Dialog with Board on sustainability strategies. |
- More fully integrate sustainability into business strategy.
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- Board informed on strategy, priorities and approach.
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Include stakeholder input in identifying sustainability priorities. |
- Understand expectations and respond to different stakeholder and market concerns.
- Integrate into company decision- making processes.
- Leverage strategic partnerships with NGOs, universities, customers and suppliers to reach sustainability objectives.
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- Structured dialogue with investors, employees and interested stakeholders on materiality.
- Issue-specific discussions with industry partners, organizations, unions and policy-makers.
- Participation in the development of ISO 26000, guidelines for managing social responsibility.
- Signed International Framework agreement with IF Metall, based on the Electrolux Code of Conduct.
- Partnered with US environmental organizations Algalita and 5Gyres in Vac from the Sea, an awareness-raising campaign to highlight the problem of plastic waste in the oceans
- Completed a trend report on future sustainability drivers and how they will impact business conditions.
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- Develop a process for stakeholder dialog that is integrated into business strategies.
- Further develop strategic partnerships.
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Our Electrolux – Embedding a common set of values |
- Integrate a common values system among all employees in a company that traditionally has been entrepreneurial and decentralized.
- Integrate Our Electrolux into the Talent Management processes including appraisal talks.
- All white collar workers complete appraisal talks.
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- Launched the Employee Engagement survey to collect feedback on how the corporate culture reflects the Group’s vision and values, with a global response rate of 74%.
- 880 employees participated in 636 Executive Essentials, leadership training sessions.
- 8,000 participants in over 700 Our Electrolux workshops in 2009 and 2010.
- The year-end objective of 12,000 employees undergoing appraisals talks was achieved.
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- Employee Engagement Survey to be conducted again in 2012.
- Global Induction program will include Our Electrolux elements.
- Ongoing work with Our Electrolux and increase the number of appraisal talks based on Our Electrolux program.
- Further improve corporate culture by focusing on improving office and factory working environments.
- Further improve the quality of competence development.
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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.
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- Developed an Ethics program comprising of an internal portal, training material and an ethics helpline, operated by a third party.
- Workshops regarding guidelines on gifts and events were held for selected functions.
- Content integrated into a Group US e-learning program.
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- Roll-out of the Ethics program in 12 languages and across all markets.
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Ethics and integrity, safety and sustainability – Improving Code of Conduct understanding, including environmental requirements through Workplace Standard training. |
- Integrate customers’ environ- mental and social requirements into Group standards.
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- 9 training sessions on the Workplace Standard held in Hungary (3), Poland (3), Brazil, Mexico and Romania.
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- Implement and monitor compliance according to the standard and improve performance.
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Ethics and integrity – Monitoring Code of Conduct performance compliance. |
- Uphold principles of the Code of Conduct, especially in regions with higher risks from human and labor rights perspectives.
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- 11 (10) of 20 (21) plants in risk-defined regions were either internally, or third-party audited for Code of Conduct and environmental compliance.
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Safety – Global approach to health and safety (H&S) management and behavioral change. |
- Operate 25% of Group facil-ities at manufacturing industry best practice levels by 2016, with the end-goal of zero accidents company-wide.
- Be the leader in the white goods sector for safety performance.
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- The global incident rate decreased by 21% while the number of workdays lost due to injuries decreased by 9%.
- Set up a global organization for OHS .
- Completed a cultural survey of 7,000 employees to gauge knowledge and engagement in safety .
- Seven external audits of facilities across markets to evaluate legal compliance to H&S.
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- 2011 targets: Sites with TCIR greater than 1.0: 10% reduction. Sites with TCIR less than 1.0: 5% reduction.
- Conduct employee safety perception survey of 35,000 employees worldwide.
- A blood-borne disease program is scheduled to be launched globally in 2012.
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Respect and diversity – Development of an innovative culture with diverse employees in terms of cultural backgrounds and gender. |
- Create teams that better reflect consumers in the Group’s markets. Focus more on gender equality, especially among senior management teams.
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- Currently 14% (15) of senior management are female.
- Supported local joint business diversity initiatives in key Group markets such as initiatives through engagement in AIESIC.
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