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KONE 2013 | CORPOR ATE RESPONSIBILIT Y REPORT
OUR PEOPLE
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KONE believes that innovations are born when
a working culture is open and engaging, and
when the contribution of each individual
is valued. This idea is embedded into our
aim of making KONE a great place to work,
with motivated employees that aspire to
deliver great results. It is also embraced in
our approach to leadership. KONE leaders are
expected to inspire and empower their people
to find innovative solutions and perform at
their best.
Among the four core values that guide our
personnel is that of winning together. This
means that in addition to encouraging
participation, we promote the sharing of
information and ideas. We seek to develop a
culture of working together, where co-workers
trust and respect each other and good
performance is recognized.
Pursuing an equal opportunity
approach
As an employer, KONE is committed to an
equal opportunity approach that places people
in the positions that best suit their abilities. This
increases productivity and fosters creativity and
innovation that are the integral elements of our
culture.
KONE follows high ethical principles in all
of its activities. We treat each employee
fairly and provide them with a safe working
environment. We value diversity and prohibit
all kind of discrimination. During the reporting
year, KONE had employees of more than 100
different nationalities working in the company,
with people from 33 countries working in our
units in Finland alone.
In gender distribution, a slight improvement was
achieved in the proportion of women to men in
management positions. In 2013, females made
up 17% of the members of management teams.
KONE’s target is 20%. We do not differentiate
work applicants based on gender, race or other
aspects of their personal backgrounds, however,
we have also set goals for cultural diversity in our
global teams.
An inspiring and collaborative working
culture fosters innovation
Employee Engagement development
program progressed
KONE’s personnel strategy aims to ensure
the availability, engagement, motivation and
continuous development of our employees.
This is a fundamental part of KONE’s business
strategy and is highlighted in our Employee
Engagement development program, which
was carried out in 2011–2013. The program
focused on three key initiatives: providing
growth and development opportunities for
employees, developing leadership capabilities,
and ensuring well-being and safety at work.
In 2013, we started rolling out our global
learning management system, which allows us
to manage certifications, training requirements
and personnel development more easily. It
will also support our online and field trainings,
and aims to better collaboration and material
sharing. The first region to start using the
system was North America and the roll-out
continues with China in 2014.
KONE continued to carry out its global learning
programs for leaders, such as the Supervisor
Development Program for first-level managers.
We also launched a program on Managing
KONE Business and used mentoring more than
ever before.
KONE’s goal is to have the best possible
professionals with the right competencies
in each position. This is emphasized by
organizing performance discussions between
an employee and his or her supervisor at least
twice a year. In addition to target setting and
job contents review, KONE managers are
advised to discuss employee well-being in these
discussions. Career development and growth
opportunities are also important topics. During
the reporting period, the quality of performance
discussions was further improved and we
heavily encouraged more people to have their
individual development plans in place. By
the end of 2013, a majority of the personnel
using KONE’s performance management tool
had a documented plan. The total number of
documented plans was twice as high as the
number in 2012.
KONE’s efforts to meet
its strategic targets
are supported by
development programs
that are designed to
help us turn our strategy
into reality. Read more
on p. 8.
Gender distribution 2013
Male
87%
Female
13%
Male
83%
Female
17%
Management
teams (top 492*)
Male
85%
Female
15%
Executive
Board
Male
60%
Female
40%
Board of
Directors
Read about
workplace safety on p. 37.
*Excluding United States.