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Equality and equal opportunities


Equality and equal opportunities of the employees lie at the core of Alma Media's corporate responsibility.

Responsibility for employees

Responsibility for employees is one of the cornerstones of social responsibility. In 2015, Alma Media employed 1732 (1828) full-time employees on average. The distribution personnel amounted to 1029 (985) on average. Alma Media employees are split in over 20 different locations in Finland and in nine other European countries.

Responsibility for employees is based on a number of policies and principles, such as the equality and non-discrimination principle, training policy and incentive policy. The key principles regarding responsibility for employees are also documented in Alma Media's Code of Conduct. One of the key principles in responsibility for employees is preserving the labour market value of employees, which comprises factors such as professional competence as well as occupational health and well-being. HR management is centralised on the Group level at Alma Media.

In the most recent employee survey carried out in early 2016, the respondents indicated that managerial work, in particular, has stayed on good level and also strong commitment to work was highlighted. Based on the results of the employee survey, the most significant areas of improvement relate to listening and feedback in supervisor work, change management and even more thorough customer perspective in development work. New kind of supervisor- employee discussion culture activation (so called one-to-one’s) are one development area, where the target is to activate the communications and to guarantee continuous and adequate feedback and the development of new ways of working. 

Skills development

Alma Media offers its employees a wide range of opportunities for renewal and professional growth. The Group uses the 70-20-10 model for competence development, under which 70% of all learning takes place on the job, for example through new projects and job rotation.

According to the model, 20% of learning takes place through other people, for example in the form of development discussions. Annually, approximately 85% of Alma Media's employees have a performance discussion. The new kind of supervisor employee discussion culture is being developed during 2016, to activate the communication and guarantee the continuous and adequate feedback. The development of one-to-ones will also improve transparency and openness in goal setting.

Digitalisation of media calls for new skills, and thus the continuous development of employees’ skills is emphasized. In addition to training sessions, sharing skills and knowledge has been a focus area in Alma Media’s organisational restructuring. In the new organisation, cooperation beyond former unit boundaries is the starting point of everything. New skills and knowledge have also been acquired through corporate acquisitions with regard to, for example, online recruitment services and by new recruitments related to digital business.

Equality and discrimination

Equality and equal opportunities are at the core of Alma Media's corporate responsibility. The company has implemented improvements in the area of equality based on an equality audit carried out in summer 2009. While the contents of the equality plans are based on unit-specific needs, they all address common issues raised in the equality audit, such as the justification of salary differences, the principles governing temporary employment contracts and the division of tasks based on gender. In addition to gender equality, the plans also cover non-discrimination based on age, religion, conviction and sexual orientation.

Although the differences in salaries between men and women at Alma Media are in line with the average Finnish pay structure, improving gender equality in pay has been highlighted as an important area of development for the Group. Gender equality in pay is being improved, for instance, by allocating company-specific portions of salary increases in a manner that promotes gender equality in pay.

The proportion of women among supervisors, senior management and the Group Executive Team stayed on the same level in 2015 compared to the previous year. At the end of December 2015, 46 per cent of those in supervisor positions were women. Women constituted 56 per cent of those in managerial positions, 25 per cent of those in experienced managerial positions, 10 per cent of the Group's executive team and 13 per cent of the parent company’s Board of Directors.

The Group's Code of Conduct includes the principle of non-discrimination on the basis of gender, age, religious beliefs, nationality, sexual orientation or disabilities.


The Group's principle is to reward its employees for improving operations and the financial result. The basic salary is determined by the employee's job content and the competitive situation in the employment market. Other aspects of the total compensation are defined in accordance with reward schemes drawn up on the basis of Alma Media's strategic objectives. All employees whose employment contract with Alma Media has lasted for more than six months are included in the incentive scheme.

In addition to salary, compensation at Alma Media comprises flexibility with regard to the employee's life circumstances and a number of personnel benefits at the Group and business unit levels. Full-time, temporary and part-time employees are entitled to the same benefits.


In January 2015, Alma Media signed the Diversity Undertaking and subsequently drafted an action plan for the development of diversity in the company. Alma Media is committed to providing equal opportunities for employees, identifying and using individual skills and needs and managing its employees and customers in a fair manner.

The significance of employee diversity is increasing in the aging and increasingly international society. At Alma Media, this trend is reflected in, amongst other things, distribution operations, as a significant proportion of Alma Media's newspaper delivery personnel are of non-Finnish origin. Immigrants represent slightly over 17 per cent of all distribution employees, and in Pirkanmaa this figure is as high as approximately 26 per cent.

Diversity is also reflected in different age groups being well represented among employees. Alma Media has adopted the average retirement age as a metric for monitoring employee well-being and diversity as well as social responsibility. In 2015, the average retirement age was 64,5 years (2014: 63).

Supporting well-being at work and providing opportunities for flexible working arrangements such as remote and part-time work can help match work with different life stages.

Occupational health and safety

Effective occupational health services support the maintenance and improvement of occupational well-being. Alma Media has a consistent occupational health policy for all units. Alma Media's occupational health services are centralised to two providers in Finland and practices are common Group-wide. Centralisation and unification has improved the availability of doctors specialising in occupational health care and Alma Media's employees have access to a broader range of services that help them maintain their working capacity. All Alma Media units have access to the same services, which improves employee equality across the organisation.

The company also takes a prevention-based approach to well-being. Instruments such as inspiration vouchers are used to encourage employees to exercise and engage in recreational activities. The company also supports club activities and provides employees advice and tools for improving occupational well-being.

The majority of occupational accidents and accidents during work-related travel at Alma Media occur in distribution operations, as they are heavily affected by weather conditions. The occupational safety of delivery personnel has been highlighted as a key focal area in distribution operations and specified as a separate target in the unit’s action plan.


    Read more about corporate responsibility: 

    Sustainable Alma Media