Personnel
The best workplace for all Granlund employees was built through good management and open communication. Cooperation was enhanced both between different departments and internationally. The competence of the personnel was developed through extensive training opportunities and career path discussions. In addition, inclusion was strengthened by emphasising everyone’s opportunities to influence strategy work.
A year of growth in Finland and Sweden
In spite of the recession, Granlund’s personnel grew in Finland and Sweden through both recruitment and acquisitions. The number of experts in the Group increased to approximately 1,700 (1,500 in 2024). At the same time , local change negotiations were held in some of the business units. The exit turnover of permanent personnel remained low.
Recruitment campaigns strengthened growth in structural design, architectural design and construction management, in particular. The onboarding practices for new employees were developed and harmonised. Granlund organised its first significant recruitment campaign in Sweden, the aim of which was to strengthen the employer image and increase awareness of the company.
Granlund’s greatest strength is the good atmosphere in the work community.
Employee satisfaction is at an excellent level
According to the monthly Fiilispulssi employee survey, Granlund’s greatest strength remains the good atmosphere within the work community.
The eNPS figure, which is an indicator of employee satisfaction, was at an excellent level at 51 (49 in 2024). The eNPS figure in the survey conducted in August was 57, which is the best eNPS figure on record at Granlund.
A more comprehensive employee survey is carried out at two-year intervals, with the next one scheduled for 2026.
In building Granlund’s employer image, the focus in 2025 was on spearhead themes, which included flexible working life, a good management culture and diverse career opportunities.
Diverse career opportunities
In building Granlund’s employer image, the focus in 2025 was on spearhead themes, which included flexible working life, a good management culture and diverse career opportunities.
Due to the challenging times, Granlund’s status as a reliable, stable and financially sound employer was also highlighted. Granlund improved its ranking in the Universum survey, which lists the most ideal employers among engineering professionals in Finland.
Career path discussions were continued as part of target and development discussions, and career moves were made within the organisation. Many internal training activities were organised in the Granlund Academy for both the entire personnel and for different design disciplines.
Shared competence and reference repositories for all employees were established during the year. Good leadership was developed through Granautti training for new supervisors and a mentoring programme.
A total of 33 theses were completed, and the best of them were recognised with awards.
We recognised the best theses of 2025 with awards
The topics of the best theses in 2025 included the use of data in customer relationship management, the promotion of environmental responsibility, and roof structures in changing climate conditions.
Information flow across borders
One of the development areas identified in the previous year’s employee survey was the flow of information across team boundaries and organisational boundaries. Communication was improved through target group-specific briefings and regular newsletters aimed at supervisors. The Young Management Team participated in the development of project communications.
Cooperation between personnel in Finland and the personnel of the Group’s international companies was enhanced. The positive attitude of Granlund employees towards internationalisation was highlighted in a thesis on the topic of psychological security. Increasing language training is an effective way to address concerns related to internationalisation.
Granlund’s HR department deployed an AI agent to help employees with common HR-related questions. AI training was also organised.
A diverse work community
Granlund continued its efforts related to diversity and non-discrimination. During the year, Safer Space Principles were published and work began on building a women’s network. Online training on the topic of LGBTQ+ people in working life was organised for all personnel.
Harassment contact person activities became well-established nationwide, and employee networks, such as the neurodiversity network, continued their activities.
Granlund prepared for the introduction of the new Pay Transparency Directive by reviewing the job classifications of different roles with supervisors.
Over 1,700 career stories – get to know Granlund employees
The Group’s number of personnel increased by 200 new employees during the year. Every Granlund employee has their own story to tell.
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