Our aim is to ensure that as many employees 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 Veritas employee thus has an opportunity to influence and contribute with their competence, experience and personality.
Four times a year, we conduct a personnel 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 enables each and every Veritas employee to influence the development of our activities and to participate in decision-making. As topical matters in 2023, our surveys explored, for example, the status of the Veritas culture and perceptions of Veritas as a responsible employer.
The tools we have employed in promoting co-operation include not only normal collaboration activities, personnel days and our annual celebration, but also various virtual involvement and communality tools. Shared exercise breaks have further strengthened the sense of community. We set aside a special week to focus on our successes and express gratitude to our co-workers. We have found our regular 15-minute team sessions, organised with different team set-ups, to be very useful, as these have advanced our common view of the working situation and our internal co-operation. These 15-minute sessions have additionally sometimes involved, for instance, the joint resolution of problematic policies and situations.
Cross-organisational co-operation was developed in the third round of the Veritas Future coaching programme. The coaching programme is open to all Veritas employees regardless of their role. The programme aims to build networks, provide an increasingly profound understanding of the way Veritas and the pension system operate, as well as to reinforce the participants’ own role as experts. Company visits increase knowledge of our customers. As part of our coaching programme, every employee has the opportunity to contribute to our development work. The areas of the development work were chosen in advance and support the realisation of Veritas’ strategy. Altogether ten people participated in the coaching programme and their feedback was very positive.
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
| Starting level 2020 | Actualised 2021 | Target 2022 | Actualised 2022 | Target 2023 | Actualised 2023 | Target 2024 |
|---|---|---|---|---|---|---|
| Average 92% (fully agrees or agrees to some extent) | Average 90% (fully agrees or agrees to some extent) | Average ≥ 90% (fully agrees or agrees to some extent) | Average 83% (fully agrees or agrees to some extent) | Average ≥ 90% (fully agrees or agrees to some extent) | Average 95% (fully agrees or agrees to some extent) | Average ≥ 90% (fully agrees or agrees to some extent) |
In the personnel survey conducted in 2023, a total of 95 per cent of Veritas employees completely agreed or somewhat agreed with the questions concerning their ability to influence their own work and matters related to their work community, and their willingness to work towards shared goals.
Through our persistent work, we have succeeded to achieve a notable improvement in the co-operation and inclusion of all Veritas employees in common matters, since the corresponding figure for the previous year was 83. We will work hard to continue improving in this area and to exceed our target of ≥ 90 per cent.
Everyone is entitled to good leadership
Each 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 Veritas employees. 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 of their tasks. The induction of new managers always includes coaching in leadership skills, and all our managerial staff 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 2023 included the development of our corporate culture and anti-racism.
Target 9: Everyone is entitled to good leadership
| Starting level 2020 | Actualised 2021 | Target 2022 | Actualised 2022 | Target 2023 | Actualised 2023 | Target 2024 |
|---|---|---|---|---|---|---|
| Average 8.5 | Average 8.6 | Average ≥ 8.5 | Average 8.5 | Average ≥ 8.5 | Average 8.7 | Average ≥ 8.5 |
| (standard deviation 1.2) | (standard deviation 1.2) | (standard deviation ≤ 1) | (standard deviation 1.3) | (standard deviation ≤ 1) | (standard deviation 1.3) | (standard deviation ≤ 1) |
In the personnel surveys conducted in 2023, the managerial work received high scores (average 8.7 on the scale 1–10), which is a result of several years of development work.
In the future, our goal, for example, is to utilise regular coaching sessions for managers as a means of maintaining the high scores (average ≥ 8.5) and, most of all, to reduce the standard deviation of the scores (current SD 1.13; target ≤ 1).