Sustainability - Customers and brands

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Oras Group as an employer
High performing people

At Oras Group we want to ensure that we have the right people to reach our vision. To achieve this, we have a host of processes to support the performance development of our employees.

Our people development portfolio offers training and coaching for the continuous competence and career development of employees in any position and at all stages of a career.

Performance development discussions are available to all employees annually.

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Oras Group as an employer
Our employees

Oras Group is a significant local employer. Our three factories, two administrative offices, and fourteen sales offices employed a total of 1300 persons in 2020.

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Oras Group as an employer
Collaborative way of working

To enhance the collaborative way of working we put special emphasis on developing the organizational behavior at Oras Group. The concept of organizational behavior is built on Oras Group behavior principles which are derived from the values of Oras Group.

Organizational behavior at Oras Group: The will and skills to act actively by communicating frankly and openly, committing to the delivery of high quality in all actions, developing one's own work, and supporting the supervisor and colleagues.

 

All our employees undergo organizational behavior training. It consists of five modules, covering topics related to communication, trust, teamwork, responsibility, proactiveness, and focusing on the essential.

Employee engagement survey (EES) is carried out every year. The aim of the survey is to identify development needs in the organization. We communicate the survey results on the intranet and organize EES workshops to discuss the results. Teams transform selected areas of development into development plans. Progress in implementing the plans is monitored regularly.

Idea management aims to engage the entire personnel of Oras Group to submit proposals to:

  • Continuously improve existing and new processes in the company
  • Improve communication in the company and the interaction between sites, functions, and departments
  • Improve customer satisfaction
  • Achieve savings, reduce costs and avoid spending
  • Improve safety, ergonomics, quality, environmental aspects, and energy savings
  • Promote innovativeness, pro-activeness and spontaneous ideas
  • Promote employee motivation and integrate them actively in the work process and development.

The ideas can vary from safety observations and improvement proposals to initiatives with an implementation plan or proposals with future potentials. Ideas leading to financial benefits are rewarded.

Disclosure GRI reference Location
Organizational profile    
Name of the organization 102-1 Oras Group
Location of headquarters 102-3 Oras Group
Location of operations 102-4 Oras Group
Ownership and legal form 102-5 Oras Group
Markets served 102-6 Oras Group
Scale of the organization 102-7 Oras Group
Information on employees and other workers 102-8 Our employees
Supply chain 102-9 Supply chain
Membership of associations 102-13 Stakeholder relations
Ethics and integrity    
Values, principles, standards, and norms of behaviour 102-16 Value-driven company
Governance    
Governance structure 102-18 Oras Group
Stakeholder engagement    
List of stakeholder groups 102-40 Stakeholder relations
Reporting practice    
Defining report content and topic boundaries 102-46 Reporting principles
Reporting period 102-50 Reporting principles
Reportingcycle 102-52 Reporting principles
Contact point for questions regarding the report 102-53 Reporting principles
Claims of reporting is accordance with the GRI Standards 102-54 Reporting principles
GRI content index 102-55 Reporting principles
Economic performance    
Direct economic value generated and distributed  201-1 Economic responsibility
Environmental compliance    
Non-compliance with environmental laws and regulations 307-1 Energy efficiency and environmental protection
Supplier environmental assessment    
Negative environmental impacts in the supply chain and actions taken 308-2 Supply chain
Occupational health and safety    
Types of injury and rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalities 403-2 Safety culture
Training and education    
Programs for upgrading employee skills and transition assistance programs 404-2 High performing people
Percentage of employees receiving regular performance and career development reviews 404-3 High performing people
Local communities    
Operations with local community engagement, impact assessments, and development programmes 413-1 Stakeholder relations
Supplier social assessment    
Negative social impacts in the supply chain and actions taken 414-2 Supply chain
Public policy    
Political contributions 415-1 Stakeholder relations
Socio-economic compliance    
Non-compliance with laws and regulations in the social and economic area 419-1 Economic responsibility

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