At present, particular attention is paid to the development of management practices, increasing the organization’s competences by recruitment and development of employees’ skills, and to the development of the organization's safety culture.
Recruitment activities are carried out in accordance with the Fennovoima Recruitment Process, which is part of the Fennovoima Management System. The emphasis on recruitment during 2016 was continuing to strengthen Fennovoima’s engineering, nuclear and turbine island areas, project management and nuclear safety organizations. The recruitment focus will remain quite the same during 2017.
The recruitment decisions are made based on the competence, qualifications, motivation and suitability of the candidate related to the open position in question, i.e. the gender, age or nationality do not affect the selection. Fennovoima encourages career development and transparency in filling the positions by publishing all the open positions on the intranet. Every employee can apply for open jobs.
In 2016, Fennovoima recruited four employees over 60 years old in order to strengthen the competence base and share knowledge in the organization. During the year 2016, no employees retired. Fennovoima has also recruited young professionals. In summer 2016, we had nine summer trainees, of whom four continued working for Fennovoima after their trainee period ended.
During 2016, our training activities have been further developed and new training modules have been launched. Training is organized based on the annual Training Plan, which is updated regularly according to the needs of the project, the organization and the employees, as well as regulatory requirements.
Fennovoima develops its leadership culture and emphasizes management and leadership skills. These skills are developed by training, individual and group coaching, and mentoring.
All employees are offered training regularly, and there are several mandatory training courses related to matters such as VVER plant technology, YVL guides, nuclear safety culture, the Fennovoima Management System and internal tools.
The first pilot supplier training regarding plant technology was launched in November. The pilot of the next part, Basic Plant Course II, was organized in January 2017. These courses are held by ROSATOM-CICE&T. Also, training on management processes and procedures have been actively developed and documented. The employee competence model has been developed further. The first version of the model, which also includes technical skills, is expected to be ready in 2017.
During the coming years, the number of training days will grow as more plant technology-specific training will be provided by the plant supplier.
To ensure the fluent integration of the new employees into the working environment, all new personnel participate in a two-week introduction training program at the beginning of their employment. The introduction period includes mandatory introduction training, self-studies, mentoring and supervisor guidance.
The objective of the training is to familiarize the new employees with the requirements of the nuclear industry and nuclear safety culture, and to guarantee sufficient basic know-how of different areas related to the project according to the personal introduction plan that is created for each new employee.
Personal development discussions
Personal development discussions are seen as the most important tool of performance management, and they are held annually. The discussion includes target setting and follow-up, wellbeing, feedback, competence evaluation and personal development plans. Agreed targets and action plans are followed up and updated continuously.
|Average training hours per employee||46 h|
|Average hours of training per employee category and by gender||
Management Team: Women 13h, men 38h
|Percentage of Personal Development Discussions (PDD)||PDDs were held for 97 % of the employees (target 100%)|