could generate negative publicity for SOL
As a general rule, SOL will cover the costs of any travel
related to events and travels organised by external parties.
In the event of confusion regarding the appropriateness/legality
of giving or receiving a gift, it must be
declined.
3.1.4 Responsible Personnel services
The SOL Group’s personnel services arm, SOL Henkilöstöpalvelut,
is an authorised member of the Private
Employment Agencies’ Association (HPL) and a member
of Service Sector Employers Palta. As an authorised company,
we commit to adhering to the authorisation rules
and to responsible operations by offering fair temporary
work.
3.1.5 Fair temporary work
The authorisation of personnel services companies ensures
the fairness of temporary staffing for both employees
and user companies. Authorised companies wish to
highlight their commitment to legal, ethical procedures.
As for customer companies and temporary staff, they wish
to be able to identify the honest and reliable operators
in the field. The authorisation rules are provided to both
parties for information. Compliance with the authorisation
rules is monitored.
The Private Employment Agencies’ Association has
prepared general terms and conditions for temporary
staffing and recruitment to clarify the distribution of
responsibilities and rules between the contractual parties.
The terms and conditions also take into account the
right of employees and job applicants. The general terms
and conditions are intended to serve as an appendix
to the contract between a personnel services company
and its customer. The contractual terms and conditions
specify the course of the process, the obligations of the
contractual parties, the validity and termination of the
contract, the making of reclamations, and indemnities. The
parties may deviate from the terms and conditions by a
separate, written customer agreement.
www.sol.fi | Responsibility 2018
21

3.2 Stakeholders
SOL’s social responsibility covers all stakeholders:
customers, personnel, subcontractors, partners, shareholders,
authorities, the company’s own business sectors
and their organisations, the media, and cooperation with
non-profit organisations.
We comply with the laws, regulations and guidelines
of local authorities in all our operating countries. We
diligently take care of our taxes and payments, which are
further used for maintaining social services and public
infrastructure.
3.2.1 Our priority is a sunny, satisfied and
loyal customer
SOL’s operations are divided into local service districts,
which are responsible for their own customers and are as
close to the customer as possible. SOL has nearly 10,000
registered customers. and fulfilling contractual obligations
with them is a matter of honour to SOL. SOL likewise
expects the same from its contracting parties.
In line with our operating system, we aim to prevent
problematic situations and to rectify and continuously
improve our services.
Customer satisfaction and customer retention are
monitored in all our activities every month. A continuous
customer feedback and questionnaire procedure is in use
and it is conducted monthly with some of the customers.
This procedure is based on the SOLE guidelines and on
an annual plan. SOL’s customer satisfaction has been at an
excellent level for many years.
The end-user of SOL’s services is a private customer
whom we serve to the best of our ability. Our goal is to
have customers who want to do business with companies
and communities using our services or with our own
full-service laundries also in the future.
3.2.2 Personnel
We currently employ nearly 14,000 people, to whom we
are committed to paying wages and salaries according
to agreements and for whom we pay employers’ contributions.
We serve our customers with and through our
personnel. Our key value is the joy of working.
SOL aims for a fair personnel policy, which enables the
company to safeguard employment and guarantee high
job satisfaction. Investment in the continuous development
of employees’ skills provides maximum benefits for
customers, employees and SOL.
The well-being of personnel is fully addressed.
Employees are encouraged and trained to participate
in the planning and development of their own tasks in
everyday work, as well as in long-term planning and development.
For instance, the annual action plan and budget
are built from the bottom upwards, thus involving as many
employees as possible. In Finland, the personnel working
at least 15 hours per week are provided with general prac­
22 Responsibility 2018 | www.sol.fi

Customer satisfaction
Figure 5. Customer satisfaction 2014-2018
100
90
80
70
60
50
40
30
20
10
0
2014 2015 2016 2017 2018
SOL Palvelut Oy
2014 2015 2016 2017 2018
SOL
Pesulapalvelut Oy
2014 2015 2016 2017 2018
SOL
Henkilöstöpalvelut Oy
Laughter
Smile
www.sol.fi | Responsibility 2018
23

titioner-level healthcare after six months of employment,
and SOL has adopted SOL Life as an “Ongoing Care
Model”.
High priority is systematically given to occupational
safety, risk management and pro-activeness throughout
our operations. Rapid communications and interaction
commensurate with the situation have been further
strengthened.
Personnel competence is improved by short-term and
long-term in-house coaching and training sessions, and
by apprenticeship training. SOL offers active tutoring and
mentoring for all personnel groups and conducts a continuous
Joy Barometer job satisfaction survey. “From goals
to results” discussions help in setting goals, achieving
results, developing operations and they also facilitate the
personnel’s self-development. A scorecard is used for monitoring
and controlling the achievement of the goals. The
Quality Passport has been in use at SOL for a long time
now as a tool to reward employees for good performance.
SOL has a good and effective relationship with labour
organisations.
3.2.3 Responsible owners with a face
In a family business, the owners of SOL have a key role
and long traditions of developing the company and its
operations. The owners expect from the employees responsible
operations in accordance with the company’s values.
SOL is an active member of the Finnish Family Firms
Association, which promotes an operational framework for
and responsible ownership of family enterprises.
3.2.4 We select our partners carefully
SOL’s partners include a number of suppliers of services
and goods. Our partners are expected to be reliable, professional
and responsible, and SOL invests in cooperation
with them. For further information, please see the section
on Social Responsibility. Our aim of cost effectiveness will
also challenge SOL’s partners.
3.2.5 Developer of the business sector
SOL’s roots in Finland’s business community run deep.
The first operations are considered to have started in 1848
when dye master C.A. Lindström founded a textile dye
house and laundry on the hill where Finland’s Parliament
House currently stands.
SOL has significantly improved the sector’s image with
its reputation as a good employer and provider of quality
services. SOL is well-known for transforming the property
business into a service sector.
SOL is an active opinion leader in the Confederation
of Finnish Industries, Real Estate Employers and Palta
Oy. Juhapekka Joronen, the Managing Director of SOL
Palvelut, is a member of the Board of the Confederation
of Finnish Industries and the Chairman of the Board of the
Real Estate Employers. We also participate in the work
of other bodies and accept positions of trust and expert
tasks offered.
3.2.6 Communications and media
Our business sectors interest everybody. SOL aims for
transparent interaction with the media and regularly
reports the Group’s news directly to the media via targeted
press releases, which are also available on our
website. Our communication channels in Finland include
the Group’s intranet and the SOLISTI customer magazine,
in addition to the website and social media. Our entire
website has been translated into English. Our communications
department coaches and trains the personnel and it
is responsible for internal and external communications in
accordance with the company’s communications plan.
We are pleased to share information about our actions
and results. Our experts are encouraged to make public
presentations and to share their knowledge outside the
group.
3.2.7 Increasing our global role
Individual rights and shared responsibility are evolving. We
will have an increasing role in employing labour coming
from less developed countries and also in improving the
conditions of their countries of origin.
In 2012, we signed the Diversity Charter Finland, according
to which:
We will offer equal opportunities. We will recognise and
utilise individual skills and needs.
We will manage the personnel and customers fairly.
We will provide information on our goals and accomplishments.
SOL has a multicultural development group, which
reports directly to the Management Team. We employed
2,171 foreign nationals in Finland in 2018.
Since 2007, SOL has had a Young Staff Development
Group with participants representing employees from
different sectors. The purpose of the group is to promote
the position of young employees and highlight their views
on issues.
SOL is a member of FIBS and a partner of the Responsible
Summer Job campaign. During 2018 we have
supported the education of Tanzania’s orphan children in
many different ways.
3.2.8 Working life committee cooperation
SOL is engaged in large-scale cooperation with educational
institutions, starting from sponsoring classes in upper
secondary schools. Vocational schools in our field as well
as polytechnics and universities are important partners
for us in training, internships and teaching and they also
provide us with skilled employees.
The Manager of Training at SOL acts as the chair of
the new working life committee of Cleaning and Property
Services appointed by the Board of Education and as the
Chair of the degree committee.
In 2017, SOL was involved in a work group to renew
some of the qualifications in our sector. Now, the Facilities
Services Sector has a new degree entity for the Vocational
Qualification and Further and Specialist Vocational Qualifications
in Cleaning and Property Services that combine
the previous seven qualifications of our sector.
24 Responsibility 2018 | www.sol.fi

We comply with the UN
Global Compact principles
in our operations:
1. Businesses should support and respect the protection
of internationally proclaimed human rights within
their sphere of operation.
2. Businesses should make sure that they are not complicit
in human rights abuses.
3. Businesses should uphold the freedom of association
and the effective recognition of the right to collective
bargaining;
4. the elimination of all forms of forced and compulsory
labour;
5. the effective abolition of child labour; and
6. the elimination of discrimination in respect of employment
and occupation.
7. Businesses should support a precautionary approach
to environmental challenges;
8. undertake initiatives to promote greater environmental
responsibility; and
9. Businesses should encourage the development and
diffusion of environmentally friendly technologies.
10. Businesses should work against corruption in all its
forms, including extortion and bribery.
in Finland,
we employ more than
3,000 foreign nationals
www.sol.fi | Responsibility 2018
25

Financial
responsibility
SOL’s financial goals are based on profitable growth
and profitability. In addition to organic growth, SOL
aims to acquire business operations and enterprises
that will support the Group’s operations. A long-term
goal is for return on investment (ROI) to exceed 20%.
4rowth
G
will be financed from income. Our
equity ratio of 48.8% enables cost-effective
liquidity fluctuations. Good liquidity safeguards
SOL’s payment obligations to stakeholders
and also builds in flexibility for any
quick acquisitions needed. SOL’s liquidity has remained at
a good level. In addition to paying employees’ contributions
and public payments, the Group has been able to
finance investments and other acquisitions from income
in accordance with set plans. SOL wants to ensure that it
meets all payment obligations according to the agreed
payment terms without delay, and also expects the same
punctuality from customers with regard to their payments.
Our liquidity is measured with the Quick ratio which in
2018 was 1.3, meeting our objective.
All of SOL’s services are produced locally, and the operations
have been organised accordingly. SOL’s business
management, as well as the financial and HR administration
of SOL City, SOL headquarters in Finland, support
our local operations. Some of the financial administration
operates in Seinäjoki and Kouvola.
The turnover of SOL Group has risen by 13.8% since
2014, the growth of foreign subsidiaries has reached
33.7%, and that of Finnish subsidiaries 9.5%.
In 2018, the turnover in Finland were distributed as
follows: cleaning and facility services 73.4%, property
and security services 5.6%, laundry services 3.8%, and IT
services 0.7%. Finnish operations accounted for 79% and
foreign operations for 21% of turnover.
SOL’s gross investments amounted to MEUR 7, while
procurement of materials and services amounted to a
steady MEUR 12.3 in 2018.
We operate
nationally,
we serve locally.
26 Responsibility 2018 | www.sol.fi

Group net sales, MEUR Change in net sales, %
320
288
269,6 274,0
285,0
311,8 306,8
25
256
20
224
192
15
160
128
10
9,4
96
64
32
0
2014
2015
2016
2017
2018
5
0
2,9
2014
2
2015
4,04
2016
2017
-1,6
2018
Equity ratio, %
Return on investment, MEUR
50
42,9
44,8 43,7
47,7 48,8
40
40
32
27,8
30
24
21,4
20
16
12,6 12,9
10
8
7,2
0
2014
2015
2016
2017
2018
0
2014
2015
2016
2017
2018
Gearing, %
Quick Ratio
0
-10
-20
-30
-40
1,6
1,4
1,2
1,0
1,1
1,2
1,3
1,4
1,3
-50
0,8
-60
-70
-80
-90
-57,7
-66,5 -69,0 -68,5
-59,2
0,6
0,4
0,2
-100
2014
2015
2016
2017
2018
0,0
2014
2015
2016
2017
2018
Purchases, MEUR
14
12
10
12,5 12,8
11,8 11,6
11,7
10,7
10,5
12,0
11,2
Services
Material
8
6
4
2
1,1
0
2014
2015
2016
2017
2018
www.sol.fi | Responsibility 2018
27

Responsibilities
to stakeholders
SOL wants to offer everyday experiences that delight,
inspire and excite customers. At their best, these
experiences elevate the mind, enhance everyday life and
the workday, and provide a sense of cleanliness and security.
55.1 Responsibilities to
customers
SOL offers high-quality services in a timely manner as
agreed in the contract. The services are developed in
accordance with the customer’s expectations and preferences.
Our service solution model enables SOL to provide
multiple services from one source, making our solutions
the most advantageous economically.
Productivity and efficiency are important goals in developing
SOL’s processes. All our service sectors in Finland
have a personnel recruitment and substitute system in
electronic format. The personnel’s orientation training and
some of the other training sessions are on the Internet,
giving learners more freedom with regard to time and
place. Nearly all of the invoices in Finland are transmitted
to customers in a paperless format. Also nearly 100% of
the purchase invoices are e-invoices. Continuous attention
is paid to proper management of receivables, ensuring
equal treatment for all customers.
In Finland, we have enhanced the reporting system under
the provisions of the Act on the Contractor’s Obligations
and Liability when Work is Contracted Out. We use
the www.tilaajavastuu.fi online service. These links enable
customers to check that we fulfil our social responsibilities.
while the figure in 2013 was 77.2%. Wages and salaries, excluding
side expenses, amounted to MEUR 197.3 in 2017.
SOL bears responsibility for safeguarding employment
also in the future. The company’s workforce consists
mainly of people in permanent employment relationships,
some of which may be part-time due to the nature of the
work. The proportion of temporary staff will increase with
the expansion of SOL Henkilöstöpalvelut Oy’s operations.
Personnel are rewarded for good work performance,
which is followed up by customer satisfaction and other
weighted indicators, such as the scorecard. Rewards
for successful work performance have been given, for
instance, to the service district of the year, the vendor of
the year, the service instructor of the year, the Service Supervisor
of the year, and the Service Director of the year.
SOL organises an annual Quality Award competition
with separate categories for service supervisors, service
districts and sales personnel. Awards are also given for the
environmental and well-being at work categories. Competition
entries are submitted in the form of applications
showing budgets, results and the previous year’s figures.
The Quality Award is based on a competition by the
Finnish Quality Association, which has been adapted to
suit SOL’s needs. The key considerations in the competition
are customer orientation, employee well-being and
financial results. The practice has been established since
1996.
5.2 Responsibilities
to employees
At SOL, employees have a key role in everything we do.
In 2017, personnel costs represented 79.4% of net sales,
28 Responsibility 2018 | www.sol.fi

The quality prizes of 2018 were awarded in the SOL Days of November.
1st category quality prize was awarded to Julija Goncalves ja Vladen Melechko.
‘Every time the prize comes as a really good surprise. It was the same this year, since we
did not do as well as we had hoped. To us the quality prize means that we are on the right
path and we are very proud of our ship team. It was amazing to announce that we got
the prize. Last year’s biggest challenge was labour shortage in Greater Helsinki, but we
prevailed. In our company cooperation works well and help and advice is always available
The other challenge was balance and staying in budget. We thought a lot about how
to implement work so that we benefit more and can at the same time maintain our good
quality. Keeping both the customer and the employees happy. Our location has two
superiors and they both have their own strengths and weaknesses we use to complement
each other. And it has worked really well Thank you for appreciating our work this year!’
Thank you to you also, Julija and Vladen.
www.sol.fi | Responsibility 2018
29

LIIAN PIENI
RESOLUUTIO
5.3 Responsibilities to the
authorities
SOL and its personnel must comply with local laws and
regulations in all countries and under all circumstances.
SOL pays its statutory obligations in accordance with
existing regulations. As an employer, SOL takes care of its
employees’ statutory contributions. The company also reports
and compiles statistics for the authorities as agreed.
In 2018, SOL’s Finnish companies paid value-added tax,
income tax, operational taxes and PAYE income tax totalling
MEUR 69.9 (MEUR 64.1 in 2014). Compulsory social
security and pension contributions amounted to a total of
MEUR 35.1 in 2018 and MEUR 35.9 in 2014.
5.4 Responsibilities to
suppliers and partners
SOL purchases products, services and energy for its property,
cleaning, facility maintenance and laundry services, as
well as for production subcontracting services that include
delivery and laundry services, outdoor area property management
service and a variety of made-to-order cleaning
services. Products and services necessary for running the
administration and operations are also purchased.
SOL’s General Terms and Conditions apply to all
suppliers, and invoices are paid according to the terms
of payment. All payments made to suppliers are based
on contracts and invoices. All forms of corruption and the
use of illegal (“black”) labour are strictly prohibited within
SOL. Good contractual practice is monitored by internal
controls and audits in accordance with the SOL Operating
System.
In 2018, all purchases by SOL’s Finnish companies were
from within the EU area.
SOL’s operations have significant indirect impacts, especially
in smaller towns. SOL is a primary client for many
entrepreneurs and thus affects the economic well-being of
subcontractors’ employees.
5.5 Liabilities to
financial institutions
SOL’s goal is to finance its operations from income. The
Finnish companies do not have short-term or long-term
loans from banks. The Group’s foreign subsidiaries have
bank loans. SOL Palvelut Oy has a limit of EUR 3 million.
30 Responsibility 2018 | www.sol.fi

All procurement is governed
by written supplier
contracts and pre-planned
logistics solutions.
SOL does not use random
procurement or randomly
selected suppliers.
Our procurement procedures
include at least the following:
• legality – compliance with each country’s applicable
legislation
• corruption and bribery ban
• respect for employees’ human rights
• child labour ban
• employee safety and health
• environmental protection
• effective service chain with low overall cost
• CO2 emissions of the auto equipment max. 130 g/km
www.sol.fi | Responsibility 2018
31

Environmental responsibility
We all have a dream of a better and cleaner environment,
of a place where our children and grandchildren can
grow and live safely. Environmental deterioration
must be stopped. We can affect our future by
actively seeking new ways and means to secure a
cleaner and healthier environment in the future.
66.1 Environmental policy
SOL wants to provide services in a manner that aims to
conserve natural resources and reduce environmental
impacts. We are aware of the environmental impact of our
services and of our responsibility as the user of products
and the producer of waste, all of which are addressed
throughout our decision-making processes. We comply with
all valid laws and regulations in all our activities.
We are committed to continuously improving our operations
and reducing environmental impacts. We purchase
the most eco-friendly technology available at reasonable
costs. We aim to use natural resources and energy in a way
that minimises their consumption and emissions. We promote
the right type of waste sorting and we aim to reduce
the amount of waste generated.
We disseminate information about our operations transparently,
both to our external stakeholders and to SOL’s
own personnel. We aim at being able to guide our customers
towards an environmentally friendly model of operations
and support them in achieving their environmental
goals through our expertise. We aim to be ranked by
our customers and personnel as the best operator in the
environmental field.
We train, advise and encourage SOL employees to work
in a responsible manner and to address environmental
issues more efficiently both at work and in their leisure time.
We develop indicators that can verify the environmental
impact of our operations. The management regularly monitors
the status of the environmental issues. The business
line management reviews include an evaluation of the
environmental management, and necessary measures are
taken based on the results of the evaluation.
6.2 Environmental
goalsand objectives
Environmental objectives have been defined for industries
in the SOL’s environmental policy. They guide our personnel
to act to control climate change.
Responsibility is a shared concern for all of us.
32 Responsibility 2018 | www.sol.fi

We reduce the
consumption
of paper and
energy
We reduce the
use of plastic
We reduce the
emissions of
vehicles and
machinery
SOL
Environmental
Goals
We use Swan
labelled
detergents
The personnel
acts responsibly
Our
suppliers are
environmentally
responsible
We participate
in the customer’s
environmental
work
www.sol.fi | Responsibility 2018
33

The environmental objectives are evaluated annually and
the achievement of these objectives and the changes in the
operation’s environmental impact are measured on a group
level.
6.3 Environmental aspects
SOL’s environmental policy, goals and objectives are based
on information about the environmental aspects and
impacts of our operations and services. Identification and
evaluation of the environmental aspects are presented
in the Environmental Management system. A valuation
method that is based on information gained from our own
operations, on the company’s potential leverage, and on
information provided by external studies is used for identifying
the importance of environmental aspects. Statutory
requirements, importance to the company’s image, environmental
benefits in relation to implementation costs, and the
severity and scope of environmental impacts are taken into
account when assessing importance factors.
The industry-specific assessment procedure for environmental
aspects and the criteria for valuation are documented
in the environmental data of our Operating System. The
activities receiving the largest weighting using this method
have been selected for implementation.
An industry-specific implementation programme defining
the operating instructions, timetables, measurement
method and responsibilities for achieving the environmental
goals and objectives has been prepared. The implementation
programmes are documented in the environmental data
of our Operating System.
Customer-specific environmental goals will be prepared
in conjunction with customer-specific action plans.
Environmental Team and environmental coordinator
The task of the SOL group environmental section is to coordinate
the responsibility functions related to the subject
and to follow its global and local trends.
The environmental supervisors for each region coordinate
local environmental operations and training and this
relays local environmental knowledge to the employees.
The environmental coordinators will conduct customer-specific
environmental reviews and give reports about
them to the Environmental Team.
Environmental aspects are evaluated when necessary
and at least once every three years. The required changes
in action plans and goals are implemented based on the
information obtained from the evaluation and monitoring.
Environmental reviews by sector and by location will be
made according to the annual plan prepared by the Environmental
Team.
The achievement of the environmental goals specified
in action plans is monitored in development discussions.
The districts will monitor the implementation of the action
plans in their district meetings. The implementation of the
environmental plans will also be evaluated in conjunction
with internal audits.
6.4 Me, you, SOL and
the environment
As part of the Society’s Commitment to Sustainable Development,
SOL as a service employer has committed to
strengthening SOL’s egalitarian work community. A good
work community is made up of people from different
cultures and of different ages and backgrounds. We are
an international company, but our values are the same
regardless of the country of operation. According to our
image of humankind, people want to do good work. We
want to give everyone this opportunity. We signed the
Finnish Society’s Commitment to Sustainable Development
in June 2016. The targets and actions related to the
commitment were drafted in cooperation between our
environmental coordinators, the Environmental Team and
senior management.
As a steady employer, our commitment also includes
wise accounting practices and sustainable work that respects
nature and people. We communicated our Commitment
2050 targets and actions in the form of a video
to reach a larger number of our personnel, customers and
stakeholders.
We constantly work to fulfil our social commitment and
monitor the realisation of the objectives.
34 Responsibility 2018 | www.sol.fi

Commitment 2050 targets and actions
1. Equal opportunities for well-being
We are all different and we all have a place at SOL. We
value diversity and consider it a resource. We develop
management at SOL and we believe that our management
in the future will be service-oriented management.
We believe that a good work community is made up
of people of different ages and from different cultures.
About 30 per cent employee are citizens of a country
other than Finland. We predict that, by 2050, 60% of our
employees will be from countries other than Finland.
SOL also has a lot of young employees. Employees under
30 years of age make up 42% of our workforce. According
to our image of humankind, people want to do
good work. We want to give everyone this opportunity.
We are committed to developing SOL’s age programme
The goal of the age programme is to promote the
work ability and well-being at work of SOL’s employees,
support the motivation of different age groups, reduce
sickness absences, increase the average retirement age,
increase respect towards senior workers and ensure the
transfer of tacit knowledge.
We have drafted the age programme in 2016
We are committed to promoting the career development
of immigrant employees
we have salaried employees who are immigrants
in all of our districts achieved/not achieved
2. Working sustainably
We want SOL to be a place where happy multi-experts
work. We provide a wide range of active training opportunities
and our online study programmes bring studies
close to SOL employees right from the very beginning.
We train professionals who know how to do it right the
first time and develop their work continuously in small
steps according to the LEAN method. The SOL Life
programme looks after the safety and well-being of
employees throughout their employment relationship.
We want our employees to retire healthy. We actively
monitor the job satisfaction of our personnel as well as
the rates of sickness absences, accidents and disability
pensions. We have set goals for these and aim to achieve
them.
Now we want to make sure that the information we
receive through employee satisfaction surveys is accurate.
We also want to develop new methods for supporting
our employees. We value the joy of working and
everyday creativity.
We are committed to developing our work so that
the results of the Joy Barometer employee satisfaction
survey is above four and the response rate is
80%.
Joy Barometer: Target: above 4 (scale 1-5) + response
rate 80% in all employee groups
achieved/not achieved
We are committed to developing an online tool for
supervisors that enables them to be constantly present
and support the well-being of employees.
Manager’s online tool 2050
achieved/not achieved
3. Resource-wise economy
SOL is a Solar System that provides its customers with
service solutions. We work to break down unnecessary
barriers between different services. It is easier and more
affordable for our customers to buy, manage and develop
work when they can do it with a single partner. The customer
saves time and we, for our part, can offer new work
opportunities for multi-experts. By combining different
tasks, we can make it easier to find full-time work from
within our company. Supervisors are responsible for shift
planning and ensuring shift availability. Now we want to
make it possible for employees to book work shifts easily
and flexibly. Our values are sunny and satisfied customers
and an enterprising spirit. We value a sunny and satisfied
customer and an enterprising spirit.
We are committed to developing an electronic shift
booking system.
electronic shift booking system
achieved/not achieved
4. Decision-making that respects nature
We always consider the environment in our work. We aim
to constantly decrease the load that our operations cause
on the environment. We have already done a lot of work in
this regard and we want to ensure that this work continues.
We are establishing rules for our procurements. Reliability
is one of our core values.
We are committed to establishing procurement instructions
that will take into account matters important
to us: our partner suppliers will have environmental
management certificates
• we will favour domestic suppliers
• we will use less detergent than we do now
• we will use less unrecycled plastic
• we will use detergents with environmental labels (85%))
We are committed to auditing suppliers and our own
procurement processes.
procurement instructions complied with/not complied
with
supplier audits carried out/not carried out
www.sol.fi | Responsibility 2018
35

6.5 Responsibility as a
part of everyday work
6.5.1 Environmental auditing established in
operational development
We use the environmental audits to monitor whether our
operations meet SOL’s Environmental Goals and measure
our performance at the district, business sector and
customer-specific levels. Our environmentally friendly
operations are guided by the development perspective.
Environmental audits are carried out with the help of the
electronic system of SOL. 250 customer-specific environmental
audits were completed.
6.5.2 Procurements’ environmental impact
In our procurement, we consider the environmental impact
of the products and operate in a cost-efficient manner.
We use established partners. and carry out supplier audits
to ensure the environmentally friendly operations of our
partners.
6.5.3 Swan label-certified hotel cleaning
SOL Palvelut was the first in Finland’s hotel cleaning
business sector to be awarded the Swan label. Getting the
renowned Nordic environmental labelling was one of the
promises in SOL’s environmental programme ‘Sitoumus
2050’. Swan label is an official sign to our customers of the
quality of our services.
In order to obtain the Swan label, our services has to meet
the very strict conditions for the whole life cycle. The
evaluation took into account, among others, the origin
of the materials, the energy consumption of production
and use, the use of chemicals and the generation of waste
throughout the whole production and consumption chain.
In cleaning services, the Swan label emphasises the use
of cleaning agents that have environmental labelling
and the limitation of chemicals, because in the cleaning
process, cleaning agents comprise the largest environmentally
taxing agent. Other criteria included minimising the
environmental impact of transport and the environmental
training of the personnel.
6.5.4 Eco-labelled detergents
We have paid particular attention to choosing detergents
and assessing their environmental impacts. For this reason,
SOL only uses eco-labelled products in washing cleaning
textiles and dishes. With respect to other detergents,
the proportion of Nordic Swan eco-labelled products is
85%. We cooperate with a Finnish detergent manufacturer
and invest in product development. We take care to regularly
renew the Swan label for our products.
We aim to make smart choices that support the
occupational safety of our employees and environmental
protection and keep waterways clean.
6.5.5 Circular economy plastics in use
We have started to use new and more environmentally
friendly rubbish bags made out of circular economy material.
Circular economy plastics are recycle plastics that customers
have delivered to waste collection points. These
Consumption of eco-labelled and other
detergents
15%
85%
Eco-labelled detergents
Other detergents
36 Responsibility 2018 | www.sol.fi

SOL Palvelut
was the first in
Finland’s hotel
cleaning business
sector to be
awarded the Swan
label.
plastics are now used as a new material in the rubbish
bags SOL uses.
This is an amazing thing for us and the consumers,
since the plastics consumers recycle will really be returned
into use and this in turn encourages customers to keep on
recycling plastic.
The material also saves considerably CO2 emissions.
The products are collected in Finland, they are recycled
and reworked into raw materials and finally produced into
products in Finland.
Multiple-use rubbish bags
We are currently using some 2,000 permanent garbage
bags. The use of permanent garbage bags has seen steady
growth. We carried out several campaigns related to
the use of permanent garbage bags at our service districts
in 2018.
11 plastic bottles are used to make one multiple-use
garbage bag. A total of 58,850 plastic bottles have been
used to make all the multiple-use waste sacks in SOL’s use.
6.5.6 Eco-labelled cleaning equipment and
towels
We invest in eco-labelled cleaning textiles. All of the mop
strings and microfibre towels we use carry the Swan label.
6.5.7 Storage inventories
Inventories were established as part of our daily
philosophy of getting it right the first time and the development
of our in-house operations. The inventories were
carried out electronically for the first time and the results
were available to the districts in real time. A total of 1,000
inventories were carried out at our customer locations in
2018.
6.5.8 Responsible choices
The entire staff works for and towards SOL’s responsibility.
This year, responsibility is a strong element in work
clothes choices. SOL’s whole Finland personnel will in the
future work in clothes made of responsible materials. Over
350,000 recycled plastic bottles have been used as the raw
materials of the clothes.
SOL and the Finnish work clothes manufacturer
TouchPoint Oy want to take care of our shared planet. The
harming environmental impacts of the clothing industry
are many and decreasing them is our shared goal.
Work clothes made of responsible materials are suitable
for different working environments. The products
of the SOL collection are designed so that they can be
matched together and layered as the changing working
and weather conditions require. Working clothes made of
ecological materials ensure a comfortable user experience
for the whole work day.
The clothes collection gives also a strong outward
message of responsibility. Every piece of clothing has a
‘sustainable choice by SOL’ label and the product also
tells the amount of plastic bottles used in it. A yellow sun
shines from the collection, spreading positive energy.
In cooperation with TouchPoint, we have produced
mop bags and work clothes for the hotel sector out of
plastic bottles. The total impact was over 500,000 recycled
bottles.
6.5.9 Waste management and energy
efficiency at SOL headquarters
At SOL City, the headquarters of SOL, waste management
has been organised in line with circular economy. The
energy utilisation rate of our waste is now 41% and the
material utilisation rate is 59% at our headquarters and
property (including tenants of the property). As energy
efficiency measures, our headquarters have had the following
changes:
- reformation of district heating heat exchangers
- a part of the lighting has been changed into
LED technology 1, 2, 3
floor corridors and stairways
- ventilation equipment and building automatisation
improved after the space changes
- a solar panel system has been installed on
the roof of the property, the system generates
a part of the property’s electricity.
6.5.10. Societal influencing
The general secretariat of the committee of sustainable
development held on Wednesday May 30 in the Finlandia
Hall the State and future of sustainable development
event for stakeholders and also the celebration reception
of the committee of sustainable development’s 25 anniversary.
Decision-makers and agents of government, organisations,
business and science meet in the annual event.
During the day the agents who have committed to the
procedures of sustainable development are also given the
time to speak. SOL’s representatives attended the event.
www.sol.fi | Responsibility 2018
37

esponsibility is reflected
in day-to-day choices.
6.6 Environmentally
friendly transport
In the procurement season 2017–2019, the emission limit
for new vehicles is 130 g/CO2/km. The emission limit
applies to passenger cars and small vans. Large vans and
pickups used for ploughing are not included in the emission
limit. This objective was met by 81% of our fleet, with
a 19.4% improvement from the previous year.
SOL vehicle procurement emphasises acquiring the
right equipment for the right site. We have reduced the
size of the vehicles whenever possible in order to enable
lower emissions. We use hybrid and gas cars as well as
a fully electric car that is currently in test use. We have
reduced the number of diesel cars and favour cars that use
petrol and alternative fuels. This is due to the NOx emissions
from diesel engines that are difficult to purify.
In 2018, SOL operated a total of 374 vehicles, 187 of
which were passenger cars and 172 vans. The cars are
used for about six years, making the average age of
the cars three years. This means that about 60 cars are
replaced every year.
SOL pays attention to economic driving habits. In
cooperation with our insurance company, we have organised
courses in economic and safe driving for our personnel.
We will continue the training in the next years.
The reported emissions are in compliance with the recommendations
of NEDC. The emissions of new vehicles
will be determined according to the new WLTP test which
will result in an increase in the emissions. This means that
the same vehicle may have different emissions, depending
on when it was registered.
6.7 July Life cycle projects
SOL is involved in producing services for the life cycle projects
of property. We produce services in cooperation with
construction companies or property maintenance service
providers. In 2018, the instructions and actions programme
with its responsibilities were drafted for the life cycle
project.
We provide expert assistance in the design stage of the
sites from surface materials and maintenance facilities to
indoor and outdoor passageways. We influence the material
choices of life cycle projects in an ecological manner,
taking sustainable development into account. Our choices
have a long-term impact on the quality of indoor air, the
comfort of the property users, etc. We take care of the
properties so that our services support the operations that
follow the property’s life cycle plan.
38 Responsibility 2018 | www.sol.fi

Energy utilisation rate of waste
41 %
Material utilisation rate of waste
59 %
650 000
plastic bottle has been used in work
clothes, multi-use bags, mop bags,
garment covers, multi-use bags.
www.sol.fi | Responsibility 2018
39

6.8 SOL Pesulapalvelut
6.8.1 Developing in-house operations
The Group’s laundry services company, SOL Pesulapalvelut,
invests in eco-friendliness in both machinery and
detergents. Advances are made in both washing techniques
and detergents. We use ongoing training to keep
our laundry personnel up to speed with the changes. The
training of new employees is also very comprehensive.
With respect to the environmental impacts of dry
cleaning, the largest change has been the switch from per
wash to hydrocarbon wash. SOL Pesulapalvelut is constantly
renewing its machinery and replacing old machines
with hydrocarbon machines in about 2–5 laundry shops
per year. At the moment, about 45 per cent of all dry cleaning
machines is modern machines that use environmentally
friendly, non-toxic and biodegradable detergents.
The dosage pump systems of water washing machines
are used in nearly all the laundry shops. The dosing
of detergent in water washing machines is automated.
New, computer-controlled water washing machines use
strictly specified amounts of detergents and water. The
detergents are as environmentally friendly as possible. The
use of machinery is optimised in each laundry shop and
the water and electricity consumption is monitored with a
detailed set of indicators.
In autumn 2015, we started collecting the cooling water
of a dry washing machine for washing with water. The cooling
water from the dry cleaning machine is run into a separate
water tank and reused in a water washing machine.
The water is warmer than room temperature, up to 45
degrees. The system also saves electricity when clothes
put in a tumble dryer are first rinsed with warm water. The
water collection system is used in several laundry shops.
6.8.4 Impacting environmentally friendly
operations of customers
We actively communicate environmental actions to
various stakeholders. For example, customers have been
instructed to return hangers and use protection treatment
that makes the textiles last longer and reduces the need
for washing them.
6.8.2 Reducing the use of plastic
We actively influence the amount of plastic waste by reducing
plastic packaging materials. A growing number of our
laundry shops are plastic-free, meaning that they return
clean clothes to customers without plastic packaging and
provide an option of a reusable fibre bag. Plastic consumption
is reduced every year. We are also developing
other materials for packaging.
6.8.3 Recycling textiles and projects
Since 2016, we have been involved in Tekstiilirinki, developing
and expanding the operations. In the laundries of
Greater Helsinki, Kerava and the Aleksis Kiven katu Street
in Tampere can dispose their textiles for recycling conveniently
into a collecting tank when visiting the laundry.
In the spring 2017 we took part in the Telaketju project,
which is a network advancing the sustainable use of disposed
textiles. Telaketju develops textile collection, sorting
and refinement to correspond to the needs of companies
utilising recycled textiles.
40 Responsibility 2018 | www.sol.fi

Environmental aspects at SOL
Environmental aspects at SOL Palvelut
Environmental file
SOL
Criteria for assessment procedure
for environmental aspects based
on environmental reviews and the
environmental programme
IMPORTANCE FACTORS/IMPACT
FACTORS
A = Statutory requirements
B = Importance to image
C = Environmental benefits/costs
D = Severity of environmental impacts
E = Potential leverage
Total = (A+B+C+D)*E
IMPORTANCE SCALE
0 = Statutory requirements
1 = Importance to image
2 = Environmental benefits/costs
3 = Severity of environmental impacts
ACTIVITY, PROCESS OR SERVICE ENVIRONMENTAL ASPECT ENVIRONMENTAL IMPACT IMPORTANCE
A B C D E Total
PROCUREMENT OF PRODUCTS,
MACHINES/EQUIPMENT
Selection of suppliers
Environmental impact caused by the
production of products
1 3 2 3 3 27
Selection of suppliers, cleaning
services
Environmental impact caused by
consumption
1 3 1 1 3 18
Selection of suppliers, property
services
Environmental impact caused by
consumption
1 3 1 1 3 18
Selection of suppliers, laundry
services
Environmental impact caused by
consumption
3 3 1 3 3 30
PRODUCTION/SERVICE
Correct selection, dosage and use of
substances to be used
Impact on wastewater caused by the
unnecessary use of detergents
1 2 2 2 3 21
Wastewater generated
Consumption of water supply, impact
on water treatment plants
0 2 2 1 3 15
Energy consumption
Consumption of natural resources
and emissions caused by production
1 1 1 1 2 8
-Waste generated by in-house
processes
Plastic waste
Conservation of natural resources,
environmental impact caused by
waste and emissions at the final
disposal site
1 2 2 2 3 21
Hazardous waste, PER waste,
Laundry services
Environmental impact caused by
waste and emissions at the final
disposal site
3 2 2 3 3 30
Transportation
Fuel consumption/emissions caused
by driving
Consumption of energy resources,
impact on atmosphere
1 2 2 1 2 12
Maintenance of transport fleet and
machines
Service life of transport fleet Conservation of natural resources 2 1 2 1 2 12
PERSONNEL ACTIONS
Personnel’s environmental awareness,
eco-friendly and environmentally
oriented activities
Identifying and addressing environmental
aspects at work and in leisure
time
0 3 2 2 3 21
Guidance and training
Increasing personnel’s environmental
awareness and knowledge
Improving personnel’s ability to act
sustainably in their work
0 3 2 2 3 21
COOPERATION WITH CUSTOMERS
Recognising and supporting the customer’s
environmental activities
SOL’s role in ensuring the customer’s
environmental objectives are met
3 3 2 1 3 27
www.sol.fi | Responsibility 2018
41

Social
responsibility
Personnel commitment, personnel satisfaction, the joy of
work and the management of the personnel experience
are central to SOL’s strategy. HR work is done with and
among the personnel in all the Group’s business sectors.
The joy of working is one of SOL’s core values
77.1 Personnel matters are
central to SOL’s strategy:
from person to person
At SOL we invest in the development of people and personnel
costs form the largest part of overall costs. In Finland,
we offer a job for almost 10,000 employees. High priority is
given to raising and maintaining the personnel’s enthusiasm,
willingness and readiness to serve, and vocational skills,
as these are the factors guaranteeing superior service to customers.
Committed employees comply better with unified
instructions and ensure long-term operations of high-quality.
Trust is the cornerstone of our work. Competent personnel
with the right attitude in the right tasks, continuous personnel
development, performance management, feedback and
incentive strategy are the focus areas of the company’s HR
strategy. The feeling that one’s work is useful is important to
everyone and creates the joy of working. SOL’s HR strategy
is based on a positive image of humankind, where everyone
wants to do good work, to succeed and to be thinking and
feeling human beings who accept individuality. Our management
culture must support trustworthy interaction and
an atmosphere that encourages creativity. We pay special
attention to young people and yellow panthers (we offer
job opportunities for those who have already passed the
retirement age). In 2018, we reformed the ‘from goals to
achievements’ conversations into Success conversations. In
them the person’s own view and will develops and their own
actions are discussed.
Personnel development focuses on orientation and
training that support the employees themselves and the
satisfaction of customer-specific needs. It is monitored area-,
customer-, employee- and training-specifically with the help
of a training index. The coaching and training sessions are
supported on a personal level by competence assessment
and a learning passport. Each SOL employee completes orientation
training online, and a supervisor and a tutor ensure
location-specific competence through method and on-site
orientation and constant care for the well-being of the personnel.
At the end of their probationary period, each SOL
employee also attends the SOL IN training in their district.
Each employee acknowledges that he/she has completed
orientation training sessions.
For a long time, SOL has used employees trained as
tutors, who also work as occupational guides to support the
training process. Their role was enhanced at the beginning
of 2015 to cover the implementation of location-specific
training and ensuring competence. Salaried employees are
additionally provided with mentoring and coaching in their
sales and managerial work. The employee-specific Quality
Passport, where positive customer feedback is documented
with a laughter or smile symbol, continues to be used as a
feedback tool.
Our aim is to offer opportunities for job rotation and
career advancement within the Group. Internal recruitment
and external job applications, today mainly in electronic
format, create a foundation for the company’s expanding
operations. The individual’s own views and their desire and
intent to develop and move forward are also seriously discussed
at the ‘From goals to results’ discussions, now known
as the success conversations.
We have published the SOL Age Programme aimed
at promoting the work ability of employees of all ages.
The goals of the age programme are to support the work
ability of different age groups, maintain good work fitness
and reduce sickness absences as well as promote positive
cooperation between different age groups. We pay special
attention to young people and “yellow panthers”.
A further goal of the age programme is to increase the
average retirement age. At present, SOL employees retire
on old-age pension at the average age of 63.3 years, while
42 Responsibility 2018 | www.sol.fi

Wages and social security expenses (MEUR)
Wages and salaries, statutory social security expenses and benefits 2014–2018
200
180
160
169,0 172,2
180,5
197,3
194,5
Wages and salaries
140
120
100
80
60
40
44,1 44,9 49,0 50,4
47,1
Social security expenses
Non-statutory social security
expenses
20
0
4,7 3,6 3,3 3,7
2014 2015 2016 2017
3,7
2018
Taxes paid (MEUR)
50
45
40
35
30
25
20
15
10
5
0
47,8 46,3
42,4 43,5
41,0
39,5
35,9 36,1
37,4
35,1
22,0 22,3 21,8 21,2
20,7
1,2 1,5 1,1
3,0
2,9
2014 2015 2016 2017 2018
Prepaid taxes
VAT paid
Income taxes
Social security contributions
INSURANCE PREMIUMS AND TYEL 2017 2018
Due employee pension contributions and unemployment insurance payments, employee’s
contributions
Due social security, TyEL, accident insurance, group life insurance and unemployment insurance
payments, employer’s contributions
MEUR 10.1 MEUR 10.4
MEUR 37.4 MEUR 35.1
www.sol.fi | Responsibility 2018
43

the average age of starting disability pension is 58.5 years.
We do not condone discrimination against any age group.
The goals of the SOL Age Programme are supported by
the SOL Life well-being at work programme, which has been
established for a long time now.
The “Backpack of Happiness” project developed as part
of the SOL Life programme has been continued. Workshop
activities and the use of well-being at work mentors have
been expanded to cover all service districts, with a well-being
coordinator appointed for each district.
7.2 Number of personnel
and type of employment
relationships
The average number of employees each year is calculated
from the average number of employees on the last day
of each month, and every person is included in the figure
regardless of the number of his/her working hours (not
FTE number).
In 2018, the SOL group employed 13,714 eople
(2017 13,685). The number of personnel increased by
29. In 2018, an average of 9,592 people worked in SOL’s
Finnish operations and an average of 4,122 people worked
in our foreign subsidiaries. Every summer we employ
about 1,000 summer employees in Finland. We participate
in the Responsible Summer Job campaign.
Some 93% of SOL’s personnel worked in permanent
employment relationships in 2018, compared to 92% in
2017. For 86% of the Group’s employees in Finland, their
job in the SOL Group was their main employment. At the
end of 2018, a total of 90 our employees in Finland were
on maternity or nursing leave, rotational leave or study
leave. The figures do not include the temporary staff of
SOL Henkilöstöpalvelut.
Employment relationships are mainly agreed until
further notice, except with SOL Henkilöstöpalvelut, where
the majority of the employment relationships are fixedterm.
Ilmarinen granted 67 old age pensions in Finnish companies
in 2018 (old age pension and early old age pension).
No part-time pension granted. A total of 32 people
were granted disability pension, of whom 11 receive parttime
disability pension.
The SOL Life well-being at work programme engages
in effective cooperation with occupational health services
(Terveystalo), the accident insurance provider (OP) and
pension company (Ilmarinen).
The SOL Continuous caring model was developed
to support the supervisors. The Sirius programme helps
supervisors with the early identification of disability risks.
Quality of employment relationships 31 December
2018 (SOL Henkilöstöpalvelut is excluded from these figures.)
Number of personnel permanent
employment relationship
Number of personnel temporary
employment relationship
Foreign subsidiaries
Foreign subsidiaries
3486
Finland
588
Finland
SOL total
10,004
6521
SOL total
1,063
475
Duration of employment relationships
Personnel age structure
1%
4%
6% 9%
10%
More than 20 years 15%
11–20 years
41%
19%
14%
6–10 years 14%
More than 60 years
50–60 years
40–49 years
30–39 years
26%
3–5 years
1–2 years
22%
16%
25–29 years
20–24 years
Less than 1 year
Under 20 years
44 Responsibility 2018 | www.sol.fi

4,0
3,5
3,0
2,5
2,0
1,5
1,0
0,5
0,0
7.3 Personnel’s age and
duration of employment
The average age of employees in the Group’s Finnish
companies was 37 years in 2018 (2017: 35 years). The
average age of personnel in SOL Pesulapalvelut was 39
years. In SOL Palvelut, the average age was 37 years,
while in SOLEMO it was 44 years. The average age of
SOL Henkilöstöpalvelut personnel was 30 years. The age
distribution among the personnel in Finland is as follows:
under 20 years: 9%, 20–24 years: 19%; 25–29 years: 16%;
30–39 years: 22%; 40–49 years: 14%; 50–60 years: 15%; and
over 60 years: 4%.
7.4 Employee distribution
by gender
Women accounted for 65% of the Group’s total personnel.
In Finland, the percentage of female employees was 70%.
The proportion of women in international operations is
64% among employees and 48% among salaried employees.
Five out of eight members in the Group’s Management
Team are women. Three women sit on the four-person
Board of Directors of SOLEMO Oy.
Joy Barometer, SOL Employees
5,0 4,7
4,4
4,5 4,1
5,0
4,5
4,0
3,5
3,0
2,5
2,0
1,5
1,0
0,5
0,0
The work
and I
3,6
Joy Barometer, SOL Salaried employees
4,2
The work
and I
The customer
and I
4,7
The customer
and I
The supervisor
and I
Safety and I
3,9
SOL as a
whole
4,1
Average
4,4
4,1 4,2 4,3
The supervisor
and I
Safety and I
SOL as a
whole
Average
7.5 Investing in the
personnel’s work ability
As a part of the SOL Life model we initiated in 2018 a
health programme, which we want to use to encourage
all of our employees to live actively and to consider their
life management, a healthy diet and the meaning of rest.
In 2018, SOL spent some EUR 252 per employee on the
prevention and treatment of illnesses in Finland. SOL
monitors sickness absences based on the working hours
performed, so-called 100%. In 2018, the morbidity rate in
Finland was 4.26%, which has decreased by 0.5 per cent
from last year. The most important causes of sickness
absences include musculoskeletal diseases, infections and
accidents.
The SOL Life Caring model helps supervisors to intervene
with work ability problems in their early stages. The
most important aims include preventing sickness absences,
reducing the number of accidents and minimising
disability pensions.
SOL has initiated a cooperative project with Marko Kesti
who is an associate professor at the University of Lapland.
The project examines the role good work well-being
management has in the development of productivity.
SOL’s service management develops their own management
and actions processes through a simulation game
that uses artificial intelligence.
The rate of morbidity due to occupational accidents in
Finland was 0.20%. There were 526 accidents at work, and
101 accidents occurred while commuting. The accidents
at work resulted in 2005 days of sick leave, equivalent to
some four sick days per accident. Accidents while commuting
caused 1,157 days of sick leave absence, equivalent
to some 11 sick days per accident.
Supervisors conduct continuous safety risk evaluations
at worksites and customer premises, and implement the
necessary actions according to plan. The occupational
safety officer is often also involved in these activities. The
Occupational Safety and Health Committee operates
nationwide and convenes five times a year. Each SOL employee
is responsible for safety, and all of SOL’s activities
are based on preventive measures.
A separate on-site risk list and related occupational
health and safety instructions are made on the basis of the
risk evaluations. The employees are specifically oriented
on the topic of the risk list and its instructions and the
orientation must be signed for.
In the event of an accident, our instructions are to also
immediately inform the Occupational Health and Safety
Manager, the relevant Business Director and the Managing
Director directly. The event must be explained and
the following procedures to prevent the accident from
reoccurring must be described.
Each accident is investigated and documented to find
out the core reason. The accident is discussed on-site and
the corrective measures are implemented. After this, the
next district meeting of the service management area will
discuss and state for general information all the comple ­
t ed corrective measures. Excerpts from the minutes will be
sent to the Occupational Health and Safety Manager.
www.sol.fi | Responsibility 2018
45

SOL Life – a model for continuous caring
Health issue
The supervisor makes
an appointment for
the employee at the
occupational health-care
centre for 1) a work
ability assessment and
2) a discussion between
the supervisor, the employee
and a physician
The employee’s performance has weakened
or the limit values for sickness absences have
been exceeded
THE SUPERVISOR HOLDS A DISCUSSION IN ACCOR­
DANCE WITH THE MODEL FOR CONTINUOUS CARING
A problem in the
work community
The supervisor discusses the situation
individually with each member of the
workplace community
The regional supervisor reports
to the regional manager about
the discussion.
A personal-life problem
Temporarily shorter
working hours, unpaid leave,
annual leave rescheduled
at an earlier date, flexible
working hours
The occupational
health-care centre
provides the employee
and the employer
with an assessment
of the situation and
initiates any necessary
measures
Risk of disability
pension
The occupational
health-care centre
guides the employee
to apply for professional
rehabilitation
provided by Ilmarinen
or medical rehabilitation
provided by Kela
The supervisor implements measures
to improve workplace relations and the
atmosphere at the workplace
Treatment
If necessary, the supervisor
arranges for less stressful or
alternative assignments and/
or flexible working hours either
temporarily or permanently
Recommendations
to revise the job
description or adjust
the working hours
EMPLOYEE
CAPABLE
OF WORK
Occupational accident frequency
Figure 19. Accident rate per million working hours, 2015-2018
70
60
50
40
30
On the job
20
At least 3 days
10
Less than 3 days
0
2015
2016
2017
2018
On the commute
46 Responsibility 2018 | www.sol.fi

Electronic occupational safety tool:
Risk assessments: 136
Safety observations: 331
Classification of safety observations:
Personal protective equipment, clothing: 16
Order, tidiness: 4
Chemicals, air quality: 10
Machines, equipment, platforms, supplies: 22
Passages, exits: 26
Lowering oneself: 1
Slipping, falling: 70
Noise, lighting, temperature: 5
Lifting: 8
Bumping one’s head: 20
Risk taking: 10
Transport of goods: 11
Sharp objects: 25
Threat of violence: 22
Getting squeezed between something: 18
Other: 63
05 0 100 150 200 250 300 350
01 02 03 04 05 06 07 08 0
Summary of electronically
reported safety observations.
The categories with
the most observations
match the categories with
the highest accident frequencies.
This suggests
a direct link between
paying attention to these
factors and achieving
positive development in
reducing the accident
frequency.
The Occupational Health and Safety Manager will
monitor the development of the accident statistics and the
TRIF and LTIF numbers and inform employees of any observations
and issues the personnel should pay attention
to at the workplace with any new necessary instructions or
procedures.
The sickness and accident statistics will be regularly
presented in management reviews.
7.6 Personnel training
ensures competence
The long-term and systematic development of the personnel’s
competence is critical to SOL. An estimated 30% of
the personnel employed by our Finnish business lines hold
a vocational qualification or a further or specialist vocational
qualification. The Group has six full-time instructors
with qualifications in teaching: five in SOL Palvelut and
one in SOL Pesulapalvelut. Other people in the Group
have also been trained to provide training sessions.
The needs and requirements of customers and the
needs of the company and the personnel are taken into
account in the planning of the training sessions, and the
formulated plans are turned into a tangible form as an
updated training programme for each year. Supervisors
prepare a competence plan for their staff based on the
programme and update the plan as necessary.
In 2018, a total of 12,000 people participated in the
training sessions. The number of training days amounted
to an average of two days per employee in Finland. Most
of the training sessions are conducted internally, but they
also often involve outside experts.
The training sessions are divided into targeted training,
which maintains or deepens knowledge, and long-term
degree-oriented education, which is implemented as
module and multiform/online training. The aim of the
training is to pave the way for an opportunity to take a
practical examination leading to a qualification, and to
identify and recognise the competence acquired through
work as well as the training provided by SOL in the preparation
of a personalisation plan.
We prepared for the Europe’s General Data Protection
Regulation (GDPR) and all salaried employees were
trained for the new data protection decrees with an online
course on SOL data protection.
Our diverse personnel challenge us to continuously
develop our training programmes, which is why we are involved
in a number of projects such as the SAFHY project
that produces digital learning materials, including video
clips and tests, for use by educational institutes and businesses
in Estonia and Finland. The materials are produced
in Finnish, Estonian, Russian and English. The materials
include texts, video clips, photos, tests and a professional
glossary
(The SAFHY project is funded by the ERDF Interreg
Central Baltic programme and coordinated by the Central
Uusimaa Training Consortium Keuda)
In addition to classroom training, we invest in the development
of online training. Our goal is to further invest in
orientation training and the implementation of procedures
and operating methods in line with the concepts we have
developed. We are also continuing our work in site-specific
initial and development training and increasing the
target auditing carried out by instructors as well as the
implementation of the LEAN operating model. In training,
we focus on coaching tutors, service instructors and
well-being at work mentors as well as the development
of online training and diverse coaching, including not
only online and classroom training but also webinars and
coaching.
Our goal is to reduce the number of contact training
days and to increasingly utilise the Internet as a learning
tool.
SOL Training Steps is a model of how an employee can
exploit our in-house training to improve his/her skills and
to broaden his/her tasks. Each step includes a number
of training sessions. These are based on SOL’s in-house
www.sol.fi | Responsibility 2018
47

A total of 250
apprenticeships
leading to a
qualification and
12,000 training
participants
Location and task-specific
training, multi-experts
Special expertise and
specialisation studies
Service expertise and customer
service
Rewarding, personnel benefits, career plan, well-being at work
training, but they can also include specialised degrees or
special skills training arranged by other organisations.
In 2018, some 250 SOL employees participated in
apprenticeship training in Finland, taking various degrees,
including:
• Vocational Qualification in Textiles Care
• Vocational qualification in property maintenance services
• Further Vocational Qualification in Property Services
and Specialist Qualification for Property Services
• Vocational qualifications and specialist vocational qualifications
of cleaning and property services
• Site facilities operative, Further Vocational Qualification
• Supervisor of cleaning work, specialist vocational qualification
• Cleaning technician, specialist vocational qualification
• Specialist Vocational Qualification in Management
• Security guard, further vocational qualification
• Specialist Qualification for Security Officers
• Practical examiner qualification
• Specialist vocational qualification in business management
• Janitor, specialist vocational qualification
• Immediate supervisor, further vocational qualification
Last year, the emphasis in training investment was
placed on Immediate supervisor training, directed at service
instructors and new service supervisors. The qualification
was completed by 24 SOL members and in October a
new group of 33 people started the Immediate supervisor
training as an apprenticeship agreement.
The Backpack of Happiness project was an investment
in the coaching of SOL Life work well-being mentors. A
pilot group started at the end of 2016 and in 2018 we
continued their coaching, especially relating to ergonomics.
We expanded it into national operations, having 1–2
well-being mentors in each district (22 SOL Life well-being
mentors in SOL Palvelut and 1 in SOL Laundry services)
The objectives and purposes of the well-being mentor
operations are:
Our cooperation with Keuda has continued for 15
years.
22 SOL members completed the SOL Life well-being mentor
qualification
48 Responsibility 2018 | www.sol.fi

22 SOL members
completed the SOL
Life
well-being mentor
qualification
• To support and promote the joy of working created and
experienced by the employees.
• To promote shared commitment to the SOL organisation,
the development operations of SOL Life and
high-quality customer service
• To strengthen genuine, honest communications between
the supervisor and employees.
• To act in cooperation with the service management and
supervisors in order to improve well-being at work and
the flow of information.
• To manage the organisation of events, such as service
provider sessions, as agreed in cooperations with the
district and supervisors.
• To conduct the Joy barometer survey
• To complete quality and training rounds and help employees
work better.
• To set an example to the employees.
In 2018, the Ergonomics Handbook was created, and
ergonomics and the guidance of ergonomic work methods
were the particular focus at the tutor/well-being
mentor development event.
In 2018, SOL trained 49 new TUTORS to help the supervisors
guide and coach both new service providers and
those who have served in the position for a longer time.
The training was planned in district-specific telephone
conferences with the training organisers and the service
management. And they were responsible for the planning
and implementation of the districts’ trainings with
the district and the coaches. The year’s training calendar
was realised with the Positiivarit. We participated in ESR’s
Oppi-va project, which began in February 2017 and ended
in 2019. The final seminar was in November 2018.
The objective of the project is to promote the fluency
of work, well-being and productivity and to produce tools
to support different learners. The project has included
a questionnaire, interviews and training for supervisors.
The OPPI-VA project generated an interactive orientation
material for a food shop, in which the participant gets to
know the work environment and tasks through 360-pictures
and videos. Business Akatemia, the supervising
management for management was developed during
2018 and was started at the beginning of 2019.
Keuda rewarded SOL The worklife partner of 2018 SOL
Palvelut Oy, Reasons Strategically significant and long-lasting
cooperation with Keuda In the company’s strategy the
development of personnel’s skills and the goal-oriented
partnership with Keuda have an important role. In 2018
over 100 apprenticeship contract students study alongside
work: cooperative training has expanded during the last
15 years from one trainer’s service tasks into a goal-orientated
partnership and shared development work. Nowadays,
a patronage team of over 10 Keuda employees work
‘under the customer’s skin’. The training aims to achieve
influence and superior profession skills and therefore
the trainings are planned and realised in many ways and
on many levels: Together with SOL’s training team and
superiors, by working at customer sites, for people from
different language and cultural backgrounds, mainly in
Uusimaa, but also nationally. The training covers different
sectors of the company and Keuda’s businesses: cleaning
and property services, laundry services, personnel services.
Innovative company. Cooperation with Keuda is excellent
and it is developed continuously. We trust each other and
Keuda also operates in SOL’s spaces in accordance with
the reform.
There are eight experts at SOL who have completed
the practical examiner training. They have the skills to
evaluate employees’ previous skills in relation to their
duties and official degree requirements, and to assess the
completed degrees. The objective is the promotion of
lifelong learning, and the personnel training at SOL is integrated
to correspond to the basics of qualifications and,
thus, promotes the completion of practical examinations
and cooperation with apprenticeship offices and institutes.
Annual theme days are organised, for example, for tutors,
service instructors, coordinators of training, environmental
affairs and recruitment, service supervisors, sales
personnel, full-service laundry personnel and customer
service personnel.
SOL Life well-being game seeks good leadership models by means of gamification.
www.sol.fi | Responsibility 2018
49

We cooperate with significant educational institutes
across Finland. Our cooperation with Keuda can be traced
back more than 15 years and the partnership has developed
through the years. In particular, vocational qualifications
and further vocational qualifications in property
services have been completed as both apprenticeships
and self-motivated training.
We have worked together with Amiedu particularly in
the area of targeted training in property services.
The training is monitored area-, customer-, employeeand
training-specifically with the help of a training index.
Orientation
The online orientation for service providers were renewed
in 2016 in Finnish and in 2017 in English and Russian.
During 2018, we organised, among others, a Swan label
orientation for cleaning hotel and housing spaces and a
basic orientation for the service personnel of personnel
services. In 2018, the work continues with conceptual
training, cleaning technology, environmental training,
safety and customer service training. When necessary, we
develop customer-specific online training.
In 2018, the online learning platform for salaried
employees was changed into Aurinkoakatemia and in
May all salaried employees completed on it a course on
GDPR. The online orientations of salaried employees were
reformed in 2018 and the work still continues in 2019. We
made with Muutostaito a SOL Life game for the districts
and superiors and personnel groups to use in trainings
and we have 2 certified SOL Life game instructors.
We have utilised Coaching in 2017 for individuals and
will continue it for districts and teams in 2018.
7.7 Personnel unionisation
In Finland, the provisions of the current collective bargaining
agreement between the Finnish Real Estate Employers
and the Service Union United PAM for employees in the
property maintenance sector applies to SOL’s salaried
employees in the cleaning, property and facility maintenance
services. The collective bargaining agreement for
employees in the property maintenance sector primarily
applies to SOL’s security service employees. The collective
bargaining agreement for the textile care industry applies
to the laundry personnel, and the collective bargaining
agreement for the chemical sector to the laundries’ salaried
employees. SOL Henkilöstöpalvelut Oy is a member
of Service Sector Employers Palta and Finnmedia.
Two meetings that address financial issues, personnel
plans and reports, and the following year’s action plan and
priorities, are held every year in Finland, between the chief
shop stewards and the management.
The personnel have full freedom to unionise in all the
operating countries. Since the countries of the foreign
subsidiaries do not have collective bargaining processes
similar to Finland, local labour legislation and SOL’s internal
practices are applied to their work.
SOL Palvelut Oy is a member of the employer union
Real Estate Employers, SOL Pesulapalvelut is a member of
the Yleinen Teollisuusliitto ry, and SOL Henkilöstöpalvelut
is a member of the Palvelualojen työnantajat PALTA ry.
7.8 SOL is a multicultural
work community
SOL is a multicultural work community that offers equal
opportunities to all employees. More than 30% of SOL
services’ employees were not Finnish citizens.
We promote the equality of all employees and prevent
discrimination in all forms. (For example, discrimination
due to age, origin, nationality, language, religion, conviction,
opinions, political activities, trade union activities,
family relations, health, handicaps, sexual orientation or
other reason arising from a person is strictly prohibited.)
SOL has a Multicultural development group founded
in 2007. Its objective is to promote the integration of
employees from different environments into the operating
culture at SOL and to improve the understanding of
diversity. The multicultural work group has, for example,
prepared an annual global calendar which includes the
holidays of different religions. In cooperation with PAM
(Service Union United), the work group has produced a
video for new employees with the intent of introducing the
employee to many important issues.
– Of course, the people in the video are SOL employees
as well. A video is a modern and more lively channel
for communicating important issues to employees, and an
image also relates an important image of the employer,
colleagues, the work community and the rules of working
life to the viewer.
We were one of the firsts to participate in the Confederation
of Finnish Industries’ #eisyrji campaign that
challenged all Finns to contemplate their own attitudes.
The #eisyrji campaign aimed to change attitudes and
decrease discrimination in the Finnish working life. The
goal is to make parity and equality in working life a matter
of course. As a labour-intensive company, SOL wants to
maintain a cheery atmosphere and use diversity in customer
services. Any kind of discrimination between people is
not accepted at SOL.
The campaign was implemented at the initiative of
the Confederation of Finnish Industries and it had at its
starting phase, in addition to SOL, 17 other companies of
various sizes and communities from different sectors.
SOL is taking part in the Osaavat naiset project coordinated
by MONIKA - Multicultural Women’s Association,
supporting the employment of immigrant women in many
different ways. SOL is an active partner in the project and
has already provided many women with job opportunities.
Women with an immigrant background are trained to
seek jobs, taught IT skills, and guided towards language
studies and other training. The HR representative of SOL
has visited the Monika women several times to talk about
SOL as an employer and about the jobs SOL offers.
50 Responsibility 2018 | www.sol.fi

We are all equal
SOL is widely known as a multicultural work community.
– Orientation to SOL’s work tasks and taking root in the
Finnish working culture are emphasised in the work of
the multicultural development group, says Sari Crnobreg,
Chair of the multicultural work group.
SOL has employees from over 60 countries and all continents.
Crnobreg emphasises that despite the differences,
everyone at SOL is equal.
– We wish to give everyone equal chances for a career,
learning at work, and well-being at work. Harmonising
working methods and making service easy is important.
For instance, we have translated training materials into
many different languages.
– One of the key challenges is mapping and utilising
the skills of multicultural employees more efficiently.
According to Crnobreg, good interaction is created
by ensuring that the employer has a clear picture of the
difference of the peoples’ backgrounds. Despite training,
it is important to preserve the person’s identity.
– Families have also been integrated with the help of
SOL. An intact family has a tremendous, positive effect on
the life of an employee, which also benefits their working
life.
Crnobreg finds it delightful that more and more couples
are working at SOL these days, enabling a new level
of planning their future in their new home country.
– One must not forget one’s roots and identity – quite
the opposite. Multiculturalism is a diverse gift, and one
ought to be comfortable with one’s identity.
In 2016, SOL handed out its first award for an act
promoting multiculturalism. The award was given to the
Multiculturalism Working Group led by Sari Crnobreg in
recognition of the group’s accomplishments in promoting
equality.
Happy together
The events organised by the multicultural group have
been popular.
– They bring joy to everyday life, and SOL employees
from different cultures can get to know each other.
The multicultural development group also maintains a
world calendar containing the holidays of different countries.
– This is an important work-planning tool for the supervisors.
We share holidays from all over the world and each
of us can learn new, interesting and inspiring things from
different cultures. By getting to know different countries
and their customs, we are also more truly present as colleagues.
Join in and make a difference
According to Sari Crnobreg, the development group has a
large number of new goals, and they are in constant need
of more eager participants as the members of the development
group fluctuate among work tasks and potential
changes.
– For instance, we would really like to have participants
from South Asia. It is important to have a comprehensive
representation from different continents.
Crnobreg reminds us that the multicultural work group
encourages all SOL employees to take initiative.
Providing comprehensive orientation training
to all employees is a matter of honour for us.
www.sol.fi | Responsibility 2018
51