By corporate social responsibility, we mean considering the societal impacts of our operations, for instance through our procurements, and also our HR policy and operating culture.
Corporate social responsibility aspects in procurements are discussed in the chapter on procurements.
Principles and policies governing HR responsibility
The HUS Executive Board decides on HR policy, the remuneration system and implementation of an equitable pay policy and how these are applied across the HUS Group. The aim is to ensure meaningful, productive and safe work in a setting of equality, transparence and fairness. HUS Logistics complies with the general HUS HR ground rules and policies, and all new employees are provided with orientation in HUS values: Caring, Equality and Pioneership.
Personnel responsibility goals and how to attain them
Our HR policy goal is for HUS to be a pioneer and the most attractive employer in its field and for every employee to have meaningful, productive and safe work. HR principles are founded on the notions that good, strong HR policy is equitable, transparent and fair to everyone, regardless of which unit or area any given employee is working in.
HUS Logistics grew in 2020, with an increased number of recruitments and new employees. Induction quality was improved with team induction sessions and by further specifying the content of the general induction plan. New supervisor roles and organizational changes were introduced to ensure feasible team size and to clarify team responsibilities so as to streamline improvement of operations.
Lean thinking as a basis for development
Improvement of operations is based on the Lean philosophy. In the course of the year, personnel participated not only in the development of their own team but also in development workshops known as ‘kaizen’ and on ‘gemba’ walks. A kaizen is typically a workshop lasting 1 to 4 days, during which a change addressing a pre-identified problem in a process is planned and executed. The people participating are those responsible for supervising and executing the process in question, from various teams. Every participant contributes according to their role, and the workshop group learns together in improving the process. The overall goal is to find smoother and better ways of working.
Gemba walks are intended to demonstrate concretely how a particular process works and to remove obstacles to success. The aim is to improve communications and cooperation between management, personnel and teams and to increase the understanding of management of the content of and problems in day-to-day work, so that management can have a better insight into how to make the work better.
HUS Logistics management practice
Steering and management at HUS Logistics complies with HUS values and with the operating principles agreed in the profit area. Transparency, equality and interaction are important management principles. Management is based on a common management model implemented in all teams. This layered management model includes regular monthly and weekly meetings, and meetings may be held as required for any particular area of operation, even on a daily basis. The purpose of having a common model is to ensure timely communications, personnel participation in improving operations, and support from supervisors and management in seeking to attain our goals.
Goal discussions and performance appraisals are held at least once a year, and goals are set at every level and monitored regularly.
Management team supports, executes and monitors
For handling matters that affect HUS Logistics across the board, the profit area has a management team chaired by the Director, with members appointed by the Director and a personnel representative. When necessary, the people who prepare the matters to be discussed by the management team may participate in the discussion on their respective matters in the management team.
It is the job of the management team to support the Director in strategic and operational management and to ensure that decisions are put into effect and monitored. The management team monitors accessibility to and quality of customer services, customers’ experiences of the services, the functioning of cooperation, the finances of the profit area and other operations. The management team discusses risk reports, preparedness, and risk management goals and action plans.
The management team may invite expert consultants to its meetings as necessary. Meetings of the management team are minuted, and the minutes are made available in a Teams channel accessible by all HUS Logistics employees. The management team meets once per month and whenever convened by the chairman.