Organization and employees

Approximately 413 employees work at Castellum. Most work with managing the Group’s properties via our local organizations (business areas) to create close customer relationships, short decision paths, and local decision-making power. We believe this creates the best conditions for growth, as well as a corporate culture in which our employees thrive and develop. In addition, Castellum has a large project development organization and an overall Group structure that includes Group Management and functions such as financial reporting, sustainability, treasury, legal, HR, communication and IT. These are housed together at the main office in Gothenburg.

Castellum as a workplace

In Focus Area: Well-being, the objective is to promote health and wellness and to increase productivity, where equality and diversity are important conditions. In order to make it easier for Castellum’s employees to organise their daily lives, the possibility of a more flexible work-life was introduced during the year with the vision “Work where you want, when you want”. The hope is to promote employee health and wellness, and at the same time to enable increased productivity.

Flexible working hours and location

Castellum offers their employees flexible working hours and locations so long as this can be done in a way that meets the needs of our business and there is continued compliance with Castellum’s other policies.

To attract, retain and motive relevant skills

We ensure that compensation is based on performance and market position. Furthermore, to ensure that compensation is set based on the parameter "equal pay for equivalent work". Communicating and following up goals and thus guiding the right kind of behaviour and results. Furthermore, to ensure that operational activities are in phase with strategy and other plans to maximize result orientation. In other words; ensuring Castellum's continued success. Our remuneration tools must be market-based and based on performance fulfilment and therefore differentiated to reflect our performance culture. Compensation is set on the basis of performance - this means that origin, gender, sexual orientation etc are immaterial from a compensation setting perspective.

Engaged employees

Engagement levels are also measured in the form of a pulse survey. Engagement encompasses clarity and energy: “An engaged employee knows what they have to do to contribute to the company’s goals (clarity) and has the stamina, strength and desire (energy) to do it.” The measurements, consisting of a few questions, will be taken monthly. The purpose of continual measurements is to rapidly identify needs for corrective efforts and to monitor trends. The engagement index looks good after the first measurement, with results just over the benchmark.

Internal employee engagement surveys are a crucial tool for evaluating employee experience and developing policies to attract, retain and develop the best employees and identify areas for improvement. The engagement index is measured on three scales - "Promotors", "Passives", "Detractors", also known as Employee Net Promotor Score, eNPS. The last measurement in December 2020 showed that 52% of the employees were active promotors according to the engagement index measurement, with 87% data coverage. Castellum breaks down these figures into different subgroups and teams, but e g. also gender and age. For women, the active promotors were 51% and for men 52%. For the age group 20-29 the active promotors was 64%, for the age group 30-49 it was 52% and for the age group 50 and above it was 52%.

Employees are one of the most important intangible assets for Castellum. The ability to attract qualified and talented employees, as well as retain and nurture internal talents is pivotal for corporate success. During 2020 31% of all new hires were filled by internal candidates (internal hires).

Cooperating and exchanging experiences

Strengthening the Group through increased collaboration is a continuous process. Common development efforts occur within the Group. A lively experience exchange between local Group companies makes upgraded expertise available to the entire organization. The joint development groups provide opportunities for continued improvement, and the groups include participants representing all regions. The groups regularly discuss issues within specific areas such as rental, IT, management, project development, sustainability, communication, purchases and personnel. In addition to the permanent development groups, there are project teams that handle current issues.

The Group has a common intranet where experiences and knowledge can easily be shared between employees in all regions.

Attractive workplace

By offering competence development and creating a motivating work situation, Castellum promotes loyalty and job satisfaction. The decentralized organization means that each employee enjoys well-defined areas of responsibility with a high level of empowerment, leading to professional as well as personal development. Employee performance reviews occur yearly with all employees. These are important tool for following up and setting objectives, as well as for identifying competence development needs.

Castellum cares for its employees and thus works with preventive health care, offers corporate wellness subsidies and provides substantial health insurance for both employees and their immediate families. Wellness programs are offered both for preventive purposes and for the continued well-being of the company’s workforce. A bonus-sharing program provides employees with the opportunity to benefit from their respective region’s financial performance improvement.

Once a year – on Castellum Day – all employees in the Castellum Group meet to increase competencies, share experiences and strengthen Group spirit.

Education

Castellum offers full possibilities for professional and personal development through internal and external training. Employees continuously receive training adapted to their respective tasks. New employees also undergo continuous training in sustainability issues.

In 2020, a compulsory web-based Sustainability course has been taken by every employee. The primary aim has been to highlight how a sustainability approach needs to permeate every process carried out, throughout the entire company – and how each employee is to carry that responsibility. All new employees have taken the course as part of their onboarding during 2020.

In total, 7,913 training hours were completed at Castellum, which is approximately 19 hours per employee. On average 4.100 SEK was spent on education per employee during 2020.

Policy on discrimination and harassment

Castellum's aim with diversity and gender equality is to promote equal rights for all. All people have the same equal value and shall be treated equally on the basis of their individual conditions and opportunities regardless of gender, gender identity or gender expression, ethnicity, religion or other belief, disability, sexual orientation and age.

All employees have their own responsibility to contribute to creating a good workplace. Everyone also has a responsibility to work for integration and counter all forms of discrimination. Women and men shall be given the same opportunities to influence their work situation.

Castellum's work with diversity and gender equality are based on the following;

  • Gender equality as a strategy means that all employees shall have the same rights, obligations and opportunities within the company, regardless of gender, transgender identity or expression, ethnicity, religion or other belief, disability, sexual orientation or age.
  • Employees must therefore be recruited, rewarded and promoted on equal terms. The salary should be set by responsibility and performance and not on anything else.
  • Competence is valued from a diversity perspective.
  • Gender equality must contribute to developing an organization where women, as well as men's values, ​​are equally important.
  • Our workplaces must be mentally, physically and socially adapted for our employees. Harassment must not occur.
  • We must look positively at the combination of work and parenthood.
  • We take advantage of our differences. Different opinions and experiences create creativity and development. Diversity within the company should be seen as a resource reinforcement.

Castellum has a zero-tolerance for harassment or sexual harassment. Castellum has also set up a clear aim that there will be no harassment or sexual harassment within its operation.

All employees undertake mandatory education in diversity which includes education on how to prevent discrimination and harassment in the workplace. There is also a defined escalation process for reporting incidents and corrective or disciplinary actions that take place in case of discriminatory behaviour or harassment which includes the elements;

  1. Assess risks for discrimination including harassment and sexual harassment or disciplinary actions taken that prevent equal rights or opportunities.
  2. Analyze causes of risks and obstacles.
  3. Corrective actions and implement measures to prevent discrimination and promote equal rights and opportunities.
  4. Follow up and evaluate.

This include, but is not limited to, working conditions, salaries, recruitment and promotions, education and competence development, make sure it’s possible to combine work and parenthood, harassment and sexual harassment.

There is also a whistleblowing service that is open for all employees as well as external partners.

The Castellum Spirit

Launched in autumn 2017, the Castellum Spirit clearly showcases what is unique about Castellum and how we distinguish ourselves from our competitors. It provides guidance in everyday assignments and various business situations, what is expected of a Castellum employee, and how we should interact with each other. It will also be a clear symbol of the new Castellum: all employees are committed to a shared fundamental vision that permeates everything we do.

Personal

Our employees decide how things are to be done, so that things go well and more quickly. Relationships are created between people, not between companies. All employees are ambassadors for Castellum and have the authority to act. Diversity makes us better because it helps us see things from different perspectives.

Passionate

Being passionate means trying to do things a little better. Every time.

Proactive

Being proactive means being able to see needs and fix them before problems arise. It also means daring to question things and daring to change, all in order to improve. Being proactive means being curious and forward-looking.

Reliable

Being reliable means keeping promises, stating opinions and listening to and respecting the views of others. It also means being clear when giving negative answers and offering smart advice, alternatives and solutions.