By corporate social responsibility, we mean considering the societal impacts of our operations, for instance through our procurements, and also our HR policy and operating culture.

Corporate social responsibility aspects in procurements are discussed in the chapter on procurements. 

Principles and policies governing HR responsibility

The HUS Executive Board decides on HR policy, the remuneration system and implementation of an equitable pay policy and how these are applied across the HUS Group. The aim is to ensure meaningful, productive and safe work in a setting of equality, transparence and fairness. HUS Logistics complies with the general HUS HR ground rules and policies, and all new employees are provided with orientation in HUS values: Caring, Equality and Pioneership

Personnel responsibility goals and how to attain them

Our HR policy goal is for HUS to be a pioneer and the most attractive employer in its field and for every employee to have meaningful, productive and safe work. HR principles are founded on the notions that good, strong HR policy is equitable, transparent and fair to everyone, regardless of which unit or area any given employee is working in. 

HUS Logistics grew in 2021, with an increased number of recruitments and new employees. Induction quality was improved with team induction sessions and by further specifying the content of the general induction plan. New supervisor roles and organizational changes were introduced to ensure feasible team size and to clarify team responsibilities so as to streamline improvement of operations.

Improvement of operations is based on the Lean philosophy. In the course of the year, personnel participated not only in the development of their own team but also in development workshops known as ‘kaizen’ and on ‘gemba’ walks. A kaizen is typically a workshop lasting 1 to 4 days, during which a change addressing a pre-identified problem in a process is planned and executed. The people participating are those responsible for supervising and executing the process in question, from various teams. Every participant contributes according to their role, and the workshop group learns together in improving the process. The overall goal is to find smoother and better ways of working.

Gemba walks are intended to demonstrate concretely how a particular process works and to remove obstacles to success. The aim is to improve communications and cooperation between management, personnel and teams and to increase the understanding of management of the content of and problems in day-to-day work, so that management can have a better insight into how to make the work better. 

HUS Logistics management practice

Steering and management at HUS Logistics complies with HUS values and with the operating principles agreed in the profit area. Transparency, equality and interaction are important management principles. Management is based on a common management model implemented in all teams. This layered management model includes regular monthly and weekly meetings, and meetings may be held as required for any particular area of operation, even on a daily basis. The purpose of having a common model is to ensure timely communications, personnel participation in improving operations, and support from supervisors and management in seeking to attain our goals. 

Goal discussions and performance appraisals are held at least once a year, and goals are set at every level and monitored regularly. 

For handling matters that affect HUS Logistics across the board, the profit area has a management team chaired by the director, with members appointed by the director and a personnel representative. When necessary, the people who prepare the matters to be discussed by the management team may participate in the discussion on their respective matters in the management team. 

It is the job of the management team to support the Director in strategic and operational management and to ensure that decisions are put into effect and monitored. The management team monitors accessibility to and quality of customer services, customers’ experiences of the services, the functioning of cooperation, the finances of the profit area and other operations. The management team discusses risk reports, preparedness, and risk management goals and action plans. 

The management team may invite expert consultants to its meetings as necessary. Meetings of the management team are minuted, and the minutes are made available in a Teams channel accessible by all HUS Logistics employees. The management team meets once per month and whenever convened by the chairman. 

Personnel figures in 2021

Personnel figures 2021 2020 2019 2018
Total personnel 516 444 441 411
Permanent 443 410 410 370
Fixed-term 73 34 31 41
Part-time 9 12 8 18
Full-time 507 432 433 393
Turnover 2021 2020 2019 2018
exit turnover ofpermanent personnel, % 9.7 5.7 11.2 (12) 7.9

Family leave

Family leave 2021 (days) 2020 (days) 2019 (days) 2018 (days)
Maternity leave 576 1,572 381 253
Paternity leave 555 213 313 176
Child care leave 993 1,572 1,222 1,754
Child care leave, men 396 365 346 576
Child care leave, women 597 1,207 876 1,178
Parental leave 635 578 764 575
Partial child care leave 607 475 1,184 1,276
Partial child care leave, men 0 0 0 138
Partial child care leave, women 607 475 1,184 1,138
Temporary child care leave 151 120 187 166
Temporary child care leave, men 121 97 113 103
Temporary child care leave, women 30 23 74 63

Working Life Barometer 2021

Index 2021
Management 3.60
Functioning of the workplace uni 3.87
Supervisor work 3.92
Interaction at work 3.66
Meaningful work 4.11
Professional self-esteem 3.87
Working capacity index 4.11

Occupational accidents 2021

Damages, pcs Damage resulting to sick leave Total number of sick days Reimbursements, EUR
Work 34 4 57 5,212
Commuting 18 4 184 39,732
Treatment costs only (44) 0 0 6,743
Occupational disease 0 0 0 0
Suspected occupational diseases 0 0 0 0
Total 52 8 241 51,687

Incidence of accidents 2021

LTA3 4.85
LTA1 4.85

Occupational safety and health

Occupational safety and health (OSH) at HUS Logistics is managed in accordance with the HUS Action Plan for Wellbeing and Safety at Work (2018–2021). Occupational safety and health planning at HUS Logistics is the responsibility of the OSH manager. Support is provided by the OSH delegate and OSH pairs. OSH pairs are formed of supervisors and employees, and they cover all operating areas in Logistics.

OSH and other safety training is held 2–3 times a year, for instance for the OSH pairs. Workplace units are also provided training on an as-needed basis, for instance regarding remote work or workplace ergonomics. OSH induction is provided by the OSH manager 2–3 times a year.

Work-related risks are assessed in the HUS risks system. The assessment is made every four years and updated annually. Occupational accidents, including biological exposure and safety observations, are also recorded in the HUS risks system along with event reports.