Status and risk

We have chosen to map the risk of discrimination associated with these processes:

 

- Recruitment and selection

- Expertise and development

- Rewards and bonuses

- Turnover

Recruitment and selection

To achieve our goal of a better gender balance, we must work long-term and purposefully with new recruitment. In addition, we must be attractive to those who are already employed.

Traditionally, site managers, project managers, department managers, etc. are recruited through internal career paths. In principle, this is positive and a strength for OneCo. However, exclusively internal recruitment will cement the skewed gender balance that starts already in the apprenticeship intake. OneCo had only 2 % female apprentices in 2022. The applicant figures for upper secondary education show that more girls are applying for the electrical trades. In total, girls accounted for approximately 7 % of applicants for electrical subjects in 2022.

In new hires for positions that were not apprenticeships, female applicants accounted for less than 10 % of the total number of applicants in 2022. The "industry experience" requirement may be a contributing factor to this. To improve the gender balance, the requirement for "industry experience" must be challenged in positions that do not have explicit requirements for this. In addition, managers who succeed despite a lack of industry background must be emphasised.

"Equal children play best" can also consciously or unconsciously lead to the unequal gender distribution being maintained. It may feel less risky to choose a man than to "take a chance" on choosing a woman.

risk

  • The goal of increasing the proportion of women is not sufficiently anchored internally.
  • Female role models are not sufficiently emphasised.
  • No requirement for equal gender representation among those who carry out the recruitment and selection process.
  • "Equal children play best" - unconscious discrimination based on already unequal gender distribution.
  • Job adverts are not sufficiently gender-neutral in language, attitudes or imagery.
  • Requirements for "industry experience" without this being sufficiently challenged

Expertise and development

OneCo has a wide range of services, projects and assignments that require different skills and experience. Expertise development takes place to a large extent as a natural part of everyday work. The need for competence-enhancing measures is included in the performance review and agreed directly with the immediate manager. In addition, there are courses required by the authorities, such as annual FSE courses, courses for climbing at height, hot work, etc. The courses required by the authorities take place at different intervals and are required in order to perform specific tasks.

Work on various competence programmes has been a priority area in 2022 and this work will continue in 2023. In the Group's employee survey, only minor gender differences have been identified in relation to competence development.

Schemes for reduced working hours or adapted work in different phases of the employment relationship (life phase policy), for example, are not implemented as joint schemes, but are practised individually.

risk

  • Competency plans and career paths are not sufficiently defined by the end of 2022 (work on this is ongoing).
  • Systems and routines for identifying skills gaps and future skills needs under development are currently inadequate.
  • Features of the culture such as language, jokes and bullying can have a discriminatory or exclusionary effect.
  • Changing room and toilet facilities on construction sites can be challenging, but are improving.
  • A lack of flexibility in working time arrangements can exclude people with caring responsibilities.
  • Lack of life stage policy and general arrangements related to this.

Rewards and bonuses

A new bonus model was implemented in 2022. The bonus schemes emphasise both financial and individual targets, and the model is gender-neutral.

Salary negotiations

Wages in job categories with the largest number of employees (operational and production positions) are determined through collective bargaining between El og IT Forbundet, or NITO, and NELFO and Spekter respectively.

In the collective agreement between NELFO and El og IT Forbundet, annual supplements are negotiated through central negotiations, and only a small part through local negotiations. In the collective agreement between Spekter and the Norwegian Electrical and IT Workers' Union, collective wage formation takes place through local negotiations.

Salary negotiations for other job categories take place locally through individual salary negotiations between manager and employee.

risk

  • Job categories with a high proportion of women are not covered by bonus programmes.
  • The wrong salary level can lead to unwanted turnover.
  • A lack of knowledge about market salaries can lead to incorrect judgements when setting salaries.
  • Possible gender-based differences in salary negotiations.
  • Systematically analyse the degree of bonus achievement with regard to gender differences.

Turnover

2022 was characterised by several restructuring and reorganisation processes within the Group.

The total turnover in 2022 was 12 %. It is not known if turnover follows the gender distribution - this will be further investigated in 2023.

risk

  • Generally higher turnover in the market.
  • Changes in the possibilities for hiring during production peaks can lead to excessively high basic staffing levels, which must then be reduced during periods of lower production.
  • Unwanted turnover due to increased salary or development expectations that cannot be met.
  • Significantly tougher competition for talent.