Promoting occupational well-being

The occupational well-being development plan was systematically progressed, for example by defining the principles of management and summarizing the management promises. A job satisfaction survey showed that there was a clear improvement in the things that matter most to the Port’s employees in their work.

Based on the 2021 workplace well-being survey, the Port developed a comprehensive occupational well-being development plan. Its implementation proceeded as planned in 2022. It included things like common training for all staff in work community skills, events to strengthen and refresh the sense of community, the development of supervisor work and the development of induction.

Management promises to guide supervisor work

Based on the previous year’s Fair Game workshops and the Port’s ethical principles that emerged from them, training to strengthen work community skills was developed and carried out in February. The entire staff body of the Port took part in it. The Port also launched Fair Game online training, and in May a joint outdoor games day was organised in the same spirit.

Principles of management were established to promote consistent and good management. The entire staff body was involved in the definition process. The principles of management were summarised in six management promises and related practical actions. A good supervisor at the Port inspires and values, plans and delivers, and enables and coaches.

After the principles were summarised, the process of change continued at a personal level with training sessions for supervisors, where each one chose their own area of development and made their own management promises. This work will continue in 2023 with a review of successes and guidance on possible challenges.

One-off bonuses for good performance

The Port of Helsinki’s rewarding model supports the company’s customer satisfaction and responsibility objectives. The entire staff body will continue to be included in the bonus performance system, and it is possible to place the bonuses received in a reserve in the staff funds. However, the Port failed to achieve its financial objectives and, thus, no performance bonuses were paid for the previous year.

The Port also uses a one-off bonus model, under which employees were granted one-off bonuses and quick bonuses for good performance and taking initiative, among other things. In 2022, everyone involved in reporting safety issues was also rewarded.

Clear improvement in job satisfaction

One job satisfaction survey was carried out in the spring and another in the autumn. The results were rather encouraging. The Liekki index measuring employee experience was 75 in the latest survey (2020: 66), and its significant increase from 2020 indicates that there was a clear improvement in the things that matter most to the employees in their work.

In the Port’s new strategy, the goal for the Liekki index is to be above 80 at the end of the strategy period.

Port staff in figures

At the end of 2022, 85 people worked at the Port of Helsinki, all of whom were permanent employees. The number of staff increased by two people from the previous year.

The number of person-years worked was 83.6 (2021: 78.1).
On 31 December 2022, 29.4% of permanent employees were women and 70.6% were men.
At the end of 2022, the staff’s average age was 48.9 years (women 48.7 and men 48.9 years).
In 2022, the Port’s departure turnover rate (resignations in relation to all staff) was 3.5% (2021: 3.6%) and average turnover rate (employees entering and leaving in relation to all staff) 12.9% (2021: 10.7%).
The average sick leave rate in 2022 was 3.8% (2021: 2.1%).

* Frequency of occupational accidents: The number of occupational accidents that have led to at least one day of sick leave per one million working hours.

Personnel 31. December 2022

	Regular
CEO	1
Passenger business	17
Cargo business	10
Technical Services	34
Finances, ICT and Development	17
Human Resources	3
Communications	3
Total	85