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code of conduct training for new joiners
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- 4. Classification: Restricted Title 4 SimplicityCollaboration Accountability Passion
- 5. Classification: Restricted x Vestas Values &Leadership Behaviours Guiding Leadership Behaviours Motivation. We are proud of our shared purpose to make the planet a better place, and we always seek to make our work and its impact as sustainable as possible. Intelligent Courage. We have the courage to think differently and to constantly seek further understanding and knowledge. Inspiration. We act on our role to inspire colleagues, bringing out their best and enabling them to make smart choices and decisions. Grit. We show perseverance and determination to keep focused on our goals – even when facing adversity. Passion. We are dedicated to our Planet, People and Vestas. Guiding Leadership Behaviours Decide and Act. We acknowledge responsibilities and decisions made and hold each other accountable for them. Understand what’s best for all of Vestas. We understand the business and do what serves Vestas best across the entire business. Speak up. We have the courage to raise our hand and ask questions, seek clarity or raise concerns. Keep your word. We see commitments as promises – so we always keep them. Accountability. We have the courage to speak up and deliver on our commitments. Guiding Leadership Behaviours Integrity & Respect. We are consistent, constructive and always lead by example. Transparency. We proactively share information and engage and communicate with clarity, conviction, and impact. Inclusion. We value diversity and different perspectives. We build, lead and contribute to high-performing teams that make better-informed decisions and solutions. Listen & Learn. We try to understand other viewpoints before making our viewpoint understood. We lead a feedback culture, asking for and learning from feedback. Collaboration. We win and lose together, and pick the best team for the job. Guiding Leadership Behaviours Our Starting Point. We never compromise on safety and always follow our Code of Conduct. Customer Perspective. We strive to take an outside-in perspective to challenge our thinking and to identify and create customer value. Agility & Focus. We are ready to adjust quickly and simplify how we work. We drive continuous improvement while focusing on our long- term strategy. Clarity of Intent. We make our goals, outcomes and objectives as clear as possible, and give teams freedom to execute. Simplicity. We strive to simplify our work and our solutions for the benefit of our customers.
- 6. Classification: Restricted Vestas Values& Leadership Behaviors 6 • Guiding Leadership Behaviours • Our Starting Point. We never compromise on safety and always follow our Code of Conduct. • Customer Perspective. We strive to take an outside-in perspective to challenge our thinking and to identify and create customer value. • Agility & Focus. We are ready to adjust quickly and simplify how we work. We drive continuous improvement while focusing on our long-term strategy. • Clarity of Intent. We make our goals, outcomes and objectives as clear as possible, and give teams freedom to execute.
- 7. Classification: Restricted Title 7 •Guiding Leadership Behaviours • Integrity & Respect. We are consistent, constructive and always lead by example. • Transparency. We proactively share information and engage and communicate with clarity, conviction, and impact. • Inclusion. We value diversity and different perspectives. We build, lead and contribute to high-performing teams that make better-informed decisions and solutions. • Listen & Learn. We try to understand other viewpoints before making our viewpoint understood. We lead a feedback culture, asking for and learning from feedback.
- 8. Classification: Restricted Title 8 •Guiding Leadership Behaviours • Decide and Act. We acknowledge responsibilities and decisions made and hold each other accountable for them. • Understand what’s best for all of Vestas. We understand the business and do what serves Vestas best across the entire business. • Speak up. We have the courage to raise our hand and ask questions, seek clarity or raise concerns. • Keep your word. We see commitments as promises – so we always keep them.
- 9. Classification: Restricted • GuidingLeadership Behaviours • Motivation. We are proud of our shared purpose to make the planet a better place, and we always seek to make our work and its impact as sustainable as possible. • Intelligent Courage. We have the courage to think differently and to constantly seek further understanding and knowledge. • Inspiration. We act on our role to inspire colleagues, bringing out their best and enabling them to make smart choices and decisions. • Grit. We show perseverance and determination to keep focused on our goals – even when facing adversity. Title 9
- 10. Classification: Restricted Title 10 VestasValues & Leadership Behaviours
- 11. Vestas Code of Conduct& Workplace Etiquettes
- 12. Classification: Restricted 12 •Safety a fundamental element of our business • Unified approach to safety • Global safety processes • Safety introduction programmes • Incident management • Vestas incident management system – global knowledge sharing • System where you can report and follow up on reported incidents (Incident management system) • Vestas Life Saving Rules Incident Security Incident Business starts with safety
- 13. Classification: Restricted 13 Codeof Conduct https://vestas.sharepoint.com/sites/hub/guidelines/SitePage s/Code-of-Conduct.aspx Violation of the Code of Conduct may result in disciplinary action, which can include dismissal. - Respecting Employee Rights - Health & Safety in the workplace - Labour Rights - Mutual respect & Non-discrimination - Respect for personal data & privacy - Zero Tolerance for bribery & corruption - Bribery - Facilitation payments - Gifts & Business Entertainment - Conflict of interest - Government & Political Interaction - Environmental responsibility - Protecting company assets, information & reputation - Fraud, financial reporting, disclosure & transactions - Export control rules - Intellectual Property - Property
- 14. Classification: Restricted 14 DecisionTree and EthicsLine If you are in doubt about the proper action to take, consult the Decision Tree If you suspect someone doing something which goes against the law or Vestas Employee Code of Conduct, report it to EthicsLine. EthicsLine can be used in two ways: • report malpractice you have observed or suspect; and • ask questions about Vestas policies, or difficult issues of behaviour or ethics, when you cannot find answers elsewhere. > Ask a Question > File a Report > Telephone Decision Tree https://vestas.sharepoint.com/sites/hub/guidelines/SitePage s/EthicsLine.aspx
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- 16. Classification: Restricted 15 E-Learning- Scope About a week after the start date, a link to access the e-learning is sent to the new colleagues. The courses can be accessed directly in MyP&C Learning. Classroom safety workshop is conducted for all Production/Service site employees https://sp.vestas.com/kb/hr/Pages/Onboarding.aspx
Editor's Notes
- #3 Why do we have Values? Vestas’ long-term vision is to be the Global Leader in Sustainable Energy Solutions. By achieving our vision, we benefit our customers, our shareholders, and the planet. We believe this vision describes where an organization is going, and why. A company’s strategy describes how the organization achieves that vision. The concept of values, however, might be harder to grasp. Values describe principles and standards of behaviour that shape how we do our jobs. From an individual perspective, they shape how we interact with each other, how we make decisions, and the ethical cornerstones that guide our day-to-day work. Vestas aims to have greater focus on our Values & Leadership Behaviors going forward, including creating a strong and clear link between employee’s behavior and their performance, as well as the needs we have in the business. Put simply, in order to succeed in our industry, we need to proactively apply and reinforce these refreshed Values & Behaviours to our daily work. We need to be clear that good performance does not rectify bad or destructive behavior. Instead, good performance is only valuable if it is in line with our values.
- #4 Why do we have Values? Vestas’ long-term vision is to be the Global Leader in Sustainable Energy Solutions. By achieving our vision, we benefit our customers, our shareholders, and the planet. We believe this vision describes where an organization is going, and why. A company’s strategy describes how the organization achieves that vision. The concept of values, however, might be harder to grasp. Values describe principles and standards of behaviour that shape how we do our jobs. From an individual perspective, they shape how we interact with each other, how we make decisions, and the ethical cornerstones that guide our day-to-day work. Vestas aims to have greater focus on our Values & Leadership Behaviors going forward, including creating a strong and clear link between employee’s behavior and their performance, as well as the needs we have in the business. Put simply, in order to succeed in our industry, we need to proactively apply and reinforce these refreshed Values & Behaviours to our daily work. We need to be clear that good performance does not rectify bad or destructive behavior. Instead, good performance is only valuable if it is in line with our values.
- #5 What are the expectations of how we use these refreshed values? Values need to be articulated clearly and discussed openly if they are to have an impact and live in the organization. The refreshed Values & Behaviours have been developed in order to be used every day, and aspire to meet the following criteria: · Values need to be more than words – they must be descriptive. They need to be something that has meaning to employees and leaders – from a practical, intellectual and emotional perspective. · Values must be clear and direct, so there is minimum confusion over what they mean. · Values must be aspirational; they demand us to be better and warn us against complacency. At the same time, they must set clear standards as to what type of behavior is encouraged – like being constructive and proactive – as much as what type of behavior is not acceptable. Values are our guiding compass, no matter which role you have in Vestas. · Values must be actionable, so that they go beyond being words and can be applied to our work and decisions. We must know, for example, how to apply the value of Collaboration to a specific decision or action we are taking. We must be able to provide real examples of values in action in the business, recognize and reinforce good examples, and call out inappropriate behavior — no matter the tension that might result. · Values must be broad and fluid enough to survive Vestas’ cultural transformation and the industry’s constant changes, yet meaningful and application across cultures, regions, functions and contexts. Values must be broad-reaching, so they can apply to large strategic decisions and small actions, and so that all of us can apply them through our daily work and interaction across the organization
- #13 Desired takeaway for audience (not merely to be read aloud): Safety is paramount at Vestas, and comes first in everything we do. Speaker notes (not merely to be read aloud): Safety First At Vestas, safety comes first in everything we do. Our customers and employees have come to count on our unified approach to safety worldwide. These global processes are key to ensuring that safety remains paramount at Vestas. By putting safety first, Vestas has significantly reduced lost time injuries for thirteen years in a row from 2005 to 2018 – an extremely important achievement in an industry whose activities entail a high degree of potential and inherent dangers. We know that the root cause of most accidents is human error due to a lack of compliance with existing safety processes. Therefore, Vestas launched the Vestas Behaviour Change Programme which utilises observation and feedback conversations to correct high risk behaviour and decision-making processes. The programme has already been implemented at nine factories globally and all wind power plants in Australia, New Zealand, Canada and the United States. Preparations are currently underway to implement the Behaviour Change Programme at all remaining Vestas factories worldwide, ensuring greater employee involvement and ownership of safety practices and procedures. Safety introduction programmes All new employees receive safety briefings as part of their standard induction programme. We do this as employees must know what to expect – and what is expected of them – as soon as they arrive. Incident management Vestas’ incident management system is part of a sustained effort to increase the flow of knowledge regarding corrective and preventive actions to reflect that safety is our top priority. Global knowledge sharing on a monthly basis enables proactive learning to establish best practices for reducing the number of injuries. Contractor safety As Vestas’ own safety performance has improved, contractor performance has become increasingly important to protect Vestas and contractor employees from potential harm and to live up to customer expectations of safe operations. Measures implemented so far include pre-qualifications, standardisation of safety requirements and intensified tracking of safety performance. Therefore, Vestas has taken a wide range of measures, including pre-qualification of contractors, intensified tracking of safety performance and the implementation of Global Contractor Health and Safety requirements. These global contractor requirements clearly define the health, safety and training standards that must be met by every contractor operating at a Vestas site. Vestas is also an instrumental member of the Global Wind Organisation, the recognised industry organisation that has established basic safety training requirements for all staff working at wind turbine sites. All of these activities contribute to realising the strategy to never compromise Vestas’ leadership in quality, technology and safety.