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 2021. The initiatives spanned across hiring processes, performance and reward programmes, and learning and development opportunities. A focus for 2021 was the integration process after the acquisition of SN Power. Culture awareness and training programs were held with employees from former Scatec Solar and SN Power to develop the Scatec culture.
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
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 numbers for 2021 are provided in the tables below.
|Short-term employees and consultants||40||122||162|
|Short-term employees and consultants||48||51||21||8||35||162|
|30 - 50||10.8%|
Scatec encourages growth and development of all employees. The Company will facilitate opportunities, processes and tools for development and employees are requested to be flexible and willing to move within the Group to allow for growth and expansion of the company and other employees.
Scatec endeavours to provide opportunities for progression and development within the group to all employees. Mandatory and voluntary training courses are provided as part of onboarding and run on a regular basis covering a range of topics. Each employee needs to take ownership for his or her own development and for acquiring the necessary skills, competencies and training to progress their career.
Learning is part of Scatec’s culture, and all employees are required to continuously develop and up-skill themselves. Management should endeavour to guide, mentor and coach their employees at every available opportunity to improve performance and to develop required skills and competencies. Management should also address errors or deficiencies in work quality swiftly and create a positive learning experience.
We invest in cultural trainings across multiple platforms including cultural training for project teams, and leaders, and an online cultural active tool for all employees. We believe in enabling colleagues to learn about each other’s cultures, to create understanding and appreciation for each other’s differences and thereby foster collaboration.
Our flagship management and leadership programmes are presented below.
Diversity and inclusion starts at self-awareness and empathy, the capability to understand oneself and then lead others to fulfil individual growth. This is a key competency to business success. Our internal global leadership development programme; M-Power, introduces an emotional and social intelligence competency inventory framework to our leaders, helping raise self-awareness and social responsibilities and transform our leadership values into specific actions and behaviours.
Our online learning was further expanded in 2021 through additional 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 1,918 in 2021. The gamified training continues to be a highlight with enthusiastic participation by employees and an average 85% completion rate across all courses.
In 2020, we launched a new training initiative as part of our Organisational Development Plan – online Learn@Lunch sessions. We organised 16 Learn@Lunch sessions during 2021 with key topics covering working in a stock listed company, time and expense training, communication tools, as well as presentations from business departments such as Hydropower, Supply Chain, Release, Treasury, Project Control, Tax, Project Finance, Strategy, Sustainability, IT and O&M.
Developing leadership as a competency and company culture is critical to reach our business strategy and goals. A key leadership development initiative includes our global leadership development programme over 9 months with business case and management involvement. In addition, more than 325 employees completed our leadership development modules and master classes in 2021.
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 2021, broken down by gender and employee category.
In line with our 2021 target, 100% of employees participated in the annual goal setting and development process and 100% of employees set personal development goals.
|People & Organisation||42|
|Sustainable Business & HSSE||39|
The following table gives an overview of gender diversity and age range for the Executive Management, Board of Directors, headquarters in Norway and Company in total.
|Board of Directors||40%||40%||40%|
|Governance body||Under 30||30 - 50||Over 50|
|Board of Directors||0%||0%||100%|
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.
of employees understand the strategic goals of Scatec
employees say our workplace is free from discrimination regarding gender
At Scatec, we are committed to strengthen gender presence in our leadership team and to elevate diversification of voices, opinions, and values in our decision-making process.See more
In 2021, we enrolled in the AFF Fifty-Fifty programme comprising of four modules over seven months, which focuses on unconscious bias, barriers for women and building networks.
AFF Fifty-Fifty Programme:
Read more about the programme here.