Creating a customer-driven culture

For SATO employees, 2017 was a year of change and success. The Customer First service model brought new inspiration and new colleagues. Employee satisfaction improved through supervisory work, and we were selected as one of Finland’s most inspiring workplaces.

Customers have always been close to our hearts at SATO, and the Customer First service model has further reinforced this aspect. Our employees increasingly meet customers face to face or communicate with them directly, and we encourage all of our employees to reflect on how their expertise and work at SATO affects the customer experience.

Dozens of new employees

In spring 2017, we introduced a new service model for housing and maintenance and hired infrastructure managers and service directors, as well as 19 new service managers when we integrated building management services into our operations. We made significant investments in customer service development and recruited new employees to work in customer service and rental support services. The personnel grew by aprox. 21 per cent.

Each customer service situation is important. A customer service professional may see dozens of customers a day, but the situation is unique for the customer.

In the review period, we hired a total of 70 permanent employees and applied new operating models to their induction.

Learning strategy through change coaching

The Customer First service model and SATO’s new strategy inspired us to provide our staff with change coaching in spring 2017. The coaching helped us further develop our renewal, self-management and feedback skills.

We held two training events for all employees, as well as morning coffee meetings to discuss SATO’s business operations, development projects and topical issues.


At the SATO summer event in June, our employees shared good work practices and got to know their new colleagues.

We will continue to focus on reinforcing a customer-driven corporate culture and on continuous operational development in 2018. Other key themes include an increased multicultural understanding.

Well-being through successful change communication and systematic training for supervisors

Our employees are happy with their jobs. According to the results of our employee survey in the autumn, our systematic training for supervisors is bearing fruit, as our scores improved for supervisory work, and in particular for feedback. Our employees were also happy with our strategy communications and change management, and with SATOs image as an employer.

In terms of development needs, our employees would like to be able to make decisions more independently. We also have room for improvement with working conditions and the flow of information.

The survey was implemented by Corporate Spirit Oy, which selected SATO as one of Finland’s most inspiring workplaces during the reported year. This recognition reflects a high level of commitment among our employees.

Creating well-being together and with partners

The personnel and employer representatives at SATO meet regularly to discuss matters related to occupational health and safety (OHS). During the review period, the OHS committee convened four times. The Tarmo group, consisting of representatives selected by the management and personnel, convened four times. The Tarmo group focuses extensively on themes raised by the personnel with regard to well-being at work.

Seven per cent of the personnel working in Finland took part in the activities of the OHS committee and the Tarmo group.

All SATO employees in Finland have collectively negotiated labor agreements.

We changed occupational healthcare partners in December 2016. We requested feedback from our employees, who were mainly very happy with the occupational healthcare services provided by SATO.

In late 2017, we started a voluntary weight management group that aims for comprehensive well-being.

Encouragement for learning

SATO provides its employees with opportunities to develop in their work, hone their expertise and learn new things. On average, our employees attended around 6.2 training days (men 6.7 and women 5.8) in 2017. Around 3.7 working days per employee on average were spent in training provided by a third party. The average number of training days for supervisors was 9.4 days per person and for employees 5.4 days per person.

Our employees are actively using SATOs Verso portal for new initiatives. During the review period, we collected 143 new ideas from our employees to improve the profitability of our business operations, without compromising on our customer-driven approach.

Gender distribution

 

 

Information about personnel

Information about personnel

Total personnel at end of 2017 (2016)
(GRI 102-8)
Total personnel permanent fixed-term
men women men (%) women (%)
total 212 (175) 201 (160) 11 (15) 75 (54) 137 (121) 35% 65%
of which the number of personnel in Russia is 10 (8) 9 (3) 1 (5) 2 (2) 8 (6) 20% 80%
During the year, the Group had an average of 206 (170) employees.
Total number and rates of new employee hires and employee turnover by age group, gender and region (GRI-401-1)
New employment  contracts total 86          
permanent employment contracts 70          
men 28          
women 42          
Age distribution 25 or under 26–35 36–45 46–55 56–63 over 63
total 5 22 23 11 9 0
men 0 8
9
7 4 0
women 5 14 14 4 5 0
New fixed-term employment contracts total 16          
men 5          
women 11          
Age distribution 25 or under 26–35 36–45 46–55 56–63 over 63
men 3 1 0 1 0 0
women 5 5 1 0 0 0
Summer trainees total 6          
Age distribution 25 or under 26–35 36–45 46–55 56–63 over 63
men 2 0 0 0 0 0
women 4 0 0 0 0 0
Terminated employment contracts total 48          
permanent employment contracts total 32          
men 8          
women 24          
Age distribution of terminated permanent employment contracts 25 or under 26–35 36–45 46–55 56–63 over 63
men 0 2 3 1 2 0
women 1 3 7 9 2 2
Employment contracts terminated by the employer 23.8%          
Total personnel turnover % (summer trainees excluded) 19.8%          
 

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