CSR Report 2009 - Stangastaden (English)

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

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2009

Corporate Social Responsibility Report


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What is CSR?The social responsibility o the companies - or CSR - is extensive.

Corporate Social Responsibility, or which the abbreviation CSR stands,

is basically about taking responsibility, not only or the impacts the

company has on society which 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. Stngstaden publishes this report to show

some o the examples related to sustainability issues that our company

is working on.

Contents

What is CSR? 3

Facts about Stngstaden 4

Editorial by the Managing Director 5Social responsibility 6

Environmental responsibility 8

Economic sustainability 2

Working with other interested parties 14

Good working environment 16

Indicators 18

Denitions 22

What is Eurhonet?European Housing 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 minimisedthrough awareness and the implementation o active measures.


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Editorial by the Managing Director

Stngstaden is a long-term player in the property

market, where we take a very broad social-economic responsibility. One o the ways in

which we do this is by treating our propertiesas long-term investments and not as nancialtransactions. We work according to our ambitiono using our resources eectively and respon-

sibly. We want to limit our impact on nature andcontribute to better living conditions and thewell-being o our tenants. Stngstaden has highambitions and the company must set an example

both locally and globally. This places responsi-bility on all o our actions, even those entailingonly small changes, to become more ecient ineverything rom our daily activities to our major

investments.

Sustainable development is always an ongoing processand Stngstadens holistic approach to the use o

resources, the economy, the environment and societyorms one part o the management process o oureveryday operations. Work continued during 2009on developing sustainability management within the

company, which has been environmentally certiedaccording to ISO 14001 since 2005. In order to havean impact in all areas, every unit has the responsibilityor its own sustainability planning, where economic,

environmental and social aspects must all be included inboth their business and action plans.

The act that work on sustainability is linked to our

core business is an important success actor or us,while it also involves a dimension outside the companysbusiness activities. Thereore, the concepts o sustaina-bility and sustainability reporting have become natural

terms within the company or the combined work with

Facts about Stngstaden

AB Stngstaden, ounded in 1942, is Linkpings muni-

cipally owned public housing company. The companyis part o the concern Linkpings Stadshus, which also

includes all o the other municipally owned companies.The company shall manage its operations according tocommercial principles, as well as the principles o primecost, equality, and localisation.

AB Stngstaden is Linkpings largest landlord. Theact is that almost one person out o every our in Link-ping lives in one o the companys properties. Stng-

staden has a wide variety o housing to oer the market.There are terraced houses, detached houses and apart-ments to be ound in both the central parts o the city aswell suburbs.

Facts aboutStngstaden

Market value oproperties:EUR 1.07 billionTurnover:EUR 116 million

14 600 dwellings

400 commercialproperties

4 000 student fats(in their ownsubsidiary company)

133 employees

the environment, socialresponsibility, and the

economy, as well as theethical position regardingour relationships withother interested parties,

not least our employees. Stngstaden has thephilosophy that the company is one part o a society inwhich sustainability applies to everyone, and we wouldlike to see our taki ng o responsibility in a broader

context.

HANS LANDERManaging Director AB Stngstaden

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Stngstadens vision:

Stngstaden shall be the obvious choice or everyonewho wants to build a lie in Linkping. Stngstadenshall set an example, internally and externally, locally

and globally.

Stngstadens business idea:

Stngstaden shall oer quality and peace o mind,a wide range o aordable rental housing and homes

suitable to their environment.

Stngstadens property portolio

Towards sustainability


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1Socialresponsibility

The home and its immediate surroundings are importantwhen it comes to creating possibilities or people to lead

good lives. Through CSR, the taking o social responsibility,

we are helping to create good living conditions as well as

a sae and secure environment or everyone who lives and

works in Linkping.

CSR is an important part o our business. CSR canmake a dierence to people at an individual level as

well as in various social groups. Community spirit andmeetings between people aect their overall well-beingas well as the atmosphere in a residential area, and insome neighbourhoods this is abundantly clear. The

company has thereore invested in a range o cooperativeprojects with schools and clubs, in order to be able towork on security and integration issues via these projectsand at the same time see that activities are organised or

and by the tenants.

In consultation with the municipality, a political steering

group has been ormed which, via a large network,is part o the process now underway or developing a

model or suburban development in Linkping. Stng-staden brings the good experiences gained rom the EttAktivt Ryd project into this collaboration, in order toshow which actors gave successul results there, as well

as other experiences that need to be developed urther.

Security - a key issue

Living in rental accommodation generally provides a

sae and careree way o lie. The landlord takes care othe routine and general maintenance, while the tenantcan relax, spend time on rewarding pastimes, and not

have to worry about the uncertainty o interest rates.Security, o course, is also about residents eeling sae,

both in their residential areas and in their homes. Thecomort and well-being actors increase when a personeels sae and secure, something that is measured clearlyin our annual customer surveys. It can be seen in these

how the tenants perceive the way their security and well-being are aected by the companys eorts and commit-ment.

The trend regarding security continued in 2009 with

ongoing operations, such as continuously reviewing t helighting in the communal areas o the housing estates

(both indoors and outdoors), and keeping bushes andshrubberies pruned. Work on introducing an electronic

outer security system also continued. There are manyadvantages to the electronic lock system (known as tags).The main one concerns keeping unauthorised peopleout o the stairwells. The tags cannot be copied like

ordinary keys, and they can be set up according to theindividual needs o each tenant. This system had beeninstalled in 63 buildings by the end o 2009.

In its summary o 2009, Stngstaden could state thatthrough the companys actions the number o break-insdecreased or the third consecutive year. In 2009, thenumber o burglaries ell to 213, this rom 412 in 2006.

Collaborative projects

One way to increase well-being in residential areas is toinvest in projects together with clubs and associationsthat get people involved socially. Stngstadens invol-

vement in these i ncreasingly important collaborativeprojects varies, but i s always based on dialogue aboutactivities that could be put into action. Sometimes ourcontribution consists o making premises available,

while on other occasions it may mean nancial supportor the association organising the activity. Stngstadenbenets rom there bei ng a broad range o good acti-vities in the area, and will be looking to broaden the

number o collaborative projects in the uture.

Activities for children and young people

In collaboration with mainly sports clubs, Stngstadenhelps to create the right conditions or activities in the

residential areas that primarily give children and youngpeople something to do. The company collaborates to avarious degree today with around 30 clubs and associa-tions. These organisations receive a nancial contribu-

tion towards running, above all, activities or youngpeople in Stngstadens residential areas. This work

is constantly evolving. Stngstaden is convinced thatwhen children and young people are oered meaningul

activities there is less mischie and vandalism in the resi-dential areas and everyones well-being increases. A loto people take part in the various activities, which arevery much appreciated.

During 2009, Stngstaden initiated cooperation withthe Jippi Kulturproduktion theatre company, whichamong other things puts on a chi ldrens theatre show

in Gamla Linkoping. They were also involved with thecompany during the so-called Canal Day at BergLock on Mothers Day. They manned St ngstadensrat, act ing throughout as Ronja Robbers daughter, the

Astrid Lindgren character, and thieves. Stngstaden

contributed urther by providing a climbing wall or theevent.

An Active Ryd

Stngstaden has been running the project An ActiveRyd (the literal translation o Ett aktivt Ryd), with

support rom the Municipality o Li nkping, since2005. The goal o the project is to create conditions inwhich tenants o all ages can be ound some kind oworthwhile employment.

The association that was created by An Active Ryd inJune 2006 has evolved into a completely independentorganisation, with a Board consisting o ve people, all

o whom live in Ryd. The associations activities todayconsist o, among other things, being involved withchildrens and young peoples services, the planning andimplementation o national day celebrations, local coor-

dination and holiday activities. The study group start edby An Active Ryd in 2006 now oers c ourses in SwedishFor Immigrants, in addition to courses in computerskills, social studies and Swedish language tuition at

various levels.

Employment has been a key issue or t he associationor a couple o years now. A major project was set in

motion this year with the creation o AKR, which isa workers cooperative in Ryd. AKR is a c ooperativesociety, with its own board, and has the task o creatingjobs or people who would otherwise nd it di cult

to enter the labour market. The cooperative has tenemployees, and it is their knowledge, skills and personalqualities that determine which jobs are picked up romvarious dierent clients. These are normally relatively

small jobs, taking two or three months to complete, andhave so ar consisted o minor painting, gardening, clea-


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Social responsibility

ning and carpentry jobs. Sta members are also supervi-sors or the new workers within their respective elds o

expertise. AKR expects to have 10-15 positions open atany one time, and it is hoped that work carried out viathe cooperative will ulti mately lead to employment witha client or the majority o them. The three-year TNK

OM project (literally WHAT IF) continued duringthe year. The project, aimed at increasing employment,is unded by the European Social Fund (ESF). Anotherproject started up in Ryd in August, called Ung rst(Voice o the Young). This is being carr ied out together

with the municipalitys social secretary and others whowork with young people. The aim is to get involvedin discussions and nd out the best way or adults tointeract with young people. The ideas and suggestions

o young people are worthy o attention but sometimesthey get lost along the way, or example, due to the actthat their language can be dierent to that o adults.

Collaboration with the City Mission

A three-year collaborative project with Linkpings CityMission continued in 2009. The purpose o this projectis to create employment and increase the prociency

o people with some orm o disability or handicap;illiteracy or example. During the year, the participantshelped to carry out a review o the lighting in the area,change the names on the signs in the stairwells, and

carry out some o the easier routine maintenance such asapplying oil to the garden urniture.

Living Socially Project

The Living Socially Project, in collaboration with thesocial welare oce, continued in 2009. The aim is to

help people who do not satisy the requirements set outin the housing rental policy to nd somewhere to live.

The social welare oce has around 150 individualagreements with Stngstaden today or people whoneed this help. When the party concerned is deemedready or his or her own accommodation, the sublet-

ting contract is changed to a direct rental contract.This is normally ater about 18 months, but it can take

longer. Such contact between the social welare oceand Stngstadens Living Socially Project group isongoing. Consultation on policy issues with the respec-tive management groups and politicians also takes place

regularly. This cooperation contributes greatly to theact that Linkoping, considering the size o the city, is ina very good position in terms o the number o home-less people. Designated sta, people with backgroundsin social services, psychiatry, and rom the Integration

Oce, work in the Living Socially Project group. Thisgroup also deals with matters related to people whoseidentity is protected, as well as disturbance issues.

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Environmentalresponsibility2

By means o todays greenhouse gas emissions and ourdisrespectul use o the Earths resources, we are causing

serious climate change. We need to make some radical

changes in the way we use our planets resources, ones

where we take responsibility or our common environment.

Environmental Management

Environmental management is based on a number o

environmental targets dealing with energy eciency;the reduced use o resources, the phasing out o harmulsubstances, environmental management o projects andcontracts, a healthy indoor environment, and environ-

mentally aware tenants.

New this year is that t he responsibility or active workon sustainability has been delegated to each unit, withprincipal responsibility and reporting to the environ-

mental and sustainability manager. In practice, this

means that the sustainability aspects should be consi-dered in the dec isions taken everyday, and that each unitworks with actual activities based on a plan o action

that comes straight rom the companys business plan.Everyone is thereby involved in the issue, maki ng it comealive within the organization rather than being just adocument that someone else is responsible or.

Energy efciency

From both the environmental and the economic perspec -tives, work on reducing energy consumption is a matter

o major importance. Over 99 per cent o Stngstadenshousing stock is connected to the district heatingnetwork, which is an environmentally and ec onomically

benecial solution. The pace o our energy-saving work

will increase in the uture, with new ocus on analysisand more eective management o maintenance.

A new tool, Momentum Resource Control, is being

implemented. This will enable aster eedback o energyperormance, thereby speeding up the introduction omore ecient measures. The system manages buildinginormation, media statistics and media costs, as well as

all the inormation about the buildings themselves, andthis will have a signicant impact on our use o energy.

Focus on wind power

As part o Stngstadens sustainability eorts, thecompany acquired shares during the year i n Bixia ABswind power company, Bixia Gryni ngsvind AB. Stng-staden currently owns 40 per cent o the shares. St ng-

staden sees this as a long-term and economically soundinvestment; a sustainable way to invest i n renewableenergy.

Reduced use of resources

The project Future proo laundry rooms rst openedin 2008 and continued during 2009. The aim o theproject is to reduce the use o electricity in the companys

laundry rooms. The measures consist o replacing

older machines with newer ones, with lower waterconsumption, aster programmes and reduced energyconsumption. Where possible, the washing machines are

connected to domestic hot water, in order to use districtheating rather than electricity to heat the water in themachine. Other measures in the project are the instal-lation o motion sensors to control lighting, and the

conversion o the drying rooms rom electrical heating todistrict heating or the i nstallation o drying cupboards.Stngstaden has received a grant o EUR 0.13 millionrom the Environmental Protection Agency (K limp) or

the period 2008-2012 to support this project.

Waste is both a resource and anenvironmental problem

Through sensible and eective waste management,both the tenants and the company contribute to the

recovery o resources. Almost all (over 99.5 per cent) o

Stngstadens tenants now have less than 200 metres totheir nearest recycling centre.

Phasing out harmful substances

Apart rom energy consumption, the greatest environ-mental impact comes rom the chemicals (asbestos,mercury, lead, radon, and PCBs) that exist in the

construction materials used in the properties. A naturalstep to take i n conjunction with the phasing out oharmul substances is that o ensuring that all newconstruction, rebuilding, and renovation work will be

ree rom harmul substances. For this reason, materialsare chosen only i they are listed in the environmentaldatabase Sunda Hus. This database was c reated atera comprehensive environmental assessment o building

materials, and it orms a very useul resource or thecompanys e nvironmental work.

Stngstaden places demands on its suppliers and

contractors that they also work in an environmentallysound manner. Thereore, the company perorms regularquality and environmental audits on its suppliers.

Fossil fuel use reducing

Stngstadens last oil-red boiler was converted tobiologically-based oil as long ago as 2007. This measurehas reduced the use o ossil oil by almost 230 cubic

metres and emissions have allen by 370 tonnes in thethree years that have passed. The plant is now acing aconversion to district heating, scheduled to take placeduring the spring o 2010.

Healthy indoor environment

Radon measurements have been carried out previouslyin our housing stock and, wherever the value exceeded

the 200 Bq/m3 limit, Stngstaden continued to perorm

investigations and introduce corrective measures duringthe year. These measures have so ar reduced the number

o fats above the threshold rom around 1 600 toaround 400. During our radon mitigation work we havehad good contact with the municipalitys EnvironmentOce, ling regular reports on the values and present

status.

Environmentally aware tenants

During the year we introduced some new environmental

pages, including a lot o useul inormation concerningood, to our new website. A eedback campaign wasin operation during the year i n which Stngstadenstenants were told what their environmental commitment

had led to. Through their re cycling o 1 491 tonnes onewspapers and cardboard packaging, or example, theyhelped to save 40 hectares o orest. One ton equates toaround 14 trees. In this case that means 20 874 trees,

which is roughly the same as the entire Vallaskogenwood, a nature reserve situated in the centre o Link-ping.

New tenants are oered a voucher o SEK 300 to spendin the companys Smart Home store. Alte rnatively,they might preer to support the Nature ConservationSocietys climate work or t he Vi-skogen tree-planting

project, run by the magazine Vi, simply by donatingtheir voucher to one o these projects. So ar, 110 peoplehave demonstrated their environmental commitment bydonating their vouchers to Vi-skogen, while 67 peoplehave purchased emissions rights via the Nature Conser-

vation Society.

The green car pool that was introduced in 2005 was notthe success that Stngstaden would have liked. Tenants

could become members o Stngstadens collaborativepartner Sunfeet, and then rent environmentally riendlycars at reasonable prices. Unortunately, the collabora-tion with Sunfeet ended 31 December 2009, as Sunfeet

did not consider the level o bookings justied havingthe two cars. However, Stngstaden is reluctant to

abandon the idea o being able to oer gree n car poolacilities to its cl ients, so the company is now looking or

alternative partners.


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Stngstaden sees property as a long-term investment.Good and responsible property management, combined

with stable economic development o the company, will

create the conditions necessary to have sustainable and

attractive homes or many years.

Economicsustainability3

The market or property and housing in which Stn-gstaden operates is ully competitive. As a long-term

player in this market, Stngstaden takes a sociallyresponsible position by looking at property as a long-term investment, not a series o nancial transactions.The company is also an important par tner and developer

o the community in Linkoping, partly because o thenumber o jobs the organisation creates, partly becauseo the large construction projects it carries out in themunicipality, and partly because o all the procurement

contracts it awards each year.

Continuing new construction

Despite the downturn in the economy, and in cont-rast to much o the market, Stngstaden continued

the positive trend o new construction that has beengoing on or some years. During the year, a total o 52homes in Lambohov, Ekngen and Sdra Ekkllan werecompleted. The orecast or 2010 is t hat 41 more homes

will be completed.

Long-term administration

Stngstaden takes the responsibility o managing its

properties well, while at the same time the companymaintains and develops the properties rom a long-termsustainability perspective. All o this is so that we can

oer good housing or everyone or many years. For thispurpose, there is a large investment and maintenance

budget. The proportion o renovated fats in the port-olio is increasing, and our eorts to urther improvethe rst impressions given by the residential areas wi llbecome a priority job next year.

Low vacancy rate

Stngstadens vacancy rate has bee n low or manyyears. This i s clearly advantageous rom an economicpoint o view, as it means that losses are mini mised

while revenues are stable, meaning they can be used

or continued investment. By using a variety o meansto invest in a good residential environment that createswell-being among its tenants, Stngstaden is an attrac-

tive landlord.


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Stngstaden, as a public housing company, shouldbe benecial or its owners, customers, and society. In

accordance with other interested parties, we are developing

our operations in a responsible and businesslike manner that

is benecial to everybody.

Dialogue with tenantsWhat the tenants thi nk about Stngstaden is important.

Our customers should eel sae and secure i n theirhomes and residential areas. There should be a eelingo community spirit, and their views and aspirations orcreating greater well-being are important. The company

places great emphasis on issues o infuence and partici-pation or its tenants.

The well-being actor is oten greater in those areas

where participation and commitment are high, so Stn-gstaden thereore supports various dierent orms ogroup activities such as cleaning days, barbecues, andsecurity walks, all o which is in addition to its colla-

borative projects with various local clubs and ass ocia-tions. Stngstaden sees customer dialogue not only ascustomer care, but also as a natural part o sustainablesocial development.

Event

The opening o The Tower in Tornby turned into ahuge and popular estival and the major event o the

year or both Stngstaden and many o the re sidents oLinkping. The tower was opened up or viewing on 21August or local politicians and other people importantto Stngstaden, and the evening ended with dinner or

The artwork was in the orm o a birds nest containing

three eggs illumi nated rom the inside rom which voicescould be heard.

Brand measurement

Work on strengthening Stngstadens brand is aconstantly ongoing process and among other things is

about changing attitudes towards Stngstaden rentalhousing. Many things aect the way in which resi-dents and potential tenants perceive St ngstaden as acompany, such as its communications with the market,

its attractive new buildings, sustainability thinking, abroader choice o fats suitable or older tenants, andincreased service. The company is working to improveperceptions o rental accommodation; by oering

attractive housing in a variety o environments, it canbe a genuine alternative to owning ones own house orbelonging to a housing cooperative. Customers wantchoice, and Stngstaden oers a wide range o proper-

ties as well as the possibility or tenants to directly aectthe standard o their fats via tenant-directed mainte-nance.

The annual customer survey was carried out in 2009with one new measurement the service index. Thecustomer survey gives the company a good picture owhat the tenants are satised with, as well as what they

are less satised with, regarding their landlord. It isvery satisying that in 2009 Stngstaden was the mostpopular company in Sweden, when it came to customersatisaction, in comparison with other housing compa-

nies that have more than 9 000 homes.Annual surveys also measure the attitude o the residentso Linkping towards the company and how these atti-tudes change. The poll this year showed that the propor-

tion o Linkping residents who believe that Stng-staden has a good reputation has increased urther, rom

Working withother interestedparties4

the board members, local politicians and major cont-ractors. The inauguration then took place on 29-30

August. An enormous blue and yellow band had beentied around the building, and the Managing Director oStngstaden, Hans Lander, together with the Mayor,Ann-Catrin Hjerdt, c ut the ribbon rom a hydraulic plat-

orm standing ully 30 metres o the ground. In total,almost 2 400 people have now toured the building.

The inauguration o the new

service oce i n Johannelundin September also drew a largecrowd. A book, entitled Folk

och Hem i Johannelund,about the people and history

o the area, written by AnnaEskilsson, was published atthe same time as the openingceremony.

Stngstaden was alsoinvolved in the housing exhibi-tion at the Cloetta Centre,as well as i n Vinterljus,

rom November to January,which was a light installationdesigned by Roland Trnqvist.

36 per cent in 2008 to 43 per cent in 2009. The tenants

attitudes to Stngstaden are also measured. This yearspoll showed that ully 64 per cent would be willing to

recommend Stngstadens properties to riends andacquaintances, an increase rom last years 61 per cent.

Press and PR

Contact with the media, along with other PR activities,is a major part o the companys branding and importantor peoples perception o Stngstaden. Active PRwork means among other things the c reation o good

relationships with the media via the supply o conti-nuous, honest and open inormation. T he companyscorporate communications department works very hardwith building relationships and getting news released,

all o which has resulted in more positive articles aboutStngstaden, and ewer negative ones, compared to theprevious three years.

Information channels

The website is an increasingly important tool orpublishing inormation. In order to maintain a high levelo service when it comes to keeping tenants and other

interested parties inormed, Stngstaden redeveloped itswebsite during 2009, giving it a new and l ighter design.It now has an improved search acilit y or those lookingor housing, and it oers i normation on various housing

projects such as new c onstruction or housing adapted orolder tenants, as well as inormation or specic areaso the city. Other inormation channels are the customermagazine Vlkommen Hem (literally Welcome

Home) and the new television channel, FramtidensTV (TV o the Future).


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Good workingenvironment

Stngstadens sta has high levels o competence andcommitment. Job satisaction is high and the desire to

develop is there too. By means o continuous investment in

the employees, we are creating the right conditions or the

good work to continue.

Value Based Leadership

The companys culture and core values Close to the

Customer, Proessional, Committed, Stable and Active orm the cornerstones or the value-based leadership onwhich Stngstaden bases its operation.

Good management is the oundation o a workingenvironment that is built on respect, partic ipation andaccountability. The method is about clarity and agreeingon what specic type o conduct is successul. The ocusor the last year was on the holistic approach, sel-moti-

vation, and objectives. These areas o ocus permeate

through the entire company and its activities.

The development of skills and empl oyees

Stngstaden would like to be at the oreront regar-ding skills development or its employees at all levelswithin the company. I the company wants to attractthe industrys best managers and employees, it is very

important that its position in the market as an attractiveemployer is maintained.

The development discussion is a strategically important

management tool, based on the goal o attract ing, deve-loping and retaining skills within the company. Deve-lopment discussions take place between an employee

nelund and Tornet, were opened. New opening timesand revised working hours or the e mployees were alsoadjusted and approved.

Employee surveys produce answers

The annual employee survey was carried out duringNovember. Given the major reorganisation that hadtaken place, involving more or less the entire sta, there

was a great deal o suspense as to how the changeswould aect the employee index. No less than 94 percent o the employees completed the survey, answering109 questions about their assessment o their current

state o aairs at work, and its importance. The r esults

showed that Stngstadens job satisaction index, orthe number o satised employees, stood at 93 per cent.It was noted that the employees elt an improvement interms o businesslike behaviour and nancial security,

that management had become more clearly dened andinvolved, and that the organisation, its way o operating,its roles and its teams had all developed well.

The healthy companyThe company continues to systematically invest inpreventive health maintenance. This applies both tophysical activities as well as lectures and the deve-

lopment o the working environment. In addition, all

employees are oered a training pass to the sports aci-lity o their choice, while at the same time the companysupports its own very active sports club.

Stngstaden was recognised in research carried out bythe Karolinska Institute as long ago as 2008 as one oeight Swedish companies that really highlights what a

healthy company is. That research project was aimedat ascertaining how companies whose employees takesignicantly less sick leave than those at other compa-nies actually work. The project has now become a book,

entitled Keys to Healthy Companies, in which Stn-gstaden is presented as one o eight good examples o ahealthy company.

5

and his or her i mmediate manager. They are about

ollowing-up and setting new goals, discussing the needor skills development, and encouraging creativity andcommitment. The employees health is also chec kedduring these discussions.

Reorganisation that involved many

The decision and then the implementation o the reor-ganisation was the years main event or all employees

in the company. Stngstaden went rom being anorganisation ocused on unction to one ocused ongeographical and target groups, and this involved some

big changes or the employees. The purpose o the reor-ganisation was to increase our proximity to the custo-mers, to introduce more r ational property development,and to create clearer roles or our employees by givingthem greater responsibility or customer relations, the

companys economy and its properties. The change alsoresulted in incre ased collaboration within the company,and was perceived as making everything more busines-slike. The reorganisation proposal was presented at large

meetings and workshops, in which the employees weregiven the opportunity to submit their own proposalsand comments. Three district oces were created inconjunction with the reorganisation, which meant t hat

several old oces closed and new ones, including Johan-

Total sick leave at Stngstaden in 2009 was just 1.66per cent. However, this actually represented a slightincrease rom the previous year, when absenteeism dueto sickness was extremely low at 1.21 per cent. The

company careully monitors all absence due to sickness,and the increase or 2009 has been analysed and deemedto be normal.

Preventive health maintenance

The company has a health group responsible or thework on preventive health maintenance. A pilot project- Liestyle 2009 was carried out during 2009 at the

companys oce i n Ryd, in collaboration with the Feel-good company health organisation. All employees tookpart, and the purpose o the project was to provide theparticipants with the tools needed to work with changes,

especially changes in liestyle. The starting point wasalways the sel-perceived present situation and what the

individual wanted to work with in order to eel better.The seminars created inspiration and increased aware-

ness o health issues and the psychological processesthat obstruct change. The project took place betweenFebruary and June and was ollowed up in the autumnto measure its eectiveness and to check the results o

the participants.

Safety and security

Another essential precondition or both job s atisaction

and good health among employees is that they eel saeat work. For this reason, St ngstaden has been workingactively or years to cre ate a sae working environment.This applies to our oces and out in the residential

areas, and can reer to issues such as the physical designo rooms and buildings, the possibility to raise an alarmin an emergency, and having good routines, practicesand procedures. A threatening situation o some kind

was experienced at work by 13 people during 2008.Whenever such a threat is reported by an employee, it isalways ollowed up by that persons immediate managerand also the head o saety and security. There is also a

routine in place to ensure that the employee will meet

with a representative o the occupational health serviceat least once. The principle is to oer a gr eat deal osupport time immediately and reduce it aterwards,

rather than having to expand it over ti me. The employeesurveys show that condence in both the companysplanning and its implementation o such measureshas increased sharply in recent years, and now standsslightly above 4.4 on a ve-point scale.


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1 Social responsibility

Indicator Unit 2007 2008 2009 SKY

average*

Average area per type o residence 1 r+k m2 36 36 36 37

2 r+k m2 60 60 60 60

3 r+k m2 78 78 78 78

4 r+k m2 98 98 98 96

5 r+k m2 118 118 118 118

> 5 r+k m2 295 295 295 167

Average rent per type o residence 1 r+k EUR/m2 97.2 97.2 102.2 101.7

2 r+k EUR/m2 88.8 92.4 95.5 92.5

3 r+k EUR/m2 84 87.6 91.5 89.6

4 r+k EUR/m2 82.8 86.4 90 88.2

5 r+k EUR/m2 81.6 84 86.7 87.8

> 5 r+k EUR/m2 - 84.2 84.5

Operational cost development ** EUR/m2 55.2 48.3 63.9 47.3

Rental development EUR/m2 87.7 87.3 92.9 88.9

% 1.8 2.6 2.7 3.2

Moving within housing stock (excludes students) Total % 22.6 23.2 21.9 16.4

Internal % 10.2 9.6 9.85 6.8

Does the company operate a non-discriminatoryletting policy? Yes/No Yes Yes Yes Yes

Does the company work to increase social cohesion inits districts? Yes/No Yes Yes Yes Yes

Costs o social responsibility(suburban development) *** EUR/fat 40.7 52.7 42 32.1

Costs o companys social help(the Living Socially Group) EUR/fat 17.8 17.8 17.8 75.8

Proportion o housing in the companys stock suitable orelderly and disabled people % 40 40 40 54.4

Does the company work with saety and security issueson an ongoing basis? Yes/No Yes Yes Yes Yes

New construction o rental apartments Qty 78 55 52 121.5

% 0.53 0.38 0.36 0.56

Property Acquisition % 0 0 0

Proportion o special housing accommodation thecompany stands or % - 52 61

Evictions due to economic reasons or disturbance Disturbance number 2 5 4 2.8

Economicreasons number 38 32 33 30.3


average

Does the company work actively with environmentalimprovement measures? Yes/No Yes Yes Yes Yes

Does the company impose environmental require-ments during public procurement? Yes/No Yes Yes Yes Yes

Amount o energy consumed by the property port-olio

kWh/m 209 207 203 181.6

Amount o greenhouse gas emitted by the housing

stock kg/m2 13.1 13.0 12.9 16.4Proportion o renewable energy company uses % 86 86 85 83.6

Carbon dioxide emissions rom company vehicles TonCO

2/

year 25 25 22 141

Development o water consumption in the companyshousing stock m/m 1.44 1.47 1.48 1.75

Company engaged in shaping public opinion regar-ding environmental concerns Yes/No Yes Yes Yes Yes

Amount o waste produced in the housing stock Compost kg/fat - - - 33

Householdwaste kg/fat 363 379 365 331

Materialthat canbe recycled * kg/fat 98 120 113 154

* Material that can be recycled included: Glass kg/fat 14.0 19.2 20.0

Plastic kg/fat 1.6 2.6 3.8

Metal kg/fat 1.4 2.0 2.1

Card andcardboard kg/fat 16.5 19.1 20.3

Electrical andelectronic kg/fat 4.4 5.8 6.9

Newspapers kg/fat 60.2 70.9 60.1

2 Environmental responsibility

*SKY average see denitions, last page.**operational costs reer to operational costs, administrative and overall business costs*** internal and external costs


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20 21

4 Working with other interested parties


average

Form o employment/ulltime employee Permanent % 92 94 97 90

Seasonal % 8 6 3 10

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

Proportion o employees who are satised with theirwork job satisaction index % 87 88 93 80.9

* Education and training or sta OutcomeEUR/

employee 770 1280 1160 822.7

Absence rom work because o:Work-relatedaccidents % 0 0 0 3.4

Sickness andstress % 1.5 1.21 1.66 4.3

** Distribution o average monthly salary betweengender and category o employees

Oce workers,male

EUR/month 2938 3049 3151 3198

Oce workers,emale

EUR/month 2379 2510 2595 2722

Special employment *** Trainee Number 15 15 15 7.6

Number o employees born overseas, relative tomunicipality population % 104 74.0

Proportion o women in management positions Board % 25 25 20 29.8

Managementgroup % 0 22 22 23.5

IndicatorUnit 2007 2008 2009

SKYaverage

Does the company set up and carry out regular dialoguewith the tenants? Yes/No Yes Yes Yes Yes

Proportion o the companys tenants who are satisedwith their housing

Service-index % 3.87* 3.93* 82.8 82.1

Securityindex % 3.79* 3.87* 78.1 78.4

Is the company actively working on planned measuresaimed at increasing the satisaction o the residents? Yes/No Yes Yes Yes Yes

Does the company have, and does it ollow, a sponsor-ship policy? Yes/No Yes Yes Yes Yes

Does the company work to an established code oethics? Yes/No No No No Yes

Does the company have long-term goals towards whichto navigate, derived rom the business plan? Yes/No Yes Yes Yes Yes

5 Good working environmentIndicator

Unit 2007 2008 2009 SKY

average

Proportion o renovated fats, relative to existinghousing stock % 2.9 3.6 1.9 2.85

Unused investment and maintenance costs(excluding new construction)

EURmillion 43 42.8 38.2 48

EUR/fat 1400 2300 2600 3100

The companys rate o occupancy Total % 98.9 99.6 99.1 99

Company's investment in new construction andland acquisition

Newconstruction

EURmillion 5.3 5.5 10.6 21.2

Acquisition EURmillion 0 0 0 20.8

Does the company ollow an established procurementpolicy containing sustainability criteria? Yes/No Yes Yes Yes Yes

3 Economic sustainability

*course ees, excluding travel, hotel, and time o work**excluding MDs salary*** trainee means a person receiving practical experience and some orm o compensation

*until 2008 the company used a satised customer index with a scale o 1-5

Eurhonet comparisons 2009

UnitStng-staden

Eurhonetaverage Bes t Bes t o rganisat ion

New construction o rental accommodation % 0.56 0.93 3.7 AB Gavlegrdarna

Energy consumed by the housing stock kWh/m 203 176.4 102 GBG Mannheim GE

Amount o greenhouse gas emitted bythe housing stock kg/m 12.9 30.8 2.7 AB Gavlegrdarna

Proportion o renovated fats, relative to existinghousing stock % 1.9 2.77 9.67 FSM, FR

Company s investment in new construction EU Rmillion 10.6 24 87 Familjebostder Sthlm


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Renovation

This concept reers to fats that were, during the year,aected by major maintenance work, renovation, reur-bishment or retrot measures. Renovation is dened as

changing a building, part o a building, or an installa-tion into a state that is, rom a unct ionality perspective,comparable to the condition o new. The concept orenovation o fats includes the replacement o wastewater downpipes, so-called relining, improvements

made to seals in the bathrooms and kitchens, newkitchen cabinets, etc. Normal maintenance, such as wall-papering, painting, carpet replacement, and the replace-ment o individual sanitary products, i s not included.

Denition of renewable energy

Renewable energy means a source o energy that isconstantly renewing itsel and, as ar as we can tell

today, will not run out in the oreseeable uture. Solarenergy, biouels, hydropower and wind power aresources o renewable energy. Stored energy (ossil uels)such as oil, coal, gas and uranium are not renewable

energy sources. This means that electricity can beconsidered to be renewable energy when it is producedin hydro or biomass power plants, but not when it isproduced in nuclear power plants or power plants driven

by oil or coal.

Other renewable energy sources:Solarenergysolarcells,solarheating,solarpanels

Wi ndpower-windfarms,windturbines

Hydropower-saltandwavepower,tidalpower,ocean

thermal power

Terrestrialpowerheatpumps,undergroundheating,

geothermal heating, water heat exchangersBioenergy-fuelpellets,biofuel

Operational costsOperational costs reer to operational costs, administra-tive and overall business costs.

Costs for social responsibility

Internal costs reer to those incurred or district andsuburban developers or their equivalents, as well as anyimplementation costs or work on tenant infuence, t hesupport o associations, homework assistance, and local

area events aimed at increasing community or socialinteraction. External costs reer to those o the TenantsAssociation or other external organisations.

Social assistance

The cost o social living issues is included in the ram-ework o social assistance. There may be personnel costsor those dealing with disturbances, nancial counsel-

ling, evictions, work with social priority and short-termcontracts (trial period contracts) that are linked to t hesocial living group or its equivalent.

The municipalitys special accommodation

This reers to fats where the municipality is responsibleor contract, sometimes known as satellite fats. Grouphousing and sheltered accommodation are not included.

EvictionsEviction means the Enorcement Authority carr ying outthe eviction o the tenant. The basis or the eviction is adecision, judgement or court ruling which says that the

tenant is required to move out. A situation where Stn-gstaden gives notice to terminate a rental contract andthe tenant accepts this is not dened as an eviction.

Housing accessible for the elderly

This term reers to properties that can be reachedwithout having to climb a step. It is thereore made up oground foor homes as well as fats that can be reached

by lit. Note that i there is a height dierence at theentrance, there must be a ramp or something similar. .

CO2

calculation model

To calculate CO2

emissions rom our operations, theollowing conversion actors are used:

For air travel, we use the Tricorona calculation modelor emissions. For private vehicles, uel consumption is

estimated to be one litre or every 10 km travelled bya petrol-driven car, and 0.8 litres or diesel-poweredvehicles.

DefnitionsSustainability criteria during theprocurement process

Criteria such as ethical and social responsibility areincluded in this concept, as well as economic criter ia.

By deault, the tender schedule should include clausesgiving the right to cancel i any party or representative/employee o a party, at any point during the ter m othe contract, and in his role as representative/employee

o a party, is convicted o unlawul discriminationor is orced to pay damages ater being ound guiltyo violating the laws o equality or discrimination inthe workplace. All parties must also comply with the

current laws regarding the working environment andhealth and saety at work. With regard to nances, thetendering party must be able to show that he is ree rombarriers to participate according to the laws o public

procurement.

Environmental requirements during procurement

Environmental requirements during the procurementprocess vary depending on what is being procured. Theymight reer to demands regarding company vehicles

used in certain types o contract, or perhaps to specicbuilding materials being used in our properties. Duringrenovation, new construction, or maintenance work,there are demands placed on how any waste that arises

will be sorted.

SKY average

Average gures or SKY companies in 2009 were

calculated using data rom: Bostads AB Vtterhem,rebroBostder AB, Helsingborgshem, AB Stng-staden, Gavlegrdarna, and Familjebostder Stockholm.

FORM OF ENERGY UNIT EMISSIONS PER UNIT

Electricity KWh 257 grams CO2

Oil m3 2680 kg CO2

District Heating KWh 102.8 grams CO2

Petrol Litre 2.4 kg

Diesel Litre 2.7 kg

Ethanol (E85) Litre 0.36 kg

Biogas Litre 0


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Documents

CSR Report 2009 - Stangastaden (English)