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increased from 85 percent to 86 and in Finland from 67 per-
cent to 68. Based on the results of the survey, each company in
the Group has been given at least two focus areas for develop-
ment for 2011 and 2012. Development work is carried out at
the company level, as the challenges and conditions of differ-
ent areas of operation are different from one another.
Competence
The right kind of personnel competence is a decisive factor in
Edita’s Group companies’ ability to respond to the expecta-
tions of customers and remain competitive. Along with per-
sonnel development, we must also make sure we are able to
attract the most competent experts to the Edita Group.
In 2011 employees competencies were developed with diverse
methods. An average of 10 hours per employee was spent on
training. Developing employee competence is planned and
budgeted for according to the strategies and business plans of
the group companies. One example of developing competence
is the Citat Academy, which got underway in March 2011 and
whose operational idea is: Through inspiring and up-to-date
training we guarantee that the most competent and innovative
personnel in the industry are at our service.
Some of the Citat Academy trainers are experts from out-
side the company. There are three areas of training: expertise,
leadership, and other inspiring training. In 2011, for instance,
50 employees participated in the Projektien talousasiat (finan-
cial aspects of projects) course and 300 employees participated
in the presentations that were open to everyone. The personnel
at Citat have greatly appreciated the project.
We continued the Group-level management evaluation and
development programme which began in 2010. A total of 33
managers participated in the programme, where they received
personal evaluations in order to recognise their individual
areas for development and career goals. The objective is to cre-
ate plans to help each manager develop the different areas of
his or her leadership.
Commitment
Our goal is to ensure that all Edita group employees know
their personal goals for the coming year. We want to increase
the motivation and commitment of personnel through perfor-
mance management. The personal goals of each employee are
clearly integrated into the goals of the company in the annual
performance appraisal.
The proportion of employees who had participated in at
least one performance appraisal in the last 12 months rose to
68 percent (2010: 59%). In the companies where performance
appraisals had not been systematically held in 2010, the pro-
portion of employees who had participated in a discussion
grew significantly. Our goal is for each employee to participate
in at least one performance appraisal every 12 months.
Another way to strengthen the commitment of employees
is through cooperation. Staff groups in each of the fully-owned
group companies have chosen a representative. The head repre-
sentative of largest staff group at Edita Prima is also a member
of the company’s executive group. In Sweden, each company
has an employee forum or trade union representatives, and
“By promoting diversity we are able to
better respond to our customers' needs and
can strengthen our competitiveness.”
annika parkkonen, hr director, edita group