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connection between supervisors' management
of wellbeing issues and employees'
motivation and productivity. This also calls
for development from us in some respects,”
says Janna Pirhonen, Manager for Wellbeing
at Work.
Guide provides tips for better
wellbeing at work
In autumn 2011, the Occupational Health
Service and Human Resources units published
a guide on wellbeing at work, which
was translated into the languages of all
operating countries. Supervisors were given
instructions to distribute the guide to all
employees in their units.
The guide covers various factors of wellbeing
at work and provides tips and ideas
on how to start the change towards better
wellbeing at work.
The guide contains information about
working community skills and leadership
and gives practical advice on diet and physical
exercise. The advice given in the guide
is based on general recommendations in
these areas.
Measurement and information on the
wellbeing event
A wellbeing event for the office employees
in Tampere and Katajanokka, Helsinki, was
organised in May 2011.
Employees had a chance to take wellbeing-related
tests and measurements, such
as blood pressure, blood sugar, waistline,
body composition, pressing power, balance
and endurance of upper limbs.
Information was provided on self-care,
the risk of adult diabetes, nutrition and
other issues related to health and wellbeing.
Lectures were given with information about
Take a break
Office workers often sit for most of
the day. It is, however, a good idea
to take an occasional break, as too
much sitting can cause problems
with muscles and joints. Kesko Food's
product research people know this
and get together for some exercises
every day – something they have
been doing for 10 years.
the wellbeing of the brain and the importance
of communications and interaction
in the working community. Information on
the events and lectures was also available
on Keskonet.
In spring 2012, the wellbeing event will be
organised in Oulu and for the second time
in Tampere.
WORKING COMMUNITy
In a good working community, it's a pleasure
to work with other people. An effective
working community achieves the targets set
for it and copes with many kinds of situations.
Every member of the working community
contributes to, and is responsible
for, the atmosphere. Every employee's attitude
and enthusiasm affect the atmosphere
of the whole working community.
The personnel survey supports the
development of the working
community
The wellbeing of the working community
and the quality of management are measured
at Kesko and its chain stores with an
annual personnel survey.
In the 2011 survey, the Kesko Group's
results improved on the previous year's.
The total satisfaction was 3.90 (scale 1–5)
and increased by 0.06 on the previous year.
Marks given for the performance of supervisors
and the development of the working
community improved the most. The total
average given for the performance of supervisors
was 3.90 (+0.07), while the development
of the working community was rated
at 3.91 (+0.07).
For two years now, the development of
wellbeing at work has been monitored with
the help of an index that measures the work-
We assemble in the passage
and do some exercises, rolling
and stretching our bodies, stiff
from work. At the same time,
we have a chance to talk about
this and that. Depending on the
day, there are around 10 of us,
which is roughly one third of all
employees in the unit. After a
short break, it's nice to get back
to work again,” say Research Assistant
suvi Cuny and Home
Economics Teacher sanna
Huovilainen.
wEllbEINg aT WORK
ing capacity of employees and work-load.
The index is calculated on the basis of the
following statements:
■ I feel that I can cope well with my work.
■ I feel that my work and leisure are
mainly in balance.
■ I'm enthusiastic about my work.
■ I can influence my work and its content.
In 2011, the wellbeing at work index at the
Group level was 3.75, the same as the year
before.
Among Kesko employees aged under 26,
total satisfaction was very high (3.95 for
those aged 20–25 and 4.01 for those under
20). The most critical age category was
26–35-year-olds, who expressed a wish for
investment in training and development
opportunities, in particular.
“Kesko is revising the model of the competence
survey, which will also improve our
opportunities for more systematic personnel
development,” says Janna Pirhonen.
The results are used to develop or maintain
the good operations of the unit. Over the
years, Training Manager Pirjo Kostiainen
from K-instituutti has been giving support
to many of Kesko's units going through the
results.
“Group work methods help in keeping the
discussion balanced and solution-oriented.
Breaking routines is worth a try, a new way
of discussing job satisfaction in a group
may reveal new features in your fellow
employees and create fresh understanding
and appreciation. It's good to proceed with
small steps and follow the progress, say, on a
quarterly basis,” says Kostiainen, describing
her experience.
Kesko Corporate Responsibility Report 2011 21