We aspire to be an attractive employer and to provide safe and rewarding workplaces for our employees.
The Total Recordable Incident (TRI) rate is our group-level safety KPI. In 2018, our TRI rate decreased to 6.1 (7.4 in 2017). Compared to 2017, a 18% reduction was achieved on the TRI rate. The milestone for 2019 will be communicated in the Q1 Interim Report.
Stora Enso’s key performance indicator (KPI) for leadership, the Leadership Index, measures employee perceptions of their managers. The index is calculated based on our annual employee survey. Our target was to achieve an index of 80/100 by 2018. The Leadership Index in 2018 improved to 83 (81). The response rate to our employee survey remained high at 89% (91%). Our new ambitious target is to achieve an index of 85/100 by 2022.
Stora Enso's main occupational health and safety goal is to be an accident-free workplace. Encouraging a company-wide safety culture means that everyone is responsible for making every workday healthy and safe – from our top management and throughout the company. Safety management at Stora Enso is based on international standards such as OHSAS 18001, but our processes go beyond these requirements.
Responsibility for implementing each tool and programme in our units lies with line management, supported by local staff and OHS professionals.
Stora Enso's approach to safety extends to contractors, suppliers, and on-site visitors. We encourage everyone to give feedback and provide ideas on how to further improve safety. We also cooperate closely with our joint operations.
Leadership is a top priority for Stora Enso, as we believe it is the strongest driver behind company performance, wellbeing, and culture. Improving the performance and engagement of our employees is another priority for us. We care for all our employees and are committed to fully respecting human rights throughout our operations. All Stora Enso units are expected to work systematically to ensure that employees are treated with respect and fairness.
Stora Enso is transforming into the renewable materials company. Engaged and motivated employees in a capable organisation will enable us to deliver our business strategy. The development of capabilities in customer insight, innovation and operational efficiency, as well as the ability to utilise new technologies will be critical for our future success. We need to ensure we have competent and engaged employees and manage employee turnover and the demographic structure of our workforce in various markets. This will require careful workforce planning and responsible leadership. To be successful and to promote a safe working culture, we need to ensure we develop our leadership, organisation, competencies and processes.
Our commitment to respect human rights covers all our operations, including our employees, contractors, suppliers, and surrounding communities.