Training and education

LA9 Average hours of training per employee by gender and by employee category

Keeping all employees updated with regard to technological, functional and leadership skills is essential to Boliden’s performance. Every employee should be able to influence his or her own development and Boliden should provide resources and opportunities to make sure that employees have the right skills to perform their job tasks in an safe and efficient way at all times. Boliden’s approach is to facilitate skills development during regular working hours. The responsibility for the organisation of and following up on the “on the job” training lies with the line management. Boliden has not set average number of hours of training targets for different job categories – it is the individual needs that determine the methods and quantity of the training activities. The average number of training hours for different employee categories on Group level was measured for the first time in 2014.

Average hours of training per employee by gender and by employer category

Category

2014

2015

2016

Men

16.8

15.1

16.5

Women

16.2

16.3

15.5

White collar

18.7

22.4

20.1

Blue collar

15.7

11.8

14.4

Total

16.7

15.3

16.3

LA10

Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings

Boliden runs several training programmes. While the work with skills management is coordinated across the whole Group, much of the responsibility is local, as each unit has knowledge of its own specific needs and circumstances.

All new employees receive introductory and orientation training in their new workplace, following a structured procedure and checklist that is signed off by the employee. All employees also receive the necessary training to enable them to perform their duties in a safe, efficient and competent manner. This applies to all blue-collar and white-collar employees, in all categories and at all levels in the organisation.

Training measures are usually conducted locally in order to optimise the way in which they are controlled and customised in line with the needs of the unit in question. The training activities include an on-going traditional leadership development programme for first-line managers, focusing on leadership and employee development. A number of statutory training measures are also provided, along with training in representing the employer on legal, labour law and human resources issues, and on ethical concerns.

Boliden provides opportunities for all employees to develop as individuals and professionals. All employees have an individual development plan, agreed upon together with their manager. It is also important that all employees get the opportunity to obtain an overview of the Group’s operations and to understand how the value chain is formed. Training courses and study visits are, therefore, arranged within both our business areas.

Ongoing Group-wide programmes and initiatives include:

The Boliden Academy, which offers – programmes for Young Professionals, Women at Work, High Potentials, Middle Management and the Top 100 Management Team. Management Reviews and Succession Planning processes – further enhance our skills management programmes.

Talent Forum sessions have been conducted in 2016. The Talent Forums were introduced in 2013 and are a new form of systematic and structured review of all Top 100 Managers and those who report directly to them, and focus on their future career and competence development.

Internal applicants are given priority for vacant positions, provided that they have the necessary qualifications. The training programmes provided within Boliden therefore facilitate continued employability within Boliden making it possible for the employees to take on different roles and positions within the company. As stated in Boliden’s redundancy policy, workforce reorganisation, downsizing and redundancies must be handled carefully and in the proper, ethical manner. Care and concern must be shown for individual employees and efforts must be made to provide effective assistance to those affected. The support provided to employees leaving the company depends therefore on their individual needs. Employees retiring from the company can obtain support with and advice regarding financial planning to make the transition to civilian life easier.

LA11 Percentage of employees receiving a regular performance appraisal and career development review, by gender and by employee category

Boliden’s target is for 100% of its employees to receive an annual performance appraisal and career development review.

Boliden has a competence and personnel planning tool in order to attract new qualified personnel, to develop and integrate new personnel, and to develop and retain those currently employed. The tool is used across the Group to improve the development of performance management, competence planning and succession planning. One of the purposes of the tool are to improve the quality of follow up work on the development reviews and to expand the potential for such work, as the tool enables managers and employees to document development reviews and to 
follow up on goals and development plans, and also highlights their competence and expresses their desire to advance.

In 2014, a recruitment module was introduced in the tool. It provides managers with support for compiling recruitment profiles, ranking applicants by qualification, documenting interviews, compiling assessments and ensuring that every new employee is given a good introduction.

As of 2016, the system is used for performance reviews for all white-collar employees in the Boliden Group, a total of approximately 1,900 users. The system is not used for the Performance reviews carried out for blue-collar employees.

Percentage of employees receiving regular performance and career development reviews by gender and employee category

 

2014

2015

2016

Group Total

72

79

77

Men

70

76

76

Women

83

92

83

Bluecollar

65

71

72

White collar

86

96

76

New Identity an Access Management system

In 2016, a project started with the aim of introducing an Identity and Access Management System for the Boliden Group. The project addresses the problem of the lack of a common global HR data system. People and organisational data are currently managed in four separate and national pay-roll systems. The work will commence in 2017 with the aim of fully implementing the new system. The benefits of an Identity and Access Management System should enable a common way of working with the maintenance of HR master data to ensure information availability and quality, as well as to simplify the administration of HR-related data.