 | Throughout 2005 an intensive programme of change was implemented in order to create a customer- and market-oriented company for the future. The Billerud 2007 project has been speeded up and the new organisation will be in place by the end of 2006. Despite all the changes, sick leave continued to fall and now represents just 4.9% of ordinary working hours. Individual measures have increased awareness of the positive effects of health and fitness.
A safe and secure workplace
Continuous measures are implemented at Billerud in order to achieve a good physical, psychological and social working environment. This includes special programmes aimed at improving health and job satisfaction. In order to prevent injuries due to heavy lifting and counter bad health generally, all employees have access to exercise halls and fitness equipment. Regular training in safety issues aims to keep work-related injuries low. In 2005 the amount of accumulated work-related injuries in relation to the number of employees was 1.7%.
Work environment goals for 2006:
- introduce methods to influence behaviour and raise safety levels
- reduce the number of workplace accidents by 20% compared with 2005
- double the number of near-accidents reported, compared with 2005
Health initiatives make employees stronger
Surveys show that healthier employees produce more and better. During the year Billerud intensified work aimed at reducing sick leave and creating a working environment where people are happy and feel good. Health and fitness initiatives are carried out continually and employees receive help in stopping smoking, starting training programmes and changing diet.
All Billerud employees have individually adapted health plans. Based on personal requirements and together with the company medical team, each employee forms their own health plan. Groups of employees then choose their own joint activity. The company sponsors employees with gym cards and courses that promote better health. Changing lifestyle is another good example of practical help for improving the health of employees. The aim is to help an individual identify changes that can influence their long-term health. This can include regular exercise or improved diet. A number of employees were involved during the year in this project and it will continue in 2006.
Billerud Gruvön achieved Keymeal certification during the year. The concept is a form of keyhole labelling and is based on the company offering staff a balanced diet. Keymeal is based on educating staff, a recipe bank for the canteen, changing old recipes, a network of certified restaurants and regular follow-up.
Award-winning alcohol policy
Billerud has been working for many years to eradicate alcohol consumption in the workplace. The company employs qualified therapists and nurses whose job is to deal with drug and alcohol-related problems. Around 120 managers and supervisors have attended courses that explain the medical and social effects of alcohol abuse. Billerud Gruvön’s alcohol policy received a diploma during the year from the IQ scheme, which is a part of Systembolaget, Sweden’s state-owned retailer of alcohol. The IQ scheme was started in the summer of 2005 and the aim is to showcase best practices. Billerud’s work was included in a TV commercial for the IQ scheme broadcast on the leading Swedish networks.
Network to help the long-term sick
Billerud Skärblacka is one of 16 state-owned and private companies participating in Företagsringen, a special scheme aimed at improving co-operation between employers for the rehabilitation of sick and injured employees and thus reducing labour market exclusion. The goal is to develop and improve rehabilitation methods, and reduce absence due to illness, exclusion from the labour market and early retirement. Since this scheme started in 1994, people have had the opportunity to return to work through study visits, training and work experience.
Focus on Billerud 2007 project
To meet growing competition and rising costs a company needs a sustainable financial position. The Billerud 2007 project sets a number of economic objectives.
Shared working methods and clear goals
Creating a strong and vibrant corporate culture requires shared working methods. In Billerud’s new organisation, staff will work towards specific goals. This means that each team identifies key areas for improvement, sets goals and produces action plans. Work is then assessed regularly against the set goals. If the timetable is not being followed the action plans are reviewed. The purpose is that all employees shall clearly see the effects of decisions made in daily activities.
Responsible reductions in staff numbers
By achieving the best possible efficiency in all departments, costs will be cut by MSEK 250 per year starting in 2007. In 2005 Billerud produced a toolbox that will lead to responsible reductions in manning levels primarily through retirement and other measures. The generation change also requires measures to improve competence in order to raise efficiency by, for example, special efforts within IT.
Focus on the customer and market
Maintaining a strong market position requires an increased customer focus. In the first quarter of 2006 Billerud’s product areas will become business areas. The new organisation will lead to shorter decision-making routes and stronger capability to act in the market. Resources will be channelled into research and development to broaden the product mix through regular launches of new and further developed products.
Competence procurement for the future
To lay a secure base for future recruitment, Billerud arranges various activities for young people.
Journey into the future
Billerud participates together with Skogsindustrierna, a forest branch organisation, in an activity called Framtidsresan. For the seventh year in a row representatives of the forest industry have visited over 100 upper secondary schools. The aim is to show students that the forest industry has a strong future and that it is important to continue with studies after the compulsory school period ends. Students reading science and technology are mainly involved. More than 85 % of students attending Framtidsresan activities say they received a positive image of the industry.
Forest companies arranging industry evenings
Together with other forest companies Billerud has arranged industry evenings at six technical colleges and universities. In 2005 around 900 students were involved, about the same number as in 2004. The fact that an increasing number of technology students are considering working in the forest industry indicates a growing interest in the industry at college level.
Lab coats for students
Each year Billerud hands out lab coats to students at selected technology colleges and universities. This initiative is greatly appreciated by students and staff.A group within Billerud working with information and student activities lies behind this initiative.
Annual recruitment days at colleges and universities are good opportunities for Billerud to meet potential new staff.
The company also arranges special themed events such as environmental seminars, essay competitions and special events for girls.
Great interest in degree work and summer jobs
Billerud takes very seriously schemes for practical work experience and summer jobs. Young college students are given opportunities to sample working for the company under the guidance of experienced staff.
In 2005 Billerud played host to around 400 students doing practical work experience or summer jobs. Fifteen students also carried out their formal degree studies within the company.
Vocational training leads to jobs
Together with SCA, Kappa and Domsjö, Billerud has started an advanced vocational training course in process technology for the pulp and paper industry. This training course provides 80 points in the Swedish education system and is based at Kalix. Furthermore, Billerud and Åsfjärden education centre in Grums have developed a training course at upper secondary level to train process operators for the pulp and paper industry.
Individual requirements guide development
The attitude within Billerud is that each employee has individual requirements and ideas about their own development. Billerud has therefore chosen to focus on career appraisal discussions and individual development plans for each employee. Competence development focuses on areas such as the working environment, economics, internal controls, ergonomics, working methods, chemistry, physics and certification.
Identifying tomorrow’s leaders
A customer- and market-oriented business requires clear and straightforward leadership. All employees must understand their roles and responsibilities and see the results of their own work. Managers must be able to involve and stimulate employees to be independent, responsible and committed. Future management requirements will be assessed as part of the Billerud 2007 project. The aim is to develop leadership based on goal-oriented working methods.
Rewards system contributes to development
Billerud considers that a well-designed and performance-based bonus system contributes to the company’s development and growth in value. Billerud therefore operates a bonus system, based on production volumes and fixed costs, that covers nearly all employees. In 2005 the bonus varied between 3% and 6% of basic salary. The bonus system for Billerud’s senior manage-ment team is described in note 24.
Equality work has top priority
All of Billerud’s Swedish mills have written equality plans that cover all activities. Managers and elected employee representatives receive training in equality and gender issues.
More women employees
The goal for Billerud’s work on equality issues is to increase the number of women working for the company. By employing more women throughout the business, opportunities are increased for internal recruitment of women managers. The proportion of women employees increased during the year from 18% to 18.5%.
Special meetings for girl students
Meetings for girl students at upper secondary schools are an important activity to support equality. The purpose is to make girls interested in Billerud and the various professions represented within the company. The aim is to balance out the gender division within the company, especially on the technical side. During the year around 150 girls aged 14 to 16 took part in these meetings, which comprise a tour of the mill and a question and answer session. A popular feature is hearing Billerud employees recount how they entered the industry and what it’s like working for Billerud.
Encouraging men to take parental leave
Another important equality issue is getting more fathers to stay at home with their young children. Billerud encourages fathers to utilise their right to parental leave. The company pays 80 % of the portion of salary not covered by the Swedish social security system. This benefit makes it easier for families to share the work of raising a family. |
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