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Operational Efficiency
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- Reduce the Group’s energy use by implementing a medium-term relative reduction target for energy consumption in operations by 15% by 2015, baseline 2011.
- Lower the Group’s carbon emissions.
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- Completed an action plan for 2015 for energy-efficient processes.
- Realized a 5.1% relative improvement in energy use, indicating a significant rise in production efficiency in comparable factories. In absolute terms the Group decreased energy use by 3.4%.
- Achieved energy cost savings in 2014 of more than SEK 375m compared to 2005.
- Emitted approximately 200,000 tonnes of CO2 less annually compared to 2005 (including acqusitions).
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- Implement the 2015 energy action plan.
- Detail an investment strategy for energy efficient equipment and processes.
- Set a new energy target for 2020, baseline 2015.
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Operational Efficiency
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- Reduce carbon emissions from the transportation of goods.
- Define measuring methods that allow comparing CO2 impacts from transportation.
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- Enabled development of new baseline for target through improved transport carbon data accuracy.
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- Share experience and best practice between the regions on e.g. tender requirements, fill rate improvement, and product packaging.
- Roll out low carbon procurement stipulations to more suppliers.
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Operational Efficiency
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- Reduce emissions from ocean shipments.
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- Achieved more than 25% improvement in carbon efficiency between 2010 and 2014 in ocean transportation.
- Set annual target to reduce the relative emissions from logistics by 3%.
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- Participate in BSR Clean Cargo Working Group in line with the 2015 action list.
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Operational Efficiency
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- Develop water management targets for all factories.
- Set a water target for factories in potential water risk areas.
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- Achieved a 20% water reduction target two years ahead of schedule. The target was set for 2014 against a 2010 baseline. By 2014 the saving was more than 40%.
- Carried out monthly follow up of progress towards the target and implementation actions.
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- Share experience and best practice.
- Set new water management target.
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Operational Efficiency
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- Understand success factors and establish conditions for cooperation with suppliers on energy management.
- Integrate suppliers’ energy use into Electrolux reporting.
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- Increased regular reporting to more than 70% (60%) of the Group’s OEM supplier spend on energy consumption.
- At present, supplier energy consumption is not integrated into the Group’s external reporting of energy use.
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- Include supplier achievements in 2015 energy reporting.
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Ethical business
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- Involve employees with the Purpose – 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 voluntary Purpose workshops to local markets and each individual. Over 4,200 employees took part by year-end 2014.
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- Further evolve the Purpose program to embed it in Group culture.
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Ethical Business
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- Establish an ethics program based on the Code of Ethics and related policies.
- Inform employees about ways to apply policies in practice.
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- Launched program in South Africa and the Netherlands.
- Rolled out ethics e-learning program in Asia.
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- Introduce the Ethics program in remaining countries.
- Deliver educational campaigns in Group Policies.
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Ethical Business
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- Develop a system enabling all employees to report potential concerns.
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- Developed an internal whistle-blowing processes for investigation and reporting.
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- Maintain awareness of, and trust in, the Ethics Helpline through internal communication.
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Ethical Business
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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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- Achieved a 2% increase in the share of women in Tier 2 positions (to 22%).
- Matched the share of women in Tier 3 positions compared to 2013 (25%).
- Equaled the workforce share of 33% (32%) female employees.
- Increased the proportion of women on the Board of Directors. Of its nine members, three are women.
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- Pursue ongoing diversity objectives: By 2017, increase female representation:
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In Tier 2 positions: 25%
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In Tier 3 positions: 30%
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| Ethical Business |
- Integrate common values among all employees.
- Integrate core values into Talent Management Process, including performance appraisals.
- Implement to Electrolux Leadership Model.
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- Conducted Employee Engagement Survey (EES) among production and non-production employees across the Group, with 77% and 88% response rates respectively.
- Teamship launched at top management meeting 2014 and incorprated as an index in the 2014 EES.
- Industrial Relations Strategy introduced to Leadership Teams.
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- Conduct EES annualy, starting 2015 (previous frequency every 18 months).
- Teamship workshops offered to employees in all regions.
- Teamship Awards to be launched in each sector.
- Launch training on Industrial Relations Strategy, in tandem with Code of Conduct roll-out.
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Human and Labor Rights
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- Implement Code of Conduct (CoC) and monitor performance.
- Uphold principles of the CoC, especially in regions with higher risks from human and labor rights perspectives.
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- Received formal approval of the updated Code of Conduct.
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Human and Labor Rights
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- Provide training around the Code of Conduct.
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- Conducted introductory sessions with Sector Leadership Teams in the Code of Conduct.
- Developed educational materials.
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- Carry out educational campaign of the Code of Conduct and Industrial Relations.
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Human and Labor Rights
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- Monitor and audit performance against the Code of Conduct.
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- Completed ALFA assessment of manufacturing units, based on the updated CoC and Workplace Standard.
- Audited 12 plants in high. risk countries for Code of Conduct compliance.
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- Launch new audit procedure based on the updated Code of Conduct.
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Health and Safety
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- Ensure global approach to health and safety (H&S) management and behavioral change.
- Operate 25% of Major Appliances facilities at manufacturing industry best practice levels by 2015, with the end-goal of zero accidents company-wide.
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- The Global case incident rate (TCIR) is at 0.9 and and decreased by 10% while workdays lost due to injuries decreased by 46%.
- Total injuries recorded were 401 within the Group, 283 of these were within Major Appliances.
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- Minimum 2015 Major Appliances targets:
- Achieve not more than 5 out of 38 factories with TCIR greater than 1.0.
- Reach a 5% reduction in factories with TCIR less than 1.0.
- Fulfill TCIR goal of 0,66 (0.87) for Major Appliances facilities.
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Health and Safety
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- Be regarded as a leader in the appliance industry sector for safety performance
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- Continued the roll-out of the “Safety Management System” in all business areas, with the exception of Professional facilities.
- Expanded current program to ‘150 (100) days without an accident’.
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- Carry out full assessment of the safety management system in all Major Appliances factories by the OHS global team.
- Achieve global goal of 150 consecutive accident-free days by end 2015.
- Define and follow up a FAIR target for each factory.
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Health and Safety
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- Incorporate new acquisitions in OHS performance reporting.
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- Integrated Chilean and Egyptian factories in Group performance reporting.
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