ANNUAL REPORT 2004 - Skanska

Employees
It is the thousands of individual projects that
determine Skanska’s success, and how these
projects are implemented depends on the
Group’s employees and their processes.
To the customer, a construction project
is often the biggest single investment of a
lifetime. Whether the customer is satisfied
depends not only on whether the final product
meets the promised quality standards,
but also on people and processes, on relationships,
teamwork and trust. The actions
of employees decide the final impression and
determine whether customers are satisfied
and projects are profitable.
Developing good managers
Skanska works actively with employee development.
The Human Resources staff unit
analyzes and keeps track of overall employee
development efforts with a focus on the
management teams of Skanska’s business
units. These units themselves are responsible
for people further out in the organization.
A corporate talent management program
includes review and analysis of employees
with leadership potential. The aim of the
program is to give employees an opportunity
to grow at Skanska and promote the development
of the Group by:
– retaining those employees with the greatest
potential, thereby safeguarding the supply
of management candidates,
– continuously improving the Group’s
expertise.
IT-based analysis system
For analysis and evaluation of employees,
Skanska uses an IT-based system aimed at
ensuring a clear, transparent process. Both
the supervisor and the employee perform
separate evaluations of the employee’s
strengths and development needs, ambitions
and financial performance. Subsequent
analysis takes plaxce in light of the most
important parameters of Skanska’s leadership
profile − customer focus, strategic
thinking, skillful execution, results orientation,
ability to lead people and personal
qualities. The process then leads to ranking
by outcomes, a succession plan and an individual
development plan. During 2004, the
Group level leadership review encompassed
670 people, more than double the number in
2003. About 20 percent were deemed to have
the potential for promotion to a higher position
within three years, which is estimated to
cover the need the Group has projected.
Local action plans
Skanska’s business units are responsible for
identifying their respective needs over the
next few years. Thousands of employees are
thus involved and undergo evaluation yearly.
Each of the 14 business units applies the
same IT system and methods of analysis as at
the Group level, but local action plans vary,
depending on differing needs and operations.
For example, project development
units use their own employees exclusively,
whereas major construction projects involve
numerous subcontractors.
Skanska Sweden’s Competence Center
develops and implements training programs
in such fields as project management, leadership
and business skills. It provides training
both in the form of free-standing short
White collar/
blue collar employees
courses and programs up to two years long.
During 2004, 1,400 individuals participated
in these training activities.
The business units are also responsible
for human resource development for their
own personnel further out in the organization,
including skilled workers.
Transfer of knowledge
In 2004, various local employee development
initiatives were undertaken. In the Czech
Republic, Skanska is one of the country’s
most attractive employers. The Czech business
unit, which is expanding, hired about
80 people from universities and the institutes
of technology during the year. At Skanska
Norway, a number of experienced employees
were moved from the management level out
into field operations. In this way, the Norwegian
unit achieved transfer of knowledge to
its projects while creating room to promote
a number of younger employees.
More women in management positions
So far, the Group has only six percent
women in management positions. In Sweden,
an initiative aimed at women applicants
enabled Skanska to employ and train more
women in its asphalt operations. In both
Sweden and Norway, more women have
been appointed as regional managers.
Less absence due to illness
In Skanska’s various companies, absence due
to illness (sick leave) is an important issue.
There are clear differences between skilled
workers and white collar employees in the
reasons for absences. White collar employees
also have a significantly lower rate of sick
leave. At Skanska Sweden, such absences
declined from 5.1 percent to 4.9. Elsewhere
in the Nordic region, the trend is positive in
Norway and Denmark while sick leave rose
in Finland.
Female employees
% by job category 2004 2003
White collar
Blue collar
36%
64%
Skilled workers 4 3
White collar employees 22 23
Skanska AB Board 22 22
Senior executives 6 6
Total
11 10
Skanska Annual Report 2004 – Employees 27
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