HSE & employees

Why it is important to us

It is our responsibility to ensure that our employees are safe and satisfied at work. Concurrently, our employees’ motivation is also a fundamental factor in securing productivity and loyalty, in addition to attracting new employees. In addition to our full time administrative employees, those at the edge of the cages and at the process facilities, we have a responsibility to support our suppliers and part time employees who contribute to production and transport. Among these suppliers there is a risk of unacceptable salary and employment conditions. We therefore work systematically to ensure that our business with our suppliers is conducted in a healthy, safe and enjoyable way.

Our main principles

Ensuring our employees’ health and safety demands a positive safety culture including guidelines, procedures and processes as instruments to prevent and manage injuries, sickness, accidents and fatalities. We want a workplace where our employees thrive and develop. The overall HSE goal is to avoid injuries to human beings, the environment and material goods. Our zero philosophy can best be described as: accidents don’t just happen, they are caused. All accidents can therefore be prevented. We will therefore strive towards an excellent safety culture where the individual employee has a personal understanding of risk and consequence.

Positive working conditions and all workers’ rights shall be safeguarded according to international and national conventions, and we will work to ensure that this applies to hired workers and suppliers. We will have a focus on working systematically to avoid social dumping in relation to our production. We will work continuously to identify areas of improvement and implement measures and prioritise resources in order to put in place the necessary measures above and beyond statutory tasks.

Our efforts and results

We shall provide a work place where our employees can thrive and develop. Grieg Seafood has throughout 2013 worked continuously to improve our employees’ health, safety and work environment. We work in accordance with the authorities’ demands for health, environment and safety. This applies to such areas as preventing and following up on sick leave and accidents that caused personal injury throughout 2014.

Grieg Seafood is dedicated to securing proper training and oversight of our new employees. The goal is to ensure that an employee:

  • Is acquainted with the guidelines, procedures etc. applicable to the position in which they are employed.
  • Is integrated into the business in a satisfactory way.
  • Is followed up in relation to the tasks he or she is to complete, ensuring that both follow-up work and any deviations from expectations can be documented.

When we hire someone, we have clear expectations to the work our new employee will be doing. We have expectations of goal orientation, effectiveness, quality, professional delivery and that the person is to become a part of our work culture. Our new employee expects to contribute as quickly as possible, and to enjoy meaningful work with great colleagues where relationships can develop. Some are preoccupied with career and knowledge development. Some want varying degrees of responsibility, delegated tasks and opportunities to determine their workday, etc. They all wish for competent leaders who guide and facilitate development.

As we sometimes employ subcontracted workers, we also work systematically to follow up these staffing companies in order to ensure that the company’s hired workforce is not exposed to social dumping through employment contracts which don’t safeguard relevant workers’ rights and demands for an adequate work environment.

Table 3 gives an overview of our results with regard to occupational health and safety. These are reported in accordance with GSI’s guidelines in order to ensure comparability with the industry. This helps us towards the goal set last year of ensuring a common approach to reporting sick leave across the group. We have made focused efforts to reduce sick leave in the regions where this has historically been high. Finnmark had high levels of sick leave in 2014, but has now managed to reduce these significantly, although these levels remain the highest in the group. The reduction has in a large part been due to efforts to create a more positive working culture. Similarly, in Shetland, the new regional manager has focused on creating an open and positive working environment. Furthermore in Shetland we now have in place an improved health and safety policy. Staff training has also been undertaken at all levels. In Rogaland we have conducted internal audits every year focusing on HSEQ matters. The company’s site managers and line leaders attend leadership training courses. An HSE-manager has been employed to increase HSE awareness and help routines going forward. In Rogaland and Finnmark we have also conducted Employee questionnaires during the summer every year as a part of the company’s leadership tools. These are experiences that we will aim to learn from in the rest of the company.

Table 3: Indicators of occupational health and safety in 2014

GSF entity


Lost time injuries*

Absence rate

Long-time sick leave

Rogaland 0 1 3,15 1,95
Shetland 0 1 3,19 0,4
Finnmark 0 4 5,87 4,51
BC 0 0 0,56 0,9
ASA 0 0,84 0

*Lost time injuries: Number of injuries at work and work-related, including fatalities, leading to unfitness for work and absence from the next working day or working shift

At a group level we have gathered the global management team to discuss how we should work together and how our leaders should behave..

Our ambitions and goals

Our ambition is zero injuries and accidents. We will therefore continue to work in order to improve awareness and routines going forward. A key goal for 2015 is to reduce company-wide sick leave.

In 2015 we will work on building a Grieg Seafood culture that emphasizes feedback and clarity, both good and bad. We believe that this will be important in terms of satisfaction, sick leave and for ensuring safety. We also aim to develop our leaders, and to ensure that our leaders get the feedback they need to improve their performance.