Yle as a company

Yle's personnel

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Yleläiset nainen ja mies ulkona juttelemassa kesäisessä säässä.

At Yle, a diverse group of professionals work, ranging from journalists to coders and from clarinetists to engineers. We are present in Finns' everyday lives and celebrations. We make all of Finland visible – reliably and independently.

Personnel numbers

At the end of 2025, Yle had 2,702 permanent employees with monthly salaries (2024: 2,973). On average, all employment relationships accounted for 3,063 man-years (2024: 3,343).
In 2025, the average number of man-years in Yle's units was as follows: Culture and Factual Content 844, News and Sports 932, Swedish Yle 374, Technology, Production and Development 551, Media 197, Finance, HR and Sustainability, and Communications, Brand and Marketing together 165.
The change negotiations affected a total of 2,162 Yle employees during 2025. As a result of these negotiations, 142 employees were laid off. 217 employees took advantage of the retirement incentive.
In 2025, 86 percent of Yle's permanent monthly-paid employees worked directly in content creation tasks, with 14 percent in support and administrative roles.
Journalists are Yle's largest professional group, accounting for 32 percent of all personnel in 2025.
The average age of Yle's permanent staff was 49 years in 2025, and the average length of employment for permanent staff was about 17 years. During 2026-2027, 197 members of the permanent staff will reach retirement age, of whom 139 have indicated they will retire.
In 2025, sick leave days totaled approximately 7.4 days per person. The sick leave percentage was 3 percent (2024: 2.4%). There were 101 workplace accidents at Yle in 2025, of which 41 occurred during commutes.

10 largest job roles

Personnel costs and compensation

In 2025, Yle's personnel costs amounted to 262.1 million euros, representing 49.5 percent of total expenses.
Yle paid 196.2 million euros in salaries and fees. Approximately 9.3 million euros were paid in fees to freelancers.
Yle's pension costs were 59.3 million euros in 2025.
Explore Yle's financial figures in more detail here.
The average regular working hours earnings for those working under Yle's program workers' collective agreement was 4,514 €/month (12/2025). 71 percent of the permanent staff work in the program workers' collective agreement area. Yle's compensation is on par with other domestic media houses (Journalists Union labor market survey, 2022).

Yleläinen nainen ja mies istuvat kokouksessa.

Work culture, promotion of equality and non-discrimination

Yle measures employee satisfaction and renewal with a renewal index, which examines employees' experiences of their own work, workplace community, and leadership, as well as perceptions of the organization's ability to develop its operations. The personnel renewal index was 3.6 (scale 1–5, target: 3.8) in 2025.

Yle aims to be a workplace where everyone has the opportunity to be themselves and where equality and non-discrimination are realized. In our workplace communities, we value expertise and pay special attention to developing competence and leadership, as well as to the work atmosphere and the functionality of workplace communities.

Yle's Equality Figures

In 2025, 51 percent of Yle's permanent employees were women. Of Yle's approximately 900 monthly-paid journalists, 57 percent were women, and of the approximately 300 producers, 58 percent were women. However, some smaller professional groups remained heavily dominated by either women or men.
In 2025, 56 percent of Yle's Management Group members and 39 percent of department heads reporting directly to them were women. In all other managerial positions, women accounted for 58 percent.
The average salary for women at Yle was 96.6 percent of men's average salary in 2025. For employees in the program workers' collective agreement area, classified into requirement groups (about three-quarters of all Yle employees), the corresponding figure was 98.9 percent. The situation has remained at the same level for several years.
Learn more about Yle's equality and non-discrimination plan for 2026.

To strengthen an internal culture that supports equality, employee participation, and psychological safety, Yle invests in developing leadership work and team cooperation, as well as providing low-threshold support for teams.

Yle is committed to preventing discrimination and inappropriate treatment in the workplace. The company has an ethical reporting channel for internal and external use, as well as internal principles of good treatment that every Yle employee is expected to commit to as part of a safe work environment.

Competence and renewal

Yle focuses on developing the company's work culture and leadership competence. The company invests in future competencies, team functionality, and Yle employees' wellbeing at work.

The Yle Academy offers journalistic and production training for Yle employees. The Academy's course offerings emphasize topics related to artificial intelligence, such as utilizing AI in work and raising awareness of AI's impact on the media industry. Other topics include the updated Ethical Guidelines for Yle's Content and Publishing, young audiences' media use, and visual journalism.
In 2025, all permanent and temporary employees were required to complete six predetermined online training courses. The courses covered Yle's ethical principles, anti-corruption, equality, data protection and security, and occupational safety.
In 2025, the company's training costs were 0.6 million euros (0.9 million). During the year, training was acquired from the European Broadcasting Union, as well as training on information verification, current lectures, and mandatory training related to chemical safety.
The development of occupational safety and wellbeing at work focused on proactive measures, strengthening an open discussion culture, and building capabilities to identify and address external harassment and threats particularly related to journalistic work. Support for those who experienced harassment was available through a multi-professional team, peer support, and training opportunities.
Following the change negotiations, the company invested heavily in wellbeing at work. The multi-professional support team for early intervention in the workplace community held weekly meetings to target support to teams in need. Individual-level work ability support was intensified, and managers were coached on wellbeing themes.