- To the reader
- 39,152 employees
- The coronavirus year: The pandemic revolutionised the way we work
- Persons liable for non-military service
- Remote work: More opportunities to work remotely
- New roles: A talent pool balanced out the workloads
- New opportunities to change roles
- Occupational well-being: Occupational well-being is managed with knowledge
- Staff experience
- Leadership and workplace culture: Increasingly good management
- The overall result from the Pulse of Renewal
- A new HR system collects an increasing amount of information
- Developing leadership and skills: Training continued online
- Hiring: Various ways to tackle the demand for new talent
- Becoming an attractive city with jobs that matter
- Diverse forms of hiring
- Equality and parity: Award-winning and responsible work
- Rewards: Recognising everyday successes through rewarding
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Statistics
- Statistics
- 1 Changes in employee numbers
- 2 The turnover of permanent staff
- 3 Permanent employees reaching the age that entitles them to receive old age pension
- 4 Person years
- 5 Distribution of total working time
- 6 Average age of staff members
- 7 Personnel by first language
- 8 Personnel by gender
- 9 Trend of absences due to illness or injury
- 10 Change in workplace injuries
4 Person years
The increase in the number of staff members resulted in a clear increase in person years as well. Person years are calculated by subtracting all absences, except for annual leave, from the service days of all permanent and fixed-term employees. The resulting figure is then divided by 260.7143.
