By corporate social responsibility, we mean considering the societal impacts of our operations, for instance through our procurements, and also our HR policy and operating culture. Corporate social responsibility aspects in procurements are discussed in the chapter on procurements.

Principles and policies governing HR responsibility

The HUS Executive Board decides on HR policy, the remuneration system and implementation of an equitable pay policy and how these are applied across the HUS Group. The aim is to ensure meaningful, productive and safe work in a setting of equality, transparence and fairness. HUS Logistics complies with the general HUS HR ground rules and policies, and all new employees are provided with orientation in HUS values.

Personnel responsibility goals and how to attain them

Our HR policy goal is for HUS to be a pioneer and the most attractive employer in its field and for every employee to have meaningful, productive and safe work. HR principles are founded on the notions that good, strong HR policy is equitable, transparent and fair to everyone, regardless of which unit or area any given employee is working in.

HUS Logistics grew in 2019, with an increased number of recruitments and new employees. Orientation was improved with team orientation sessions and by further specifying the content of the general orientation plan. New supervisor roles and organizational changes were introduced to ensure feasible team size and to clarify team responsibilities so as to streamline improvement of operations.

Improvement of operations is based on the Lean philosophy. In the course of the year, personnel participated not only in the development of their own team but also in development workshops known as ‘kaizen’ and on ‘gemba’ walks. A kaizen is typically a workshop lasting 1 to 4 days, during which a change addressing a pre-identified problem in a process is planned and executed. The people participating are those responsible for supervising and executing the process in question, from various teams. Every participant contributes according to their role, and the workshop group learns together in improving the process. The overall goal is to find smoother and better ways of working.

Gemba walks are intended to demonstrate concretely how a particular process works and to remove obstacles to success. The aim is to improve communications and cooperation between management, personnel and teams and to increase the understanding of management of the content of and problems in day-to-day work, so that management can have a better insight into how to make the work better.

HUS Logistics management practice

Steering and management at HUS Logistics complies with HUS values and with the operating principles agreed in the profit area. Transparency, equality and interaction are important management principles. Management is based on a common management model implemented in all teams. This layered management model includes regular monthly and weekly meetings, and meetings may be held as required for any particular area of operation, even on a daily basis. The purpose of having a common model is to ensure timely communications, personnel participation in improving operations, and support from supervisors and management in seeking to attain our goals.

Goal discussions and performance appraisals are held at least once a year, and goals are set at every level and monitored regularly.

For handling matters that affect HUS Logistics across the board, the department has a management team chaired by the Director, with members appointed by the Director and a personnel representative. When necessary, the people who prepare the matters to be discussed by the management team may participate in the discussion on their respective matters in the management team.

It is the job of the management team to support the Director in strategic and operational management and to ensure that decisions are put into effect and monitored. The management team monitors accessibility to and quality of customer services, customers’ experiences of the services, the functioning of cooperation, the finances of the profit area and other operations. The management team discusses risk reports, preparedness, and risk management goals and action plans.

The management team may invite expert consultants to its meetings as necessary. Meetings of the management team are minuted, and the minutes are made available in a Teams channel accessible by all HUS Logistics employees. The management team meets once per month and whenever convened by the chairman.

Personnel figures in 2019

Personnel figures 2019 2018 December 2017
Total personnel 441 411 343
Permanent 410 370 307
Fixed-term 31 41 36
Part-time 8 18 13
Full-time 433 393 330
Turnover 2019 2018
Exit turnover of permanent personnel % 11.2 (12.0) 7.9

Family leave 2018

Family leave 2019 (days) 2018 (days)
Maternity leave 381 253
Paternity leave 313 176
Child care leave 1222 1754
Child care leave, men 346 576
Child care leave, women 876 1178
Parental leave 764 575
Partial child care leave 1184 1276
Partial child care leave, men 0 138
Partial child care leave, women 1184 1138
Temporary child care leave 187 166
Temporary child care leave, men 113 103
Temporary child care leave, women 74 63

Workplace barometeri 2019

Index 2019 2018 2017
Management 3.61 3.49 3.53
Functioning of the workplace unit 3.83 3.73 3.59
First-line management 3.98 3.84 3.84
Interaction in the workplace unit 3.62 3.48 3.45
Work is meaningful (previously: Work is challenging) 4.05 3.96 3.94
Professional self-esteem 3.84 3.8 3.77
Working capacity 4.16 4.16 4.15

Occupational accidents 2019

Circumstances Injuries (no. of cases) Injuries leading to absence Sick days total Compensation, EUR
Work 21 6 63 6945
Commuting 13 5 41 5190
Other 3 0 0 306 (treatment costs)
Occupational disease 0 0 0 0
Suspected occupational diseases 0 0 0 0
Total 37 11 104 12,441

Incidence of accidents 2019

Incidence of accidents 2018 2019
LTA3 6.3 7.99
LTA1 7.9 7.99

Occupational safety and health

The HUS Logistics occupational safety and health plan is based on the corresponding HUS plan for 2018–2021. HUS Logistics has its own occupational safety and health committee, consisting of occupational safety and health professionals, supervisors and employees. The committee oversees all areas of HUS Logistics. HUS Logistics plans its own actions on the basis of the general HUS plan.

HUS Logistics employees are encouraged to make safety observations. The number of these observations and the corrective action taken as a consequence are monitored at the weekly first-line management meetings.

Assessment of work-related risks is made in the HUS-risks system, separately for each team. A more comprehensive assessment is conducted every four years and updated annually. All occupational accidents and their investigations are also recorded in the HUS-risks system.

Wellbeing at work theme days and personnel events

In 2019, several events focusing on wellbeing at work and responsible collaboration were held. These included the ‘wellbeing at work’ week, the environmental week, the ‘bring your child to work’ day and the Christmas gift collection for a Mother and Child Home and Shelter.