People and culture

The success of the Stena Metal Group is dependent on competent employees with the drive to create value. This is based on a delegated business acumen and shared values. Other important elements are safe and secure working conditions, a diverse workforce, as well as developing skills and leadership.

SAFE AND SECURE WORKPLACES

Making Stena Metall safer is a non-stop process. It is built on the premise that all accidents can be prevented through continuous improvement work and learning from experience.

During the financial year, all the Group’s companies worked with SAS, Safety Assessment Systems, an approach that aims to make thinking about safety a priority in every situation. The Group’s safety goals go hand-in-hand with its other systematic improvement work - safe working conditions contribute to efficient, high-quality processes.

A smartphone app has been developed to support day-to-day safety work, where employees can list safety walks, record accidents (and incidents) and make suggestions for improvement.

Training is vital in creating uniform safety standards. Special efforts have been made in the training of new employees, subcontractors and consultants. The integration of IL Recycling / First Recycling led to a major training program in Poland and Sweden.

Stena Zero Accidents was launched in Poland – a program that includes SAS reviews, telephone conferences, newsletters and motivational programs. As part of Stena Aluminium’s increased focus on safety, all employees now participate in a two-day training course on safety and improvement work. Stena Recycling in Sweden has expanded the Group’s e-learning safety program with additional training in on-site vehicle safety.

Stena Components works actively to engage its employees in safety work. The company conducts group discussions on leadership and safety work twice a year.

During the financial year, Group-wide security guidelines were presented, based on internal best practices. These cover, among other things, management, operational and IT security. The guidelines will be introduced to all Stena Metall companies and departments by 2020.

SKILLS AND VALUES

The Group’s development and competitiveness is dependent on its companies retaining their position as attractive employers. During the financial year, a new forum was established to maintain a Group-wide focus on competence. Healthy, stimulating working environments, characterized by diversity and openness, attract and retain skilled employees. A motivated workforce, with the right skills, will create value for its customers, the company and themselves. A diverse workforce is vital to the Group’s success. Several companies, including Stena Stål, have set goals and are investigating strategies to increase diversity.

In 2015/2016, Stena Recycling in Denmark set a target of raising the proportion of women on its Board to 30 percent by April 1, 2018. In Sweden, Stena Recycling is seeking to raise the proportion of women in executive positions to at least 30 percent.

The foundation for all the Group’s work is a common value base and its three core values of Simplicity, Reliability and Development. All employees must be familiar with these values and understand what they mean in practice. All its companies aim to incorporate the core values into their day-to-day work, in parallel with Group-wide initiatives.

In addition to safety and value training, Stena Metall companies carry out regular training in business acumen, as well as product and material knowledge. All companies also work on developing leadership skills by offering specific training courses and tools. At Stena Technoworld, all its managers have received leadership training during the year. All managers at Stena Recycling in Finland have undergone a training course, lasting several days, while the Danish company set up the Stena Academy, which targets leadership training. In Poland, 100 managers have undertaken a leadership-training program. Targets and ambitions are set by each company. Stena Recycling in Sweden is aiming to recruit 75 percent of all its managers internally. Emphasis is also made on continuously raising and expanding the competence of sales staff, including knowledge of sustainability issues.

In order to create commitment to environmental work and finding local environmental improvements, an e-learning program for all employees was launched during the financial year. So far, about a quarter of employees have undertaken the course.

FUTURE FOCUS

  • Streamlining HR processes.
  • Further investment in leadership and sales skills, as well as material knowledge training.
  • Developing a Group-wide diversity strategy.
  • Starting a trainee program to attract immigrants with the aim of hiring (Sweden).
  • Implement guidelines for security.
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