Our task is to develop smarter and cleaner solutions in an open-minded manner in order to meet the energy challenges of today and tomorrow.
We aim to be the most customer-oriented operator in the market. This requires accountability. For us, responsible operations mean profitable and efficient operations and their continuous improvement, taking the stakeholders’ views into account. Customers, Helsinki residents and other interest groups demand, for example, reliable and competitive energy production and emissions reduction.
Climate change is a big driver and, in order to meet the challenges it poses, we are developing new solutions for even cleaner energy production and more sustainable consumption. We all share responsibility: it is developed together with our customers and partners, and it has an impact on the whole of society.
Management of corporate social responsibility
Management of corporate social responsibility is based on Helen’s strategy and values, its corporate governance, and the Group’s policies and their complementary operating principles. We updated the strategy in 2019 to meet the shift in the energy sector. Our strategic targets are: bolder and more agile, better returns, strengthening the solution business, towards carbon-neutral energy, and a partner network for growth. With cooperation and boldness to try something new, we will make the new energy era a reality.
In addition to its strategy and values, Helen’s corporate responsibility is directed especially by its sustainability policy and ethical operating principles. Ethical operating principles are the foundation of all our operations. All of our employees must commit themselves to complying with the operating principles in their work, and the principles are part of the induction programme for new employees. It is the duty of every Helen employee to report any action that does not comply with the operating principles. As a result of the reporting channel, there is an option to anonymously report an action that is contrary to the ethical operating principles. Suspected misconduct and any measures are reported regularly to the audit committee.
Our corporate responsibility work is coordinated by the Sustainability and Public Affairs group. In practice, responsibility work is carried out within the business areas.
Targets related to the environment and responsibility are part of Helen’s key performance indicators. We monitor the implementation of these targets on a monthly basis in Helen’s management group and in the management groups of the business areas and service functions.
We carry out practical responsibility and environmental management with the aid of operating systems and environmental guidelines. Helen’s electricity generation and the production and distribution of heating and cooling are certified in accordance with the ISO 14001 standard on environmental management systems. Helen Electricity Network has an occupational health and safety system complying with standard OHSAS 18001. In other respects, the operating system in Helen Electricity Network complies with the asset management standard ISO 55000, which is not, however, certified. We reduce the environmental impacts of our offices with the Green Office programme audited by WWF. In addition to our headquarters, two of our offices have the Green Office label.
Responsibility is also connected to Helen’s comprehensive risk management. For us, risk management means a systematic and predictive way of identifying, analysing and managing uncertainties related to our activities. In the Helen Group, risk management is directed by the risk management policy, which describes the targets, procedures, responsibilities and reporting related to risk management. We regularly identify and assess the key risks and uncertainties in our operating environment.
KEY RESPONSIBILITY THEMES
During 2018, we selected the responsibility themes that are most important for Helen. We made the choice on the basis of the impacts on the environment and society, as well as on the wishes and expectations of our stakeholders stakeholders. The targets have been monitored in the management team during 2019, and the situation has been updated.
|Carbon neutral energy||We aim for a carbon-neutral energy system.||We specified our target: carbon neutrality by 2035. Our intermediate target is to reduce carbon dioxide emissions by 40 per cent compared to the 1990 level, increase the share of renewable energy in our energy production to 25 per cent, halve the amount of coal use by 2025 and to phase out coal by 2029. The projects and studies are making progress.|
|Origin and sustainability of energy||We know the origin of the energy we produce, as well as its environmental impacts for its entire lifecycle.||We focused especially on the origin and sustainability of wood pellets and on the development of the supply chain in procurement. All pellet suppliers have been audited. A new KPI indicator has been created for the monitoring of sustainability in procurement.|
|Carbon-neutral products and services||We develop products and services that support climate neutrality and meet the customers' needs.||We launched on the market the virtual battery service and Kiinteistövahti.|
|Supply chain sustainability||We develop the sustainability of our supply chain.||We developed the management of sustainability risks in the supply chain by drawing up a set of questions on sustainability, by developing a sustainability risk tool and by integrating it as part of the procurement process. We sent a sustainability questionnaire to our major suppliers.|
We updated our values during 2019 together with hundreds of Helen employees. We implement our targets according to our values. Our values tell us how to achieve our goals.
Helen’s values are:
Champions of cooperation
From people to people
Make it happen