Responsibility

Responsible employer

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

 

We employ over 1,000 professionals in tasks related to the production, distribution, sale and maintenance of electricity, district heat and district cooling. In 2017, the number of employees fell from the previous year due to transfers of business and retirement.

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 31.12.2017

 %
Management
tasks
14
Expert tasks 52
Operational
tasks
34

Number of employees, Helen Ltd and Helen Electricity Network Ltd

  Employees
2013 1250
2014 1234
2015 1172
2016 1122
2017 996

The energy sector is undergoing major changes, which also has an impact on the personnel and management. Organisational changes will continue to take place, and we aim to prepare for the changes in good time, taking into account particularly the impact on human resources. We always process the changes together with personnel representatives. 

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 through training courses, online learning, on-the-job training, and coaching. We also aim to promote internal mobility and viewing of career prospects with a wider scope, for example, by improving or expanding one’s competence.

Helen Ltd and Helen Electricity Network Ltd carried out extensive personnel surveys in order to gain information about the experience of staff members and, above all, to utilise the results in the development of the organisation. In both companies, e.g. the employees stressed the importance of their own role as a strength, which was featured throughout the organisation. On the other hand, the development areas varied between organisations and personnel groups.

In accordance with Helen’s strategy, we invested in the development of leadership and managerial work. The coaching programme for all managers continued, e.g. with the themes of self-management and performance management. We carried out a 360-degree assessment of all managers as a tool to identify their own strengths and development areas. We also utilised the results of the study in the development of management from the viewpoint of the entire Group.

We also offered an expert 270-degree feedback survey for those working in specialist tasks to provide a tool for personal development and self-management.

Helenin henkilöstöä

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 2017, the frequency of occupational accidents remained at the same level as in the previous year. Helen Electricity Network Ltd had zero occupational accidents. At Helen Ltd, the frequency of occupational accidents resulting in absence of at least one day was 8.2 accidents per one million working hours. In order to improve the situation, we launched an occupational safety campaign in spring 2017 and achieved a new record: 121 days without an accident resulting in absence.

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

In 2017, the number of safety observations reported was clearly higher than in the previous years, although we fell slightly short of the target. We invested especially in the observation processing times and managed to reach our target. During 2018, we will make a particular effort to engage the office employees in making observations.

Frequency of occupational accidents at Helen Ltd

 Accidents/mill. working hours
2013 10.1
2014 9.2
2015 4.8
2016 8.2
2017 8.2

Frequency of occupational accidents, target

 ActualTarget
2017 8.2 4.5
2018   4

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

In 2017, the number of safety observations reported was clearly higher than in the previous years, although we fell slightly short of the target. We invested especially in the observation processing times and managed to reach our target. During 2018, we will make a particular effort to engage the office employees in making observations.

Safety observations at Helen Ltd.

 Amount
2014 745.0
2015 1505.0
2016 1575.0
2017 1865.0
Target 2000.0

Processing of safety observation within the time limit at Helen Ltd

 %
2014 79
2015 88
2016 88
2017 95
Target 95

Equality and non-discrimination

The promotion of equality and non-discrimination is part of our everyday activities. An equal workplace is able to extensively utilise the diverse competence and experience and the various qualities and skills of employees. An equal and non-discriminatory workplace increases work motivation, wellbeing and productivity.

The purpose of our equality and non-discrimination plan is to ensure the impartial and fair treatment of our employees. We monitor the implementation of equality, e.g. with staff statistics and the results of the personnel surveys, and with a pay survey carried out every two years.

During 2017 the share of woman increased in all task groups.

Gender distribution by task group 31 Dec. 2017, %
Helen Ltd and Helen Electricity Ltd

 MaleFemale
Management tasks (136 people) 83 17
Expert tasks (522 people) 68 32
Operational tasks (338 people) 71 29
All employees (996 people) 71 29

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 excursions to our power plants for students of technology. 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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