Developments during the year | Sustainable financial performanceActivities during the yearThe Vattenfall Management Institute (VMI) is responsible for conductingleadership development programmes of a high international st<strong>and</strong>ardin areas of strategic importance for Vattenfall. The aim of the coursesis to support <strong>and</strong> help managers, project leaders <strong>and</strong> others in seniorpositions in their development of leadership qualities <strong>and</strong> make themmore effective at leading employees <strong>and</strong> the business activities.Training courses are held on a regular basis throughout the year.Speakers’ Corner is an internal forum for senior management <strong>and</strong>employees to meet <strong>and</strong> discuss current events <strong>and</strong> answer questions.During the year some 30 such events were held, where the company’sresults <strong>and</strong> other matters were discussed.Planned activitiesDuring times of restructuring <strong>and</strong> reorganisation, strategic competenceplanning is increasingly important. This includes activities suchas competence sharing, job rotation, leadership development <strong>and</strong>trainee programmes aimed at ensuring access to future leaders <strong>and</strong>key competencies.The focus of activities varies within the Group, depending on thevarying conditions in Vattenfall’s markets. Work in the Nordic marketwill revolve around a number of diversity aspects, including gender,ethnicity <strong>and</strong> age, while in the German operations the focus will continueto be on achieving a more even gender balance. High performance cultureVattenfall strives to foster a high performance culture in which theGroup’s overarching strategic direction <strong>and</strong> business objectives areclearly communicated <strong>and</strong> pursued throughout the organisation <strong>and</strong>defined as concrete goals for work teams <strong>and</strong> individual employees.In <strong>2014</strong> Vattenfall coordinated <strong>and</strong> established a Group-wide processfor how to set goals, provide <strong>and</strong> receive feedback, <strong>and</strong> followup results. The results of this work will be followed up in the MyOpinion survey in 2015.48 Vattenfall Annual <strong>and</strong> <strong>sustainability</strong> <strong>report</strong> <strong>2014</strong>
Customer solutionsthat enable sustainableuse of energyEnsure<strong>sustainability</strong> inthe supply chainSafeguardthe company’sTransform theproduction portfoliotowards lowerCO 2 emissions<strong>and</strong> morerenewablesIncreasefocus on otheremissionsProtect nature<strong>and</strong> species<strong>and</strong> safeguardbiodiversityImprove resourceefficiencyin Vattenfall’soperationsintegrityTakeresponsibilityEnsure afor Vattenfall‘shealthy <strong>and</strong>impacts on localsafe workplaceOur employees communitiesSustainable consumptionSustainable productionEnsure <strong>and</strong> healthy <strong>and</strong> safe workplaceDevelopments during the year | Sustainable financial performanceSustainable financial performanceVattenfall is responsible for ensuring a safe <strong>and</strong> soundworkplace for more than 30,000 employees plus a largenumber of contractors <strong>and</strong> hired-in personnel. Thismakes safety a priority area for Vattenfall. It is also oneof Vattenfall’s three core values, which means that safetyis a guiding principle in the day-to-day operations (readmore about Vattenfall’s core values on page 56).How is Vattenfall working with this?Ensuring a safe <strong>and</strong> sound workplace for all employees, contractors<strong>and</strong> hired-in personnel requires systematic preventive work in all operations.As a result of Vattenfall’s undertaking in this area, the Group’scompanies <strong>and</strong> units are occupational health <strong>and</strong> safety–certifiedaccording to the OHSAS 18001 st<strong>and</strong>ard or similar, <strong>and</strong> Vattenfall’ssenior management is actively involved in setting <strong>and</strong> following uptargets <strong>and</strong> KPIs in this area. In <strong>2014</strong> Vattenfall’s executive managementalso decided on a number of development areas. Among theseare leadership in health <strong>and</strong> safety, further development of contractormanagement, work/life balance <strong>and</strong> health management, improvementsin incident <strong>and</strong> accident <strong>report</strong>ing, <strong>and</strong> continuation of developmentactivities for improving the safety culture in the company.Vattenfall believes that increased awareness <strong>and</strong> knowledgeabout safety <strong>and</strong> focus on preventive measures are prerequisites forachieving a safe <strong>and</strong> healthy work environment. Accordingly, Vattenfalloffers regular health check-ups <strong>and</strong> provides active support toStrategyCreate a safe <strong>and</strong> healthy work environment through preventivework <strong>and</strong> increased awareness about safety.TargetsLost-time injury frequency (LTIF) of 2.1 for employees <strong>and</strong>2.9 for contractors in 2015Long-term goal of zero accidents in the workplace, noworkplace-related illnesses, <strong>and</strong> that all employees will havea safe, healthy <strong>and</strong> inspiring work environmentAchievements <strong>2014</strong>A new health education concept was introduced.ChallengesCost-cutting <strong>and</strong> reorganisation measures have shifted focusaway from health <strong>and</strong> safety, which can be seen in the LTIFvalues for <strong>2014</strong>.employees who have been on long-term sick leave in an effort to helpthem return to work. Furthermore, preventive measures have beentaken to protect contractors <strong>and</strong> subcontractors, such as by ensuringthat they have access to necessary health <strong>and</strong> safety information.In new construction projects, all contractors undergo initial trainingfollowed by a test, which they must pass before being allowed on theconstruction site.Activities during the yearIn <strong>2014</strong> Vattenfall introduced a health education concept consisting offour training modules that cover legal <strong>and</strong> leadership aspects as wellas stress-related aspects.Planned activitiesHealth- <strong>and</strong> safety-related questions are included in Vattenfall’s MyOpinion employee survey, which is conducted every other year. Theresults from the survey conducted in 2013 indicated that Vattenfallshould focus more actively on stress management in the comingyears. LTIF – Lost Time Injury Frequency for employees 1543Sweden Germany Netherl<strong>and</strong>s TotalLTIF per country <strong>2014</strong>Internal (employees) 1.8 3.3 2.7 2.7External (contractors) 3.4 3.9 2.7 3.721Sickness-related absenteeism bygender <strong>and</strong> country <strong>2014</strong>, %Men 1.7% 4.4% 4.4% 3.7%0201120122013<strong>2014</strong>Women 2.9% 6.3% 5.1% 5.0%Total 2.0% 4.9% 4.6% 4.0%1) LTIF is expressed in terms of the number of occupational injuries (per 1 million hours worked), workplace accidents involving an absence longer than 1 day, <strong>and</strong> accidents involving death.Lost Time Injury Frequency (LTIF) is an important KPI in Vattenfall’s internalgovernance <strong>and</strong> is monitored by the Executive Group Management on a monthlybasis. In <strong>2014</strong> LTIF increased from 2.6 to 2.7. The frequency of accidents forcontractors increased from 3.6 to 3.7.As a measure to counter the rising LTIF trend, the regions are working on deve lopmentof a health <strong>and</strong> safety programme based on development areas for <strong>2014</strong>.No accidents involving death occurred in Vattenfall’s operations in <strong>2014</strong>.Absences due to illness decreased from 4.1% in 2013 to 4.0% in <strong>2014</strong>.Vattenfall Annual <strong>and</strong> <strong>sustainability</strong> <strong>report</strong> <strong>2014</strong> 49
Change language