In Focus area: Well-being, the objective is to promote health and wellness and to increase productivity, where equality and diversity are important conditions. In order to make it easier for Castellum’s employees to organise their daily lives, the possibility of a more flexible work life was introduced during the year with the vision “Work where you want, when you want”. The hope is to promote employee health and wellness, and at the same time to enable increased productivity.
Focus area: Well-being
We will promote health, wellness and productivity.
- Equality among all occupational categories by 2025.
- <2% short-term sick leave.
- <3% long-term sick leave.
- By 2025, 20% of Castellum’s employees are to have international backgrounds to more closely reflect the composition of society.
- The following distributions regarding equality:
- Executive Management: 50% women, 50% men.
- Regional management groups: 36% women, 64% men.
- Property management/customer relations: 35% women, 65% men.
- Project and business development: 23% women, 77% men.
- Support functions: 66% women, 34% men.
- 0.9% short-term sick leave.
- 1.1% long-term sick leave.
- 8% (6%) of Castellum’s employees have an international background.
For more detailed information, refer to Focus on diversity and equal opportunity.
Core values provide guidance in daily life
Castellum’s strategic aims have been compiled into the company’s three-year strategic plan. The Executive Management holds ultimate responsibility for the plan, which has been presented to and adopted by the Board. The strategic plan contains the company’s overall strategies and goals, as well as an action plan for the next three years in which Castellum’s culture and core values are important components. Our core values, the Castellum Spirit, provide guidance in everyday assignments and various business situations concerning what is expected of an employee at the company, and how we should conduct ourselves towards each other in the company.
Permanent flexibility for all employees
Under the vision “Work where you want, when you want,” Castellum’s employees have the freedom to perform their work tasks in the way they prefer, in order to more easily organise their daily lives. Work life as a whole is facing a revolution that Castellum intends to best meet through practising change on itself.
Issues of working remotely, flexibility and balance between work and leisure have been on the agenda for some time. When the pandemic broke out, the company introduced remote working as the standard for most employees, and has now opened itself up for a continued transition to a more flexible work life.
A workplace where employees have a high sense of well-being
Health and safety, and a positive work environment, are priorities at Castellum. The objective is a healthy, accident-free workplace. Using a structured approach, the company is working proactively to avoid work-related accidents and ill health, as well as to prevent risks.
Castellum wants to take good care of its employees, and promotes wellness through various activities and wellness subsidies, as well as by offering regular health examinations and advantageous health insurance plans. Wellness activities are both preventative and rehabilitating, with the aim of promoting continued wellness. Short-term sick leave at the company remains low, equivalent to 1% (1), of which 1% (1) for women and 1% (1) for men. Total sick leave remained low, at 2.0% (2.9).
Castellum protects and supports both employees and suppliers, and it is our responsibility that no one becomes ill, either physically or mentally, or is injured owing to their work. The company works routinely on developing and improving working environments within the entire Group. Castellum has a Code of Conduct for suppliers, in which suppliers are obligated to meet the same requirements the company imposes on itself.
The total occurrence of work-related injuries is very low, equivalent to 1.2 injuries per 200,000 hours worked. During the year, work-related injuries consisted of crushing, sprains and bone injuries as well as injuries sustained during the commute to and from work. Injury figures are low for Castellum’s suppliers as well, who reported six work-related injuries for the year. The following type of work injuries occurred under supplier responsibility: falls, cuts, broken bones, crushing injuries and burns. There is no significant seasonal variation in the number of employees in the operations.
413 Employees at year end, of which
- 162 women and 251 men.
- 404 full-time and 9 part-time employees.
- 411 permanent employees and 2 temporary employees.
- The proportion of employees with collective bargaining agreements was 100%.
Important areas of focus
- Support the organisation’s managers by developing the organisation and its employees.
- Ensure the right competence now and for the future.
- Develop the leadership and the culture.
- Work to make Castellum a modern and attractive employer.
Focus on diversity and equal opportunity
Diversity and equal opportunity are important to Castellum. Targets have been prepared for these areas, and they are a part of the Group’s Sustainable City agenda. These mean that by 2025, Castellum will have achieved a long-term gender equality balance in leadership positions and all professional categories (40–60%) as well as an increased share of co-workers with international backgrounds that reflects the actual composition of our communities over the long term.
At the moment, there is positive gender equality representation, both on the Board and in the company’s Executive Management. The total proportion of women in the company was 40% (39) at year end. To ensure a better-balanced company, there are guidelines with concrete action plans for gender equality and diversity.
There is currently a relatively large imbalance in certain professions and trades, while other categories strongly uphold our gender-equality goals. Equal salaries are part of Castellum’s diversity efforts. As can be seen in the table on EPRA: Social performance measures, salaries are within the range of what is considered equitable. This is continually monitored, and immediate action is taken if gender-based differences in salaries are discovered.
Partnerships and initiatives
Castellum participates in the Jobbsprånget internship programme run by IVA, the Royal Swedish Academy of Engineering Sciences, where newly arrived immigrant academics with residence permits are provided with the opportunity to work as interns in the business community for a period of four months.
During the year, Castellum initiated a partnership with My Dream Now. This partnership provides the company’s employees with the opportunity to become involved as mentors and class coaches for elementary and high-school students.
During the year, the majority of Castellum’s employees took an online learning course on diversity and equal opportunity. The training course has been produced internally and is mandatory for all new employees.
High commitment levels, clarity and expectation
At the end of the year, a new employee survey was introduced: Castellum Experience. Commitment levels are also measured in the form of a pulse survey. Commitment encompasses clarity and energy: “A committed employee knows what they have to do to contribute to the company’s goals (clarity) and has the stamina, strength and desire (energy) to do it.” The measurements, consisting of a few questions, will be taken monthly. The purpose of continual measurements is to rapidly identify needs for corrective efforts and to monitor trends.
The commitment index looks good after the first measurement, with results just over the benchmark.
Castellum works as much with competence development as with designing motivational work situations to create committed employees.
Employee dialogues and appraisal reviews are to be carried out annually so that targets can be set and monitored, and competence development requirements can be determined. In the course of 2020, 93% (78) of all employees took part in performance reviews: 89% of women and 95% of men.
The primary reason that not all employees had a performance review in 2020 is the addition of a large number of new employees who had not yet had their first performance review.
Strengthening the Group through continual improvement efforts – known as best practice – is a continuous process. Joint development work is under way in the Group, as are exchanges of experience among the regions in order to make competence available throughout the organisation. The company-wide development teams provide strong prerequisites for continuous improvement, and these groups consist of participants who represent all regions. The groups regularly discuss issues within specific areas, such as lettings, IT, building management, project development, sustainability, communication, purchasing and personnel.
Work in these project groups has become a central element in the internal development efforts currently being driven within the Group. From these contexts, the company benefits greatly from the new organisational structure, which is very suitable for this kind of collaboration. The Group also runs an intranet channel where experience and know-how can be easily shared among employees, regardless of geographical location.
At Castellum, competence development takes place via both internal and external resources. Within Castellum, competence development is broadly defined; it can be training adapted to a particular co-worker’s job description, but it can also be within an area that the company is currently focused upon. In total, 7,913 training hours were completed at Castellum, which is approximately 19 hours per employee.
How Castellum helps to reduce youth unemployment
Through collaboration between schools and the labour market, My Dream Now wants to provide young people with the inspiration to visualise future occupational choices and a pathway into work life.
“Castellum is one of our partners, and by offering its employees the opportunity to be class coaches, it helps reduce segregation and youth unemployment. It is also a way to work for social sustainability while it creates pride and added value for employees,” says Jonas Bygdeson, CEO and founder of My Dream Now.
Employees who have worked as class coaches see this as something very positive, and a way to promote something meaningful and useful to society.
“It makes us an attractive employer and strengthens our brand. At the same time, we hope that more young people will have their eyes opened to all the exciting jobs in the property industry, and that they will apply for jobs with us in the future since we are seeing an increased need for a competence supply in our sector,” says Helena Skoglund of Castellum HR.