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Statnett's corporate social responsibility reporting

Corporate social responsibility (CSR) in Statnett entails integration of social and environmental considerations in the enterprise's daily operations and vis-à-vis our stakeholders. As a result of its operations, the company has a significant corporate social responsibility. Thus, corporate social responsibility is an integral part of our fundamental values. Corporate social responsibility is integrated in the company's corporate governance and embedded in the enterprise's management and organisation.

The Norwegian government stipulates that state-owned companies shall exercise their corporate social responsibility by integrating social and environmental considerations in their daily operations.

Corporate social responsibility in Statnett is all about understanding the expectations of the community, and handling these expectations in a manner which generates mutual respect. By doing so, CSR in Statnett will deliver performance excellence and capacity which will ensure that the enterprise meets its main objectives.

Corporate social responsibility is an integral part of Statnett's fundamental values. These values form the very core of the enterprise's management system and provide the foundation for building a positive, responsible and sound corporate culture of confidence and cooperation at all levels. Statnett's main objectives and values are described in the Corporate Management statement.

By following these guidelines, Statnett aims to provide a general and balanced overview of how Statnett exercises corporate social responsibility in the enterprise's key areas. Statnett reports annually according to GRI. The GRI table contains references to where information about the individual indicators can be found, and to what extent these have been complied with. Statnett believes that the reporting covers the requirements stipulated in the new Section 3-3c of the Accounting Act, adopted in 2013.

If not otherwise specified, the corporate social responsibility reporting covers all Statnett activities, including wholly-owned subsidiaries. Data is generally collected and collated with the aim of making the presentation as relevant and uniform as possible although great emphasis has been placed on ensuring completeness and correctness, there may be uncertainties in relation to some of the data.

Corporate social responsibility organisation

State-owned companies should be at the forefront of corporate social responsibility (Report to the Storting No. 10 (2008-2009)). Statnett’s fundamental governing principles help meet the requirements and expectations laid down by the owner, employees, customers, suppliers and other stakeholders. All employees are responsible for familiarising themselves with Statnett's management system and complying with the relevant requirements in their daily work. See the report on corporate management for more information about Statnett's management system.

Corporate social responsibility is an integral part of Statnett’s corporate management. Statnett has a function policy for corporate social responsibility. The objective of this policy is to specify the principles Statnett will apply as a basis for safeguarding the company's corporate social responsibility within the framework established for Statnett by the owner, legislator and society in general.

Statnett has established management policies for internal ethical guidelines, as well as ethical guidelines for suppliers. Corporate social responsibility is also incorporated in the policy relating to Statnett's fundamental values.

Statnett and society

Security of supply

Statnett is responsible for ensuring a stable and secure supply of electricity. Through proper maintenance, sound preparedness and significant investments in sufficient grid capacity, Statnett secures a stable supply of electricity and paves the way for renewable energy development. In this way, Statnett contributes to value creation for customers and society in general and to the realisation of Norway’s climate objectives.

In 2013, Statnett invested a total of NOK 6 415 million in grid facilities. Statnett's largest grid and substation investments are described in more detail in the Board of Directors' report and on Statnett's website.

Statnett operates on the principle that there should be two alternatives for power supply into an area. This is referred to as N-1. Statnett measures unsatisfactory security of supply by registering periods with only one barrier against power outages in the main grid, N-0. The measurements show which areas are vulnerable and therefore which areas should be prioritised in future grid developments. The commissioning of Sima-Samnanger in December 2013 reduced N-0 operations into Bergen and the BKK area. Projects that are scheduled to be completed in the coming years will further strengthen security of supply, including in Northern, Mid-Western and Eastern Norway.

Samfunnsansvar tabell 1 ENG

1 Incidents of Energy Not Supplied (ENS) more than 2 hours or > 1000 MWh as a result of a fault in power gird owned by Statnett.
2 Standardised measuring conducted by Svenske Kraftnät measured by sampling frequency per minute. 
3 Registered number of N-0 hours (period where there is only one barrier against power outages).

Preparedness

A key element of securing a stable supply of electricity is to implement sound preparedness measures. This involves preventing and handling extraordinary incidents. Stormy weather is particularly challenging, but incidents, technical and human error as well as vandalism are all potential factors.

Statnett will ensure that incidents are handled in the best possible manner, both in the operations and in projects. To meet this objective, three important measures have been implemented. A safety and preparedness policy has been established which stipulates responsibilities and guidelines on how to establish efficient preparedness. The Company has established a preparedness section which has the technical responsibility for the company's preparedness operations and ensures efficient preparedness routines and guidelines in Statnett. Furthermore, Statnett has strengthened the operative preparedness in the individual units by increasing staff and entering into supplier contracts. As part of the emergency preparedness work, several preparedness drills were conducted at various levels of the organisation in 2013.

Statnett has a statutory duty to provide transport preparedness for the Norwegian power supply. Statnett’s wholly-owned subsidiary Statnett Transport AS is required to ensure competitive implementation of this duty.

Dialogue with stakeholders

Statnett's corporate responsibility includes external and internal dialogue with various stakeholders. These include customers, suppliers, the authorities, trade associations and unions, special interest groups, the general public and own staff.

Statnett aims to promote exchange of ideas, constructive discussions and forward-looking solutions for energy supply and social development. This is done at an early stage by involving local authorities and businesses, landowners, non-governmental organisations (NGOs) and other special interest organisations. Statnett aims to keep an open dialogue with these groups and ensures that the involvement extends beyond the government processes relating to concept choice and licences.

Statnett engages in active dialogue with the stakeholders, as part of the company's daily activities and through other activities and projects. Dialogues are comprehensive and take place at, for instance, regular meetings and during consultation processes relating to grid developments and specific development projects.

To improve communication with the users of the main grid, Statnett established a new forum for markets and operation in 2013, where a representative selection of the customers participate. The main purpose of the Market and Operations Forum is to give the customers an opportunity to provide input and advice to Statnett in connection with issues relating to operation and market conditions, at a strategic level. Emphasis will be placed on issues where Statnett will make fundamental and strategic decisions. The forum has no decision-making authority, but will be able to give direct advice to Statnett's administration and Board of Directors.

Through the project work, stakeholders will be invited to engage in a real dialogue from start to finish, ensuring the best possible decision bases and solutions. Statnett applies various measures to make sure that all relevant and correct information is made available to affected interested parties. This may include contacting interested parties through the right information channels and meeting points and organising meeting places and other arenas where the parties have a chance to provide formal and informal input. Examples of instruments are regular invitations to various meetings, routines for making information available on the web or as leaflets or advertisements and through active contact with the local media. In addition, Statnett organises local open office days, where property owners and other interested parties can meet Statnett representatives who will answer questions, exchange input, share information and discuss solutions face to face.

Positive interaction with customers, suppliers and partners on issues relating to safety and the environment is important to promote safety and environmentally friendly solutions in the short-term and long-term.

Every second year, Statnett publishes its Grid Development Plan. The plan is one of Statnett's key planning documents. To pick up on needs and receive input to the plan's content, Statnett organises open meetings in various parts of the country. Meetings are held with various NGOs as well as environmental groups and special interest organisations. The objective of the meetings is to provide information about the enterprise and its plans, and to receive input.

As an employer, Statnett enjoys good collaboration with employee organisations. With approximately 1 100 employees and trade union membership of more than 70 percent, it is important to maintain a good dialogue between the parties to create a good cooperative environment. This applies to statutory discussions and negotiations, as well as to HR issues and conflicts of interest. The mutual trust that has been established between the parties over several decades is one of the main reasons why Statnett and the employee organisations, with very few exceptions, are able to find good solutions together and avoid unnecessary disputes. Furthermore, a good dialogue and relations with employee organisations and their central unions are essential for ensuring that foreign contractors comply with Norwegian wage and working conditions as well as Norwegian working hour provisions when performing work for Statnett.

Distribution of value created

Statnett's operations generate value both directly and indirectly. The direct value creation is presented in the enterprise's accounts and is allocated to the owner, authorities, employees and lenders.

Indirectly, value creation is ensured through, for instance, the activities Statnett generates in other companies in the form of investments in infrastructure and purchase of goods and services. In 2013, goods and services were purchased in connection with investment activities totalling NOK 5 867 million, compared with NOK 2 749 million in 2012. Goods and services were purchased totalling NOK 892 million to support the company's operations, compared with NOK 981 million in 2012.

Tax costs for 2013 were lower than in the preceding year as profit before tax totalled NOK 89 million in 2013, compared with NOK 1 162 million in 2012.

Proposed dividend for 2013 is zero. This was assumed by the owner when it was decided that Statnett would receive new equity of NOK 3.25 billion at the start of 2014.

Samfunnsansvar Tabell 2 ENG

1 Net wage costs excluding employer's contribution.
2 Tax charge, property tax and employer's contribution.
3 Proposed dividend 2013

Procurement

Statnett’s corporate social responsibility requirements also include procurement activities. These requirements are laid down in process descriptions and procurement policy, as well as in the enterprise’s contracts. Furthermore, Statnett has separate ethical guidelines for procurement both for our own organisation and our suppliers. Guidelines for suppliers include upholding of human rights.

The central procurement unit is responsible for the procurement process for all procurements with an estimate value of more than NOK 500 000. Procurements below this value and call-offs under framework agreements are made by the individual technical department. The procurement unit is responsible for training and compliance with Statnett's procurement policy.

Statnett uses Sellihca as its qualification system to ensure an efficient procurement practice, ready access to suppliers and as a first step in safeguarding the company's corporate social responsibility. Supplier audits are also conducted through Sellihca. The audits increase transparency and reduce risk. Audits are available to all employers in Sellihca and are important for Statnett's follow-up of suppliers and sub-contractors.

Statnett also conducts its own audits of the company's suppliers and sub-contractors. The audits contribute to better deliveries and improve Statnett's ability to establish requirements. The function policy for quality management and the internal auditor's instructions regulate the auditing.

In 2014, Statnett will introduce a new system for the procurement unit. This will be used for tenders and contract follow-up and will make Statnett better equipped to follow up the suppliers' obligations regarding the environment, corporate social responsibility and HSE. A separate initiative has also been implemented to strengthen Statnett's control of contractors and their subcontractors, which will ensure that Statnett's wage and working conditions are complied with.

To promote healthy competition with regard to our acquisitions, Statnett works actively to ensure that international, national and local suppliers gain a competitive position. To promote exchange of information with local businesses and industry, Statnett has organised HSE seminars for suppliers and held project presentations for local suppliers.

Reputation and visibility

An important objective of Statnett's communications strategy is to establish awareness and knowledge about the company. Statnett's upcoming major investments in the main grid in the years to come increase the need for ensuring that the general public is aware of Statnett's role in the power supply and the grid development plans. A broad general knowledge and good reputation are also essential for recruitment purposes.

Statnett's general sponsorship of the Norwegian Skating Association (NSF) and collaboration with the Norwegian Museum of Science and Technology are, combined with Statnett's general communication work, important elements of the efforts to raise awareness of the company across the country. The sponsorship of the NSF expires at the end of the 2013/2014 skating season, whereas the collaboration with the Norwegian Museum of Science and Technology, entered into at the end of 2013, has a term of two years.

Statnett wishes to make a positive contribution to local communities and supports local activities. Allocation of local funds to cultural activities and activities for children and young people takes place via the enterprise's local offices and substations throughout Norway.

Statnett conducts regular reputation surveys. Statnett's reputation is mainly affected by how the outside world perceives the company's products and services, management, environmental concerns and working conditions. Statnett is responsible for projects that have inspired intense public debate in recent years. This has challenged the company's reputation and the popular confidence in the company. Today 56 percent of all Norwegians are confident that Statnett will provide a secure supply of electricity. Statnett's targets 80 percent by 2016.

Customer satisfaction among customers directly linked to the main grid has remained relatively stable, with a score of about 70 in recent years. Good collaboration with the customers is important to ensure efficient execution of Statnett's core tasks. Statnett aims to further improve customer satisfaction.

Statnett also emphasises that the company has a very high employee satisfaction rate and is regarded as one of the best companies to work for in Norway. This is described in more detail in Recruitment and Employee Development.

Samfunnsansvar tabell 3 ENG

1 Percentage with a very or fairly good overall impression of Statnett among professionals (including municipal mayors and chief municipal executives, national political environments, professional environments and the media) and the general public. Source: Synovate market research
2 Percentage with knowledge of Statnett being responsible for the national main grid for power supply in Norway, Source: YouGov against their internet panel on assignment from Statnett using Mindshare media agency.
3 Score on most recently conducted customer satisfaction survey. Source: TNS Gallup AS and OPINION|PERDUCO

Innovation and R&D

Statnett has adopted an innovative and forward-looking approach using research and development (R&D) as a strategic policy instrument for creation of value and innovation. The R&D strategy for the period 2012-2014 was implemented in 2012. Statnett's R&D strategy is linked directly to the overall Group strategy.

During the period 2012 – 2014, Statnett's R&D initiatives will focus on the following programme areas:

  • Smart Grid
  • New technology and solutions for the main grid of the future
  • Prioritised initiatives
    • Environmental impact
    • Gaining society's acceptance for Statnett's social mandate

Statnett cooperates closely with external expertise environments both in Norway and in other countries. Examples of such environments are other grid companies in the Nordic region and Europe, the supplier industry and ENTSO-E (European Network of Transmission System Operators for Electricity). Along with various European TSOs and other players, Statnett is involved in several international projects under the EU's framework programme for research and development (FP7).

Statnett also cooperates closely with educational establishments and research communities, both in Norway and internationally. Universities and university colleges are important collaboration partners for implementation of R&D work. The collaboration is also important for recruitment, access to expertise and for finding PhD studies which the enterprise wants to support. Moreover, it will contribute to raising Statnett's profile and help make Statnett more visible.

Statnett's R&D expenses totalled NOK 43 million in 2013, NOK 6 million more than last year.

Smart Grid

The focus of the Smart Grid programme is on designing the power grid of the future. Statnett's overall objective is to develop smart system operation solutions over a five to ten year period. This is embedded in the company's strategy and action plans. Statnett focuses on projects involving development of communication solutions and applications for efficient system operations in the phases long-term planning, operational planning and operative activities relating to smart monitoring and management. The Smart Grid technology and new solutions can provide Statnett with more tools for socio-economic operation of the power system throughout the country. Statnett will assess solutions that may help improve security of supply before, during and after construction of the next generation main grid.

In the autumn of 2013, Statnett officially launched the Northern Norway Pilot Project (the Pilot Project). The main objective is to install, test and validate solutions developed in previous R&D projects in a realistic user environment. The pilot project activities focus on challenges faced by operators linked to the Regional Central North associated with security of supply, quality of supplies and system costs. The Pilot Project is a platform for testing and qualification of new solutions and applications in cooperation with players in region North. The project is a national demonstration facility linked to the Smart Grid centre.

The launch of the Pilot Project focuses on the following areas:

  • Flexible consumption load (business/industry)
  • Automatic power system diagnosis
  • Documentation of the risk level in the power system
  • Use of the Wide Area technology
  • Visualisation and handling of dynamic stability and voltage stability

Solutions and applications developed with a focus on Northern Norway will be useful for Statnett in other parts of the power system.

Technology and solutions for the next generation main grid

The technology programme focuses on developing new technology and new solutions for the next generation main grid. Important areas are new technologies for pylons, substations and power lines, cable technology and efficient solutions for power lines.

In the Lean Line project Statnett is focusing on developing new solutions for pylons and power lines. The objective is to increase quality and safety whilst reducing the construction time and costs by 20 percent for 80 percent of new projects in the portfolio. In 2013, Statnett looked into finding new solutions for composite pylons, alternative pylon design, rotating concrete reels, high-temperature power lines and prefabricated foundations. Solutions for reducing the use of helicopters have also been assessed. Full-scale testing of a prefabricated foundation prototype has been conducted and a prototype concrete reel will be tested at the beginning of 2014.

Priorities

The R&D programme "Social Acceptance" consists of projects which will provide Statnett with knowledge on how the company should act to gain acceptance for its social mandate. These projects are executed through cooperation with the Centres for Environment-friendly Energy Research (FME) and KMB projects (expertise projects with user participation), supported by the Research Council of Norway. The research takes place at Sintef, the University of Oslo (UiO), the Institute for Energy Technology Centre (IFE), Strategic Challenges in International Climate and Energy Policy (CICEP), Oslo Centre for Research on Environmentally friendly Energy (CREE) and others.

Through the R&D programme ”Environmental Impact" Statnett aims to increase our knowledge of power lines' impact on biodiversity. This includes long-term research projects on birds, as well as wild and domesticated reindeer. Much of this work takes place at the Norwegian University of Life Sciences (UMB) in Ås and other universities in Norway.

Knowledge sharing

Over several years, Statnett has helped develop long-term expertise in transmission system operators (TSOs) in East and Southern Africa. Statnett currently has long-term collaboration projects with TSOs in Uganda, Tanzania, Kenya and Mozambique. Statnett has chosen to focus the company's expertise development efforts on a geographically limited area as this has made it possible to support the establishment of a regional cooperation forum between the companies in Kenya, Tanzania and Uganda. This work started in mid-March 2014.

The institutional cooperation which Statnett is engaged in, also referred to as twinning projects, is part of the Norwegian authorities' effort to increase access to clean energy at a reasonable price, based on long-term management of natural resources and efficient energy consumption in developing countries. Twinning is a well-established project form defined by the EU and the World Bank as a "process that pairs an organisational entity in a developing country with a similar but more mature entity in another country”.

The principal objective of Statnett's twinning projects is to help increase expertise and efficiency in core areas for our twinning partners, both at an individual and institutional level. The figure below illustrates the disciplines often included in Statnett's twinning projects.

Projects are financed by the Ministry of Foreign Affairs represented by the embassy in the cooperating countries.

In addition to Statnett's contribution to the twinning projects, the company contributes energy expertise to technical development work performed by the Norwegian Agency for Development Cooperation (Norad). This work is regulated through the Framework agreement between Norad and Statnett, entered into in June 2012.

For Statnett it is important to support the Norwegian government's initiative to develop the energy sector in selected partner countries. By sharing our own experience and knowledge, we contribute to securing a more stable power supply in our partner countries by, over time, building trust in the transmission system operator, which has a vital function for a well-functioning power sector. Increased electrification in our partner countries will, in the long term, help combat poverty, promote industrial development and strengthen the position of women.

Statnett contributes about ten to twelve full-time equivalents annually to twinning projects. Such projects also provide our own technical experts with exciting challenges and opportunities.

Statnett has a travel policy which contributes to assuring the safety of employees who travel to countries outside the EU/EEA area. All employees who take part in twinning projects must complete mandatory customised training. 

Statnett contributes about ten to twelve full-time equivalents annually to twinning projects. Such projects also provide our own technical experts with exciting challenges and opportunities.

Statnett has a travel policy which contributes to assuring the safety of employees who travel to countries outside the EU/EEA area. All employees who take part in twinning projects must complete mandatory customised training.

Climate and the environment

Developing the main grid is important for achieving Norway's climate goals by preparing the grid for phase-in of renewable energy. Climate considerations represent one of Statnett's three strategic focus areas.

At the same time, it is important to respect the natural environment during development and operation of our facilities. Statnett’s environmental strategy formulates a framework for how to minimise the environmental impact of the company’s activities.

Environmental impact of Statnett's operations

Statnett has established an HSE policy which also comprises the external environment. The policy describes principles and procedures for avoiding unnecessary environmental impact. The company has a zero tolerance philosophy for serious emissions and discharges.

Any environmental incidents that do occur are recorded and followed up in the Statnett deviation system. In 2013, 178 incidents occurred, compared with 67 incidents the year before. The increase in reported incidents is due to a combination of a higher activity level and increased focus on incident reporting. No serious emissions occurred (red category). Statnett engages in preventive environmental work which reduces the risk of serious incidents, from the early planning phase until the facilities are completed. There are few incidents with a major risk potential. However, several minor oil spills have been reported, usually as a result of faulty machinery. In all instances, the oil and any contaminated soil have been recovered and removed. Incidents have also occurred where particles have been released to lakes and river systems as a result of run-off from construction sites. Routines have now been established for preparation of sedimentary basins for excavation work where there is a risk of run-off to lakes and river systems. Incidents have also occurred relating to breach of internal routines. These relate to a cultural artefact which was damaged because the transportation plan was not detailed enough and terrain damage as a result of deficient contract documents. In both cases, the routines have now been updated.

Statnett is working to continuously improve the company's environmental performance. Statnett has an Environmental Management System which is certified in accordance with ISO 14001:2004. The head offices in Oslo and administrative offices in Alta, Trondheim and Sunndalsøra have been certified as ”Eco-environmental Lighthouses". This means that activities conducted at these offices comply with defined requirements for environmental management and performance. The main office in Oslo and Statnett's new administration building in Trondheim are energy class A office buildings. Energy efficiency improvement and proximity to public transport were important and decisive factors in the choice of new head offices in Nydalen.

Climate

The most important contribution Statnett can make to reduce emission of greenhouse gases is to develop the next generation main grid, facilitate connection of new renewable energy, reorganise existing power grids and upgrade the voltage in existing power grids to maximise capacity and minimise environmental impact. In addition, Statnett is working to establish new international interconnectors which will help reduce carbon emissions through facilitation of new renewable energy.

Emissions from Statnett's operations
Statnett’s own emissions of greenhouse gases include, for instance, operation of back-up gas-fired power plants, SF6 treatment plants and travel in connection with work. The emissions have been accounted for in Statnett's climate report.

Statnett's back-up gas-fired power plants at Nyhamna in Aukra municipality and at Tjelbergodden in Aure municipality are subject to quota obligations, but have not been granted climate quotas in the Norwegian system. Statnett reports emissions to the Norwegian Environment Agency every year, so that our emission quotas can be balanced. The Norwegian Environment Agency has granted Statnett permission to operate the facilities for up to eight days per year for inspection and maintenance purposes. The facilities are primarily intended for use in an emergency situation. An operative back-up power plant will emit 2 450 tonnes of CO2 per day (0.68 tonnes/MWh). Preliminary figures show that emissions from Statnett's back-up gas-fired power plants totalled 2 190 tonnes of CO2 equivalents in 2013. The final figures for 2013 will be available after 1 April 2014, when the reported data have been approved by the Norwegian Environment Agency.

Samfunnsansvar tabell 4a ENG

1 Emissions from the back-up gas-fired power plants in Nyhamna and Tjeldbergodden.
2 Emission of 1 kg SF6 corresponds to 23 900 kg CO2 equivalents

The SF6 gas volume increased in 2013. The volume increase in Statnett's facilities may be due to an increase in the number of facilities, but may also be caused by an improvement in the quality of facility data. At the same time, emissions of SF6 gas from Statnett's SF6 facilities were reduced by 13 percent in 2013 to 309 kg. This corresponds to an environmental impact of 7 385 tonnes of CO2 equivalents in 2013.

Emission variations from year to year are normal and depend on what year the various SF6 facilities are refilled. Emissions for 2013 totalled 0.3 percent of the total SF6 volume, and are well below the normal leakage rate for this type of facility.

In 2013, air travel in Statnett totalled 10 399 079 km, corresponding to total carbon emissions of 1 481 tonnes. This is an increase from 2012, but considering the Stanett's current activity level, the figure is still relatively low.

Samfunnsansvar tabell 4b ENG

Statnetts ansatte fløy i 2013 totalt 10 399 079 km, som tilsvarer et totalt CO2-utslipp på 1481 tonn.

Samfunnsansvar tabell 4c ENG

1 Measured in km of transmission routes and cable routes

Climate adaptation
Climate change also affects Statnett's operations. In 2008, Statnett prepared a report in cooperation with the Norwegian Meteorological Institute (DNMI) and the Norwegian Geotechnical Institute (NGI) on the physical impact of climate change on Statnett's transmission facilities. The report evaluates the impact of climate change such as changes in wind conditions, increased precipitation and flooding, icing, landslides and avalanches, changes in the groundwater level, etc. The results from the report are used to monitor, maintain and improve Statnett's transmission facilities.

Biodiversity and disruptions to the landscape

Statnett aims to be an environmentally responsible grid developer. This entails incorporating environmental concerns in the company's planning process, choice of solutions, construction and operations.

At the same time, Statnett recognises that the company's operations cause interventions in the landscape which will have an impact on biodiversity. Statnett acts responsibly by limiting the negative effects through its choice of solutions and by implementing mitigating measures. This has cost consequences.

Statnett is subject to stringent requirements and has to submit a detailed report on the scope of interventions and their impact on biodiversity during the construction and operational phase. The studies comprise habitats and species, focusing on endangered and vulnerable species in particular.

Landscape

When constructing new power lines, Statnett uses advanced techniques such as laser scanning and 3D terrain modelling in the early stages of the planning phase. These techniques make it possible to see what the power lines will look like in the landscape. Furthermore, construction plans can be adapted and the shape and character of the landscape can be taken into account.

The simplest and most efficient measure to ensure power lines are less visible in the landscape is the choice of route. Some sections may in addition require mitigating measures to reduce the visibility of the measure. These may include:

  • Camouflage of power lines, pylons and insulators
  • Development of new types of pylons
  • Removal of old facilities

261 km of power lines came online in 2013, and 115 km power lines were removed.

Samfunnsansvar tabell 4d ENG

Electromagnetic fields

In 2001, the International Agency for Research on Cancer (IARC) defined electromagnetic fields as potentially carcinogenic. In 2011, radio waves (radio frequency fields, mobile telephones) were also classified in this group.

In 2005, a work group appointed by the Norwegian Radiation Protection Authority published the report "Forvaltningsstrategi om magnetfelt og helse ved høyspentanlegg” (Management strategy for magnetic fields and health near high-voltage facilities). The report concluded the following:

“We have currently more knowledge about the situation than previously. The summary of extensive research has shown that there is a potential risk of developing leukaemia in children in cases where the magnetic field in the home is above 0.4 microtesla. However, the absolute risk is still considered to be very low.”

There is no significant change in the knowledge situation today.

In Norway, the level for magnetic fields near high-voltage facilities that require assessment has been set at 0.4 µT. This are no limit values or measure limits.

When constructing new high-voltage facilities or upgrading existing facilities, grid owners must assess whether magnetic fields in nearby buildings could exceed 0.4 µT. If so, alternative solutions to reduce magnetic fields must be evaluated. The same applies to the party responsible for planning and constructing new buildings near existing high-voltage power lines, mainly schools, kindergartens and residences.

Statnett follows the authorities' recommendations stipulated in the Regulations relating to protection and use of radiation (the Radiation Protection Regulations) which state that all exposure to non-ionising radiation shall be kept as low as may reasonably be achieved.

The International Commission on Non-Ionizing Radiation Protection (ICNIRP) uses limit values for magnetic fields that are well above any fields the general public may be exposed to. However, the limit values for electric fields may be exceeded under Statnett's lowest-hanging 420 kV power lines. Here the limit value is 5 kV/metres. The electrical fields may be experienced as uncomfortable, but are not considered hazardous to human health. Electric fields are normally effectively shielded by vegetation and buildings.

When planning new power lines, Statnett aims to keep them at sufficient distance from existing residential housing to ensure that the average magnetic fields from the lines do not exceed 0.4 microtesla in the buildings. This may entail that routes have an impact on valuable natural areas and recreational areas. Consequently, alternative solutions are often prepared and the final choice of route is often made by the licence authorities.

Statnett keeps continuously updated on research into any adverse health effects caused by electromagnetic fields from high-voltage power lines. Furthermore, the enterprise wishes to make its own contribution to increase our knowledge in this area. In recent years, less research has been conducted into potential health effects and Statnett has focused its R&D work on the development of technical solutions that will reduce magnetic fields, such as development of the new low-field pylon "Compact Plus".

Environmental R&D focus

Several of Statnett's R&D programmes focus on challenges relating to climate and the environment. The enterprise has for several years helped fund independent research on power lines' impact on biodiversity.

The R&D programme "Environmental Impact" focusses on increasing the awareness of how power lines affect the flora and fauna (cf. previous discussion under Innovation and R&D work).

Statnett has funded research conducted under the direction of the Centre for Environmental Design of Renewable Energy (CEDREN), a collaboration between SINTEF Energy, the Norwegian Foundation for Nature Research (NINA) and the Norwegian University of Science and Technology (NTNU). The research has focused on power lines and bird collisions as well as on power line corridors as wildlife habitats. CEDREN has also conducted a pilot project for development of GIS tools for identification of suitable power line routes. Another programme has looked into connections between the development of power line projects, communication with affected parties, media coverage and licensing rules.

The R&D project linked to the Centre for Sustainable Energy Studies (CenSES) will conduct research that will contribute to providing a better factual basis for public and private decision-makers in the interface between climate, energy and industry. This will contribute to developing Norway into a sustainable society.

Strategic Challenges in International Climate and Energy Policy (CICEP) is responsible for identifying and preparing international policy and international strategies that will promote a transition to low-carbon energy systems.

Hydrobalance looks into the possibility of increasing the use of Norwegian reservoirs to store balancing power necessary to optimise new renewable power production, as well as the effect of hydropeaking of power plants in Norwegian river system environments.

Samfunnsansvar tabell 5a ENG

1 Work-related injury which resulted in absence beyond the day of the incident
2 Number of lost-time injuries per million hours worked
3 Total work-related injuries
4 Number of injuries per million hours worked
5 Registered fatalities among third-parties, occured on or in connection with Statnett´s facilities

Employee development

Statnett is planning major development projects in the years ahead. In order to realise these projects, the company will need sufficient expertise. To cover these needs, investments are made in development, training and recruitment of employees in accordance with Statnett’s strategy and values.

Statnett emphasises a good working environment with motivated and committed employees. The strategic expertise development process (SKUP) is well established in the enterprise. The process contributes to a systematic and uniform follow-up of objectives, conduct, performance, strengthened development opportunities, as well as ensuring that Statnett retains and develops strategically important expertise. As a part of SKUP, performance appraisals are conducted with all employees on an annual basis, and assessment meetings are held in all management groups. In 2013, Statnett's career development model gained a strong foothold. This will ensure an even stronger focus on individual development for Statnett's employees in the years ahead.

For the second year running, an organisation survey has been conducted by Ennova. The survey provides information about employee satisfaction, job satisfaction, motivation and commitment. The employees have an opportunity to express what they think about Statnett as an employer and workplace. Statnett follows up the organisation survey by implementing improvement measures based on results for the individual manager and unit as well as measures that will help improve cooperation across the organisation.

Overall, the results from the 2013 survey were good and generally above the industry benchmark, and in some cases significantly above the benchmark for Norway. Compared with 2012, progress has been made in important areas such as job satisfaction, loyalty, Group management, reputation, immediate supervisor and cooperation in own unit.

Internal mobility and recruitment

Statnett invests broadly in the development and dissemination of expertise across the entire company. In 2013, 53 employees changed jobs internally in Statnett, compared with 57 in 2012. The SKUP process helps increase internal mobility. The enterprise has a long-term goal of directing more full-time equivalents towards strategically important project execution or operation tasks.

Statnett recruited 143 new employees in 2013, compared with 132 in 2012. In 2013, Statnett had an overall staff turnover, excluding retirement, of 3.7 percent, compared with 3.3 percent in 2012. The increase in staff, combined with moderate retirement figures, means that the company has had a net increase of 319 full-time equivalents over the last four years.

In order to attract talented graduates from universities and university colleges, Statnett has established a permanent trainee programme. In 2013, ten trainees participated in Statnett's trainee programme. In addition, Statnett had one trainee from a trainee collaboration between SINTEF, the Norwegian Water Resources and Energy Directorate (NVE) and grid companies in the industry. Two Statnett trainees participated in an exchange programme with Svenska Kraftnät and Energinet.dk, and Statnett has had two trainees from these companies working at the head office in Oslo. Statnett will continue its collaboration with universities and university colleges in the coming years to increase its employer attractiveness among relevant students. Job fairs, company presentations and sponsoring activities organised by students are the most common measures. Statnett also provides opportunities for students to work in summer jobs, and to write project papers and master’s theses. Statnett has highly qualified applicants for its trainee programme and in November 2013, Statnett had filled all trainee posts for the 2014 programme.

Statnett has maintained a strong focus on apprentices throughout the year, particularly within electrical power engineering. Furthermore, Statnett was authorised as an ICT training establishment in 2013. This may be extended to include other disciplines, in line with the intentions of political authorities and employee and employer organisations. 2013 has also been used to gain experience from the recruitment of practice candidates.

Samfunnsansvar tabell 5b ENG

1 Employer attractiveness among graduates and employees with 5 years of experience, respectively. Universum ranking (The Norwegian Professional Survey). Rank only up to 100 (50 for ICT graduates).

Gender equality and diversity

Statnett wants a diverse and varied organisation. All Statnett's job advertisements encourage people to apply for a position, regardless of ethnicity, gender or age. In 2013, 9.1 percent of new recruits were from non-Norwegian ethnical backgrounds. At the end of 2013, Statnett had approximately 60 employees from non-Norwegian ethnical backgrounds.

Statnett has for many years worked systematically to recruit more women into management and technical positions. During the period 2005-2011, the percentage of women in management positions increased from approximately 20 to 25 percent. After a minor decline in 2012, the percentage of women was 26.1 at year-end 2013. The total percentage of women has increased from 24.1 percent in 2012, to 25.0 percent in 2013. Statnett will continue the work to achieve a more even gender balance. Stanett wishes to promote the participation of women in the boardroom across the Statnett Group, and take a positive view of female employees being elected to the boards of other companies. In 2013, the percentage of women in the Group management was 14 percent. The percentage of women among representatives elected by the owners on the Board of Directors was 50 percent.

In Statnett, women and men in comparable positions receive equal pay. Staff surveys show that both genders believe that women and men have equal opportunities in Statnett.

We have set up practical schemes designed to allow women and men to combine work and family life successfully. Statnett runs its own day-care facilities in Oslo, has a scheme of extended parental leave for employees with young children, and practises flexible working hours.

Samfunnsansvar tabell 6a ENG

Ethics Ombudsperson

Statnett has appointed its own Ethics Ombudsperson whose duty it is to strengthen the legal protection of employees and to help uncover censurable conditions and shortcomings within the company. In Statnett, the office of Ethics Ombudsperson is held by a lawyer in our Legal Department.

The job of the Ethics Ombudsperson is to ensure that undesirable work cultures and attitudes do not develop and proliferate. Furthermore, the Ethics Ombudsperson has a duty to comply with the Working Environment Act with regard to reporting any censurable conditions in the workplace. The Ethics Ombudsperson is charged with undertaking investigations in response to issues raised by employees or employees’ unions, to provide guidance for employees on ethical matters, and to raise matters on his or her own initiative. A very important principle observed by the Ombudsperson is the principle of anonymity. This principle encourages staff to report matters that would not otherwise have been addressed.

The Ethics Ombudsperson scheme has helped put ethics higher on Statnett’s agenda and make staff far more aware of ethical issues. Statnett continues to note considerable commitment and interest among staff in the ombudsperson scheme and in ethical matters in general. The Ethics Ombudsperson reports annually to the Group management and to the Board concerning the number of notifications and the number of cases dealt with. The Ombudsperson handled 15-20 cases in 2013, about the same number as last year. The Ombudsperson also handled a number of minor matters.

Other GRI indicators

Samfunnsansvar tabell 6b ENG

1 Exclusive Statnett Transport AS

Samfunnsansvar tabell 6c ENG

1 Exclusive Statnett Transport AS

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