See my report (0) Remove from my report
See my report (0)
Safe and secure working environment
Statnett is an attractive employer offering its employees challenging tasks. To meet our objectives, we need to have the right expertise at the right place and at the right time. We are committed to promoting a good and close community across the organisation and ensuring a safe and secure working environment.
Statnett has a zero tolerance policy with regard to accidents and injuries to our own personnel and others who work for us. Despite this, a tragic fatal accident occurred in the autumn of 2011 in connection with the Sauda-Liastølen project. One contractor employee lost his life whilst working on an overhead line. The accident is being investigated by the Police and the Norwegian Labour Inspection Authority. Statnett has also instigated its own independent investigation of the accident.
Statnett maintains a constant focus on health, safety and the environment (HSE) to reduce risks and prevent injuries and accidents. All Statnett units must comply with Statnett’s HSE policy and associated procedures. Statnett works systematically to further develop our HSE efforts, and in 2011 a separate action plan was introduced for HSE. Consequently, new requirements were introduced relating to the use of helicopters, driving, visibility wear and management HSE inspections. HSE is always the first item on the agenda at all management meetings. The status of our HSE work and any incidents are reported to the Board of Directors on a regular basis.
Safety, health and working environment plans (SHA) are drawn up for every project and Safe Job Analyses (SJA) are prepared before all risk-exposed work operations. Statnett sets the same SHA requirements for suppliers as for its own employees.
Every year, we organise safety courses and first aid courses for all employees who will carry out work on electrical installations. In addition, we conduct HSE-training of safety delegates, managers and HSE personnel in accordance with regulations. In 2011, Statnett conducted a full-scale emergency preparedness drill which involved local emergency response agencies, contractors working on the projects, as well as our own employees.
We have entered into agreements with various approved occupational health service providers who together cover the company's total need for such services. All employees are entitled to make active use of the services comprised by the health scheme.
Reporting of undesirable HSE incidents and nonconformities has increased over the course of 2011, particularly in projects. Training and courses in reporting of undesirable incidents for own employees and suppliers have helped stimulate this positive trend. Statnett registers incidents in its own organisation, as well as those registered with suppliers working on our projects. 11 internal lost-time injuries were reported in 2011. One of these, an accident involving a snow scooter, was serious and resulted in prolonged absence.
Although the sickness absence rate was generally low throughout 2011, we are continuously working to reduce absence due to illness. Various measures have been implemented to reduce absence due to illness, and Statnett continuously work to find new measures to prevent absence due til illness. A low-threshold exercise programme was introduced in 2011 and on average more than half of Statnett employees participated in the programme throughout the year.
|Lost-time injuries, own employees||Number||11||3||4|
|Injury frequency (H1 value)**, own employees||Frequency||6.4||2.0||3.0|
|Lost-time injuries, contractors||Number||12||5||4|
* Work-related injury which resulted in absence beyond the day of the incident
** Number of lost-time injuries per million hours worked
|Injuries own employees||Number||18||12||9|
|Injury frequency (H2 value)**, own employees||Frequency||10.3||6.0||3.9|
* Work-related injuries as a total
** Number of injuries per million hours worked
|Fatalities, own employees||Number||0||0||0|
|Fatalities, third parties*||Number||0||0||0|
* Registered fatalities among third-parties, occurred on or in connection with Statnett's facilities
Recruitment and employee development
Statnett is facing major investments and development projects in the years ahead. In order to realise these projects, we will need to have sufficient expertise of the right kind. To cover our staffing needs, we are therefore investing in development, learning and recruitment of employees in accordance with Statnett’s strategies and values.
Statnett emphasises a good working environment with motivated and committed employees. A strategic competence development process (SKUP) has been implemented which will contribute to a systematic and uniform follow-up of objectives, conduct, performance, strengthened development opportunities, as well as ensuring that Statnett retains and develops strategically important expertise. As a part of SKUP, performance appraisals are conducted with all employees on an annual basis, and assessment meetings are held in all management groups. In 2011, a management programme was introduced. 20 managers participated in the programme over four sessions.
Statnett participates in the survey Great Place to Work. The survey evaluates employees' satisfaction with the workplace and the management's ability to establish structures, good systems, information sharing and ability to support a positive working environment. In the Great Place to Work survey conducted in 2011, Statnett was voted the tenth best place to work among Norwegian companies with more than 250 employees. The results for 2011 show a marginal total improvement from the preceding year. As many as 85 percent of Statnett's employees, agree that ”all things considered, Statnett is a great place to work." The management follows up the surveys themselves, reviewing results and improvement measures.
Internal mobility and recruitment
Statnett invests broadly in the development and dissemination of expertise across the entire company. In 2011, 49 employees changed jobs internally in Statnett, compared with 63 in 2010. The SKUP process helps us increase internal mobility.
Statnett recruited 74 new employees in 2011, compared with 140 in 2010. In 2011, Statnett had an overall staff turnover, excluding retirement, of 3.7 percent, compared with 2 percent in 2010. The increase in staff, combined with moderate retirement figures, means that the company has had a net growth of 235 full-time equivalents in the last three years.
In order to attract talented graduates from universities and university colleges, Statnett has established a permanent trainee scheme. In 2011, Statnett had ten trainees, in addition to one from the trainee collaboration with SINTEF, the NVE and other grid companies. Three Statnett trainees participated in an exchange programme working at Svenska Kraftnät (SvK), Energinet.dk and Statnett's Brussels office. Statnett will continue its collaboration with universities and university colleges in the coming years and participates in a number of job fairs organised by students to increase its employer attractiveness among relevant students. Statnett also provides opportunities for students to work in summer jobs, and to write project papers and master’s theses.
|Employer attractiveness, graduates, rank in Universum*||Unit||2011||2010||2009|
|Graduates, technical education||Rank||39||49||55|
|Professionals, technical education||Rank||34||34||44|
|Graduates, financial education||Rank||76||-||-|
|Professionals, financial education||Rank||62||-||-|
|Graduates, ICT education||Rank||-||-||-|
|Professionals, ICT education||Rank||37||98||-|
* Rank in Universum (The Norwegian Professional Survey) as preferred employer for graduates and employees with five years of work experience, respectively. Rank up to 100 (50 for ICT graduates)
Gender equality and diversity
Statnett wants a diverse and varied organisation. Our job advertisements explicitly encourage people to apply for a position in Statnett, regardless of gender, ethnicity or age. In 2011, 9.5 percent of new recruits were non-Norwegian. In total at the end of 2011, Statnett had 52 non-Norwegian employees, compared with 48 in 2010.
Statnett has for many years worked systematically to recruit more women into management and technical positions. During the period 2005 to 2011, the percentage of women in management positions increased from 20.2 percent to 25.2 percent. In the same period, the total percentage of women in the organisation has remained stable at approx. 23 percent. Although achieving a more equal gender distribution remains a significant challenge, the figures prove that we have succeeded in establishing a development towards a relatively higher share of women in managerial positions. Statnett will continue the effort to recruit more women to management and technical positions. As part of this effort we have introduced a mentor programme. We wish to promote the participation of women in the boardroom across the entire Statnett Group, and take a positive view of female employees being elected to the boards of other companies. In 2011, the percentage of women in the Group management was 14 percent. In the Board of Directors the percentage of women among representatives elected by our owners was 50 percent.
Women and men in comparable positions receive equal pay, while staff surveys show that both genders believe that women and men have equal opportunities in Statnett.
We have set up practical schemes designed to allow women and men to combine work and family life successfully. Statnett runs its own day-care facilities in Oslo, has a scheme of extended parental leave for employees with young children, and practises flexible working hours.
|Total no. of employees||Number||928||913||839|
|Full time equivalents||Number||911||892||820|
|Percentage of full-time position, average, men||Percent||98.8||98.5||98.7|
|Percentage of full-time position, average, women||Percent||96.0||95.6||93.8|
Statnett manages large communal natural resources. As a result and due to the role Statnett plays in the electricity system, we must demand absolute integrity of ourselves and never waver from our ethical principles. As one of the first companies in Norway to do so, Statnett appointed its own Ethics Ombudsman in 2006, whose duty it is to strengthen the legal protection of employees and to help uncover censurable conditions and shortcomings within the company. In Statnett, the office of Ethics Ombudsman is held by a lawyer in our Legal Department.
The job of the Ethics Ombudsman is to ensure that undesirable work cultures and attitudes do not develop and proliferate. Furthermore, the Ethics Ombudsman has a duty to comply with the Working Environment Act with regard to reporting any censurable conditions in the workplace. The Ethics Ombudsman is charged with undertaking investigations in response to issues raised by employees or employees’ unions, to provide guidance for employees on ethical matters, and to raise matters on the Ethics Ombudsman’s own initiative. A very important principle observed by the Ombudsman is the principle of anonymity. This principle encourages staff to report matters that would not otherwise have been addressed.
The Ethics Ombudsman scheme has helped put ethics higher on Statnett’s agenda and make staff far more aware of ethical issues. Statnett continues to note considerable commitment and interest among staff in the ombudsman scheme and in ethical matters in general. The Ethics Ombudsman reports annually to the Group management and to the Board of Directors concerning the number of notifications and the number of matters cases dealt with. In 2011, the Ombudsman handled 40 cases, the same as for 2010. The Ombudsman also handled a number of minor matters. Although clearly unsettling to the persons involved, none of the reported matters have had serious consequences for Statnett as a company.