Engage with Board and top management on sustainability strategies. |
- More fully integrate sustainability into business strategy.
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- Informed Board on strategy, priorities and approach.
- Group management involved in 50% carbon reduction strategy.
- Surveyed top management on priorities and sustainability integration.
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Purpose – An element of the corporate framework that describes the company’s aim beyond financial and market objectives. |
- Engage employees in sustainability objectives and build an understanding of the value Electrolux creates.
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- Continued roll-out of a voluntary workshops to make the Purpose relevant to local markets and each individual. Over 2400 employees took part by year-end 2013.
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- Evaluate the outcome of the workshop.
- Further evolve the Purpose program.
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Core values – Embedding a common set of values throughout Group processes and training. |
- Integrate a common values system among all employees.
- Integrate core values into Talent Management processes, including performance appraisals.
- Implement the Electrolux Leadership Model.
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- Conducted Employee Engagement Survey (EES) survey among production and non-production employees across Group operations.
- Integrated recommended areas of improvement, based on findings from the 2012 Employee Engagement survey.
- Global induction program included references to core values.
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- Conduct full EES again in 2014.
- Expand the target group to the entire Group (40,000 production workers and 20,000 non-production workers).
- Ongoing work with core values.
- With a focus on office and factory working environments, further improve corporate culture.
- Further improve the quality of competence development.
- Further improve the implementation of the Electrolux Leadership Model in leadership programs.
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Ethics and integrity – Communicating an ethics program that includes the Code of Ethics and related policies. |
- 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.
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- Employees in 48 countries in Europe, North and Latin America and the Asia Pacific, or almost 90% of Group employees, had access to a whistle-blowing system. Roll out includes training in the organization's ethics policies and procedures, including anti-corruption.
- Integrated the North American Alertline into the Helpline system.
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- Complete global roll-out of Ethics at Electrolux by 2014.
- Conclude rollout in 10 remaining countries.
- Roll-out ethics training in North America.
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Ethics and integrity – Implementing Code of Conduct (CoC) and monitoring performance. |
- Uphold principles of the CoC, especially in regions with higher risks from human and labor rights perspectives.
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- Updated the CoC to reflect the UN Guiding Principles, customer expectations and findings of the human rights impact assessment.
- Conducted live training on antitrust and anti-corruption in 2012-2013.
- Audited 20 (18) of 26 (28) plants in risk-defined regions for CoC and environmental compliance by third-party auditors, six of which were supported by Electrolux auditors.
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- Launch and implement the revised CoC by internal awareness and education campaigns.
- Monitor the implementation process through self-assessment and auditing.
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Safety – Global approach to health and safety (H&S) management and behavioral change. |
- Operate 25% of Global operations facilities at manufacturing industry best practice levels by 2015, with the end-goal of zero accidents company-wide.
- Be regarded as leader in the appliance industry sector for safety performance.
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- The total case incident rate (TCIR) is at 1.0 and decreased by a further 10% while workdays lost due to injuries increased by 48% (-36).
- Achieved the 2015 goal for Global Operations facilities.
- Recorded 216 injuries within Global Operations.
- Rolled-out the “Safety Management System” in all business areas, with the exception of Professional facilities.
- Launched the ‘100 days without an accident’ program. More than 85% of Global Operations factories reached 100 days.
- Introduced a group-wide measure “First Aid Incident Rate” (FAIR).
- Integrated Chilean and Egyptian factories in Group performance reporting.
- Global provider for third party verification of OHSAS 18001 standards.
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- Minimum 2014 Global Operations targets:
- Sites with TCIR greater than 1.0: 10% reduction.
- Sites with TCIR less than 1.0: 5% reduction.
- Fully adopt a safety management system in 2014.
- Achieve global goal of 100 consecutive accident-free days by end-2014.
- Achieve 2014 TCIR goal of 0.87 for facilities in Chile and Egypt.
- Achieve TCIR of 0.7 by 2015.
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Respect and diversity – Development of an innovative culture with diverse employees in terms of cultural backgrounds and gender.
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- 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.
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- A 1% increase in the share of women in Tier 2 positions (to 20%).
- A 1% decrease in the share of women in Tier 3 positions (to 25%).
- The workforce consists of 33% (32) female employees.
- Of its ten members, three women comprise the Board of Directors.
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- Ongoing diversity objectives: By 2015, increase female representation:
- Ongoing activities to achieve 2015 goal of share of females in:
- In Tier 3 positions: 30%.
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