Fazer seeks to develop a safe work environment and a working community that supports both health and employability. Fazer wants to ensure that personnel are motivated and have clear responsibilities.

Fazer aims to be a responsible employer, which provides people with jobs that are meaningful, challenging and fulfilling in a safe and supportive environment. Fazer believes that thriving employees are an invaluable asset. The Group invests continuously in preserving its status as an attractive employer.

“Fazer is a performance-driven company. Clear targets and responsibilities ensure that every individual not only finds their work meaningful and has opportunities for personal growth but also understands their role in achieving our business’ goals," explains Mika Videman, Senior Vice President of Human Resources, Fazer Group.

Implementation of the well-being strategy

In 2013, the Group began executing its well-being strategy in all of the countries where it operates. Developed in 2011 and 2012, it is based on eight drivers: leadership, work fluency, safety, health, competence, meaningfulness, fellowship and employeeship, and work lifecycle management. The processes and tools for implementing the strategy have been incorporated into management systems and other functions beyond people development.

Employee survey responses at record high

The early outcome of the well-being strategy can be seen in the results of the People Power Survey. The annual survey, which assesses employees’ workplace satisfaction, received a very good response rate of 80.4 per cent in 2013. This far surpasses the previous year’s record high of 73.1 per cent and demonstrates the engagement that Fazer employees have. The People Power Index, which measures total engagement, increased slightly.

The Well-being Index, which comprises 16 items from the survey concerning well-being, also rose. Furthermore, the item regarding the company’s focus on well-being improved the most.
In the People Power Survey, Fazer’s results are clearly above the European norm on the questions concerning trust towards supervisors, personnel’s ability to express their opinions in cases of disagreement, and supervisors’ courage to tackle problems.

Developing employeeship

“A crucial element in the success of our people development is that we don’t just develop leadership, but also employeeship. The objective is to foster an open atmosphere where we not only respect differences in opinions, but are also able to constructively challenge each other. This way we can create a culture of continuous improvement, which increases efficiency as well as well-being,” says Mika Videman.

One initiative to develop employeeship was the launch of a set of concrete instructions to prevent workplace bullying at Fazer in 2013.

Group-wide value discussions completed

Value discussions, which began in late 2012, were completed throughout the Group by the end of 2013. Each team participated in an in-depth dialogue examining Fazer’s values to investigate how well the company and employees put them into practice. The discussions highlighted existing behaviours that employees feel should be maintained. Among these, Fazer’s quality mindset, strong consumer focus, an open and free atmosphere in the workplace and employees’ tendency to help one another emerge very clearly.

The results of the People Power survey show that almost 9 out of 10 employees say that Fazer’s personnel live up to the company’s principles and values, and that these values are worth pursuing. This score is significantly above the European norm.