The document discusses Vattenfall's intranet development, detailing its history, current structure, and strategies for management and communication. It outlines a centralized intranet with a focus on collaboration, knowledge sharing, and a KPI framework to measure effectiveness and employee engagement. The strategy aims to enhance digital workplace capabilities and foster clearer internal communications among its 32,000 employees across multiple countries.

1. www.nordicintranets.com
www.nordicintranets.com

2. Hur Vattenfall arbetar med styrning och
uppföljning av sitt koncernintranät
Nordic Intranet Summit, 24 november 2014
Birgitta Ekman Lissgärde & Markus Grandell
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3. Agenda
1 Vattenfall in brief
2 Vattenfall Intranet history - and today
3 Vattenfall Intranet Steering model
4 KPI framework
5 Next steps
Nordic Intranet Summit | 20141124

4. Agenda
1 Vattenfall in brief
2 Vattenfall Intranet history - and today
3 Vattenfall Intranet Steering model
4 KPI framework
5 Next steps
Nordic Intranet Summit | 20141124

5. This is Vattenfall
• 100%-owned by the Swedish state
• Vattenfall’s main markets are:
Nordics, Germany, Netherlands
• Vattenfall also have operations in:
UK, France
• Vattenfall’s main products are:
Electricity, Heat, Gas
• Vattenfall works in all parts of the value chain:
Production, Distribution, Sales and Trading
• Vattenfall produces electricity and heat from
six energy sources:
Hydro, Nuclear, Coal, Wind, Biomass and
Gas
6.2 million electricity customers
32 000 employees in nine countries
25 000 have access to our intranet
19 700 registered users of our social
platform (15 000 already within 6 months)
Nordic Intranet Summit | 20141124

6. Agenda
1 Vattenfall in brief
2 Vattenfall Intranet history - and today
3 Vattenfall Intranet Steering model
4 KPI framework
5 Next steps
Nordic Intranet Summit | 20141124

7. History of Vattenfall Intranet
25 intranets
• 55 000 pages
• No common design or
concept
• Decentralised content
maintenance
• No common channel for
Group wide or cross-border
messages
One Common Intranet in several
languages
• 18 000 pages in five languages
• Centralised content maintenance
• ABC-model for content handling on
different levels
• Common governance model
• One-way-communication mainly
Social intranet supports
collaboration and crowd-sourcing
• Launch of People finder and
ConnectUs
• 19 700 registered ConnectUs
users, 75% of top managers
• 1 400 groups
• Two-way communication
2007 2011 2013
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8. Vattenfall Intranet today
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9. ConnectUs for collaboration and communication
Home stream
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Integration with intranet
CEO blog

10. ConnectUs
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11. Best practise examples & Success stories 1 (5)
Sharing knowledge and exchange ideas.
~2000 members
Filling a communication gap that was requested.
~510 members.
Reaching out to get valuable input.
Organisational group.
Customer service manager in Netherlands communicating
to the employees.
~840 members
Support group
More than 1700 members.
Support group
HR Direct Information group embedded to intranet page.
Support group
Common Document management system.
~270 members

12. Agenda
1 Vattenfall in brief
2 Vattenfall Intranet history - and today
3 Vattenfall Intranet Steering model
4 KPI framework
5 Next steps
Nordic Intranet Summit | 20141124

13. Four main principles for Vattenfall Intranet operations
Balance between
the three cornerstones
Collaboration &
knowledge sharing
Clear strategy for
development
Today Tomorrow Future
1
2
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Local coordination of stakeholders
Language
responsibl
Language
responsibl
Language
e
responsible
e
LS - HR LS - BU LS - XX
IO IO IO IO IO IO
3
4
Group wide
Regional/SF
A
B1
BU BU BU BU
B2
C
ABC-model
Governance

14. The overall steering model of Vattenfall Intranet
Tools
IT-strategy
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Steering principles
The Steering group of the Vattenfall intranet decides upon larger
changes of the concept and about future development. They assure
that the development of the Intranet is based on business demands
and works as an advisory board for the intranet owner. Chairperson
is the Intranet owner.
Head of Internal web prepares the meetings and is responsible for
documenting and communicating decisions from the meeting.
Head of Internal web is responsible for executing decisions taken by
the Steering board.
The Intranet corner stones
Development and execution
The intranet is managed by the concept management process and
the content management process.
Concept management is to secure and assure that new development
is kept within existing framework. It is also to revise and change the
concept if needed and communicate these changes to the defined
stakeholders.
Content management is to secure that the right information is
published to the right target group in the most efficient way
Framework for the web
New Request
Within
framework

15. Overview of our instructions
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Vattenfall Intranet strategy
FI 221
(former GI24)
Internal communications
strategy
Strategies
Functional
instruction FI221
Appendices
Guidance
Vattenfall Intranet Web
Profile
Vattenfall Intranet
concept description
Our main stakeholders where
the intranet has an impact for
their business, mostly within
Communications but also
outside
Information owners, our main stakeholders, web editors, ”anyone who orders something”
15
Vattenfall Digital strategy
Vattenfall Intranet
Handbook
Manuals Vattenfall Intranet Hub Web editors
Stakeholders where the intranet has
an impact for their business, mostly
within Communications but also
outside.
”End-users”, IT-developers (internal),
external suppliers
“Vattenfall Brand strategy”
Our main stakeholders where
the intranet has an impact for
their business, mostly within
Communications but also
outside
Vattenfall Intranet user
manuals + instructions
End-users

16. Clear strategy for implementation (action plan 2013 – 2015)
• People finder
• Collaboration platform
• Improve news process and reach
• Pilot - Find new ways to
communicate news
• Improve governance model
• Pilot mobile intranet, step 1
• Implement a content life cycle
model
2013 2014 2015
Vattenfal l Intranet
Our Workplace
• Mobile intranet
• Enterprise search
• Digitalize business services, tools
& processes
• Improve and support
communicative leadership, the
primary daily tool for all managers
• Stimulate user-generated content
• Full integration/alignment of the
com channels
• “Bring your own device”
possibilities
• Virtual office - “Connect Us 3.0”,
integration of 3D working rooms
with auto translations and CU will
also be your competence coach
• No boundaries - Seamless
integration of applications and
collaboration in the intranet.
• Artificial intelligence – voice
control search engine via all
devices
• Real time KPI follow-up and
strategy visualisation
• Availability for all employees
• The Personal Assistant (support
with daily tasks)
• Full tool/self-service integration
and easy to add on new ones
• Dynamic menu
• 2-clicks-to-everything
• Offline versioning via all devices
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Currently
under review

17. Digital workplace strategy roadmap
2015
2016
2017
Culture/attitude shift
Maximize value of
current investments
Mobile intranet 2.0, with
business tools * & simple self-service
**
“Vattenfall University” 0.1
E-learning hub on intranet
Increase findability
Enhance ConnectUs usage
Increase speed, by agile way
of working with IT
Strive to go beyond text, by
user-generated videos,
podcast and images
Digital Workplace pre-study
Digital workplace step 1
Digital Workplace 1.0
Improved concept for the
startpage, revised content &
navigation. New design.
Collaborate and share
knowledge with external
stakeholders ***
“Innovation as a service”,
Mobile intranet - Full business
tools integration
Digital workplace fully in
place
Digital workplace 2.0, incl.
easy access to tools and
services anytime, anywhere
from any device
Learning organisation 4.0 **,
- Knowledge sharing platform
- Increase awareness and part
of your daily work
“Vattenfall University” 1.0 **,
incl. book courses, get
recommendations and E-learning
platform.
Our Digita l Workplace
* = Business
** = HR
*** = IT

18. Communication with stakeholders on different levels
The information owners’ needs are coordinated through local
stakeholders and language responsibles (Nordic, Germany, Netherlands)
Head of IW
LS - HR LS - BU LS - XX
IO IO IO IO IO IO
Language responsible
• Guidance and support to local stakeholders and end-users
• Coordinates meetings and secures that the local
stakeholders are aware of the possibilities with the intranet
Local stakeholders (LS)
• Are responsible for the target group within the area, to
ensure coordination of their needs, demands and wishes
regarding content and functionalities
• Coordinate information owners’ needs
Information owners (IO)
• Are responsible for ensuring that content on the page that
he/she owns is up to date and written for the web
• Work with findability (e.g. by specification of keywords)
• Hand over ownership if change of position
• Classify the content in terms of C2, C3
Language
responsible
Language
resLpaonngsuibalgee
responsible
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19. Our content management structure
A
B
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Group-wide
BD
BU BU BU BU
B
C
A = Structure is the same in all languages
Content is the same in all languages, translated and visible.
Changes of content is decided by A-content owner
Changes of structure is decided by the concept owner
B =Structure is the same in all languages.
Content may vary due to local conditions
Changes of content is defined and decided by the information
owners.
Changes of structure is decided by the concept owner
C = local content, local language. Structure and content is decided
by the information owner.
Decisions to make:
Only relevant for the location?
Only relevant for the country (ex Sweden news,
Danish news)?
For the Business unit and should be translated if
needed depending on language policy (ex BU
Wind, BU Heat)?
For all employees and should be translated to all
languages?

20. Example structure level 1- 4 under About Vattenfall
2.1 Facts & figures
2.1.4 Our
business
2.2 Strategy &
governance
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Chart Title
2.1.1 Basic facts
2.1.2 Corporate
social responsibility (CSR)
2.1 3 Our
standpoints
2.1.4.1
Generation
2.1.4.2
Sales
2.1.4.3
Gas
2.1.4.4+5
Heat
2.1.4.6
Distribution
2.1.4.7
Energy trading
2.1.5 Products
& sevices
2.1.6 Financial
information
2.2.1 Vision
& strategic direction
2.2.2 Vattenfall
governance
2.2.4 Vattenfall brand
2.3 Organisation
2.3.1 Board
2.3.2 CEO
2.3.3 Executive Group
Management
2.3.4 Group
Staff Functions
2.3.5 BD Asset
Development
2.3.6 BD Production
2.3.7 BD AOT
2.3.8 BD Distribution
& Sales
2.3.9 BD Renewables
2.3.10 Shared Service
Centre
2.3.11 Country
Representation
2.4 Key areas
2.4.1 Environment
2.4.2 R&D
2.4.3 IT
2.4.4 Procurement
2.4.5 Security
2.5 Projects
2.5.1 Special topics
& projects A-Z
2.6 Locations
Belgium
Denmark
Finland
Germany
Netherlands
Poland
Sweden
United
Kingdom
2. About Vattenfall

21. Example A-content
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22. Example B-content
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23. Agenda
1 Vattenfall in brief
2 Vattenfall Intranet history - and today
3 Vattenfall Intranet Steering model
4 KPI framework
5 Next steps
Nordic Intranet Summit | 20141124

24. Current KPI-framework is based on the business case
for One Common Intranet
Green
savings,
Cost
and
Accumulated
(EUR)
2,500,730
1,297,939
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
-­‐
(500,000)
(1,000,000)
(1,500,000)
2009
2010
2011
2012
2013
2014
Green
Savings
KPI-framework which covers the three most
prioritized business objectives
1. Secure that employees are well informed
Measured by:
Intranet reach
News and video consumption
2. Improve employee efficiency
Measured by:
Widget click through rate
Search click through rate
3. Cost efficient intranet maintenance
Measured by:
Page usage, non-visited pages
Number of requests
=
Quality visits
Target: 50%
49%

25. KPI framework – Secure that employees are well informed
Overall status
The overall status is
calculated from the
average status of the
corresponding sub-objectives
Target reach
99%
Intranet reach
A quality visit is a visit that lasts long enough (>60 secs)
to receive information.
Nordic Intranet Summit | 20141124
=
Quality visits
Target: 50%
49%
Intranet reach
Quality visits
Target 50,0%
Achievement 49,0%

26. KPI framework – Secure that employees are well informed
News consumption trend
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Øystein Løseth on the
scorecards results 2012
Vattenfall and unions agree
on how to handle staff
reductions in Sweden
8 271 visits
32 visits
Feb March April
Total number of
published VF news
items
26 18 24
Number of business
related VF news items 7 7 9
Total number of news
item visits 38 355 127.348 113.696
The news consumption is a measurement of the overall news reading
regarding group wide news (Vattenfall news, CEO letter, Vattenfall
studio) and should be stable or growing.
Most and least visited business related news
Total number of new item visits Total number of published news items
47
32 29
21 25 29
37 32
7
26
18
24
96.535
114.246
76.799 78.424
98.193
119.365
101.490
73.805
35.813 38.355
127.348 113.696
May June July August Sept October November December January February Mar April

27. KPI framework – Global news vs local news
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28. KPI framework - Video view time
May Page
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views
Video time
* seconds
Average
view time
Average view
time %
Renewables’ first quarter highlights 297 250 102,67 41,07%
Q1 result and towards increased customer centricity 940 382 164,84
43,15%
VAR increases the project performance 781 263 147,39 56,04%
Energy for wintersports, epiode 4 501 201 114,85 57,14%
Energy for wintersports, episode 3 989 181 97,95 54,12%
CEO Øystein Løseth on the first quarter report 2012 2365 193 166,50 86,27%
Acting CFO on the first quarter report 2012 422 213 186,88 87,74%

29. KPI framework - Improve employee efficiency
Search engine efficiency
When a search is made, the result is valuable to the
employee if he clicks on a link. A high click-through rate
proves good search engine efficiency
25%
Overall status
The overall status is
calculated from the
average status of the
corresponding sub-objectives
Target reach
33%
Search engine efficiency
Search result click-through rate
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Personalisation efficiency
A high widget click-through rate show us that the tools
for personalisation are used by the employees.
=
Target 80,0%
Achievement 42,0%
Widget click-through rate
Target: 25%
=
Personalisation efficiency
Widget click-through rate
Target 25,0%
Achievement 79,0%
Search result click-through rate
Target: 80%
42%
20%

30. KPI framework: Cost efficient intranet maintenance
Overall status
The overall status is
calculated from the
average status of the
corresponding sub-objectives
Target reach
23 %
Content usage
Low number of non-visited pages indicates that the
content is relevant and useful to the employees.
Nordic Intranet Summit | 20141124
Non-visited pages
Target: 15% Total number of pages on the live site:
=
35%
Non-visited pages
Content volume
The change in number of public pages shows the
growth of the intranet. It should be kept on a level that
indicates that the content is up-to-date and that most
of the content is used.
17 688
Of these pages not visited:
6 008
Change in number of pages
since last month: - 7
Target 15,0%
Achievement 35,0%

31. Agenda
1 Vattenfall in brief
2 Vattenfall Intranet history - and today
3 Vattenfall Intranet Steering model
4 KPI framework
5 Next steps
Nordic Intranet Summit | 20141124

32. KPI –framework, yesterday, now and tomorrow
• 2007-2011
Focus to measure number of visits for the different intranets. Input was given on
what pages to migrate to the new framework and what to skip.
• 2011-2014
KPI framework was created in order show fulfilment of the investment for One
Common Intranet and to give input to further improvements of the concept.
Mostly focusing on communication related issues such as news consumption.
• 2014-
A new KPI framework to be developed in order to act as our compass when
moving towards the Digital Workplace. The KPI framework will include business
targets such as number calls to self service functions, ConnectUs usage vs e-mails
and page usage.
- Qualitative data such as feedback from employee panels will be combined with
quantitative data.
.
Nordic Intranet Summit | 20141124

33. Example of new KPI-framework: Top 30 SE/DE
Ranking SE
Ranking DE
Title
Clicks
Verktyg & tjänster 11806
Att arbeta på Vattenfall 10745
Lediga jobb 8299
HR Guiden 7356
Vägledning & instruktioner 5295
Om Vattenfall 4662
Nordic Business Portal 3982
Lön och förmåner 3764
Privat 3719
Performance mgmt 3688
Nyheter 3643
Utbildning PID 2362
Finance Direct 1917
Personalbil 1774
Magnus Hall 1590
Avtal och blanketter 1461
Anställning 1193
Stora företag 1192
IT Support 1133
Friskvårdsbidraget 1104
Karriär 1100
Förmåner 1092
Semester och annan frånvaro 1059
Arbetsfria dagar 1059
Lön och ersättningar 917
Arbetstider 914
Hälsa & Arbetsmiljö 914
Behörigheter SAP ERP & MySAP Utilities 837
Instruktioner och mallar för Finance 785
Resor Top40
Title
Clicks
1
Service
68810
2
Arbeiten bei Vattenfall
31684
3
Betriebsrestaurant
29315
4
Wetter
21829
5
Marktplatz
19370
6
Für uns
17489
7
Job-Suche
14703
8
News
10386
9
Presseschau
9876
10
Über Vattenfall
8677
11
Bibliothek
5913
12
Presse
5791
13
Günstig einkaufen
5720
14
Links ins Internet
4884
15
Karriere
4745
16
BU Lignite
4610
17
Standorte
2765
18
MS Office-Vorlagen
2535
19
Deutschland
2510
20
Reisen
2409
21
Reiseportal
2304
22
Tools & services
Betriebsrat & Vereinbarungen
2125
23
Organisation
1873
24
IT Support
1805
25
Rekrutieren
1782
26
Ideen online eingeben
1686
27
Bestellen
1576
28
Trainingskatalog
1552
29
RUDI
1492
Tools & services
HR
Finance
Instructions
HR
News
Instructions

34. To think about when developing KPI-frameworks
• Define why you measure a certain area and what the actions could be after
analysis
• Skip “stable KPI:s” such as page visits on an intranet or results that never
change
• Make the reporting as simple as possible. The focus should be on time spent on
analysis and not time spent on creating reports.
• Complement with other types of measures such as user surveys, usability tests
or employee panels
• Make sure that the reports are easy to understand, also for upper management
• Create processes for distribution of reports
Nordic Intranet Summit | 20141124

35. Thank you!
Nordic Intranet Summit | 20141124

36. www.nordicintranets.com
www.nordicintranets.com