Responsibility for the personnel

Keva has a strategy to 2025 and during the 2019-2022 strategy period, we are gearing up to compete more for our customers. Our success in the competition requires us to be more efficient and to reform Keva.

We are constantly building on our competence, our work will include more development tasks and efforts will be made to automate routine work. Work will require self-development and a focus on the customer approach.

In 2019, Keva’s Board of Directors set so-called frameworks for full-time equivalent years for the following three years. Under the frameworks, the number of Keva employees will decline through natural attrition. We predict that automation will reduce the amount of routine work and jobs. At the same time, support will be given to relocating Keva people within the organisation to new tasks that require new skillsets

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Fair and equal treatment of the personnel

Each and every Keva employee, irrespective of their role and position, is entitled to good, respectful and dignified treatment from their supervisors, subordinates and colleagues. This and other general principles are enshrined in Keva’s Code of Conduct (pdf).

We regularly monitor the implementation of equality and non-discrimination in employee surveys and equality reports.

Aiming for a fair reward system

Keva employees have salaries based on collective agreements and in 2019 we completed job descriptions, job demand evaluation and the interrelation of levels based on the HAY Group’s (now Korn Ferry) scoring method.

Job evaluation and scoring aim to create a more transparent and fairer remuneration system, and evaluation is used when jobs change and in the allocation of various salary system funds. Keva has not made a decision to link pay to the HAY job evaluation. Development of the remuneration system will take place in coming years.

Two reward options

Keva can give a bonus for particularly good performance and in 2019, 49 Keva employees (2017: 66 and 2018: 38) received a non-recurring bonus.

Bonus payments are based on reaching targets set by the Board of Directors. In 2018, Keva carried out a bonus reform aimed at making performance assessment and associated remuneration more consistent and transparent. The new method was employed in spring 2019 to allocate the 2018 performance bonuses.

A performance bonus was paid to 465 Keva employees in 2019.

Equality and non-discrimination

Keva’s equality and non-discrimination plan is for the period 2018–2020. 

Keva promotes the equal treatment of different ages and looking ahead will pay more attention also to other factors including different nationalities, languages, religions, beliefs, opinions, disabilities and sexual orientation to promote diversity. Equality and non-discrimination are also important in recruiting processes among other things.

Clear pay differences

Almost 70% of Keva’s employees are women and in 2019 there were 32 women and 29 men in supervisory positions. At year-end 2019, there were two women, including an employee representative, and seven men in the Management Group.

The average and median pay of women is well below men’s salaries. The difference is largely explained by the fact that there are far more women and also a lot of the personnel in less demanding jobs.

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Sickness absences at the same level

In 2019, Keva employees were off sick for an average of 7.3 (2018: 7.2) working days.

Keeping absences at the same level as the previous year and reducing accidents at work were good achievements because most of the personnel were working in an office building under refurbishment and also each Keva employee moved at least once during the year.

During 2017-2020, Terveystalo, Keva’s occupational healthcare provider, conducted a workplace survey with the HR unit in all Keva’s units and functions. In 2019, the survey was conducted in investment operations and in general management.

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Strategy work and development of the corporate culture

In 2019, Keva rolled out a strategy to 2025. Our strategy work took a close look at the change in the operating environment of earnings-related pension providers and among other things we studied the transformation of work, digitalisation, future leadership, self-direction and creative thought. All Keva employees learnt about putting the strategy into practice with the help of a game.

Strategy development work was divided into priority areas and projects, the most important of which are the customer programme, digital programme and personnel programme. We also prepared a new management system and organisation, which will be implemented in 2020.

Activity-based premises support corporate culture reform

Renovation of the Keva building into an activity-based environment was completed in 2019 and by the summer all Keva employees had moved into the new building. We believe this will improve efficiency as we are able to be more interactive and work across organisational boundaries.

We utilise flexible working hours and teleworking opportunities. In 2019, 395 Keva employees were teleworking for an average of 4.7 days a month. In addition, to full days spent teleworking, we can also telework for part of the day.

The functionality of the premises and wellbeing of the personnel is being studied together with the Finnish Institute for Occupational Health.

E-tools for better management

The Enter project initiated by active Keva employees supports the electrification of the ways we work. In the project, digital trainers provide low-threshold coaching and on-site support for colleagues needing assistance in using new tools.