Employees

Transformation and cultural changes

The energy sector is experiencing a massive upheaval. At EWE we have spent years considering how best to involve our employees in the changes. The development of the new EWE strategy in 2016 also involved the revision of its personnel strategy. The new strategy is centred on employee and manager qualification, talent development and, in particular, taking the requirements of digitisation into consideration. EWE therefore carried out a review of its situation in 2016. The review highlighted some issues for which specific measures are being implemented in 2017. Our employees and managers are being prepared to face the new challenges on the basis of our value structure.

Our foundation: our values

Our values serve as a basis for cohesion, even in challenging times. The fundamental values of EWE are courage, passion and responsibility. Additionally, in 2016 EWE formulated an Employee Value Proposition in which it defines its values, targets, identity and culture as an employer. An implementation concept is currently being drawn up.

Our leadership values
At the EWE Group we lead on the basis of trust and encourage our employees to act as entrepreneurs and on their own responsibility.

Digitisation for beginners:role switching with reverse mentoring

Reverse mentoring, a pilot project launched in 2016, is one example of EWE’s new theoretical approaches. In reverse mentoring, experienced executives are given advice by vocational trainees or students on integrated degree programmes, i.e. by far younger colleagues. Both sides benefit from this arrangement: the communication habits of the “digital natives” are explained to the executives and they are shown how Snapchat etc. work. In return, young colleagues gain insights into how experienced managers think. Mutual appreciation is necessary for this seemingly unusual approach to work. And it sometimes also takes a little courage not to let go of the reins. Especially because your mentee might be your boss.

Our focus in the future

The example of an internal nursery shows that the worklife balance is a key aspect of our human resources work. Health awareness remains another significant element. Besides health management, flexible working hour models and smooth retirement models are just some of the subjects on which EWE is currently working. Likewise, over the next few years we will focus more heavily on diversity and the advancement of women. We are addressing the upcoming lack of experts by strengthening our image as an employer and establishing a strategic personnel plan.

Significance

Energy, telecommunications and information technology provide a diverse field of activity and varied opportunities for an average of 9,048 EWE employees. The success of the Group is the result of their skills and motivation. Our employees undergo continuous development in order to survive in a sector characterised by rapid developments and intense competition. In the face of change processes and sometimes challenging conditions, EWE strives to remain an attractive employer in the future.

SELECTED MEASURES IN 2016

The comprehensive integration of employees into Group-wide change processes gained major significance in 2016.

  • Employee development: full digitisation and expansion of the workshop portal
  • Introduction of the new profession of plant mechanic
  • Occupational safety: new measures as part of the health, safety and environment guidelines
  • Company-wide agreement on the integration of severely disabled people
  • Health management continuously advanced

At the same time EWE still aims to cut 500 full-time jobs by late 2017 in line with its redundancy programme “Sozialplan 500”.

Value creation

Personnel development
In 2016 almost 1,000 employees took part in interdisciplinary advanced training opportunities. Additionally, as part of the separation of the roles of EWE VERTRIEB and EWE NETZ on the market, around 1,500 employees were trained for their new duties. This required the support of 50 colleagues who had previously qualified as internal trainers. The entire advanced training portal was digitised and 34 e-learning opportunities were added. This has significantly broadened and facilitated employee access to advanced training opportunities. Data protection e-learning unit: more than 1,000 EWE TEL employees (approx. 80 per cent of its staff) were trained in data protection with the existing e-learning unit in 2016. Around 160 people at BTC took part in 2016.
Health rate
EWE pressed on with health management in 2016 with a view to keeping the health rate high and closing in on its target of 97 per cent by 2020. In 2016, 30 per cent of employees took part in the health management measures provided by EWE. The health rate (EWE Group including International segment) was 94.8 per cent in 2016.
Vocational training
The Group employed 441 vocational trainees in 2016. The EWE Group as a whole provides training in 24 different professions and integrated degree programmes.