Kesko's year 2007

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Kesko's year 2007
A developing and motivating working community
is a prerequisite for the wellbeing
and excellent performance of employees. At
Kesko, the development of the workplace is
measured using a job satisfaction survey.
The survey measures satisfaction with one’s
own job, the superior’s performance, one’s
own unit’s operations and Kesko’s operations
in general. The response rate was 63.5%.
Leadership skills and career progress are
supported by Kesko’s own three-step superior
and management training.
In addition since 2004, Kesko has implemented
a long-term development programme
for the management and potential management.
There are some 200 participants in the
programme, whose purpose is to ensure adequate
managerial resources both in terms of
quality and quantity. The main themes of
management training in 2007 included customer
loyalty and responsible management.
In August, the K-Group launched its first own
K-retail eMBA programme in cooperation
with the Helsinki University of Technology.
The programme aims to train top experts in
international retail management.
For the best personnel
productivity in the trading sector
The importance of work productivity has
increased. Good productivity relies on efficient
and uniform business models determined
specifically for each chain, supporting
information technology and personnel competence.
The immediate supervisors’ good
leadership ensures that every employee can
work efficiently, knows his duties and targets,
and is given feedback on his performance.
hR strategy goals and critical success factors
of hR management at Kesko and its stores
the best
personnel
productivity
● Kesko’s and the stores’ good reputation
as employers
● Responsible and value-guided
management
● Efficient performance leadership and
motivating immediate superiors
● Competitive salary and benefits
In the trading sector
the most
competent and
motivated
personnel
Kesko’s Occupational Health unit focuses
on operations that maintain work capacity
and promote the wellbeing of the working
community. In Finland, 35–45% of the aggregate
costs of occupational health are allocated
to these activities. Long-term projects
focusing on wellbeing at the workplace are
being implemented by several companies. The
aim is to increase work productivity by reducing
sickness absences and raising retirement
age.
Work productivity is also raised through
different working time systems, which are
being increasingly adopted.
The Kesko Staff Club encourages and supports
the personnel’s hobby and recreational
activities.
In 2007, all of the Kesko Group companies
in Finland adopted the SAP HR Master main
system for personnel data management. The
system is planned for adoption abroad and in
retail stores in the next few years.
The work and productivity programme
launched in 2007 defines the most important
HR goals and actions for the new strategy
period.
Information about the personnel can also
be found in the Corporate Responsibility
Report for 2007, which will be published in
spring 2008.
the most
attractive
workplace
● Competence management and diverse
development of competencies in
the whole chain
● Service centre of competence
development supporting business
operations
● Capable and committed key persons