Social responsibility

According to a survey conducted by Universum Communications, Luke has been the most desirable workplace among both professionals and students in the natural sciences field in Finland for six consecutive years.

We measure employee satisfaction annually through a staff survey. Based on the most recent results, the strongest areas of satisfaction were fairness within the work community, quality of supervisory work, internal employer image, and the work itself. Luke’s results were significantly higher than the state sector average. On a question-by-question basis, the greatest positive changes related to workspaces and equipment, compensation, and internal communication within the work community. At the end of 2024, we piloted monthly pulse surveys in selected units. The pilot yielded positive experiences, and starting in 2025, pulse surveys were adopted across Luke alongside the annual staff survey.

The well-being development program, launched in autumn 2021, was completed, and as part of the program, the Handbook on Well-being Management was published for internal use in May 2024. In autumn 2024, the focus was on implementing the handbook's themes and lessons in practice, for example through regional supervisor days and team meetings.

Approximately one hundred of our employees, including visiting researchers and experts, have an international background. We support their integration into Finland and the work community through language and cultural training, as well as through active employer-supported communities such as the Intercultural Community and the Early Career Community. Staff are also supported in international mobility, for instance through funding for working abroad. In 2024, we carried out a pilot for remote work from abroad within Europe. By supporting internationalization, we enhance not only Luke’s employer image but also Finland’s country image.

Workplace well-being is a shared responsibility at Luke, and everyone can contribute to both their own and their colleagues’ well-being. We monitor staff well-being annually through an employee survey. In addition, we piloted pulse surveys in selected units starting in autumn 2024. We also track indicators such as the number of sick leave days.

In 2024, the number of sick leave days remained at the same level as in 2023 (9 days per person). Preventive measures supported employees’ ability to work. The number of long-term sick leaves (over 30 days) continued to decline: there were 79 in 2024, compared to 87 in 2023 and 116 in 2022.

Cooperation between occupational health services, human resources, and supervisors has become more close-knit. Long-term collaboration and deep knowledge of Luke’s operations, specific characteristics, and challenges have increased the effectiveness of this cooperation. The focus of occupational health services is on preventive care. Sick leaves due to musculoskeletal issues have remained relatively stable in recent years (1.5 days per person in 2024, 1.4 days in 2023).

Luke offers employees access to a mental well-being support service – Mielen chat & sparri, a remote preventive service provided by occupational health. This service offers rapid support for coping and mood issues, anxiety, sudden life changes, and other situations that may threaten functioning or work capacity. Absences due to mental health reasons have remained low, at 1.6 days per person in relation to the entire staff.

In 2024, occupational health and occupational safety jointly carried out workplace assessments at thirteen locations. These assessments examined potential work-related stress and risk factors, as well as employee resources and working conditions.

Occupational safety is important to us. We are committed to systematically improving the safety and health of our working environment in accordance with the ISO 45001 standard. Based on occupational safety indicators, Luke is ranked at Level II (“Reaching for the World’s Top Level”) in the Zero Accidents Forum classification.

In 2024, we introduced and further developed proactive occupational safety indicators. Occupational safety personnel visited various Luke work sites and actively contributed to the development of occupational safety activities.

The number of safety observations is one of our key proactive indicators. Awareness of the benefits of reporting safety observations has increased among staff. Reports have been made actively, enabling more effective response to potential risks. Shared procedures for risk assessments and workplace evaluations carried out by occupational health services have worked well. Observations and necessary corrective actions from both processes are agreed upon together with staff and supervisors, which also allows for assessment of residual risks.

A new set of guidelines for handling threat and violence situations was prepared in 2024. Additionally, a chemical management software solution was procured through a competitive process. Luke’s intranet was renewed in spring 2024, including updated occupational safety pages, which are now available in both Finnish and English to ensure accessibility for all staff.

As part of the Infra-Nollis project, which focuses on improving the safety of the physical work environment, significant safety improvements were implemented across various sites. The main area of development was the safety of aquaculture facilities and their fish tanks.

In 2024, Luke’s accident frequency rate (LTI 1 = accidents causing at least one day of absence per million working hours) was 5.6, compared to 9.7 in 2023. The accident-related absence frequency rate was 51 (138 in 2023). Compared to 2023, both the number of workplace accidents and the resulting sick leave days decreased. This significant reduction reflects the success of our long-term efforts to improve occupational safety.

In 2024, men’s salaries were higher than women’s in all age groups except for the 25–29 age group. These pay differences are explained by the different roles held by men and women. However, when looking at job performance (the personal component of pay in the salary system), women scored slightly higher than men (21.9% vs. 21.6%). Additionally, fixed-term employment contracts were more common among men than women (24% vs. 21%). Men and women were equally represented in supervisory positions.

In the 50–54, 55–59, 60–64, and 65–69 age groups, 55% of men and only 42% of women held research positions. The majority of the overall pay gap is explained by the fact that research positions typically have higher average salaries than administrative or research support roles. In the 25–29 and 30–34 age groups, 53% of men and 44% of women held research positions. In 2023, the gender gap in these age groups was significantly larger.

In the 35–39, 40–44, and 45–49 age groups, 60% of men and 62% of women worked in research positions. One contributing factor to the pay gap is the higher proportion of men with a doctoral degree in research roles compared to women (67% of men vs. 60% of women).

The table below illustrates women’s salaries in relation to men’s. The values represent the difference between the average salary of men and women: a positive value means men earn more, and a negative value means women earn more. Figures refer to gross monthly salary.

We invest significantly in the development of our staff’s skills each year. In 2024, a wide range of trainings and information sessions were organized for Luke employees on topics such as project management, language training, safety, and occupational health and safety. A plain language (easy Finnish) lecture was held for the first time in the spring. Orientation days for new Luke employees were held regularly in both Finnish and English. The Early Career Community (EC Community) supports the competence development and networking of employees in the early stages of their careers.

We launched a doctoral programme aimed at harmonizing Luke’s doctoral training practices and encouraging all Luke doctoral researchers to actively advance their dissertation work.

The 2024 LukeLeaders event for management, supervisors, and research leadership focused on performance management and compliance. Supervisor info sessions were organized every three weeks and covered ongoing performance management topics, as well as timely items aligned with the annual HR calendar. Supervisors also participated in regional supervisor days, where the focus was on goal setting, work organization, and workplace communication. As in previous years, new supervisors received orientation and coaching. Additional training for supervisors included topics such as multicultural management, development discussions, as well as unit-specific and individual coaching. The HR Partner model continues to support units and service groups in workforce planning and leadership.

Developing internal mobility remains a strong focus area at Luke. Internal mobility refers to flexible transitions into new roles within Luke, either fully or through agreed short-term work contributions. Internal mobility is supported by the LukeJOBS portal and the active work of HR Partners.