English

The representative body of trade union Nousu has decided that Nousu will become a member of Trade Union Pro, effective from 1 January 2022.

Nousu’s chair Kari Ahola explains the background for first considering cooperation with Pro and the eventual decision of joining them.

“Employers’ federations have changed their mode of operation in recent years, taking a harder approach to lobbying. The fervent desire of employers to call the shots, with employees’ pay and rights kept at the legal minimum, is not how a just society should work, and this is something that employees should refuse to accept.

Employee organisations must also change with the times. We are weak when scattered, but strong when united. Nousu’s decision brings the financial sector and its lobbying under the same roof. Nousu’s excellent assets are supplemented by the equally excellent resources of Trade Union Pro. Our members will get new members benefits and better services. With two of Finland’s finest trade unions working together, the expectations are obviously high.”

“The preparations for this move have taken place in an excellent atmosphere. Nousu’s strong lobbying has been impressive in the Nordea Group. We are looking forward to working together with Pro employee representatives, and warmly welcome all Nordea employees as Pro members,” says Trade Union Pro’s chair Jorma Malinen.

We will be providing more information to our members in the near future.

Additional information:
Trade union Nousu’s chair Kari Ahola, tel. +358 50 324 1458
Trade Union Pro’s chair Jorma Malinen, tel. +358 576 0389

Trade union Nousu is a trade union for all employees, managers and experts working for Nordea Bank Oyj and its subsidiaries. Nousu is part of Trade Union Unio, a member of STTK. Nousu is involved in negotiating a general collective agreement for the financial sector. Nousu has about 4,000 members.

Trade Union Pro has a total of some 120,000 members, working in expert and managerial positions in industry, the financial sector, ICT and communications, service sectors and the public sector. Pro is a member of the Finnish Confederation of Professionals (STTK).

The trade union Nousu’s new website has now been opened and they follow the union’s new visual look and colours. The new logo has also been put to it’s rightful place. As well as the website, new visual outlook and logo was decided to update in the same, as the previous graphic guidelines served for almost 18 years, since the birth of trade union Nousu.

With the modernization of the website, the structure has been clarified and is intended to better serve communication. As a new feature, you can read some of the news and articles in Swedish or English by selecting the language you want via the flag icon.

 Are You following us on social media? You can find Nousu on Facebook as Nousury or on Instagram @ammattiyhdistysnousu.

Best wishes  

Trade union Nousu ry

Kari Ahola

President

Joanna Koskinen

Vice President

There is no end to the flow of gloomy financial news. Factories are closing, operations are being reduced, staff are being laid off temporarily or for good. The effects of the pandemic on the economy are undeniable, but the measures taken by all companies to reduce staff are by no means due to coronavirus.

For years, in order to maximize the efficiency of companies and shareholder returns, companies have looked to relocating operations outside of Finland. The aim, of course, is to reduce labour costs. As a result, hundreds of people of working age have been forced to leave their jobs in companies whose performance, measured by almost any measure, has been excellent.

This is also the case at Nordea. Finding transferable functions has become an everyday way to “develop” operations. This week, a new batch of employees has heard that they are in danger of losing their jobs, as Nordea has started co-operation negotiations to reduce a total of 37 jobs. In addition, negotiation proposals for six people’s jobs were issued in August. All reductions will once again apply to business support units. The negotiations are due to be completed before Christmas, when information about the loss of a job will come to the staff as an unwanted Christmas present.

Why aren’t the reductions discussed in public?

Employee representatives are often asked why ongoing staff reductions are not made public. Those asking are often the staff who are laid off and those who are scared and wondering “is it my turn next?” The answer is harsh: only sufficiently large figures exceed the news threshold. While it is unlikely that reaching the headlines would change the decision already made by the company, it would bring more attention to the issue and perhaps increase consideration when drawing up future development plans.

Especially in a situation in which there are already well over 200,000 unemployed jobseekers in the labour market, it is irresponsible to relocate to Poland and Estonia in pursuit of lower labour costs. It is therefore not a question of reducing work by automation or robotisation, but of work that still requires human hands to do. However, hands alone are not enough, but a head and experience are also needed to understand the whole and the implications of various actions. Therefore, the most skilled hands are those working right now. In Finland.

In Nordea’s other business area in Finland, the situation is quite the opposite. Current human resources are not sufficient to meet demand. For example, demand for mortgages from private customers is at record levels. Due to staff shortages, dozens of advisors are constantly working overtime. Resources are scarce because the situation has been going on for a very long time. Of course, it is great that there are enough customers and Nordea is perceived as a bank with which you want to manage your own finances. However, running a core business on overtime is unsustainable.

There is a public debate about training existing staff for new roles. An influential party has even given the impression that, in the current crisis, it would be an excellent opportunity to check who is really needed in the company and to get rid of those with lacking skills. The responsibility for maintaining work skills lies with everyone. One must be willing to learn new things and update their skills. But equally, all responsibility also lies with the employer, who makes decisions about business development. A responsible employer makes sure that its staff knows where the company is going and what kind of skills are needed, in addition to providing the necessary training.

According to the Employment Contracts Act, in the event of redundancies, the employer must provide the employee with the training required for the new duties that can be considered appropriate and reasonable for both parties. Despite this, efforts to ensure the continuity of the work of the company’s existing staff remain very meagre. The rapid pace of change is used as an argument, leaving no time to organise reasonable training. That will certainly be the case if staff development and resource management are very short-term. By anticipating even half a year ahead, many unnecessary reduction projects could be avoided and skilled personnel in one’s own company could be employed for new tasks in accordance with the changed needs.

The chief shop steward’s office

Since the beginning of the year, Nordea has launched co-operation negotiations leading to redundancies in centralised units every month in order to reduce its number of staff. Nordea’s objective in all of these negotiations is to achieve cost savings by moving work to countries with lower labour costs or by reorganising units. Nine of the negotiation procedures that started in January were brought to an end in March, resulting in 38 people losing their jobs. At the same time, two new staff reduction undertakings where started, this time with the aim of reducing 18 jobs among a group of 89 people. April’s proposals continued along the same lines with two new negotiation proposals aimed at reducing 23 jobs in a target group of 80 people. In addition, one negotiation procedure ended with the result of reducing the jobs of three people instead of the proposed six. The outcome of the negotiations completed at Nordea Finance will result in 8 employees being made redundant. Additionally, 16 fixed-term employment relationships will come to an end.

In short, there have been 17 negotiation proposals within the Group since the beginning of the year, threatening a total of 136 jobs. Of these, 11 negotiations have been completed, resulting in 40 people losing their jobs in the bank and 8 in Nordea Finance. In addition, several fixed-term employment relationships will end. There are currently five negotiations under way at the bank, threatening the end of 44 people’s jobs. Nousu Trade Union will not accept the moving of jobs from Finland to countries with lower labour costs and the consequent dismissal of Finnish employees. The reduction of jobs also cannot be founded on assumptions about the effects of changes. In a large company like Nordea, it must be possible to place skilful employees in new tasks.

The effects of the coronavirus pandemic have been unpredictable in the workplace. Companies have not been able to prepare themselves very well for societal changes like this and have consequently had to quickly revise their modes of operation and working conditions to meet the requirements of the new situation. At all levels of negotiation including top management, Nousu has challenged the reasons for the decisions made to reduce staff in these changed circumstances. When the working conditions are different to those in place when the plans were made, the situation should be reassessed along with the effects of the new working environment on the decisions. At the very least, the implementation schedule for the projects should be reassessed, if not the entire reason for their implementation. In some branches, this has been done and reassessments of projects already launched have been begun. In one case, the management’s decision after the co-operation negotiations was not to implement the dismissal of six persons. The implementation of some projects has also been put back. We consider this a highly responsible way to act and, for both risk management and the staff, a fundamentally better way to operate.

Despite the fact that there are several co-operation negotiations constantly under way within the Group, the amount of work to be done is so large that overtime work is offered at many units to ensure it gets done. Sometimes overtime work is even offered in the same unit where co-operation negotiations have been begun or reduction decisions have already been made. There is something fundamentally wrong with an equation where staff is being reduced when the amount of work is so large that it is difficult or impossible to complete it within normal working hours. In some departments, people are even competing for overtime work! The reason they do is evident: to increase their modest income. If anything, overtime work is offered in some places as a rule rather than as the exception it should be. The daily workload is tough. Often quick changes in working conditions and ways of working cause extra pressure. We have observed the staff being flexible and stretching themselves according to the situation at hand while striving to do their best to serve customers in every unit. We have shared our worries about employees’ well-being with the management. Staff is the vital resource that makes customer service possible, even in a crisis.

Due to the coronavirus, many people have had to start working remotely from home. Many have found this a welcome opportunity that makes it easier to organise, for example, their private life. For those facing the threat of redundancy, however, this may mean that redundancy consultations take place via remote access. Despite the tight restrictions on movement and meetings, we have been able to agree in Finland that if a person wants these consultations to take place physically, this must be made possible. We have been involved in a Nordic team that charted the best practices for consultations via remote access during the exceptional situation posed by the coronavirus. This work paid special attention to ensuring sufficient support for people under the threat of redundancy. Supervisors seldom know the exact nature of an employee’s private life. That is why it is particularly important to make sure that no one is left to cope alone. Everyone has the chance to have a support person along to help them in consultations relating to redundancy. No one should tackle negotiations that will have a fundamental effect on their future alone; instead, we recommend members always take along a shop steward. The shop steward will also provide information and guidance during the preparations for the consultation and will support you with your personal decision-making. Nousu’s network of shop stewards is available to members facing changes in their working life, however difficult the situation.