Caruna’s management is based on the company strategy, values, guidelines and good governance.
Caruna’s management practices are based on the company’s strategy and values, as well as on policies and principles defined on the Group-level. Our management practices adhere to good corporate governance and the best leadership principles. We have defined Caruna’s strategy and business goals on a Group-wide basis and shared them with the entire organisation.
Our management practices adhere to good corporate governance and the best leadership principles.
Caruna’s operations are led by our Management Team, in charge of long-term strategic planning and the business plan. The business plan is drawn up for four-year periods and adjusted yearly as necessary. Each business unit uses these documents as the basis for their own yearly operation plans. The operations and goals are monitored regularly by the unit management teams and the Caruna Management Team. The results are reported to the Board of Directors.
A set of company- and unit-specific performance indicators have been created for monitoring Caruna’s operations, including a range of targets down to a person-specific level. The operations are examined as a whole, and the indicators have been designed to exclude the possibility of partial optimisation. Each employee’s performance is compared with the company’s strategic business goals. The set of indicators also functions as a basis for our reward system. Caruna’s reward system applies to the entire personnel.
The quality of management is evaluated by yearly personnel surveys. Caruna promotes self-management and encourages employees to actively participate in improving the working environment.
Case: An internal auditor speeds development ideas up
Often the best way to develop operations is to take a look inwards. At Caruna, internal audits are a key tool for development. They are performed especially in sectors with significant or ambiguous requirements, risks or opportunities, or when the aim is to challenge established routines or ensure the completion of a change.
Caruna has about 20 internal auditors. They perform some 15 audits per year, which involve assessing the company’s operational processes by acquainting themselves with the requirements and documentation relating to them and by interviewing the persons involved and observing their activities. This auditing is independent and is based on proof: the activities are always compared to some criteria, such as legislation or other external requirements, or instructions, plans and targets.
Jaana Varis has been an internal auditor for a year and feels that she can have an influence on the development of the whole company’s operations.
“It’s interesting to have the opportunity to see the company’s operations with fresh eyes. This is a way to make the person in charge of the object of the audit aware of the development ideas, although an auditor can’t decide what to do about them. In the best case scenario, you will see what actions are put into place,” says Varis, Head of Customer Compensation Services.
Over the past year, Varis had audited, for example, contractor safety in network deactivation. One development idea suggested for this was to make a consistent template for the safety plan, including the best aspects of all the models used by the different contractors.
“The most surprising thing is how many development ideas people have given. It’s great that we have a channel like this,” Varis comments.
Auditing has given her too new instruments and assessment tools for her own job of processing complaints.
“For example, in an outage the customer would not only be told the reason for the interruption, but we could ask what we can do to help them cope with the situation,” Varis explains.
Piia Häkkinen, who is in charge of the internal auditing procedure and the operation of the auditor network, explains that Caruna employees have been interested in the audits and participate in them actively.
“The greatest benefit from this is that we now have this internal auditor network running and are learning to give and receive constructive feedback,” says Häkkinen, who herself has also been the object of an audit.
Caruna operates three business units: Asset Management, Network Operations and Customer Relations. The business operations are supported by support units and each unit’s Head reports directly to the CEO.
In Caruna’s management process, the business unit management teams undertake preparatory work. They are responsible for ensuring that the tasks delegated to them by the CEO are carried out by the appropriate people.
Management of different areas
Caruna’s Asset Management unit is in charge of managing the network assets and responsible for the principles of network asset management. The management of assets is guided by the network building and maintenance principles, and the network development plan submitted to the Energy Authority every two years. All plans take account of Caruna’s customers, quality standards and the environment.
The key principle and factor steering Caruna’s asset management is the reliability of supply.
The key principle and factor steering Caruna’s asset management is the reliability of supply. Network building is also guided by the age of the network, growth and the needs of a changing society.
Network investment, along with maintenance projects and programmes, are discussed and approved as part of investment reviews. The purpose of these reviews is to ensure that Caruna’s electricity network development is aligned with Caruna’s strategy, financial and technical targets and the network building and maintenance principles.
Management of health, safety and the environment
Caruna’s health, safety and environmental (HSE) policy defines the principles of our health and safety management and environmental action. Our HSE policy also applies to our partners and covers our entire supply chain.
Environmental management is part of Caruna’s integrated HSE management process. The Management Team sets environmental goals, targets and programmes, and monitors how they are realised. Environmental responsibilities are further allocated to business units in accordance with the types of their activities.
Safety management at Caruna is based on goals and on the principle of continuous improvement.
Safety management at Caruna is based on goals and on the principle of continuous improvement. Safety-related matters are set goals and targets, whose realisation is monitored and communicated regularly. The frequency of incidents causing contractor absences is one of the key indicators on the level of the entire company. Caruna’s safety management covers our entire supply chain, including our partners.
A member of the Management Team is in charge of Caruna’s safety management. Caruna’s Management Team sets the shared rules, goals and targets for safety-related activities, and monitors their realisation. The Management Team ensures the availability of personnel and material resources required by these goals. Safety responsibilities are further allocated to business units in accordance with the type of their activities.
In safety and environmental management, the Management Team is supported by the HSE Manager, together with the HSE team composed of representatives from the business units. Caruna’s occupational well-being team and industrial safety committee handle issues related to the occupational health and work-related well-being of the company’s own personnel.
Caruna’s occupational health and safety management system, which complies with OHSAS 18001:2007, was certified in 2016. Caruna also has set up a certified environmental management system that complies with ISO 14001:2004.
Caruna’s objective is to be a desired employer who attracts and retains competent employees. Caruna’s employee policy guides our day-to-day operations. The Head of HR is responsible for the management and development of Caruna’s people. The Head of HR is a member of the Management Team. The HR unit, supervisors and employee representatives also contribute to the implementation of Caruna’s HR policy.
We support the employees’ career development and opportunities to improve their skills.
We observe the following principles concerning Caruna’s people:
- We believe that people work well when they have good leaders.
- We observe fair, open and competitive remuneration practices at each level of the organisation.
- We support the employees’ career development and opportunities to improve their skills.
- We allocate resources according to a long-term plan.
- We provide a safe and healthy working environment.
- We respect the freedom of association and the right to negotiate collective agreements.
- We provide equal opportunities.
Caruna’s supervisors are expected to share a set of supervisor competences. These have been defined as direction, high-quality decision making and development of teams and individuals. Attention is paid to these competences in recruitment, and they guide the development of supervisor activities.
All purchasing-related areas and processes have been assigned to Caruna’s procurement organisation. A centralised organisation working under the Head of Procurement enables a professional procurement function and adherence to high standards.
Our competitive tendering is guided by the Act 349/2007 on public contracts in special sectors.
Our competitive tendering is guided by the Act 349/2007 on public contracts in special sectors (erityisalojen hankintalaki) which includes provisions on the tendering process. In the process, particular attention is paid to fair and non-discriminatory treatment of bidders and the total cost of purchases, including quality standards.
Risk management plays a key role in Caruna’s Source to Pay procurement process and selection of partners. The management of supplier risk is an essential part of Caruna’s procurement function. We seek to proactively minimise supplier risk and secure Caruna’s business operations and continuity under any circumstances.
Customer relations management
Caruna’s Head of Customer Relations and the Management Team are responsible for customer relations management. They also lead a broad-based customer experience group, responsible for developing customer experience and ensuring that the decisions are effectively implemented. The customer experience group was established in late 2016. Customer experience management seeks to develop Caruna’s business operations with a customer-centric approach.
Customer experience management seeks to develop Caruna’s business operations with a customer-centric approach.
The Caruna-wide customer experience group is chaired by Caruna’s Head of Customer Relations and its members represent all business units and support functions. In customer experience projects, the group exercises higher decision-making powers than the business units and support functions. The group members have the authority to implement the measures decided in the group in their line organisations.
The customer experience group drafts and proposes the necessary decisions to the Management Team for approval. The group’s leader presents to the Management Team and for the CEO’s approval any Caruna-wide matters that would have a significant effect on the company.
Key objectives of the customer experience group:
- Ensuring that Caruna’s strategy is realised in the development of customer experience
- Developing customer-centric operations
- Developing the customer experience skills of Caruna’s employees and partners and committing them to customer-centric development
- Highlighting the state of customer experience and the factors influencing it
- Verifying the progress of development tasks
- Creating methods to effectively implement the customer-centric approach at the early stages of Caruna’s development measures
Our responsibility as a company is to ensure our business is profitable and to improve our operations and network assets with a long-term view. The profitability and competitiveness of our business enables us to be a reliable employer and a significant investor and buyer of services.
Clearly defined responsibilities, goals, on-going monitoring, and internal supervision are management cornerstones.
We manage financial responsibilities in accordance with Caruna’s general leadership principles. Clearly defined responsibilities, goals, on-going monitoring, and internal supervision are management cornerstones. In addition to these, risk assessment is critical for financial management. A comprehensive coverage of market and operative risks allows us to optimise Caruna’s financial performance and minimise any factors threatening our business operations.
The Finances unit is in charge of financial reporting and of verifying the accuracy of the reports every month. The Group employs appropriate financial reporting systems, used in accordance with internal supervising principles.
The Finances unit provides the Management Team, the Board and the Audit Committee operating under the Board’s direction with reports of the Group-wide, company-wide and unit-specific financial performance.
The Board uses this information to assess the Group’s current and future condition. The company’s financial statements are approved by the Board.
In addition to the Audit Committee, the accuracy of financial reporting and functionality of processes are audited by Caruna’s internal audit and an independent Authorised Public Audit company. The Group’s consolidated financial statements are drawn up in accordance with the IFRS standards, and the separate financial statements of the parent company and affiliate companies follow the Finnish Accounting Act.
Management of corporate responsibility
Caruna’s corporate responsibility is guided by the company’s vision, mission, values, and strategy. Responsibility is one of Caruna’s core values, visible in all our planning and operative activities.
Responsibility is one of Caruna’s core values, visible in all our planning and operative activities.
Caruna’s Board of Directors and the HSE Committee reporting to it are responsible for the strategic monitoring and guidance related to corporate responsibility in the entire company. The CEO and the Heads of the Communications, Head of Projects, IT and Sustainability, and HSE Manager report the corporate responsibility goals and results to the Board. Corporate responsibility is discussed regularly by Caruna’s Management Team. The key indicators of the priorities set out for corporate responsibility, such as reliability of supply, contractor safety and customer experience, are included in the company’s KPIs that are monitored monthly.
The Head of Communications is responsible for materiality analysis, determination of priorities, corporate responsibility programme, indicators and objectives. Caruna’s Management Team and Board approve the priorities, objectives and key actions of corporate responsibility. Coordination and implementation of corporate responsibility are carried out by the HSE team with members from all Caruna business units. The HSE Manager and the Head of Communications are responsible for more detailed planning and implementation of matters related to corporate responsibility within their own competences.