Statnett's corporate social responsibility reporting
Statnett's social mandate is to maintain a reliable supply of electricity, contribute to value creation in society through an efficient and well-functioning power system and enable improved climate solutions. Corporate social responsibility (CSR) affects how Statnett solves its social mandate and integrates social and environmental considerations in the company's development and operations, going beyond the minimum requirements in laws and regulations. CSR is an integrated part of the company's management and organization.
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, CSR in Statnett will deliver performance excellence and capacity which will ensure that the enterprise meets its main objectives.
Corporate social responsibility is an integral part of Statnett's fundamental values. These values form the very core of the enterprise's management system and provide the foundation for building a positive, responsible and sound corporate culture of confidence and cooperation at all levels. Statnett's main objectives and values are described in the Corporate Management statement.
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 Global Reporting Initiative (GRI). The GRI table contains references to where information about the individual indicators can be found, and to what extent these have been complied with. Statnett believes that the reporting covers the requirements stipulated in the new Section 3-3c of the Accounting Act, adopted in 2013.
If not 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.
Corporate social responsibility organisation
State-owned companies should be at the forefront of corporate social responsibility (Report to the Storting No. 10 (2008-2009)). Statnett’s fundamental governing principles help us meet the requirements and expectations laid down by our owner, employees, customers, suppliers and other stakeholders. All employees are responsible for familiarising themselves with Statnett's management system and complying with the relevant requirements in their daily work. See the report on corporate governance for more information about Statnett's management system.
Statnett has a policy that has been approved by the board of directors. The objective of this policy is to specify the 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. Statnett has established management policies for internal ethical guidelines, as well as ethical guidelines for our suppliers. Corporate social responsibility is also described in Statnett's value base policy.
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 paves the way for renewable energy development. In this way, Statnett contributes to value creation for customers and society in general and to the realisation of Norway’s climate objectives.
In 2014, Statnett invested a total of NOK 5 508 million in grid facilities. Statnett's largest grid and substation investments are described in more detail in the Board of Directors' report and on Statnett's website.
Statnett operates on the principle that there should be two alternatives for power supply into an area. This is referred to as N-1 and means that the power supply will remain intact even if parts of the grid drops out. Statnett measures unsatisfactory security of supply by registering periods with only one barrier against power outages in the main grid, N-0. The measurements show which areas are vulnerable and therefore which areas should be prioritised in future grid developments. Frequency deviation is an additional risk indicator in the power system. Projects that are scheduled to be completed in the coming years will further strengthen security of supply, including in Northern and Eastern Norway.
|Security of supply||Unit||2014||2013||2012|
|Outages in Statnett's power grid1||Number||2||2|
|Frequency deviation2||Minutes||10 232||11 410||11 574|
|Periods of unsatisfactory security of supply (N-0)3||Hours||1 482||1 221||1 600|
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 Svenska 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 to implement sound preparedness measures. This involves preventing and handling extraordinary incidents. Stormy weather is particularly challenging, but incidents, technical and human error as well as vandalism are all potential factors.
Statnett will ensure that incidents are handled in the best possible manner, both in the operations and in projects. 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 ensured good operative preparedness in the individual units by using dedicated staff and entering into supplier contracts. As part of the emergency preparedness work, several preparedness drills were conducted at various levels of the organisation in 2014.
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.
Dialogue with stakeholders – involvement and transparency
Statnett's corporate responsibility includes external and internal dialogue with various stakeholders. These include customers, suppliers, the authorities, trade associations and unions, special interest groups, the general public and our own staff.
Statnett aims to promote exchange of ideas, constructive discussions and forward-looking solutions for energy supply and social development. This is done at an early stage by involving local customers, local authorities and businesses, landowners, non-governmental organisations (NGOs) and other special interest organisations.
Statnett engages in active dialogue with the stakeholders, as part of the company's daily activities and through other 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.
Every other year, Statnett publishes its Grid Development Plan. The plan is one of Statnett's key planning documents. In April 2015, open meetings will be held to pick up on needs and receive input to the plan's content. Customers, authorities, NGOs, environmental groups and special interest organisations as well as other stakeholders are invited to these meetings. A draft of the 2015 Grid Development Plan will be presented for the first time on 9 April. At the same time, it will be submitted for consultation.
To further improve communication with the users of the main grid, Statnett established a new forum for markets and operation in 2013, where a representative selection of the customers participates. The main purpose of the Market and Operations Forum is to give our customers an opportunity to provide input and advice to Statnett in connection with issues relating to planning, operation and market conditions. Emphasis will be placed on issues where Statnett will make fundamental and strategic decisions. The forum has no decision-making authority, but will be able to give direct advice to Statnett's administration and Board of Directors.
Positive interaction with customers, suppliers and partners on issues relating to safety and the environment is important to promote safety and environmentally friendly solutions in the short-term and long-term. As an employer, Statnett enjoys good collaboration with employee organisations. With approximately 1 100 employees and trade union membership of more than 70 percent, it is important to maintain a good dialogue between the parties to create a good cooperative environment. This applies to statutory discussions and negotiations, as well as to HR issues and conflicts of interest. The mutual trust that has been established between the parties over several decades is one of the main reasons why Statnett and the employee organisations, in most cases, are able to find good solutions together and avoid unnecessary disputes. Furthermore, a good dialogue and relations with employee organisations and their central unions are essential for ensuring that foreign contractors comply with Norwegian wage and working conditions as well as Norwegian working hour provisions when performing work for Statnett.
Distribution of value created
Statnett's operations generate value both directly and indirectly. The direct value creation is presented in the enterprise's accounts and is allocated to the owner, authorities, employees and lenders. Indirectly, value creation is ensured through, for instance, export of power surplus, the activities Statnett generates in other companies in the form of investments in infrastructure and purchase of goods and services.
In 2013, it was decided that Statnett would receive new equity of NOK 3.25 billion at the start of 2014 and that the dividend for 2013 would be zero. Proposed dividend for 2014 is NOK 321 million.
|Value creation distribution||Unit||2014||2013||2012|
|Employees - wages and social benefits1||NOK million||1 141||1 039||978|
|National and municipal taxes and fees2||NOK million||613||288||589|
|Lenders - interests||NOK million||527||479||430|
|Owner - dividend3||NOK million||3213||117|
|Company - retained equity||NOK million||98||150||678|
1 Wage costs excluding employer’s contribution.
2 Tax charge, property tax and employer’s contribution.
3 Proposed dividend for 2014.
Statnett’s corporate social responsibility requirements also include procurement activities. These requirements are laid down in process descriptions and procurement policy, as well as in the enterprise’s contracts. Furthermore, Statnett has separate ethical guidelines for suppliers. These guidelines include upholding of human rights.
The central procurement unit is responsible for handling the procurement process for all procurements with an estimate value of more than NOK 500 000. The unit is also responsible for call-offs under strategic framework agreements. The procurement unit is responsible for training and compliance with Statnett's procurement policy.
Statnett uses Utilities – Nordics & Central Europe (formerly Sellihca) as its qualification system to ensure an efficient procurement practice, ready access to suppliers and as a first step in safeguarding the company's corporate social responsibility. Supplier audits are also conducted through this qualification system. The audits help increase transparency and reduce risk. Audits are available to all employers in the qualification system and are important for Statnett's follow-up of suppliers and sub-contractors.
Statnett also conducts its own audits of the company's suppliers and sub-contractors. The audits contribute to better deliveries and improve Statnett's ability to establish requirements.
In May 2014, Statnett introduced a new system for the procurement unit. The system will be used for tenders and contract follow-up. This will make Statnett better equipped to follow up the suppliers' obligations regarding the environment, corporate social responsibility and HSE. A separate initiative has also been implemented to strengthen Statnett's control of contractors and their subcontractors, which will ensure that Statnett's wage and working conditions are complied with. For consulting engineer services and construction and building contracts, a system involving supplier "score-cards" is in the pipeline. This will enable Statnett to have a continuous improvement process with contractors and suppliers.
To promote healthy competition with regard to our acquisitions, Statnett works actively to ensure that international, national and local suppliers gain a competitive position. To promote exchange of information with local businesses and industry, Statnett has organised HSE seminars for suppliers and held project presentations for local suppliers.
An important objective of Statnett's communications strategy is to establish knowledge about the company's social mandate. Statnett’s upcoming major main grid investments increase the need for broad knowledge and a good reputation. This is also essential for recruitment purposes.
In 2014, Statnett decided to develop a collaboration platform with Norwegian science centres focusing on knowledge dissemination and science subjects. At the end of 2013, Statnett entered into collaboration with the Norwegian Museum of Science and Technology. In 2014, the collaboration was extended to include the Science Centre of Northern Norway and the Science Museum in Trondheim. Over the course of 2015, the goal is to extend the number of agreements with Norwegian science centres to one agreement per region.
Statnett wishes to make a positive contribution to local communities and supports local activities. Allocation of local funds to cultural activities and activities for children and young people takes place via the enterprise's local offices and substations throughout Norway.
Statnett conducts regular reputation surveys. Statnett's reputation is mainly affected by how the outside world perceives the company's products and services, management, environmental concerns and working conditions. Statnett is responsible for projects that have inspired intense public debate in recent years. This has challenged the public’s confidence in the company. In 2014, 64 percent of the population was confident that Statnett will provide a secure supply of electricity, compared with 56 percent in 2013. Statnett aims for 80 percent by 2016.
Customer satisfaction among customers directly linked to the main grid has remained relatively stable, with a score of about 70 of a total of 100 points in recent years. Customer satisfaction fell to 66 points in 2014. Good collaboration with the customers is important to ensure efficient execution of Statnett's core tasks. Consequently, Statnett will review the results carefully and try to find solutions that will help restore and promote customer satisfaction in 2015.
Statnett also emphasises that the company has a very high employee satisfaction rate and is regarded as one of the best companies to work for in Norway. This is described in more detail in Recruitment and Employee Development.
|Reputation and customer satisfaction||Unit||2014||2013||2012|
|Reputation - Share of the Norwegian population who have confidence in Statnett providing a secure supply of electricity1||percent||64||56||53|
|Prompted knowledge of who is responsible for the main powergrid2||percent||62||60||57|
|Unprompted knowledge of who is responsible for the main grid2||percent||37||36||33|
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 has adopted an innovative and forward-looking approach using research and development (R&D) as a strategic policy instrument for creation of value and innovation. The R&D strategy is linked directly to the overall Group strategy.
During the period 2012-2014, Statnett's R&D initiatives have focused on the following three programme areas:
- Smart Grid
- New technology and solutions for the main grid of the future
- Prioritised initiatives
- Environmental impact
- Gaining society's acceptance for Statnett's social mandate
Statnett's R&D expenses totalled NOK 54 million in 2014, NOK 11 million more than last year.
Statnett cooperates closely with external expertise environments both in Norway and in other countries. Examples of such environments are other grid companies in the Nordic region and Europe, the supplier industry and ENTSO-E (European Network of Transmission System Operators for Electricity). Along with various European TSOs and other players, Statnett is involved in several international projects under the EU's framework programme for research and development (FP7).
Statnett also cooperates closely with educational establishments and research communities, both in Norway and internationally. Universities and university colleges are important collaboration partners for 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.
The focus of the Smart Grid programme is on designing the power system of the future. Statnett's overall objective is to develop smart system operation solutions over a five to ten year period. This is embedded in the company's strategy and action plans. Statnett focuses on projects involving development of communication solutions and applications for efficient system operations in the phases long-term planning, operational planning and operative activities relating to smart monitoring and management. The Smart Grid technology and new solutions can provide Statnett with more tools for socially efficient operation of the power system across the country. Statnett will assess solutions that may help improve security of supply before, during and after development of the next generation power system.
In the autumn of 2013, Statnett launched the Northern Norway Pilot Project. The main objective is to install, test and validate solutions developed in previous R&D projects in a realistic user environment. The pilot project activities focus on challenges faced by operators linked to the Regional Central North associated with security of supply, quality of supplies and system costs. Solutions and applications developed with a focus on Northern Norway will be useful for Statnett in other parts of the power system.
Technology and solutions for the next generation power system
The technology programme focuses on developing new technology and new solutions for the next generation power system. Important areas are new technologies and efficient solutions for pylons, substations, power lines and cable technology.
In the Lean Line project, Statnett is focusing on developing new solutions for pylons and power lines. The objective is to increase quality and safety whilst reducing the construction time and costs by 20 percent for 80 percent of new projects in the portfolio. Since 2012, Statnett looked into finding new solutions for composite pylons, alternative pylon design, rotating concrete reels, high-temperature power lines and prefabricated foundations. Solutions for reducing the use of helicopters have also been assessed. Full-scale testing of a prefabricated foundation prototype has been conducted and a prototype concrete reel was tested in early 2014.
The R&D programme "Social Acceptance" consists of projects which will provide Statnett with knowledge on how the company should act to gain acceptance for its social mandate. These projects are executed through cooperation with the Centres for Environment-friendly Energy Research (FME) 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 (UiO), the Institute for Energy Technology (IFE), Strategic Challenges in International Climate and Energy Policy (CICEP), Oslo Centre for Research on Environmentally friendly Energy (CREE) and others.
Through the R&D programme ”Environmental Impact" Statnett increases our knowledge of power lines' impact on biodiversity. This includes long-term research projects on birds, as well as wild and domesticated reindeer. Much of this work takes place at the Norwegian University of Life Sciences (NMBU) in Ås and other universities in Norway.
Climate and the environment
Developing the main grid is important for achieving Norway's climate goals by preparing the grid for phase-in of renewable energy. Climate considerations represent one of Statnett's three strategic focus areas. At the same time, it is important to respect the natural environment during development and operation of our facilities. Statnett’s environmental strategy formulates a framework for how to minimise the environmental impact of the company’s activities.
Environmental impact of Statnett's operations
Environmental management and control are incorporated into Statnett's quality assurance system. Follow-up of environmental targets and requirements is part of the target and performance management process in Statnett, and nature and the environment are emphasised on a par with technical and financial considerations in internal decisions. Statnett has established an HSE policy which comprises the external environment. The policy describes principles and procedures for avoiding unnecessary environmental impact. The company has a zero tolerance philosophy for serious emissions and discharges.
Statnett works systematically on preventive environmental initiatives to reduce the risk of serious incidents, from the early planning phase, through the construction phase and in the operational phase. As a result, there are few incidents with a major risk potential in the enterprise.
Any environmental incidents that do occur are recorded and followed up in the Statnett deviation system. In 2014, 316 incidents occurred, compared with 178 incidents the year before. The increase was due to the combination of a higher activity level and increased focus on incident reporting. No serious emissions or environmental damage occurred (red category). There were 24 incidents resulting in major environmental damage (yellow category), mainly associated with accidental spills of oil and fuel. All incidents are cleaned up after.
Statnett has an environmental management system certified according to ISO 14001:2004 and all Statnett's office buildings have been certified as Eco-Lighthouses. The main office in Oslo and Statnett's administration building in Trondheim are energy class A office buildings.
Climate and energy
The most important contribution from Statnett to reduce the emission of greenhouse gases is to develop the next generation main grid. Through the development, Statnett facilitates connection of new renewable energy from both hydropower and wind power locally in Norway and solar and wind power in Europe. Construction of international interconnectors to Germany and the UK will help ensure security of supply and balance variations in German and British renewable power production throughout the day.
Energy consumption from own operations
Statnett is focusing on reducing its energy consumption from daily operations. The total energy consumption was reduced in 2014 as a result of reduced energy needs in buildings.
Through development of the power system, Statnett chooses solutions that reduce transmission loss in the grid. The losses increased somewhat in 2014, partly due to downtime on the NorNed cable resulting in lower loss than expected in 2013.
|Energy consumption and grid losses||Unit||2014||2013||2012|
|Consumption of fossil fuels|
|Natural energy for back-up power plants||GWh||8.9||11.3||9.0|
|Consumption of renewable fuels||GWh||N.A||N.A||N.A|
|Total electricity consumption||GWh||30.4||34.5||32.5|
|Grid losses||GWh||2 455||2 287||2 465|
1 From electricity supplier
2 From invoiced sale of fuel
Emission of greenhouse gases from own operations
In addition to emissions from energy consumption, SF6 gas plants and travel in connection with work contribute to emission of greenhouse gases.
|Greenhouse gas emissions||Unit||2014||2013||2012|
|Direct emissions (scope 1)|
|From fuel consumption1||Tonnes||1 442||1 406||1 360|
|From diffuse emissions (SF6)2||Tonnes||5 497||7 385||8 461|
|From back-up power plants (natural gas)3||Tonnes||1 728||2 190||1 871|
|Indirect emissions (scope 2)|
|From heating (electricity)4||Tonnes||3 120||3 563||N/A|
|Other indirect emissions (scope 3)|
|From company air travel||Tonnes||1 642||1 481||1 179|
|From company car travel||Tonnes||201||253||230|
|Total emissions||Tonnes||13 630||16 278||13 101|
1 Based on fuel prices from the Norwegian Road Federation (OFV) and emission factors from Statistics Norway (SSB)
2 Emission of 1 kg SF6 corresponds to 23 900 kg CO2 equivalents
3 Emissions from back-up gas-fired power plants at Nyhamna and Tjeldbergodden. Preliminary figures.
4 Assumed Nordic en. mix; 200 g/kWh. Up to and including 2012, Statnett purchased electricity guaranteed to be generated from renewable energy sources.
Statnett's back-up power plants at Nyhamna in Aukra municipality and at Tjeldbergodden in Aure municipality are subject to quota obligations, and Statnett reports emissions and discharges annually to the Norwegian Environment Agency. The facilities are primarily intended for use in an emergency situation. Preliminary figures show that emissions from Statnett's back-up power plants totalled 1 728 tonnes of CO2 equivalents in 2014. The final figures for 2014 will be available after 1 April 2015, when the reported data have been approved by the Norwegian Environment Agency.
Employee air travel totalled 11 475 715 kilometres in 2014, corresponding to total carbon emissions of 1 642 tonnes. This is an increase from 2013. However, the increase is low compared with the growth in the enterprise's activities.
The largest individual source of greenhouse gas emissions from the enterprise's activities is SF6. Statnett works actively to reduce SF6 emissions. Stringent requirements are set relating to handling, and the enterprise is working continuously to switch to facilities and components with lower discharges. Total SF6 emissions were reduced by 26 percent in 2014 to 230 kilos. Emissions for 2014 totalled 0.2 percent of the total volume, and are well below the normal leakage rate for this type of facility.
However, the SF6 gas stock increased in 2014. The increase was due to an increase in the number of facilities, but also better quality facility data. More SF6 gas plants will be required in the years to come, particularly in urban areas, as such facilities require much smaller areas than conventional open air facilities.
|Inventory and emissions of SF6||Unit||2014||2013||2012|
|Inventory as at 31 Dec.||kg||121 603||117 532||112 576|
Climate change affects Statnett's operations. In 2012, Statnett prepared a report on the effect of climate change on the Norwegian energy and effect balance. A hotter and wetter climate may improve the energy and power balance, whereas more extreme weather may increase the strain on parts of the Norwegian power system. Wind is the most frequent reason for power outages, accounting for nearly 30 percent of outages. Climate models do not indicate more or stronger wind in general over the next years, but stronger storms may affect the power grid and cause power outages. Increased precipitation will fall as snow in the high mountains, which may become a challenge for the power lines. Consequently, new power lines have stronger foundations, pylons and lines in order to withstand increased ice, snow and wind load.
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, and during construction and operation. At the same time, Statnett recognises that the company's operations cause interventions in the landscape, which will have an impact on the landscape and biodiversity.
When choosing power line routes, various considerations are weighed against each other to arrive at the best alternative. The licensing process requires detailed studies of the scope and impact on the landscape and biodiversity during the construction phase and operational phase. The studies comprise habitats and species, focusing on endangered and vulnerable species in particular.
There are 69 000 registered protected areas in Norway. Statnett's power lines cross or are located in 1.3 percent of these areas. Most areas have become protected areas after the power lines were constructed.
|Form of protection||No. of protected areas||Kilometres power line||Area (km2) affected1|
|Biotope protection pursuant to the Wildlife Act||4||90||3.6|
|Animal protection area||10||47||1.9|
|Protected landscape area||16||147||5.9|
|Protected plant area||1||1||0.1|
1 40-metre forest clearing area in the power line route
Statnett is eager to limit any interventions in the landscape as a result of construction. During planning, Statnett seeks to find solutions that are aesthetically adapted to the surroundings. When constructing new power line routes, 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.
The simplest and most efficient measure to ensure power lines are less visible in the landscape is the choice of route. Some sections may require additional impact limitation measures to minimise visibility. This can for example be:
- Camouflage of power lines, pylons and insulators
- Development of new types of pylons
- Removal of old facilities
Redevelopment of the old grid is an important part of Statnett's environmental work. The enterprise has demolished 600 kilometres of power lines since the work started 15 years ago. During the same period, Statnett has built 1100 km of new supply grid.
|Grid and cables1||Unit||2014||2013||2012|
|High voltage overhead section||km||10 149||10 100||9 839|
|Earth cable and subsea cable||km||704||703||703|
1 Measured in km of transmission routes and cable routes
Pollution and waste
Statnett's facilities will be designed and built in such a way that the risk of polluting the surroundings is minmised. The enterprise assesses noise and chooses solutions that minimise noise levels. Oil pits have been installed at all substations to prevent transformer oil discharges.
The risk of pollution is highest during the construction phase. Statnett sets strict requirements for contractors to ensure that the work is performed in a manner that minimises the risk of leaks and discharges. Preparedness procedures have been established to reduce environmental impact in the event of an accident resulting in discharges.
In 2014, 29 incidents were reported involving discharge of oils or fuel. The incidents resulted in a total discharge of 182 litres of oil and fuel. Most of the incidents were minor discharges. In all instances, the discharge was recovered.
Statnett will minimise the amount of waste it generates. All waste must be sorted, handled securely and delivered to an approved receiving station. In 2014, the sorting rate from office operations, plant operations and development projects was 87 percent.
|Other fractions 1||Tonnes||120|
|Paper and cardboard||Tonnes||54|
|Hazardous waste 2||Tonnes||581|
|Total sorted waste||Tonnes||2 458|
|Sorting rate||Per cent||87|
|Estimated reported||Per cent||75-80|
1 Concrete, plaster, leca, glas, porcelain
2 Mainly deposited SF6 gas from demolishing of the old Arendal substation
In 2001, the International Agency for Research on Cancer (IARC) defined electromagnetic fields as potentially carcinogenic. In 2011, radio waves (radio frequency fields, mobile telephones) were also classified in this group.
The limit value for electric fields is 5 kV/metre and may be exceeded under Statnett's lowest-hanging 420 kV power lines. The electrical fields may be experienced as uncomfortable, but are not considered hazardous to human health. Electric fields are normally effectively shielded by vegetation and buildings. Statnett designs new power lines so that the limit value for electrical fields and public exposure is not exceeded in areas with general traffic. During voltage upgrades, the limit values may be exceeded in some areas.
When constructing new high-voltage facilities or upgrading existing facilities, grid owners must assess whether magnetic fields in nearby buildings could exceed 0.4 microtesla. If the limit is exceeded alternative solutions must be considered. The same applies to planning and construction of new buildings near existing high-voltage power lines, mainly schools, kindergartens and residences. The 0.4 microtesla threshold limit has been set based on a precautionary principle.
Statnett follows the authorities' recommendations that exposure to radiation should be kept as low as practically feasible. When planning new power lines, Statnett aims to keep them at a sufficient distance from existing residential housing to ensure that the average magnetic fields from the lines do not exceed 0.4 microtesla. This may entail that routes have an impact on valuable natural areas and recreational areas. Consequently, alternative solutions are often prepared and the final choice of route is often made by the licence authorities.
Statnett keeps continuously updated on research into any adverse health effects caused by electromagnetic fields from high-voltage power lines. The enterprise has made its own contribution to increase our knowledge in this area.
Environmental R&D focus
Several of Statnett's R&D projects focus on challenges relating to climate and the environment. The enterprise has for several years helped fund research on power lines' impact on biodiversity.
The R&D programme "Environmental Impact" focuses on increasing the awareness of how power lines affect the flora and fauna (cf. previous discussion under Innovation and R&D work).
Statnett has funded research conducted under the direction of the Centre for Environmental Design of Renewable Energy (CEDREN), a collaboration between SINTEF Energy, the Norwegian Foundation for Nature Research (NINA) and the Norwegian University of Science and Technology (NTNU). The research has focussed on power lines and bird collisions as well as on power line corridors as wildlife habitats. CEDREN and NINA have also conducted a pilot project for development of map tools for identification of suitable power line routes.
The CEDREN project "Hydrobalance" has looked into the possibility of increasing the use of Norwegian reservoirs to store balancing power as well as the effect of hydropeaking of power plants in Norwegian river system environments.
The R&D project linked to the Centre for Sustainable Energy Studies (CenSES) will conduct research that will contribute to providing a better factual basis for public and private decision-makers in the interface between climate, energy and industry. This will contribute to developing Norway into a sustainable society. Strategic Challenges in International Climate and Energy Policy (CICEP) helps identify and prepare international policy and international strategies that will promote a transition to low-carbon energy systems.
Statnett is an attractive employer offering its employees challenging tasks. To meet our objectives, we need to have the right expertise. Statnett is committed to promoting a good and close community across the organisation and ensuring a safe and secure working environment.
Health, safety and the working environment
Statnett's objective is to prevent accidents and injuries to own employees and other personnel working for the enterprise. Statnett pays considerable attention to risk factors related to the company's operations. Statnett's HSE ambition is that, by the end of 2017, the company, including external suppliers, will be the leading TSO in Europe.
To reach this objective, measures have been implemented with regard to:
- Safety culture and management requirements
- Risk assessments and execution of hazardous operations
- Capacity and expertise in work teams and project teams
- Supplier requirements and close follow-up
Statnett sets the same HSE requirements for suppliers as for its own employees. The enterprise has a good HSE management system comprising an HSE policy, procedures, reporting and measures.
Every year, we organise safety courses for all employees who will carry out work on electrical installations. In addition, we conduct HSE training in accordance with regulations. All Statnett's employees must complete basic HSE training, practical first aid training and electrical safety training. Statnett holds regular emergency situation and preparedness drills at various levels of the organisation. An HSE forum is held annually for safety delegates, HSE personnel and the management. The enterprise contributes to external HSE work and heads the HSE Trade Forum in Energy Norway.
HSE is a regular first item on the agenda in all management and board meetings. The status of the HSE work and any incidents are reported to the management and Board of Directors on a regular basis. Statnett's dialogue on HSE issues and risk-reducing measures is comprehensive, both internally in the enterprise and with our suppliers. HSE assessments are well integrated into project development and procurement processes.
Statnett reports undesirable HSE incidents and deviations occurring in its own organisation, as well as in contractor/supplier organisations. In 2014, four internal lost-time injuries were reported, whereas our contractors/suppliers reported 15 lost-time injuries. This is a reduction of 50 percent compared with 2013. Reporting of undesirable HSE incidents increased in 2014, which is a continuation of the trends from previous years. The reporting is an important source of improvement and reducing the risk of incidents and accidents.
SAFETY awards were presented for the first time in 2014. The awards go to one internal working group and one external supplier who have excelled at safety work and who contribute to learning in Statnett. The 2014 awards went to Stasjonsgruppe Sauda and the contractor Kruse Smith Entreprenør AS.
Statnett conducts annual organisation surveys and we have received a high score from our employees regarding safety at work, job satisfaction and motivation.
In 2014, absence due to illness was 3.1 percent, unchanged from 2013. Statnett is making focused efforts to reduce absence due to illness. Various measures have been implemented, such as adaptation of individual workplaces and health-promoting measures including safety inspections and physical therapy. 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 offered by the health scheme.
|Absence due to illness||Unit||2014||2013||2012|
|Short-term, 1 - 16 days||percent||1.3||1.4||1.7|
|Long term (> 16 days)||percent||1.8||1.7||2.0|
|Lost-time injuries, own employees||Number||4||5||8|
|Injury frequency (OIFR1 value)2, own employees||Frequency||1.9||2.5||4.4|
|Injury frequency (OIFR1 value)2, included entrepreneurs||Frequency||4.4||9.8||N.A|
|Lost-time injuries, entrepreneurs||Number||15||34||18|
|Injuries, own employees||Number||6||8|
|Injury frequency (OIFR2 value)4, own employees||Frequency||2.8||4.5|
|Fatalities, own employees||Number|
|Fatalities, third parties5||Number|
1 Work-related injury which resulted in absence beyond the day of the incident
2 Number of lost-time injuries per million hours worked
3 Total work-related injuries
4 Number of injuries per million hours worked
5 Registered fatalities among thirdparties, 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 necessary expertise. To cover our 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 expertise development process (SKUP) is well established in the enterprise. The process contributes 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 Statnett, 2014 was characterised by leadership initiatives. New leadership expectations and the launch of a new manager development programme have highlighted the importance of the leader role.
For the third year running, an organisation survey has been conducted organised by Ennova. The survey provides information about employee satisfaction, job satisfaction, motivation and commitment. The employees have an opportunity to express what they think about Statnett as an employer and workplace. Statnett follows up the organisation survey by implementing improvement measures based on results for the individual manager and unit as well as measures that will help improve cooperation across the organisation.
Overall, the results from the 2014 survey were good and generally above the industry benchmark, and in some cases significantly above the benchmark for Norway. Compared with 2013, we have seen a marginal decline in several areas. However, in light of the extensive reorganisation process, which lasted beyond the first six months of 2014, the results have been encouraging.
Internal mobility and recruitment
Statnett invests broadly in the development and dissemination of expertise across the company. In 2014, 71 employees changed jobs internally in Statnett, compared with 53 in 2013. Statnett's strategic competence development process (SKUP) process helps increase internal mobility. The enterprise has a long-term goal of directing more full-time equivalents towards strategically important project execution or operation tasks. The efforts to strengthen the internal job market have paid off in the last year.
Statnett recruited 109 new employees in 2014, compared with 143 in 2013. In 2014, Statnett had an overall staff turnover, excluding retirement, of 3.3 percent, compared with 3.7 percent in 2013. The increase in staff, combined with moderate retirement figures, provides a net increase of 233 full-time equivalents over the last four years.
Attracting talents from universities and university colleges is competitive, and the permanent trainee programme is one of Statnett's most important initiatives. In 2014, ten trainees participated in Statnett's trainee programme. In addition, Statnett had three trainees from a trainee collaboration between SINTEF, the Norwegian Water Resources and Energy Directorate (NVE) and grid companies in the industry. The exchange collaboration with Statnett's sister companies in Sweden and Denmark, Svenska Kraftnät and Energinet.dk has been evaluated and is scheduled to resume in 2015. Statnett will continue its collaboration with universities and university colleges 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 has maintained a strong focus on apprentices throughout 2014, particularly within electrical power engineering and more recently within ICT. This may be extended to include other disciplines, in line with the intentions of political authorities and employee and employer organisations. In 2014, Statnett stepped up its activities in the Energy School collaboration project, where Statnett's own employees are involved in power system training at upper secondary schools.
|Employer attractiveness among graduates, Universum ranking1||Unit||2014||2013||2012|
|Graduates, technical education||Rank||33||32||32|
|Professionals, technical education||Rank||30||25||31|
|Graduates, finance/economics education||Rank||73||83||95|
|Professionals, finance/economics education||Rank||-||94||74|
|Graduates ICT education||Rank||-||-||-|
|Professionals, ICT education||Rank||50||41||25|
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. All our job advertisements encourage people to apply for a position in Statnett, regardless of ethnicity, gender or age. In 2014, 8.3 percent of new recruits were from non-Norwegian backgrounds. At the end of 2014, Statnett had approximately 60 employees from non-Norwegian backgrounds.
Statnett has for many years focused on providing women and men with equal opportunities in management and technical positions. During the period 2005-2013, the percentage of women in management positions increased from approximately 20 to 25 percent. At the end of 2014, this share had increased to 28.1 percent. The total percentage of women has also increased from 25 percent in 2013, to 25.4 percent in 2014. Statnett will continue its work to achieve a more even gender balance. We wish to promote the participation of women in the boardroom across the Statnett Group, and take a positive view of our female employees being elected to the boards of other companies. In 2014, the percentage of women in Group management constituted 29 percent. The percentage of women among representatives elected by the owners on the Board of Directors was 50 percent.
In Statnett, women and men in comparable positions receive equal pay. 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||1 121||1 079||994|
|Full-time equivalents||Number||1 100||1 069||973|
|Position, percentage of full-time position, men||percent||99.7||99.7||99.4|
|Position, percentage of full-time position, women||percent||96.9||97.1||96.5|
1 Includes only Statnett SF
Statnett has appointed its own Ethics Ombudsperson 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 ethics ombudsperson scheme was established in 2006. The objective of the scheme is to satisfy the requirements in the Norwegian Working Environment Act relating to notification or whistleblowing. Section 3-6 of the Working Environment Act only applies to "internal notification", i.e. notifications from own employees and employee representatives. The Ethics Ombudsperson shall therefore be a function where Statnett employees anonymously or in confidence can raise an issue which the employee would like highlighted or addressed. Furthermore, the Ethics Ombudsperson is responsible for receiving and considering censurable conditions notified by people other than employees or employee representatives. When considering an issue, the Ethics Ombudsperson must follow the same procedures as for notifications from employees and employee representatives.
A "whistleblower" is a person who reports censurable conditions, as described in Section 2-4 of the Working Environment Act, including its travaux préparatoires and other sources of law. A reported censurable condition is considered a "notification". The Ethics Ombudsperson receives and processes notifications. The Ethics Ombudsperson must also receive and process issues that cannot be classified as a notification, unless it is obvious that the issue is not covered by what can be defined as the Ethics Ombudsperson's area of responsibility. In accordance with his or her mandate, the Ethics Ombudsperson must perform an individual and appropriate delimitation of his or her activities, relating to e.g. ordinary personnel issues and cases that are logically handled by trade unions, safety delegates, etc.
The Ethics Ombudsperson must ensure that the whistleblower, insofar as possible, has full anonymity if he or she so requests. The Ethics Ombudsperson must then act in a manner that conceals the identity of the whistleblower, also after the issue has been concluded. The Ethics Ombudsperson shall receive and process cases that he or she receives anonymously. If a notification to the Ethics Ombudsperson (1) relates to a serious breach of law, (2) is of such a nature that it can seriously harm Statnett's reputation, (3) relates to serious misconduct as defined in this procedure or (4) the Ethics Ombudsperson for other reasons finds that the content of the notification is of a serious nature, the Ethics Ombudsperson must present the notification to Statnett's internal auditor according to his or her own mandate, as well as to a person permanently appointed by the President and CEO of Statnett. The internal auditor and the employer representative must evaluate the notification, and together determine the further process and procedure.
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. A presentation from the Ethics Ombudsperson shall be a permanent part of courses for new employees in the company. Information about the scheme is also available via the Intranet and Statnett's homepage. The Ethics Ombudsperson reports annually to the Group management and to the Board of Directors concerning the number of notifications and the number of cases dealt with. The Ombudsperson handled 15-20 cases in 2014, about the same number as last year. The Ombudsperson also handled a number of minor matters.
Other GRI indicators
|Employees < 30 years old||Number||107||107||96|
|Employees 30 - 39 years old||Number||234||211||182|
|Employees 40 - 49 years old||Number||334||336||336|
|Employees 50 - 59 years old||Number||335||305||261|
|Employees > 60 years old||Number||112||121||120|
|Average retirement age||Years||68.1||67.3||65.5|
1 Includes only Statnett SF
|Technical education/certificate of apprenticeship||Number||253||256||237|
|Master of Science and Economics/Economist||Number||93||85||78|
|Other university/university college degree||Number||130||121||104|
1 Includes only Statnett SF