LA1-3
The average number of Electrolux employees during 2014 was 60,038 (60,754). At year-end, the total number was 59,481 (60,783).
| 2014 | |
| Europe, 35% | 35 |
| North America, 18% | 18 |
| Australia, New Zealand and Japan, 3% | 3 |
| Africa and Middle East, 8% | 8 |
| Latin America, 30% | 31 |
| Southeast Asia and China, 6% | 6 |
| 2014 | Full time Indefinate |
Part time Indefinate |
Total Indefinate |
Full time Temporary |
Part time Temporary |
Total Temporary |
Total All |
|---|---|---|---|---|---|---|---|
| Electrolux White | 12,506 | 336 | 12,842 | 681 | 17 | 698 | 13,540 |
| Electrolux Blue | 31,215 | 360 | 31,575 | 4,718 | 49 | 4,767 | 36,342 |
| Supervised | 2,456 | 2 | 2,458 | 1,565 | 224 | 1,789 | 4,247 |
| Total | 46,177 | 698 | 46,875 | 6,964 | 290 | 7,254 | 54,129 |
The table ‘Workforce by employment type’ encompasses data from 53 factories, 30 warehouses and 31 offices. It includes 54,129 employees, representing 91% of the total number of employees at year-end.
| <30 years | 30-50 years | >50 years | ||||||
|---|---|---|---|---|---|---|---|---|
| 2014 | Male-Leaving | Female-Leaving | Male-Leaving | Female-Leaving | Male-Leaving | Female-Leaving | Total Male leaving | Total Female leaving |
| Asia Pacfic | 66 | 44 | 88 | 34 | 26 | 6 | 180 | 84 |
| EMEA | 609 | 345 | 854 | 515 | 334 | 241 | 1,797 | 1,101 |
| Latin America | 623 | 136 | 863 | 367 | 36 | 9 | 1,522 | 512 |
| North America | 2,153 | 1,298 | 1,548 | 993 | 537 | 180 | 4,238 | 2,471 |
| 3,451 | 1,823 | 3,353 | 1,909 | 933 | 436 | 7,737 | 4,168 | |
| Rate of turnover per total employees at year end (LA1) | 6% | 3% | 6% | 3% | 2% | 1% | 13% | 7% |
Having progressed in 2014 from a biennial to an annual cycle, the Employee Engagement Survey (EES) measures corporate culture, team efficiency, employee engagement and leadership. During 2014, employees from both production and non-production were included for the first time.
The total response rate was 81% (88% for non-production employees and 77% for production employees). The 2014 results indicate that employees have strong confidence in Electrolux leadership but Electrolux can improve on helping them understand Group strategy and its implications for their daily work. This year a stronger emphasis was put on making sure managers create team action plans. HR facilitated this through more communication, training and workshops for managers on what their organizational and team EES feedback means and how to work with it most effectively.
The CoC and the Workplace Standard stipulate that all employees should be remunerated at levels no less than local minimum wage. Additionally, each operational unit is responsible for providing its employees with all legally mandated benefits to which they are entitled. These include medical and social insurance as well as pensions.
Electrolux applies both long-term and short-term incentive programs to full time employees. Benefits to Group and senior management are described in the Board of Directors report in the Annual report. Incentives for the top 200 managers are linked to performance of non-financial targets in a few instances, depending on roles. This includes, for example, service call rates, quality and safety.