Responsibility

Responsible employer

At Helen, we carry out significant work: we produce the best city energy in the world.

 

We have over 1,100 direct employees working in electricity, district heating and cooling, production, distribution and sales, and construction and maintenance.

Our human resource management is based on Helen’s values and responsible operating principles.

The main principles of our human resource management are:

  • Equality and non-discrimination
  • Goal-oriented and responsible leadership and management
  • Personnel planning that implements our strategy
  • Incentive and fair remuneration and rewarding
  • Development of expertise and engagement
  • Healthy and safe workplace

Personnel by task group, Helen Ltd. and Helen Electricity Network Ltd 31.12.2016

 %
Management
tasks
13
Expert tasks 52
Administrative
and service
tasks
6
Technical
tasks
36
Other 1

Number of employees, Helen Ltd. and Helen Electricity Network Ltd

 PermanentTemporary
2012 1219 66
2013 1200 50
2014 1170 64
2015 1113 59
2016 1077 45

CHANGES HAVE AN IMPACT ON PERSONNEL

We carried out a reorganisation at Helen Ltd due to the incorporation that took place at Helen Ltd in 2015. The effective collective agreement has also changed. As a result of negotiations, we adopted Finnish Energy’s collective agreements as from 1 January 2016. The new collective agreement brought a number of issues in the employment relationships that had to be renegotiated, such as the change in pay structure, job descriptions and job rating.

The changes taking place in energy production also have an impact on the personnel. According to the decision made by the City Council, the Hanasaari power plant will be decommissioned by the end of 2024.

Currently, there are about 250 Helen staff working in the Hanasaari power plant area, and the decision to close down the power plant will have an impact on their jobs. Preparation for the changes was started in 2016 by specifying the future competence needs. In the next stage, we will evaluate the current levels of competence and use the results as a basis for launching an upgrade of skills and the required training.

ZERO ACCIDENTS AS A TARGET

We aim for a zero-accident workplace where everyone is involved in maintaining and improving occupational safety.

We reduce the number of occupational accidents and alleviate their consequences, e.g. with risk assessment of tasks and through the work of occupational safety and health partners. At our sites, we take care of the safety of every employee, also our contractors.

In 2016, the positive trend in occupational safety was broken when the frequency of occupational accidents resulting in an absence of at least one day increased to 8.2 accidents per million working hours. We are developing the risk assessment of tasks in order to reduce the number of accidents.

The Zero Accident Forum granted the best performance standard 1 to Helen Electricity Network Ltd. Helen Ltd was rated with performance standard 2.

Frequency of occupational accidents at Helen Ltd

 Accidents/mill. working hours
2012 11.0
2013 10.1
2014 9.2
2015 4.8
2016 8.2

Frequency of occupational accidents, target

 ActualTarget
2016 8.2 5.0
2017   4.5

We encourage our employees to report hazardous situations and near-misses in order to prevent occupational accidents.

In 2016, the number of safety observations Helen Ltd aimed for was 2,000, at least 95% of which are addressed within one month of reporting. We fell short of both of these targets. During 2017, we will clarify the procedure of processing the observations.

Safety observations at Helen Ltd.

 Amount
2014 745.0
2015 1505.0
2016 1575.0
Target 2000.0

Processing of safety observation within the time limit at Helen Ltd

 %
2014 79
2015 88
2016 88
Target 95

SKILLED AND MOTIVATED PERSONNEL

The skills and wellbeing of our staff are extremely important to us.

Due to Helen’s diverse activities, it is possible to develop personal skills in various tasks within the organisation through training, on-the-job learning and guidance. We also promote internal mobility and viewing of career prospects with a wider scope, for example, by improving or expanding one’s competence. Since the end of 2016, all open positions will be advertised internally in order to promote the development of competence among our personnel and to utilise their expertise in a flexible way throughout the organisation by means of internal mobility.

During early 2016, we carried out an extensive employee survey. According to the survey, Helen employees find their own tasks to be challenging and interesting. They also perceive that their own task is useful, and the importance of their personal input is identified from the company’s point of view. Company-level issues, such as communication about the strategy, were raised as areas needing improvement. On the basis of the results, all units and teams drew up their own development plans and specified the development measures to be carried out.

Communication and discussion about the strategy together with the personnel were stepped up on the basis of feedback from the employee survey. Towards the end of the year, Helen Ltd held a follow-up think-tank on the implementation of the strategy.

We invest in excellent management and leadership. In 2016, we launched a management coaching programme for all managers, with an aim to secure harmonised procedures, train our managers in the implementation of the strategy and develop operations together with the employees by means of coaching leadership.

In 2016, we also defined the principles of management to contribute to the building of coherent governance and to give direction to the development of management.

EQUALITY AND NON-DISCRIMINATION

The equal and fair treatment of our employees is an important success factor for us. An equal and non-discriminatory workplace increases work motivation, wellbeing and productivity.

At Helen, equality work is directed by the equality and non-discrimination plan which, in addition to gender equality and gender diversity, takes into account age, origin, nationality, language, religion, convictions, opinions, political activity, trade union activity, family relations, health, disabilities, and sexual orientation or other personal reason.

We monitor the status of equality with annual personnel statistics. Furthermore, the results of the employee survey carried out every other year are used for surveying the equality situation within the organisation. In 2016, there were no significant changes in the equality situation.

Gender distribution by task group 31 Dec. 2016, %
Helen Ltd and Helen Electricity Ltd

 MaleFemale
Management tasks (143 people) 84 16
Expert tasks (583 people) 69 31
Technical tasks (396 people) 72 28
All employees (1,122 people) 72 28

COOPERATION WITH STUDENTS

We want to ensure the availability of competent employees also in the future by raising the attractiveness of the energy sector and Helen as a workplace. One way of ensuring the availability of competent employees is to carry on cooperation with students and educational establishments. We organise regular power plant excursions for students of technology.

The students’ interest towards us is reflected by the fact that in 2016 we received almost 7,300 summer job applications. We hired more than 100 summer workers in various maintenance, production and expert tasks.

In addition to summer employees, we recruit on-the-job learners, trainees and thesis workers each year. We also provide funding for Master’s theses related to the protection of the Baltic Sea through the Helsingin Energia Centenary Fund.

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