brand-image_caverion_pori

Our people

Caverion’s business success is made through our 16,913 employees in twelve countries. The objective of people related strategic focus areas is to promote Caverion to meet its business targets. The main goals are to further secure the talent availability, employee engagement and motivation and professional growth and learning of Caverion’s personnel. All of Caverion’s activities are guided by ethical principles. The personnel’s rights and responsibilities include the right to a safe and healthy working environment, well-being as well as the prohibition of any kind of discrimination.

The strategic focus area “Excellent Leadership” was launched with annual development projects at the beginning of 2014.  The implementation of various initiatives within this strategic focus area continued as company-wide during 2015 and partly 2016, and targets for 2017 were defined. The initiatives aim to ensure attraction of the right talent to right positions, to help all employees perform at their best with fair and motivating rewarding, to create career-long learning and development opportunities, to develop leaders to succeed at their work and to enhance strong culture of a safe and healthy working environment. Professional and efficient HR organization supports business to succeed in their targets.

Our strategic focus areas based on target capabilities are: 

  • Safe and healthy working environment
  • Talent management
  • Excellent leadership
  • Performance management
  • Continuous career-long learning and development
  • Fair and motivating rewarding 


During 2016 it became apparent that despite the relatively stable market conditions Caverion was experiencing challenges in its operations, mainly relating to profitability problems due to resource overcapacity, too high fixed costs and challenges in executing and managing projects. In 2016 the short-term focus for HR was to support business in adjusting organisation, management and resources to respond to business needs and ensure future competitiveness. Capacity adjustments and cost reductions were made mainly through temporary layoffs and personnel reductions. The personnel reductions focused mainly on the divisions Sweden, Denmark-Norway and Germany as well as in Group Services.