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Data and anticipation to support management of work ability
Lapti is a construction company from Oulu that operates in six locations in Finland and employs about 400 people. The organisation employs construction professionals, supervisors and salaried employees, which means very different working environments and needs related to work ability.
"It is our job to ensure that our employees are well, both physically and mentally. For this, we need the support of a professional occupational health partner," says HR Director Riikka Säkkinen.
When Lapti put its occupational health services out to tender, goal-orientedness, transparency and the use of data in the management of work ability became key criteria.
"We wanted a partner with whom we could agree on clear indicators and monitor them together. It was also important that we had access to reliable and comparable data and that we look at the same figures and talk about the same things," Säkkinen says.
The cooperation is built on regular quarterly meetings that focus on the progress of the annual occupational health plan, work ability indicators and cost development. The discussions do not only focus on the figures, but also on identifying areas for development and proactively influencing them.
"For example, we monitor sickness-related absences very closely. Together, we also look at costs and the factors behind them, as well as how we can influence development. The pension company is closely involved in this work, which brings more perspectives to the whole."
According to Säkkinen, the future of the management of work ability is increasingly focused on anticipation. Lapti is interested in following new opportunities to use data more efficiently.
"We have also discussed the possibilities of AI with Mehiläinen. I believe that it will enable us to analyse work ability-related information better than before and provide us with new tools for proactive management. The aim is not to simply review issues afterwards when they have already happened."
Reference published 6/2026.
