Our customer service is open online and by telephone, the customer service desk at Helsinki, Kamppi is closed until further notice.
At Helen, we carry out meaningful work: we take care of our customers' energy needs and develop more sustainable energy system.
We employ directly about 960 professionals in tasks related to the sale, distribution, production, development and maintenance of electricity, heat and cooling.
Our human resource management is based on jointly drafted 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
- Inspiring and innovative working community
- Healthy and safe workplace
Personnel by function group, Helen Ltd and Helen Electricity Network Ltd 2019
Number of employees, Helen Ltd and Helen Electricity Network Ltd
The energy sector is undergoing major changes, which also has an impact on management and the personnel. We are carrying out reforms in order to remain competitive. We aim to prepare for the changes as early as possible, taking into account particularly the impact on human resources. We always process changes together with personnel representatives.
SKILLED AND MOTIVATED PERSONNEL
Helen has world-class expertise. The skills and wellbeing of our staff are important to us. We invest in the development of carefully selected strategic talents while maintaining our operational capability.
At Helen, it is possible to develop personal skills in various tasks, e.g. through on-the-job training, training courses, online learning, 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.
In accordance with Helen’s strategy, we invest in the development of management and leadership, for example, with regular management communications and training for managers. We also support the networking of managers.
In 2019, we carried out the PeoplePower employee survey. The overall result of the survey improved considerably compared with 2016 and was better than the reference material in the energy sector. Development was shown in all of the evaluated areas. On the basis of the results, our employees processed development plans for promoting operations and occupational well-being among their own teams.
ZERO ACCIDENTS AS A TARGET
We aim for a zero-accident workplace where everyone is involved in the development of occupational safety. With a good level of occupational safety, we want to impact the employees’ occupational wellbeing and the improvement of the productivity and quality of work. Even small development measures in occupational safety are valuable at Helen.
We reduce the number of occupational accidents and aim to remove accident risks, e.g. with good induction training, risk assessment of tasks and an active and positive attitude towards occupational health and safety among all employees. At our worksites, we take care of the occupational safety of every employee, also our contractors. In 2019, the frequency of occupational accidents, i.e. the number of occupational accidents per one million working hours, was 15.97.
In 2019, we studied the preparedness of our occupational safety management to introduce ISO 45001, the occupational health and safety management system. The level of operations was found to be good, and we started to prepare the application of the system certificate in late 2019.
The purpose of safety observations is to promote a safe working environment. We encourage our employees to submit safety observations in order to be able to develop our operations, for example, by preventing hazardous situations and by introducing tried and tested practices. Only identified risks can be prevented and managed and information about reported successes can be conveyed. In 2019, the number of various safety observations reached a record high of more than 2,000.
EQUALITY AND NON-DISCRIMINATION
The promotion of equality and non-discrimination is part of our everyday activities. In an equal workplace, diverse competence, experience and various qualities and skills are utilised extensively. Management is fair, inclusive and in the interests of everyone. Diversity is taken into account and expertise is valued and developed equally, irrespective of gender and background. We take action against discrimination.
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 personnel surveys, and with a pay survey carried out every other year.
During 2019, the share of women among all employees increased by one percentage point.
Gender distribution by function group 2019, % Helen Ltd and Helen Electricity Ltd
|Management (144 people)||79||21|
|Experts (534 people)||66||34|
|Operational (279 people)||70||30|
|All employees (957 people)||69||31|
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. We carry on cooperation with students and educational establishments. We organise excursions to our power plants for students of technology and commerce. We recruit students in all faculties as summer employees and trainees, and we aim to offer interesting energy-related subjects for students completing their Master’s degree.