Electrolux 2002 Annual Report Download - page 68

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Electrolux is committed to implementing the highest stand-
ards and most effective processes to ensure that its operations
create long-term value for shareholders and other stakeholders.
This includes, among other things, maintaining an efficient
organizational structure, operating systems for internal control
and risk management, and ensuring transparency in internal
and external financial reporting.
The Group is committed to continuously reducing resource
consumption in manufacturing and related processes, and to
designing and marketing products with a high level of envir-
onmental performance.
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Electrolux operations are organized into seven business
sectors, including a total of 28 product lines.There are five
supporting Group staff units.
Group Management
In addition to the President and CEO, Group Management
includes the six sector heads and the five Group staff heads.
Group Management meets each month to review the pre-
vious month’s results, update forecasts and plans, and discuss
strategic issues.
Business sectors
The sector heads have complete responsibility for the results
and balance sheets of their respective sectors. Overall manage-
ment of the sectors is the responsibility of sector boards, which
Corporate governance
meet every quarter.The President and CEO is the chairman
of all sector boards.Apart from the President and CEO, the
sector board meetings are attended by the management of the
respective sectors, as well as the Head of Group staff Control-
ling,Accounting,Taxes,Auditing and IT.The sector boards are
responsible for monitoring on-going operations, establishing
strategies, determining sector budgets, and making decisions
on major investments.
The product line managers are responsible for the prof-
itability and long-term development of their product lines.
Six Group processes
In order to ensure a systematic approach to improving opera-
tional efficiency and secure the way business is performed, the
Group has defined six core processes within strategically
important areas.These processes are common for the entire
Group and comprise purchasing, people, branding, product
development, demand flow, and business support.
During 2002, the President and CEO and two members of
Group Management established a special working group with
the task of addressing strategic issues and increasing coopera-
tion between the sectors within the framework of the above-
mentioned processes.
During the year it was also decided that global product
councils would be established to further improve the coordi-
nation of product development activities, and to facilitate
work on standardization of designs and components.
A global purchasing council was established several years
ago to coordinate purchasing activities.
Legal
Cecilia Vieweg
Professional Products
Consumer Durables
Communication and
Public Affairs
Lars Göran Johansson
Group strategy and key processes
Hans Stråberg, Bengt Andersson
and Johan Bygge
President and CEO
Hans Stråberg
Controlling, Accounting,
Taxes, Auditing, IT
Fredrik Rystedt
Treasury
Nina Linander
Organizational Development and
Management Resources
Lilian Fossum
White Goods
Europe
Wolfgang König
White Goods
North America
Robert E. Cook 1)
White Goods
outside
Europe and
North America
Johan Bygge
Floor Care
Products
and Small
Appliances
Magnus Yngen
Outdoor
Products 2)
Johan Bygge
Robert E. Cook
Outdoor
Products
Bengt Andersson
Indoor
Products
Detlef Münchow
1) Keith McLoughlin succeeded Robert E. Cook as head of White Goods North
America as of March 17, 2003.
2) Consumer Outdoor Products consists of North American operations headed by
Robert E. Cook, and operations outside North America headed by Johan Bygge.
Bengt Andersson was appointed head of this sector as of September 12, 2002.