We put people first
Our social responsibility emphasises efforts that support Lemminkäinen’s strategy by creating ways of working and an environment in which we can fulfil employee, customer and business requirements. This enables us to react to the changes in the market and to maintain our market position.
We want to offer a safe, productive and healthy workplace where each employee and team can utilise their professional expertise and achieve their targets in a well-led organisation.
In 2015, in connection with the strategy revision, we updated our vision, mission and values that guide our operations. These are described in Our way of working.
The aim in updating the values was to develop them into a more action-encouraging and work-guiding direction so that the values support us in the strategy implementation. The practical implementation of the values started in late 2015, and will be continued in 2016.
In 2015, we harmonised HR-related operating methods in all of our operating countries and incorporated employee satisfaction into the business targets in order to retain the best talents in the industry and ensure future recruitment.
Employee satisfaction to form a part of annual planning
We conducted a Group-wide employee satisfaction survey in 2015. We want to be an attractive and valued workplace for construction industry professionals, offering interesting and challenging tasks as well as career development opportunities.
On a scale of 1–5, our employees’ satisfaction with their work was rated 4. The general score is now higher than the previous survey results (3.8 in 2013) and, according to responses, we have improved the organisation of work and the clarity of targets at the employee level. Furthermore, the personnel reported that they feel they are constantly learning new things in their work. The areas for development included, in particular, equal treatment and the quality of the target-setting and performance discussions. The development actions have been integrated into the annual planning of all business operations.
Target-setting and performance discussions are an important leadership and management tool for us. During the discussion, the employee and his/her supervisor agree on the employee’s targets as well as the means for achieving them. For Lemminkäinen employees, the discussions clarify their role in the implementation of the strategy. According to our earlier surveys, employee satisfaction is clearly higher among employees who have had a target-setting and performance discussion is clearly higher than among those who have not had one. In 2015, approximately 86% of Lemminkäinen’s white-collar workers had a target-setting and performance discussion. Typically, discussions with employees are conducted as group discussions, and their implementation model is continuously developed to make it more functional so that target setting and performance discussions can be conducted at construction sites, too.
We harmonised job levelling and remuneration
Our target is transparent and equal treatment and remuneration of the personnel consistently throughout our operating countries. During the reporting period, we harmonised remuneration procedures in our operating countries and renewed the executive job levelling method. Uniform procedures create transparency, increase equality and improve the efficiency of operations and the use of tools in recruitment and remuneration processes, for example.
By using different remuneration methods, our common target is to encourage our personnel to achieve good performance and to increase their chances of influencing the financial results of their work and, consequently, the entire company’s result.
We support leadership and project management expertise
In 2015, we fine-tuned our leadership principles. Our target is both to support supervisors and to create clear and uniform methods for leadership and for the development and measurement of leadership skills.
When we develop our personnel’s talent, one of the most essential areas is project management expertise. Especially complex infra projects require that the entire Group has a uniform project management methodology in order for us to be able to operate consistently and achieve results in all projects. In 2015, we launched a project management excellence programme, and we will continue this training in 2016.
Services for maintaining occupational well-being and health
Physically demanding work at construction sites may leave employees susceptible to occupational diseases and injuries and increase the risks of disability and early retirement. Therefore, we ensure that our entire personnel has access to occupational healthcare and occupational well-being services that support health maintenance and coping at work.
Our occupational healthcare is arranged in accordance with the local operating model in each of our operating countries.
Our target: zero accidents
We want to offer our employees safe working conditions and ensure that everyone gets home unharmed in the evening. Our target in occupational safety is zero accidents, and we constantly work to achieve this target by, for example, focusing on the prevention of accidents and sharing best practices among all operating countries.
To achieve our target, in 2015 we have harmonised operating methods related to the use of protective equipment and to work instructions.
In 2015, our site accident frequency rate was 7.2 (6.9). The figures do not include accidents during commuting or occupational diseases.
Focusing on the prevention of accidents
We pay particular attention to preventing accidents in various ways.
We train our personnel in occupational safety issues. The aim of training is to reduce the risk of accidents at construction sites and to ensure that protective equipment is used appropriately. Personal protective equipment is mandatory at all of our construction sites. The rules also apply to our subcontractors and their employees.
On-site weekly meetings are our most important channel for handling current occupational safety issues. We use the meetings to ensure that safety issues are discussed and safe ways of working are brought up regularly. Weekly meetings are mandatory at each of our construction sites and attended by our subcontractors and their employees, too.
We conduct regular on-site occupational safety audits during which we review the site-specific risks and agree on measures to improve safety.
We investigate each serious accident thoroughly and determine how the task could have been performed safely. We distribute information about safe ways of working to all of our business operations.
We also plan occupational safety improvements by collecting occupational safety observations from our construction sites and by regularly monitoring the number of observations. In 2015, the number of safety observations in the entire Group increased compared to the previous year.
We encourage supervisors at construction sites to lead by example when it comes to taking safety into account. The Group’s Executive Team, the business segment management teams and the Board of Directors regularly monitor the development of the site accident frequency rate.
In 2015, we held the now traditional Lemminkäinen occupational safety week in all of our operating countries. The aim is to draw attention to occupational safety and the importance of its continuous development. The activities organised during the week included management visits to our construction sites and other events where occupational safety was highlighted and and useful information distributed.
We want to be among the best in the industry when it comes to occupational safety. We are working towards this target by, for example, continuing preventive measures, by holding fast to unified practices throughout the Group, and by further improving the efficiency of information sharing and safety dialogue within the Group.
Social performance indicators 31 December 2015
Personnel by market area, %
|Finland 54% (48%)||54|
|Sweden, Norway, Denmark 20% (24%)||20|
|Baltic countries 15% (14%)||15|
|Russia 10% (13%)||10|
|Other countries 1% (1%)||1|
Personnel by segment, %
|Paving 52% (47%)||52|
|Infra projects 12% (9%)||12|
|Building construction, Finland 23% (22%)||23|
|Russian operations 10% (13%)||10|
|Parent company 3% (9%)||3|
Personnel by employment group, %
|Blue-collars 55% (56%)||55|
|White-collars 45% (44%)||45|
Permanent and temporary employment, %
Full-time and part-time employment, %
Gender distribution, %