Personnel
We are passionate about our efforts to help the Baltic Sea
Personnel
At the end of 2025, the Foundation had 24 permanent and two fixed-term employees. 81 per cent were women and 19 per cent were men. In 2025, we recruited three new employees: a digital marketing specialist and two corporate fundraisers. The Foundation also employed two interns on fixed-term contracts. During the year, one person resigned and another’s employment contract ended in April 2025 as a result of the change negotiations conducted in 2024 in accordance with the Cooperation Act. One employee went on parental leave in late 2025. Our organisational structure was revised to better align with our strategic focus areas, and two employees had their job title changed from specialist to programme manager.
HR development and wellbeing
In 2025, we drew up a sustainability programme in which happy, healthy and skilled employees were identified as the most important area of social responsibility. We established targets for this area all the way up to 2030.
HR development is guided by our HR policy, which addresses leadership and equality, as well as other statutory plans and models. The Cooperation Committee and occupational health and safety committee supervise the implementation of these policies.
In 2025, we provided comprehensive occupational healthcare services to maintain working capacity. We also offered commuting and phone benefits, the option to work remotely, free access to gym and swimming facilities, an international museum card, and opportunities for personal development. Joint training sessions are likewise organised for personnel.
We measure our employees’ motivation and working capacity twice a year with the aid of anonymous surveys (Ilmarinen). The latest survey results indicate that employee motivation is at an excellent level. According to personnel, our organisation’s main strengths lie in its core competencies (4.5 on a scale of 1–5) and sense of community (4.4). The core aspects of our work, such as meaningfulness, were also rated as excellent. The areas identified as needing the most development (3.9) were working practices and the clarity of operating models. Our employee net promoter score (eNPS) was 35. The working capacity survey indicated a low risk of working capacity issues in our organisation.
In 2025, our Management Team began a two-year training programme to enhance their leadership and interpersonal skills.