Responsibility for the personnel
Keva adopted the new strategy in June 2022. Our goals and indicators are aimed at 2027, by when our vision is that we will be an innovative, service-minded and effective actor.
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
Basic information about Keva employees
- Number of employees at 31 December 2022 was 492 (2021: 497) of which 11 were temporary.
- Full-time equivalent person years in 2022 was 468.1 (2021: 472.3).
- Women accounted for 67% of Keva employees. The average age of the personnel was 49.5 years.
- A total of 28 permanent employees left Keva.
- A total of 1,379 days were spent on personnel training, which equated to 2.8 fte/person. The statistical amount of training days has decreased (2021: 1,655 full-time equivalent days and 3.3 fte/person) because most of the days spent on online training are missing from the statistics.
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 Code of Conduct
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.
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 2022.
Equality and non-discrimination
Keva’s equality and non-discrimination plan was overhauled in 2022. Keva’s current equality and non-discrimination plan is for the period 2023–2024.
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. At year-end 2022, there were two women, including an employee representative, and seven men in the Management Group.
The average and median pay of women is 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 2021, Keva employees were off sick for an average
of 6.3 (2020: 7.0) working days.
During 2017-2021, Terveystalo, Keva’s occupational healthcare provider, conducted a workplace survey with the HR unit in all Keva’s units and functions. In 2021 Terveystalo conducted a workplace survey for those working in the Pensions and ICT function.
Strategy work and development of the corporate culture
Keva’s strategy was updated in spring 2022. The strategy highlighted more than earlier responsibility for the personnel.
Employee experience and wellbeing are significant strategic themes. The strategy also highlights learning and the right skills as guarantors of success. The amount of human resources is being reduced during the strategy period through orderly attrition while ensuring the transfer of skills.
During the 2022–2027 strategy period, particular attention will be given to promoting diversity. At Keva, we are committed together at all levels to zero tolerance of inappropriate behaviour and harassment. During the period, the cornerstones of management and expert work will be imported into part of everyday working life.
