Henkilöstö

Personnel

During the year in review, the focus was on developing the work of supervisors, promoting working ability and workplace wellbeing. Also new collective agreements were negotiated. Vocational training for the railway sector moved to Kouvola.

During the year in review, the work condition barometer stood at 3.57 (compared with 3.42 in 2012). A total of 70 per cent of all employees responded to the personnel survey (compared with 64 per cent in 2012). The higher response rate shows that staff members want to influence and participate in the development of their workplace.

 

Key figures

Personnel (31.12.2013) 2013 2012 2011 2010 2009
Employment relationships started 1) 718 928 796 664 587
Employment relationships ended 1) 3) 1 166 1 840 1 200 997 963
Total turnover 1), % 8.5 12.57 8.9 6.8 6.1
Permanent employees 2) 10 274 10 623 11 693 12 059 12 285
Fixed-term employees 2) 204 171 95 159 286
Personnel working outside Finland 531 498 517 452 275
Average length of employment 1), years 19 20 20 21 21
Personnel by gender 1)
men, % 82 83 83 83 84
women, % 18 17 17 17 16
Retirements 1)
old age 445 432 501 441 431
disability 62 59 88 101 104
Sick leave absence 1), % 5.3 5.5 6.3 5.8 5.6
Average retirement age 1) 58.9 57.5 57.9 57,7 1) 57,8 1)

1) The figures do not include the foreign operations of VR Track and VR Transpoint.
2) The employment relationships of the personnel in VR Transpoint's foreign operations are given as employment relationships valid until further notice. This is because no information on fixed-term employment relationships has been collected.
3) The figure includes the transfer of the Coronet Oy personnel to outside the Group.

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Outlook

  • Expertise and a culture that generates success will be the main themes in human resources development. VR Group will draw up an operating plan for identifying and developing strategic expertise at the organisational level. The focus in the development of supervisory work will be on change management skills. A group-wide personnel survey will be carried out at the end of the year. A three-year strategy aimed at improving the image of the VR Group as an employer will also be prepared.

  • Development of the bonus schemes will continue. The aim is to find models that are more in accordance with the nature of different tasks in such areas as sales work. A new operating model for vocational training will be introduced as the VR Training Centre is no longer a part of the VR Group.

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