Corporate social responsibility 2012
Corporate social responsibility in Statnett entails integration of social and environmental considerations in the company's daily operations and vis-à-vis our stakeholders. As a result of its operations, the company has significant corporate social responsibility. Thus, corporate social responsibility is an integrated part of our fundamental values. Corporate social responsibility is integrated in the company's corporate governance and embedded in the enterprise's management and organisation.
Statnett's corporate social responsibility reporting
What is corporate social responsibility in Statnett?
Corporate social responsibility in Statnett is all about understanding the expectations of the community, and handling these expectations in a manner which generates mutual respect. By doing so, corporate social responsibility in Statnett will deliver performance excellence and capacity which will ensure that we meet our main objectives. Statnett's main objectives are described in more detail in Corporate Governance.
Corporate social responsibility is an integrated part of our fundamental values. These values form the very core of our management system and help us conduct our activities correctly. The fundamental values provide the foundation for building a positive, responsible, and sound corporate culture of confidence and cooperation at all levels.
The Norwegian government stipulates that state-owned companies should integrate social and environmental considerations in their daily operations. Statnett’s reporting complies with the globally recognised reporting framework, Global Reporting Initiative (GRI).
By following these guidelines, Statnett aims to provide a general and balanced overview of how we exercise our corporate social responsibility in the enterprise's key areas. Statnett reports annually according to GRI. This was first implemented in connection with the 2010 annual report. The GRI table contains references to where information about the individual indicators can be found, and to what extent these have been complied with.
Unless otherwise specified, the corporate social responsibility reporting covers all Statnett activities, including wholly-owned subsidiaries. Data is generally collected and collated with the aim of making the presentation as relevant and uniform as possible. Although great emphasis has been placed on ensuring completeness and correctness, there may be uncertainties in relation to some of the data.
As a long-term objective, Statnett's will ensure that the corporate social responsibility reporting is verified by an independent third party and thus that the company is upgraded from GRI B to B+.
Dialogue with stakeholders
The company's external relations and the internal and external dialogue with our stakeholders are key elements of Statnett's perception of corporate social responsibility. This is equally important with respect to employees, customers and suppliers, the authorities, trade associations and unions, special interest groups and the general public.
Statnett engages in dialogue with the company's stakeholders, both as part of our daily operations and in connection with specific activities and projects. Dialogues are comprehensive and take place at, for instance, regular meetings and during consultation processes relating to grid developments and specific development projects. Through early involvement and an open dialogue with local authorities, businesses, landowners and special interest groups, Statnett will continue to promote exchange of ideas, constructive discussions and forward-looking solutions for energy supply and social development. Positive interaction with our customers, suppliers and partners on issues relating to safety and the environment is important to promote safety and environmentally friendly solutions in a short and long-term perspective. Reputation surveys are also conducted.
Corporate social responsibility organisation
State-owned companies should be at the forefront of corporate social responsibility (Report No. 10 (2008-2009) to the Storting). Statnett’s fundamental governing principles help us meet the requirements and expectations laid down by our owner, employees, customers, suppliers and others stakeholders. All employees are responsible for familiarising themselves with Statnett's management system and complying with the relevant requirements in their daily work. For more details about Statnett's management system, see Corporate Governance.
Corporate social responsibility is an integrated part of Statnett’s corporate management. Statnett has established management policies for internal ethical guidelines, as well as ethical guidelines for our suppliers. Corporate social responsibility is also incorporated in our policy relating to Statnett's fundamental values.
The enterprise has also established a separate functional policy for corporate social responsibility. The objective of this policy is to specify which principles Statnett will apply as a basis for safeguarding the company's corporate social responsibility within the framework established for Statnett by the owner, legislator and society in general.
In order to ensure clear and uniform corporate social responsibility reporting Statnett has prepared a set of instructions for data acquisition for corporate social responsibility reporting. The instructions provide definitions of indicators and associated data sources, as well as calculation methods.
Statnett and society
Security of supply
Statnett is responsible for ensuring a stable and secure supply of electricity. Through proper maintenance, sound preparedness and significant investments in sufficient grid capacity, Statnett secures a stable supply of electricity and enables the development of renewable energy. In this way, Statnett contributes to value creation for customers and society in general and to the realisation of Norway’s climate objectives.
In 2012, Statnett invested a total of NOK 3 152 million in grid facilities. Statnett's largest investments are described in more detail in the Board of Directors' report and on our website.
Statnett operates on the principle that there should normally be two alternatives for power supply into an area. This is referred to as N-1. Statnett measures unsatisfactory security of supply by registering periods with only one barrier against power outages in the main grid. The measurements show which areas are vulnerable and therefore which areas should be prioritised in future grid developments.
|Security of supply||Unit||2012||2011||2010|
|Outages in Statnett's power grid1||Number||0||3||1|
|Frequency deviation2||Minutes||11 574||12 216||11 286|
|Periods of unsatisfactory security of supply (N-0)3||Hours||1 600||2 820||4 368|
1 Incidents of Energy Not Supplied (ENS) more than 2 hours or > 1000 MWh as a result of a fault in power gird owned by Statnett.
2 Standardised measuring conducted by Svenske Kraftnät measured by sampling frequency per minute.
3 Registered number of N-0 hours (period where there is only one barrier against power outages).
A key element of securing a stable supply of electricity is sound preparedness measures. This involves preventing and handling extraordinary incidents. Stormy weather represents a particular challenge, but accidents, technical faults and deliberate damage to property will also affect security of supply.
Statnett will ensure that potential incidents are handled in the best possible manner, both in terms of operation and project execution. To meet this objective, three important measures have been implemented. A safety and preparedness policy has been established which stipulates responsibilities and guidelines on how to establish efficient preparedness. The Company has established a preparedness section which has the technical responsibility for the company's preparedness operations and ensures efficient preparedness routines and guidelines in Statnett. Furthermore, Statnett has strengthened the operative preparedness in the individual units by hiring more employees and entering into supplier contracts. As part of the emergency preparedness work several preparedness drills were conducted at various levels of the organisation in 2012.
Statnett has a statutory duty to provide transport preparedness for the Norwegian power supply. Statnett’s wholly-owned subsidiary Statnett Transport AS is required to ensure competitive implementation of this duty.
Distribution of value created
Statnett's operations generate value creation both directly and indirectly. The direct value creation is presented in the company's accounts and is allocated to the owner, authorities, employees and lenders.
|Value creation distribution||Unit||2012||2011||2010|
|Employees - wages and social benefits1||NOK million||679||555||461|
|National and municipal taxes and fees2||NOK million||589||592||1 079|
|Lenders - interests||NOK million||430||374||343|
|Owner - dividend3||NOK million||117||117||315|
|Company - retained equity||NOK million||678||649||2 010|
1 Net wage costs excluding employer's contribution.
2 Tax charge, property tax and employer's contribution.
3 Proposed dividend 2012.
Indirectly, value creation is ensured through, for instance, the activities Statnett generates in other companies in the form of investments in infrastructure and purchase of goods and services. In 2012, investments of NOK 3 152 million were made and goods and services were purchased totalling NOK 981 million to support the company's operations.
Statnett sets requirements for safeguarding corporate social responsibility in our procurement activities. These requirements are laid down in our process descriptions and procurement policy, as well as in the company's contracts. Furthermore, Statnett has established separate ethical guidelines for procurement both for our own organisation and our suppliers.
All company purchases must comply with our procurement policy. The central procurement unit is responsible for major purchases. In order to ensure an optimal procurement practice, Statnett employs Sellicha as its step 1 qualification system. This also ensures that the company's corporate social responsibility is fulfilled. In addition, a step 2 qualification system has been adopted for selected products.
To promote healthy competition with regard to our acquisitions, Statnett works actively to ensure that international, national and local suppliers gain a competitive position. As part of this effort, Statnett participated in a cooperation forum in the north of Norway in 2011 and 2012 to promote exchange of information with local businesses and industry.
The responsibilities inherent in the company’s role as a Norwegian Eco-Lighthouse are reflected in the company's own procurement processes, as well as in our purchasing agreements. We expect our suppliers to comply with our ethical requirements and our health, safety and environment (HSE) requirements, and to take environmental concerns seriously.
Reputation, reputation-building and visibility
An important objective of Statnett's communications strategy is to establish awareness and knowledge about the company. Given Statnett's important role in the power supply, and the enterprise's upcoming heavy investments in the main grid, it is imperative that people know who we are and what we do. This is particularly important for recruitment purposes.
Statnett's general sponsorship of the Norwegian Skating Association (NSF) is, combined with market communication and Statnett's general communication work, an important part of the efforts to raise awareness and knowledge about the company across the country. Statnett has entered into a dialogue with the NSF about terms to extend the cooperation sponsorship for the period leading up to the Olympic Games in 2014.
Statnett also wants to make a positive contribution to local communities where we are operating, and support local activities. Over the course of 2013 Statnett will introduce new guidelines for allocation of local funds to cultural activities and activities for children and young people.
A company's reputation is partly determined by how the outside world evaluates the company's quality on the basis of its products and services, and partly by an emotional dimension, i.e. to what extent one likes and trusts the company. Statnett is responsible for projects that have inspired intense public debate in recent years. This presents challenges with regard to the company's reputation and confidence in the Norwegian population. Today approximately half of all Norwegians are confident that Statnett will provide a secure supply of electricity. Statnett's objective is 80 percent by 2016.
Customer satisfaction amongst main grid customers, which are the customers directly linked to the main grid, has decreased from a score of 71 in 2011 to 69 in 2012. Good collaboration with the customers is important to ensure efficient implementation of our core tasks, and we are aiming to improve main grid customer satisfaction.
With regard to reputation and company profile, we also emphasise that Statnett has a very high employee satisfaction rate and is regarded as one of the best companies to work for in Norway (see Recruitment and Employee Development for more details).
|Reputation and customer satisfaction||Unit||2012||2011||2010|
|Reputation - Share of the Norwegian population who have confidence in Statnett providing a secure supply of electricity1||Percent||53||47||65|
|Prompted knowledge of who is responsible for the main powergrid2||Percent||57||56||53|
|Unprompted knowledge of who is responsible for the main grid2||Percent||33||37||38|
1 Percentage with a very or fairly good overall impression of Statnett among professionals (including municipal mayors and chief municipal executives, national political environments, professional environments and the media) and the general public. Source: Synovate market research
2 Percentage with knowledge of Statnett being responsible for the national main grid for power supply in Norway, Source: YouGov against their internet panel on assignment from Statnett using Mindshare media agency.
3 Score on most recently conducted customer satisfaction survey. Source: TNS Gallup AS and OPINION|PERDUCO
Innovation and R&D
Statnett is working in an innovative and forward-looking manner, using research and development (R&D) extensively as a strategic tool for creation of value and innovation. The R&D strategy for the period 2012-2014 was implemented in 2012. Our R&D strategy is linked directly to the overall Group strategy.
During the period 2012 – 2014, Statnett's R&D efforts will focus on the following programme areas:
- Smart Grid
- New technology and solutions for the main grid of the future
- Environmental impact
- Gaining society's acceptance for Statnett social mandate
Statnett cooperates closely with external expertise environments both in Norway and in other countries. Examples of such environments are other transmission system operators (TSOs) in the Nordic countries and Europe, the supplier industry, ENTSO-E (European Network of Transmission System Operators for Electricity) and the EU’s R&D Framework Programme (FP7).
Statnett also collaborates closely with educational establishments and research communities, both in Norway and internationally, including the Norwegian University of Science and Technology (NTNU) in Trondheim, Narvik University College, the Norwegian University of Life Sciences (UMB) in Ås, Imperial College in London, Alto University in Finland, the Royal Institute of Technology (KTH) in Sweden and the Technical University of Denmark (DTU). In addition to universities and university colleges being important collaboration partners in terms of implementation of R&D work, the collaboration is also important for recruitment, access to expertise and for finding PhD studies which the enterprise wants to support. Moreover, it will contribute to raising Statnett's profile and help make Statnett more visible.
Statnett's R&D expenses totalled NOK 37 million in 2012, NOK 2 million less than in the previous two years.
The focus of the R&D programme is on developing new solutions for safe and efficient operations which will meet the operational challenges of the future in a period characterised by upgrades and developments, long-term integration of renewable energy sources, more interconnectors and increased future consumption. The challenges relate to maintaining security of supply in areas with N-0 operation and keeping the frequency within set limit values.
The R&D programme consists of various projects, with a main focus on:
- Risk-based planning and execution of operations, as well as installing these in a pilot in Statnett. The objective is that operators will operate according to an agreed risk level in the future.
- Solutions which provide balancing flexibility, i.e. keep the frequencies within agreed limit values.
- New solutions for monitoring, management, and protection of the power system based on Wide Area technologies.
New technology and solutions for the main grid of the future
The programme has three focus areas relating to research on interconnector breakdowns, efficient pylon and power line solutions, as well as ensuring a stable supply of electricity in the event of solar storms.
In cooperation with National Grid, TenneT (respective owners of transmission grids in UK and Germanrespective owners of the UK and German transmission grids) and Sintef, new methods are being developed to efficiently spot detect any developing faults and take action before a cable breakdown occurs. Such methods will reduce the risk of unexpected interruptions with extended downtime and reduced revenues, as a result of limited time windows to repair cable faults.
In the Lean Line project Statnett is focusing on developing new pylons and power lines which will reduce construction times and costs by 20 per cent, whilst increasing the quality by 20 per cent for 80 per cent of new projects in the portfolio. R&D projects are looking at solutions that can be applied in a time frame of 1-3 years and solutions based on brand new pylon and power line materials in a long-term perspective (more than 10 years).
The project "Geo Induced Current" deals with solar storms, and the effect of this phenomenon on the electricity supply. The R&D project is important as a strong solar storm may result in an outage of parts of, or the entire, power system, with serious consequences for society. Solar storms and space weather have received great international attention. In this project, Statnett is aiming to establish new knowledge and develop solutions to introduce preparedness measures which will prevent solar storms from causing unacceptable consequences for security of supply.
In 2012, the focus of the R&D programme has been on society's acceptance and environmental impact of power lines.
The R&D program "Social Acceptance" consists of projects which will provide Statnett with important knowledge on how the company should act to gain acceptance for its social mandate. These projects are executed through cooperation with the FME (Centres for Environment-friendly Energy Research) and KMB projects (expertise projects with user participation), supported by the Research Council of Norway. The research takes place at Sintef, the University of Oslo, the Institute for Energy Technology Centre (IFE), Strategic Challenges in International Climate and Energy Policy (CICEP), Oslo Centre for Research on Environmentally friendly Energy (CREE) and others.
Environmental impact is an important part of Statnett's focus on research & development. Through this, the company aims to increase our knowledge of power lines' impact on biodiversity, birds, reindeer, the landscape and general traffic. Much of this work takes place at the Norwegian University of Life Sciences (UMB) in Ås and other university communities in Norway.
Long-term institutional cooperation with transmission system operators in East Africa and southern Africa
Over several years, Statnett has helped develop long-term expertise in transmission system operator companies (TSOs) in Uganda and Tanzania. These projects will continue for several more years. In the second half of 2012, Statnett also entered into cooperation with the TSO of Mozambique. Initially, the collaboration will focus on identifying which disciplines will be included in a future long-term institutional cooperation. In addition, the formal start-up of a three-year institutional cooperation with the TSO of Kenya is expected in the second quarter of 2013. A key objective of this project is to help establish a regional TSO collaboration between Kenya, Tanzania and Uganda.
Statnett's cooperation project with the transmission system operator in Nepal was completed in 2012 with good results.
The institutional cooperation which Statnett is engaged in, also referred to as twinning projects, is part of the Norwegian authorities' effort to increase access to clean energy at a reasonable price, based on long-term management of natural resources and efficient energy consumption in developing countries. Twinning is a well-established project form defined by the EU and the World Bank as a "process that pairs an organisational entity in a developing country with a similar but more mature entity in another country".
The principal objective of Statnett's twinning projects is to help increase expertise and efficiency in core areas for our twinning partners, both at an individual and institutional level. The figure below illustrates the disciplines often included in Statnett's twinning projects.
For Statnett it is important to help develop the power supply in the countries where we operate and by doing so supporting the Norwegian government's initiative to develop the energy sector in selected partner countries. By contributing our own experience and knowledge of how to develop and operate a transmission system operator company, we have seen that we contribute to securing a more stable power supply in our partner countries. This is important for combating poverty, promoting industrial development and strengthening the role of women.
Such projects also provide our own technical experts with exciting challenges and opportunities.
The projects are financed by the Norwegian Agency for Development Cooperation (Norad) or the Norwegian embassies in the partner countries.
Statnett keeps continuously updated on research into any adverse health effects caused by electromagnetic fields from high-voltage power lines. Furthermore, the enterprise wishes to make its own contribution to increase our knowledge in this area.
In 2005, a work group appointed by the Norwegian Radiation Protection Authority published the report "Forvaltningsstrategi om magnetfelt og helse ved høyspentanlegg” (Management strategy for magnetic fields and health near high-voltage facilities). The report concluded the following:
“We have currently more knowledge about the situation than previously. The summary of extensive research has shown that there is a potential risk of developing leukaemia in children in cases where the magnetic field in the home is above 0.4 microtesla. However, the absolute risk is still considered to be very low.”
The group recommends that a study be implemented when new houses or high-voltage facilities are constructed as a basis for assessing measures which may reduce magnetic fields. The assessment level has been set at 0.4 microtesla for potential measures and calculations to identify additional costs and other disadvantages. Please see the full report for more information about the working group’s work and conclusions.
The assessment requirements and guidelines comprise homes, schools and nursery schools where people spend much of their day. Holiday homes do not fall into this category.
If the average current intensity throughout the year results in a magnetic field of more than 0.4 microtesla in private homes, potential measures should be assessed to reduce the fields to levels below 0.4. However, this does not mean that measures necessarily must be implemented. Field levels, costs and potential health effects must be considered before any remedial measures are considered.
When planning new power lines, we aim to keep them at sufficient distance from residential housing to ensure that the average magnetic fields from the lines do not exceed 0.4microtesla in the buildings.
Climate and the environment
Developing the main grid is an important tool for achieving national climate goals by facilitating the phase-in of renewable energy. Climate and environmental considerations represent one of our three strategic focus areas and are an integrated part of our Group strategy.
At the same time it is important to respect our natural environment during planning and operation of our facilities. Statnett's environmental strategy sets a framework for how to minimise the environmental impact of the company's operations.
Environmental impact of Statnett's operations
Statnett has established an HSE policy which also comprises the external environment. The company has a zero tolerance philosophy and the policy describes principles and procedures for avoiding any unnecessary environmental impact.
Any environmental incidents that do occur are recorded and followed up in the Statnett deviation system. In 2012, 67 incidents occurred. None of the incidents were registered as permanent damage or serious discharges/emissions. One of the most serious external environment incidents involved pollution of the Tveitenbekken stream, where drilling mud from the drilling of foundations was released into the stream. In connection with forest clearing in a bird habitat in Granvin, a scheduled power line resulted in trees being felled in a restricted area. Statnett's contractors reported 11 incidents in connection with work on the company's development projects. One of these involved run-off from a deposit area for excess material, which resulted in siltation of Nakkeelva and Vieelva rivers. These rivers are home to a viable population of the red-listed freshwater pearl mussel which is particularly vulnerable to increased particle density.
Statnett is continually working to improve our environmental performance. Statnett has an Environmental Management System which is certified in accordance with ISO 14001:2004. Our head offices in Oslo and administrative offices in Alta and Sunndalsøra have been certified as Eco-Lighthouses. This means that activities conducted at these offices comply with defined requirements for environmental management and performance. The office in Trondheim started the Eco Lighthouse certification process in the autumn of 2012.
Energy optimisation and proximity to public transport were important and decisive factors in the choice of new head offices in Nydalen. Both factors are important elements in the enterprise's own climate initiatives. Like Statnett's new administration offices in Trondheim, the new head offices will be an energy class A office building.
The most important contribution Statnett can make with regard to climate is to develop the next-generation main grid, facilitate connection of new renewable energy, reorganise existing power grids and update the voltage in existing power grids to maximise capacity and minimise environmental impact. In addition, Statnett is working to establish new interconnectors which will help reduce carbon emissions through facilitation of new renewable energy.
Emissions from Statnett's operations
Statnett’s emissions of greenhouse gases include, for instance, operation of back-up gas-fired power plants, SF6 treatment plants and travel in connection with work. The emissions have been accounted for in Statnett's climate report, and the company is working continuously to reduce them.
|Greenhouse gas emissions(CO2-equivalents)||Units||2012||2011||2010|
|From back-up gas-fired power plants||tonnes||1 747||2 898||1 982|
|From SF6 emissions||tonnes||8 461||5 030||7 300|
|From fuel consumption and heating oil/paraffin||tonnes||1 360||728||646|
|From company air travel||tonnes||1 179||1 175||1 053|
Emissions from the back-up gas-fired power plants in Nyhamna and Tjeldbergodden.
Statnett's back-up gas-fired power plants at Nyhamna at Aukra and Tjelbergodden in Aure have not been granted climate quotas in the Norwegian system. However the facilities are subject to quota obligations. Statnett reports emissions to the Climate and Pollution Agency (Klif) every year, so that our emission quotas can be balanced. Klif has granted Statnett permission to operate the facilities for up to eight days per year for inspection and maintenance purposes. The facilities are primarily intended for use in an emergency situation, as carbon emissions from one operative back-up power plant total 2 450 tonnes a day (0.68 tonnes/MWh). Preliminary figures show that emissions from Statnett's back-up gas-fired power plants totalled 1 747 tonnes of CO2 equivalents in 2012. The reduction from 2011 was mainly due to infrequent operation of Tjeldbergodden. The final figures for 2012 will be available after 1. April 2013, when the reported data have been approved by Klif.
Emissions of SF6 from Statnett's SF6 facilities increased by 69 percent last year, from 210 kg in 2011 to 354 kg in 2012. The 2012 emissions correspond to an environmental impact of 8 461 tonnes of CO2 equivalents, up from 5 030 in 2011. The increase may be due to maintenance and refilling of several SF6 facilities. The discharges for 2012 amounted to 0.3 percent of the total 113 tonnes of SF6 in Statnett's facilities. This is below the normal level of leakages from facilities of this type.
|Inventory and emissions of SF6||Unit||2012||2011||2010|
|Inventory as at 31 Dec.||kg||112 576||111 239||107 447|
Air travel in Statnett totalled 8 790 410 km, corresponding to total carbon emissions of 1 179 tonnes.
Statnett is working to reduce its own emissions of greenhouse gases by minimising the company's climate contributions with regard to own consumption, such as heating, cooling and operation of Statnett's offices and other buildings. Statnett purchases climate quotas for all company air travel.
|Energy consumption and grid losses||Unit||2012||2011||2010|
|Electricity (excluding energy losses in transformer stations and grid)||GWh||18||17||17|
|Natural gas for back-up gas-fired power stations||tonnes||641||1 040||708|
|Grid losses||GWh||2 465||2 322||2 241|
Climate change also affects Statnett's operations. In 2008, Statnett prepared a report in cooperation with the Norwegian Meteorological Institute (DNMI) and the Norwegian Geotechnical Institute (NGI) on the physical impact of climate change on Statnett's transmission facilities. The report evaluates the impact of climate change such as changes in wind conditions, increased precipitation and flooding, icing, landslides and avalanches, changes in the groundwater level, etc. The results from the report are used to monitor, maintain and improve Statnett's transmission facilities.
Biodiversity and disruptions to the landscape
As part of its environmental strategy, Statnett aims to be a responsible grid developer. This entails incorporating environmental concerns in the company's planning process, choice of solutions, construction and operations.
Statnett recognises that the company's facilities cause interventions in the landscape which will have an impact on biodiversity. It is our responsibility to minimise the negative impact of such interventions and weigh them against the demand for a reliable supply of electricity and socio-economic profitability.
New power lines and transformer stations have a long planning horizon. Statnett is subject to stringent requirements and has to submit a detailed report on the scope of interventions and their impact on biodiversity during the construction and operational phase.
When constructing new power lines, Statnett uses advanced techniques such as laser scanning and 3D terrain modelling in the early stages of the planning phase. This means we can see what the power lines will look like in the landscape. Furthermore, we can adapt our construction plans and choose alternatives that take into account the shape and character of the landscape.
In the planning stage, we conduct thorough studies of the impact on biodiversity, often running over several seasons. The studies comprise habitats and species, focusing on endangered and vulnerable species in particular. Whenever necessary, we will monitor or implement measures to protect endangered and vulnerable species.
|Grid and cables1||Unit||2012||2011||2010|
|High voltage overhead section||km||9 839||9 839||9 808|
|Earth cable and subsea cable||km||703||703||703|
|Overhead lines in protected areas||km||259||259||259|
1 Measured in km of transmission routes and cable routes
Environmental R&D focus
Several of Statnett's R&D programmes focus on challenges relating to climate and the environment. The company has for several years helped fund independent research on power lines' impact on biodiversity. This includes long-term research projects on birds, as well as wild and domesticated reindeer. The R&D programme "Environmental Impact" has a special focus on increasing the awareness of how power lines affect the flora and fauna. One of the projects in this programme involves collaboration with the Norwegian University of Life Sciences in Ås to study what effect various management methods in cleared ROWs will have on biodiversity.
Many of the R&D programmes comprise several disciplines, including climate and the environment. The R&D project related to the Smart Grid has a clear climate dimension. The Smart Grid technology enables two-way communication between appliances and applications in, for instance, households. The objective is to develop applications that will contribute to a cost-efficient and environmentally sound utilisation of the entire power system.
Statnett is an attractive employer offering its employees challenging tasks. To meet our objectives, we need to have the right expertise at the right place at the right time. Statnett is committed to promoting a good and close community across the organisation and ensuring a safe and secure working environment.
A safe place to work
Statnett has a zero tolerance policy with regard to accidents and injuries to our own personnel and others who work for us. There were no serious incidents in Statnett in 2012. However, on 3 January 2013, a tragic accident occurred in one of Statnett development projects. A subcontractor employee lost his life. The accident is being investigated by the Police and the Norwegian Labour Inspection Authority. Statnett has also instigated its own investigation of the accident.
Statnett maintains a constant focus on health, safety and the environment (HSE) to reduce risks and prevent injuries and accidents. All Statnett units must comply with Statnett’s HSE policy and associated procedures and instructions. Statnett works systematically to further develop our HSE efforts, and in 2011 a separate action plan was introduced for HSE. This action plan was continued in 2012 and for the rest of 2013. HSE is always the first item on the agenda in all management meetings. The status of our HSE work and any incidents are reported to the Board of Directors on a regular basis.
Safety, health and working environment plans (SHA) are drawn up for all development projects and Safe Job Analyses (SJA) are prepared before all risk-exposed work operations. Statnett sets the same HSE requirements for suppliers as for its own employees.
Every year, we organise safety courses and first aid courses for all employees who will carry out work on electrical installations. In addition, we conduct HSE training of safety delegates, managers and HSE personnel in accordance with regulations. I 2012 several preparedness drills were carried out at various levels of the organisation.
We have entered into agreements with various approved occupational health service providers who together cover the company's total need for such services. All employees are entitled to make active use of the services comprised by the health scheme.
Reporting of undesirable HSE incidents and nonconformities increased in 2012, which is a continuation of the trends from 2010 and 2011. Statnett registers undesirable HSE incidents and deviations occurring in its own organisation, as well as in contractor/supplier organisations. In 2012, eight internal lost-time injuries were reported, whereas our suppliers/contractors reported 18 lost-time injuries.
Although the absence due to illness rate was generally low throughout 2012, we are continuously working to reduce absence. Various measures have been implemented to do so. However, we continue to identify new methods of preventing absence due to illness.
|Absence due to illness||Unit||2012||2011||2010|
|Short-term, 1 - 16 days||Percent||1.7||1.6||1.6|
|Long term (> 16 days)||Percent||2.0||2.2||2.1|
|Lost-time injuries, own employees||Number||8||11||3|
|Injury frequency (H1-verdi)2, own employees||Frequency||3.9||6.4||2.0|
|Lost-time injuries, contractors||Number||18||12||5|
1 Work-related injury which resulted in absence beyond the day of the incident.
2 Number of lost-time injuries per million hours worked.
|Injuries, own employees||Number||17||18||12|
|Injury frequency (H2-verdi) 2, own employees||Frequency||8.3||10.3||6.0|
1 Total work-related injuries.
2 Number of injuries per million hours worked.
|Fatalities, own employees||Number||0||0||0|
|Fatalities, third parties1||Number||0||0||0|
1 Registered fatalities among third-parties, occurred on or in connection with Statnett's facilities.
Recruitment and employee development
Statnett is planning major development projects in the years ahead. In order to realise these projects, we will need to have sufficient expertise of the right kind. To cover our staffing needs, we are investing in development, training and recruitment of employees in accordance with Statnett’s strategy and values.
Statnett emphasises a good working environment with motivated and committed employees. The strategic competence development process (SKUP) is well established in the enterprise. The process will contribute to a systematic and uniform follow-up of objectives, conduct, performance, strengthened development opportunities, as well as ensuring that Statnett retains and develops strategically important expertise. As a part of SKUP, performance appraisals are conducted with all employees on an annual basis, and assessment meetings are held in all management groups. In 2012, the roll-out of a career model was initiated in Statnett. This will put more focus on the individual professional development of Statnett employees.
For the third year running, Statnett has been ranked among the ten best companies to work for, according to the Great Place to Work survey. In 2012, the company has switched to a more adapted organisation survey from Ennova. In addition to focusing on areas that are important for Statnett's working environment, the survey has benchmarking opportunities against Norwegian companies inside and outside the energy industry. The 2012 results showed that Statnett is a good place to work. Compared with the industry and other Norwegian companies, Statnett has a higher average for most of the measured factors. Job satisfaction is high in Statnett. Statnett did particularly well in terms of leadership. All units will establish relevant improvement measures.
Internal mobility and recruitment
Statnett invests broadly in the development and dissemination of expertise across the entire company. In 2012, 57 employees changed jobs internally in Statnett, compared with 49 in 2011. The SKUP process helps us increase internal mobility. The enterprise has a long-term goal of directing 100 full-time equivalents towards strategically important project execution or operation tasks. 50 of these full-time equivalents were realised in 2012.
Statnett recruited 132 new employees in 2012, compared with 74 in 2011. In 2012, Statnett had an overall staff turnover, excluding retirement, of 3.3 percent, compared with 3.7 percent in 2011. The increase in staff, combined with moderate retirement figures, means that the company has had a net increase of 319 full-time equivalents over the last four years.
In order to attract talented graduates from universities and university colleges, Statnett has established a permanent trainee programme. In 2012, eight trainees participated in Statnett's own trainee programme. In addition, Statnett had one trainee from a trainee collaboration between SINTEF, the Norwegian Water Resources and Energy Directorate (NVE) and grid companies in the industry. The trainee was offered permanent employment with Statnett after completion of the programme. Two Statnett trainees participated in an exchange programme working at Svenska Kraftnät and Statnett's Brussels office. Statnett will continue its collaboration with universities and university colleges in the coming years to increase its employer attractiveness among relevant students. Job fairs, company presentations and sponsoring activities organised by students are the most common measures. Statnett also provides opportunities for students to work in summer jobs, and to write project papers and master’s theses. Statnett received a number of highly qualified applicants for its trainee programme in 2012.
|Employer attractiveness among graduates, Universum ranking1||Unit||2012||2011||2010|
|Graduates, technical education||Rank||32||39||49|
|Professionals, technical education||Rank||31||34||34|
|Graduates, finance/economics education||Rank||95||76||-|
|Professionals, finance/economics education||Rank||74||62||-|
|Graduates ICT education||Rank||-||-||-|
|Professionals, ICT education||Rank||25||37||98|
1 Employer attractiveness among graduates and employees with 5 years of experience, respectively. Universum ranking (The Norwegian Professional Survey). Rank only up to 100 (50 for ICT graduates).
Gender equality and diversity
Statnett wants a diverse and varied organisation. Our job advertisements explicitly encourage people to apply for a position in Statnett, regardless of gender, ethnicity or age. In 2012, 5.3 percent of new recruits were from non-Norwegian ethical backgrounds. In total at the end of 2012, Statnett had 58 employees from non-Norwegian ethical backgrounds, compared with 52 in 2011.
Statnett has for many years worked systematically to recruit more women into management and technical positions. During the period 2005-2011, the percentage of women in management positions increased from approximately 20 to 25 percent. For 2012, this decreased to 22.4 percent. Although the number of female leaders increased also in 2012, the percentage of women has decreased as the number of male managers has increased more. The total percentage of women has increased from 23 percent in 2011, to 24.1 percent in 2012. Although achieving a more equal gender distribution remains a significant challenge, the figures prove that we have succeeded in establishing a development towards a relatively higher share of women in managerial positions. Statnett will continue the effort to recruit more women to management and technical positions. As part of this effort we have introduced a mentor programme. We wish to promote the participation of women in the boardroom across the entire Statnett Group, and take a positive view of female employees being elected to the boards of other companies. In 2012, the percentage of women in the Group management was 14 percent. On the Board of Directors the percentage of women among representatives elected by our owners was 50 percent.
Women and men in comparable positions receive equal pay, while staff surveys show that both genders believe that women and men have equal opportunities in Statnett.
We have set up practical schemes designed to allow women and men to combine work and family life successfully. Statnett runs its own day-care facilities in Oslo, has a scheme of extended parental leave for employees with young children, and practises flexible working hours.
|Total number of employees||Number||994||928||913|
|Position, percentage of full-time position, men||Percent||99.4||98.8||98.5|
|Position, percentage of full-time position, women||Percent||96.5||96.0||95.6|
Statnett manages large communal natural resources. As a result and due to the role Statnett plays in the electricity system, we must demand absolute integrity of ourselves and never waver from our ethical principles. As one of the first companies in Norway to do so, Statnett appointed its own Ethics Ombudsperson in 2006. The Ethics Ombudsperson is an officer of the company whose duty it is to strengthen the legal protection of employees and to help uncover censurable conditions and shortcomings within the company. In Statnett, the office of Ethics Ombudsperson is held by a lawyer in our Legal Department.
The job of the Ethics Ombudsperson is to ensure that undesirable work cultures and attitudes do not develop and proliferate. Furthermore, the Ethics Ombudsperson has a duty to comply with the Working Environment Act with regard to reporting any censurable conditions in the workplace. The Ethics Ombudsperson is charged with undertaking investigations in response to issues raised by employees or employees’ unions, to provide guidance for employees on ethical matters, and to raise matters on the Ethics Ombudsperson’s own initiative. A very important principle observed by the Ombudsperson is the principle of anonymity. This principle encourages staff to report matters that would not otherwise have been addressed.
The Ethics Ombudsperson scheme has helped put ethics higher on Statnett’s agenda and make staff far more aware of ethical issues. Statnett continues to note considerable commitment and interest among staff in the ombudsperson scheme and in ethical matters in general. The Ethics Ombudsperson reports annually to the Group management and to the Board concerning the number of notifications and the number of cases dealt with. In 2012, the Ombudsperson handled 15 cases, down somewhat from the previous year. The Ombudsperson also handled a number of minor matters. Although they may have been unsettling to the persons involved, none of the reported matters have had serious consequences for Statnett as a company.
Other GRI indicators
|Employees < 30 years old||Number||96||75||84|
|Employees 30-39 years old||Number||182||170||158|
|Employees 40-49 years old||Number||336||311||309|
|Employees 50-59 years old||Number||261||249||238|
|Employees > 60 years old||Number||120||124||110|
|Average retirement age||Years||65.5||65.1||65.0|
1 Excluding Statnett Transport AS
|Technical education/certificate of apprenticeship||Number||237||226||218|
|Master of Science and Economics/Economist||Number||78||74||73|
|Other university/university college degree||Number||104||92||89|
1 Exclusive Statnett Transport AS.