Cooperation as a theme

Three men working in Katajanokka harbour.

The COVID-19 pandemic and the new ways or working necessitated by it highlighted the need to develop cooperation skills and good management at the Port of Helsinki as well.

The pandemic continued all year round in 2021. The Port’s own COVID-19 preparedness group assembled on a weekly basis, and the group’s meetings also involved discussing matters related to the staff’s health and safety. Remote work recommendations, wearing masks at workplaces, keeping distances and other  procedures were continued extensively.

As part of cost reduction measures, the Port’s staff were temporarily laid off for 30 days in the spring of 2021 as well. Management participated in the measures by waiving their holiday bonuses.

As the remote work recommendations were temporarily lifted late in the year, the Port introduced multi-site working in which some of the work is carried out at the workplace and some at home, for example. This increases flexibility in working life and promotes the coordination of work and private life.

Despite the pandemic, the Port focused on aspects such as the staff’s occupational well-being, good occupational health care and employee benefits.

Learning together was highlighted

The Port’s career development discussion process was developed, unified and implemented across the entire work community. The career development discussions involved going through employees’ competence matrix, and with employees over the age of 60, the discussions also touched upon their planned time of retirement and any plans they had for successors.

As part of adaptation measures and due to assembly restrictions, some training courses were postponed. All of the Port’s training courses emphasised learning together and cooperation.

In the spring, the Port held a “port game” in which all employees joined forces to go through the company’s strategic projects and seek new ideas for the themes thereof. Employees also got to cooperate across department borders and meet colleagues virtually during a time in which encounters had been reduced due to remote working.

The Port also held Fair Game workshops in the autumn. The results were used as a basis for creating the Port’s ethical principles and a related training course that will be held in 2022.

One-off and quick bonuses granted

The Port of Helsinki uses a rewarding model that supports customer satisfaction and responsibility objectives. The entire staff will continue to be included in the bonus performance system, and it is possible to place the bonuses received in a reserve in the staff funds. However, the company failed to reach its financial objectives in 2021 and, thus, no performance bonuses will be paid.

The Port also uses a one-off bonus model, in accordance with employees were granted one-off bonuses and quick bonuses for good performances.

Occupational well-being survey resulting in a development plan

As the autumn season began, the Port of Helsinki conducted an extensive occupational well-being survey in cooperation with the Finnish Institute of Occupational Health. The survey charted how the Port’s employees were feeling and what their thoughts were, and it also involved identifying challenges with coping at work and communality, which many companies have had due to the extended period of remote working brought about by the COVID-19 pandemic.

The survey responses were used to create an occupational well-being development plan, which entered the implementation phase late in the year. The plan focuses on management and supervisor work, as well as developing organisational culture and work community skills.

Due to the survey conducted, the Port’s traditional job satisfaction survey was postponed to the next year, and the Port’s Liekki index was not gauged for 2021.

Port staff in figures

At the end of 2021, 83 people worked at the Port of Helsinki, one of whom was a temporary worker. The number of staff decreased by two people from the previous year.

  • The number of person-years worked was 78.1 (2020: 79.8)
  • On 31 December 2021, 29.8% of permanent employees were women and 70.2% were men
  • At the end of 2021, the staff’s average age was 51.2 years (women 50.5 and men 51.6 years)
  • In 2021, the Port’s departure turnover rate was 3.6% and average turnover rate 10.7%
  • The average sick leave rate in 2021 was 2.1% (2020: 2.4%)


* Frequency of occupational accidents: The number of occupational accidents that have led to at least one day of sick leave per one million working hours.

Personnel 31. December 2021

Regular Temporary Total
CEO 1 1
Passenger business 15 1 16
Cargo business 11 11
Finances, ICT and Development 16 16
Human Resources 3 3
Technical Services 33 33
Communications 3 3
Total 82 1 83