Caruna’s corporate responsibility is guided by the company’s vision, values, and strategy. Responsibility is one of Caruna’s core values, visible in all our planning and operative activities.

Safety and environment are prioritised in all our activities.

For us in Caruna responsibility means that we work in a reliable and responsible way with our customers, business partners and owners for the good of the Finnish society and that safety and environment are prioritised in all our activities.

In 2015, we outlined the most significant factors of our operations, defined our key responsibility themes and set goals for our corporate responsibility.

  • Our goal is to be Finland’s most responsible electricity distributor, which generates added value to its customers, owners and the society.
  • We provide a reliable electricity network for the safe and environmentally responsible distribution of electricity.
  • We reach our vision by conducting our work ethically and in cooperation with our trusted, long-term partners.

Key corporate responsibility themes

We defined the most significant impacts of our operations from our stakeholder’s perspective by conducting the materiality analysis in the summer and autumn of 2015. The process began with internal definition of Caruna’s operations from the point of view of corporate responsibility. This stage also involved identifying a wide range of themes related to accountability. The following stage consisted of a responsibility survey where we asked both internal and external stakeholders to share their views of Caruna’s operations, accountability and responsibility and the most important development areas.

The stakeholders involved in the survey were business customers, private customers, contractors and other partners, municipal decision-makers, government authorities, regional administrations, rescue departments, universities, industrial associations and our personnel.


Materiality assessment process

The stakeholder survey’s key results were analysed by Caruna’s HSE work group, Management Team, and HSE Committee. The themes and their contents were adjusted and defined further. At the last stage of the process, we summarised and grouped our accountability and responsibility themes and aspects into six groups and several sub-groups. The stakeholder survey results and internal workshops (HSE work group and Management Team) resulted in the following definitions of the key focus areas and aspects of Caruna’s corporate responsibility:

Themes and aspects of corporate responsibility

We improve our operations and report on it focusing on the essential themes of corporate responsibility. We also take the results of this process into account when planning and implementing stakeholder collaboration.

Management of corporate responsibility

Caruna’s Board of Directors and the Board-appointed HSE Committee are responsible for the strategic monitoring and steering of corporate responsibility in the entire company. The CEO, the Head of Communications and the Head of Sustainability, as well as the HSE Manager report the corporate responsibility goals and results to the Board. Corporate responsibility is discussed regularly in Caruna’s Management Team.

Caruna’s Management Team and Board define and approve the focus areas, goals, and key actions of corporate responsibility. Planning, coordination and implementation related to corporate responsibility is carried out by the HSE work group with members from all Caruna’s business units. The HSE Manager and the Head of Communications are responsible for more detailed planning and implementation of matters related to corporate responsibility within their own responsibilities.

Corporate responsibility principles

Caruna’s corporate responsibility principles are described in the company’s Health, Safety and Environment (HSE) policy. They are as follows:

  • Our company, all our employees and business partners comply with laws, regulations, best codes of practice and industry standards.
  • We develop our distribution network by taking HSE aspects into account both in daily operations as well as in long term development.
  • All our employees and business partners shall have the opportunity to work in a healthy, safe and motivating work environment.
  • Our products and services are safe, of a high quality, and easily available.
  • We promote a culture of health, safety, and wellbeing in all of our activities by setting goals, targets and action programmes in accordance with the spirit of continuous improvement.
  • We identify the environmental impacts of our assets and operations and manage them promptly. We take into account the entire network life cycle.
  • We prevent and minimize any damages to people and environment by systematic risk assessments.
  • We commit our employees and business partners to our responsible approach and common objectives.
  • We cooperate with municipalities, authorities, private landowners and other external stakeholders.
  • Our operations are characterised by open internal and external communication, which creates trust among our customers, business partners and other stakeholders.

Corporate responsibility goals

Caruna has set goals for selected corporate responsibility-related key indicators for 2016. The following table lists the key indicators and goals related to Caruna’s main responsibility themes. This list will be expanded in the future.



2016 goal

Reliability of supply

  • SAIDI*

  • KAH**

  • Cabling rate

  • Customers covered by the network compliant with the reliability of supply requirement (%)

  • 117 minutes

  • MEUR 23.6

  • 42%

  • 67%

Customers and the society

  • Customer satisfaction (NPS)

  • Reputation survey results

  • Stakeholder collaboration

  • 18%

  • Improvement from the previous measurement

  • Active stakeholder collaboration


  • Injury Frequency of own personnel (TRIF***)

  • Injury Frequency of contractors (LWIF****)

  • Electricity-related injuries to third parties (reported to the Finnish Safety and Chemicals Agency, Tukes)

  •  2
  • 9


  • 0


  • Employee satisfaction

  • Training days

  • Absences through sickness

  • 74

  • 2 work days/person

  • less than 2.5%


  • Number of oil spills

  • Further processing of dismantled networks*****

  • Number of pole-mounted secondary substations at groundwater areas

  • Decrease in the number of overhead lines

  •  30

  • 15%


  •  830


  • -3,200 km

Responsible procurement

  • Description of supply chain and procurement practices

  • Goal for audits in 2016

  • Completed

  • Five contractors audited

Openness, ethical business principles and good corporate governance principles

  • Pass rate for Caruna’s Code of Conduct online training

  • 100%

*SAIDI = System Average Interruption Duration Index. Average duration of power supply interruptions per customer.

**KAH = Inconvenience caused by the interruption. The indicator reflects the amount of cost for power supply interruptions caused to customers.

***TRIF = Total Recordable Injury Frequency. The indicator reflects the ratio of occupational accidents to Caruna’s employees, requiring medical treatment or leading to absences from work, in relation to work hours (incidents/million realised working hours).

****LWIF = Lost Workday Injury Frequency. The indicator reflects the ratio of occupational accidents to contractors or subcontractors while they work for Caruna or are within Caruna’s premises, leading to a disability of at least one working day, in relation to working hours (number/million working hours).

*****Materials recycling has been outsourced to Kuusakoski Oy from August 2015. The Kuusakoski collaboration concerns new contractor agreements. The goal is to achieve a 15%-recycling rate for materials from dismantled network sections sent to Kuusakoski by 2016. For older agreements, contactors are still responsible for the recycling of dismantled material. The recycling rate is set to increase in the future as more contract agreements will be covered by Kuusakoski collaboration.