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Developing people’s skills and expertise

Work on developing people’s skills and expertise, together with training generally, is guided by the needs of Neste Oil’s businesses and the changes affecting the environment in which the company operates. Developing strategic competencies, managerial capabilities, and the expertise and skills of the personnel are based on helping support the company’s businesses achieve their short- and long-term goals.

Development discussions and job rotation help people progress in their careers

Annual performance and development discussions play an important role in helping people develop in their work. These discussions concentrate on setting targets, evaluating performance, and reviewing issues related to employees’ personal development. Performance and development discussions covered 82% (82%) of personnel in 2013, excluding service station personnel in Russia. Performance and development discussions are held 2–4 times a year.

Job rotation is an important tool in HR development and in committing personnel to the company. 8.4% of employees (8.0%) switched to new jobs in 2013. The long-term target for job rotation is 6–8%.

Read Anssi's story about his diverse career at Neste Oil.

Developing strategic competencies and successor planning

During 2013 Neste Oil defined the strategic competencies that it needs in the light of the skills required by the Group’s businesses, as part of an overall effort to help the company achieve its strategic goals. Planning work on a new development program covering these strategic competencies was started in 2013. The program itself is expected to begin in 2014.

Successor planning integrated into a review of key positions across the Group represents one of the ways that Neste Oil is using to prepare for the changes in competency requirements that are expected to develop over the next few years. Neste Oil’s long-term target is to fill 80% of key positions through internal recruitment.

Around 100 people are expected to come up for possible retirement between now and the end of 2016, and work is under way to respond to this through long-term HR planning and by strengthening Neste Oil’s image as an employer among key target groups.

Coaching-oriented leadership underlined in management development

Neste Oil continued promoting coaching-oriented leadership as part of management development work during 2013. This focuses on encouraging managers and supervisors to engage the members of their teams by involving them, delegating responsibility to them, and fostering more independent decision-making further down in the organization. Peer coaching and comprehensive feedback, amongst other methods, are used to underline the value of a coaching-oriented mindset. Developing coaching-oriented leadership will also help translate the thinking behind the new Way Forward initiative into practical measures and practical progress.

Developing project management skills is also important

Neste Oil’s strategy is being implemented through numerous individual projects grouped under the umbrella of four Value Creation programs. As the success of these projects will play a major role in how well Neste Oil succeeds in achieving its overall strategic goals, project management skills are emphasized. Reflecting this, expert personnel and those responsible for projects are provided with a range of training to enhance their project management skills.

Participation in Neste Oil’s training programs (number of participants)

  2013 2012 2011
Training for new managers 69 87 80
Extended management training 72 71 37
Specialist training 110 38 Began in 2012
Project management training 35 27 39

Neste Oil organizes a wide range of training for personnel every year, covering professional specialties, languages, IT, safety, and first aid. In addition, employees are provided with various self-study materials and online modules covering areas such as information security, competition law, and work permits. Some of this training is provided as part of complying with Neste Oil’s statutory commitments. 

Training-related investments

  2013 2012 2011
Training days/ person 2.1 2.5 2.8
Training-related investments, EUR million 3.5 3.6 4.2