Being a good employer
Sub-topic 1: Attracting and retaining talent
Description of the topic
Technology and organisations are changing continuously and at a rapid pace. Working has turned into lifelong learning. To be able to attract and further develop talent, we offer working conditions that give employees sufficient scope to advance in their career and encourage them to stay fit and healthy.
Impact on people and the planet
Employee development has a positive impact on human capital as well as on the general level of education and training in the job market. By providing work that connects with social developments, we also increase our impact.
Risks
Insufficient availability of adequately skilled, technical professionals; an insufficiently distinctive profile in the labour market leading to stagnation in recruitment.
Opportunities
Provide development and training, sector collaboration and technical college.
Impact on Alliander’s value
High employee job satisfaction increases our attractiveness as an employer and enhances the social value of our achievements and results. The current lack of technically schooled workers and experienced professionals in the labour market has a dampening effect on production and manufactured capital.
Relationship with Alliander’s impact model
Human capital.
Stakeholder expectation
Technology and organisations are changing continuously and at a rapid pace. Working has become continuous learning: employees and labour market partners expect Alliander to enable them to stay fit at and for work through courses and training. Alliander works hard to promote training and development.
Strategic pillars
Future-proof foundation.
Our long-term objective
We aim to invest 3% of the wage bill in employee training. We offer long-term work to people with poor job prospects who meet the criteria of the Labour Participation Act. In addition, we offer work experience placements, internships and other learning experiences for a broad target group. In 2024, we aim to meet the requirements of the Dutch Labour Participation Quota Act.
Alliander’s assessment and contribution
To find solutions for the energy issues of today and tomorrow, we invest a lot. In technology and, above all, in our people. We offer excellent compensation and benefits. To help our employees get the best out of themselves. That is good for them and good for the company. Employees are encouraged to develop their professional skills with a range of training and development opportunities. Special attention is devoted to safety training for specialist roles or roles involving specific risks. Last year, Alliander welcomed 165 new IT specialists and 429 technicians. For the third year in succession, refugees with a residence permit completed a development programme to attain a senior secondary vocational education (MBO) qualification in installation and maintenance work on the electricity network. In 2023, Alliander invested 3.0% of its wage bill in employee training (2022: 2.9%).
Stakeholder information
Sub-topic 2: Safe working practices, employee well-being and employee rights
Description of the topic
Work on gas and electricity infrastructure involves risks. Safe working practices without incidents are vital for all stakeholders. The safety of networks for everyone involved is our highest priority. The possibility that incidents could occur in the energy network means a targeted approach is even more crucial. To achieve this, we ensure that we understand the risks and take action to mitigate them. The measures we take include procuring safer materials and better work equipment, improving working methods and training our employees and contractors to boost their competence.
Impact on people and the planet
Work-related accidents and sickness impair the well-being and happiness of those concerned. As an employer, Alliander always aims to make a positive contribution to the well-being of employees. This also applies to the role of commissioning party in which we take responsibility for external employees. Our impact extends to contractors and supply chain partners (see also the topic Corporate social responsibility in the supply chain). Safe and responsible working conditions are a basic human right, covered by national and international legislation and agreements such as OECD, ILO and UN treaties. Safety incidents can also involve other stakeholders such as citizens and visitors or passers-by at locations where we are working.
Risks
Insufficient communication, knowledge and compliance with regard to the applicable safety rules; occurrence of events that could have been prevented; unacknowledged risks due to a lack of correct information; unenforceable rules.
Opportunities
Strengthen involvement of staff and chain partners.
Impact on Alliander’s value
Attention to and good policies for safety, welfare and employees’ rights are constantly assessed by stakeholders. The impact of deficiencies can be significant. Collaboration with and between chain partners requires clear agreements on responsibilities and compliance with all rules.
Relationship with Alliander’s impact model
Indicators for human capital.
Stakeholder expectation
Safe working practices are vital for all stakeholders. Employees expect a working environment where they can concentrate and work safely. Customers expect us to guarantee their safety during the performance of our work.
Strategic pillars
Future-proof foundation.
Our long-term objective
Everyone safely home! With zero avoidable accidents. That is Alliander’s safety ambition. In addition, Alliander promotes a proactive culture where safety comes first. The goal is a permanent behavioural change that we will demonstrate by attaining level 4 on the Safety Culture Ladder in 2025. We aim for an LTIF of 1.0 or less.
Alliander’s assessment and contribution
Alliander goes by the ‘Life-Saving Rules’. A safe working environment and culture of safety help us raise safety awareness and ensure safer behaviour. In 2023, there were 24 lost-time accidents and 56 accidents that did not result in sickness absence. This was partly why the LTIF increased to 2.0 (2022 1.9). Contract employees were involved in 10 lost-time accidents and 12 that did not result in sickness absence.
Stakeholder information
Sub-topic 3: Diversity at board level and in the workforce
Description of the topic
The composition of the workforce is changing rapidly, so Alliander is also changing accordingly. Alliander aspires to be an organisation where everyone feels at home. Social diversity is reflected in the composition of our board, management and staff. Only then can everyone truly be themselves and can each employee make the most of his or her personal talents. We pay attention to the needs of different employees.
Impact on people and the planet
By working towards a diverse and inclusive organisation, we can contribute to social inclusion. We recruit employees from diverse, often under-represented groups, thereby offering them the opportunity of long-term labour market participation. We are also increasing gender diversity in management and leadership positions.
Risks
Insufficient external name awareness and recognition of Alliander’s initiatives, leading to weaker perception of the company as a good employer.
Opportunities
Workforce growth creates greater opportunity for increasing diversity in the organisation.
Impact on Alliander’s value
The composition of the (working) population and shifts in the educational level and orientation of school leavers have an impact on Alliander. By being mindful of these shifts and of the opportunities offered by diversity in the labour market, we can match our need for employees with the requirements in society in a timely manner. This is a prerequisite for creating the energy network of the future.
Relationship with Alliander’s impact model
Indicators for social capital.
Stakeholder expectation
Potential employees expect to be able to work in a diverse and inclusive organisation that values their talents and where they can develop and grow. From a social perspective, it is important for companies to be open to the diversity of the Dutch population and make an active contribution.
Strategic pillars
Future-proof foundation.
Our long-term objective
We work with focus, set priorities, and adapt our organisation to changing needs and circumstances as and when necessary.
Alliander’s assessment and contribution
In 2023, the Diversity, Inclusion and Equality (DIE) policy was approved by the Management Board. The policy was incorporated in an annual plan containing spearheads in the field of inflow, women in managerial positions, management and data, advancement and retention of colleagues from minority groups. In 2023, 30.5% of our managerial positions were held by women. The proportion of women in managerial positions grew to 36% at senior management level, and 34% at director level.