Fortum encourages its employees to continuously develop their knowledge, skills and competencies. To support this, we have focused on developing leadership and organisational culture through a coaching approach. The coaching approach increases participative management, which encourages employee accountability in their work. One of the key elements in the coaching approach is the giving and receiving of feedback.
Leadership coaching and induction in 2015
There were three programmes under way in 2015 to develop the leadership and organisational culture of managers:
- Leadership Impact coaching
- MASTER Growing Leader training
- Fortum Navigator development programme
A total of 116 managers took part in these programmes in 2015
All our new employees go through an induction programme, part of which is Fortum Passport, the online on-boarding programme. In 2015 there were 131 (2014: 136) employees who learned about Fortum’s operations through the Fortum Passport programme.
Training hours and costs in 2015
In 2015 the total number of training hours was 50,466. Courses and licenses are, for the time being, registered in Finland, Sweden, Poland and Norway. Training costs in 2015 totalled approximately EUR 3.5 (2014: 3.0) million. The training costs for 2014 and 2015 do not include the sold Distribution business.
Training hours in 2015 (GRI G4-LA9)
Level of education of the permanent employees in 2013-2015
Performance and development discussions support the achievement of targets and professional growth
Employee development is supported through the annual performance and development discussions; all employees are within the scope of the annual discussions. The main target of the performance and development discussion is to ensure that the employee has clear targets that align with the business as well as the competencies supporting the achievement of the targets and professional growth.
The achievement of the targets forms the basis for payment of incentives. All employees who have a minimum of three months of employment in Fortum are within the scope of Fortum’s incentive plan.
Performance and development discussions in 2015
For 2015 we report development discussion coverage as of February 2015, as the previous year's development cycle ends in February. The electronic tool used in the performance and development discussions was used by 67% of the personnel. Of them 93% had performance and development discussions. The performance and development discussions were completed nearly equally among female employees 95% and male employees 92%. The aim is to get all operating countries and employee groups within the sphere of the electronic tool.
Fortum Sound personnel survey
The Fortum Sound personnel survey is conducted every other year. The response rate to the survey conducted in October 2014 climbed to 84% (2012: 79%). The results indicate that 70% of the employees feel a commitment to the company (2012: 65%).
Based on the survey results, the personnel feel that the customer-oriented way of thinking of Fortum employees as well as sustainability as an integral part of Fortum’s operations are at a good level. Overall wellbeing and a healthy work-life balance are also considered to be at a good level. Working in compliance with the Fortum Code of Conduct and occupational safety guidelines is part of the Fortum employees’ daily work.
The most important development targets emerging from the survey were clarification of the strategy, transparency and more effective communication of changes. In response to this need, the Fortum Dialogue events between management and employees were started. They are held twice a year.
Additionally, a project to develop change management capacity was launched. During phase one of the project, support materials for management were created, and HR and communications organisations were trained to support management in change situations.
In a survey conducted when Pekka Lundmark started as President and CEO of Fortum in September 2015, more than 3,200 Fortum employees noted their observations and development suggestions on ways to boost operational efficiency and build future success. The responses revealed that the employees have strong confidence in Fortum’s operations, but they would like the company to have a clearer direction, flexibility and quickness in decision-making.