We want to provide our current and future employees a good place to work and develop as a skilled worker, expert or manager. In 2016, a Caruna employee used an average of 31.5 hours on training, which is three times more than in 2015. The main reason for this strong growth was the training given on our new data systems and the competence game whose aim was to support personal development.

We prioritise safety and the environment in all our activities and emphasise them also in our training.

We prioritise safety and the environment in all our activities and emphasise them also in our training. Over the year, other areas of focus included training in our renewed business processes and systems, the competence game designed for feedback and the communication of Caruna’s core competences, as well as interaction and communications training. Additional training themes included electrical engineering, occupational safety, supervisor activities and management, as well as data systems, which changed considerably over the year as part of the founding of Caruna’s own financial administration and HR management services.

In the autumn of 2016, we created the Caruna Academy concept. The academy’s lectures deal extensively with Caruna’s business activities. They are open for everyone and can be viewed as recordings after the event. We will continue to develop this concept in 2017.

Highlighting competence

The Caruna Talent operations model is a key tool for the development of Caruna’s personnel and helps us to identify the skills and skilled persons crucial for the company’s future. The model focuses on strengths and development opportunities, as well as the quality of feedback and continuous interaction. As a result, we will have a general impression of the focus areas for development, as well as concrete development plans whose realisation we will monitor regularly.

Based on the feedback from our personnel, among other things, we reconstructed the development model for our employees’ performance in the autumn of 2015. In accordance with the new model, in 2016 we emphasised one-on-one discussions between a supervisor and the people working under them that take place regularly but following a flexible cycle, and development discussions that support an employee’s comprehensive performance, development and well-being at work.