HSE & employees

WHY IT IS IMPORTANT TO US

It is our responsibility to ensure that our employees are safe and satisfied at work. Concurrently, our employees’ motivation is a fundamental factor in securing productivity and loyalty, in addition to attracting new employees. In addition to our full-time administrative employees, those at the edge of the cages and at the process facilities, we have a responsibility to support our suppliers and part-time employees who contribute to production and transport. Among these suppliers there is a risk of unacceptable salary and employment conditions. We therefore work systematically to secure our transactions with such suppliers.

OUR MAIN PRINCIPLES

Securing our employees’ health and safety demands a positive safety culture including guidelines, procedures and processes as instruments to prevent and manage injuries, sickness, accidents and fatalities. We want a workplace where our employees thrive and develop. The overall HSE goal is to avoid injuries to human beings, damages to the environment and material goods. Our zero philosophy can best be described as: Accidents don’t just happen, they are caused. All accidents can therefore be prevented. Consequently, we will strive towards an excellent safety culture where the individual employee possesses an understanding of risk and consequence.

Positive working conditions and all workers’ rights shall be safeguarded according to international and national conventions. We will work to ensure that this applies also to hired workers and suppliers. In particular, we will systematically focus on avoiding social dumping in relation to our production. We will continuously strive to identify areas of improvement and implement relevant measures and allocate resources for necessary measures beyond statutory tasks.

OUR EFFORTS AND RESULTS

We shall provide a work place where our employees can thrive and develop. Grieg Seafood works continuously to improve our employees’ health, safety and work environment. We work in accordance with the authorities’ demands for health, environment and safety. This applies to such areas as preventing and following up on sick leave and accidents that caused personal injury.

To ensure this, we have initiated a comprehensive process at Group level, convening all regional management groups and the top management of Grieg Seafood ASA, in order to define the parameters of good leadership in Grieg Seafood, how we are supposed to make a joint effort, and how our manager are performing their role according to our management principles. We have also initiated a global project aiming to develop a common Grieg Seafood culture and strengthen global procedures and guidelines for HR -and HSE work.

In 2016, a new HR Director at Group level has been appointed with the responsibility to proceed with this work. As the first step in the process, a detailed HR strategy was prepared in 2016, including both short and long-term measures. One of the main objectives of the strategy is to improve the internal communication and reporting within the Group, in order to make information flow smoother between facilities situated in different countries and the Group management in Bergen. In this way, and assisted by dialogue, it is possible to develop a common culture for the entire Group, which is capable of safeguarding employees’ interests and security in the best possible way, and help us grow in line with our values.

Grieg Seafood is dedicated to provide our new employees with proper training and supervision. The goal is to ensure that employees:

  • get acquainted with guidelines, procedures etc. applicable to the position in which they are hired;
  • get integrated into the business in a satisfactory way;
  • get followed up in relation to the tasks they are assigned with, ensuring that both follow-up work and any deviations from expectations can be documented.

When we hire someone, we have clear expectations to the work our new employee will be doing. We have expectations of goal orientation, effectiveness, quality, professional performance, and that the person joins our work culture. Our new employee expects to contribute as quickly as possible, and to enjoy meaningful work with great colleagues to whose relations can develop. Some are preoccupied with career and knowledge development. Someone wants high and someone less degree of responsibility; some wants delegated tasks and opportunities to determine their workday, etc. They all wish for competent leaders who guide and facilitate development.

In 2016, a new module for recruitment was implemented in Finnmark, implying new guidelines to provide Grieg Seafood with the competencies in demand. The module emphasises internal recruitment, yielding Group employees the opportunity to bring their experience and knowledge into new positions of responsibility. Simultaneously, the Group aims to recruit brand new talents. The HR strategy focuses on strengthening critical competencies within the Group by means of courses and training. By developing a good training program, the individual employees will have greater opportunity to develop their skills, while at the same time elevating the level of expertise within the Group as a whole.

We are also working systematically to follow up staffing companies. This is to ensure that the in-sourced staff are not exposed to social dumping through labor contracts in breach with required workers’ rights and conditions.

Chart 9: HSE

Indicators of occupational health and safety in 2015 and 2016 
(where Finnmark og Rogaland are split and presented as regions.)

Tabell4_eng

Chart 9 *H1-value/LTIR: Number of injuries leading absence divided by the total number of work hours in the company multiplied by 1.000.000

Chart 9 gives an overview of our results with regard to occupational health and safety. Historically, we have experienced high figures of sick absence in some regions like Finnmark, and lower figures in regions such as BC. We have initiated a process to handle the issue in order to keep a steady, low level, with focus on creating a more positive work culture throughout the Group. When regarding our vision of zero injuries and accidents, we think that the figures for 2016 are too high, particularly in BC, and we intend to keep a particular focus on reducing injuries and other adverse events, and to create a safe workplace for all employees. Also within HSE, a process has been initiated to gather the different regions and developing strong, global routines that can lift our HSE policy. During 2016, all regions have received dedicated HSE managers, who together with the HR Director will initiate the mission to improve processes and procedures, and to develop good KPI’s and management tools.

Specified measures at regional level are being carried out additionally. Employees at all localities are currently undergoing compulsory training in health and security policy. In addition, several internal audits with focus on HSE-related aspects are carried out to ensure compliance with existing policy. In Canada, there has been conducted an extensive survey of employee satisfaction. In 2016, BC has worked to implement adequate measures to maintain a good work environment. The good experiences from BC will be applied to introduce similar measures in the other regions.

OUR AMBITIONS AND GOALS

Our ambition is to be an employer at which all employees thrive and enjoy the opportunity to develop. We will therefore work to efficiently implement the HR strategy and to improve awareness and routines in the future. We will carry on with the task to build a Grieg Seafood culture that emphasizes feedback and clarity, both good and bad. We believe that this will be important in terms of satisfaction, sick leave and for ensuring safety. We wish to continue to focus on developing our leaders, and to ensure that our leaders get the feedback they need to improve their performance. Furthermore, we aim to complete a recruitment module that will serve the entire Group. In addition, we will establish shared training programs that allow for personal growth among Group employees, and the securing of professionality.

Furthermore, we have a goal to safeguard our employees´ health and safety, hence our aim of zero injuries or accidents. We will also strive to reduce sick leave throughout the Group, and we work continuously to get employees faster back to work. In order to ensure this, we will in 2017 lay down a long-term strategy to improve the HSE work in the entire Group, and commence the mission of an HSE approach based on shared KPIs to help us reaching our visions.