We have defined our most important sustainability focus areas in the areas of economic, social and environmental responsibility:
Our focus areas are based on Fortum’s and our stakeholders’ views of the significance of the impacts on the company and its ability to create value for its stakeholders and on the environment. Our understanding of stakeholder views is based on the results of the extensive stakeholder survey, One Fortum survey, conducted annually as well as on information gained through other stakeholder collaboration.
In 2015, a total of 2,133 stakeholder representatives, more than 60% of them representing personnel, participated in our latest separate sustainability survey. In the 2015 sustainability survey for stakeholders, decision makers, organisations, employees and the general public put special emphasis on the significance of security of supply of heat and electricity, management of sustainability-related risks, and sustainable ways of operating. Our personnel emphasised the safety of operations. The general public considered the use of renewable energy sources as important.
The Sustainable Development Goals (SDGs) adopted by the United Nations in 2015 define international sustainable development focus areas and goals to 2030.We want to do our part to promote the achievement of the goals in our value chain. The Sustainable Development Goals offer business opportunities as well and the opportunity to create value for our stakeholder groups. Read more on our contribution to the Sustainable Development goals in our Sustainability report.
Successes and development needs:
- Our reputation amongst the most important stakeholder groups in the One Fortum survey improved in 2016 and exceeded the target. The target for customer satisfaction was achieved in all business areas, except in electricity sales to business customers.
- We achieved our target in specific carbon dioxide emissions. In 2016, specific emissions from total energy production were 184 gCO2/kWh.
- The replacement of the Loviisa nuclear power plant’s two high-pressure turbines and the Suomenoja power plant’s new district heat storage improved the energy efficiency of our production in Finland. Refurbishment of the Chelyabinsk CHP-3 unit’s gas turbine improved energy efficiency in Russia. Through the projects implemented, an annual energy savings of about 245 GWh was achieved.
- We strive to be a safe workplace for own and our contractors’ employees. In 2016, we achieved the lost workday injury frequency target for our own and our contractors’ employees, but there were still too many serious accidents. There were no injuries leading to a fatality during the year.
- In 2016 we signed an agreement for an external service provider to conduct supplier audits; the first audit performed by an external actor was carried out in December. In 2016 we focused on auditing fuel suppliers in particular. We audited a total of 13 suppliers in seven countries.
Our sustainability targets are based on continuous operational improvement. In our target-setting for 2017 we have taken into consideration the potential occupational safety impacts of Fortum’s growth strategy and business acquisitions. It is likely that, until Fortum’s occupational safety practices have been integrated in the new functions, the acquisitions will temporarily weaken Fortum’s current good level of occupational safety.
There are still too many serious injuries occurring in our operations. Starting in 2017 the focus of our monitoring is on accidents that have serious consequences, rather than on the length of the sick-leave. These include accidents leading to a fatality or permanent disability and accidents that could have caused serious consequences.
A new indicator we will track in 2017 is the quality of the investigations of occupational accidents, serious EHS incidents, and near misses. The goal is that the investigation of each incident is done in accordance with guidelines, and more than 90% of the corrective actions are implemented on schedule (target level 1.0).By 2020 the goal is for 100% of the corrective actions to be implemented on schedule, the investigations to use experts from across division boundaries and the lessons learned from the incidents to be actively shared (target level 1.5).