Social sustainability
NCC’s social efforts not only involve our employees and customers, but also the wider society. Health and safety are high priorities, so NCC helps to create safe workplaces for our employees as well as better health for people who live and work in our buildings. Another important component is being an open and inclusive company where employees thrive, perform well and develop.
We prioritize the working environment for our employees
At NCC, safe and secure workplaces are fundamental for employees and subcontractors alike. We work systematically to achieve our vision of zero accidents. Some common high-risk areas are working at elevated heights, heavy crane lifting and working in a traffic environment. Important measures to prevent accidents include safe behavior, training and the right tools. We also ensure that our employees have a good work–life balance.
We value well-being in the solutions we develop
Health and safety permeates all the products and services NCC offers, such as healthier buildings, improved indoor climate and well-planned outdoor environments. NCC’s workplaces and products should be as safe as possible for our employees, contracted workers, suppliers, customers and other stakeholders.
We ensure diversity among our employees
NCC has goals for employee distribution regarding age, gender and ethnicity. Carefully considered diversity initiatives play a crucial role in finding the most talented employees.
We make a difference in the local community
For us, it goes without saying that the best solutions emerge in a dialogue that includes the local community and end users of our products. In renovation projects, for instance, residents can get to describe their needs and influence their housing situation before construction starts.
We develop the talents of the future
An important question in the industry revolves around recruitment, and ensuring that the right skills are available in the future. In the next few years the construction industry will face a generational shift, and NCC is working in different ways to contribute to skills development in the industry.
Social data
Employees
Gender breakdown1)
|
Proportion % |
2023 | 2022 | ||
|
|
Women | Men | Women | Men |
| Board of Directors | 43 | 57 | 33 | 67 |
| Senior Management Team | 55 | 45 | 55 | 45 |
| Management teams | 35 | 65 | 34 | 66 |
| Managers | 19 | 81 | 19 | 81 |
| Employees | 18 | 82 | 17 | 83 |
| White-collar employees | 29 | 71 | 29 | 71 |
| Blue-collar employees | 3 | 97 | 3 | 97 |
1) The management teams surveyed include all management teams from the Senior Management Team to department management or the equivalent.
Age breakdown1)
|
Proportion, % |
2023 | 2022 | ||||
|
|
<30 | 30-50 | >50 | <30 | 30-50 | >50 |
| Board of Directors | 29 | 71 | 100 | |||
| Senior Management Team | 18 | 82 | 27 | 73 | ||
| Management teams | 1 | 53 | 46 | 55 | 45 | |
| Managers 1) | 2 | 57 | 41 | 3 | 57 | 40 |
| Employees | 15 | 49 | 36 | 14 | 50 | 36 |
| White-collar employees | 8 | 56 | 35 | 9 | 57 | 34 |
| Blue-collar employees | 19 | 43 | 38 | 20 | 43 | 37 |
1) The management teams surveyed include all management teams from the Senior Management Team to
department management or the equivalent.
Health and safety
Work-related injuries, injury frequency and fatalities
|
|
|
Work-related fatalities | Accident-frequency rate for work-related fatalities |
Very serious work-related injuries1) | Accident frequency rate for very serious work-related injuries | ||||||||
|
|
|
2023 | 2022 | 2021 | 2023 | 2022 | 2021 | 2023 | 2022 | 2021 | 2023 | 2022 | 2021 |
| Sweden | NCC employees | 1 | 1 | 0 | 0.08 | 0.08 | 0 | 3 | 12 | 7 | 0.2 | 1.3 | 0.55 |
| Subcontractors | 0 | 0 | 1 | 0 | 0 | 1 | 3 | 15 | 8 | 0.3 | 1.6 | 1.06 | |
| Norway | NCC employees | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 1 | 1 | 0 | 0.8 | 0.33 |
| Subcontractors | 0 | 1 | 0 | 0 | 0.22 | 0 | 0 | 1 | 0 | 0 | 0.4 | 0 | |
| Denmark | NCC employees | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 7 | 1 | 0 | 2.1 | 0.30 |
| Subcontractors | 0 | 0 | 0 | 0 | 0 | 0 | 3 | 5 | 0 | 0.7 | 1.3 | 0 | |
| Finland | NCC employees | 0 | 0 | 0 | 0 | 0 | 0 | 1 | 3 | 1 | 0.6 | 1.7 | 0.5 |
| Subcontractors | 0 | 0 | 0 | 0 | 0 | 0 | 6 | 5 | 5 | 2.2 | 1.7 | 1.7 | |
| Total | NCC employees | 1 | 1 | 0 | 0.05 | 0.05 | 0 | 4 | 23 | 10 | 0.2 | 1.1 | 0.5 |
| Subcontractors | 0 | 1 | 1 | 0 | 0.05 | 1 | 12 | 26 | 13 | 0.6 | 0.6 | 0.7 |
Subcontractors also include hired staff. Data for NCC’s employees is collected from NCC’s system for OHS and payroll system. The total number of hours worked for NCC's employees and subcontractors is 45,500,000 hours. For NCC employees, worked hours are based on actual hours; hours worked by external personnel are based on rough estimates.
1) Injury with permanent impact or over 30 days of absence.
Sickness abscence1), % NCC employees, all types of illness and poor health
|
|
2023 | 2022 | 2021 |
| Sweden | 4.1 | 4.3 | 3.3 |
| Norway | 5.7 | 5.2 | 5.3 |
| Denmark | 4.6 | 4.7 | 4.0 |
| Finland | 3.2 | 3.6 | 2.7 |
| Total | 4.3 | 4.7 | 3.6 |
1) From NCC’s payroll system.