Co-operation with a human touch

Our aim is to ensure that as many Veritasians as possible contribute to the development of our shared work through their competence and views. In developing our operations, we have for years made use, for example, of strategy groups, whose members represent different functions of the organisation, with varying roles and backgrounds and work experience ranging from a few months to decades. Each and every Veritasian thus has an opportunity to influence and contribute with their competence and personality.

Four times a year, we conduct an employee survey that we use to stay up-to-date on our employee well-being, but also to hear their thoughts and opinions on topical questions. This allows each and every Veritasian to make an impact and to participate in decision-making. As current matters in 2022, the surveys explored, for instance, the functionality of the office spaces in Turku and Helsinki, as well as the need for support following the change negotiations and the psychological feeling of safety.

The tools we have employed in promoting co-operation include not only normal co-operation activities, personnel days and our annual celebration, but also various virtual involvement and communality tools. We have found also our regular 15-minute team sessions organised with different team set-ups to be very useful, as these have involved the reinforcement of our internal co-operation and our common view of the working situation. These 15-minute sessions have additionally sometimes involved, for instance, the resolution of problematic policies and situations together.

Cross-organisational co-operation is developed, for instance, in the Veritas Future training programme, the third round of which will commence in 2023. The training programme is open to all Veritas employees regardless of their role, and it aims to build networks, provide an increasingly profound understanding of the way Veritas and the pension system operate, as well as to afford opportunities to influence the implementation of Veritas’ strategy.

The agile development model, which is aligned with our strategy, has been drafted together with product coordinators and managers. Our objective for the entire organisation is a transparent development process, where every single Veritas employee will have the opportunity to pitch development ideas for every process and to witness how such ideas proceed.

Target 8: We co-operate and involve our employees

In 2022, particularly the chances of impacting one’s own work and matters pertaining to the work community were felt to have deteriorated from before. This is something we will be focusing on going forward, so as to attain our target of ≥ 90 per cent.

Everyone is entitled to good leadership

Every employee is entitled to good leadership. Leadership and managerial work have a great impact on motivation and work ability and, thereby, on the well-being of all employees, also outside the workplace. At Veritas, all managers are close to the everyday lives of Veritasians. This lays a sound foundation for an atmosphere of trust.

We consider it important that managers are able to focus on good leadership and are also sufficiently supported in this most essential task of theirs. The induction of new managers always includes coaching in leadership skills, and all our managers participate once a month in manager meetings involving open discussion on topical leadership themes while also seeking solutions to everyday situations. The topical themes for the year 2022 included matters related to co-operation, responsible work conduct and agile development. Moreover, we continually try out also new ways to develop managerial work.

Target 9: Everyone is entitled to good leadership

In the future, our goal is to keep up the high scores (average ≥ 8.5) and, most of all, to reduce the standard deviation of the scores (current SD 1.3; target ≤ 1).