Vattenfall strives to provide a workplace in which all the employees have equal opportunities and tools to develop themselves and thereby develop the company.
To achieve our strategic objectives, we strive to create an organizational structure, culture and leadership that reflect the company's transformation and new business environment. We need to continuously develop our people and our business, and are committed to improving diversity and inclusion in all countries and all businesses.
The strategy has three clear goals driving for an empowered and enabled organisation:
- Healthy, safe and engaging work environment
- High performance culture
- Committed and talented people
- LTIF (Lost Time Injury Frequency): ≤1.25
- Employee Engagement Index: ≥70%
Our Achievements in 2015
- LTIF (Lost Time Injury Frequency): 2.3
- Employee Engagement Index: 59
Challenges we have
- Challenging market conditions requiring reorganisation and restructuring will affect our people and may affect employee commitment.
- A decline in students' views of Vattenfall as a potential employer has been noticed.
- The energy sector's new conditions and changed consumer behaviour are pointing to a need for new competence – to be able to adapt, change, develop and take on new duties.
Our planned activities
During times of restructuring and reorganisation, strategic competence planning is increasingly important. This includes activities such as competence sharing, job rotation, leadership development and trainee programmes aimed at ensuring access to future leaders and key competencies.
The focus of activities varies within the Group, depending on the varying conditions in Vattenfall's markets. Work in the Nordic market will revolve around a number of diversity aspects, including gender, ethnicity and age, while in the German operations the focus will continue to be on achieving a more even gender balance.