Electrolux 2014 Annual Report Download - page 38

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Dedicated employees and outstanding leaders play a crucial
role in Electrolux achieving the Group's targets and vision. A
strong set of values forms the foundation for all operations.
In addition, employees are driven by a desire to improve
people’s lives and contribute 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
competencies and creativity to develop successful consumer
relevant appliances across the globe. At the same time, it
is important to contribute to sustainable development for
current and future generations in a world that is evolving at an
increasingly rapid pace.
The spirit of innovation that began with Electrolux founder
Axel Wenner-Gren still characterizes the company today.
Wenner-Gren’s success was built on proximity to consumers
and the ability to identify new business opportunities. These
factors in combination with a strong set of values form the
core of the Group’s operations. Employee passion for inno-
vation, consumer insight and motivation to achieve results set
Electrolux apart.
Strong, committed managers play a decisive role in the
successful execution of the strategy. The Group’s leader-
ship model clearly states that leaders at Electrolux have
the responsibility to be both business and people leaders.
In , implementation continued of the global training
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 the targets. The Electrolux leadership model clearly acknowledges that
the path to success begins with people.
program called Coaching for Performance with the goal of
developing leaders and employees. The program is crucial
to efforts within Electrolux to build a feedback culture.
Recognition as the best appliance company by our
employees is an important vision for Electrolux and the
Electrolux Employee Engagement Survey (EES) is a key tool
for measuring this. In the EES, employees evaluate various
aspects of the Group's corporate culture, such as leadership,
teamwork and employee commitment. During , both
production and non-production employee responses were
included in the survey results for the first time. Having Group-
wide participation and feedback in this way allows Electrolux
to assess its performance internally and externally against
other high-performing organizations. The results of the survey
are used to improve business operations. The EES is a key tool
in 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.
Employees by geographic area 
Europe, 35%
North America, 18%
Australia, New Zealand and Japan, 3%
Africa and Middle East, 8%
Latin America, 30%
Southeast Asia and China, 6%
 ELECTROLUX ANNUAL REPORT 
 
  