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UPM Annual Report 2016

UPM Annual Report 2016

40

41

In brief

Strategy

Businesses

Governance

Accounts

Stakeholders

Developing a safe and inspiring working environment in which

people can participate and grow is important for UPM. UPM aims to

provide an environment in which employees are capable of achieving

business success. UPM encourages its employees to pursue

professional growth and supports them in learning and developing

their skills further.

The company uses the 70/20/10 model based on the assumption

that 70% of learning takes place on the job, 20% comes from learning

from others and 10% comes from development programmes.

UPM systematically uses a performance management process

(PPR) to set individual strategy-related targets and create

development plans for all employees globally. The PPR provides

an opportunity for both managers and employees to give and receive

feedback on performance and behaviour based on UPM values.

Over the past few years, UPMhas developed its performance

appraisal process by emphasising managers’ roles in leading

performance and giving feedback. Managers are expected to focus

on performance management and guiding their teammembers to

reach agreed targets. UPM’s target is that all employees have a target

setting and development plan by 2030.

In 2016, UPM started to train its key employees on human rights

and continued its human rights assessment by initiating a global

evaluation focusing on activities at UPM sites, community relations

and local sourcing.

Engaging employees to develop the workplace

The UPMEmployee Engagement Survey (EES) invites all employees

across the company to evaluate different aspects of the working

environment every year. The survey measures development using

three main indices: Employee Engagement, Manager Effectiveness

and Occupational Health and Safety (OHS).

In 2016, 83% (79%) of UPM employees responded to the survey,

which illustrates a high level of willingness to participate in the

development of UPM as a place to work.

All UPM-level indices improved. The Engagement Index has

increased three percentage points for three consecutive years.

The Engagement Index increased to 69% (66%), but is still behind

our 2030 target to be in the top quarter of companies. Favourable

scores in the OHS Index increased to 81% (80%). Favourable scores

in the Manager Effectiveness Index have steadily improved over the

years (from 76% in 2015 to 78% in 2016), and remain at a high level.

All EES items are showing a positive trend and the scores for

questions regarding our future and vision in particular have increased

significantly. The EES provides an opportunity for annual monitoring

of long-term trends and the progress of agreed development activi­

ties. The progress is followed up and evaluated in order to define

further improvements both at organisational and team level.

UPM-level focus areas for development are diversity and inclusion

as well as the growth and development of UPM employees.

Apprenticeship combines learning and working

UPM’s apprenticeship programmes in Finland and Germany are a

way to ensure the required level of expertise for future employees

The programmes are typically targeted at shop floor positions in

production or maintenance. UPM conducts the programmes together

with regional vocational schools. In Finland, some 100 people have

been included in the apprenticeship programmes annually. Most

of the graduated apprentices have continued to work at UPM.

UPMhas also launched a UPMBioforce Graduate Programme

for young professionals. The programme will begin in the autumn

of 2017.

In 2016, the main focus areas in UPM’s People Strategy were aiming higher

in business performance and value-based and inspiring leadership, as well as

continuously challenging the status quo to develop the company.

Our

people

Encouraging growth

CONTENTS

PERSONNEL BY COUNTRY

31 Dec.

2016 2015 2014

Finland

7,347 7,464 7,855

Germany

4,262 4,591 4,586

Russia

793

798

787

United Kingdom 752

763 1,098

Poland

608

535

499

France

505

585

785

Austria

483

518

549

Estonia

250

217

204

Spain

105

109

109

Italy

52

55

61

Turkey

42

42

40

Belgium

34

31

28

Ukraine

26

27

25

Sweden

25

24

27

Other Europe

80

79

86

China

1)

1,790 1,546 1,424

United States

2)

970 1,070 1,087

Uruguay

580

573

565

Malaysia

140

122

175

South Africa

94

78

67

Mexico

92

81

50

Brazil

56

58

89

Australia

50

50

61

India

40

42

39

Rest of the world 134

120

118

Total

19,310 19,578 20,414

1)

Incl. Hong Kong

2)

Incl. Madison 50%

of permanent employees

had a personal performance

review with their managers

87%

TARGETS

2030

favourable responses

to Employee Engagement

Survey’s diversity question

79%

TARGETS

2030

UPM Biorefining 14%

Other operations 2%

UPM Plywood 13%

UPM Paper ENA

45%

UPM Energy 0%

UPM Raflatac

16%

UPM Specialty

Papers 10%

UPM’s personnel by business area 2016

12 13 14 15 16

08

11 10 09

80

60

40

20

0

Response rate (%)

OHS Index

Manager Effectiveness Index (MEI)

Employee Engagement Index (EEI)

Employee Engagement Survey

(EES) results, Trend 2008–2016