The path to a sustainable company begins and ends with its employees. Preem aims to be a safe, inclusive and open workplace offering attractive  growth opportunities for all employees. This is best achieved in a company with an open-minded culture characterized by diversity, inclusion and internal mobility guided by core values.

Materiality and risk

Preem has 1,400 employees in nearly 200 positions who are advancing Preem’s daily business practices. Their health, commitment and skills are viewed as critical success factors for Preem. Our goal is that our employees are healthy in body and mind while they  enjoy working at Preem – for their own sake and the sake of our business. A strong employer brand is also a key success factor when it comes to attracting the employees of tomorrow. Active investments in the work environment, involvement, development and the well-being of our employees are of highest priorities  for us. 

Governance and activities

Preem has a Safety, Health and Environment Policy stating that no one should suffer an injury or become ill because of their work. The policy has both hard and soft features, including the physical work environment, but also matters such as ensuring reasonable workloads, following up on goals and how to handle workplace harassment.

Our Code of Conduct also touches on issues crucial in this respect, such as freedom of association, discrimination and working hours. The operations at our refineries are certified to OHSAS 18000.

At Preem, we believe that systematic and continuous efforts in the work environment serve as the foundation for a healthy work environment. Preem’s systematic work environment efforts are conducted in collaboration with our safety representatives. The work environment committees at each of our workplaces serve as crucial forums for progress.

Preem Barometer soars to new heights

The Preem Barometer, our annual, anonymous employee survey, serves as a key tool for following up the work environment of our employees and planning Preem’s future employee initiatives. We use the Preem Barometer to measure the work climate, employee satisfaction, leadership, values and employer attractiveness.

The Preem Barometer has been in use since 2010. Managers reporting low results have received assistance from HR to actively address these issues. This has been working well, which is gauged in strong improvements displayed by the Preem Barometer results in recent years. We are proudest of the increase in the employee net promoter score (eNPS), a metric showing the willingness of employees to recommend Preem as an employer. The eNPS has gone from -19 to +40 in five years, while the industry benchmark is +7. Preem is now among the companies with the highest eNPS in Sweden. However, the Preem Barometer also shows that we still face challenges in areas such as managing objectives and follow-ups, and we will continue working to improve in these areas. In the future, we will also add a new index to the Preem Barometer, the Psychosocial Work Environment Index, which will measure the organizational and psychosocial work environment.

Three values for a better workplace

In 2016, Preem presented three core values of high importance to us: responsibility, innovation and inclusion. These values should be incorporated into every part of our business, including how we treat each other at the workplace.  For these reasons we try to identify  to which  extent  our employees share these values, but also if they perceive that we put them in practice.  In the beginning of 2017 we started following this up on a quarterly basis instead of it being an annual occurance. Our index value for 2017 was 78, which means that 78 percent of our employees share our values and perceive that we put them in practice. This represents an improvement from 2016 when the index value was 76. The goal for 2017 was 79 and  for 2018 it is 82.

If a work group realizes that they are not living up to the values, this  is handled by the most immediate manager who if deemed necessery can receive assistance from their HR business partner. Many groups use Preem’s internally produced ethical dilemma videos as a basis for group discussions. The duration of the  ethical dilemma videos are a few minutes and they focus on a situation that could either breach or be in line with Preem’s values in various ways. We produced four new ethical dilemma videos on the topic of sexual harassment in late 2017 as the MeToo movement took off.

Reflecting society by diversity and inclusion

It is important for a company with a major social role like Preem to have  employees that reflect society. We also strengthen our innovativeness by being open to all differences. Inclusion and diversity will therefore influence the road ahead for our business.

Preem has a diversity team consisting of select employees from the entire organization. The diversity team meets every other month and makes proposals for activities to increase diversity at Preem. The team prepares annual diversity plans and reports. In 2015, it also prepared a long-term diversity strategy to support us in our innovation efforts. Several strategic diversity goals linked to Preem’s values were presented in connection with this strategy. Two of the goals aim to foster a more even gender distribution at Preem:

  • Our aim is for half of the company’s white collar employees and managers to be women by 2021.
  • We would like at least 30 percent of our blue collar employees to be women by 2030.

To achieve these goals, Preem has required since 2016 that at least half of the final candidates in Preem’s recruitment processes must be of the gender that is underrepresented in the segment.

The gender distribution among employees under collective agreements, white collar employees and senior executives for 2017 was as follows. 

Preem also seeks to increase the proportion of employees with an international background. We have a particular focus on the many newly arrived to Sweden in recent years. As a step in this process, we will offer Swedish language training in 2018 mainly geared toward potential refinery employees.

Skills development for the future

Preem’s employer commitment states that skills development is both an opportunity and a requirement, and we stand by that. Each year, the managers at Preem review what form of skills development they need in their work group, such as courses or workplace training. Managers and employees set goals together and plan what needs to be done for the employee to reach these goals. 

Managers also hold regular follow-up talks with all their employees during the year. This provides an opportunity for quicker feedback and the chance to consider any preferences or challenges well in advance. This also goes hand in hand with the Swedish Work Environment Authority’s regulations for the organizational and social work environment, which prescribe stricter rules for regular follow-ups since May 2017.

Tailored trainings

Preem has a training catalog for employees. If there is sufficient demand among employees, we also offer courses that are not in the training catalog. 

Preem seeks to drive change in the industry toward more sustainable fuels. This requires ongoing development and progress in everything from engineering and operations to legislation and research. Skills development will therefore be extra important to us in the future, and it is one of the areas in which we now need to take a broader approach. We plan to conduct a survey of future skills needs that is linked to our strategic goals. 

Health and high healthy attendance

The sickness rates at Preem are generally low, and we are proud of that. We measure healthy attendance, which reached 97.5 percent in 2017, exceeding our goal of 97 percent. Healthy attendance was 97.3 percent in 2016.

We also follow up on short and long-term cases of sick leave throughout the company. For employees who have been on long-term sick leave or repeatedly on short-term sick leave, we conduct a rehabilitation inquiry. The objective of this inquiry is to provide support where needed to reduce the risk of recurring illness.

Preem refinery employees are given a checkup on the individual, group and organizational level every third year. This checkup includes medical tests and a survey on issues such as the work environment, stress/workload and alcohol consumption.

Preem managers are responsible for the work environment within their group and for ensuring that employees are in good health and spirits at work. A manager can take “prehab” actions to prevent illness and sick leave. Managers are also responsible for ensuring that the right rehab measures are taken when needed. Support for these measures is available from our company occupational health service.

Company occupational health service for all employees

Certain work groups at Preem are exposed to greater physical risks in their work than others. However, it is important that our organization promotes good health for everyone who works for us, whether at the refineries or the head office. Preem therefore decided to do some reorganizing in 2017 to put responsibility for the company occupational health service for all employees under a single department. We will also shift the focus of our health efforts from treatment to prevention. In 2018, we will begin staffing the new organization and initiating operations.

Read more about Preem’s employee safety efforts here.

Preem wins award Preem wins award

In 2017, Universum, a Swedish employer branding research organization designated Preem Sweden’s second-best employer in the Large Companies category. The results are based on employee opinions of their current employer based on three factors: internal identity, satisfaction and loyalty. We are incredibly proud of this award and will fight to keep our top spot in 2018.