Group Management includes the President, the six sector heads and six group staff heads. The President is appointed by and receives instructions from the Board. The President, in turn, appoints other members of Group Management and is responsible for the ongoing management of the Group in accordance with the Board’s guidelines and instructions. Group Management holds monthly meetings to review the previous month’s results, to update forecasts and plans and to discuss strategic issues.
A diversified management team
The Electrolux management team, with its extensive expertise, diverse cultural backgrounds and experiences from various markets in the world, forms an excellent platform for pursuing profitable growth in accordance with the Group’s strategy. Electrolux Group Management represents six different nationalities and ten of its thirteen members have worked on at least two continents.
Furthermore, all have previous experience of predominantlymultinational consumer goods companies in various sectors. A dynamic management team with in-depth knowledge of the conditions in the various markets is crucial to drive profitable growth. In recent years, a number of major initiatives have been launched aimed at better leveraging the unique, global position of Electrolux. In several areas, global and cross-border organizations have been established to, for example, increase the pace of innovation in product development, reduce complexity in manufacturing and optimize purchasing. In 2011, Group Management was reinforced through the introduction of The Innovation Triangle – a formal structure for collaboration throughout the product-creation process between the R&D, design and marketing functions.
For details regarding members of Group Management, see Presentation of the Group Management. The information is updated regularly at the Group’s website; www.electrolux.com/group-management.
Major issues addressed by the President and Group Management in 2012
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Electrolux growth strategy.
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Integration of the acquisitions of CTI in Chile and Olympic Group in Egypt.
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Optimizing of the manufacturing footprint.
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Accelerating efforts to capitalize on the Group’s global
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Leveraging professional competencies to the consumer products offering.
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More rapid process for new products.
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Project to improve capital efficiency.
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Activities to improve Electrolux environmental performance.
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Strenghtening of the Electrolux corporate culture.
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Continued focus on implementation of the ethics-training program and a whistleblowing system.