Electrolux 2013 Annual Report Download - page 47

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Dedicated people and outstanding leaders are crucial for
Electrolux to achieve its mission and vision. A strong set of val-
ues forms the foundation for all operations. In addition, employ-
ees are driven by a desire to improve people’s lives and contrib-
ute to sustainable development – the Electrolux purpose.
An innovative corporate culture
An innovative corporate culture with dedicated employees from
diverse backgrounds provides Electrolux with the right founda-
tion to develop successful products for consumers across the
globe. At the same time, it is important to contribute to sustain-
able development for current and future generations in a world
that is evolving at an increasingly rapid pace.
The innovative corporate culture from the time of its founder
Axel Wenner-Gren still characterizes Electrolux. Wenner-Gren’s
success was built on proximity to customers and the ability to
identify new business opportunities. These factors in combina-
tion with a strong set of values form the core of the Group’s
operations. Employee passion for innovation, consumer insight
and motivation to achieve results set Electrolux apart.
Strong committed managers play a decisive role in the suc-
cessful execution of the Electrolux strategy. The Group’s leader-
ship model clearly states that leaders at Electrolux have the
responsibility to be both business and people leaders. To sup-
port this leadership model, a global training program called
(Coaching for Performance) was initiated in 2013 for all manag-
ers with the goal of strengthening the feedback culture and
improving employee performance. This is crucial to make
Electrolux a high-performing learning organization.
To be recognized as the best appliance company by our
employees is an important vision for Electrolux and a key tool for
measuring this perception is Electrolux Employee Engagement
Survey (EES). The EES reviews various aspects of the compa-
ny’s corporate culture such as leadership, team efficiency,
employee engagement and teamwork with a system for collect-
People and leadership
Dedicated employees with diverse backgrounds play a crucial role in creating the innovative corporate
culture necessary for Electrolux to be successful and reach its vision. Electrolux leadership model
acknowledges that the path toward success begins with people.
ing feedback to help improve overall business execution. In
2013, EES was upgraded and finetuned. EES is an important
tool in Electrolux journey towards becoming a high performing
learning organization.
Electrolux offers opportunities to pursue a career in a global
company with a strong focus on quality, innovation, design and
sustainability.
Wherever Electrolux operates in the world, the company
applies the same high standards and principles of conduct.
Respect, diversity, integrity, ethics, safety and sustainability –
the elements that make up the Electrolux foundation – are taken
into account by employees during their meetings with custom-
ers and colleagues around the globe.
Employees by geographic area 2013
Western Europe, 22%
North America, 16%
Australia, New Zealand and Japan, 3%
Africa, Middle East and Eastern Europe, 24%
Latin America, 30%
Southeast Asia and China, 5%
45ANNUAL REPORT 2013