Electrolux seeks to attract and develop excellent talents with diverse backgrounds. Teamship is the Electrolux way of working to build a high performing and learning multicultural global organization.
Electrolux aims to drive a culture enabling the right behaviors for a high performing and learning organization. To achieve the purpose and the business goals, the Group searches for and develops talents within four core competences:
Electrolux places substantial focus on talent management to attract, recruit, develop, and retain excellent talents with diverse backgrounds.
The four core competences are included in the performance management process, as well as in the recruitment process, to identify and assess the behaviors needed for the position. With clear targets and coaching on performance, together with development plans, employees are encouraged to contribute to the Group’s success, and their own personal development.
In 2017, the digitalization of all talent-related processes continued through the TalentONE. TalentONE is an online cloud solution that will provide leaders with a simpler, more effective way of driving performance and developing employees.
The core competences form the backbone of the Electrolux leadership model, and are part of all Electrolux leadership trainings
and workshops. The leadership model is included in the talent management process to evaluate behaviors from both a business leader and people leader perspective.
To ensure good internal access to future leaders, a structured process is applied to identify and develop employees for their next career move. For senior leaders Electrolux offers a leadership program building the execution and leadership capabilities needed to successfully implement the business model. In 2017, the leadership program was to a large extent focused on the digital transformation, and the opportunities and challenges it brings to talent management and leadership.
During the year tranings for leaders in their first managerial role was reinforced and reviewed through focus on; Leading oneself as well as Leading others and coaching for performance.
We focus on common goals
We make clear choices
We drive continuous
improvement
We cross-collaborate
with clear roles
We embrace team diversity
We develop and
learn together
We build trust through openness
We get the right facts and numbers
We celebrate success and learn from mistakes
We are passionate about customer experience
We act with a sense of urgency
We take ownership
and make it happen
Teamship is the Electrolux way of working. It’s about setting aligned goals that allow clear choices and continuous improvement. It’s about knowing how to collaborate. It’s about transparency and a learning organization. Finally, it is about engagement and passion about Best-in-class consumer experiences. During 2017, interactive Teamship workshops were arranged for new employees.
Electrolux evaluates and develops the engagement of people through the Electrolux employee engagement survey, EES. It is an important tool for leaders to assess engagement, leadership, organizational capabilities and commitment to strategy and purpose. The survey allows for external comparison with other high-performing learning organizations.
This year, an additional survey was carried out to monitor the teams with low scores in previous surveys. The results were very encouraging, as all teams made progress and improved their scores.
Wherever Electrolux operates in the world, the company applies the same high standards and principles of conduct. Ethics, integrity and respect for people and the planet are taken into account when employees meet customers and colleagues around the globe.
Electrolux continued to intensify its efforts regarding human rights during the year. The key human rights areas include labor rights, such as freedom of association, non-discrimination and working conditions.
In focus are privacy, with the increase in the amounts of personal data available, and corruption. Local human rights impact assessments were conducted in Egypt and Thailand in 2017.
Electrolux has a global Ethics Program, encompassing both ethics training and a whistleblowing system — the Electrolux Ethics Helpline. Through the Ethics Helpline, employees can report suspected misconduct in local languages. Reports may be submitted anonymously if legally permitted.
The majority of the reported cases during 2017 related to discrimination and harassment.
The Group carried out an internal information campaign reinforcing awareness on the Ethics Helpline. Procedures for handling potential cases of sexual harassment and misconduct were on the agenda of the Group management meeting in 2017.
Electrolux employs a global health and safety management system, aiming to promote a strong safety culture. During the year, the total incident rate in the company (TCIR1)) decreased to 0.58. Approximately 82% of plants achieved a level of less than 1.0. Since 2013, the incident rate has decreased from 1.0 to 0.58. The Group aims to reduce the incident rate to less than 0.5 in 2020.
1) Total incident rate per 200,000 working hours.
| Europe, 38% | 38 |
| North America, 18% | 18 |
| Australia, New Zealand and Japan, 2% | 2 |
| Africa and Middle East, 6% | 6 |
| Latin America, 29% | 29 |
| Southeast Asia and China, 7% | 7 |
| Leading executives | |
| Women, % | 29 |
| Men, % | 71 |
| Group Management | |
| Women, % | 8 |
| Men, % | 92 |