Electrolux 2007 Annual Report Download - page 40

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36
Prioritizing diversity
Electrolux is a global company. Senior management is strongly
convinced that diversity among employees makes the Group bet-
ter equipped to satisfy the demands of different markets and cus-
tomer needs. Cultural diversity is essential, to refl ect local con-
sumer needs.
Increasing the proportion of women at all levels of the Group is
also prioritized. Electrolux works actively to ensure that women
are always included among candidates for managerial posts.
Approximately 140 positions were fi lled in 2007, and women were
appointed to approximately one third of them. About 29% of the
participants in the Group’s leadership programs during 2007 were
women.
Electrolux cooperates globally with AIESEC, a leading student
organization for development of young managers. This has pro-
vided the Group with young talent and enhanced cultural diver-
sity. In 2007, more than half of the AIESEC trainees were offered
permanent jobs with Electrolux, out of which two thirds were
females.
Development of global leaders
Electrolux invests in internal leadership development in order to
create a common perception of leadership irrespective of cultural
differences. To date, the group-wide leadership program has
been uniformly implemented in 14 countries and 14 different lan-
guages. Since 2003, totally 1,657 managers have participated in
the leadership programs. In 2008, the program is planned to be
implemented in even more countries.
In order to ensure that all internal talent is utilized, the Group
maintains a talent management process in which more than 3,000
employees are evaluated annually. Approximately 50 top-level job
openings were announced in 2007 and approximately 75% of
them were fi lled internally, as against 56% in 2004. The Open
Labor Market (OLM) is the Group’s most important channel for
announcing openings and has also contributed to the increase in
internal recruiting.
Dialogue with employees
The Employee Attitude Survey (EAS) is a web-based tool that
gives employees an opportunity for year-round anonymous feed-
back on various issues related to development within their own
teams. The results are evaluated, analyzed, and used as input for
continued development work. EAS 2007 was the most compre-
hensive survey to date, with more than 10,000 employees contrib-
uting their points of view. For the fi rst time, all offi ce workers in
Asia participated in the EAS during 2007.
Diversity among employees and managers, a group-wide leadership program and a clearly
defi ned approach to work with a focus on the consumer are priority areas for increasing
the competitiveness of Electrolux. Transforming Electrolux into a more consumer-oriented
company involves high criteria for having the right employees and managers.
Success through diversity
Group-wide
Women 35%
Men 65%
Senior managers
Women 12%
Men 88%
Group Management
Women 27%
Men 73%
Board of Directors
Women 33%
Men 67%
Distribution of employees Gender distribution
Europe,
51%
North America,
21%
Latin America,
19%
Asia/Pacific,
9%
Rest of the world,
<1%
employees
36