Outstanding performance

Outstanding performance

Hafslund’s HR policy shall afford individual employees the opportunity to take charge of their own performance by assigning them tasks and responsibilities that reflect their individual skill levels. This will enable Hafslund to generate competition-driven growth and achieve its chosen targets, for the benefit of our customers and owners and society as a whole.

Hafslund’s values

Hafslund’s core values of integrity, courage and spirit, together with the Group's code of conduct, form part of the framework for all activities and shall characterise all Hafslund’s employees’ conduct, both internally and in dealings with customers, suppliers, partners and others.

The core values provide a basis for outstanding performance.

Motivated colleagues

Hafslund is focusing on concretising its targets and strategy so that all employees shall have clear work-related delivery targets and requirements, and be able to understand the relationship between their own and the Group's performance. This lies at the very heart of work on continuous improvement and manager development at Hafslund.

In 2010 Hafslund introduced a new management and employee survey. The survey is carried out every autumn and centres on performance and related issues. 89 percent of respondents replied to the survey carried out in October 2011. On a scale of 1 to 5, the average score at group level on all points on which employees were questioned was 4.08, which represents a significant improvement from the average score for the previous year of 3.89.

A key dimension measured is the effectiveness of management, and of employees’ own efforts to improve performance and thus achieve higher levels of job satisfaction. The results from 2011 show that employees believe they have clearer goals than the year before. The score in this area rose from 3.70 in 2010 to 4.16 in 2011. The results also bear witness to a highly supportive management culture at Hafslund. Supportive management plays a vital role in enabling employees to experience job autonomy, i.e. feel independent at work and able to make decisions. Experiencing job autonomy is a key motivating factor and driver of performance at work, and comes from feeling that one’s job is meaningful and exciting.

A number of targeted measures were taken at individual companies based on the results of the management and employee survey. Hafslund's group-wide HR function assists the companies in employee development using a common standard.

Employee and manager development

Continuous development of all employees and managers is a prerequisite for Hafslund's further development. Having challenging tasks and learning from each other are cornerstones in this process. However, Hafslund also has three internal development programmes for employees and managers: Glow, Growth and Power.

During 2011 Hafslund implemented two of the programmes, Glow and Growth. Various development measures were also implemented under the direction of individual Group companies, in most cases as an integrated part of daily operations.

Glow, which was previously a more pronounced talent programme, recruited 23 participants following an open application process for which more than 100 staff applied. The programme’s target group is strong originators and the Group’s skilled specialists. The programme started in November 2010 and concluded in March 2012 with a study trip with smartgrid. Key topics in the programme have included innovation, communication and public speaking, and strategy and business. The programme focuses on training, reflection, case work, new insights and coaching.

The management development programme Growth concluded with a final meeting in September 2011, involving 19 participants. The target group for Growth is new managers, and key topics have included understanding the role of manager, management frameworks at Hafslund, communication and self-management. Training, coaching and reflection are important work methods used in Growth.

Introductory courses are also arranged for new employees, along with training in health, safety and the environment and other joint expertise development measures for Group companies.

Hafslund is keen to stimulate expertise development, both in areas that are relevant for current positions, and to ensure that employees can develop new skills sets. In 2006 a personal development fund was set up in collaboration with employee representatives. The Fund gives employees the opportunity to apply for financial support for training in areas not relevant to their current position. The fund distributed almost NOK 1 million in 2011.

Organisational development

Hafslund’s systematic organisational work has three focus areas:

• Best Practice through simple and standard processed and methods.
• Coordinated change/improvement processes providing company-wide training.
• Continuous improvement processes in the companies.

The work involves team development and focuses in particular on effective management groups, strategic operationalisation and support for implementation of improvement processes. During 2011 systematic improvement projects were implemented in three of Hafslund’s companies, based on LEAN methodology.

Targeted recruitment

Recruiting the right employees is pivotal to Hafslund's further development. The purpose of all recruitment is to select the employees who are best suited to the individual roles/positions to be filled. Recruitment and internal mobility shall be based on competence and suitability regardless of gender, age, ethnic background, religion and sexual orientation.

Hafslund has an internal recruitment team which assists the companies with all recruitment work, and in this way quality-assures all team processes. In 2011 Hafslund employed 137 new staff, of whom 46 percent were women and 54 percent men.

Hafslund recruits employees from a wide range of technical environments, from civil engineers to customer advisors. The Group has succeeded in attracting skilled employees despite tough competition for the best staff, in particular within technical environments.

Partnership on future expertise

In 2011 Hafslund entered in to a collaboration agreement with the Norwegian University of Science and Technology (NTNU) in Trondheim. The Group wishes to use the agreement to help ensure that the NTNU trains candidates who have the expertise required for the energy industry of the future, and at the same allow Hafslund to keep in touch with ongoing work in research and development bodies. A collaboration body has been established with the purpose of defining specific areas in which Hafslund and the NTNU can collaborate.

Hafslund also has partnership agreements with Junior Achievement in Østfold and Oslo and is involved in several activities at schools intended to stimulate creativity and innovation. Hafslund is represented on the boards of Junior Achievement Oslo and Junior Achievement Østfold.

Equality and diversity

34.7 percent of Hafslund’s 1,207 employees are women, while 65.3 percent are men. The Group has a more balanced gender distribution than the energy industry as a whole, and the allocation is also somewhat more even than in 2010, when 33.5 percent of employees were women and 66.5 percent men.

Hafslund strives to achieve greater diversity in all parts of the business, both to provide everyone with equal opportunities regardless of gender or background, and to promote competitiveness and future progress. The partnership with Alarga is one of the measures that Hafslund has taken to promote the Group’s work on diversity. Alarga is a competence network that aims to boost the competitiveness of Norwegian commerce by increasing intercultural expertise.

Deeply embedded collaboration culture

Hafslund has a strong working relationship with employee representatives, with whom the Group attaches significant importance to maintaining an ongoing dialogue on the Group’s future. A group-wide Works Committee has been established comprising representatives of group management and the employee representatives. The companies have also established a collaboration forum. In 2011 a new collaboration agreement was entered into on Inclusive Working Life (IA) practices, and employee organisations are also now included in the company’s agreement with the Norwegian Labour and Welfare Organisation (NAV).

Health, safety and the environment

Systematic work on health, safety and the environment shall form the basis for all activities at Hafslund. As part of status mapping, the Group carries out an annual HSE survey. The 2011 survey revealed a general improvement against the previous year, with 83 percent of respondents stating that they were familiar with HSE routines at their company. The HSE survey also maps monitoring of sickness absence and awareness of notification routines, and identifies any incidences of bullying or harassment. The results of the survey are followed up through action plans in individual companies.

Effective working environment training is an important prerequisite for systematic HSE work. In 2011, 75 employees and managers received basic training on the working environment as part of an internal arrangement, and a further 35 managers underwent management training on HSE.

During 2011 Hafslund focused on internal reporting of and training regarding undesired incidents, and introduced a group-wide reporting system. The system will be rolled out in all companies during 2012 and will eventually also cover suppliers.

As part of the process to ensure that all companies comply with both public and internal requirements the HSE department performs HSE audits in all parts of the business. Seven companies were audited in 2011.

Fewer injuries and low sickness absence

Hafslund’s target is for all employees and others who are involved with the business to enjoy safe working conditions. The target is zero injuries in connection with the Group’s overall activities, both for own employees and suppliers. In 2011 one incident was recorded involving a personal injury to a company employee, which resulted in ten days’ absence. This represents a decrease from 2010, when six incidents involving personal injury were recorded.

Hafslund has a maximum sickness absence target of 4 percent, and the result for 2011 came in at 4.35 percent. This is on a par with the previous year’s figure of 4.4 percent. The short-term absence rate (1-16 days) was 2.0 percent, while the long-term absence rate (more than 16 days) was 2.35 percent.

Hafslund has for many years prioritised close monitoring of sickness absentees in accordance with the IA agreement, where the occupational health service (Hjelp 24) and NAV provide valuable support.