2009 marked by internationalisation

Number of employees grew by 10%


During 2009, the number of employees in Digia increased by 134 (+10%). This growth was entirely organic. At the year-end, Digia employed 1,471 people. Employee turnover was 4.4%.

The average age was approximately 35 years, while the proportion of women was 22%, which is typical of the IT sector.

During the year Digia received more than 3,000 job applications, which was in line with the previous year. The number of open positions grew sharply towards the year-end. In particular, the company sought experienced Linux, Java and Web UI experts.

Growth in China


Among Digia’s foreign units, growth was focused in China. The number of personnel employed by Digia’s Chinese functions increased from 40 to 132 during the year. In addition to Chengdu, an office was opened in Beijing. Digia’s Swedish functions grew by four employees. Personnel employed in Russia decreased somewhat, due to the concentration of the Russian operation in the St. Petersburg unit. At the year-end, 18% of all personnel were employed outside Finland.

Geographical centralisation


Statutory employer-employee negotiations were initiated in the company in order to reduce the number of sites, with the aim of responding better to market and customer needs and ensuring extensive competencies at each site. During the negotiations, replacement positions were offered at alternative sites to all employees of the offices marked for closure. As a result, 37 employees decided to transfer permanently or temporarily elsewhere within Digia.

The aim of these measures was to improve the efficiency of the company’s organisation in general, and the profitability and competitiveness of the Mobile Solutions business in particular. In 2010, in Finland Digia will operate from seven sites compared to the previous 11.

Close co-operation with employees


The company worked in close co-operation with its personnel representatives, most crucially via the Co-operation Team, to which employees elect representatives. Additionally, in accordance with the collective labor agreement system, the shop steward and his or her deputy are permanent members of the Co-operation Team. The team handles issues related to personnel conditions, including organisation, processes, instructions, benefits, working hours, remuneration and rewards. The company also has an elected administrative representative, who participates in managerial activities through the extended management team.

Occupational safety activities are performed regionally. The company has an occupational safety delegate, an occupational safety committee and local occupational safety spokesmen.

Further improvements in supervisory work


The annual work environment survey provided plenty of encouraging feedback and good improvement suggestions. As in the previous year, average scores improved, particularly in supervisory work.

Smaller-scale management surveys and quick polls on job satisfaction were also conducted during the year. These are intended to provide a snapshot of personnel opinions once a quarter, leading to immediate measures based on the feedback received. The company also evaluated satisfaction with internal communication procedures and took measures to improve this area of activity.

Employee well-being


Employee benefits provided to foster well-being included luncheon vouchers and meal tickets for daily meals, as well as occupational health care services provided either through health insurance or on a contractual basis by private clinics. Dental health care and assistance to employees taking care of sick children were also maintained as benefits.

The maintenance of employees’ work/life balance was promoted by means of flexible working hours, support for home broadband connections and mobile technology.

Recreational activities are coordinated at Digia by the OpenClub, which is allocated a reasonable annual budget. Clubs have been established covering various activities in each of the regions in which Digia operates. Fitness vouchers are also provided to promote voluntary exercise.

Performance-based rewards


Employee remuneration was based either on personal or team/project performance. The salary models of some employees comprised a fixed as well as a variable portion.

Other personnel were invited to take part in a profit-sharing scheme, through which the portion of the group’s profit exceeding the quarterly target was distributed to staff who had met certain utilisation rate or invoicing rate criteria. Nearly 80% of employees within the scheme fulfilled these criteria.

 

 

 

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