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KONE 2016 | SUSTAINABILITY REPORT OUR PEOPLE
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centers around the world, and in 2016 special
emphasis was given to local trainer capabilities,
active school collaboration, training facilities,
and simulator development.
In addition, we continued rolling out
our global learning
management system, making training options
more visible, and simplifying the management
of certifications, training requirements, and
personnel development.
also supports our online and
field training and facilitates better collaboration
and material sharing. At the end of the reporting
year, 88% of KONE personnel were covered by
the system, making the management of their
learning and certifications possible online.
Over 124, 000 online courses in 29
different languages were completed using
in 2016. Mobile learning
is in active use in several countries, and we
launched several exciting learning pilots with
gamification and augmented reality. These
continue to be deployed in 2017.
Job rotation is an important way for KONE
employees to develop their skills and
knowledge. It also helps boost collaboration.
Visit-a-job is our concept to drive short-term
job rotation across units and countries. In 2016,
Visit-a-job remained popular, with over 400
rotations during the year.
KONE continued to carry out global learning
programs for leaders. These programs cover
all leaders at KONE, from executives to first
line managers. In 2016, together with the
International Institute for Management
Development, we completed a three year
program “Competing for the Future”, which
covered our senior leaders around the world.
Professional growth
At KONE, we strive to have the best possible
professionals with the right competencies in
each position. We facilitate this effort through
regular performance discussions between
individual employees and their managers,
which take place at least twice a year. In 2016,
over 97% of eligible staff and over 94% of
eligible operatives took part in performance
and development discussions.
In addition to using these discussions to set
goals and review job content, KONE managers
are advised to discuss employee well-being,
as well as career development and growth
opportunities. In 2016, we provided practical
guidance that has improved the quality of
performance conversations. We actively
encourage all employees to prepare individual
development plans, and in 2016, we achieved
a record level of 97% of eligible employees
with their development plans in place.
Attracting the best talent
KONE’s apprentice programs in key countries
are a good way for us to recruit new
professionals. We also collaborate actively with
schools. In 2016, we started a collaboration
with several new schools world-wide with a
significant increase of co-operation in Middle
East. We also continued our promoters
program to provide information about KONE in
schools, universities, and other relevant sites.
The KONE International Trainee Program offers
students and graduates opportunities to work
on projects at different KONE units around the
world. In 2016, we received more than 2,000
applications to the program and had trainees
representing 10 nationalities pursuing their
internships at eight different KONE locations.
KONE also offers various summer traineeships
and thesis opportunities in several countries.
Measuring workplace satisfaction
We conduct our Pulse survey every year to
measure the level of employees’ workplace
satisfaction. The survey offers our people an
opportunity to give feedback and provides
insights into their engagement with KONE’s
core values. In the reporting year, 46,803
employees provided feedback, and we reached
a record high response rate of 93%.
The Pulse survey covers topics such as
employee engagement, performance
enablement, sustainability, strategy and values,
leadership, communication and involvement,
customer relationships, and growth and
development opportunities. In addition, the
survey examines how respondents view their
jobs, managers, and performance reviews
In 2016, KONE’s employee engagement score
remained on a good level surpassing external
benchmarks. The scores for some themes
saw a slight decline against 2015. During
2017 we will focus more on collaboration
and survey follow-up. The biggest global
improvements in the 2016 survey related to
the perceived learning, development, and
training opportunities available to employees.
The highest score continued to be KONE’s
commitment to safety.
Employees by market, 2016
Americas: 14% (13%)
Asia-Pacific: 45% (45%)
EMEA: 41% (42%)
(2015 figures in brackets)
14%
41%
45%
Employees by job category, 2016
Maintenance and
modernization 56% (56%)
New equipment, sales and
installation 26% (26%)
Manufacturing 9% (9%)
Administration, IT and R&D
9% (9%)
(2015 figures in brackets)
56% 26%
9%
9%
TOOLBOX TALKS TURN DIGITAL IN
THE NETHERLANDS
KONE Netherlands set out in 2016 to
improve the learning opportunities of
its field technicians. All field employees
were given tablets that allowed them
to access and
complete e-learning modules during
their normal working day, wherever
their job site happened to be.
One of the first training modules to
become mobile was the monthly safety
toolbox talk. Now the Netherlands
team has a simpler way to make
sure that all field employees have
completed the toolbox talk and have
received important safety messages.