We acknowledge that people are our most important asset, and we strive to create an environment that fosters excellence, promotes our values and encourages diversity.
Diversity is a business imperative in Scatec as it enables better decision making and increased value creation. A focus on diversity is forward-looking and development orientated, reflecting the market and society’s expectations as well as assist in solving societal challenges whilst contributing to higher participation in the workplace.
Scatec nourishes its culture with a high awareness of diversity and inclusion across the Company, demonstrated by Management and the Executive Leadership. The Company embraces diversity and inclusion within its policies, practices and procedures including the recruitment process, performance and rewards, learning and development programmes.
Scatec’s People 2025 strategy supports future growth in existing and new regions and technologies. In the upcoming years, we will continue to invest in our employees focusing on teams and individuals, connecting employees from across the globe, and recruiting the best talent to our teams.See more
Several key initiatives aligned to our People 2025 strategy were implemented during 2022. The initiatives spanned across hiring processes, performance and reward programmes, and learning and development opportunities. Refer to our corporate website for more information on our working environment.
Prioritise recruitment of resources in focus markets
Develop our leadership pipeline across regions and functions
Build new and enhance existing competency areas
Develop a leading employer brand to secure long-term acces to talents
Offer unique career opportunities promoting growth and development
Build broader learning initiatives
Stay agile as we grow
Nurture enterprise leadership to secure organisational flexibility
Enhance Scatec values in all people processes
GRI 401-1: New employee hires and employee turnover
Scatec strives to appoint employees with professional skills, competencies and behaviours that will enable the continued international growth and development of the Company and the company culture, and that encourages a long-term relationship between the Company and the employee.
When determining whether a candidate is suitable for a relevant position within the Company, consideration will be given to the candidate’s skills, experience and their values. Emphasis will be placed on ensuring a match between the individual candidate’s values with the Company values and its culture.
Permanent and temporary employee numbers for 2022 are provided in the tables below:
|New hires (Full time)||2022||2021|
|New hires (Full time)||63||49||29||47||18||206|
The turnover, broken down by age group and gender, is provided in the table below:
Turnover is not disclosed per region.
GRI 404-2: Programmes for upgrading employee skills
We offer global career opportunities. In our roles we are exposed to various disciplines, technologies and projects within several geographical locations. This exposure gives employees the opportunity to learn and develop competencies and at an accelerated pace. A key element in developing our people is investing in an extensive learning portfolio. Our learning programs and initiatives spans across many areas:
Our mandatory training is presented below:
Customised online learning: Our online learning was further strengthened in 2022 through new and improved gamified courses added to the online learning platform available to all employees. All employees are required to complete mandatory onboarding and training. Hours for all gamified and other mandatory trainings totaled 3,155 in 2022.
Learn@Lunch: In 2022, we continued with our online Learn@Lunch sessions where 17 opportunities were provided to all employees to gain a greater understanding of key topics in our organisation. Topics covered in 2022 included updates from our projects under construction, shareholder management and corporate governance, net zero climate strategy, DEIB, COP27, training on our annual goalsetting and development process, as well as presentations from business departments such as Digital, O&M, Release, IT, Hydropower, among others.
GRI 404-3: Employees receiving regular performance and career development reviews
A performance development assessment is conducted for full time employees once a year, and this is supported by regular follow-up and communication throughout the year. The purpose of the assessment is to provide the employee with constructive feedback on performance development over the last review period to identify the employee’s strengths and discuss how these can be best utilised, to discuss areas for development and improvement, and to agree on targets for the forthcoming review period. The assessment must be impartial and comprise an open discussion between an employee and his or her manager.
The table below shows full time employees who took part in our annual Performance, Development and Appraisal (PDA) process in 2022, broken down by gender and employee category:
|People, Strategy & Digital||Finance||O&M||Solutions||Legal||Sust, HSSE & Quality|
|Asia||LATAM/ Europe||MENA/ Green H2||Sub-Saharan Africa||Release||Total|
In line with our 2022 target, 100% of employees participated in the annual goal setting and development process.
GRI 405-1: Diversity of governance bodies and employees
The following table gives an overview of gender diversity and age range for the Board of Directors, Executive Management, headquarters in Norway and Company in total.
|Gender - % female||Age group - % in 2022|
|2022||2021||2020||Under 30||30-50||Over 50|
|Board of Directors||43%||40%||40%||0%||0%||100%|
GRI 2-30: Collective bargaining agreements
GRI 407-1: Operations and suppliers in which the right to freedom of association and collective bargaining might be at risk
The Company acknowledges freedom of association and collective bargaining as a labour right of all employees. Employees have the right to join labour unions or form workers’ organisations with the aim to engage the Company on common issues and conclude a collective agreement. 16% percent of the workforce are covered by collective bargaining agreements.
In countries where collective bargaining agreements are not in place, this is regulated by the employment contracts, internal and external benchmarking and a local personnel handbook in accordance with local labour laws. The Company’s Global HR policy and related procedures are applicable to all employees, emphasising fair salary levels in accordance with local laws and regulations.
Scatec is not aware of any countries or local operations where the right to freedom of association and collective bargaining of our own workforce is at risk.