Social inclusion

At HITSA, we work on making social inclusion a part of our culture. The aim is to create social value while generating economic value.

In the words of HITSA’s Managing Director and co-owner, Henrik Andersen:

“My goal is to make all those who work at HITSA feel like a family, with the rights and obligations that go along with that. We help each other and we expect things from each other. We need to create something positive, not only by producing urban furniture where there is a need, but also by making a difference to ourselves and others.”

This means that we employ trainees, apprentices and permanent employees who have all been on the fringes of the labour market. This could include people with problems such as substance abuse, criminal offences, illness or something else. They work here in  internships, and in jobs with special or even normal working conditions. Out of the approximately 110 people we employ, roughly 25 have joined the company as a result of our work with social responsibility.

We also take social responsibility for our permanent employees. Anyone can find themselves in a crisis because of illness, stress, family circumstances or something similar. We help our employees get through periods of crisis, with the aim of keeping them in the labour market.

HITSA is not a charity, and one of our basic principles is that each employee must generate economic value. We see good opportunities for everyone to develop their potential and create value if they are given the right conditions and the support they need.

Here you can read more about why HITSA is a socially-responsible company.

HITSA’s work with social inclusion

Social inclusion has been a part of the corporate culture at HITSA for several years now. In 2018, our efforts were given a boost when Den Sociale Kapitalfond Invest (The Social Capital Fund Invest) acquired part ownership in HITSA.

Den Sociale Kapitalfond Invest is an investment fund targeted at companies and organisations that contribute to solving social problems. The aim of the fund is twofold: to help more people and to create financial returns for the fund’s own investors.

Lars Jannick Johansen, senior partner in Den Sociale Kapitalfond Invest, has this to say about their investment in HITSA:

“HITSA already had a very strong culture and team spirit with, among other things, a well-established tradition of working with social responsibility. At the same time, HITSA’s products themselves are positive in nature and contribute to realising the UN’s Global Goal of creating better and greener urban areas. We can see that HITSA is a company that has great potential in terms of being able to create increased social and societal value, while increasing economic value.”

HITSA measures social inclusion

Lars Jannick Johansen mentions that HITSA contributes to fulfilling Global Goal no. 4 on ‘Quality Education’, Global Goal no. 8 on ‘Decent Work and Economic Growth’, Global Goal no.11 on ‘Sustainable Cities and Communities’ and Global Goal no.12 on ‘Responsible Consumption and Production’.

“Often social and economic value are perceived as being mutually exclusive. We don’t see it like that at Den Sociale Kapitalfond Invest. Social responsibility in a company is often expressed in the form of a culture of good management and a high level of commitment. Employees generally have a high degree of loyalty to the company, either because they themselves have been given an outstretched hand when they needed it, or because they experience first-hand that they make a positive and meaningful difference when they help their colleague. And on top of this, social responsibility also helps enhance the company’s reputation. In the short run, it is true that it can be costly in terms of work hours and the amount of attention management has to focus on those in the company who have social challenges. But in the long run, it will often turn out to be a good investment,” says Lars Jannick Johansen.

Following Den Sociale Kapitalfond Invest’s investment in the company, HITSA introduced KPIs (key performance indicators) for social inclusion to ensure that the efforts made lead to actual results. We measure the number of employees, trainees and apprentices we employ from the fringes of the labour market and how long they stay here.

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