Employees

HKScan is a significant employer in all its countries of operation. In 2017, the company had close to 7 300 (7 292) employees, of whom 84.8 per cent were permanent. The company has 2 964 employees in Finland, 2 139 in Sweden, 663 in Denmark and 1 527 in the Baltic countries. In addition, the company has production operations in Poland and sales offices in Hong Kong as well as in other locations. HKScan additionally offers a significant number of seasonal job opportunities.  In 2017, HKScan hired over 1 300 summer employees, 750 in Finland and 580 in Sweden. HKScan’s diverse workplace communities all adhere to the principle of equality as well as the Group’s common values.

Human resources management

Human resources and personnel development at HKScan are based on the company’s internal policies and principles related to processes such as recruitment, performance management, remuneration, and occupational health and safety at work. The person in charge of human resources is the Executive Vice President of HR, with the Executive Vice President of Operations being responsible for work safety.

The Group’s values guide our day-to-day work and team operations. The goal is to create a workplace where well-being prevails and all operations are based on trust, respect and encouragement. Through the development of leadership skills and personnel competencies, HKScan creates favourable conditions for high-quality operations and the achievement of goals. 

Well-being and safety at work  

Health and safety management at HKScan is based on Group-wide standards. These standards determine practices for key areas of safety, such as the reporting and investigation of accidents and near misses, as well as safety observations and compliance with general standards and practices concerning particularly dangerous work. HKScan’s two production plants in Estonia have OHSAS 18001 certification for their occupational health and safety systems.

In 2017, our Lost Time Injury (LTI) Frequency Rate was 44.3 per million hours worked. It increased slightly from the previous year (40.6). Our absentee rate in 2017 was 6.2 per cent of total working time, remaining the same as the previous year (6.3).

Examples

1. The Kristianstad unit in Sweden initiated a project to reduce sickness absentee days. The project is being implemented in cooperation with the plant’s occupational health service provider. The initial results are promising, with sickness absence days showing a measurable decline. The continues during 2018.

2. HKScan continued to implement occupational safety campaigns in Denmark with a focus on specific safety issues such as falling risks, use of forklifts and use of personal protective equipment. As a result, our safety indicators improved by 28 per cent compared to 2016. The safety campaigns will continue throughout 2018.

3. In Denmark, HKScan also ran an extensive campaign headlined “Together – we create a good working place”. The aim of the campaign was to improve employee wellbeing. The work was mainly done in workshops focusing on identifying and mitigating potential inappropriate behaviour such as bullying, discrimination, sexual harassment, and conflicts originating from cultural misunderstandings.

4. HKScan’s Forssa unit in Finland conducted a workload survey in cooperation with the Finnish Institute of Occupational Health. The survey aimed to produce reliable quantitative data on the impact of physical stressors. The survey focused on key stressors and the identification of contributing environmental factors in order to produce an estimate of individual workers’ combined stress load during an average shift. The survey team used a variety of methods to measure the impact of stressors on the workers’ musculoskeletal and cardiovascular systems. The survey provided valuable data for future work wellness planning. The project will continue in 2018.

Measuring employee engagement

HKScan carried out extensive studies concerning employee engagement, leadership and performance culture in 2014 and 2016. Extensive development measures were implemented based on the results, and the scores improved from 2014 to 2016, particularly for supervisory work. Our People Power Index in 2016 was A+/Satisfactory+.

Personnel and leadership development

HKScan renewed its operating model in June and announced its updated strategy in August 2017. In the autumn, the company carried out an extensive competence survey to ensure that it has the expertise and skills required for the implementation of its renewed strategy and operating model. Based on the survey, the company identified measures to strengthen personnel and management development in 2018. HKScan also stresses the importance of the employees’ personal responsibility for their learning and professional development.

In 2017, the company carried out an extensive online survey related to values and leadership. The survey aimed for a deeper understanding of future leadership requirements in line with the company’s values, management and strategy implementation. The company’s values were defined in further detail based on the results. Participation rate was 90 per cent. In addition, definitions were created for value-based leadership behaviours that can be measured and developed. Leadership behaviour is evaluated and measured as part of performance management, recruitment, and career and job rotation. The definitions also guide our leadership development and the related processes.

Biannual performance and development discussions between employees and supervisors are a key element of HKScan’s management system.  HKScan’s strategy, targets and values are reviewed with each employee during the discussions. Based on these, personal goals are set and professional development plans are prepared to support the company’s targets. An appraisal of the employee’s performance during the previous year helps employees to identify their strengths and development needs.

HKScan’s personnel reporting was further developed in 2017 by implementing a new system that better supports supervisors in their day-to-day work. The goal is to continue developing the system in 2018.

Example

In autumn 2017, before the start-up of HKScan’s new production plant in Rauma, the company provided extensive training (link in Finnish) to the unit’s employees. The employees are participating in an extensive training programme that continues in 2018 and leads to vocational qualification or a shorter follow-up programme. A personal training programme was prepared for each trainee, including both classroom theory and practical training.  This vocational training programme also has national significance. It is implemented in cooperation with the regional federation of municipalities for vocational education and training in Southwest Häme and its educational institutions, the Forssa Vocational Institute and Faktia.

Remuneration

HKScan aims to implement competitive, motivational, fair and transparent remuneration systems, which reward for achieving or exceeding targets. The level of remuneration is evaluated continuously, and its competitiveness is compared to other companies. In addition, the level of remuneration is always based on personal performance and the development of HKScan’s performance. In its operations, HKScan also pays extensive attention to the fact that employee motivation is not based solely on remuneration and material benefits.

In 2017, HKScan aligned its job grading model and structure with its new organisational model. Based on an extensive analysis of its salary structure and market-specific competitiveness, the company developed a new remuneration model that supports the achievement of its business goals and the development of its corporate culture. The new model will be implemented in 2018.

In Estonia, 27 of the 64 employees of Rakvere Lihakombinaat participated in an illegal one-day strike in October 2017. The strike arose from the employees’ dissatisfaction with salaries and workloads.

Deviation

In Sweden, HKScan was corporate fined for insufficient provision of protective equipment, as an employee in the meat cutting room was not wearing a mandatory cut-resistant shirt.

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