Höganäs & Sustainability
Society in this context comprises different facets of the community, such as competent authorities, non-governmental organizations and neighbours. An in-depth stakeholder analysis was carried out during 2018, where stakeholder interests were identified and prioritized.
During 2018, a review was made of existing stakeholder dialogues and notes from interactions with stakeholders. The outcome confirmed the results from previous materiality assessments.
People Satisfaction Surveys are carried out biannually among our co-workers, including a section covering sustainability issues, concerns and expectations. We also have polls every six months to monitor our co-workers’ net promoter score (eNPS). In addition to that, we use in-depth interviews, polls on our intranet and other means of continuously gathering input from our co-workers.
eNPS – employee net promoter score
The employee Net Promoter Score (eNPS) is a way to measure loyalty and pride in the organization. It measures the likelihood of whether a co-worker would be willing to recommend your organization as a place to work.
We regularly carry out customer surveys and the next one will include an updated section on sustainability issues.
We receive regular input from the owners at board meetings. In addition, Lindéngruppen hosted workshops on sustainability both in 2017 and 2018.
Höganäs has joined a collaborative network called “Swedish mining and steel industries for sustainable development” together with the Stockholm Environment Institute (SEI) and several steel, metals and mining industry associations. The network has, among other things, explored the potential of the Swedish steel industry for increased societal value in relation to the UN Sustainable Development Goals (UN SDG).
Our first stakeholder dialogue in accordance with the GRI principle for stakeholder inclusiveness was carried out in 2015 as a two-day workshop called Future Search Seminar. We gathered representatives from owners, competent authorities, co-workers present and future, customers, suppliers, local communities, NGOs and academia to help us identify and prioritize the material issues.
The results were used to create our sustainability strategy, Mount Sustainability, which was first communicated in 2016. The input we continue to gather will be used to refine and develop the content in our sustainability strategy concerning prioritizations, focus areas and targets.
|Stakeholder Group||Type of dialogue||Identified interests|
|Customers||Customer satisfaction surveys, complaints, interviews||Competence, highest quality, customer focus, life-cycle perspective on products’ climate impact and efficiency, innovation|
Board meetings, owner inquiries
|Risk/opportunity management, financial results, business ethics, sustainability performance, strategy adapted to climate change and challenges of today|
|Finance institutes||Individual meetings, surveys||Risk/opportunity management, strong focus and adaption of sustainability challenges, climate strategy, ethical business behaviour|
|People satisfaction survey, performance and development talks and input from formal forums with union representatives||Fair and equal treatment, good labour terms, personal development and satisfaction, safety, social security, good leadership|
|Suppliers||Meetings, evaluations||Reliability, good customer, fair business behaviour, timely payments|
|Authorities||Inquiries||Legal compliance, integrity, open dialogue|
|Public consultation meetings at all production sites, newsletters or other local information channels||Honesty, consideration, responsible member of society, good employer|
|Industry organizations||Participation in working groups, response to call for information||Model, good example for the industry, knowledge sharing, innovation|
|Local communities||We devote time and resources to a number of non-profit projects||Building communities by contributing where we operate, reliability, open dialogue, responsible member of society|