Stakeholder dialogue

We want to foster continuous collaboration and dialogue with all our key stakeholders. By interacting in different forums and channels we learn more about their concerns and needs, and how to communicate our sustainability work. 

In connection to our latest materiality analysis, which was conducted at the end of 2013, all our stakeholders were invited to take part in a digital crowd-sourcing arranged by Tieto. Our aim was to find out our main sustainability impacts, and how stakeholders assess these impacts. Getting insights from key targets groups as well as people in society was very valuable. More than 250 people participated in the on-line brainstorming. The material aspects identified in the full materiality analysis have provided the basis for the long-term CR plan, and hence this CR report. The materiality analysis is presented in more detail in the Materiality Analysis text.

The stakeholders with whom we engage depend on the impact we have on the stakeholder and vice versa. In connection to our latest materiality analysis we also conducted a stakeholder-mapping workshop.  Among our most prioritized stakeholder groups are employees and customers. The dialogues with these stakeholders cover, among other things, yearly surveys where we try to learn more about their experiences of Tieto as a company. Other important stakeholders are investors and suppliers. At Tieto, most stakeholder relations are managed throughout the organization. However, investor relations are centralised within our Group support functions. Similarly, supplier relations are mainly handled by our Procurement team. 

The majority of issues and topics raised during 2014 are typical and at the core of our stakeholders’ assessment of the company. Employees have been interested in competence development and career opportunities, to mention one example. Customers are interested in quality of products and services. Some issues raised are also linked to the ongoing transformation, which involves the whole company. In addition, CR topics such as business ethics have been a regular part of discussions with, for instance, suppliers. Also customers are more and more addressing CR through CR evaluations and supplier codes follow-up. CR communication with employees intensified at the end of the year in connection to the re-launch of our Code of Conduct e-learning. 

Our aim is not only to meet our stakeholders’ requirements and needs, but also to set a higher standard in CR for IT suppliers in general by engaging with stakeholders pro-actively and acting as a good corporate citizen. As a part of this, we will continue providing our stakeholders with timely and transparent information about our CR performance and goals.

The table below presents our main stakeholders and how we engaged in 2014. 

Stakeholders Key issues raised Type of interaction Frequency of interaction Actions regarding issues raised
Employees • Career opportunities
• Continuous competence and personal development
• Healthy working environment and work-life balance
• Job satisfaction
• Equal and fair treatment, including compensation
• Professional network, knowledge sharing and social media capabilities
• Job openings and active staffing for projects
• Development discussions
• Learning offering in Tieto Academy
• Employee engagement and satisfaction survey (VOICE)
• Occupational healthcare and ergonomics
• Cooperation with employee representatives/
unions
• Tools and forums available for all employees
• Continuous advertising and sharing on internal opportunities
• Development discussions 1-2 per year, on going dialogue throughout the year
• Tieto wide annual employee survey (VOICE)
• Based on needs, ongoing work with the representatives
• Continuous, salary review annually
• Job rotation, management attention and support for career and competence development project assignments
• Healthcare and consultation services, active monitoring and health checks
• Support for sports and leisure activities
• Social intranet launched
Customers • Delivering on agreements and interacting proactively (especially in project deliveries)
• Value-adding offers matching sufficiently the customers' needs
• Sufficient utilization of Tieto's service portfolio across customers and industries for customers' benefit.
• Providing productized solutions
• Dependency on individuals' performance in some deliveries
• Joint planning and co-innovation
• Strategic, tactical and operational customer experience measurement (CEM)
• Customer magazines, audits, seminars, exhibitions, workshops
• Governance models
• Materiality analyses (MA)
• CEM: Strategic annually, tactical every 3rd month, operational monthly but at least bi-annually in case of a stabile service
• MA: Annually
• Operative activities on a continuous basis, including governance
• Improvement of project delivery capabilities (incl. transformation projects)
• Building of mature industry concepts and value propositions and making proactive proposals based on them
• Improvement of attitude, communication and capability in sales, business development and architecture
• Managed rotation and changes in customer-facing people
Investors and Shareholders • Profit improvement and the related efficiency programmes
• Company's transformation with a view of increasing focus, scalability and industrialization
• Investments in growth offerings
• Dividend payment level
• Investor meetings
• Group presentations
• Capital Market Day (CMD)
• IR participated in around 100 investor meetings and group presentations during 2014
• One CMD held in 2014
• Renewal of services and competences to address the IT industry change accelerated
• Decisions on the offerings we invest in
• Update of the dividend policy
Suppliers • Solid business ethics
• Respect for fundamental human and labour rights
• Mutually benefical business relationships including aligned practices and agreed targets
• Work against corruption in all its forms
• Continious dialogue about services and contracts (Sourcing)
• Bi-lateral supplier relationship and performance management programs including governance
• Supplier self assessments and audits with significant suppliers
• Active communication of Procurement policy and practices internally in Tieto
• For key suppliers on a continuous basis either on monthly, quarterly, or annual basis depending on urgency and priority
• For other suppliers, regular interaction and structured governance take place whenever the situation so requires
• Internal communication regulary according Procurement Communication plan
• Actions have been jointly agreed and depend on the specific programme objectives and relationship
• Actions include collaboration on cost optimization, delivery and quality management, joint innovation, risk management and sustainability issues
• Ad-hoc actions to improve supplier's quality, performance or service triggered by complaints from stakeholder
Alliance partners • Identifying emerging partners and engaging with them to create customer value
• Finding best possible cloud solutions to our customers together with our partners
• Aligning business practices
• Regular meetings on strategic, tactical and operational with commercial and technical perspectives level take place to ensure the best possible solutions to customers • Bi-annual, quarterly and continuous basis • Actions jointly agreed and depend on the specific alliance
• Actions include collaboration in developing services, products and business models. In case issues are identified, they are handled as material topics and addressed in our CR work.
Potential
employees
& students
• Collaboration and job opportunities
• Joint projects with universities/student
• Internships
• Corporate responsibility
• Career days
• Student fairs
• Development projects and research collaboration
• Career days and student fairs a few times a year
• Generation T trainee programme annually in selected focus countries
• Theses work, seminars and lectures, internships and recruitment
Former
employees
& colleagues
• Professional networking
• Corporate responsibility
• Social media networks to share news and discussions
• Alumni network
• Continuous and on-need basis

• Communication via Linked-In, Facebook and Twitter
• Local alumni groups in the biggest countries