In the spring of 2008, Finnlines acquired four ro-ro vessels, of which MS Finnmill and MS Finnpulp were placed under the Swedish flag and MS Finnkraft and MS Finnhawk under the Finnish flag. The organisation of Passenger Sevices was strengthened. Preparations for the transfer to the Port of Vuosaari were made throughout the year under review in Helsinki. During the autumn, Finnsteve conducted co-operation negotiations related to the transfer to the port. The new port was taken into use over one weekend in late November 2008.

TRAINING

The aim of the company’s employee training programme is to improve operations, increase expertise and maintain motivation for work. New employees take part in specifically designed orientation programmes. The whole Group also makes use of the eLearning-based Finnlines Induction Game for orientation.

A Group-wide management training programme was launched in the autumn. Those involved with organising traffic to and from Russia were given training in Russian culture and practices, and courses in IT and languages were also offered.

A new operational system called Compass was taken into use, to handle the whole process from bookings to invoicing. Also implemented was the Lighthouse CRM system.

With regard to sea personnel, the most important training areas were safety, competence maintenance and diverse competence development. To guarantee expertise, the Company continued to use navigation bridge simulator training in cooperation with Novia University of Applied Sciences. The simulator was used to practise sailing into the new Port of Vuosaari. Training voyages to Vuosaari were organised and the ships’ officers acquired the pilot on line service data for the lane. Group-wide training in cargo safety was held, and onboard manager training started.

Emergency drills are conducted regularly on board and on land. Joint emergency simulations were organised with emergency and rescue authorities. Officers took part in an annual shipping event focused on topical issues. Guided practical training also forms an important part of the company’s onboard training program.

In port operations, staff development focused particularly on the transfer to Vuosaari and its challenges, including the development of shared work models. Efforts were made in process development, and the training programme will continue into 2009. Management skills are improved with a Specialist Qualification in Management taken by some twenty foremen members. The professional competence of stevedores was improved with occupational safety training.

RECRUITMENT

According to Finnlines’ human resource policy, open positions are first advertised internally; this improves job rotation and develops employee competence. During 2008, staff were recruited particularly for Finnlines’ own ro-ro vessels. Shore-based new personnel was recruited in the Passenger Services organisation as well as new experts in IT department and in some temporary posts.

MENTAL AND PHYSICAL WORK ABILITY

Several measures were taken to promote the physical, mental and social work ability and health of the company’s employees. Occupational health care services were used more extensively and some employees took part in events to promote occupational health. A staff fitness and recreation event was again organised in spring. Regular health mappings are offered to allow employees to monitor their fitness level and motivate them to take the initiative to exercise. Staff associations are in place to support employee leisure and recreational activities, and employees can apply for fitness vouchers. Sea personnel have access to onboard gyms.

SATISFACTION SURVEY

The central issues in the company’s human resources policy are leadership, recruitment, training and orientation, safety, work development, work ability and health.

The success of the human resources policy is evaluated every other year in each business unit. At year-end, the job satisfaction survey encompassed the parent company (Finnlines Plc), as well as the units in Germany, UK, Poland, Denmark and Belgium. Each unit creates its own development plan on the basis of survey results.


Key figures 2008 2007
Average number of employees 2 436 2 335
Revenue/employee, EUR 302 030 293 661
Personnel expenses/employee, EUR 53 693 54 083
Operating profit/employee, EUR 13 552 22 910
Employee turnover, % 32 34
Absences of personnel, change % -14 3
Training days, total 4 173 3 862
Average number of employees per business area 2008 2007
Shore-based personnel
Shipping and Sea Transport Services 458 456
Port Operations 1 006 1 014
Sea personnel 972 865
Continuing operations, total 2 436 2 335
Divestments
Total 2 436 2 335
As of 31 Dec 2008, there were 1 365 shore-based personnel and 1 012 sea personnel for a total of 2 377.
Employee categories 2008 2007
Office staff 27% 28 %
Sea personnel 40% 37 %
Stevedores 33% 35%
Gender distribution Shipping Sea operations Port personnel
Female 48% 8% 21%
Male 52% 92% 79%
Personnel by country 2008 2007
Finland 66% 66%
Germany 5% 5%
Sweden 23% 23%
Other 6% 6%
The average age of Finnlines personnel was 42 (43) years.
The average duration of employment was appr. 10 (10) years.
Personnel profit and loss account, (EUR 1 000) 2008 2007
Revenue 735 747 685 464
Personnel expenses
Real working time expenses 94 105 90 605
Personnel renewal (holidays, recruitment) 20 108 17 221
Personnel development 1 281 1 349
Personnel benefits and obligations 16 909 17 109
Total personnel expenses 132 403 126 284
Other operating expenses 570 331 505 684
Profit before other operating income (operating profit) 33 013 53 496
Other income from operations 2 430 15 320
Net operating profit 35 443 68 816
Quarterly figures I/2008 II/2008 III/2008 IV/2008
Average number of employees 2 313 2 477 2 555 2 415