Employees

The responsibility for the Human Resources policy within Nuon is firmly embedded at central level with the HRM Department. The HRM director reports directly to the chairman of the Management Board. Many aspects of the HRM policy are developed and monitored by this corporate staff department, including management development, diversity policy, employment conditions policy, and wellness and health management. Each division carries its own responsibility for recruitment and selection. This responsibility rests with the divisional director who is supported in this respect by a divisional HR manager. The implementation of the HRM policy at divisional level has been centralised at the Shared Service Center. This concerns the implementation of company schemes, salary payments, data changes and so forth.

The responsibility for employee safety rests primarily with divisional management in view of the fact that safety issues are closely related to the nature of the employees’ activities. The divisions where safety is a specific concern (Network Services, Energy Sourcing, parts of Nuon Business) have their own safety officers. These are supported at central level by the Corporate Social Responsibility Department, which provides advice and maintains a reporting and recording system (Promasys).

Employment

The number of jobs at Nuon increased in 2007. This increase was mainly attributable to the hiring of staff at Distribution & Sales the Netherlands, particularly at CCC and Network Services. There was also employment growth in Germany. Over 95% of the employees work in the Netherlands. 

Staff age structure

The jobs market in the Netherlands is set to come under structural pressure in the Netherlands. This pressure is due to the fact that the demand for labour is outstripping the supply. One major cause of this discrepancy concerns the ageing population that stems from the post-war baby boom and the subsequent fall in the birth rate. As a consequence of this demographic development, the age structure of the Dutch working population has become distorted and this is also noticeable at Nuon. Almost half of the Nuon employees (49.2%) are 45 years or older. Only 2.8% of Nuon’s employees have not yet reached the age of 25.
In 2007 Nuon responded to this development with the introduction of strategic staff planning instruments, life cycle-based HR policies and knowledge retention initiatives. In addition, efforts are being undertaken to recruit more young people; one such initiative is the Step2Work project.

Utilising existing diversity

Diversity is an important theme for Nuon.  This is discussed in greater detail in section Diversity.

Health management and safety at work

In the past year a lot of attention was focussed on vitality and absenteeism guidance. In 2007 the absenteeism rate decreased further to 4.3% (including absenteeism longer than one year; in 2006: 4.6%). The renewal of the Health & Safety focus got under way through efforts aimed at preventing sickness as well as optimising employee performance. The divisions devoted targeted attention to work-related risks by means of prevention programmes, information and the use of personal protection equipment.

Development and training: Nuon College

In the competitive jobs market in 2007 it became clear that Nuon College, our in-house corporate university, makes a substantial contribution towards the recruitment of talent. In opting for its own in-house College Nuon is sending out a clear message that we, like all people with ambition, take learning and development seriously; further information is provided in D4.2.

Nuon Code of Conduct

Nuon applies its own Code of Conduct. This Code of Conduct forms an important part of our Corporate Governance structure. Every Nuon employee is expected to adhere to these rules of conduct and, where necessary, to help colleagues make the correct choices and to comply with the code. The rules as set out in the Code of Conduct apply worldwide to all Nuon employees, i.e. including all permanent and temporary employees of the Nuon Group in the Netherlands, Belgium and Germany and beyond. The rules themselves have been formulated in uniform and transparent terms. An investigation protocol has been put in place to facilitate the investigation of certain forms of undesirable behaviour. Finally, there is a guideline that ensures that employees who violate rules and values are disciplined in a uniform manner: the disciplinary guideline.
In 2007 further efforts were made to embed the Code of Conduct by devoting even more attention to the screening of job applicants. To this end, the specific risks and required level of screening have been laid down for each position.

Employment conditions

In the field of employment conditions an important step was made in 2007 towards the integration of three different CLOs (Collective Labour Agreement) into a single national Energy Sector CLO, thus creating a more transparent situation for employees and managers. Amongst other things, the CLO provides for the introduction of a results-dependent bonus system for all employees from 2009. At the end of 2007 a new Social Plan was agreed upon with the trade unions for the duration of 2 years.

In 2007 the magazine Intermediair again conducted a survey into the Best Employers of the Netherlands. Nuon achieved an excellent score, climbing from seventh place in 2006 to second place in 2007. Nuon successfully combines good conditions of employment with an inspiring work climate, thus creating an atmosphere where people enjoy working together, take an interest in their work and identify with the company’s vision and mission. Our success in this respect is evident from the fact that the involvement of Nuon employees increased from 7.7 in 2006 to 8.0 in 2007. 

The way we try to look after our employees can be seen in particular in the activities and facilities we organise for them, with a particular focus on their mental and physical health and development. One illustrative example is the start of the Mindfulness meditation training programme for employees in 2007. This training programme helps employees to work and interact with colleagues in a more relaxed manner and to make optimal use of their talents. We are keen to have employees who are involved with their work, colleagues, customers and society. Together we face the biggest challenge of the 21st century: the transition from fossil fuels to renewable energy. We can be a major force for beneficial change and need our employees to help us drive this process. This is why we are committed to offering a stimulating working environment and being an innovative and social energy supplier. In short, we want to be a company with ideals and a heart. To achieve all this, we need employees who want to make a difference: people who make suggestions, develop initiatives, raise issues, and bring their personal ideals to their work. Only then can we live up to our ambitions. Last year, we called upon our colleagues to respond to this challenge by publishing a Guide for Difference Makers: a booklet for all Nuon staffers full of inspiring stories of idealistic and courageous colleagues who are making a difference at home and at work.