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
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 2020, 58 Keva employees (2019: 49) 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.
A performance bonus performance bonus scheme covers all Keva’s employees in 2020.
Equality and non-discrimination
Keva’s equality and non-discrimination plan was overhauled in 2020. Keva’s current equality and non-discrimination plan is for the period 2021–2022.
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 2020 there were 28 women and 30 men in supervisory positions. At year-end 2020, 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. Most of the pay gap between women’s and men’s pay can be explained by the fact that there are a lot of women at the lowest job demand levels.
Sickness absences fell during the year of corona
In 2020, Keva employees were off sick for an average
of 7.0 (2019: 7.3) working days.
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 2020 Terveystalo conducted a workplace survey for those working in the Employer and work ability function.
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. Following an update of the strategy in 2019, Keva restructured its organisation in 2020 to reflect the change.
Keva ensured the wellbeing of its personnel during the pandemic
Once the corona pandemic had spread to Finland, Keva largely switched over to working from home from 17 March 2020. In the exceptional circumstances, a raft of measures was taken to support the work ability of the personnel and to ensure the continuity of operations. These measures included:
• An update of deputy staffing arrangements
• A clarification of annual leave guidance
• A round of calls by supervisors to chart employee wellbeing
• A physiotherapist intensified ergonomics guidance for working from home
• An assessment of risks together with occupational healthcare
• An expansion of occupational healthcare services, inc. Covid-19 testing
• A lecture by an occupational health psychologist
• Instructed exercise classes online by the staff council
• Improved personnel communications.