To be a company that truly listens to the needs of its customers and enjoys profitable growth, Finavia needs competent, motivated and service-oriented personnel which enable customer-oriented and environmentally- friendly operating procedures throughout Finavia’s organisation. At the end of 2007, Finavia Group had 2,571 employees (2,536). The Group’s personnel increased by 1.3 per cent (6). During the year under review, Finavia had an average of 1,704 employees (1,713). Staff turnover remained at the same level as in 2006. In addition to its own staff, personnel employed by other employers also worked at Finavia’s airports, such as one thousand security check personnel.

CENTRALISATION OF SERVICES

Finavia’s personnel administration underwent many changes during the year under review. The efficiency of operations was improved by centralising all of Finavia’s payroll, service relationship and recruitment operations under Group management. Previously, the same work had been carried out in a decentralised manner at different airports. Personnel services that truly serve employees and business operations were set as the objective.

Personnel administration services were divided into two parts, operational and strategic activities, in the organisational reform in the autumn of 2007. The HR unit will concentrate on consultative and strategic operations that support business operations. Operational activities include two centralised service units: Wage and Working Time Services that handles wage matters, and Personnel Services that handles work and appointment issues.

TASK ROTATION AND MULTIPLE SKILLS

The development of operations in line with strategy was evident during the year under review throughout the entire network of airports. Multi-skilled employees became increasingly vital at airports with low traffic. The implementation of the strategy is also evident at Finavia in encouraging employees to rotate tasks. This makes it possible for employees to change tasks, and at the same time boosts the level of innovation inside Finavia. In the future, Finavia aims to extend the possibility of work rotation to the whole network of airports, including expert tasks.

MANAGERIAL SKILLS AND SUPERVISORY WORK

Finavia believes that the continual development of supervisory work is important. During the year under review, the implementation of the Group’s new strategy in practical managerial work was the central theme of supervisory work. A two-day workshop addressing the new management system was held for all of Finavia’s managers in the spring of 2007. Esimiehen oppimispolku [the manager’s learning path] training supported the managerial work of the individual.

Supervisory work and job satisfaction are measured regularly. During the year under review, performance evaluations connected to managers’ discussions concerning their work were reformed so that now managers are not evaluated only by themselves, but also by their subordinates and supervisors. Special attention is paid to the analysis of the results of the job satisfaction survey and evaluation of managers, and the discussion of development proposals. All managers are also required to hold personal development discussions with their subordinates.

INCENTIVE SYSTEMS

Finavia values employees who are interested in acquiring new skills and are firmly committed and motivated. The personnel fund established by Finavia was the first in the public sector. The fund’s profit bonus includes all of Finavia’s employees except for management. During the year under review, a profit bonus of EUR 1.8 million was transferred into the fund.

In addition to the personnel fund, Finavia uses a second financial incentive system, i.e. a separate performance-related pay system. The important work continues: In 2008, one of the most important objectives of personnel administration is the further development of the bonus and payroll systems.

OUTLOOK FOR 2008

In 2008, personnel administration will focus on the harmonisation of Finavia’s operations on well-being at work, the competence of personnel, and the development of the payroll and bonus systems. Finavia will strive to develop its key customer operations in a more controlled and harmonised direction. The identification of key personnel and the development of their expertise will be improved through career planning and the opportunity for task rotation.

The development of incentives for task rotation will be continued and supervisory work by top management will be supported by providing the opportunity to participate in a personal coaching programme. Personal development discussion forms will be transferred to an electronic competence management system where they can be viewed by both the supervisor and their subordinate.

The collective labour agreement of air traffic controllers will expire in November 2008. The collective labour agreements of other occupational groups were concluded in autumn 2007 and are the new agreements that last for over two years.

AVIA COLLEGE

The skills of Finavia’s personnel are being continually developed so that training supports the achievement of the Group’s objectives connected to safety, customerorientation and cost-effectiveness. Finavia’s special vocational institute Avia College supports this strategic work by ensuring that personnel’s occupational skills are at a high level. The objective of teaching activities is an organisation that learns. Avia College provides high-level training for various occupations in aviation for personnel at Finavia and its partner companies. Avia College trains air traffic controllers, for example, and grants qualifications required in the aviation sector for maintenance, rescue and security check tasks. Avia College also provides basic, refresher, further and supplementary occupational training in response to the needs of Finavia’s various divisions.

A total of about 2,500 people (1,920) studied at Avia College during 2007. Almost half of them were employed by companies outside Finavia Group. During the year under review, about 24,000 (28,000) hours of education was provided at Avia College. The school prepared, for example, a uniform training programme for driving and signalling operations and the handling of hazardous substances for the 400 partner companies operating at airports.

NUMBER OF PEOPLE EMPLOYED AT FINAVIA GROUP’S WORKPLACES 2007, PERSONS *)
	2007	2006
FINAVIA GROUP ADMINISTRATION	177	174
FINAVIA’S INTERNAL SERVICE UNITS	129	127
AVIA COLLEGE	29	30
ENONTEKIÖ AIRPORT	4	3
HALLI AIRPORT	6	6
HELSINKI-MALMI AIRPORT	20	20
HELSINKI-VANTAA AIRPORT	580	587
IVALO AIRPORT	25	26
JOENSUU AIRPORT	22	22
JYVSKYLÄ AIRPORT	48	49
KAJAANI AIRPORT	20	20
KAUHAVA AIRPORT	19	18
KEMI-TORNIO AIRPORT	23	22
KITTILÄ AIRPORT	16	17
KRUUNUPYY AIRPORT	22	22
KUOPIO AIRPORT	60	60
KUUSAMO AIRPORT	14	14
LAPPEENRANTA AIRPORT	16	19
MAARIANHAMINA AIRPORT	19	20
OULU AIRPORT	58	61
PORI AIRPORT	26	26
ROVANIEMI AIRPORT	73	72
SAVONLINNA AIRPORT	14	15
TAMPERE-PIRKKALA AIRPORT	60	60
TURKU AIRPORT	52	53
UTTI AIRPORT	9	10
VAASA AIRPORT	38	37
VARKAUS AIRPORT	4	4
SOUTHERN FINLAND AIR NAVIGATION CENTRE	117	114
NORTHERN FINLAND AIR NAVIGATION CENTRE	4	5
AIRPRO OY	530	470
LENTOASEMAKIINTEISTÖT OYJ	4	4
KIINTEISTÖ OY TURUN LENTORAHTI	2	1
TOTAL	2 240	2 188
*) INCLUDES EXTERNAL EMPLOYEES AND EMPLOYEES CALLED TO WORK WHEN NEEDED.