The number of Wärtsilä personnel has remained at the same level throughout 2009. A lot of focus has been put on internal and cross-functional rotation and transfers.
| Number of employees per business |
| Services |
11 219 |
| Ship Power |
1 140 |
| Power Plants |
835 |
| Industrial Operations |
4 911 |
| Other |
436 |
People management
The main goal of Wärtsilä’s human resources strategy is to support implementation of the company’s business targets by ensuring that the businesses have the requisite resources as well as skilled and motivated people at their disposal. This means support for organisation design and changes, continuous competence development, performance management and recognition of strong performance, and finally, strengthening leadership and management competencies within the organisation.
During 2009, Wärtsilä further developed its core people management processes, and increased the efficiency of the tools needed by managers and employees to deploy the processes. Our current development discussion tool fully supports the annual process, and a single common human resource information system is in use globally. Good employee data quality and accuracy provide a solid platform for the further development of tool-supported people processes, resource planning, reporting and analysis.
Performance Management
The Performance Management process supports Wärtsilä in reaching its business targets by translating business strategies to people management actions and individual and team objectives. Each Wärtsilä employee needs to know and understand Wärtsilä’s business strategy and its goals, and more importantly, to know the targets set for their own units and the main target areas related to their own work.
Training and Development
Wärtsilä´s training and leadership development is very active. Learning at work, self learning, mentoring, coaching and job assignments designed to enable the transfer of competence and skills from experienced to younger employees are integral parts of the development of learning and competence in the company. Employees are given formal training at all organisational levels: from induction training for new employees to training courses for the company’s top executives. Wärtsilä employees attend a total of 67,834 training days a year, averaging 3.7 days per employee. This indicates the broad scope of this function. Most of the training events are tailored to the specific needs of departments.
| Training days |
| Days/employee |
2009 |
2008 |
2007 |
2006 |
2005 |
| Managers and superiors |
3.9 |
2.7 |
5.3 |
3.3 |
3.0 |
| Other white-collar employees |
3.8 |
3.3 |
2.9 |
3.9 |
3.3 |
| Blue-collar employees |
3.5 |
3.5 |
2.8 |
2.4 |
2.3 |
Read more about our personnel and social performance from our annual report
