CSR AT DAB

CSR has always been woven into the very fabric of what constitutes DAB. In 2012, DAB formulated its first CSR strategy and set CSR goals for the coming years. DAB subsequently published its first CSR report in May 2013.

DAB’s CSR report targets six stakeholder groups: “Tenant democracy”, tenants, employees, society, the environment and suppliers. Specific strategic areas were chosen for each of the six groups. DAB has formulated goals, developed detailed action plans and identified indicators to monitor progress. The report provides detailed examples of how the company has worked on these areas and illustrates the accounting principles it has applied. The overall aim of DAB’s CSR report is to inspire board members of the local housing associations and housing companies it manages, and to form the basis for new, locally rooted CSR activities. 

OBJECTIVE

To support employees’ professional development through a variety of training programmes. 

CONTEXT

As per DAB’s goals, the workplace should be characterized by a highly professional and responsible environment where dedication and humour thrive. DAB considers employees as the most valuable resources – and when they leave work at the end of the day, it is DAB’s goal to make sure they wish to return to work the following day.

Employee turnover provides some indication on employees’ satisfaction. DAB’s target, as stipulated in their CSR report, is to reduce employee turnover to five percent by the end of 2014. In 2011, employee turnover was 13.06 percent and already in 2012 the number was reduced to 7.2 percent. DAB will continue its efforts to maintain a low employee turnover and high employees’ satisfaction.

This is done through a comprehensive approach which places employees’ development and well-being at the very core of the human resources management strategy. In addition to a strong focus on work-life balance and promotion of diversity, DAB has therefore developed an extensive employees and skills development policy, both for its current staff and for youth, so as to increase their employment opportunities. Improving staff’s competences does not only contribute to their personal satisfaction, but is also essential to ensure that the company addresses as efficiently as possible current and upcoming challenges and needs.

Lastly, DAB values the possibility of contributing to educating young people and helping them find employment – either at DAB or at another organisation. Trainees are employed during 2 years, according to a “rotating scheme” in DAB’s headquarter in order to get acquainted with all areas of the company. At the end of their two year program, they are ensured a minimum of three-month work at DAB, but many of them end up staying for longer periods of time. 

DESCRIPTION OF THE GOOD PRACTICE 

Employees at DAB are encouraged to develop their skills on an ongoing basis and to develop new competences to meet the increasing demands of tenants, tenant boards’ members and other DAB’s stakeholders. Training opportunities and programmes are discussed with each employee at the annual “staff develop­ment review meeting”. Each year, DAB spends 1,5 million kroner on training for its employees, in addition to time spent in training, also paid by DAB. This employee development policy comprises a great diversity of programmes and actions, targeting different categories of staff.

For “high-potential” employees working in DAB’s administration, a specific curriculum was designed with an external management consultant, including such topics as management, communication and personal development.

“Mini-courses”, of no more than 2 hours, are delivered in-house, by a DAB employee, on different topics. They can be attended by all staff, and enable them to obtain knowledge on a variety of subjects in a very short time. This type of courses have grown increasingly popular with employees.

In addition, DAB organises and/or conducts an array of courses for its local housing associations’ staff. These courses are tailored to their needs and very practical, to help them address some of the difficult situations they sometimes face when carrying out their work. These courses cover topics such as conflict management, fire prevention, first aid and how to deal with the mentally ill. Other training modules relate to some technical aspects of their job: technical installation, how to inspect a dwelling in connection with tenants moving in or out, administrative tasks at the facility management office, maintenance and energy optimization of the heating plant etc.

In cooperation with Ishøj Tekniske Skole (a technical college), DAB has also developed a two-year management program for the most experienced facility managers who manage a large team of janitors. The two-year program includes courses in the following areas: business organization, general management, communications, economics, legal issues, procurement, inventory control, industrial engineering and sales and marketing.

Key results and benefits

• 1,5 million kroner spent on educating DAB’s own employees
• 9 “high-potential” employees have benefited from the specific development program in 2012
• 43 mini-courses held in 2013
• 54 facility care managers will have completed DAB’s management program by the end of 2015
• 5 trainees are currently employed at DAB’s headquarters