Responsibility report 2017

Organizational development and employment

Competent and committed personnel is one of our key assets.

Our practices

Competent and committed personnel is one of our key assets. Fennovoima ensures that it has the necessary expertise and competence in all phases of the project and pays a lot of attention to the continuous development of its organization.

Resource planning and competence management are critical success factors for Fennovoima. Fennovoima’s corporate culture development is continuous, and wellbeing management and related processes are in place to create a good and equal working environment.

Fennovoima’s Human Resource Manual, Organizational Manual and related processes and plans are an integrated part of the Fennovoima Management System. Fennovoima realizes its human resources management according to the company policies and follows the guidelines of the UN Global Compact principles.

Fennovoima has set the following goals for organizational development and employment: all competencies and personnel for ensuring the statutory and legal requirements according to project phase, continuous development of competences and qualifications, effective training, high-quality leadership, a strong corporate culture and highly engaged employees, high personnel wellbeing, and a good and continuously improving employer image.

All competencies and personnel to meet the statutory and legal requirements according to project phase

Our key objective for the moment is to develop an organization that has all the competencies and personnel to meet the statutory and legal requirements set for the construction phase of the nuclear power plant.

The recruitment decisions are made based on the competence, qualifications, motivation and suitability of the candidate related to the open position in question, i.e. the gender, age or nationality do not affect the selection.During 2017, Fennovoima conducted seven recruitment phases. In addition, some extra recruitments took place.

The emphasis on recruitment remained as before in strengthening Fennovoima’s engineering, nuclear and turbine island areas, project management and nuclear safety organizations.

Some of the planned recruitments were postponed due to the updated project schedule. We also faced some challenges in finding competent and suitable candidates for positions in the Electrical Engineering and I&C Engineering (Instrumentation and Control), but by the end of the year, the situation had clearly improved.

Activities to strengthen the resources and competences of our organization will continue also in 2018, when we aim to recruit over 50 new employees. The focus in recruitment remains on engineering, project management and nuclear safety competences, as during past years.

EMPLOYMENT 2017 2016
Total number of employees 303 270
Change in the employment number +33 +55
Personnel covered by collective bargaining agreement 100% 100%
Personal Development Discussions 98% 97%


EMPLOYEES BY CONTRACT TYPE, Open-ended       Fixed-term        
























Full-time 71 189 10 17 3 5 1 1 85 208
Part-time 1 3 0 0 1 1 0 0 2 8
All 72 192 10 17 4 6 1 1 87 216

The share of female employees is 28.7%. Fennovoima applies mostly open-ended employment contracts. Fixed-term contracts are used only for e.g. temporary positions when a permanent employee has taken parental or study leave, summer jobs, or to cover short-time project needs. The possibility to have reduced working hours (part-time employees) has mostly been used for part-time child-care leave.





Age group                                    Women   Men Women Men n %
Under 30 years 2               7 0 3 12 16,00 %
30-39 years 9   17 3 5 34 45,30 %
40-49 years 5   10 0 0 15 20,00 %
50-59 years 0   12 0 0    12 16,00 %
Over 60 years 1   1 0 0 2 2,70 %
Total (n) 17   47 3 8 75  

Total number of new employees in 2017 was 75 including 11 summer trainees (2016: 84 new employees including summer trainees).

Continuous development of competences and qualifications – effective training

In Fennovoima, training is organized based on the annual training plan, which is updated regularly according to the needs of the project, the organization and the employees, as well as regulatory requirements. 

All employees are offered training regularly, and there are several mandatory training courses related to matters such as induction training for new employees, VVER plant technology, YVL Nuclear Safety Guides, nuclear safety culture, compliance and ethics, the Fennovoima Management System, and internal tools.

In 2017, our training management processes and procedures were further developed.

Our training activities continued intensively according to our training plan, and the training offering was extended with several new courses.

This year, we are continuing the development of a long-term training plan, and attention will be paid to the development of the supplier training in cooperation with RAOS Project. Training activities will continue mainly as in the past year. To better meet the requirements set for competence management we plan to gradually replace our current HR-system with a new talent management system. Also, development of competence model and defining job role profiles continues.

AVERAGE HOURS OF TRAINING Women 2017 Women 2016 Men 2017 Men  2016 Total 2017
Management team 45.3 13 43.5 38 44.1
Supervisors 50.1 40 48.5 37 48.8
Employees 54.6 44 77.9 50 77.0

The average hours of training for the whole organization were 72.8 hours (46h in 2016). The differences in the training hours depend on the attendance at the introduction training, as only new employees attend the training, and on the participation in VVER plant technology training for engineers.

High quality leadership

Fennovoima develops its leadership culture and emphasizes management and leadership skills. Fennovoima has in place leadership and management development practices for the company supervisors and management team to ensure skillful management and uniform ways of action. The management and leadership development program includes training, individual and group coaching, and mentoring.

During 2017, all the supervisors and company management participated in the development program as planned.

According to a survey conducted in June within Fennovoima’s employees, the leadership culture is on a good and positive track, and the results of our indicator “My supervisor treats employees fairly” rose from 4.88 to 5.04 in a six-month period. New leadership quality targets have been defined for 2018 to improve the follow-up of development in the area.

Strong corporate culture and highly engaged employees

Fennoway cornerstones were implemented in our corporate culture 2017. As a result, new operating models were developed and implemented, for instance in our meeting practices, to make sure that our ways of working are in accordance with the corporate culture.

Fennoway promotes personnel wellbeing, employee engagement, equal and fair treatment of all people, diversity and cultural versatility, and work–life balance.

Fennoway also highlights the importance of clear roles and responsibilities in our working environment, high-quality leadership and employeeship, and high motivation and professionalism among managers and employees.

The corporate culture is effective if it materializes in our everyday working practices. During 2017, we rewarded employees acting according to Fennoway. The development of the corporate culture will continue during the coming years.

Fennoway cornerstones.


Age group Women Men Women Men n %
under 30 years 0 0 0 0 0  
30-39 years 2 8 1 1 12  
40-49 years 3 3 1 0 7  
50-59 years 2 6 0 0 8  
over 60 years 1 1 0 0 2  
Total 8 18 2 1 29 9.57%

*Voluntary turnover rate: voluntarily resigned / total number of employees on Dec. 31, 2017 × 100. In 2017, the voluntary turnover rate was 9.57% (7.04 in 2016).

High personnel wellbeing

High-quality leadership and training

We want Fennovoima to be a good place to work for all of us. The workplace wellbeing consists of many different matters. High-quality management and leadership skills are a key factor in workplace wellbeing and we devote attention to the leadership culture and management practices. Fennovoima provides the personnel with extensive training and career development possibilities.

Also, personal development discussions, that include target setting and follow-up, wellbeing, feedback, competence evaluation and personal development plans, are held annually for everyone.

Facilitating wellbeing

In addition, personnel wellbeing is facilitated i.e. with different working arrangements, flexible working hours, and by increasing awareness among management. We also organize wellbeing days for our personnel, we have a sports club, cultural club and Young Professionals Club, and we participate in sports campaigns together.

Monitoring the level of wellbeing

The level of wellbeing at work is followed biannually with the ParTy® survey, which will be conducted again in 2018. The survey is implemented by the Finnish Institute of Occupational Health. We also monitored the work welfare with a Pulse survey once last year. According to the results, workplace wellbeing is at good stage in Fennovoima. The survey will be replaced with another survey tool in 2018.

Non-discriminatory and equal working environment

Fennovoima aims to provide a non-discriminatory, equal working environment in which all genders, employees with different duties and from different backgrounds receive equal treatment and can participate without discrimination in all activities. The management team and supervisors are responsible for promoting equality and non-discrimination in their work and follow-up realization of it in Fennovoima.

Each Fennovoima employee has the responsibility to promote equality and non-discrimination in their own working environment. There were no reported incidents of discrimination in 2017.

Occupational health and safety in the workplace

Fennovoima’s occupational health care is more comprehensive than legal requirements dictate. To maintain a good working ability, Fennovoima has adopted an early caring and intervention approach. It means that all sick leave is registered and monitored, and if sick leave occurs frequently, preventive and health-maintaining measures can be addressed in time.

During 2017, we experienced five (seven in 2016) accident in the Salmisaari headquarters or on the way to work or home from work. However, these accidents did not lead to any absences from work.

Absentee rate of the personnel (sick leaves) (target: >2.5%) 1.63% 2.07%
Pulse wellbeing index (scale 0-6, national average 4.53, target: 4.5) 4.59 4.76 and 4.63
Party survey result (scale 0-20, manufacturing sector average 13.9, target: 14) Next survey will be conducted in 2018. 14.5
Lost-time accidents in the office premises 0 2 (of which, one accidents resulted in  14 lost-working days)

Good and continuously improving employer image

Having a good employer image is an important aspect while developing a successful organization. Fennovoima has received good feedback on its recruitment campaigns.

The employer image survey was last conducted in 2016 and will be conducted again in 2018.