2024 Performance Overview

JANUARY 

In our quarterly employee experience survey, we started measuring the psychological resilience of teams. The survey data allows us to see the resilience of specific teams, the average resilience of the Group, and how many of the Group's teams are resilient. By the end of 2024, 87% of teams were resilient (+1 p.p. compared to 2023). For teams with lower resilience, we offer strengthening measures tailored to their needs. 

We continued practicing mindfulness every week. About 50 employees joined short practice sessions, which this year focused on burnout prevention, resource recovery, and work-related topics.

FEBRUARY 

We held the third #EnergiseEquality event, inviting colleagues to discuss and better understand the essence of gender equality and the Group's gender balance goals. This time, the event, which brought together fifty participants, took place in Klaipėda. Group employees who became discussion moderators led discussions with colleagues working in Klaipėda and the Klaipėda region. The event also featured a conversation with a guest speaker working in the maritime sector about women's careers in a male-dominated field. 

In building employee resilience, we aim to foster a positive attitude towards challenges. Therefore, at the beginning of the year, we launched the EnergyBINGO challenge, which aimed to fill a table of tasks that create personal well-being within a week. The challenge lasted for three months, and the created challenge community helped support each other. More than 200 participants joined the challenge. 

We announced another challenge for managers called "Recommended," which aimed to encourage friendly competition among Group company managers to submit the most competent women referrals for top-level executive selections. This initiative helped ensure greater gender balance among candidates in these selections and expanded their pool. We noticed that the initiative increased the recommendation of women for other executive selections as well: the number of recommended women increased more than four times over the year, while the number of men remained the same.

MARCH 

We continued the "Well-being Guru" lecture series, where invited experts in their fields spoke on emotional well-being topics. This year, we invited those who cannot do without resilience competence in their field of activity. We learned how resilience is developed in Olympic sports, how soldiers build it, and what ancient Stoics would say about psychological resilience for modern people. About 300 employees attended these lectures.

APRIL 

Seeing meaning in work is one of the elements that create resilience. Then the arising challenges seem manageable and do not stop the pursuit of goals. To demonstrate this practically, we interviewed about 10 inspiring colleagues over six months, sharing their interviews on the internal intranet site.

MAY 

An 8-week program called "I Feel Good" took place, aiming to teach participants to regulate their nervous system through body practices and return from a state of stress to productive functioning. The program's research revealed that 66% of participants increased their psychological resilience, 62% reduced mental fatigue, and 76% reported positive changes in well-being or personal achievements after the program.

We organized Diversity Month, during which we prepared a frequently asked questions (FAQ) section about diversity and inclusion for employees, marked Mother's, Father's, and World Cultural Diversity Days with internal communication initiatives, and continued the series of illustrated stories about human rights.

We traditionally marked the International Day Against Homophobia, Biphobia, and Transphobia. On this day, we raised the rainbow flag at the main office, symbolizing openness and support for LGBT+ colleagues. To increase colleagues' understanding of the challenges LGBT+ people face in society and at work, we distributed "fortune cookies" with important messages inside in the offices, encouraging people to pause, think about LGBT+ people's experiences, and understand the meaning of this day.

JUNE 

A 6-week mindfulness program focused on self-compassion took place. Having previously organized 8-week stress management programs, we were curious about the impact of this different length program on resilience. After surveying participants before and after the program, we found that the program positively affected the psychological resilience of all participants – 100%. Additionally, 89% of participants increased their level of self-compassion, 67% experienced less tension, and 44% improved their sleep quality. 

The Group's diversity and inclusion ambassadors participated in the LT Pride march "For Equality" in Vilnius, expressing support for LGBT+ colleagues, the community, and standing against homophobia and discrimination. 

Group colleagues responsible for asset management visited the Lithuanian Audio-Sensory Library, where they learned about best practices for adapting environments for people with various disabilities. This library is considered a good example of how physical spaces can be created for individuals with different disabilities. Environmental audits are planned for the Group's company offices in 2025. 

On the occasion of International Women in Engineering Day, we created a social media and internal communication campaign about women in energy and the still prevalent gender stereotypes. During the campaign, we spread the message that over 1,400 women work in the Group, boldly choosing to build their careers in the energy sector. These are representatives of various professions who, by their example, dispel the belief that energy is a male domain. The campaign's materials – videos, texts, and social media posts – received up to 300,000 views on various platforms.

JULY 

For the first time, we participated in the "DUOday" shadowing initiative for people with disabilities. During this initiative, organizations open their doors to people with disabilities and invite them to try new professions and job positions. We are pleased that after the initiative, one of the "DUOday" participants joined the "Ignitis Group" as an employee. 

We provided employees on parental leave (PL) with the opportunity to take a work computer with all accesses two months or less before returning to work. This opportunity is relevant for those who want to gradually return to the organization's rhythm after long-term leave – to get acquainted with news, organizational changes, etc. 82% of PL colleagues who participated in the survey said they would like to take advantage of this opportunity.

AUGUST 

In some employee selections, we started applying the method of anonymous resumes: we evaluate CVs without personal candidate information (name, gender, age, photo, etc.) to objectively select the most suitable employees and ensure equal opportunities for all. At the beginning of 2025, we will evaluate how effective this method was. 

As every year, we organized and partially funded weekly day camps for employees' children. About 200 employees' children participated in these camps in Vilnius, Kaunas, Klaipėda, and Elektrėnai, as well as in Riga. This benefit provided by the Group was rated 4.9 out of 5 by the parents working in the Group. 

We organized focus group discussions for the Group's female leaders, where they shared their leadership experiences, challenges, success factors, and suggestions for future initiatives. 34 leaders of different levels and fields from various Lithuanian and foreign companies participated in the discussions. The discussions highlighted needs such as strengthening the Group's leadership community, mentoring opportunities, more opportunities to balance personal and professional life, and strengthening an organizational culture that supports women's leadership. We agreed with the managers responsible for these areas on the implementation of these measures.

SEPTEMBER 

We organized non-violent communication (NVC) training for managers, which lasted from July to September. These trainings aimed to strengthen managers' psychological resilience through communication skills: managers learned how to better manage stressful situations in the team, regulate their emotional response, and resolve conflicts harmoniously. Managers mentioned that this program significantly expanded their communication competencies and taught them to feel more confident in uncertainty. 

Four teams participated in an experiment: for three weeks, they started their joint meetings with a 2-minute pause. During the pause, they were offered to listen to a recording that helped them focus and prepare for the upcoming work. The participants' survey showed that 85% of the results had a positive change. 69% of colleagues noticed positive changes during the meeting, and 78% would recommend the pause to others. After the experiment, the overall quality of meetings was most associated with a pleasant meeting atmosphere and quickly found solutions.

OCTOBER 

We improved the Group's Equal Opportunities and Diversity Policy by including a new section "Policy on The Diversity Of Collegial Bodies And Executive Committees," where we set specific diversity goals for these bodies and emphasized that their members should demonstrate respect for equal opportunities by their example. 

In October, marking World Mental Health Day, we invited other companies to register for lectures led by well-being mentors. The goal of this voluntary initiative was to spread the message about the importance of mental health at work and encourage other organizations to take care of it. Well-being mentors visited 15 companies, and about 600 people heard the lectures given there. 

In planning the succession of key positions, we increased the proportion of women among the participants in the succession program from 30% to 39%, ensuring that competent women prepared for the next career stage have equal opportunities with men to pursue careers in key positions. 

We organized a new habit challenge to help develop discipline and stick to set goals. Employees were invited to practice an important activity for themselves (e.g., exercise or learn a language) for 15 minutes every day for a month. Colleagues could experience how, in the long run, it is not worth relying on motivation, learned how to maintain regularity, and even after making a mistake, continue. 140 colleagues joined the challenge.

NOVEMBER 

We created a burnout algorithm – guidelines directing prevention, intervention, and postvention actions to manage employee burnout risk. This algorithm outlines how we monitor burnout risk indicators within the Group, what we do when we detect burnout risk, the agreements between managers and employees, and the support offered by the Group. This algorithm is also a commitment to maintaining an internal culture that balances work and rest, empowers employees to act, recognizes them, and unites them with shared values.

For the third consecutive year, the Group's companies were recognized as leaders in equal opportunity accountability. The Lithuanian Diversity Charter conducted a new study evaluating how the 20 largest companies in Lithuania are prepared to ensure equal opportunities. Due to the specifics of the methodology, the Group's companies were evaluated separately. The first place was awarded to two of them – UAB "Ignitis" and AB "Energijos skirstymo operatorius."

We are constantly looking for new and convenient formats for colleagues to learn mindfulness skills. This time, we tested a 10-lesson cycle where participants were introduced to the basics of mindfulness, tools for burnout prevention, maintaining work-life balance, recognizing their needs, managing anxiety and stress, developing self-compassion, and practicing realistic optimism. Over 120 colleagues registered for this cycle, which was conducted in English.

DECEMBER 

We launched an ongoing survey for employees with disabilities and health difficulties. Through this survey, we aim to understand whether appropriate working conditions are provided for colleagues with disabilities and health difficulties, whether colleagues express their needs, and whether these needs are being addressed. Analyzing the responses, we noticed the need to pay more attention to a calm, focused work environment and to increase employees' understanding of disabilities and health difficulties. There was also a need to consider the personal situation of each employee facing difficulties. 

To increase the number of female candidates in selections, we prepared an inclusive job advertisement project. In the job advertisement, we included a new section emphasizing diversity and inclusion goals and specifying the actions we take to ensure employee equality. This job advertisement project was prepared based on practical and scientific research recommendations to increase its attractiveness to female candidates. The initiative was positively evaluated by the Equal Opportunities Ombudsperson's Office as commendable and promoting inclusion. We tested the job advertisement project internally within the Group, gathering colleagues' insights, and in 2025, we plan to publish the job advertisement externally and evaluate its impact on the number of female candidates. 

The corporate communications team has been successfully increasing the visibility of female energy experts in the media for several years. In 2024, the citation of female energy experts increased from 19% to 25% over the year. The Group's female experts are more frequently cited in press releases, more often invited to be speakers at conferences, and provide comments to journalists than before. This initiative provides opportunities for women to be noticed and recognized in the public sphere. It also changes the male image of the sector and the perception of who can be an energy expert.