Performance review: People and operations (Ethical business)

• More fully integrate sustainability into business strategy.

• Board informed on strategy, priorities and approach.
• Group management involved in defining sustainability leadership for Electrolux and refining the sustainability strategy.

• Ongoing.

• Integrate a common values system among all employees.
• Integrate Our Electrolux into the Talent Management processes including performance talks.
• All white collar workers to complete performance talks.

• Integrated recommended areas of improvement, based on findings from the 2010 Employee Engagement survey.
• Values training sessions in Hungary and Egypt.
• 55 (700) Leadership workshops on Electrolux core and operational values, involving 1,000 (8,000) employees.
• Global Induction program includes Our Electrolux elements.
•  Launched the internal Sustainability Award to promote best practice and engage employees.

• Employee Engagement Survey to be conducted again in 2012.
• Ongoing work with Our Electrolux and increase the number of performance talks based on Our Electrolux program.
• Further improve corporate culture by focusing on office and factory working environments.
• Further improve the quality of competence development.
• Approximately 80% of white collar employees to complete Performance Talks.

• Develop a program to inform all employees about policies for business ethics.
• Inform employees of policies as well as practices that help develop sound judgment on the acceptance and offering of gifts and events.
• Develop a system where all employees can report potential issues.

• Launched an Ethics program comprising of an internal portal, training material and an ethics helpline, operated by a third party.
• Rollout of the Ethics program in South America with 8,100 employees taking part in live and e-learning training.
• Workshops regarding guidelines on gifts and events were held for selected functions.

• European and Asian rollout of the Ethics program in 2012.
• Continued rollout of the program across all markets and among all employees.

• Uphold principles of the Code of Conduct, especially in regions with higher risks from human and labor rights perspectives.

• 14 (11) of 29 (20) plants in risk-defined regions were audited by combined teams from Electrolux and third party for Code of Conduct and environmental compliance.

• Ongoing.
• Conduct human rights impact assessments.

• Operate 25% of Group facilities at manufacturing industry best practice levels by 2016, with the end-goal of zero accidents company-wide.
• Be the leader in the appliance industry sector for safety performance.

• The total case-incident rate decreased by 42% (21), while workdays lost due to injuries decreased by 36% (9).
• Conducted a cultural survey of how plant employees perceive the Group’s H&S priorities. The survey achieved a response rate of 83%, or 26,037 took part.

2012 targets:

• Sites with TCIR greater than 1.0: 10% reduction.
• Sites with TCIR less than 1.0: 5% reduction.

• Create teams that better reflect consumers in the Group’s markets.
• Focus more on gender equality, especially with the objective of raising the share of women in senior management teams.

• Currently, female representation among senior management teams is 14% (14) and Group-wide, 36% (35)  of the company's employees is women.
• Supported local joint business diversity initiatives in key Group markets such as initiatives through engagement in AIESEC.
• 38 (31) AIESEC trainees were hosted by Electrolux, 18 (17) of whom were female. 50% of interns from 2010 were offered permanent employment in 2011.

• Ongoing.