Our Personnel

The cornerstone of our success is a competent and healthy personnel. During 2015, we concentrated on establishing an open and integrated business culture, listening to the personnel, and developing expertise.

Human resources management

Caruna’s goal is to be a desired employer that attracts and commits competent employees on all levels. This is being achieved by observing the following principles:

  • We believe that good management is the foundation of a viable working community.
  • We reward equitably, openly and competitively on all levels.
  • We support career development and possibilities to develop one’s own expertise.
  • Our resourcing is based on a long-term plan.
  • Our working environment is safe and healthy.
  • We respect the freedom to organise as well as the right to negotiate the terms and conditions of labour contracts.
  • We execute equality.

Our HR policy steers and guides our daily work.

Our HR (human resources) policy steers and guides our daily work. The management and development of personnel is the responsibility of the HR manager, who is a member of the Management Team, and its implementation is the task of the HR unit, in co-operation with the supervisors and the representatives of the personnel.

Key figures concerning personnel

The average age of Caruna’s personnel was 39 in 2015.

The average age of Caruna’s personnel

Caruna’s own personnel Gender distribution (n = 276)

Total number at end of year 276 339
Average total 309 347
Share of temps (fixed period employment contracts) 6.2 5.9
Share of part-time employees (%) 5.8 6.8
Share of collectively negotiated collective agreements (%) 89 91
Share of days of absence against theoretical workdays (%) 2.0 1.8
Personnel within sphere of development discussions (%) 100 100
Share of women amongst personnel (%) 38 38
Share of women in administrative bodies (%) 0 0
Salaries and wages (MEUR)  19,462  14,798


In 2015 the employee turnover was 6.5%. Changes in the total of personnel were increased by the organisational reforms at the beginning of the year, the target of which was to demolish old structures from the old international group as well as adapt operations for the requirements of an independent company.

We established a customer service specifically for Caruna in May 2015.

We initiated co-operation negotiations at the beginning of the year, during which the personnel reduction requirement was set at 48 employees. As a result of the negotiations, 32 persons switched to other jobs inside the company. We established a customer service division specifically for Caruna in May 2015, which introduced 19 new jobs to the company. In addition, we outsourced project management functions by business transfer in spring 2015. As a result, 23 persons transferred from Caruna to the employ of Rejlers Oy on 1 September 2015.

A total of 17 (6.2%) of Caruna’s own personnel were temporary (under fixed-period employment contracts), and 11 per cent were part-time. In addition to our own 276 employees, temporary agency workers totalled 19. We employ approximately 20 fixed-period summer interns annually in various tasks. They function as summer replacement workers or in jobs providing content for their academic theses.

A total of 247 employees (89%) of the personnel functioned within the sphere of collective employment contracts. Of the 247 employees working within the collective contracts, 151 (55%) were clerical employees in the energy field and 96 (45%) were senior staff. The contractors commit themselves to observe Caruna’s Supplier Code of Conduct, which obligate them to function in accordance with Finnish legislation and regulations. Caruna’s contractors must consequently observe the generally binding national collective employment contract regulations with respect to employment-related terms and working conditions.

In Caruna’s operational model, contractors and other subcontractors play a key role in the network construction and maintenance work. In addition, temporary agency workers may be utilised in customer service tasks to equalise rush-period peaks.

Well-being at work

During the year, we invested in developing an open and uniform business culture, listening to our employees, and demonstrating positive energy in our daily work. We measured employee satisfaction with regular surveys. In addition, we launched the Positive Energy Work Week project, in which all employees participated in the development of a mutual business culture and weekday working conditions.

Listening to personnel

Caruna’s comprehensive personnel study, Kaiku, was conducted for the first time in autumn 2015.

Caruna’s comprehensive personnel study, Kaiku, was conducted for the first time in autumn 2015. The Kaiku study, realised by a research firm, will subsequently be arranged once a year. Questions were asked in the survey regarding meaningful work, leadership, Caruna as a business enterprise, the work community, well-being at work, personal growth and cooperation at Caruna. In addition, we measured the degree of commitment as well as the readiness to recommend Caruna’s services.

In the research study, our employees also had the possibility to suggest development measures, as well as provide open feedback on aspects affecting their job satisfaction. The results of the inquiry provided the foundation for team-based development plans.

In addition to the comprehensive annual employee survey, we measured job satisfaction on the part of the personnel with three Pulse surveys that contained not only a few standard questions but also queries measuring commitment, as well as the possibility to give open feedback.

Managing one’s daily work

In 2015 we arranged two management training sessions, during which Caruna’s absenteeism procedures were clarified to supervisors as well as the early support model, and they were encouraged to commit themselves to approaches compliant with the model. The goal is that all of our supervisors will have participated in the training by the end of 2016.

An occupational health survey was performed with Caruna’s personnel in which we mapped possible working capacity risks in order to prevent absenteeism and retirement due to working disability. At the end of 2015 and in accordance with individual needs, we carried out further job and background surveys, which affected both the entire team and individuals. On this basis, we then carried out corrective procedures such as the procurement of tools or workstation transfers. The purpose of these early support discussions was to prevent extended absences and facilitate the return to work.

Our Well-being at Work group coordinates the hopes and wishes from employees and aims to improve job satisfaction by means of a comprehensive programme of Smartum physical exercise and cultural benefits, fitness campaigns, expert lectures, etc. The wide-scale fitness campaign implemented last year aimed to improve our employees’ physical condition and ability to cope, and thereby reduce absenteeism. Our occupational health care is organised comprehensively at Diacor, and is supplemented by the services of Enerkemi Sickness Insurance Fund.

We offer our employees the freedom of flexible working hours, home care service for sick children and distant working. Our new premises have increased the openness, comfort and interaction of our working facilities. Our employees also have a gym at their disposal as well as cosy lounge areas for recreation.

Personnel development

In 2015 100% of our personnel engaged in development discussions.

We wish to be a good workplace for current and future employees to grow and develop into professionals, specialists or managers in the field. It was reported* that there were 1,606 training hours, i.e., approximately 230 training days at Caruna in 2015.

Training hours in 2015*

*Due to system reforms, 15-25% of the reported training hours are missing from the assessment.

We always put safety first in all our operations and also emphasise the same in our training. During the year, other areas of priority were electrical engineering, supervisory work and management as well as information systems, which changed significantly during the year as part of the establishment of our own IT infrastructure, in addition to financial and human resources management services.

Expertise on display

We start with the orientation of employees during the recruitment process. During the interviewing stage, a supervisor interviewing the applicants explains Caruna as a potential employer with a view to career and competence development. A detailed job description helps the applicant to understand what is demanded by the work and which sorts of development possibilities it offers. This provides a strong foundation for successful orientation. 

Careful orientation and the possibility to obtain guidance and training also promote the success of employees in their work and gives them the opportunity to take the safety aspects into consideration in their work.

The Caruna Talent operational model is a crucial tool for the development of our personnel. It helps us identify important expertise and experts who are proficient at what they do. The operational model focuses on strengths and development possibilities, in addition to feedback quality and continuous interaction. As a final outcome, we obtain an overall understanding of the areas of priority in the development of know-how as well as concrete development plans, the implementation of which we monitor on a regular basis.

In the autumn of 2015 we renewed the Caruna personnel performance development model partially on the basis of the feedback received from staff. Along with the new operational model, the development discussion procedures, for example, are being completely renewed in 2016.

The working family model, which we renewed in 2015, enables equal and visible growth paths for our employees. We invest continuously in the development of supervisory work, and the cornerstone of our work community culture is to make it possible for everyone to engage actively in our work and the development of the work community.