CSR Report 2009 - FamiljeBostader (English)

8/8/2019 CSR Report 2009 - FamiljeBostader (English)

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2009

CSR Corporate Social Responsibility

SUSTAINABILITY ACCOUNT


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CONTENTS

What is CSR? 3

Company acts 4

Editorial 5

Social responsibility 6

Environmental responsibility 8

Economic sustainability 12Dialogue with stake holders 14

Good working environment 16

Tables 18

Defnitions 22


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WAT IS CSR?The social responsibility o the companies - or CSR - is extensive. Corporate

Social Responsibility, or which the English abbreviation CSR stands, is basically

about taking responsibility, not only or the impacts the company has on societywhich are positive, but also or those which are negative. It is about how we

voluntarily integrate social and environmental considerations into our activities

in collaboration with other interested parties, all based on perspectives linked to

social responsibility, environmental responsibility, economic sustainability and an

ethical approach to our employees.

CSR is about being proactive, credible and transparent in issues aecting people

and the environment. Familjebostder publishes this report to show to some o the

examples related to sustainability issues that our company is working on.The report is produced in cooperation with other European companies within the

network Eurhonet.

WAT IS EURONET?European ousing Network, Eurhonet, is a network o almost 30 public housing

companies rom England, France, Germany, Italy and Sweden. Within Eurhonet,

there is a strong will to work towards a sustainable society where the impact on our

shared environment is minimised through awareness and the implementation oactive measures.


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COANY FACTSFamiljebostder, founded in 1936, is one of three

housing companies owned by the City of Stockholm.The company forms part of the concern StockholmStadshus AB, and its remit is to contribute to theStockholm housing market through active propertymanagement.

The company owns and manages 22,964 homesand 2,417 (175,744 m2) commercial premises inthe City of Stockholm. Most of the housing stock isto the south of the city, and more than half of it issituated in areas built between 1940 and 1960. Thesuburban centres of rsta and Gubbngen form part

of the overall property portfolio.BUSINESS IDEAFamiljebostders business concept is to provide att-ractive housing and commercial premises for rent inwell-managed areas that are safe and secure.

VISIONFamiljebostders vision is to offer itstenants world-class rental property.

FAILJEBOSTDER 31 DECEBER 2009- 22,964 ats

- 46,000 tenants- 2,417 commercial premises- 258 employees- Turnover of SEK 1,638 million

FAILJEBOSTDERS OVERALL

OERATIONAL OBJECTIVES Image: Familjebostder shall be seen by our tenants

to be one of the most attractive housing companies inthe Stockholm area.

Service: Familjebostder shall attain a service indexrating of at least 80 per cent in a customer survey.

Sustainability: Familjebostder shall act to achievesustainable urban development, both socially andenvironmentally, in its entire operation.

Personnel: Familjebostder shall, by being an attrac-tive employer, be able to recruit and retain competent

and motivated employees. Performance: Familjebostder shall achieve a breake-ven result (according to budget directives).

CORE VALUESFamiljebostders core values, which consist of the key-words Commitment, Customer Focus, Business Valueand Innovation, shall permeate the daily work.


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In your hand you are holding Familjebostders CSR

report for 2009. As one of the largest landlords inStockholm and Sweden, it stands to reason that weshould take responsibility for the development of thecity and its inhabitants. For many years, Familjebost-der has had the comprehensive objective of workingfor long-term sustainable urban development, bothsocially and environmentally, in all of its operations.

This year, for the rst time, we have produced aspecial account of how we work with social responsi-bility and sustainable development. We put extra focuson these issues in this way, and we make it clear, both

for our own organisation and for the outside world,what we are good at and what we need become betterat.

We have developed the model for this report incooperation with Eurhonet. This means that we cancompare our CSR work with that of other companiesin the housing sector, in both Sweden and other partsof Europe. Thanks to CSR cooperation, we will havegreater knowledge and better opportunities to ndnew methods and ideas, and to further develop thecompanys operations.

Stockholm, June 2010

BOSSE SUNDLINGManaging Director

REIERE FOR FAILJEBOSTDERS CSR-REORT


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1SOCIALRESONSIBILITY

Part of the basic mandate of municipal housingcompanies consists of a great social responsibility tocontribute to the development of the municipality.Familjebostders role is to stimulate and contribute, inorder to ensure that Stockholm has a well-functioning

housing market that is characterised by great versati-lity and accessibility for all, that is to say the currenttenants and also those of the future. Part of this roleinvolves safeguarding rental housing in the propertymarket and contributing to Stockholms supply ofrental ats. As the citys third largest property ownerwe have a lot of the responsibility for building newats, as well as refurbishment and renovation workin our residential areas. Familjebostder also has animportant role in the development of the suburbs andthe investments being made there to improve the livingenvironment.

INVESTENT IN JRVA RENOVATIONFor the last couple of years, Familjebostder hasbeen working together with the citys other compa-nies and administrations to enhance development inthe districts around Jrvafltet. In 2009, we investedapproximately SEK 7 million in various measures aspart of the renovation project called Jrvalyftet. Someexamples of activities within the Jrvalyftet Project arehelp with homework at Rinkeby School, the provisionof summer jobs for young people, increased moni-toring of illegal subletting, security inspections with

subsequent improvement measures, and cooperation

within a local property federation. There are morethan 20 members in the federation, municipal andprivate landlords as well as housing associations inAkalla, Husby, Hjulsta, Tensta and Rinkeby. We canall work together via this federation on common issues

such as cleaning and security.CITY LANNING INITIATIVEThe planning of major renovation work on the Rin-keby thoroughfare began during the year. Familjebo-stder submitted a proposal to the City of Stockholmto convert the street between the residential areas intoan attractive and vibrant city street, where there isspace for people, restaurants, cafs and activities. Thisproposal, which is linked to the citys efforts in theJrvalyftet Project, was received very positively and,by the end of the year, the city planning committee in

Stockholm had decided to start the planning work. Atthe beginning of 2010, Familjebostder invited resi-dents and other interested parties in Rinkeby to takepart in a dialogue meeting regarding the plans.

INCREASED SECURITY FOR TENANTSOne of the most important factors for our tenants isthat they shall feel safe and secure.

A customer survey is carried out every year in whichthe tenants have the opportunity to comment on safetyand security, both in and around their homes. Further-more, we carry out security walks with the Tenants

Association and representatives from, for example,district administrations and other property owners.

The home and its immediate surroundings are important when it comes

to creating possibilities or people to lead good lives. Through CSR,

we are helping to create good living conditions as well as a sae and

secure environment or everyone who lives and works in Stockholm.


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Our attention is drawn to unsafe areas in this way,

and measures can be enacted to correct them. Forexample, we have installed electronic lock systems andrenovated basements and garages.

WORK EXERIENCE AND SUER JOBSFamiljebostder offers summer jobs to young peopleevery summer. Keeping courtyards clean and tidy,painting, and helping with relatively easy administra-tion jobs gave 100 people employment during thesummer of 2009. Of all that apply for such summerjobs, the children of our tenants are given priority.These young people preferably work in the residentialareas where they live, and mostly outdoors.

The company also had 12 trainees during 2009,both students and unemployed persons.

SUER OLIDAY ACTIVITIESFamiljebostder arranges recreational activities foryounger children during the summer holidays, whichchildren of the tenants can attend free of charge or atreduced prices. Summer swimming school, footballschools and other sportactivities are organised in col-laboration with different sportclubs.

SUORT FOR BETTER GRADESAs part of Familjebostders ambition to strengthendevelopment in the suburbs, the company has beenworking with the Lxhjlpen foundation since 2008.Lxhjlpens idea is that students from colleges anduniversities can help secondary school students withtheir homework, in order that more young peoplenish their lower-secondary studies with acceptablegrades and continue their studies in upper-secondaryschool.

A total of 50 students at Rinkeby School received

regular assistance in order to improve their gradesduring 2009. All of them duly increased their grades,

on average in 2.8 subjects for those in the ninth year

of compulsory school, and in 2 to 2.5 subjects for tho-se in the seventh and eighth years. During the springof 2010, students in the seventh and eighth years ofcompulsory education at Hgdalen were offered helpwith homework.

EASIER FOR OLDER EOLEFor the last couple of years, Familjebostder has beenprioritising work on making it easier for the elderly tocontinue to live in their existing ats. Adaptations canbe made in many of our older buildings that increaseaccessibility for walkers, for example, even if fullaccess cannot be achieved. This might mean simplylevelling out the ground by the entrance and removingunnecessary steps. At the start of 2010, a quarter ofthe companys housing stock had been tailored to meetsuch needs. This gure is constantly increasing becausewe ensure easy access is possible to all buildings afternew construction, any rebuilding or ground improve-ments.

ART IN A RESIDENTIAL ENVIRONENTFamiljebostder has long since been using art in itsresidential areas, in order to create a pleasant envi-ronment for people to live in. During new construc-tion, a gure equal to around one percent of the totalconstruction cost is earmarked for artistic decoration.With effect from 2010, major renovation work willalso be included in such investment.


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ENVIRONENTALRESONSIBILITY

In recent years environmental issues, and especiallyclimate issues, have become more important than ever.We have therefore raised our ambitions in terms of

reducing our energy consumption, and thereby oureffect on the climate, at Familjebostder. We conductan environmental review every three years, and thenext one is now in 2010. The environmental reviewmaps out the entire companys environmental im-pact. The focus this time is on identifying areas forimprovement, based on reliable statistics, and thenfollowing-up. Another objective of this years study isto develop signicant key indicators, as well as targetsfor environmental performance that employees feelthey can work towards.

ENERGY GOALS DIFFICULT TO ACIEVE IN 2009Familjebostder had three overall environmentalobjectives for 2009; emissions of fossil carbon di-oxide would be reduced by 5 per cent, heat consump-tion would fall by 3 per cent, and the environmentalperformance index in our new construction projectswould increase from 116 to 150.

The objective for the environmental performanceindex was easily achieved. We had an index of 166, asa result of the fact that we are building more and moreenergy-efcient houses. In contrast to this, heat con-

sumption fell by only 1.9 per cent, and carbon dioxideemissions by 2.9 per cent. Carbon dioxide emissions

Environmental issues are very important or Familjebostder. In 1998,

we became the frst municipal housing company to be environmentally

certifed according to the ISO 14001 standard. Environmental

certifcation means that the company has a structured way o working

with environmental issues that contributes to the act that we are

continually reducing our negative impact on the environment.

2fell more than heat consumption mainly because wepurchased more electricity produced from environ-mentally sources. This proportion was 30 per cent in

2009, compared with 10 per cent a year earlier. Weaim to increase the proportion to 50 per cent during2010.

CLIATE AND ENERGY ARE BEING RIORITISEDOur owner, the City of Stockholm, has the environ-mental target of reducing greenhouse gas emissionsby 25 percent by 2015. In 2050, the entire city ofStockholm is to be free of fossil fuels. The biggestclimate-changing factor for Familjebostder is energyuse in buildings (heating, electricity and hot water).Familjebostders last oil-red boiler was taken out


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of service in 2009. Virtually all of our properties are

connected to district heating, and we are involvedin dialogue with the district heating provider abouthow their fuel mix could be more renewable. A goodworking relationship with the district heating provideris also a prerequisite for new energy solutions, such assolar panels that provide a surplus of heat during thesummer.

LARGE INVESTENT IN EDUCATIONThe employees knowledge is a key issue, as is theirinvolvement in energy-related work. Therefore, alloperational technicians and others with similar posi-tions in the company will receive extensive training.This training will touch on several areas, includingthe climate shield of buildings, heating and ventilationsystems, control and regulation technology, and more.This training drive extends over eighteen months, andcomprises a total of 20 training days. This is the wayFamiljebostder gives its employees a solid and com-mon knowledge base on which to stand, thus increa-sing the opportunities to make energy consumption inits housing stock more efcient.

STIULUS FOR STOCKOL - ENERGY EASURESThe City of Stockholm started a major series of invest-ments entitled Stimulus for Stockholm during 2009, apackage of measures costing an extra SEK 20 billionby 2013, to strengthen Stockholms economic develop-ment during the current downturn. This programmewill increase the construction of housing in the cityand will also make it possible to bring forward workon renovating and improving the environmental ef-ciency of homes, schools, housing for the elderly, andgarages.

Between now and 2013, Familjebostder will invest

close to SEK 2.1 billion in additional maintenancework, two thirds of which will focus on energy saving

measures. For example, windows will be replaced, fa-

cades and attics will receive additional insulation, theconduit system will be given new insulation, heatingand ventilation will be better adjusted, water-savingmeasures will be introduced, and so on.

We will also be testing new technology in the formof solar panels on one building in each district. Heatpumps will be installed in some buildings, combiningthis technology with geothermal heating and solar pa-nels. For example, our district ofce in Rinkeby, whichalso houses a large laundry room, will be equippedwith solar cells, solar panels and heat pumps which

together are expected to halve energy consumption.Familjebostders new head ofce has already beenequipped with 72 square metres of solar cells.

STOCKOLS FIRST LOW-ENERGY OUSEThe rst residents moved into Stockholms rst low-energy house, in the Skogskarlen district in Stureby,during the summer of 2009. This house is built with alot of energy-smart solutions that together will reduceoverall energy consumption to half the level stipulatedby current building regulations.

Both buildings in the Skogskarlen district were

typical houses from the start, houses built according tocommon and basic templates that we have used in se-veral other places in Stockholm. However, this projectinvolved making them less energy consuming. There-fore, there is thicker insulation in the walls, ceilingsand oors, and more energy efcient windows havebeen installed. There are no radiators, and districtheating is not connected. Instead, the energy for thebuildings is derived from heat pumps, solar panels andthe natural heat generated by household appliancesand the occupants.


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ENVIRONENTAL RESONSIBILITY2

SYSTEATIC WORK TO REOVE RADONWe have been working for many years at Familjebo-stder to reduce radon levels in our properties. Radonis measured with the help of random testing to ensurethat it does not exceed the guideline value of 200 Bq/m3. If a building is discovered to have radon levels

above 200 Bq/m3, it is immediately entered into ourradon reduction programme. First of all we carry outa radon investigation to nd out if the radon is comingfrom the ground and/or the building materials. Measu-res are then taken to x the problem, which may entailchanging the ventilation, the seals, or installing a ra-don extraction system. The radon level is then checkedagain. We will be bringing in external expertise tofurther reinforce our radon work during 2010.

TYICAL OUSE WIT ENERGY REQUIREENTSFamiljebostder is seeking to reduce production costs and thereby rents - without lowering quality requi-rements. One way of keeping costs down is to signa framework agreement, drawn up via a design and

contract competition, for our typical basic buildings.We demand energy efciency as part of this procure-ment process, and the 2009 competition stipulatedan energy consumption gure of 80 kWh/m2/year, agure signicantly lower than the 110 kWh/m2/yearrequired by the National Board of Housing, Building

and Planning. If this requirement is not met when thehouses are nished, the contractor will have to pay apenalty. However, if energy consumption is actuallylower than our stated requirements, the contractorwill get some money back.

EART OUREarth Hour is a global climate manifestation that callson everybody to symbolically switch off all lightingfor an hour. Familjebostder wanted to do somethingextra for Earth Hour 2009 so, in addition to encou-raging our tenants to switch off the lights for an hour,

we gave a free low-energy light bulb (CFL) to everytenant that signed a new contract between 1 April and31 December. The effect of these roughly 2,000 CFLsreplacing normal light bulbs is an annual reduction incarbon emissions of about 90 tonnes.

INDIVIDUAL ENERGY ETERING AND BILLINGThe habits and behaviour of our tenants, of course,affect energy consumption. In order to get the tenantsinvolved in our ambition to save energy, we are testingindividual metering of heat and hot water in a coupleof buildings. So far, these tests are showing energy sa-vings of around 15 per cent. For the last few years, allof our new buildings have been equipped with indivi-dual metering facilities for heating and hot water.

ORE ENVIRONENTALLY FRIENDLY VEICLESFamiljebostders business trips and transportation areanother area for our environmental initiatives. 77 percent of the vehicles in our eet were environmentallyfriendly versions in 2009, and we have high hopes ofachieving our target for 2010, which is to increasethis to 100 per cent. In 2009, we bought in 14 newgas cars, and extended our green car pool from veto seven cars. With effect from 2009, we began thetransition to stud-free winter tyres. By the end of


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2009, about 25 per cent of our eet had been changedto stud-free winter tyres. The goal for 2010 is 55 percent.

Since 2007, we have had a travel policy in placethat helps our employees to ensure that their businesstrips have as little environmental impact as possible.

Employees at Familjebostder will always try to makeas few such trips as possible and, where they can, theywill replace a trip with a telephone call, an email, orsimilar. We have also extended our effort to providecompany bicycles, enabling everyone to choose thebicycle instead of the car for short journeys within thecity itself.

IROVED WASTE ANAGEENTIn 2008, we started work on giving tenants the opp-ortunity to sort their food waste. By the end of 2009,13 per cent of our tenants had access to this facility,

and the target for 2010 is 17 per cent. The currentsituation is that food waste is taken to a compostingfacility and turned into soil. With effect from 2011,the City of Stockholm is planning to instead extractbiogas from food waste, which we think is an excel-lent development. Biogas is greatly advantageous tothe climate, and it is something that is in short supplyin the Stockholm region.

We are also continuing efforts to increase to ninethe categories into which waste can be sorted. Whenwe build new homes, the provision of waste mana-

gement facilities that offer recycling is a matter ofcourse.

ENVIRONENTAL AWARDFamiljebostder is working actively to reduce thespread of harmful substances, both in the propertieswe already manage and those we are constructing.For several years now, our staff have been choosingchemicals from a list that was drawn up to specicallyreduce negative impacts on health and the environ-ment. We received an honourable mention in SABOsenvironmental award competition in 2007, for our

work on this list of chemicals. We will be participatingin a project together with other real estate companies

in 2010, where we will be trying to nd even better

products to put on the list of approved chemicals.To assist us when choosing chemical products andbuilding materials that are as friendly as possible forour health and towards the environment, we use adatabase entitled Byggvarubedmningen (literallythe Building Materials Assessment), which we runtogether with about twenty other large property ow-ners. The building materials are assessed using sevendifferent criteria, and then classied as recommended,acceptable, or to be avoided.

We have already surveyed our housing stock interms of the environmental toxin PCB. Several buil-

dings have since been cleaned up, and a few more willreceive similar treatment in the near future.


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ECONOICSUSTAINABILITY

Familjebostder considers property as a long-term investment. Good

and responsible property management, combined with stable economic

development o the company, create the conditions necessary to have

sustainable and attractive homes or many years.

3Familjebostder has business value as one of four corevalues of the company. For us, business value meanscomprehensively ensuring long-term value growth,both through our daily operations and our invest-ments. Business value is also about creating value formoney in all of our relationships, be they with custo-mers, suppliers or our business partners.

STRONG GROWT DURING TE YEARStockholm sets new records each year for populationgrowth, and demand for housing is constantly at avery high level. Familjebostder therefore has veryhigh goals for new production, and the construction of638 ats began during 2009. Tenants could move into362 new ats. Familjebostder also took over morethan 4,000 ats from Svenska Bostder in the areasof Fagersj, Farsta, Farsta Strand, Hkarngen andTallkrogen.

ONGOING AINTENANCE ANDWASTEWATER IE RELACEENTAs the administrators of a large amount of rental pro-perties in Stockholm, we have a responsibility to thecity and to its citizens to carry out this administrationwith economic sustainability in mind. Managing pro-perties also means maintaining and renovating themwhen necessary. Homes and commercial properties arein regular use and are subjected to constant wear andtear. Many older buildings, constructed using old ma-

terial and water pipes, cannot cope with the demandsand requirements of today. The projects to renovate

old buildings and to rebuild our wide range of housingfrom the 1940s and 1950s have therefore been givenpriority for many years. We will complete the replace-ment of all the waste water pipes, in principle, during2010. We are well ahead with our renovation work,largely because we have consistently carried out main-tenance before the occurrence of problems or damage.

DOUBLED AINTENANCEIn order to strengthen Stockholms economic develop-ment during the present downturn, a major series ofinvestments in the citys various operations is beingundertaken, entitled Stimulus for Stockholm. Duringthe next four years, Familjebostder will be investingclose to SEK 2.1 billion in maintenance work.

Two-thirds of this will be spent on energy sa-ving measures, such as extra insulation in attics andfacades, and the replacement of windows. Anotherlarge group of so-called stimulus measures is aimedat increasing security for the residents by improvingentrances and increasing security in storage areas andbasements. Other stimulus measures will be carriedout in the courtyards and entrances to enhance acces-sibility to our properties, for example for people withwalkers or pushchairs.

Most of Familjebostders property portfolio is inthe inner suburbs or the outskirts of the city, whichmeans that most of the investments being made, andthe renovations being carried out, are helping to

strengthen areas outside the city centre itself.


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KEEING AINTENANCE LANS ORDERLY

In order to remain ahead in our maintenance workprogramme, we have begun a large inspection surveyof our properties. Every building will be examined,and long-term maintenance plans will then be drawnup. The purpose of this survey is to ensure that theright actions are taken at the right time and at theright cost.

OWERFUL BROADBAND FOR EVERYONEFamiljebostder is in the process of setting up a bre-optic broadband network, one of the most powerfulon the market, for all of our properties. There are se-veral different broadband service providers in the net-work, competing with each other, giving the tenants awide range of services to choose from, as well as thechoice of supplier. In the early part of 2010, the num-ber of ats connected up to the bre-optic networkhad reached 16,000. By the end of next year, 95 percent of our total housing stock will be connected. Thebre-optic broadband network is installed in all newconstruction.

NO VACANT OUSING

An important factor for long-term business value isthat there are very few vacancies within the housingstock. In the case of residential property, Familjebo-stder has virtually no vacancies. The demand for newconstruction is also high. Despite the economic situa-tion, Familjebostders occupancy rate for commercialproperty rose during 2009, mainly due to increasedletting in the inner city.

TENANTS WIT TE RIGT TO COOSEFamiljebostder would like to strengthen the attrac-tiveness of rental accommodation by offering greater

choice. We are continuing with the development newniche housing, such as communal living, and non-smo-

king buildings. In 2009, work started on both another

non-smoking building and a communal building withcooperative tenancy. Our tenants can also affect theamount of rent they pay, due to our tenant-directedmaintenance programme, which we are alone in of-fering in Stockholm. Tenant-directed maintenancemeans that we offer rent rebates to those who chooseto defer the interior maintenance of their ats. On theother hand, tenants can also choose to have the workcarried out earlier than planned, at an additional cost.


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Familjebostders overall responsibility is to live upto the expectations of our employers: the citizens.Our operations are directed partly by Stockholm CityCouncil and partly by our own board.

DIALOGUE WIT UNDREDS OF TENANTS

Familjebostder, in cooperation with its sister compa-nies, organized civic dialogues in Rinkeby and Tenstaduring the year. Residents in the districts around Jrvawere invited in for information and discussions aboutthe future, which resulted in over 30,000 commentsbeing submitted. The actual residents and those partieswho are in the areas during the day were asked toanswer questions and offer their views. These opinionshave now been compiled and are being used as a basisfor the continuing development work being carriedout in the districts by both the company and The Cityof Stockholm.

In conjunction with these dialogues, tenants wereasked if they would be interested in participating in aso-called resident panel. Interested tenants were theninvited to a special meeting on the development of thecentral street thoroughfare in Rinkeby.

SUORT FOR LOCAL RESIDENTS ASSOCIATIONSFamiljebostder has agreed with the Tenants Associa-tion to commit a certain amount of money per atthat the local residents associations can spend on acti-vities or measures for everyone. Applications for such

support are made to the Tenants Association in Stock-holm, the idea being that all tenants should be able

to benet from it. It is quite common for local clubsor associations to run some sort of leisure activity, orsomething is bought that will be used in a courtyard.

AKING USE OF TE TENANTS VIEWSIn Familjebostders annual customer survey, around

half of all our tenants are asked what they think ofFamiljebostder as a landlord, how comfortable theyfeel living in one of our properties, and how comfor-table they feel with us. Some of the responses in thequestionnaire are used to create a service index. Thisservice index is an aggregate index that measures thetenants perceptions of our service, their residentialenvironment, and the standard of their ats.

The views of the tenants then form the basis forplanning of maintenance and care. In previous years,for example, we received low scores for our outdoorenvironment and therefore we have, in the last coupleof years, put extra effort into the renovation andmaintenance of our courtyards. Results improved mar-kedly in the customer survey for 2009, indicating thatthis effort has been appreciated.

Familjebostders short-term goal is a service indexof 80 per cent, and our long-term goal 82 per cent.The result for 2009 remained at approximately thesame level as the previous year, showing a slight in-crease from 79.1 to 79.2 percent.

FAILJEBOSTDERS WEBSITE RAISED

One of the most important ways for us to be in con-tact with existing or future tenants, as well as the rest

DIALOGUE WITSTAKE OLDERS

For Familjebostder, it is a key principle to be open and transparent in

everything we do. We have a number o interested parties who need clear

insight and involvement in our work. Above all else, it is important or us to have

lively dialogue with our tenants and that they have great confdence in us.

4


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of the general public, is our website. A new website

was launched in 2009 which was honoured with theMost Improved Web Service award in the Informationand Services category. This award is based on a com-prehensive study of Swedish websites, looking at theirease of use, information available, and contact details.

FAILJR AGAZINE AS OULAR AS EVERFamiljebostders tenants magazine, Familjr, ispublished regularly and distributed to all tenants. Formany years, nine out of ten tenants have said when as-ked that the information contained in Familjr is verygood or fairly good. The magazine changed formatand frequency in 2009, going from a four-page sheetpublished once a month to a small magazine publishedfour times per year. The magazine provides topicalinformation affecting tenants, such as their housing,or news on work being carried out by Familjebostderand the City of Stockholm.

ELOYEE ARTICIATIONBefore producing its business plan for 2008, Familje-bostder introduced a new system of operational plan-ning. All employees had to be involved in a processthat led to ve major objectives for the coming years.Every department and district now plans its opera-tions based upon these major objectives, and theyform the basis of a company-wide plan with commonobjectives. All employees are involved in the processto develop local goals for their operations. When thecommon operational plan for the company is ready,it is distributed to the employees. The companysobjectives and activities are followed up regularly andcommunicated internally.

A TOUR OF FAILJEBOSTDERS STOCKOL

As an example of Innovation, one of the companyscore value keywords, Familjebostder has abandoned

the traditional annual nancial statement and has in-

stead created a guide that takes the reader on a roundtour of interesting events from the previous year. Onthe tour, we visit tenants, new buildings, employ-ees, and city planners, as well as children and youngpeople taking part in holiday activities. This bookletgives a wider audience a more vivid picture of everyth-ing that is going on at Familjebostder.

COOERATIVE WORK WIT ASSOCIATIONSFamiljebostder has a general approach towardssponsorship that is rather restrictive. Instead ofsimply giving a sum of money, contracts are drawnup regarding cooperative work, whereby associationsreceive nancial support and then they, in return,help with activities that are of benet to our tenantsand increase value. That is all part of our effort tocontribute to sustainable development in Stockholm.Familjebostders football, swimming, bandy andathletics schools are examples of sizable company-wide cooperative efforts. Many cooperative projectsare run locally in the various residential areas.

familjrTilldigsomrhyresgsThosFamiljebosTderjuni2010

vrnsiggrbnyckri

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rigskrppckrgn

foto:lleholda


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GOOD WORKINGENVIRONENT

In order for us to be able to live up to our vision ofproviding world-class rental property, we verydeliberately put a great deal of effort into being an ef-cient organisation and an attractive workplace.

Our core values, with the keywords Commitment,Customer Focus, Business Value and Innovation, areour most important strategic tool for creating a goodworking environment. The core values mean that weall have the same attitude in our daily work, some-thing that creates involvement. This makes it a vitaltool for creating job satisfaction and commitment.

Familjebostders ocus is on ensuring that our tenants eel comortable

with their homes and that they eel they get good service rom us. A

condition i we are to meet these expectations is that our employees are

comortable with their jobs. ut simply, employees perorm better when

they are happy - a simple concept that we take very seriously.

5This is further reinforced by the companys efforts toensure that all employees should be familiar with theoverall objectives of Familjebostder.

IG JOB SATISFACTION INDEXA prerequisite for Familjebostder achieving its objec-tives is that all employees are committed and feel thatthey contribute to the success of the company. In orderto be able to measure this, the company has for severalyears carried out employee surveys, and in addition tothis we also work with structured and targeted perfor-mance analysis and following-up.

The response rate is very good overall - in 2009 itwas 90 per cent. The job satisfaction area of the ques-tionnaire tops our results. Almost nine out of ten feelthat their work is meaningful and eight out of ten are

happy with their assignments at work. Health and theworking environment are two more areas with goodresults. The companys employees are also very pleasedwith Familjebostders commitment to wellness andkeeping t. Overall, the Employee Satisfaction Indexrose from 66 the previous year to 69 during 2009, allof which compares well with the City of Stockholm asa whole, which had an Employee Satisfaction Indexof 62.

WE WILL STRENGTEN LEADERSIIt was new for the 2009 employee satisfaction survey

that some of the issues have been used to highlight thecommunicative leadership of the company. Managers


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have each received individual reports with the results

for their department. For every question area in thecommunicative leadership section there are then vari-ous support and development tools. This means thatthe individual manager, as soon as he or she receivesthe results, gets tips and advice on what needs deve-loping regarding their communicative leadership andhow to go about doing this.

DEVELOENT AND INVOLVEENTImportant factors behind having satised and com-mitted employees include recruiting the right people,investing in the development of every employee inthe best way there is, and as far as possible retainingknowledge within the organisation. Development isstimulated both at an individual level and at a levelfor the entire organisation. The development of skillstakes place through work with strategic training plansthat cover the needs of the organisation and throughpersonal development plans. Work with strategictraining plans that cover the needs of the organisationmeans that the number of training days varies fromyear to year. The difference in training and educationbetween 2008 and 2009 occurred because we carried

out joint training during 2008 involving large groupsof house caretakers and repairmen. Furthermore, themajority of the staff attended knowledge and informa-tion days on the subject of elderly tenants continuingto live in their existing homes.

EALTY ERSONNELFamiljebostder has held a workplace health diplomasince 2008. A great deal of effort goes into supportinga healthier lifestyle among our employees. The ex-pression the better you feel, the better you performapplies as much in the workplace as out of it.

We offer our employees an annual training grant,and more and more of them are taking advantage of

this. We have health motivators who support mana-

gers and organise healthy activities. The company alsooffers various courses on the subject of better health,such as weight-reduction groups. There are also cour-ses to help people quit smoking or using moist snuff.These courses are a welcome investment, especiallygiven that Familjebostder, along with other workpla-ces around the City of Stockholm, has been smoke-freesince the beginning of 2010.

Familjebostders employees have also becomehealthier. The goal in 2009 was that sick leave wouldbe 5 per cent at the most, and the result was actually

4.2 per cent. The goal for 2010 is therefore four per-cent at the most.

CLEANING SERVICES ALSO ENANCE SOLIDARITYEvery year, Familjebostder organises a joint cleaningday. This means that all of our employees go out intothe residential areas to pick up litter. This is one wayto show how much Familjebostder cares about theresidential environments, and how we are preparedto make every effort to help keep them clean and tidy.At the same time, these cleaning days are an activitywhere the entire staff carries out something together

and shows commitment towards reaching our com-mon goals.

SUER JOBS AND WORK EXERIENCEFamiljebostder works continually with investing inyoung people and with nding ways to recruit newemployees. During the summer of 2009, Familjebost-der was able to offer jobs to 100 young people, 60 ofwhom were children of our tenants.

We offer trainee positions for university and collegestudents, and we also work with Jobbtorg Stockholm,an organisation that supports people looking for

employment but who nd themselves a long way awayfrom the labour market.


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1 SOCIAL RESONSIBILITY

SKY is a network involving a number of municipal housing companies in Sweden.Six of these companies, Familjebostder, Vtterhem, Gvle, Helsingborgshem,

Stngstaden and BO, have chosen to produce a CSR report for 2009.

Indicator Unit 2007 2008 2009 SKY

average

Average area per type of residence 1 room + kitchen m2 36 36 35 37

2 rooms + kitchen m2 56 56 56 60



>=5 rooms +kitchen m2 127 129 125

Average rent per type of residence All types of at kr/m2 952 1,000 1035

Operational cost development* kr/m2 418 423 456 473

Rental development kr/m2 952 1,000 1,035 889

% 1.98 2.05 2.87 3.20

Moving within housing stock (excludes students) Total % 6.7 6.7 7.0 16.4

Company operates a non-discriminatory hiring policy Yes/No Yes Yes Yes Yes

Company works to increase social cohesion in itsdistricts Yes/No Yes Yes Yes Yes

Internal and external costs for social responsibility(now district development) ** kr/at - - 180 321

Costs for the companys social assistance ** kr/at - - 27 75.8

Proportion of housing in the companys stock suitablefor elderly and disabled people % - - 25 54.4

The company works with safety and secu-rity issues on an ongoing basis Yes/No Yes Yes Yes Yes

New construction of rental apartments Qty 190 476 648 122% 0.9 2.3 2.8 1.0

Property Acquisition % 0.0 0.0 17.8

Proportion of special housing accommodation thecompany stands for, relative to the municipalitystotal amount

numberof new

atsper year 66 69 72

Evictions due to economic reasons or disturbance Disturbance number 3 1 1 2.8

Economic reasons number 29 39 27 30.3

* operational costs refer to operational costs, administrative and overall business costs** see page 22 for denitions


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average

Does the company work actively withenvironmental improvement measures Yes/No Yes Yes Yes Yes

Proportion of checked ats that do not passcurrent radon guideline values (200 Bq/m3) % - - 1.2

Does the company impose environmentalrequirements during public procurement * Yes/No Partly Partly Partly Yes

Amount of energy consumedby the property portfolio kWh/m 199.3 189.9 192.3 181.6

Amount of greenhouse gasemitted by the housing stock kg/m 26.2 27 24.4 16.4

Carbon dioxide reduction, base year 2005 % 1.9 7.4 10.1 8.65

Proportion of renewable energy company uses * % 78 79 81 83.6

Carbon dioxide emissions from company vehiclesTon

CO2/r 97 84 60 141.4

Development of water consumption in stock Hot l/m 700 - - 594

Cold l/m 1,260 - - 1,209

Company engaged in shaping publicopinion regarding environmental concerns Yes/No Yes Yes Yes Yes

Amount of waste produced in the housing stock Compost kg/at - - 0.9 33

Household waste kg/at 364 358 364 331

Material that canbe recycled kg/at 88 81 - 154

2 ENVIRONENTAL RESONSIBILITY

* see page 22 for denitions


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4 DIALOGUE WIT STAKE OLDERS

3 ECONOIC SUSTAINABILITY


average

Proportion of renovated ats,relative to existing housing stock * % 7.4 8.1 6.5 2.85

Unused investment and maintenancecosts (excluding new construction) SEK 480m 534m 1,055m 480m

SEK/at 21k 26k 46k 31k

The companys rate of occupancy Total % 99.5 99.58 99.75 99.0

Companys investment in newconstruction and property acquisition New construction SEK 517m 638m 870m 212m

Acquisition SEK 15m - 1,238m 208m

The company follows an established procurementpolicy containing sustainability criteria * Yes/No No No No Yes

* see page 22 for denitions


average

The company sets up and carries outregular dialogue with the tenants Yes/No Yes Yes Yes Yes

Proportion of the companys tenantswho are satised with their housing Service index % 78.5 79.1 79.2 82.1

Security index % 72.8 74.0 73.9 78.4

The company is actively working with action plansaimed at increasing the satisfaction of the residents Yes/No Yes Yes Yes Yes

The company has, and follows, a sponsorship policy Yes/No Yes Yes Yes Yes

The company works to an established code of ethics Yes/No No No No Yes

The company has long-term goals towards whichto navigate, derived from the business plan Yes/No Yes Yes Yes Yes


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5 GOOD WORKING ENVIRONENT

* Course fees, excluding travel, hotel, and time off work** Excluding MDs salary*** Trainee means a person receiving practical experience and some form of compensation

EURONET COARISONS 2009


average

Form of employment/fulltime employee Permanent % 97.3 93.3 93.1 90.0

Seasonal % 2.7 6.7 6.9 10.0

Is there a health and safety at work policy? Yes/No Yes Yes Yes Yes

Proportion of employees who are satisedwith their work job satisfaction index % - 66.0 69.0 80.9

Education and training for staff * Outcomekr/

employee 9,800 10,670 4,625 8,227

Training days per employee per year hours 32 40 16 24

Absence from work Sickness and stress % 5.72 4.09 4.19 3.4

Distribution of average monthly salarybetween gender and category of employees **

Ofce workers,male kr/month 37,743 38,356 38,870 31,980

Ofce workers,female kr/month 28,150 30,114 30,885 27,223

Blue-collar workers,male kr/month 21,825 23,210 24,110 22,425

Blue-collar workers,female kr/month 20,595 21,507 23,020 21,290

Special employment Trainee *** Number 3 0 2 7.6

Holiday Number 129 100 80

Number of employees born overseas,relative to municipality population % - 76 86 74

Percentage of women in management positions Board % 38.9 22.0 33.3 29.8

Management Group % 12.5 14.3 14.3 23.5

Unit Familjebostder Eurhonet average Best Organisation

New construction of rental accommodation % 2.8 0.93 3.7 AB Gavlegrdarna

Energy consumed by the housing stock kWh/m 192.3 176.4 102 GBG Mannheim, GE

Amount of greenhouse gasemitted by the housing stock kg/m 24.4 30.8 2.7 AB Gavlegrdarna

Proportion of renovated ats,

relative to existing housing stock % 6.5 3.2 9.67 FSM, FRCompanys investment in new construction SEK 870m 240m 870m Familjebostder, Stockholm


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DEFINITIONSRENOVATIONThis concept refers to ats that were,during the year, affected by major mainte-nance work, renovation, refurbishment orretrot measures. Renovation is denedas changing a building, part of a building,or an installation into a state that is, froma functionality perspective, comparableto the condition of new. The conceptof renovation of ats includes thereplacement of waste water downpipes,so-called relining, improvements madeto seals in the bathrooms and kitchens,new kitchen cabinets, etc. Normal main-

tenance, such as wallpapering, painting,carpet replacement, and the replacementof individual sanitary products, is notincluded.

RENEWABLE ENERGYRenewable energy means a source ofenergy that is constantly renewing itselfand, as far as we can tell today, will notrun out in the foreseeable future. Fossilfuels are not considered to be renewable.It is true that certain types of fossil fuelare renewable, but the process takes avery long time; many millions of years.Furthermore, they are being used today ata rate far greater than that at which theyare being renewed. Nuclear power is notconsidered to be renewable either, sinceits production is based on nite resources.From the sustainability perspective, it isof crucial importance whether energy is,or is not, renewable.

Solar energy, biofuels, hydropowerand wind power are sources of renewableenergy. Stored energy (fossil fuels) such asoil, coal, gas and uranium are not renew-able energy sources. This means that elec-tricity can be considered to be renewableenergy when it is produced in hydro or

biomass power plants, but not when itis produced in nuclear power plants orpower plants driven by oil or coal.

Other renewable energy sources:Solar energy solar cells, solar heating,solar panels. Wind power wind farms,wind turbines. Hydropower salt andwave power, tidal power, ocean thermalpower. Terrestrial power heat pumps,underground heating, geothermal heating,water heat exchangers. Bioenergy fuelpellets, biofuel.

OERATIONAL COSTSOperational costs refer to operationalcosts, administrative and overall businesscosts.

SOCIAL RESONSIBILITYBoth internal and external costs areincluded within the framework of socialresponsibility. There are costs incurred fordistrict and suburban developers or theirequivalents, as well as implementationcosts for work on tenant inuence, thesupport of associations, homework assis-tance, local area events aimed at increa-sing community or social interaction, andthe external costs of the Tenants Associa-tion or another external organisations.

SOCIAL ASSISTANCE

The cost of social living issues is inclu-ded in the framework of social assis-tance. There may be personnel costs forthose dealing with disturbances, nancialcounselling, evictions, work with socialpriority and short-term contracts (trialperiod contracts) that are linked to thesocial living group or its equivalent.

EVICTIONSEviction means the Enforcement Authori-ty carrying out the eviction of the tenant.The basis for the eviction is a decision,judgement or court ruling which says that

the tenant is required to move out.OUSING ACCESSIBLEFOR TE ELDERLYThe term Housing that is accessible forthe elderly refers to properties that canbe reached without having to climb astep. It is therefore made up of groundoor homes as well as ats that can bereached by lift. Note that if there is aheight difference at the entrance, theremust be a ramp or something similar.

CO2 CALCULATION ODELTo calculate CO2 emissions from our

operations, the following conversionfactors are used:Form of energy Unit Emissions per unitElectricity kWh 257 grams CO2Oil m3 2,680 kg CO2District Heating kWh 102.8 grams CO2Petrol litre 2.4 kgDiesel litre 2.7 kgEthanol (E85) litre 0.36 kgBiogas litre 0For air travel we use the Tricorona cal-culation model for emissions. For privatevehicles that are used for business trips,we use the same conversion factor as

for one litre of fuel. Fuel consumption isestimated to be one litre for every 10kmtravelled by a petrol-driven car, and 0.8litres for diesel-powered vehicles.

SUSTAINABILITY CRITERIA DURING TEROCUREENT ROCESSCriteria such as ethical and social respon-sibility are included in this concept, aswell as economic criteria.

By default, the tender schedule shouldinclude clauses giving the right to cancelif any party or representative/employee ofa party, at any point during the term ofthe contract, and in his role as represen-tative/employee of a party, is convictedof unlawful discrimination or is forced topay damages after being found guilty ofviolating the laws of equality or discrimi-

nation in the workplace. All parties mustalso comply with the current laws regar-ding working environment and healthand safety at work.

With regard to nances, the tenderingparty must be able to show that he is freefrom barriers to participate accordingto the laws of public procurement. Thismeans that a bidder can be excludedfrom participation in contracts if he is inbankruptcy, liquidation, receivership, orhas cancelled all payments until furthernotice, is subject to a ban on commercialactivities, or is under consideration for

such a legal process, or similar conduct.Each applicant must also be able to provethat he is registered for corporation taxand VAT, and also that all due taxes,social security contributions and otherstatutory fees have been paid.

ENVIRONENTAL REQUIREENTSDURING ROCUREENTEnvironmental requirements during theprocurement process vary depending onwhat is being procured. Some examplesare: Company vehicles used in certaintypes of contract must at least meet theminimum environmental standard set in2005. Building materials that are classiedas red, as per the trafc light principle,based on criteria in for example TheHealthy House, must rst be approvedby the developer, unless other alternativesare selected.

During renovation, new construction, ormaintenance work, there are demandsplaced on how any waste that arises willbe sorted. The scale of this varies depen-ding on the scope of work, but usuallyrequires the sorting of wood, electronic

rubbish, hazardous waste, metal, inam-mable materials, and plastic.


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Documents

CSR Report 2009 - FamiljeBostader (English)