Engaged people

At Vattenfall, we are committed to creating an attractive and engaging work environment where employees have both the ambition and opportunities to develop themselves and thereby also the company.

Our targets/KPI´s for 2020:

  • LTIF (Lost Time Injury Frequency): ≤1.25
  • Employee Engagement Index: ≥70%

A safe, healthy and engaging working environment

With 20,000 employees and a large number of contractors and hired-in personnel, Vattenfall is responsible for ensuring a safe and healthy workplace. Health and safety are crucial and are a guiding principle in the daily operations, with the ambition to have zero injuries and no work-related illnesses. This requires a systematic and preventative approach in all operations. 

In 2017 LTIF was lower than a year ago, at 1.5, reflecting the focus that safety is a guiding principle in daily operations.

High performance culture

Vattenfall's employees are to work with high integrity and should know what is expected of them, how they can contribute to the success of the business, what opportunities they have for development, and how their performance will be rewarded. Strong performance will be the direct result of empowered and engaged employees who are actively supported by management.

Competent and talented people

As a proud, progressive and open organization, Vattenfall is committed to creating a work environment that attracts, engages and develops people with key competencies, particularly within digitalisation, and encourages them to perform to the best of their potential and to act with high integrity. Individual development plans are an important component for fostering a high performance culture within the organisation. Diversity and equal opportunities are key building blocks of a successful company, and we strive to incorporate these into our day-to-day activities.

In 2017, The Employee Engagement Index was 64%. The improvement can be credited to a clearer strategy and purpose to drive change.

Challenges we have

  • Challenging market conditions requiring reorganisation and restructuring, will affect our people and may affect employee commitment. Therefore, 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.
    Responsible downsizing (PDF 264 kB)

  • 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.
Last updated: 2018-04-19 16:33