Mehiläinen as an Employer

Mehiläinens's entire range of operations was awarded the ISO 9001:2008 quality certificate in the spring of 2007, making it a unique accomplishment in Finnish health care.

To ensure patient safety, Mehiläinen monitors and evaluates implementation of care processes in accordance with the quality system. Evaluation results are used as the basis for developing operations. Paramount patient safety is ensured by developing care practises, keeping equipment in impeccaple condition and ensuring their proper use. Mehiläinen complies with legislation and cuurent recommendations in all care procedures.

A workplace of choice

Mehiläinen wants to be the best workplace, one that provides excellent opportunities for personnel to perform well and succeed. The work atmosphere encourages and values employees.

2008 was characterised by significant investing in the Leija project which focused on well-being at work, enhanced employee rewards and improved competence. The Leija project, carried out in collaboration with the Varma Mutual Pension Insurance Company in 2006-2008, concentrated on the well-being at work of Mehiläinen personnel. The goal of the project was to identifty factors affecting well-being at work, develop the management culture and encourage personnel to take care of their own well-being as well as to create and reinforce policies in support of a satisfying workplace and success at work. The project included, for example, regional well-being events aimed at Mehiläinen personnel and independent practitioners. During the two years of the project, approximately 700 employees and independent practitioners participated in events.

The Leija project is continuing in 2009 as a lifestyle programme. Personnel and independent practitioners are offered personal fitness tests and training programmes. A lifestyle change may involve improving one's physical fitness, managing one's weight or quitting smoking.

Developing the employee rewards system

April 2008 marked the first time that Mehiläinen paid performance bonuses to personnel based on a new reward system implemented within the Group in 2007. The bonus system includes monetary bonuses as well as rewards relating to personnel benefits, perfromance development and ways of working.

The collective labour agreement on the private health care sector included a significant salary structure reform which bases salaries on how demanding a person's work is. This reform gradually took effect as of 1 March 2008. Spesific factors implemented within the company in November aim to reward special skills that support the company's business objectives.