Electrolux  
Sustainability Report  
2019

Contents
For the Better – key results 2019..................................................III
Sustainability Q&A................................................................................1
Key priorities and progress
Constantly improve product performance  
and efficiency..........................................................................................3
Make better use of resources.........................................................6
Eliminate harmful materials.............................................................9
Achieve more with less....................................................................11
Ensure the best health and safety............................................15
Always act ethically and respect  
human rights.........................................................................................17
Solutions for healthy and sustainable
living for more people.....................................................................23
Be a force for good..........................................................................25
Improve sustainability in the supply chain............................28
Our climate targets...........................................................................32
Key processes
Global megatrends that shape our business......................34
Electrolux and the UN  
Sustainable Development Goals...............................................36
New legislation...................................................................................38
Our materiality process..................................................................39
Stakeholders inform our approach..........................................41
Impacts throughout our value chain.......................................46
Managing sustainability risks.......................................................50
Understanding and managing our  
human rights risks..............................................................................51
Auditing and monitoring................................................................57
Management approach................................................................60
Case studies
How do we live more sustainably?
Towards better living........................................................................69
Better care of the fashion we wear..........................................71
Going in circles – circular business solutions.......................73
Net zero emissions by 2050 – our pledge 
throughout our value chain..........................................................74
The Electrolux way of doing business.....................................76
Inclusion and diversity drive our business............................77
Funding a sustainable business.................................................79
The year 30,000 became Food Heroes.................................80
Spotlight on suppliers: A sense of shared purpose.........81
Reporting framework
About this report................................................................................83
GRI Index................................................................................................85
UNGC Advanced-level reporting..............................................90
UN Guiding Principles Reporting Framework.....................98
Awards and recognition.............................................................. 100
Transparency in the supply chain.......................................... 102
Auditor’s Limited Assurance Report...................................... 103
Appendix – tables and graphs............................................  104

Better Solutions
23/32%
Our most energy and water efficient products accounted 
for 23% of total units sold and 32% of gross profit in 2019 
20
20 times more recycled plastic used in 
products in 2019 compared with 2011
4,300
4,300 components tested for 
 chemical compliance
For the Better 
– KEY RESULTS 2019 –
Better Operations
-75 %
–75% absolute CO2 emissions in our 
operations since 2005
44% less energy used per manufactured  
product compared to 2005
- 44%
90%
90% of employees stated they understand how they  
should act in accordance with our Code of Conduct

Better Society
30,000 kids took part in workshops 
on sustainable eating
Improved CO2 efficiency in our global sea freight by 
more than 22% over the last 5 years
Reached over 4,200 people working  
at suppliers through training
Our targets for the future
OTHER TARGETS FOR 2020
Achieve a 50% share of renewable  
energy for our operations
50%
zero
Implement zero waste to  
landfill program in all factories
Reduce carbon emissions in operations by 80%  
and by 25% in products between 2015 and 2025
Climate neutral operations by 2030
Climate neutral value chain by 2050
For the Better 
– KEY RESULTS 2019 –

Our sustainability framework – For the Better – deﬁnes how Electrolux works to achieve 
Better Solutions, Better Operations and a Better Society. It includes our most material 
sustainability issues and helps us strive toward our purpose to shape living for the better. 
Better solutions
Climate targets
Improve product performance 
and eﬃciency
Make better use of resources
Eliminate harmful materials
Better operations
Ensure the best health  
and safety
Achieve more with less
Respect human rights and  
ethical principles
Better society
Solutions for healthy and 
sustainable living for more people
Be a force for good
Improve supply chain 
sustainability
For the Better

THE YEAR SUMMARIZED BY JONAS SAMUELSON (JS), PRESIDENT AND CHIEF EXECUTIVE OFFICER, AND HENRIK SUNDSTRÖM
(HS), VP SUSTAINABILITY AFFAIRS.
Sustainability Q&A
JS: Sustainability has gone from being very important to crucial for Electrolux, as our planet approaches several extremely signiﬁcant
tipping points. This is why we launched the Better Living Program in 2019 and why we will take our sustainability framework to the
next level in 2020 and beyond.
HS: The Better Living Program is an integral part of our new For the Better 2030 sustainability framework, which will enable Electrolux
to continue to create better and more sustainable living for people around the world through to 2030. With bold targets focusing on
better eating, better garment care and a better home environment, as well as to become climate neutral in our operations and
strive towards a more circular business, the program intensiﬁes our contribution to key global challenges.
JS: I think our main challenge is meeting consumer expectations and demands while making more sustainable behavior mainstream.
This might be helping people to reduce food waste, or making their clothes last longer through better fabric care, which are both
now an important part of our strategy.
HS: The Better Living Program and For the Better 2030 will help us to concretize our purpose to shape living for the better by making
life more enjoyable and sustainable for people. They will also help us tackle challenges head on by being prepared for the major
challenges facing our business and society as a whole.
JS: Last year we set up the Sustainability Board, which will be an important vehicle for delivering our targets by optimizing resources
and action. We are also continuing to integrate our climate targets into our business, for example through our large investments like
the one in North America completed in 2019 that will have a great impact.
HS: We are starting to deﬁne early in the product development process how our new products will help us accomplish our targets.
This involves having a more consumer centric focus from the R&D phase.
JS: As a global leader in household appliances, Electrolux has a tremendous opportunity to eliminate the barriers that prevent
consumers and the industry from making sustainable choices. That’s where the Better Living Program comes in. It’s part of our For the
Better sustainability framework and will be an engaging way to communicate with consumers.
HS: We are on track to meet many of our ambitious 2020 sustainability targets. But the Better Living Program steps up our
commitment to sustainability and contribution to key global challenges by building on our 2020 targets with at least 100 bold actions
for 2030. In this way, the program turns the Electrolux purpose into action – to ensure that the company continues to shape better
living today, tomorrow and for another 100 years.
JS: Our new sustainability framework is more aligned with the UN Sustainable Development Goals. The UN Global Compact also
continues to reinforce our sustainability work, and we are a long-term signatory of its ten principles.
JS: I was proud to sign the global ‘Business Ambition for 1.5°C’ pledge on behalf of Electrolux at the UN Climate Action Summit in New
York in September. During the year, we also joined the Cool Coalition initiative, which works to accelerate the adoption of
refrigerants with less Global Warming Potential in refrigerators, freezers and air conditioning units.
HS: As part of our new objective to make our business circular and climate neutral, we launched two new climate targets during the
year. These longer-term targets build on our 2025 science-based climate target and aim for climate neutral operations by 2030 and
a climate neutral value chain by 2050. Taking action on climate change is essential, both for our business and for society. 
What has 2019 meant for the company's sustainability agenda? 
What are the main sustainability challenges ahead? 
What is being done to implement and deliver on the 2030 targets?
How will the Better Living Program drive the Electrolux sustainability agenda
until 2030? 
Does the For the Better 2030 align with the global sustainability agenda? 
How has Electrolux stepped up its climate action in 2019? 
Key priorities and progress 2019
1

JS: We are implementing the European Commission’s Guidelines on reporting climate-related information, which is part of the
Commission’s action plan on ﬁnancing sustainable growth. Our aim is to provide investors and lenders with consistent climate-related
ﬁnancial risk disclosures.
HS: As part of this we are currently aligning our climate reporting with the recommendations from the Task Force on Climate-related
Financial Disclosures (TCFD) issued by the Financial Stability Board (FSB). This mainly focuses on identifying the ﬁnancial
consequences from our risks associated with climate change.
JS: Our new multi-door refrigeration platform oﬀers features such as chiller drawers and seal crispers that keep ingredients fresher for
longer. I am also proud of our new products where we have managed to phase out global warming refrigerants.
HS: We launched the QuickSelect dishwasher interface that intuitively indicates to the user how they can save energy and water – to
gently encourage the consumer to make more sustainable choices. We also launched washing machines with UltraCare technology
that saves energy by allowing washing at lower temperatures. Signiﬁcantly, our most eﬃcient products consistently achieve a higher
proﬁt margin than standard products – accounting for 23% of total units sold by Electrolux in 2019 but for 32% of our gross proﬁt.
JS: We developed our new green bond framework in alignment with the Green Bond Principles 2018 – and I am proud to say that we
are the ﬁrst to do so in our sector. In March, we issued our ﬁrst SEK 1 billion green bond to fund climate investments and other
projects that support the Sustainable Development Goals.
HS: The purpose of the green bond framework is to ﬁnance investments that improve product performance and eﬃciency, make
better use of resources, eliminate harmful materials, achieve more with less or contribute toward our climate targets. During the year,
the bonds ﬁnanced our investment in our North America operations, which has improved eﬃciency and reduced greenhouse gas
emissions.
JS: I believe circularity presents signiﬁcant opportunities for us to tap into new markets and extend the lifetime of our products by
creating circular business models, such as our new ﬁxed price repair services in Europe, and our new subscription-based model for
our award-winning Pure i9 robotic vacuum.
HS: During the year, we received funding from Vinova to test a new leasing concept for Electrolux to maintain and optimize the
lifetime of washing machines for municipal housing companies in Sweden. We also joined forces with Stena Recycling on the new
‘Circular Initiative’ where we shared good practice with other leading companies and demonstrated a smart robot that dismantles
old Electrolux vacuum cleaners and collects recyclable fractions.
JS: The Electrolux Board approved funding to the Food Foundation as part of our 100-year anniversary celebrations and intends to
provide 100 million SEK until 2030. This will allow us to drive the foundation’s work with a more long-term commitment to promote the
much needed shift to sustainable cooking and eating habits globally.
HS: During the year, the Food Foundation replicated its successful concepts around the world. For example, the 'Food Heroes'
initiative educated 30,000 people on sustainable eating, and the 'Like a Chef' professional training program is now active in Brazil,
Russia, Sweden, Poland, Egypt and Ukraine.
How is your climate reporting aligned with the latest best practice? 
What are you most proud of in terms of products launched during the year?
What does the new Electrolux green bond framework mean for the business? 
How is circularity becoming more important to Electrolux? 
What progress was made with the Electrolux non-proﬁt Food Foundation during
the year?
Key priorities and progress 2019
2

BETTER SOLUTIONS
Constantly improve 
product performance and eﬃciency
We are creating ever more eﬃcient, high-performance appliances, which help
consumers to live better lives, save money and reduce their environmental footprint.
Electrolux will improve the energy and water
performance of our appliances, raising the bar for
product eﬃciency around the world.
Read more about our progress on this Promise
Be a leader in product eﬃciency in our most important
markets by 2020.
Continue to develop products with good environmental
performance, with a focus on energy eﬃciency.
Continue to drive the market for eﬃcient products through
awareness-rising consumer campaigns.
Tackling climate change by reducing greenhouse gases is one
of the greatest, most urgent challenges facing society. At the
same time, demand for water is set to increase by as much as
40% by 2030, meaning that a billion more people will live in
places where water can no longer be taken for granted.
Eﬃcient appliances can help with these issues, by saving energy
and water throughout their lifespan. Product energy use is
responsible for over 80% of our climate impact, so product
energy eﬃciency is where we can make our greatest
contribution to tackling climate change. In terms of water use,
dishwashers for example, are more water eﬃcient than washing
dishes by hand. 
Product eﬃciency targets and KPIs are integrated into our
product generation planning – supported by an analysis of the
regulatory landscape, energy labeling, market position and
energy-eﬃciency improvements. We strive to be a market
leader in product eﬃciency in all our main markets, and we set
our product performance targets accordingly. Our individual
product eﬃciency targets are also designed to contribute
toward our climate targets.
In our reporting, we measure the proportion of sales volumes
and gross proﬁt from our most resource eﬃcient products in
main markets compared with our global oﬀering. Our most
resource eﬃcient products include washing machines that meet
the European A+++ energy rating. We have a clear follow-up
methodology for energy and water performance that allows us
to track progress against our goals.
This promise is embedded in the Group's R&D processes
through deﬁned targets and KPIs for each major product
category where eﬃciency standards exist. We are also
exploring eﬃciency opportunities related to digitalization and
connectivity by developing smart appliances to measure
consumer behavior or connect to a smart grid to optimize
energy use. 
Raising consumer awareness of the beneﬁts of using more
eﬃcient products - particularly in markets without energy
labels.
With already high product eﬃciency in Europe, the cost of
further product improvements is increasing as the potential
new eﬃciency savings reduce.
Various energy eﬃciency standards around the world make
it diﬃcult to apply worldwide best practice.
Our promise
Roadmap 2015 to 2020
The case for action
Our approach
Product generation planning
Reporting
Product eﬃciency innovation
Challenges
3

The progress on our promise 
2015
2016
2017
2018
2019
Index 2015 = 100
%
100
80
60
40
20
0
Cold
Dish
Laundry
. Fleet average (the energy eﬃciency of Electrolux
products available) in key markets.
. Progress on product-related contributions to the
Climate Target for 2020.
. Percentage of R&D budget spent on sustainability-
related innovation.
During the year, we continued our work to gather product
data, which forms the basis for our work with promoting
eﬃcient products. This data enables Electrolux to
demonstrate the value of more eﬃcient products – both from
an environmental and ﬁnancial perspective.
Every year we raise the bar in terms of the criteria used to
deﬁne our most energy and water eﬃcient products. Our
most resource eﬃcient products also make good business
sense in terms of proﬁtability for Electrolux as they accounted
for 23% (21) of total units sold and 32% (29) of gross proﬁt for
consumer products.
Our new eﬃcient products launched in 2019 included washing
machines with UltraCare, which allows clothes to be washed
at lower temperatures, and the QuickSelect dishwasher user
interface, which makes it easy for consumers to optimize the
use of Electrolux dishwashers.
During 2019, we worked with product cycle planning to
ensure our products meet forthcoming European energy
labelling regulations from 2019/20. This involves upgrading the
energy performance of products such as refrigerators,
dishwashers and washing machines.
In 2019, Electrolux joined the UN 'Business Ambition for 1.5°C
pledge, which is a global movement of business leaders
working toward zero emissions by 2050, in line with the Paris
Agreement. Electrolux is making an important contribution
through its ongoing investment programs for cooling
appliances – to reduce the climate impact of its factories and
products.
We work to mitigate the challenge of diﬀerent energy
eﬃciency standards around the world by cooperating with
various organizations. We continue to work
with United4Eﬃciency (U4E), which is led by the United
Nations Environment Program to develop recommendations
on how emerging markets can leapfrog to greater energy
eﬃciency.
How we measure progress
Our eﬃcient products
New eﬃcient products
Stakeholder engagement on product eﬃciency
The proﬁtability and choice of products going to market is
determined at the local level, based on energy eﬃciency
requirements and consumer demand. Of our key markets,
Europe, the U.S., Brazil and some Asia-Paciﬁc countries
currently have eﬃciency requirements in place, with varying
levels of ambition.
In Europe, which represents 38% of total Group sales, energy
eﬃciency has improved by an average of 2% per year since
2015 (see the graph EU Fleet Average below), and Electrolux
is well established in the European eﬃciency market. For
example, we are a clear leader in the fabric care category.
Eﬃciency requirements and ﬂeet average
EU Fleet Average 2015-2019 
In Europe, Electrolux continuously improved its energy
eﬃciency across three product categories in 2019. The energy
index is set at 100% for 2015.
Our most energy and water eﬃcient products
accounted for 23% of total units sold but 32% of
gross proﬁt for consumer products in 2019.
23/32%
Energy eﬃciency is a priority across all our product
categories, and each major category has 2020 targets in
place for its markets, as well as indicators to track progress.
Read more about Our climate targets.
Contributing to our climate targets
Key priorities and progress 2019
4

Our global approach to product design and modularization is crucial for stepping up the level of ambition across product
categories. Our expenditure on research and development in 2019, including the capitalization of SEK 788m (412), amounted to SEK
3,899m (3,566), which corresponds to 3.3% (3.1) of net sales.
Roadmap 2015 to 2020 
Next steps
Status 
Be a leader in product eﬃciency in our most important
markets by 2020. 
Preparing for energy labeling and raised energy-
eﬃciency standards in the EU and for refrigeration in
Australia. 
Continue to develop products with good environmental
performance, with focus on energy eﬃciency. 
Further integration into product R&D. Continue to spend
one-third of our R&D budget on sustainable product
innovation, in terms of water and energy eﬃciency. 
The next steps towards 2030 will be announced in the 2020 report.
R&D spent on sustainability-related innovation
Next steps
On track
Additional eﬀort is required 
Oﬀ track
Work has not yet begun
Key priorities and progress 2019
5

BETTER SOLUTIONS
Make better use of resources
We are increasing our use of recycled materials, which helps us make better use of
resources, reduce our environmental impact, and promote the circular economy.
Electrolux will make better use of resources, and promote
the market for recycling by using more recycled
materials.
Read more about our progress on this Promise
Replace virgin materials with recycled materials in our
products
Increase the volume of recycled plastic to 20,000 metric tons
annually
Increase the amount of scrap-based steel in our production
Identify and evaluate relevant circular business models that
can be scaled up
As the global middle class is expected to more than double in
size by 2030, the demand for material resources will increase
together with the demand for goods and services. For
Electrolux, this means we can expect the price of materials such
as steel, plastic and electronic components to become more
volatile.
There is an urgent need to reduce the pressure on raw material
resources and the environmental impacts associated with their
extraction. One way to do this is to move toward systems that
are more circular and ensure the maximum value from
resources by recovering and reusing materials at the end of
each service life.
According to the 2019 Circularity Gap Report by Circle
Economy, only 9% of the resources used globally are cycled
back into the economy after use. The report stresses the need
for a circular economy that makes better use of resources to
prevent further and accelerated environmental degradation
and social inequality.
Virgin materials cause considerable greenhouse gas emissions
through their extraction and manufacture. For example, the
emissions from the production of plastic in our products are
approximately equivalent to the emissions from our operations
and transport activities combined.
Recycled materials on the other hand can have substantially
lower greenhouse gas emissions. This means that increasing the
amount of high-quality recycled materials in our products can
make an important contribution to combating climate change.
Steel is the largest material we use by volume and is an even
greater source of CO  emissions than plastic. By sourcing
scrap-based steel, we can make a signiﬁcant reduction in our
CO  footprint from materials.
Emissions can also be reduced by extending the useful lifetime
of our products. This can be achieved through promoting more
circular business models or providing aftermarket services that
ultimately make better use of resources.
Our internal Recycling Taskforce includes representatives from
each Electrolux sector, purchasing, R&D, production and
product lines to deﬁne this promise's scope, targets and action
points. This involves ﬁnding reliable and high-quality material
suppliers, to identify the best opportunities within each product
category for replacing virgin materials with recycled materials –
either within the existing design, by adapting the design for
recycled materials, and by adapting material recipes and
production processes to ensure the recycled materials meet our
requirements.
We are also working to make better use of resources by
extending the useful lifetime of our products. We do this by
delivering high-quality products, investigating more circular
business models and oﬀering aftermarket services.
Securing consistent, traceable and safe high-quality material
in suﬃcient volumes.
Maintaining the use of recycled material when developing
new products.
Optimizing product lifetime in a way that beneﬁts the
consumer, Electrolux and the environment.
Overcoming these challenges requires strategic partnerships
with recycled plastic suppliers and strong internal capabilities.
Speciﬁc requirements have been added to the Electrolux
Restricted Materials List, covering our restrictions on hazardous
substances.
Partnerships are also sometimes required to create circular
business models that create common value for Electrolux and
its partners.
Our promise
Roadmap 2015 to 2020
The case for action
Population growth and raw materials
Circular economy
Greenhouse gas emissions
2
2
Our approach
Challenges
6

The progress on our promise 
Metric tons
7,500
5,000
2,500
0
2015
2016
2017
2018
2019
. The amount of recycled plastic we buy (in metric tons)
. The carbon footprint of the steel we buy compared
with our 2015 baseline
. Identify and evaluate relevant circular business models
that can be scaled up
In 2019, the amount of recycled plastic we used compared
with last year decreased from 7,300 metric tons in 2018 to
6,400 metric tons in 2019. However, this is still over 20 times
more recycled plastic than we used in 2011, when we started
measuring.
We are working to better incorporate recycled plastics into
new products from the outset, which we already do for our
vacuum cleaners. In 2019, we held internal workshops to
promote the incorporation of recycled plastics in new
product platforms. We are also making good progress with
trials of incorporating recycled plastic in Asia Paciﬁc and the
U.S.
Despite some progress, we do not expect to meet our
objective to annually use 20,000 metric tons of recycled
plastic by 2020. This is partly due to a lack of local supply
with suﬃcient quality outside Europe. However, we see supply
developing and will continue to step up our eﬀorts to drive
progress in the coming years.
Electrolux has also signed up to the EU plastic pledge, which
is a campaign for companies to make pledges to use more
recycled plastic.
How we measure progress
Recycled plastics
Amount of recycled plastic
Electrolux increased the amount of recycled steel from 20% in
2015 to 22% in 2019, which has reduced the average annual
carbon emissions per metric ton of steel from 1.82 to 1.79
metric tons of CO , and the annual CO  emissions by 17,700
metric tons. Since 2015, we have avoided the generation of
194,000 metric tons of CO  emissions by using recycled steel
instead of ore-based steel. Additionally, the ore-based steel
we use contains up to 30% recycled steel. This has not been
taken into consideration in the calculation.
Recycled steel
2
2
2
Although we have made some progress since 2015, we saw a
continued reduction in our use of recycled steel in 2019
compared with the previous year. This is mainly due to the
ongoing trade conﬂict between the U.S. and China, which is
expected to have a further negative impact in 2020 on our
use of recycled steel.
Recycled steel over time
Total volume (metric tons)
Share of recycled steel
tonnes
700,000
600,000
500,000
400,000
300,000
200,000
100,000
0
%
35
30
25
20
15
10
5
0
2015
2016
2017
2018
2019
Electrolux has made most progress with scrap-based steel in
North America, where there is good availability of high-
quality scrap-based steel. While we would like to see this
happen in other markets, it will take a longer time to realize
due to structural diﬀerences between the steel industries in
diﬀerent regions, with less high-quality scrap-based steel
available outside North America. In Europe, suppliers
typically sell a lower quality of scrap-based steel, which is
inadequate for Electrolux products.
In 2019, Electrolux launched ﬁxed price repair services in
Europe. The service gives consumers peace of mind by
ensuring no hidden costs to repair and extend the lifetime of
their products. Customer satisfaction studies have shown a
very positive response.
During the year, Electrolux received funding from Vinnova for
a ﬁeld study to test a new leasing concept for municipal
housing companies in Sweden. The concept involves leasing
washing machines that are maintained and serviced by
Electrolux to optimize their lifetime to landlords with furnished
apartments.
Electrolux has also begun trialing new subscription-based
business models. For example, the award-winning Pure i9
robotic vacuum is being oﬀered on a trial subscription pay-
per-use basis in Sweden with all service and maintenance
included in the fee. The model ensures that each unit is used
to its fullest extent throughout its lifetime.
Electrolux intensiﬁed its partnership with Karma to reduce
food waste during the year. A connected refrigerator has
been installed in 45 stores around Sweden, to enable
consumers to purchase unsold food in the Karma app. This
food would otherwise be thrown away.
Circular business models
Key priorities and progress 2019
7

Roadmap 2015 to 2020 
Next steps 
Status 
Replace virgin materials with recycled materials in our
products.
Expand strategic partnerships with suppliers. Leverage
experience from Europe in other regions.
Increase the volume of recycled plastic to 20,000 metric
tons annually.
Focus on purchasing and R&D eﬀorts to enable the
introduction of recycled plastic in more applications.
Increase the amount of scrap-based steel in our
production.
Continue to leverage experience from North America in
other regions and identify suppliers of scrap-based steel
outside North America.
Identify and evaluate relevant circular business models
that can be scaled up.
We will continue to identify and evaluate initiatives, with
the aim to scale up the most successful.
The next steps towards 2030 will be announced in the 2020 report.
Next steps
On track
Additional eﬀort is required 
Oﬀ track
Work has not yet begun
Key priorities and progress 2019
8

BETTER SOLUTIONS
Eliminate harmful materials
Our consumers can feel reassured that we are managing chemicals carefully and
replacing those that cause concern.
Electrolux will protect people and the environment by
managing chemicals carefully and continuing to
replace those that cause concern.
Read more about our progress on this Promise
Implement a best-in-class global system for improving the
control of chemicals throughout our complex supply chain
and work with suppliers to replace chemicals of concern.
Raise the bar on chemical requirements, taking into
account new scientiﬁc ﬁndings.
Eliminate high-impact greenhouse gases from our
products.
As the use of chemicals increases, we need to be increasingly
aware of the impact of chemicals on people and the
environment.
We want consumers to feel reassured that Electrolux has a
robust approach to choosing materials for its products – to
protect human health and the environment. Consumers are
increasingly aware of chemicals and are raising their
expectations on appliance companies such as Electrolux.
Our promise
Roadmap 2015 to 2020
The case for action
The Electrolux Global Chemicals Oﬃce coordinates and
manages the chemicals listed on our Restricted Materials List
throughout the Group and among our suppliers. The
Restricted Material List, which is an integral part of our
contracts with suppliers, provides information about chemical
phase-out as well as the requirements for the use of
chemicals. We continuously update the list in light of new
legislation and research, as well as demands from consumers
and NGOs.
Our environmental management process tracks material use
on a site-by-site basis. Focusing on high-risk applications and
suppliers, we test thousands of components every year for
chemical compliance at Electrolux laboratories and selected
approved institutes.
The Eco@web online database is our Group chemical
management tool, and includes detailed information on the
chemicals used in our products. It allows us to avoid
unwanted materials and track those that might cause
concern in the future. Eco@web helps to manage our
complex supply chain of over 3,000 direct suppliers and
provides proof of chemical compliance for consumers and
institutions.
Driving the phase out of chemicals where it is not
supported by regulation.
Completing the substitution of HFCs in air conditioners,
where there are no common industry solutions available.
Replacing high-impact greenhouse gases needs to be
driven industry-wide as solutions are dependent on
legislation to enable viable alternatives.
Our approach
Chemical management and compliance
Eco@web
Challenges
9

. Level of implementation of the Group chemical
management tool Eco@web throughout the
organization.
. Annual update of the Electrolux Restricted Materials List.
. Progress on the phase-out of high impact greenhouse
gases.
In 2019, we continued the global roll out of our Eco@web tool.
We completed the implementation of the tool in the Asia-
Paciﬁc, Egypt and Europe - including in two recently acquired
cooker hood factories. We will continue to work toward
completing the global implementation and to cover a larger
supply base in the areas where Eco@web has already been
installed.
We focus on phasing out hydroﬂuorocarbons (HFCs) that have
a high global warming potential and are used in some markets
as refrigerants or for foam blowing. In 2019, Electrolux joined an
additional UN initiative - the Cool Coalition. The Group
proposed its plan to the UN to accelerate the removal of F-
gases from the production of new products and to introduce
gases with reduced Global Warming Potential. Submitted in
2020, the plan foresees the replacement of all high-impact
greenhouse gases in all Electrolux appliances by 2023 at the
latest. 
In Europe, our new highly eﬃcient range of heat pump driers
will use a hydrocarbon refrigerant in their compressors instead
of HFCs.
Following the phase-out of HFCs in refrigerators ahead of
legislation in Australia and several countries in Asia, we are in
the process of phasing out HFCs in other markets.
We have made signiﬁcant investments in the U.S. to move to
hydrocarbon refrigerants. For example, a large manufacturing
site in the U.S. has already replaced a HFC blowing agent with
cyclopentane, and other North American operations will follow
suit.
Following several years of advocacy in the U.S., spearheaded
by Electrolux and the North American industry organization
AHAM, U.S. safety standards were revised in 2018 to allow
producers of consumer refrigerators and freezers to transition
away from HFCs to more eco-friendly hydrocarbon refrigerants.
This has enabled the development of new energy eﬃcient
products in the 'cold products' category that are part of new
automated production processes.
The progress on our promise 
How we measure progress
Chemical management and Electrolux Restricted
Materials List
Phase-out of high-impact greenhouse gases.
Roadmap 2015 to 2020 
Next steps
Status 
Implement a best-in-class global system for improving
the control of chemicals throughout our complex supply
chain and work with suppliers to replace chemicals of
concern.
Improve the coverage of supplier declarations of
chemicals throughout our regions, with particular focus
on North America.
Raise the bar on chemical requirements, taking into
account new scientiﬁc ﬁndings.
Annual update of the Electrolux Restricted Materials List.
Eliminate all high-impact greenhouse gases from our
products.
Continue to phase-out high-impact greenhouse gases in
air conditioning, food preservation and fabric care
globally.
The next steps towards 2030 will be announced in the 2020 report.
Next steps
On track
Additional eﬀort is required 
Oﬀ track
Work has not yet begun
Key priorities and progress 2019
10

BETTER OPERATIONS
Achieve more with less
We are reducing our own footprint by running eﬃcient operations all around the world.
Electrolux will continue to reduce its environmental
footprint by shifting to renewables, and optimizing the
use of energy and other resources throughout its
operations.
Read more about our progress on this Promise
Improve energy eﬃciency at our manufacturing sites and
warehouses by 20% by 2020 (baseline 2015), engaging all
facilities worldwide.
Reduce water consumption in manufacturing by 5% every
year in areas of water stress, until the site has reached
optimal levels of eﬃciency.
Attain energy management certiﬁcation for our operations
around the world.
Increase the proportion of renewable energy for our
operations to 50% by 2020.
Implement a Zero Landﬁll program at all manufacturing sites
by 2020.
This promise applies to everything we do. We aim to run
resource-eﬃcient operations as an integral part of our work by
applying industry-leading practices. This reﬂects our values and
what we stand for as a company – being part of the solution is
important for both our employees and consumers.
Operational resource management – including energy, water,
waste and emissions – is coordinated globally with a common
process and strategy wherever in the world we operate.
The Electrolux Green Spirit program is our internal resource
eﬃciency program and rating system that includes criteria
related to energy and water performance, management,
engagement and implemented actions that are reviewed
annually. The program beneﬁts the environment, reduces our
carbon footprint and makes ﬁnancial savings. It drives constant
improvement and promotes the sharing and implementation of
best practice among manufacturing sites.
In addition, our renewable energy target is tracked on an
annual basis and reviewed on a Group level. We are raising our
level of ambition with renewable energy sources, such as hydro,
solar, wind and biomass. We also learn from existing on-site
renewable installations and explore new projects around the
world.
Action plans include energy management, technological
investments, employee awareness raising and behavioral
change. Every facility reports energy and water consumption
data on a monthly basis, and this data is aggregated on a
regional and global level against monthly performance
indicators. We have both relative and absolute targets for
energy consumption.
Our Zero Landﬁll program has the objective to reduce the
amount of waste sent to landﬁll or incinerated without energy
recovery. To achieve this, we work to reduce the waste we
generate, and identify opportunities for reusing waste
materials.         
All manufacturing units with over 50 employees must be
certiﬁed to ISO 14001, and 95% of our factories were certiﬁed at
the end of 2019. In addition, we are striving to implement the
ISO 50001 energy management system at all our manufacturing
sites by 2020. At the end of 2019, 58% of our factories were
certiﬁed.
Following over a decade of prioritized investments with good
payback periods, it is becoming increasingly challenging to
realize new savings with acceptable payback periods.
Our promise
Roadmap 2015 to 2020
The case for action
Our approach
Resource eﬃciency management
Challenges
11

The progress on our promise 
Operational resource eﬃciency
Energy per standard unit
Energy consumption
Water consumption
CO  emission from energy use
Index
120
100
80
60
40
20
0
15
16
17
18
19
2
Our internal Green Sprit program, including our rating and
certiﬁcation system, also continues to be crucial in driving
resource eﬃciency. In 2019, 65% of our facilities in scope
achieved top ratings - either Gold or Platinum.
A new certiﬁcation system, Green Spirit 2.0, will be
implemented in 2020. In 2019, we conducted a number of
pilots with test audits at selected Electrolux factories. The new
certiﬁcation involves more comprehensive criteria and new
themes, such as digitalization, process excellence and
electriﬁcation.
Eﬃciency improvements in recent years, together with a shift
to renewable electricity, has reduced energy consumed at
our manufacturing sites per product by around 44% and
absolute CO  emissions by 75% compared with 2005, which
equates to an annual ﬁnancial saving of over SEK 600m.
Over this period, the Group's revenue has increased, which
illustrates that Electrolux has decoupled revenue growth from
CO  emissions.
Energy management systems
We have made good progress on implementing the ISO
50001 energy management system, which promotes the more
eﬃcient use of energy in our operations. ISO 50001 had been
implemented at 58% of Electrolux sites around the world at
the end of 2019, and the remaining sites are in the process of
certiﬁcation.
Renewable energy
In 2019, we increased the number of sites that generate a
proportion of their own electricity through solar photovoltaic
systems. By the end of 2019, Electrolux has its own solar
photovoltaic systems at 10 sites in Italy, Thailand, Australia,
Mexico, China and Sweden.
In 2019, 26 of our manufacturing sites and several oﬃces in
Europe, North America and Brazil procured 100% of their
electricity from renewable energy sources, which contributed
toward our 50% renewable energy target by 2020. By the end
of 2019, over 45% of our total energy purchased was from
renewable sources. The shift to renewable energy, together
with energy eﬃciency, has contributed toward an absolute
reduction of our CO  emissions by 65% and CO  emissions
per unit by 60% since 2015.
Climate
CDP, an international non-proﬁt that encourages society to
cut emissions, mitigate climate risks and develop a low-
carbon economy, included Electrolux in its leadership A-
category for our action on climate change. 
2
2
2
2
. Energy eﬃciency (energy used per unit produced).
. Water eﬃciency (water used per unit produced).
. Proportion of manufacturing sites with a certiﬁed
energy management system.
. Proportion of renewable energy.
. Number of factories where the Zero Landﬁll program is
implemented.
Electrolux is implementing a SEK 8bn re-engineering
program, which involves modernizing, automating and
optimizing its operations at several key facilities. This program
is expected to realize annual cost savings of SEK 3.5bn by
2024, and at the same time it will reduce our total
manufacturing footprint by reducing our energy, climate,
water and waste impacts.
In 2019, we improved our energy eﬃciency per product by
2.7% compared with the previous year and 44% compared to
2005. This was achieved through a continued focus on
energy management, technological investments in new
equipment, employee awareness and behavioral change,
and by implementing best practice throughout our
operations. We also introduced technology roadmaps, which
will help us to become more action oriented and move faster
toward lean operations.
How we measure progress
Resource eﬃciency
Key priorities and progress 2019
12

Total direct  and indirect CO  gas emissions by
weight. (metric tons)
1)
2
Greenhouse gas (GHG) emissions  intensity
1)
In 2019, Electrolux launched the Better Living Program,
including the objective to make our business circular and
climate neutral by 2030. This new target complements our
science-based target to reduce our scope 1 and 2 emissions
by 80% between 2015 and 2025. Read more about our
climate targets.
In 2019, we improved our overall water eﬃciency by 34%
compared with 2015. We made particularly good progress on
water eﬃciency with factories in water scarce regions.
Our water targets are based on the WWF Water Risk Filter,
which helps us to identify which of our factories are located in
water scarce areas. Decisions around our water targets are
based on the tool, and our factories are divided into two
groups – Water Risk and Water Management factories. The
Green Spirt program involves sharing water management
best practices, monthly reporting on water performance
indicators as well as conducting water mapping.
Many of our plants recycle process water and some
are already closed loop in terms of reusing process water. We
are currently investigating opportunities in several other
facilities. We also use harvested rainwater in manufacturing
processes, such as in Thailand, Brazil and Australia.
In 2019, Electrolux was included in the leadership A- category
in the CDP Water questionnaire.
Water
The global Electrolux Zero Waste to Landﬁll program has
been further developed and expanded to all our factories
around the world. The aim of the program is to reduce our
environmental footprint, ﬁnd opportunities for material reuse
and recycling, and at the same time decrease the amount of
waste sent to landﬁll and/or incinerated without energy
recovery.
During 2019, the global program has been applied to all sites
and all identiﬁed standard indicators have been measured
quarterly and followed by the management. The common
waste database now includes data from all our factories in a
structured approach that follows the 2008 CEE Directive. Our
factory in Solaro, Italy, became the second plant to achieve
the Zero Waste to Landﬁll certiﬁcation issued by a third party.
The ﬁrst one was in Sao Carlos, Brazil.
During the year, we have globally reduced our amount of
disposed waste by more than 35%. Our target for 2020 is to
ensure that all our factories continue the positive reduction of
waste disposed. We aim globally to achieve another 6%
improvement and to certify an additional three factories
according to our Zero Landﬁll program.
Zero Landﬁll program
2015
2016
2017
2018
2019
 Includes contributions from energy use and greenhouse
gas fugitive emissions
Metric tons CO2
300
250
200
150
100
50
0
Direct emissions
Indirect emissions
1)
CO₂ emissions  per net sales
 Includes contributions from energy use and greenhouse gas
emssions
Metric tons CO2
per SEKm
4
3.5
3
2.5
2
1.5
1
0.5
0
15
16
17
18
19
1)
1)
Key priorities and progress 2019
13

Roadmap 2015 to 2020
Next steps
Status 
Improve the energy eﬃciency of manufacturing sites and
warehouses by 20% by 2020 (baseline 2015), engaging all
facilities worldwide. 
Develop annual energy eﬃciency action plans, set
targets and engage employees.
Reduce water consumption in manufacturing by 5%
every year in areas of water stress, until the site has
reached optimal levels of eﬃciency.
Roll out the water best practice list and review the water
stress strategy.
Attain energy management certiﬁcation for our
operations around the world.
Attain global certiﬁcation for energy management
according to ISO 50001.
Increase our proportion of renewable energy.
Continue to increase the use of renewable energy
throughout our operations.
Implement a Zero Landﬁll program at all manufacturing
sites by 2020.
Ensure more factories embark on the Zero Landﬁll
program and become zero landﬁll.
The next steps towards 2030 will be announced in the 2020 report.
Next steps
On track
Additional eﬀort is required 
Oﬀ track
Work has not yet begun
Key priorities and progress 2019
14

BETTER OPERATIONS
Ensure the best health and safety
Our safety mindset means we prevent accidents and keep our people safe and sound,
no matter where they are in the world.
Electrolux will be the leader on health and safety in the
appliance industry, wherever we operate in the world.
Read more about our progress on this Promise
Continue to reduce our global injury rate (TCIR) by at least
5% every year.
Attain safety certiﬁcation for our operations around the
world according to the new ISO 45001 standard.
Integrate the Group's safety program into new acquisitions
within three years of purchase.
The wellbeing of our colleagues is of course extremely
important. We have a duty of care toward every individual
working for Electrolux, and we take this seriously. Our
commitment applies wherever Electrolux operates in the world,
and goes beyond local regulations.
Health and safety has long been a fundamental part of our
values and our sustainability agenda, with clear targets and
processes in place to ensure real progress.
All employees and contractors in production are covered by a
reporting system to track incidents and hours worked, and our
ambition is to apply the same occupational, health and safety
(OHS) management system throughout the Group and among
our contractors. All manufacturing sites have Central Safety
Committees that include managers, workers and worker
representatives. All employees receive safety training when they
start at Electrolux and annual training tailored to their function.
Our manufacturing site safety audits involve three activities: a
behavioral audit carried out by line managers and team
leaders on a monthly basis, a safety audit carried out by OHS
engineers, and a Safety Management System Audit by Regional
or Global Safety Leaders.
Incidents are reported daily to site management, and to sector
heads on a monthly basis. Performance is disclosed in Group-
wide data collection.
An annual Global Safety Day raises awareness among
employees and demonstrates the management commitment to
safety.
All activities are managed using the lean tools deﬁned by our
Electrolux Manufacturing System, which assures a continuation
of cultural transformation while focusing on operational
excellence.
The most signiﬁcant health and safety risks occur in our
warehouses and technical departments.
In warehouses, we operate mainly with external contractors.
In the last year, our updated contractor procedure has been
applied at all our sites. This allows us to apply the same OHS
management system throughout the Group and among all
employees working within our sites, including contractors.
Our promise
Roadmap 2015 to 2020
The case for action
Our approach
Challenges
15

The progress on our promise 
Injury rate
Injury rate per 200 000 working hours
0.9
0.8
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0
15
16
17
18
19
Roadmap 2015 to 2020
Next steps
Status 
Continue to reduce our global injury rate (TCIR) by at
least 5% every year.
Ongoing work with health and safety.
Attain safety certiﬁcation for our operations around the
world.
To be aligned with the new ISO 45001 standard.
Integrate the Group's safety program into new
acquisitions within three years of purchase. 
An ongoing process.
The next steps towards 2030 will be announced in the 2020 report.
Next steps
On track
Additional eﬀort is required 
Oﬀ track
Work has not yet begun
. Global injury rate (TCIR)
. Lost days due to injury (LCIR)
. First Aid activities conducted by our nurses (FAIR)
Since 2015, our injury rate has declined by 39% throughout
the Group. First-class health and safety practices are an
essential step for building trust among employees, their
families and local communities. Our work with OHS
(Occupational Health & Safety) focuses primarily on the
safety of workers in production areas and also raises
awareness of the health and wellbeing of oﬃce workers.
During 2019, the safety systems and processes within diﬀerent
business sectors have been aligned in a Group-wide
approach – the Electrolux Safety Management System.
Our current global injury rate (TCIR) of 0.53 (0.57) compares
favorably with other well-known benchmarks, as reported in
publicly available sources. Even though our performance is
already high, we have an ambitious target in place: to reduce
our global injury rate (TCIR) by at least 5% every year
Regrettably, in early 2019 an employee passed away in one
of our plants in Latin America. The accident happened
despite active control measures in place. The employee’s
family received full support and all relevant information was
provided to local authorities. In late 2019, a tragic work-
related death also occurred in our European service
organization when a component was being replaced in an
appliance that was on power mode. The fatality prompted
reinforced eﬀorts in awareness campaigns, training and
follow-up inspections.
Electrolux is continuously improving its processes related to
safety in all of its operations.
How we measure progress
Our safety performance
All units managed through our Global Industrial Operations
have a safety program. During 2019, they focused on:
. Segregating pedestrians from forklifts in technical
areas – Fences are installed at most of the factories
and we are now working to improve pedestrian paths
to assure people are segregated from vehicles in all
technical areas.
. Lock Out Tag Out – A global procedure that has been
applied to all sites. This has been followed up by an
audit of all factories to verify its proper application.
. Contractors working at our sites – A global procedure
focused on contractors working at Electrolux facilities
has been applied and enforced at all our sites. In 2020,
we will audit all our sites to verify its correct
application.
. Warehouse safety – In 2019, a warehouse safety plan
was applied to combat high TCIR with relevant
improvements. 
Key priorities and progress 2019
16

BETTER OPERATIONS
Always act ethically and respect human rights
We continue to build an ethical, trusted company, where everyone impacted by our
operations can feel conﬁdent that their rights are respected.
Electrolux will earn the trust of everyone impacted by our
operations, demonstrating our commitment to ethics and
human rights through our words and actions.
Read more about our progress on this Promise
Develop and implement a cohesive, Group-wide approach
to human rights
Provide guidance to employees on how to do the right thing
by promoting the Electrolux Code of Conduct and
Workplace Policy
Be responsive and respectful when dealing with issues of
concern, building trust in our Ethics Helpline among
employees
Continue to develop an eﬀective global Anti-Corruption
compliance program
A strong culture of ethics is vital for stakeholder trust and long-
term business success. Consumers are increasingly making
purchasing choices based on whether a company is perceived
as being trustworthy and how it contributes to society. 
Additionally, employees prefer to work for a company with
values that match their own. Corruption also increases the cost
of doing business globally by up to 10% on average, according
to the World Economic Forum.
Our company is built on trust, which means everything we do
and all decisions we make are governed by the principles of
ethics, integrity, and respect for people and our planet –
regardless of where in the world we operate.
The Electrolux Code of Conduct, our Workplace Policy, our
People Policy and our Anti-Corruption Policy are the foundation
for our work with ethics, anti-corruption and human rights. Our
Human Rights Policy Statement, an integrated part of the Code
of Conduct, and a Human Rights Directive guide our eﬀorts to
assess, manage and mitigate risks in these areas.
Communication and educational eﬀorts are used to ensure
employees are aware of and understand what our Code and
policies mean in practice.
The Electrolux Code of Conduct forms the platform for our
eﬀorts to ensure high standards of ethics and human rights
within the Group. The Code summarizes our key policies and is
a guide for employees on how to conduct our business in line
with the principles of ethics, integrity and respect. It covers
areas such as respect for people, anti-corruption, conﬂict of
interest, fraud, privacy of information, health, safety and respect
for the environment, and constitutes the basis of our Ethics
program. It also helps deﬁne our expectations throughout the
value chain.
Communication and educational eﬀorts are used to ensure
employees are aware of and understand what our Code and
policies mean in practice.
Breaches of our Code and Group policies can lead to
disciplinary action that can include dismissal.
The implementation of the Workplace Policy and Directive is
followed up by two main procedures – an annual self-
assessment for all manufacturing sites (the awareness, learning,
feedback and assessment (ALFA) survey), and bi-annual
Workplace Policy audits of high-risk sites. Both procedures are
central, not only for the follow up, but also for educating and
reminding line managers of their responsibilities for making
Workplace Policy alignment a part of their daily activities.
We conduct local assessments of operations located in high-
risk countries from a human rights and corruption perspective.
This includes web-based, anonymous surveys and interviews
conducted by Electrolux internal specialists and third-party
experts on human rights and corruption.
Our promise
Roadmap 2015 to 2020
The case for action
Our approach
Our policies
Our Code of Conduct
Workplace Policy self-assessments and audits
Human rights assessments
17

The interviews typically involve a broad range of workers, sales
representatives and managers at Electrolux, as well as external
stakeholders such as civil society and academia to understand
the risks in the country. The assessment outcomes are agreed in
interactive workshops with the local management.
The assessments focus on identifying the risk of harming people
as a direct or indirect result of our operations, opportunities to
increase local positive impacts and can include corruption risks.
Read more in Understanding and managing our human rights
risks
Electrolux has a zero-tolerance policy toward corruption, and
we are committed to complying with all applicable anti-
corruption laws. We are guided by industry and regulatory best
practices to continually enhance and strengthen our anti-
corruption compliance program. The program is underpinned
by our Group Anti-Corruption Policy, which applies to all
persons who work with or on behalf of Electrolux. Our suppliers
also abide by the Policy’s standards through our Responsible
Sourcing program. The Group Policy is supplemented by more
in-depth guidance for employees in certain areas, such as gifts,
hospitality and events.
Through the Ethics at Electrolux program, employees are
encouraged to report incidents to their manager, HR
department, Internal Audit or another relevant person in the
organization. They can use our whistleblowing system – the
Ethics Helpline – where incidents can be reported conﬁdentially
and in local languages.
Electrolux evaluates the engagement of its employees through
the employee engagement survey (EES). The survey includes
metrics on important aspects of the company's eﬀorts to act
ethically and respect human rights, including the understanding
of our Code of Conduct, trust in the Ethics Helpline and equal
opportunities.
Accountability for the Ethics Program and oversight of human
rights lies with the cross-functional Ethics & Human Rights
Steering Group, which includes representatives from Group
Management. Human rights procedures engage many
functions throughout our organization, from Sustainability
Aﬀairs and Human Resources to Purchasing, Industrial
Operations and Legal.
Bridging diﬀerent cultures and local practices in a global
organization
Raising the bar on diversity – Identifying and addressing
barriers to greater gender diversity
Anti-corruption
Whistleblowing system
Employee engagement survey
Governance
Challenges
Key priorities and progress 2019
18

. Share of Electrolux employees covered by the Ethics
Helpline.
. Share of women in Tier 2 and Tier 3 positions.
. Level of trust in the Ethics Helpline according to our
employees.
. Level of understanding of the Code of Conduct by our
employees.
. The proportion of our employees that perceive equal
treatment and opportunity to be supported at Electrolux.
We continued our work with local human rights impact
assessments during 2019, and an assessment was initiated in
Romania. The assessment has a focus on labor standards and
will be completed in 2020.
Mitigation action plans are in place and followed up in the three
countries where impact assessments have been conducted.
Assessments were completed in Egypt and Thailand in 2017 and
in Ukraine in 2018. The outcomes of these assessments included
issues such as safety for service technicians, working hours,
wages, corruption training, and risks in the supply chain. At the
end of 2019, out of 10 remediating actions in Thailand, 8 had
been closed out, in Ukraine 18 out of 22 action were closed, and
in Egypt 15 out of a total of 19 actions were closed.
Our target is to have conducted local impact assessments in all
high-risk countries where we have manufacturing operations by
2023.
All manufacturing sites that were operational at the end of 2019
responded to the Awareness Learning Feedback Assessment
(ALFA). See the results here – ALFA assessments of the
Workplace Policy.
We conducted Workplace Policy audits in 15 (10) of our 20
facilities located in what we rate as high-risk countries (10 of the
facilities were audited in 2019, whilst 5 that were planned for the
year were postponed to January 2020). These audits took place
in Brazil, China, Egypt, Mexico and South Africa. We also
performed workplace audits in 8 manufacturing facilities
located in what we rate as low-risk countries, to align with
customer requests. The ﬁndings include non-compliances in the
areas of health and safety, working hours and compensation.
Local corrective action plans are addressing the identiﬁed
issues. 
Freedom of association is one of our salient human rights issues.
Find out more in Understanding and managing our human
rights risks. In line with international conventions, employees are
free to join unions. At the end of 2019, 60% of our workforce
were covered by collective agreements. 46 of our 54
manufacturing units, including discontinued operations, also
have local employee-management committees, which deal
with work-related issues and sometimes work together with
unions. Electrolux also has an International Framework
Agreement in place with the global unions.
At Electrolux, inclusion strengthens our proﬁtable growth
journey and ensures that all employees are treated equally
according to their abilities and qualiﬁcations in any
employment decision. We have a particular focus on gender
diversity, without forgetting to embrace the importance of
recognizing all forms of diversity, and most importantly
inclusion.
We have strengthened our commitment toward inclusion &
diversity in the workplace during 2019 and a number of
activities have been introduced, as described in the below.
However, our results indicate we still have a way to go, and the
plan for 2020 is to introduce a clear roadmap to achieve our
targets.
Gender diversity in numbers
We aim to continuously improve the number of female leaders
at all levels, and to seek female applicants for every position as
part of the recruitment process. At the end of 2019, 26% of all
our leaders with direct reports were women. Our overall gender
division is 39% women and 61% men.
By the end of 2019, 26% of Tier 2 managers and 27% of Tier 3
managers were women. Although we recognize it is a stretch,
we remain committed to achieving our goal of 35% women for
Tier 2 and Tier 3 by the end of 2020, as well as focusing on
increasing the number of women in core business leadership
positions. This is a key focus of the inclusion and diversity
roadmap that is being developed.
Diversity Committees: Top-down commitment
During 2019, new Diversity Committees were created for all our
business areas. The majority of these committees are led by
their regional CEOs as a demonstration of their continuous
support. The committees' mission and purpose is to identify
clear and customized action according to their markets and
local situations in order to promote all kinds of diversity around
the globe. Targets for 2022 for gender diversity have also been
set.
Employee communities: Bottom-up support
Since 2017, our local Women at Electrolux (WE) networks have
thrived and Electrolux maintains strong support for them as
they contribute to the company's ﬁnancial success by
unleashing the full power of inclusion and diversity.
During 2019, new employee networks were created and in
various initiatives to promote equality and inclusion in the
workplace took place across the world.
Global Internship programs to foster diversity
Our partnership with AIESEC, an international platform for
young people to explore and develop their leadership
potential, allows us to tap into a diverse young talent pool by
oﬀering internships throughout our global operations. In 2019,
Electrolux recruited AIESEC 100 interns from 38 diﬀerent
countries. 53% were women, with a total global retention rate of
65%.
The progress on our promise 
How we measure progress
Human rights
Impact assessments
Workplace Policy follow up
Freedom of association
Inclusion and diversity
Key priorities and progress 2019
19

Also, as part of our Global Engineer Program (GEP), we
search for talented young people, with focus on gender and
nationality diversity, within the areas of Science, Technology,
Engineering and Mathematics (STEM). During 2019, Electrolux
recruited 52 GEP interns from 28 diﬀerent nationalities. 53%
were women, with a total global retention rate of 60% of
those who joined in 2018.
Employee Engagement Survey
The results from the Employee Engagement Survey (EES) on
diversity and equal treatment still indicate room for
improvement, and our work with diversity aims to address
this.
Percentage positive answers
2019
2018 
2016
At Electrolux, the equal treatment of
employees is both supported and
promoted.
65%
65% 
72%
In my team, people with diverse
backgrounds, styles, and approaches
have equal opportunities for
development.
70%
69%
72%
In 2019, two acquisitions were completed. Human rights and
corruption risks were considered in the due diligence as part
of the projects. In parallel, ﬁnal steps toward full alignment
with our Workplace Policy and ethics program, have been
taken by the business unit in South Africa, which was
acquired in 2017.
In 2019, we launched a new Code of Conduct e-learning and
a procedure for the electronic sign oﬀ of the Code. Our
target during the year was that all oﬃce-based employees
should have completed the e-learning and signed oﬀ on the
Code. By the end of the year, 84% of Electrolux employees
had completed the e-signature to conﬁrm they had read and
understood the Code, and 83% had completed the e-
learning. 
We also initiated a Code of Conduct educational campaign
that speciﬁcally targeted our manufacturing employees,
which covers the parts of the Code of Conduct that are
relevant to them. This campaign will be rolled out during
2020.
A central part of the Code of Conduct educational activities
centers around human rights including labor standards. An
estimation of the number of hours spent on human rights
training for employees in 2019 as part of this e-learning is
approximately 2,200 hours in total.
Next steps will involve the roll-out of an e-learning on anti-
corruption in the ﬁrst half of 2020, with a Workplace Policy e-
learning planned for the second half of the year.
Human rights in acquisitions
Ethics
Our Code of Conduct
The 2019 EES results indicate a high level of Code of Conduct
awareness among our employees. Responses show that 90%
of employees understand what the Code of Conduct means
for them.
 Percentage positive answers
2019
2018
2016
I understand how I am expected to act
in order to follow the Code of Conduct.
90%
90% 
85%
In 2019, Group Compliance initiated a global risk assessment
exercise for all four business areas on our anti-corruption
risks. At its conclusion in 2020, the company will be able to re-
assess its compliance priorities and make targeted and cost-
eﬀective enhancements to the program.
Besides the formal risk assessment process, we assess
information gathered from our employees through formal
and informal channels - such as meetings, phone calls,
discussions and anonymous surveys, to improve our anti-
corruption program. On the International Anti-Corruption
Day in December 2019, our General Counsel spear-headed
an internal communications campaign, to encourage
employees to be transparent and open about any pressure
they might face to act contrary to our anti-corruption
commitment. This campaign also included simultaneous
training and discussion sessions for over 360 employees in
Argentina, Brazil, Bolivia, Chile, Colombia, Ecuador, Panama,
Peru and the United States, led by our internal Legal Counsel.
These workshops were in addition to other face-to-face
trainings carried out throughout the year for key employees
in Eastern Europe and the Middle East.
Besides bribery-related corruption risks, Electrolux also takes
fraud seriously, and conducted anti-fraud training for over
150 employees in Sweden, the United States, Malaysia,
Thailand and Brazil. Almost all face-to-face training sessions
are designed to reach those employees that are most likely
to face corruption risks, such as in purchasing, sales and
ﬁnance. Our executives and senior management engage in
separate and structured discussions around anti-corruption
compliance and challenges. Anonymous reports via the
Ethics Helpline, as well as non-anonymous reports alleging
non-compliance with our anti-corruption policy are promptly
investigated and remediated.
Training, internal communication, investigations and other
elements that eﬀectively implement our anti-corruption
commitment are undertaken cross-functionally, between
Group Compliance (under the General Counsel’s oﬃce), HR,
Sustainability and Internal Audit. This is true not only at Group
level, but also within our four business areas to ensure global
coverage of all initiatives and activities.
Electrolux trains its employees on anti-trust compliance via
an online training session. All new white-collar employees are
required to take the training as part of the onboarding
process. In addition, face to face trainings were carried out
for employees in Sweden and Central and Eastern Europe.
Anti-corruption
Anti-trust
Key priorities and progress 2019
20

Ethics Helpline reports 2019
The level of trust in the Ethics Helpline increased to 77% from
76% in 2018 and 67% in 2016. Our target for 2021 is 80%.
The fact that the number of employees that use the Helpline
has stabilized at a higher level than before 2017, and that the
level of trust in the whistleblowing system is also at a stable
high level indicates that our eﬀorts with the Ethics program
are having a positive impact.
 Percentage positive answers
 2019
2018
2016 
I trust that the concerns reported
through the Ethics Helpline are handled
conﬁdentially and fairly.
77%
76% 
67%
Privacy and integrity
During the year, there have been no substantiated
complaints concerning privacy or the loss of personal data,
or any related investigations by authorities. A number of
requests for information have been submitted by for example
customers, which Electrolux has processed and responded
to, in line with internal procedures, our Code of Conduct and
applicable legislation. 
Building on our work against sexual harassment in recent
years, we have developed a general approach to anti-
harassment training. This has involved guidance and
mandatory training for HR professionals, who in turn are
responsible for the education of line managers and
employees. 
The training includes examples of unacceptable misconduct,
key principles for dealing with reports of harassment, and
emphasizing the responsibility of HR and line managers to
act promptly on any such reports.
By the end of 2019, 98% of our employees had access to the
Ethics Helpline, our whistleblowing system.
In 2019, 215 (247) cases were reported through the Ethics
Helpline. 154 (118) reports led to investigation, and 61 (105)
cases were considered outside the scope of the Helpline or
lacked suﬃcient detail to allow investigation. The largest
categories of reports in 2019 were related to workplace
conduct, verbal abuse and other types of disrespectful
behavior. 
A proportion of the cases fell into the category 'other'
including complaints related to favoritism, compensation and
promotion and working hours. 19 (19) cases of breach of
business integrity were reported – including for example
accounting, fraud, theft and corruption.
Typically, these cases result in warnings and retraining, but in
some severe cases to dismissal. In total, 6 employees were
dismissed from the company, as a result of investigations into
Helpline reports from 2019.
Countering discrimination and harassment
Ethics Helpline cases
45
40
35
30
25
20
15
10
5
0
Abusive
behavior /
Workplace
conduct
Conﬂicts of
interest
Other
Discrimination
/
Harassment
Business
integrity
Working
hours
Safety
Alcohol and
drug abuse
Promotion /
Salary /
Beneﬁts
Key priorities and progress 2019
21

On track
Additional eﬀort is required 
Oﬀ track
Work has not yet begun
Roadmap 2015 to 2020
Next steps
Status 
Develop and implement a cohesive, group-wide
approach to human rights.
Continue to conduct local assessments and follow up
assessments conducted since 2017.
Provide guidance to employees on how to do the right
thing by promoting the Code of Conduct.
Maintain the global reach of the Ethics at Electrolux
program.
Educate employees in the new Code of Conduct and our
key policies.
Be responsive and respectful when dealing with issues of
concern, building trust in our Ethics Program among
employees.
Further develop our process for handling Ethics Helpline
cases, through training and shared learning, and
common principles of integrity and conﬁdentiality.
Continue to develop an eﬀective global Anti-Corruption
compliance program.
Align and improve corruption prevention eﬀorts
throughout the company through various methods,
including e-learning and face-to-face training.
Emphasize the zero-tolerance message for bribery and
corruption throughout the organization.
The next steps towards 2030 will be announced in the 2020 report.
Next steps
Key priorities and progress 2019
22

BETTER SOCIETY
Solutions for healthy and sustainable living 
for more people
We are making eﬃcient appliances accessible to more people, creating opportunities
for a better life for everyone.
Electrolux will leverage its global presence to accelerate
technology transfer to emerging markets.
Read more about our progress on this Promise
A refrigerator is one of the ﬁrst things people buy when they
enter into the global middle class. Appliances provide solutions
to the most fundamental needs for household such as fresh
food and water. From a social perspective, they free up time
allowing people, often women, to have a job or for children to
go to school.
As the global middle class will almost double by 2030, this
means that the demand for energy, water and resources will
continue to increase. Eﬃcient appliances can play a key role by
optimizing the use of energy and water in homes. As a leading
global appliance company, we have the opportunity to provide
eﬃcient and aﬀordable solutions for the growing middle class
around the world.
We develop eﬃcient solutions and appliances to help people
around the world gain access to eﬃcient appliances. The
success of this promise lies in delivering appliances that appeal
to and meet the needs of consumers with limited income, and in
the right market conditions that emphasize the value of
eﬃciency.
In the 2016 brand survey in Brazil, Electrolux was identiﬁed as
the overall leading brand in the mass market. Consumers want
manufacturers to prioritize recycling schemes, water eﬃciency
and the avoidance of harmful materials. The Electrolux brand is
strongly associated with environmental issues and energy
eﬃciency, which helps to drive sales of our appliances.
We work with our global technology platform and international
partnerships to drive this promise.
Alignment of Electrolux's global platforms across relevant
markets in order to provide a Group-wide focus for this
promise.
Our promise
The case for action
Eﬃcient appliances can play a key role
Our approach
Challenges
23

. This long-term promise involves the ongoing
development of our global product platforms
. Electrolux continues its partnership with the U4E program
The Electrolux global technology platform provides a high
degree of modularization to deliver aﬀordable products with
good environmental performance. In particular, South-East
Asia, Latin America and the Middle East are important markets
where Electrolux is developing solutions for the growing middle
class.
Electrolux plays an active role in United for Eﬃciency (U4E), led
by the United Nations Environment Program to develop
recommendations on how emerging markets can leapfrog to
greater energy eﬃciency. The program aims to advise
governments on areas such as energy labeling, incentive
programs, and the end-of-life treatment of redundant
appliances.
In 2019, Electrolux joined the Cool Coalition initiative, which
encourages companies to make their own bold commitments to
reduce emissions in the cooling sector. Electrolux has
committed to a plan to accelerate ﬁnding alternative
refrigerants with less Global Warming Potential in refrigerators,
freezers and air conditioning units.
During the year, Electrolux also signed the UN global ‘Business
Ambition for 1.5°C’ pledge to work to limit global temperature
rise throughout its value chain. Electrolux CEO Jonas Samuelson
attended the UN General’s Climate Action Summit in New York
in September to sign the pledge together with other business
leaders. The pledge is in line with the most ambitious aim of the
Paris Agreement, and is part of the science-based targets and
climate neutrality objectives that Electrolux is working toward.
The progress on our promise 
How we measure progress
Global technology platform
Partnerships
Roadmap 2015 to 2020
Next steps
Status 
Electrolux will leverage its global presence to accelerate
technology transfer to emerging markets.
Develop global platforms with a high degree of
modularization to deliver aﬀordable products with good
environmental performance.
Engaging in United for Eﬃciency (U4E), a UNEP-led
project to advice governments on areas such as energy
labeling, incentive programs and the disposal of
refrigerators.
Continue to support U4E projects.
The next steps towards 2030 will be announced in the 2020 report.
Next steps
On track
Additional eﬀort is required 
Oﬀ track
Work has not yet begun
Key priorities and progress 2019
24

BETTER SOCIETY
Be a force for good 
As a world-leader in kitchen appliances, our community investment activities focus on
food – in cooperation with employees and local stakeholders.
Electrolux will inspire sustainable cooking and eating
habits among consumers and professionals and help
people in need.
Read more about our progress on this Promise
Establish and implement a Group approach to community
support.
Together with our global and local partners, explore
possible project models, replicate and scale up, with the aim
of maximizing societal impact.
Feeding the world's growing population sustainably is one of
the greatest challenges of our time. 1.3 billion metric tons of
food is wasted every year , over 820 million people are
undernourished , around 192 million are unemployed , 2 billion
people are overweight  and 22% of the world's greenhouse gas
emissions are caused by the food sector .
As a world-leader in kitchen appliances, we believe Electrolux
has both a responsibility and an opportunity to positively
contribute to issues related to cooking and food consumption.
For this reason, we focus our community support activities on
the area of food.
Our approach aims to strengthen our corporate culture and
employee pride in working for a socially responsible employer –
while bringing about real community beneﬁt.
Electrolux encourages local business units to set up projects
together with their employees and key partners.
Action is facilitated through our Electrolux Food Foundation, a
non-proﬁt organization founded by Electrolux in 2016. The
foundation supports and funds local and global Electrolux
projects that tackle food related challenges. Its Board reviews
applications from local project teams and decides on funding.
Electrolux has committed to continue funding the foundation
until 2030.
For greater impact, Electrolux established a long-term global
partnership together with Worldchefs (the world association of
chefs' societies) and AIESEC (the world's largest youth
organization) in 2016. This partnership supports projects with the
combined expertise, skills and resources from all three
organizations. Electrolux project teams plan and implement the
project together with Worldchefs and AIESEC members, and
additional local partners.
The Foundation and the Feed the Planet partnership support
projects that do one or more of the following:
Educate children, consumers and professionals on
sustainable cooking and eating habits, for example through
our program 'Food Heroes'.
Provide professional culinary training that helps people in
need to get a job in a professional kitchen, though our
program 'Like a Chef'.
Provide sustainability education for students in culinary
schools.
Support people in need through the donation of meals and
equipment, employee engagement and monetary
donations.
Ensuring all projects deliver real community beneﬁts.
Ensuring the needs and expectations of all three partnering
organizations are met – Worldchefs, AIESEC and Electrolux.
Our promise
Roadmap 2015 to 2020
The case for action
1)
2)
3)
4)
5)
Our approach
Electrolux Food Foundation
Feed the Planet partnership
Challenges
References:
1) http://www.fao.org/food-loss-and-food-waste/en/
2) http://www.fao.org/world-food-day/theme/en/
3) https://www.ilo.org/global/research/global-
reports/weso/2018/WCMS_615594/lang--en/index.htm
4) https://www.ncbi.nlm.nih.gov/pubmed/28604169 
5) https://www.epa.gov/ghgemissions/sources-greenhouse-gas-emissions
25

. Number of people educated (trained and participated).
. Donations.
. Number of views (social media, website, printed media)
and participation in events.
The Electrolux Food Foundation has a roadmap with visionary
targets aligned with Agenda 2030. In 2019, we focused our
eﬀorts on scaling up successful projects to maximize positive
impact - particularly 'Food Heroes' and 'Like a Chef' in diﬀerent
parts of the world. 'Food Heroes' workshops were held in 31
countries, and 'Like a Chef' was established in an additional ﬁve
locations, bringing the total number of places to eight in six
countries. In addition, our partner Worldchefs continued to
support culinary schools around the world to implement their
seven-day sustainability curriculum, providing the chefs of
tomorrow with relevant and necessary awareness and skills.
These projects are all based on the conviction that education is
the key to make our food habits more sustainable, aligned with
planetary boundaries.
In 2019, Electrolux established a global partnership with the Red
Cross in Sweden to introduce a donation platform for our
employees worldwide, focusing on support to people struck by
natural disaster.
As part of its 100 year anniversary celebrations in 2019,
Electrolux communicated its intention to continue the funding of
the Electrolux Food Foundation, with a total of SEK 100 million
until 2030. The funding in 2019 was in total SEK 10 million, which
was used to fund projects, partnerships and central
management costs.
In addition to funding the Foundation, the company invested
both centrally and at a local level in community programs,
including approximately SEK 2.3 million in management costs,
SEK 3.6 million in in-kind donations and SEK 2.2 million in cash
donations. In total, employees volunteered over 2,300 hours of
their time to support local activities.
More details on the targets and results achieved in 2019 are
detailed below.
The progress on our promise 
How we measure progress
Awareness
Vision
Inspire people on the topic of sustainable eating and
cooking through global and local storytelling on
Electrolux Food Foundation’s ongoing projects.
2030 target
Awareness - 2030 target - Achieve 300 million
viewership by 2030. (We deﬁne viewership as the
number of impressions on social media, views on
websites and the reach of digital and printed media for
the media content produced on the Electrolux Food
Foundation and partners' initiatives).
Achieved in 2019
Reached an audience of 42 million around the
world.
81% of Electrolux employees indicated that they are
proud of the way Electrolux demonstrates
environmental and social responsibility (Source:
Employee Engagement Survey 2019).
Education: Engagement
Vision
Make sustainable eating the preferred choice.
2030 target
Engage and inspire 300,000 children, consumers and
professionals on sustainable cooking and eating habits
by 2030.
Achieved in 2019
31,100 people participated in 'Food Heroes'
workshops in 31 countries - from Peru to Malaysia.
276 Electrolux employees, 1,654 AIESEC members
and 89 Worldchefs members volunteered an
average of 3 working hours delivering 'Food Heroes'
workshops.
5,100 people participated in local events in Poland.
Key priorities and progress 2019
26

Education: Professional
training
Vision
Make sustainable cooking the preferred choice, while
supporting people to enter the labor market.
2030 target
Educate and train over 12,000 people around the
world by 2030.
Achieved in 2019
Established 'Like a Chef', our ten-week culinary
training program for the unemployed, in ﬁve
additional locations - Egypt, Poland, Sweden,
Ukraine and a new location in Brazil.
142 people graduated from 'Like a Chef' programs.
The Sustainability Curriculum was implemented in
nine culinary schools in Mexico, Jordan, Canada,
Ecuador, Namibia, India, South Africa and
Malaysia, resulting in 838 students educated during
2019.
Support
Vision
Support people in need.
2030 target
Provide three million people with meals and other
support by 2030.
Achieved in 2019
306,000 people were provided with meals and
other support, through aid organizations, mainly
through our local projects at Electrolux in North
America and Australia.
Roadmap 2015 to 2020
Next steps
Status 
Establish and implement a Group approach to
community support.
The Group approach is in place, including 2030 targets.
Together with our global and local partners, explore
possible project models, replicate and scale up, with the
aim of maximizing societal impact.
Continue to replicate, scale up and develop our
programs:
Education on sustainable cooking and eating habits.
Professional culinary training for the unemployed.
Sustainability education in the culinary ﬁeld.
Support to people in need.
The next steps towards 2030 will be announced in the 2020 report.
Next steps
On track
Additional eﬀort is required 
Oﬀ track
Work has not yet begun
Key priorities and progress 2019
27

BETTER SOCIETY
Improve sustainability in the supply chain
Our products are to be made in the same way throughout our global supply chain – with
respect for the people who made them and care for the environment.
Electrolux will ensure that all suppliers live up to our
high expectations, no matter where they are located,
and we will support the transition to more sustainable
practices.
Read more about our progress on this Promise
Our promise
Monitor and secure minimum performance at our direct
suppliers of components, ﬁnished goods, licensed
products and services. Engage selectively further up the
supply chain and promote responsibility among all
suppliers toward their own supply chain.
Screen prospective suppliers to ensure they can live up to
the Group's expectations.
Increase awareness and capabilities among our
prospective and existing suppliers through training and
dialogue.
Drive the improvement of supplier environmental
footprints.
Leverage our inﬂuence over logistics companies to
improve the CO  eﬃciency of our transportation by 15% by
2020.
We have a duty to drive improvements in our supply chain,
particularly as a substantial part of our business is conducted
in emerging markets. Our experience shows that enhanced
sustainability performance, particularly in energy use, and
health and safety, improves the bottom line. We pass on this
knowledge by working together with our suppliers to
strengthen relationships, and ultimately create mutual beneﬁt.
Logistics is also a key area in our supply chain as Electrolux
emits more CO  in distributing its goods than is emitted
through the energy consumed in Group operations. Around
300,000 metric tons are annually emitted through the global
transportation of our goods via sea, air and land.
Roadmap 2015 to 2020
2
The case for action
2
Our +3,000 direct suppliers are required to live up to our
Supplier Workplace Standard and Workplace Directive,
which are equivalent to the Workplace Policy and Workplace
Directive that apply to our own entities. They cover our
environmental, health and safety and human rights
requirements for suppliers to follow.
All of our critical suppliers are audited at least every other
year by our internal teams or external auditing companies.
The Electrolux Responsible Sourcing Program is managed by
a team of in-house supply chain specialists and consists of
four types of activities:
Policy awareness and initial evaluations – to
communicate our policies, conduct initial sustainability
and risk evaluations of prospective suppliers, and
potentially conduct an audit of each supplier as part of
the initial sourcing decision.
Regular supplier risk assessment – conducted annually
with a focus on suppliers in high (and medium) risk
countries (see Related content below) and based on our
Responsible Sourcing criteria and sourcing data. The
assessments help the Electrolux Responsible Sourcing
team decide which suppliers should participate in audits
or other activities. Prioritized suppliers should be subject
to an audit at least every second year with follow-ups as
needed to secure improvement. Audits are carried out by
our internal team or external auditing companies.
Supplier capacity building – online and in-person
capacity building initiatives.
Making performance count – supplier evaluations and
audits are used in formal sourcing decisions, and
disqualiﬁed and uncooperative suppliers are subject to an
escalation process. This process involves reporting serious
supplier non-compliances to Purchasing, and addressing
non-compliances through mandatory corrective actions,
as well as beyond compliance support activities such as
capacity building.
Our approach
Responsible sourcing
28

The OECD Due Diligence Guidance for Responsible Supply
Chains of Minerals from Conﬂict-Aﬀected and High-Risk
Areas is embedded into our policies and activities to avoid
sourcing conﬂict minerals.
We work to reduce greenhouse gas emissions and water use
within our value chain. We share our knowledge with
suppliers, provide tools to assist them in evaluating their
footprint and deﬁne suitable improvement activities, and
reward progress and proactivity.
Conﬂict minerals
Supplier environmental footprints
We use our purchasing power to inﬂuence the logistics
industry by developing more sustainable transport solutions
together with our logistics partners. We also set
environmental requirements in the tender process, and all
shipping companies must be members of the BSR Clean
Cargo initiative.
Ensuring high sustainability performance throughout our
value chain beyond direct suppliers remains a challenge.
Adopting a collaborative approach with industry peers to
bring about greater positive change among our shared
suppliers.
Logistics
Challenges
. Proportion of critical suppliers audited in the last 12
months.
. Proportion of critical suppliers with an audit rating of
‘approved’, i.e. no serious ﬁndings.
. Proportion of critical suppliers participating in training in
the last 12 months.
. Share of OEM partners engaged in activities to improve
their environmental footprint.
. Transport emission intensity, CO  emissions / m km.
During the year, Electrolux reorganized its Global Purchasing
team and increased focus on sustainability topics throughout its
supply chain. This has involved nominating a dedicated
Program Manager to drive sustainability eﬀorts with suppliers.
627 of our suppliers were considered to be critical and were the
focus of our Responsible Sourcing Program in 2019. These
include suppliers located in regions, or using production
processes that pose higher risks for environmental, labor and
human rights violations or corrupt practices. During 2019, the
program was launched in our newly acquired company in
South Africa, which involved training staﬀ and setting up
auditing activities.
Migrant labor management has been a focus area in 2019, with
spearhead activities in Thailand where analysis of the supply
chain, training and new policy deployment has taken place. 
The 2019 Supplier Award Day celebrated the most innovative
and eﬃcient key suppliers and had sustainability as a main
theme. Sustainability was also featured in two regional Supplier
Day events.
In total, 351 (399) supplier audits were performed, including 282
(328) by internal auditors and 69 (71) by third party assurers. In
2019, 49% (66) of our critical suppliers were audited, which also
included verifying that our expectations were communicated to
Tier 2 suppliers. 
Through our audits, we see that health and safety as well as
environmental governance continue to be the areas with the
greatest challenges. Deviations related to our policy on working
hours is a persistent problem as well as ﬁndings related to
compensation and beneﬁts.
A total of 23 (20) zero-tolerance ﬁndings were uncovered in
2019. The most common zero-tolerance ﬁndings were related to
inconsistent working hour records and lack of transparency
around working records in general. These types of ﬁndings
represented 43% of the zero tolerance ﬁndings. Harassment in
the form of abusive behavior by single managers was found in
four cases, representing 17% of these cases and three cases
were found of discriminatory pregnancy testing practices. In
another three cases, non-compliant processes around retaining
worker passports were identiﬁed. In all instances, management
practices at the respective supplier were amended. There was
one case of under-age labor during 2019, involving construction
workers temporarily working at one of our suppliers' sites in
Egypt. The number of less severe ﬁndings related to the
management of young workers has increased in 2019.
All zero-tolerance cases are reported to senior Purchasing
management, who also monitor remediation actions or
ultimately take the decision to phase out the supplier.
Responsible sourcing audit ﬁndings
The graph above shows the remediation of non-compliances,
comparing follow-up audits conducted in 2019 with preceding
audits.
The progress on our promise 
How we measure progress
2
3
Responsible Sourcing Program
Responsible sourcing auditing
Key priorities and progress 2019
29

There are large regional diﬀerences in the status of audited
suppliers. The prevalence of serious ﬁndings is high in some
markets, due to societal issues, such as working hours in Asia,
and signiﬁcant discrepancies between local legislation and
Electrolux requirements – including environmental
management ﬁndings in Latin and North America. See the
distribution of ﬁndings per region table below.
 Chapter
Asia
Paciﬁc
including
SE Asia
Latin and
North
America 
Europe,
Middle
East and
Africa
TOTAL  
2. Laws and
regulations
0.1%
6.0%
1.6%
2%
3. Suppliers
and
subcontractors
0.0%
0.0%
0.0%
0%
4. Corruption,
bribery and
business ethics
0.0%
0.0%
0.0%
0%
5. Child labor
2.6%
0.0%
0.0%
2%
6. Forced labor
1.2%
0.0%
0.0%
1%
7. Security
arrangements
0.0%
0.0%
0.0%
0%
8. Worker H&S
54.1%
66.4%
79.7%
60%
9. Non-
discrimination
0.7%
0.0%
0.0%
0%
10. Harassment
and abuse
0.0%
1.8%
0.0%
0%
11. Disciplinary
actions and
grievances
2.8%
0.0%
1.6%
2%
12. Working
hours
27.4%
11.1%
7.8%
22%
13.
Compensation
and
employment
conditions
3.5%
1.8%
3.9%
3%
14. Freedom of
Association
and collective
bargaining
0.0%
0.0%
0.0%
0%
15.
Environmental
governance
and
procedures
7.5%
12.4%
3.9%
8%
16. Monitoring
and
compliances
0.0%
0.5%
1.6%
0%
 
 
 
 
 
Number of
audits included
in sample
231 
94 
74 
399 
Distribution of audit ﬁndings in each region (%)
The distribution of signiﬁcant ﬁndings represented above,
expressed as a % according to our Supplier Workplace
Standard chapter, varies between our diﬀerent supply
regions. Regional variations are due to diﬀerences in EHS
legislation, legal enforcement as well as societal diﬀerences.
During the year, we provided classroom training in our
Supplier Workplace Standard for 378 (299) supplier
representatives from 216 (126) suppliers. Our purchasers are
also trained on the Electrolux Workplace Policy and Supplier
Workplace Standard, with 152 (209) trained in 2019. In
addition, we began the launch of our updated Supplier
Workplace Standard e-learning targeting a wider audience
at our suppliers. In this new edition we bring in more
examples of good practices from our own operations with
the ambition of increasing awareness and knowledge on
topics with many ﬁndings. 234 people from 185 suppliers
completed the new training in 2019, and the roll-out will
continue to all regions in 2020.
Through QuizRR, the digital learning platform we use to gain
a wider reach of workers at our suppliers, we trained 3,620
people on good workplace practices in 2019, bringing the
total number trained with this tool to 8,120 at nine suppliers in
China. The tool is now being piloted in Thailand, with a
module focusing speciﬁcally on migrant labor. 
Following a pilot assessment on conﬂict minerals in 2017, we
investigated 400 suppliers during 2019 and the results have
been made public. The report is inspired by recent U.S.
legislation and was conducted voluntarily by Electrolux to
disclose where our key minerals are sourced from.
We are also a member of the Responsible Mineral Initiative,
which allows us to inﬂuence beyond our tier-one suppliers,
and map supplier compliance in line with the related OECD
due diligence guidance.
Our proactive work with conﬂict minerals demonstrates that
we want to go beyond compliance – to minimize our supply
chain risks and help us to further improve our supply chain. 
We reduce greenhouse gas emissions throughout our value
chain by promoting our internal approach to monitoring and
reducing energy consumption among key suppliers.
2019 was the ninth year of dialogue and cooperation with key
Original Equipment Manufacturers (OEMs) on resource
management. We monitored energy and water data from
suppliers – covering 73% of our Original Equipment
Manufacturer spend.
Conﬂict minerals
Supplier environmental footprints
Key priorities and progress 2019
30

During the year, we launched a new checklist tool in China to
help suppliers identify potential improvement opportunities to
reduce energy and water use, and enable them to prioritize
action. A workshop was conducted on energy and water
management, bringing in 40 of our top OEM suppliers to
provide further guidance and recognize the progress made. 
Approximately 300,000 metric tons of CO  are emitted
through the distribution of our goods by the global sea and
air shipments and by the land transportation in Europe, North
America and Brazil.
However, our eﬀorts have resulted in an improved CO
eﬃciency in our sea transportation of almost 22% since 2014.
We have also improved our CO  eﬃciency for land
transportation by more than 11% compared with 2015. Our
goal is to improve CO  eﬃciency across all modes of
transport by 15% by 2020 compared with 2015.
Logistics
2
2
2
2
In 2019, Electrolux held a 'Logistics Sustainable Summit' that
focused on land transport to bring together leading
companies and transport providers to identify improvement
actions throughout our logistics value chain. Areas for
improvement were identiﬁed, divided into short, medium and
long-term actions, and prioritized with KPIs to drive and
follow up action. Such collaboration with our logistics
partners is essential to drive change in our logistics value
chain.
During the year, our latest intermodal truck-and-train solution
in Western Europe reduced transport-related emissions. The
project is part of a wider shift from road to rail and
intermodal transport at Electrolux.
We continue to track and evaluate environmental
performance through our logistics dashboard, which is also
used as a tool to support our decision-making processes. The
dashboard is used to identify where the CO  impacts arise
and can compare the beneﬁts of using rail and intermodal
(when more than one mode of transport is used) transport.
In 2019, we continued dialogue with the logistics industry to
share best practice in transport management. Electrolux is a
member of the U.S. Environmental Protection Agency-led
SmartWay and the BSR Clean Cargo initiative with a
commitment to improve road and ocean transport-related
emissions respectively.
2
Roadmap 2015 to 2020
Next steps
Status 
Monitor and secure minimum performance at our direct
suppliers of components, ﬁnished goods, licensed
products and services. Engage selectively further up the
supply chain and promote responsibility among all
suppliers in their own supply chain.
Leverage new Sourcing strategy and organization to
increase coverage of supply base, and create more
senior involvement on both sides in driving supplier
performance.
Screen prospective suppliers to ensure they can live up
to the Group's expectations.
Update supplier screening methodology to promote and
drive sustainability performance.
Increase awareness and capabilities among our
prospective and existing suppliers through training and
dialogue.
Continue deployment of digital learning tools to reach
more people working within our supply base.
Drive the improvement of supplier environmental
footprints.
Expand usage of self-assessment tools for our main
suppliers and set improvement targets.
Leverage our inﬂuence over logistics companies to
improve the CO  eﬃciency of our transportation by 15%
by 2020.
Continue the implementation of an environmental
scorecard in the tendering process for dedicated
transport services in 2020.
Set up supplier meetings to share/discuss best practice
and action plans.
Proactively contribute to the BSR Clean Cargo initiative,
which aims to improve the environmental performance of
marine container transport.
The next steps towards 2030 will be announced in the 2020 report.
Next steps
2
On track
Additional eﬀort is required 
Oﬀ track
Work has not yet begun
Key priorities and progress 2019
31

Our climate targets
 By focusing on our major impacts, we will prevent millions of metric tons of greenhouse
gases from entering the atmosphere.
Read more about our progress on our Climate Targets
Tackling climate change by reducing greenhouse gas emissions
is one of the greatest, most urgent challenges facing society.
Our science-based climate target  is aligned with the 2015 Paris
Climate Agreement on climate change, which aims to keep
global temperature rise well below 2°C this century to avoid the
most severe impacts from climate change.
As part of our Better Living Program objective to make our
business circular and climate neutral, we launched a new
climate target during the year. It aims for Climate neutral
operations by 2030 (scope 1 and 2 emissions).
In addition, our President and CEO Jonas Samuelson, signed
the United Nations Global Compact - Business Ambition for 1.5°
C in 2019. Electrolux aims for Climate neutral value chain by
2050.
These new longer-term targets complement our science-based
target  to reduce our scope 1 and 2 emissions by 80% between
2015 and 2025, which also aims to reduce the absolute scope 3
emissions from the use of our sold products by 25% during the
same time frame. The scope 3 target covers two thirds of all
products sold by Electrolux.
We also follow up our own-developed target to halve our 2005
emissions by 2020.
We deﬁne scope 1, 2 and 3 emissions as follows:
Scope 1 – are emissions produced directly by an
organization, for instance through the combustion of
fuels, e.g. natural gas combustion for heating.
Scope 2 – includes indirect emissions generated through
the consumption of purchased energy, e.g. through
electricity use.
Scope 3 – other indirect emissions due to the activities of
an organization, but that are produced and controlled by
a diﬀerent emitter, e.g. emissions resulting from the use of
Electrolux products.
We are reducing CO  emissions from our own manufacturing
facilities, product transport, and the energy consumed during
their use. But as product energy use is responsible for over 80%
of our climate impact, product eﬃciency is where we can make
our greatest contribution to tackling climate change.
We can also make a diﬀerence by eliminating the use of hydro
ﬂuorocarbons (HFCs) in refrigerators, air conditioners and
products with heat pumps. HFCs are gases with a high global
warming potential that are still used in some countries due to
regulatory or market barriers to alternative solutions.
In 2019, Electrolux joined the Cool Coalition initiative, which
encourages companies to make their own bold commitments to
reduce emissions in the cooling sector. Electrolux has
committed to a plan to accelerate ﬁnding alternative
refrigerants with less Global Warming Potential in refrigerators,
freezers and air conditioning units.
The case for action
1)
Our targets
1)
Our climate neutrality roadmap
1) Our science-based targets are based on our 2015 emissions, which amounted to
81,700,000 metric tons CO . 
2 The Science Based Target initiative is a global initiative
headed by CDP, the UN Global Compact (UNGC), the World Resources Institute
(WRI) and the World Wildlife Foundation (WWF). The initiative enables companies to
set climate targets consistent with the level of de-carbonization required to limit
global warming to less than 2°C, compared with pre-industrial temperatures.
What are scope 1, 2 and 3 emissions?
Emission reduction actions
2
32

We report on our 2025 science-based target and our 2020 50% reduction target.
Roadmap 2015 to 2020 
Read more in the relevant Promises
Status 
Be a leader in product eﬃciency in our most important
markets.
Constantly Improve Product Performance & Eﬃciency
Eliminate high-impact greenhouse gases from our
products.
Eliminate Harmful Materials 
Improve eﬃciency throughout our operations and supply
chain.
Achieve More with Less 
Improve Sustainability in the Supply Chain
Increase the share of renewable energy for our
operations to 50%.
Achieve More with Less
Progress on our Climate Targets 
On track
Additional eﬀort is required 
Oﬀ track
Work has not yet begun
By the end of 2019, we reduced our absolute scope 1 and 2 greenhouse gas emissions by 59% compared to 2015 - toward our 80%
reduction target by 2025. 
Read more about our scope 1 & 2 emissions in our Promise Achieve more with less. Our scope 3 is being monitored and its progress
will be reported in 2020.
By the end of 2019, we had cut our CO emissions by 32% compared to 2005 – toward our 50% target by 2020.
This target is relative and includes emissions from product use, high impact greenhouse gases, manufacturing and transport.
Production volumes and electricity emission factors are normalized to 2005.
Reduce CO2 impact by 50% in 2020 focusing on product eﬃciency in the main product categories. Sales volumes and emission
factors are normalized to 2005.
Our science-based climate target 1)
Progress on our 50% target
Climate targets 2020 2) 
1) Note that as the Professional business area was spun oﬀ in 2019, it was removed from our SBT baseline during the year.
Key priorities and progress 2019
33

ELECTROLUX IN A CHANGING WORLD
Global megatrends that shape our business
The world in which we operate is constantly changing due to the inﬂuence of global
megatrends, which create challenges for our business – but also bring about enormous
opportunities. Our sustainability framework – For the Better – helps us manage these
global megatrends, and ensures we contribute toward international sustainable
development objectives such as the UN Sustainable Development Goals.
Global megatrends
Demographics
Global demographic trends – such as population growth, the growing middle class, an aging population and urbanization –
are increasing the demand for home appliances, which puts more pressure on natural resources. In the next 15 years, another
billion people are expected to buy their ﬁrst refrigerator.
Implications for Electrolux
Signiﬁcant growth potential in emerging markets.
Continued need to improve the environmental performance of products.
Growing importance of the silver-haired consumer group and the increasing number of smaller households.
Potential for new business models, e.g. shared ownership.
Resources & planetary boundaries
There is growing concern among various stakeholders that humans are causing irreversible damage to the planet’s fragile
systems, and that there is an urgent need to reduce greenhouse gas emissions and adapt to a changing climate. There is also
a pressing need for businesses to work within planetary boundaries by developing ‘circular business’ models that promote
resource eﬃciency, cleaner chemistry and waste reduction.
Implications for Electrolux
Continued need to improve the environmental performance of products.
Pressure to reduce water consumption in areas with water scarcity.
Competition for some metals and minerals.
Growing importance of the circular economy.
Expectations to go beyond chemical legislation.
34

Technology & digitalization
New technologies are scaled rapidly and globally, with purchasing decisions increasingly inﬂuenced by online information and
social media. The Internet of Things (IoT) promises to connect billions of products in the near future.
Implications for Electrolux
Greater consumer empowerment and awareness requires transparency and sustainable business practices.
Digitalization will drive the next wave of operational eﬃciency, including closer integration with suppliers.
Connectivity oﬀers opportunities for new business models that result in better resource eﬃciency.
IoT enables a lifelong relationship between producers and consumers but requires high standards of data security and
privacy.
Key processes
35

ELECTROLUX IN A CHANGING WORLD
Electrolux and the UN Sustainable Development
Goals (SDGs)
The SDGs provide the global community with a roadmap on how to combat global
challenges related to economic, social and environmental sustainability. The initiative
has gained broad acceptance and has encouraged initiatives from businesses and
other stakeholders.
At Electrolux, our sustainability framework – For the Better – contributes to several of the SDGs. This chapter describes our most
relevant SDGs and how we contribute toward them through our Promises.
As a sustainability leader in the appliance industry, we believe we can make the greatest contribution in relation to SDGs 8, 12, 13 and
17. These four goals are closely aligned with For the Better as described below. The correlation between the UN Sustainable
Development Goals and the Electrolux sustainability framework shows that the Group's materiality analysis reﬂects societal priorities.
Our most relevant SDGs
SDG 12 – Responsible consumption and production
Promoting responsible consumption and production is the
most signiﬁcant SDG for Electrolux. We strive to bring
resource-eﬃcient products, manufactured in a sustainable
way, to as many people as possible around the world. We
have set ambitious targets to reduce the footprint of our
products and production, including our suppliers. Additionally,
a key focus of our social investment program is sustainable
food consumption.
SDG 13 – Climate action
Our action on climate change is reﬂected in our climate
targets to halve our CO  footprint, including product usage,
production and transportation. We are also committed to
achieving science-based emission targets, and have set a
new target to increase the proportion of renewable energy
used in our operations to 50% by 2025.
2
SDG 8 – Decent work and economic growth
Providing decent work and economic growth is related to our
manufacturing operations. Our Workplace Policy sets out
decent labor standards as a requirement for our operations
and suppliers.
SDG 17 – Partnerships for the Goals 
Electrolux engages in numerous partnerships to drive the
agenda toward the achievement of the SDGs targets.
Electrolux is part of the UN Global Compact
(www.unglobalcompact.org), United4Eﬃciency
(www.united4eﬃciency.org) and Cool Coalition
(www.coolcoalition.org) programs. Electrolux is part of the
U.S. Environmental Protection Agency-led SmartWay
(www.epa.gov/smartway) and the BSR Clean Cargo initiative
(www.bsr.org/en/topics/all-channels/Clean-Cargo-Working-
Group) with a commitment to reduce road and ocean
transport-related emissions respectively. The Electrolux Food
Foundation also partners with Worldchefs and the AIESEC
youth-led organization to achieve greater community impact.
36

We additionally strive to contribute to other SDGs through
our solutions, operations and societal engagement.
SGD 3 – Good health and wellbeing
We prioritize health and wellbeing in our operations by
promoting health and safety among our employees and
contractors. We also provide solutions for healthy and
sustainable living for more people. Read more in our Promise
Ensure the best health and safety.
SDG 4 – Quality education
The Electrolux Food Foundation and our global partnership
Feed the Planet oﬀer vocational culinary training to enter the
labor market, raise awareness on sustainable food habits
and work with schools around the world.
SDG 5 – Gender equality
We have a speciﬁc focus on gender diversity and aim to
continuously improve the number of female leaders at all
levels. Read more in our Promise Always act ethically and
respect human rights. Our social investment projects also
often empower women in society. Read more in our Promise
Be a force for good.
Our other relevant SDGs
SDG 6 – Clean water and sanitation
We provide a range of water eﬃcient domestic appliances
that help to conserve local water resources. Our laundry
products promote sanitation in homes, hotels and hospitals.
Read more in our Promise Constantly improve product
performance and eﬃciency.
SDG 7 – Aﬀordable and clean energy
We are working to increase our share of energy from
renewable sources to 50%. Read more in our Promise Achieve
more with less.
Key processes
37

ELECTROLUX IN A CHANGING WORLD
New Legislation
Our business is aﬀected by new legislation that will come into force in the coming years.
Key forthcoming legislation includes:
New EU energy eﬃciency limits for washing machines, washer/dryers, refrigerators, freezers, dishwashers and for standby power
will be in force from March 1, 2021. A new energy label as part of the new regulation will be introduced on new products starting
from November 2020. It will replace the old label from March 1, 2021.
New energy eﬃciency standards are under development in the U.S.
Australia and New Zealand are applying new refrigerator energy performance ratings since 2019. They will be fully implemented
in 2021.
A circular economy legislation is under development in the EU.
Appliance recycling legislation in Brazil will be enforced in 2020 together with the ﬁrst administrative obligations for the industry.
The collection and ﬁnal disposal of appliances will start in 2021.
High-impact greenhouse gases are being phased out under the Montreal Protocol. More stringent legislation is already in place
in Europe and will be introduced in the U.S. and Asia-Paciﬁc.
Products
Circular economy
Climate
38

MATERIALITY
Our materiality process
We continuously monitor our material issues – our most signiﬁcant economic,
environmental and social impacts – to ensure we address the most important topics to
our business and stakeholders.
We maintain an up-to-date understanding of our material topics through engagement and dialog with key stakeholders, as well as
by monitoring our business and industry peers (read more at Stakeholders inform our approach) and the relevant megatrends and
drivers (read more at Global megatrends that shape our business). Our material topics are annually reviewed and validated by our
internal experts and Group management. Major revisions are linked to our long-term business strategy updates.
Our approach helps us to understand the perceptions of our stakeholders (read more at Stakeholders inform our approach) about
Electrolux, the potential risks and opportunities for our business, and enables us to evaluate our ability to create and sustain value.
The foundation of our approach is the Global Reporting Initiative's sustainability topics and the UN Sustainable Development Goals.
We identify and prioritize the most important topics to Electrolux and our stakeholders, and these are included in our sustainability
framework For the Better.
For the Better consists of nine Promises and our climate targets. These are the main areas we focus on as they maximize our
contribution to society. Our material topics are annually reviewed.
The relevance of an issue for Electrolux, and thereby the decision to include it in our Promises is determined by the following criteria:
The degree of impact caused by our activities throughout the value chain.
How much the issue impacts on our business strategy.
How the issue might aﬀect our stakeholders.
The following illustration shows our materiality process described above. 
Our materiality process
39

Our most material issues make up our current sustainability framework, illustrated below.
For the Better 
In 2019, as a result of our materiality process (read more at Stakeholders inform our approach), our sustainability framework was updated and will
be applied from 2020. The illustration below shows our updated sustainability framework, For the Better 2030, where our priorities are shaped by
our current material issues.
For the Better 2030
Key processes
40

MATERIALITY
Stakeholders inform our approach
Ongoing dialogue with stakeholders helps us deﬁne and deliver on our promises and
keep ahead of global developments.
Our Promises require improvements throughout our value chain, from sourcing to end-of-life. Consequently, we cannot deliver on our
ambitions alone – and engagement with customers, consumers, employees, shareholders, suppliers, industry peers and NGOs is
crucial for us to deliver our sustainability framework For the Better.
Sustainability Aﬀairs oversees dialogue on sustainability-related issues with a wide range of internal and external groups. Feedback
from this dialogue is reported to Group management and feeds into our decision-making to strengthen our strategy and response.
An ongoing challenge is to systemize local stakeholder dialogue to ensure that local voices are heard.
Stakeholder priorities and our response
Consumers
Consumer choices drive our business, and consumer behavior shapes our sustainability performance
How Electrolux engages with consumers
Bi-annual customer brand scorecard survey on sustainability in various markets.
Customer surveys in key markets to understand perceptions on sustainability.
Better Living Program Report about consumer attitudes and challenges related to sustainable living.
Consumers shape our sustainability approach
We have developed a Better Living Program communications platform to engage consumers (and employees) on
sustainability topics.
41

Customers
Our sustainability work must align with customer values to optimize business beneﬁt for Electrolux
How Electrolux engages with customers
Partnerships with speciﬁc customers. Sustainability engagement is becoming more long-term and strategic.
Ongoing engagement with customers and key stakeholders to share learnings and discuss sustainability and our products.
Feed the Planet partnership with Worldchefs.
Customers shape our sustainability approach
Collaboration in areas such as chemicals handling and recycled materials. We discuss criteria and evaluate our process for
supply chain monitoring.
Customer insights contribute to raising market awareness on the importance of eﬃcient products.
Investors
ESG investors drive our sustainability agenda forward
How Electrolux engages with investors
In response to signiﬁcant growth in ESG (Environmental, Social and Governance) investment, Electrolux engages with
investors and shareholders on sustainability topics during regular meetings and investor dialogues.
Eight of our ten largest shareholders are signatories to the UN Principles for Responsible Investment. 
Investors shape our sustainability approach
Investor feedback helped shape our new sustainability framework - the For the Better 2030 - by providing their input on the
relative importance of diﬀerent sustainability topics to Electrolux.
We have enhanced our reporting and activities on CO  reduction through our disclosure to CDP.
We developed a Green Bond framework in alignment with the Green Bond Principles 2018, with projects eligible for funding
deﬁned to support the UN Sustainable Development Goals and the Paris Climate Agreement.
2
Key processes
42

Employees
Our sustainability work helps to motivate, retain and attract employees
How Electrolux engages with employees
Ongoing dialogue between management and employee representatives and unions. Topics include updates on
restructuring plans, feedback on business development, audit outcomes, human rights assessments, our Ethics Helpline,
and Health and Safety performance. 
Read more in our Promise Always act ethically and respect human rights.
The Employee Engagement Survey gathers employee perceptions and feedback on our sustainability agenda.
Read more in our Promise Always act ethically and respect human rights.
We identify talented potential employees by being a key supporter of AIESEC, the world’s largest student organization and
an international platform for young people to explore and develop their leadership potential.
We arrange crowdsourcing events for our employees to contribute toward our sustainability work.
Employees shape our sustainability approach
We integrate employee perceptions into strategic and operational activities on a local, market and Group level.
Our global intranet also allows employees to inﬂuence our sustainability agenda. Each month, 20,000 non-production
employees access the global intranet featuring global articles, local news, presentations and ﬁlms on sustainability related
issues published systematically during the year. Through interactive features, our employees can comment on these
materials, publish their own information and create a dialogue on ongoing and new projects. Production employees have
access to information via a smartphone app and their voices are heard through other face-to-face channels.
We continue to develop our strategic partnership with AIESEC and our employees through our Feed the Planet activities,
with a particular focus on promoting sustainable food habits as part of local and global projects. 
We also focus on ﬁnding talented women we can recruit within the areas of Science, Technology, Engineering and
Mathematics (STEM) together with AIESEC, as part of our Global Engineer Program.
In 2019, we invited our employees to a global digital crowdsourcing event where they could suggest initiatives for our new
sustainability framework - the Better Living Program. Some of these ideas were selected by the Electrolux management to
shape our Better Living Program.
Key processes
43

Suppliers
Working with suppliers is crucial to implementing our sustainability framework – For the Better
How Electrolux engages with suppliers
During our Responsible Sourcing and Quality auditing and assessment work, we regularly dialogue with suppliers to
understand the topics of greatest importance and concern to them. Our regular regional Supplier Sustainability Days
provides further such opportunities, also providing suppliers possibilities to share best practice with their peers.
Our annual global Supplier Award Day, when we celebrate our most innovative and eﬃcient key suppliers, allows these
suppliers to connect with top management and key functions, to share their ideas and priorities. The 2019 theme was
sustainability. 
We share best practice in transport management with the logistics industry. Electrolux is a member of the U.S.
Environmental Protection Agency-led SmartWay, with a commitment to reduce road transport-related emissions, and Clean
Cargo focusing on reducing impact in sea transport.
Suppliers shape our sustainability approach
Supplier expert knowledge, and co-innovation together with suppliers help improve our sustainability performance in for
example product energy and water eﬃciency, circularity and to reduce the environmental footprint of our operations. 
Electrolux engages with key Original Equipment Manufacturers (OEMs) on topics such as energy and water management,
sharing tools and internal and external knowledge.
As part of the BSR Clean Cargo initiative, Electrolux logistics suppliers must be BSR members.
We continuously evaluate the environmental performance of our logistics suppliers.
Industry peers
Benchmarking and sharing best practice ensure we continue to be an industry leader
How Electrolux engages with industry peers
We conduct competitor analyses.
Shared best practice on setting stretch targets for renewable energy.
Shared best practice on human rights, including at the Nordic Purchasing Strategy Forum and the Swedish Network on
Business & Human Rights.
Industry peers shape our sustainability approach
Extensive competitor analyses and best practice information was gathered to shape our new sustainability framework - For
the Better 2030.
Many of our Promises illustrate that we are an industry leader in terms of sustainability.
We exchange best practice with other industry leaders.
Key processes
44

NGOs, academia and governmental initiatives
Cooperation with NGOs, academia and governmental initiatives ensures we remain up to date with key sustainability topics
How Electrolux engages with NGOs, academia and governmental initiatives
We engage with experts on human rights and labor rights – including advocacy groups, local representatives of
international organizations, academia and embassies.
Electrolux engages with the European Environmental Bureau on energy eﬃciency and labeling.
We present our strategy to increase the use of recycled plastic in our products at various multi-stakeholder events and
meetings.
NGOs, academia and governmental initiatives shape our sustainability approach
Input from these stakeholders is a crucial part of our materiality analysis.
Input to our public policy initiatives in Europe on labeling.
45

MATERIALITY
Impacts throughout our value chain
A value chain perspective on sustainability helps us identify how we can best manage
our impacts and create maximal value.
This approach makes it easier to identify opportunities, minimize or enhance impacts, and understand boundaries. It also helps us
understand how our actions and impacts are interrelated.
The following section illustrates our degree of inﬂuence along our value chain, identiﬁes key impacts and how we manage them, and
provides examples of the value we create.
Product development
High ability to inﬂuence, high impact
Close collaboration between Design, Marketing and R&D enables new products to oﬀer best-in-class performance and
consumer experiences.
Read more in our Promise Constantly improve product performance and eﬃciency.
Risks
Increased consumer carbon footprint.
Increased material cost.
Not meeting consumer expectations.
Not meeting regulatory or market requirements.
How we manage our impacts
Continuously improve product eﬃciency. 
Increase our use of recycled materials.
Eliminate harmful materials.
Integrate future requirements into product development plans.
Generating value
Products with leading environmental performance deliver consumer value in line with our business strategy, while reducing
negative environmental impacts.
46

Suppliers
Medium ability to inﬂuence, medium impact
Electrolux has over 3,000 direct suppliers, including many in emerging markets, that must abide by our sustainability
requirements. We focus on safeguarding Electrolux standards, and developing supplier capacity to improve sustainability
performance. This requires careful assessment and supplier selection. Read more in our Promise Improve sustainability in the
supply chain.
Risks
Potential connection to social, ethical and human rights violations throughout our supply chain.
Extreme weather conditions caused by climate change could negatively aﬀect our supply chain.
Supply interruptions due to unethical business practices in our supply chain.
How we manage our impacts
Apply a risk-based approach to our suppliers to mitigate environmental, health and safety risks as well as ethical and
human rights risks.
Climate impact assessments of key suppliers.
Supplier auditing to safeguard standards.
Provide training and drive improvement initiatives.
Generating value
Rewarding suppliers that comply with our requirements and share our sustainability ambitions stimulates technical
improvements and innovation. Promoting universal norms supports human rights and raises environmental, labor and
economic standards – particularly in low-cost countries. This also builds trust and reduces business risks.
Electrolux operations
High ability to inﬂuence, medium impact
Electrolux has manufacturing operations in 42 factories in 18 countries and approximately 49,000 employees in total. Our main
focus areas are to: reduce our environmental footprint, maintain high ethical standards and working conditions, as well as
have a positive impact in local communities.
Read more in our Promise Achieve more with less.
Risks
Disruptions due to emissions and discharges as a result of incidents.
Disruptions caused by severe weather related to climate change.
Impact due to social, ethical and human rights violations.
Corruption due to weak governance.
How we manage our impacts
Environmental management systems and eﬃciency programs.
Ensure the best conditions for health and safety.
Governance systems and training to enforce sustainability policies.
Climate impact assessments of operations.
Support local community programs.
Generating value
We beneﬁt society by providing jobs, knowledge transfer and economic opportunities. Positive employee relationships
promote competence development, employee wellbeing and job satisfaction. Value is created for Electrolux by retaining
talented employees and avoiding ﬁnancial costs related to accidents.
Key processes
47

Transport
Medium ability to inﬂuence, medium impact
Electrolux emits more CO  transporting its goods than through its total energy use in Group operations. Read more in our
Promise Improve sustainability in the supply chain.
2
Risks
Emissions from transportation.
Labor conditions at logistics companies.
How we manage our impacts
Collaborative solutions to mitigate logistics-related impacts.
Promoting more eﬃcient modes of transport.
Generating value
We support the trend toward more sustainable transport and encourage our logistics suppliers to further reduce their impacts.
This reduces transport-related emissions and our climate impact.
Sales
Low ability to inﬂuence, high impact
Electrolux annually sells approximately 60 million products in over 120 countries, primarily through retailers. Energy and
performance labeling, and retailer sustainability campaigns allow us to raise consumer eﬃciency awareness. Read more in our
Promise Constantly improve product performance and eﬃciency.
Risks
Not eﬀectively informing consumers.
Failure to meet consumer expectations on product eﬃciency.
Limited opportunity to inﬂuence decision-making at the point-of-purchase.
Corruption.
How we manage our impacts
Continuously improve product performance and eﬃciency.
Improve pre and point-of-purchase communication.
Partnering with our customers to highlight sustainability aspects to consumers. 
Third party endorsement of products, e.g. best-in-test.
Communicating on themes such as energy eﬃciency, food storage, reducing food waste and caring for clothes.
Mandatory training on anti-corruption and bribery.
Generating value
Promoting transparency and our sustainable product oﬀering contributes to retailer sustainability goals, strengthens our
brands and builds consumer loyalty. As sales of most resource eﬃcient products demonstrate, an eﬃcient product oﬀering is a
proﬁtable strategy.
Key processes
48

Consumer use
Low ability to inﬂuence, high impact
As the main environmental impacts of our products occur during their use, product eﬃciency is a top priority. Read more in our
Promise Constantly improve product performance and eﬃciency.
Risks
Failure to meet consumer expectations on product performance.
Consumers not using products optimally.
Product safety.
Data privacy for users of connected products.
How we manage our impacts
Continuously improve product performance and eﬃciency.
Incorporating intuitive design to help consumers get the most out of their products. 
Product safety governance and procedures.
Proactive approach to data privacy regulation.
Generating value
Appliances deliver social beneﬁts that many take for granted – such as food conservation, contributing to a healthier home
environment, freeing up time from household chores, and facilitating equal opportunities – which are particularly important in
emerging markets. Providing eﬃcient products, raising consumer awareness and increasing appliance connectivity can help
counter rising global CO  emissions due to increasing consumption, while reducing costs.
2
End-of-life
Low ability to inﬂuence, medium impact
We promote proper recycling as part of our producer responsibility. In Europe, where the most comprehensive producer
responsibility legislation exists, 80% of the materials (by total volume) from collected large appliances must be recovered (70%
for small appliances).
Risks
Expectations on producers to take responsibility beyond legislation.
Waste of resources due to a lack of recycling.
Illegal trade of discarded products and recycled materials.
How we manage our impacts
Establishing circular business models for recycled materials.
Eliminating harmful materials to enable higher quality recycled materials and decrease environmental impact.
Promoting proper recycling as part of producer responsibility.
Generating value
Building resource eﬃcient and closed-loop systems help reduce environmental impact and overall resource consumption.
Innovative designs that allow material reuse saves money and energy, and increases consumer trust in our brands.
Key processes
49

RISK
Managing sustainability risks
A comprehensive analysis of non-ﬁnancial risks requires cross-functional insights from
Group management, business areas and local facilities.
We focus on the future to prepare for the changing business
landscape and mitigate potential risks. The global trends
described in the Global megatrends that shape our business
section will aﬀect Electrolux in the coming years. Understanding
and managing the non-ﬁnancial risks and opportunities
associated with these trends is an integral part of managing our
business. Risks related to each part of the value chain are
described in Impacts throughout our value chain.
A number of Group functions are involved in identifying and
managing non-ﬁnancial risks in their area of responsibility.
These risks are regularly reported to Group management and
fed into our materiality process. Read more about how
Electrolux manages risk in the Annual Report and to the Annual
Review.
The Group Internal Audit evaluates and improves governance,
internal control and risk management processes.
Group Risk Management benchmarks and monitors key risks in
operations and key suppliers.
Group Sustainability Aﬀairs manages the following risk
assessments:
Materiality
Responsible Sourcing
Ethics
Human rights
ISO Coordination
Other functions conduct risk assessments for:
Global Industrial Operations Product Lines
Purchasing
Legal
Finance
Communication
HR Exec Team
The committee, which consists of representatives from all
regions, monitors regulatory development in our markets and
develops common Group positions.
Group Internal Audit
Group Risk Management
Sustainability Risk Management
Processes
Other Group Staﬀs & Functions
Group External Aﬀairs Committee
50

RISK
Understanding and managing our human rights risks
We are continuing our journey to better understand the human rights risks associated
with our activities, and to establish the tools and processes to manage these risks. Our
goal is to minimize any risk of our operations causing harm to people.
Read about our progress in our Promise Always act ethically
and respect human rights.
Human rights are at the core of our Code of Conduct and our
Promise Always act ethically and respect human rights, which is
part of our For the Better sustainability framework. As our most
important risk areas relate to our employees, and particularly
those in our manufacturing operations, our human rights
commitment focuses on labor standards and the rights of our
employees.
Our Code of Conduct includes a human rights policy statement,
developed based on the UN Guiding Principles on Business and
Human Rights. It considers the outcomes of our human rights
impact assessments as well as best practice in the ﬁeld.
Line managers, from Group management and down, are
responsible for ensuring adherence with Group policies on
human rights as part of our human rights governance structure.
Our Ethics & Human Rights Steering Group oversees both ethics
and human rights and is responsible for evaluating our human
rights approach, including approving priorities and action
plans. It consists of senior managers and Group management
members, including the General Counsel SVP, SVP Human
Resources & Organizational Development, SVP Internal Audit,
SVP Corporate Communications, and VP Sustainability Aﬀairs. A
Human Rights Coordination Group is responsible for identifying
and assessing risks, and developing human rights action plans.
We have developed a methodology to identify and assess
human rights impacts on a Group level. The methodology is in
line with the UN Guiding Principles on Business and Human
Rights, and common practices for human rights impact
assessments.
The methodology includes interviews, surveys and workshops,
and was originally applied to identify our salient human rights
risks in 2016. This encompassed surveys and interviews with
around 40 representatives from all business areas, regions and
key functions within the Group. It also incorporated input from
employee representatives, investors and NGOs.
The continued work to assess human rights risks focuses on
operations in high-risk countries from a human rights, labor
rights and corruption perspective, and the methodology has
been used as part of human rights assessments in Egypt,
Thailand and Ukraine in recent years. A local assessment of our
manufacturing operations in Romania was initiated in 2019.
Read more in our Promise Always act ethically and respect
human rights.
The Group level assessment helped to establish which are our
salient human rights issues, listed below. Electrolux has deﬁned
improvement areas for each salient human rights issue, with
responsibilities allocated to relevant senior managers, and our
progress is monitored by the Ethics & Human Rights Steering
Group.
The relevant local managers have the responsibility for
implementing actions to remediate the prioritized issues
resulting from local assessments. The status and next steps for
each human rights issue are also described below.
Our 2019 Materiality Analysis reconﬁrmed our salient human
rights issues as stated below, with the exception of sexual
exploitation, which has been removed from the list. The original
inclusion of sexual exploitation in the list of salient issues,
reﬂected the fact that the Group did not have a clearly
communicated policy statement banning employees from
purchasing sexual services or visit strip clubs, in conjunction
with business trips or as part of representing the company with
suppliers or customers. This gap has been rectiﬁed as part of
our work in 2018 to update our Group Policies and launch the
Electrolux Code of Conduct.
Our commitment
Human rights governance and
responsibilities
Identifying human rights risks
Statement on our salient human rights
issues
51

Human rights issues and context
Industrial relations
Issue: Right to freedom of association
Potential impact on people – a general perspective
Employees not being able to improve working conditions or negotiate compensation.
Employees discouraged from participating in union activities.
Conﬂict/strike might lead to loss of income and may aﬀect living standards.
Electrolux context & high-risk countries
Electrolux has employees in countries with immature labor practices.
High-risk areas include the U.S., Latin America, China, Southeast Asia and the Middle East.
Status and next steps
Freedom of association and employee-management dialogue are in scope for local assessments and action planning.
Promote active dialogue with local management. Update our Labor Relations strategy during 2020.
Working hours and wages
Issues: Right to decent work conditions & adequate standards of living
Potential impact on people – a general perspective
People unable to provide for themselves and their families due to low wages (e.g. lack of food, education, medical services,
etc.).
People suﬀering from a lack of free time and family life due to excessive overtime, which also increases the risk of accidents.
Electrolux context & high-risk countries
Overtime is an issue in some areas.
Fair living wages is increasingly in focus for our stakeholders.
Both issues are a potential reputational risk.
Wages and overtime are high-risk in all regions except Western Europe, Canada, Australia and New Zealand.
Status and next steps
Programs to address overtime issues in China and Thailand have led to improvements. Wage levels are part of our local
assessments, and we plan to review our approach to wages.
Read more in our Promise Always act ethically and respect human rights.
Key processes
52

Diversity and non-discrimination
Issues: Equal rights and non-discrimination
Potential impact on people – a general perspective
Discrimination, such as in recruitment and promotion, violates the basic human right of equal treatment/opportunities.
Discrimination can have signiﬁcant social and economic consequences. Individual quality of life and self-esteem suﬀer
through unequal opportunities.
Electrolux context & high-risk countries
Electrolux works actively with equal rights throughout the company, however countering biases will always remain a
challenge, due to societal structures.
Greater diversity will help draw on the full power of gender diversity.
Status and next steps
At Group level, we have deﬁned 2020 targets for the proportion of women in leading positions – 35% at tier 2 and tier 3. In
2020, Electrolux intends to deﬁne a clear roadmap for Inclusion & Diversity, in line with a strengthened commitment to drive
improvements in this area. A training program to emphasize the group principles for countering and dealing with harassment
and discrimination is in place.
Read more in our Promise Always act ethically and respect human rights.
Privacy and integrity
Issue: Right to privacy
Potential impact on people – a general perspective
Mismanaged personal information (e.g. employee data, consumer data, market research data).
Privacy underpins human dignity, and people deserve freedom from interference or intrusion.
Electrolux context & high-risk countries
Privacy is important due to digitalization, the Internet of Things, and access to employee and consumer data. Processes to
safeguard privacy must counter the increasing risks.
Status and next steps
We have implemented awareness programs, risk assessments and regulatory alignment in recent years. In 2019, this work
continued.
Key processes
53

Corruption or bribery
Issue: Right to adequate standards of living
Potential impact on people – a general perspective
Corruption fuels inequality, diverts expenditure away from public services and holds back economic development.
Bribery undermines the rule of law and the principle of fair competition. 
Corruption distorts the division of economic resources and hinders social and economic development.
Electrolux context & high-risk countries
We operate in high-risk markets such as Southeast Asia, Latin America, Middle East, Egypt and Russia, and need to constantly
educate our employees and monitor risks. Risk areas include obtaining licenses/permits, sales, purchasing, gifts and events.
Status and next steps
Promotion of the corruption and bribery policy is ongoing through e-learning and face-to-face training. Corruption risks are
considered in our local human rights assessments.
Read more in our Promise Always act ethically and respect human rights.
Key processes
54

Additionally, we have identiﬁed three business processes that are crucial to ensure the protection of human rights: supply chain
management, acquisitions, market entry and partners. The table below summarizes their human rights risk and the status of our work
with each process.
Business processes to safeguard human rights
Supply chain management
Human rights risks
Risk related to our supply chain – ﬁrst tier suppliers and beyond.
Non-compliance with labor standards such as: health and safety, working hours, wages, forced labor and child labor, and
freedom of association.
Poor conditions for migrant workers and their families, including impact on the right to family life due to living far from
children, and additional work permit fees.
Exploitation further upstream, particularly in the extractives industry.
Status
Our Responsible Sourcing team is part of all sourcing board decisions, approving all new suppliers and new projects over USD
50,000. We also have a comprehensive approach to migrant labor.
Implementation of OECD guidelines to reduce risks related to conﬂict minerals.
Supply chain risks form part of our local human rights assessments.
Read more in our Promise Improve sustainability in the supply chain.
Acquisitions
Human rights risks
Inheriting human rights issues and sub-standard operations as part of acquisitions.
Harm to people in acquired businesses (e.g. labor conditions, health and safety, environmental impact, land rights and
expropriation).
Status
Guidelines have been established for the integration of human rights and corruption considerations in acquisitions. Recent
focus has been on ensuring a structured approach to sustainability aspects when integrating newly acquired businesses.
Market entry and partners
Human rights risks
Distributors, agents and other business partners harming people (e.g. labor conditions, health and safety, environmental
impact negatively aﬀecting people, land rights and expropriation, corruption, etc.).
Status
Improved screening procedures for new partners is underway.
Key processes
55

Additional important potential impacts on human rights are
related to health and safety in our operations and product
safety. However, these are deemed to be well-managed by
existing programs and are therefore not included in our salient
human rights. See our Promise Ensure the best health and
safety to read more about how we work with health and safety.
We map our operations using the Verisk Maplecroft Human
Rights and Corruption Risk Atlas. Historic audit results and
industry risks also feed into our overall risk mapping. This forms
the basis for our audit programs, the prioritization of countries
for local human rights risk assessments, and also risk screening
for acquisitions, market entry and new partners.
Read more in our Promise Always act ethically and respect
human rights.
Please see the list of our high-risk countries here.
Our approach to assessing local human rights impacts includes
interviewing employees, employee representatives and experts
on human rights, labor rights and corruption – including
advocacy groups, local representatives of international
organizations, academia and embassies. The context these
external stakeholders provide is essential for understanding
expectations on us as a responsible company and employer, as
well as assessing potential human rights risks. This includes
information regarding the protection of human rights in the
country in question, the situation for labor organizations, and
other information regarding speciﬁc human rights that are at
risk.
Read more about our stakeholders.
'Acquisitions' is one of the salient human rights issues identiﬁed
at Group level, where human rights could be better embedded.
We have a guideline in place for human rights and corruption
screening to help systemize how these risks are incorporated
into the due diligence eﬀort, the business deal and also
considered in the future integration of the company with
Electrolux. EHS and labor standards are also part of acquisition
projects.
Work is underway to establish a structured procedure for how
all sustainability related processes and system are part of the
integration of newly acquired companies, and this includes
ethics and human rights.
Employee education in our human rights principles takes place
through training and communication activities. Following the
restructuring of our Group policies and the launch of our
revised Code of Conduct, we launched new and updated e-
learning modules and communication campaigns. We currently
monitor our human rights performance through internal and
external audits, our Ethics Helpline, employee-management
dialogue, health and safety committees, and the Code of
Conduct mailbox for suppliers.
These approaches are complemented by local human rights
impact assessments, which provide further details about the risk
of negative impact on people by focusing on our activities at
country level.
High-risk locations
Stakeholder engagement
Human rights in acquisitions
Implementation, monitoring and follow
up
Key processes
56

GOVERNANCE
Auditing and monitoring
We have a number of follow-up mechanisms that allow us to monitor how our
organization and our suppliers abide by our Code of Conduct and Supplier Workplace
Standard. They are used diﬀerently depending on the level of risk.
ALFA (Awareness Learning Feedback Assessments)
Purpose
A self-assessment questionnaire ﬁlled out by line managers, to:
Check the extent units comply with our Workplace Policy.
Regularly remind line managers what is expected of them.
Criteria
Annual assessment for manufacturing units, based on key elements of the Workplace Directive.
See the results of ALFA.
Workplace Policy audits 
Purpose
Workplace Policy audits identify improvement areas and ensure Workplace Policy compliance.
Criteria
Internal audits of selected manufacturing units, following risk assessments based on the Workplace Policy.
Read more in our Promise Always act ethically and respect human rights for more on how we work with our Workplace Policy.
The Ethics Helpline
Purpose
The Ethics Helpline is a whistleblowing system that enables employee bottom-up monitoring. It allows employees to remain
anonymous (to the extent permitted under local law), without fear of exposure or retaliation.
Criteria
The helpline is third-party operated, and covers breaches of ethics related policies such as the People Policy, Workplace
Policy, Conﬂicts of Interest Policy and Bribery policy.
Read more on how we work with the Ethics Helpline in our Promise Always act ethically and respect human rights. 
57

Group Internal Audit
Purpose
Group Internal Audit provide independent assurance. They evaluate the eﬀectiveness of risk management, control, and
governance processes by conducting operational, ﬁnancial, and compliance process audits and investigations of alleged
employee fraud.
Critera
Risk-based annual plan approved by the Audit Committee, and ad hoc investigations of reported fraud allegations. 
Employee Engagement Survey (EES)
Purpose
The EES assesses engagement, leadership, organizational capabilities and commitment to our strategy and purpose. It
enables comparison with other high-performing organizations.
Criteria
The survey is annual and Group-wide, and includes all our employees in oﬃces and manufacturing.
Read more on our EES in our Promise Always act ethically and respect human rights.
Global audits of ISO standards for environment and safety
Purpose
Every Electrolux business area must have an environmental management system at each of their manufacturing sites.
Criteria
All our manufacturing facilities are subject to annual audits, with recertiﬁcation audits every third year. OHSAS health and
safety is also included for select sites. All manufacturing units with over 50 employees must be certiﬁed to ISO 14001. ISO 50001
Energy Management is being implemented at all production facilities. Read more in our Promise Ensure the best health and
safety.
The sustainability KPI survey
Purpose
The survey is an annual assessment to track operational environmental management and compliance in the areas of
materials, waste and chemicals, and employee turnover.
Criteria
The sustainability KPI survey forms the basis of our reporting for GRI indicators. Read more in the GRI Index.
Key processes
58

Green Spirit certiﬁcation and reporting system
Purpose
The Green Spirit certiﬁcation and reporting system assesses improvements in environmental performance and employee
engagement. The system monitors energy and water consumption among our facilities. Best practice is shared and
performance is monitored against deﬁned energy and water targets.
Criteria
All manufacturing sites are evaluated annually as part of the certiﬁcation, and are awarded stars according to their energy
management performance.
Read more in our Promise Achieve more with less.
Safety Management System (SMS)
Purpose
SMS is a factory self-assessment protocol to assess if manufacturing units meet internal safety standards.
Criteria
We conduct SMSs annually for all Global Industrial Operations. Read more in our Promise Achieve more with less.
Responsible sourcing audits
Purpose
Responsible sourcing audits assess if suppliers meet our Supplier Workplace Standard and Workplace Directive. Suppliers are
required to establish action plans to rectify actions, and the progress is monitored in follow up audits.
Criteria
The audits assess medium to high-risk direct material suppliers (raw materials, parts and sub-assemblies). Audited suppliers are
categorized and ranked on their performance, as disqualiﬁed, severe, conditional, active or preferred suppliers. 
Read more on how we work with responsible auditing in our Promise Improve sustainability in the supply chain.
External veriﬁcation of sustainability reporting 
Purpose
The veriﬁcation enhances reporting credibility and reporting practices.
Criteria
Our Sustainability Report is based on the GRI Standards - In accordance with the Core level. It is also reviewed in accordance
with ISAE3000. A separate report is developed to fulﬁll the requirements in the Swedish Annual Accounts Act. Read more in
About this report.
GEARS
Purpose
GEARS collects and compiles health and safety data.
Criteria
Monthly reporting for all factories and warehouses. Read more in our Promise Ensure the best health and safety.
Key processes
59

GOVERNANCE
Management approach
At Electrolux, everything we do and all the decisions we make must be governed by the
principles of ethics, integrity and respect for people and care for the environment. This
aﬃrms our commitment to sound and universal ethical business practices.
To achieve our Purpose – to shape living For the Better – and
drive proﬁtable growth, Electrolux uses a business model that
focuses on delivering best-in-class consumer experiences in
taste, care and wellbeing. The objective is to create a steady
stream of consumer-relevant innovations under strong
brands in key experience areas. We focus on enabling great-
tasting food, great care for clothes and healthy wellbeing in
the homes of consumers.
Sustainable development is deﬁned as a transformational
driver in our business model, as we recognize the growing
importance of sustainability performance and reputation –
including the impact of our business and products on the
planet. Electrolux is acknowledged as a sustainability leader.
As an endorser of the UN Global Compact, Electrolux abides
by universal principles, including the environment, labor and
human rights through Group codes and policies, both
internally and among suppliers. The following tables cover
Global Reporting Initiative (GRI) topics that are deemed as
being material to Electrolux.
The most relevant topics are integrated into our For the
Better Promises and our approach and progress are outlined
under each related Promise in the Key Priorities and Progress
2019 section. The aspects have been combined if they have a
common management approach or policy.
Our sustainability framework - For the Better - was based on
our materiality analysis. Read more about our material
sustainability topics, promises and progresses in Key priorities
and progress 2019. Here we describe our material
sustainability topics, where they occur as well as any relevant
boundaries. We also comment on our performance in
relation to each of our promises.
Our business model
Sustainability integrated into our
business
For the Better
Our sustainability framework – For the Better – is directly
overseen by our Group management and business area
management teams through various reference groups and
steering groups.
In 2019, we set up the Electrolux Sustainability Board, which
will be an important forum to discuss and decide on
sustainability action throughout the Group. The board will be
essential in delivering our sustainability targets going
forward. 
The legal sustainability reporting as part of the Annual Report
is approved by the Board. Group management has also
adopted policies concerning Environment, Workplace, and
Anti-Corruption, while the Board has endorsed the Electrolux
Code of Conduct.
Each business area is responsible for contributing to the
fulﬁllment of Group targets under our nine Promises and
several of the KPIs are broken down and followed up at
business area level.
Group Sustainability Aﬀairs is our expert function that drives
the development of our sustainability agenda by supporting
sustainability integration throughout our operations and
monitoring performance. Group Legal Aﬀairs is responsible
for implementing our Anti-Corruption Program. The Electrolux
global Ethics Helpline (whistleblower function) and Ethics
Program are overseen by the Ethics & Human Rights Steering
Group.
Sustainability governance
60

Environment
Social, labor and
human rights
Anti-
corruption
Policies
Electrolux Code of Conduct
Environmental
Policy
Workplace Policy Anti-
Corruption
Policy
Workplace
Policy
Supplier
Workplace
Standard
Conﬂict of
Interest Policy
 
Workplace
Directive
 
Central
areas
Product design
Child and forced
labor
Conﬂict of
interest
Eﬃciency in
operations
Health and
safety, working
hours,
compensation
Bribes or
other
improper
beneﬁts
Inﬂuencing
legislation
Discrimination
and harassment
Business
partners
Environmental
management
systems
Freedom of
association,
collective
bargaining
Political
contributions
Policy framework
Our progress on topics is tracked according to our deﬁned
targets. As described in Our materiality process, an annual
materiality review is undertaken - including both the scope
and focus of our 'For the Better' sustainability framework. An
annual evaluation of external inﬂuences is performed in
relation to each promise. The management and eﬀectiveness
of our promises are deﬁned by how we measure progress.
The next steps for each promise deﬁne the necessary actions
to reach our targets.
For more information on the eﬀectiveness of the speciﬁc
actions, see Key Priorities and Progress 2019.
For more information on external inﬂuences, see Global
megatrends that shape our business.
For 2019 information regarding our economic management
and reporting practices, see Annual Report: Note 1
Accounting principles. For our work on anti-corruption, see
Always act ethically and respect human rights.
Evaluation of our management
approach
Economic
Anti-corruption, anti-competitive behavior
Electrolux commitments
Speciﬁed in the Code of Conduct, Anti-Corruption Policy and Antitrust Policy.
Electrolux responsibility and resources
The Corporate Legal department is responsible for our Anti-Corruption and Anti-Trust policies, and for their communication
and follow up. Employees are educated in our policies through online and face-to-face 
training. We internally investigate reports of corruption cases. The Ethics program, including the Ethics Helpline, is a cross-
functional initiative, led by HR together with Sustainability, Group Legal and Internal Audit with oversight by the Ethics &
Human Rights Steering Group. 
Our approach and progress in 2019
Read more in our Promise Always act ethically and respect human rights.
Electrolux applies a product lifecycle approach to managing
environmental impacts, which considers the entire lifecycle –
from supplier impacts to transport, manufacturing and use.
We also apply the precautionary principle, whereby we act
responsibly despite not having the full scientiﬁc knowledge of
negative impacts, to ensure we stay ahead of potential risks.
Environment
Each business area is required to implement an
environmental management system throughout its
operations, and all operations with over 50 employees are
expected to have ISO 14001 certiﬁcation.
Auditing and Monitoring outlines how operations and
suppliers meet Group expectations and commitments.
Environmental management
Key processes
61

The proportion of factories with more than 50 employees that
have certiﬁed ISO 14001 management systems.
%
100
80
60
40
20
0
15
16
17
18
19
Level of ISO14001 certiﬁcation
Transport
Electrolux commitments
Electrolux is an active partner in the Business for Social Responsibility Clean Cargo Working Group, and is represented on its
steering committee.
All Electrolux sea transport providers must be a member of the working group, which enables us to standardize emission
calculations. Workgroup members account for over 85% of all global shipping container freight.
Electrolux responsibility and resources
Responsibility lies with each business area. Action is monitored and coordinated through our Sustainability Aﬀairs function.
Our approach and progress in 2019
Read more in our Promise Improve sustainability in the supply chain.
Materials
Electrolux commitments
We are increasing our use of recycled materials, which helps us make better use of resources, reduce our environmental
impact, and promote the circular economy.
Electrolux responsibility and resources
Our internal Recycling Taskforce includes representatives from each Electrolux sector, purchasing, R&D, production and
product lines to deﬁne this promise's scope, targets and action.
Our approach and progress in 2019
Read more in our Promise Make better use of resources.
Key processes
62

Energy
Electrolux commitments
Electrolux is committed to use energy in the most eﬃcient way.
Electrolux responsibility and resources
We continuously work to reduce our energy use through technological investments in new equipment, employee awareness
and behavioral change, and by implementing best practice throughout our operations. Our Green Sprit program, including
our Green Sprit rating and certiﬁcation system, is also crucial in driving energy eﬃciency.
Our approach and progress in 2019
Read more in our Promise Achieve more with less.
Water
Electrolux commitments
Electrolux is committed to use water in the most eﬃcient way.
Electrolux responsibility and resources
We have comprehensive processes to minimize water use in our operations – particularly at our factories in water scarce
regions. Our Green Spirt program involves sharing best practice, monthly reporting on water performance indicators as well
as conducting water mapping. 
Our approach and progress in 2019
Read more in our Promise Achieve more with less.
Emissions
Electrolux commitments
Electrolux has an approved science based CO  emissions target in place. This includes phase-out of high impact greenhouse
gases. The phase-out of ozone depleting substances is also monitored.
2
Electrolux responsibility and resources
The Operational Resource Management Team coordinates the shift to renewable energy and reduction in relative energy use.
R&D implements long-term product plans.
Our approach and progress in 2019
Read more in our Promise Achieve more with less and Our climate targets.
Key processes
63

Waste
Electrolux commitments
Our Zero Landﬁll program has the objective to reduce the amount of waste sent to landﬁll or incinerated without energy
recovery. 
Electrolux responsibility and resources
The global Electrolux Zero Waste to Landﬁll program covers all our factories around the world. The program aims to ﬁnd
opportunities for material reuse and recycling and at the same time decrease the amount of waste sent to landﬁll and/or
incinerated without energy recovery.
Our approach and progress in 2019
Read more in our Promise Achieve more with less.
Supplier environmental assessments
Electrolux commitments
Our commitments are clearly outlined in the Supplier Workplace Standard and Workplace Directive. Compliance is mandatory
and non-negotiable for our suppliers, which is stated in our supplier contracts.  The main OEM and ODM suppliers must
measure and report their energy and water use through the energy reporting standard. They are also asked to assess their
water impacts according to the WWF Water Risk Filter. 
Electrolux responsibility and resources
Global, category or business area Sourcing Boards are responsible for assessing prospective suppliers, and the responsible
Purchasing Director is also responsible for ongoing compliance and performance, with support from the Responsible Sourcing
Team and Sustainability Aﬀairs.
Our approach and progress in 2019
Read more in our Promise Improve sustainability in the supply chain.
We support labor rights according to the ILO Core Conventions
and the Declaration on Fundamental Principles and Rights at
Work, and have an International Framework Agreement with
unions that aﬃrms our labor commitments. Our Code of
Conduct includes our Human Rights Policy Statement, and how
we fulﬁll these commitments is further detailed in a Human
Rights Directive. The Workplace Policy, the Supplier Workplace
Standard and the Workplace Directive apply to our operations
and our supply chain and include key requirements concerning
labor standards.
The report section on Auditing and Monitoring outlines how
operations and suppliers meet Group expectations and
commitments.
Social
Key processes
64

Investment
Electrolux commitments
Human rights screening is included in our acquisition processes, as speciﬁed in our Guideline ‘Human rights risks in
acquisitions’. 
Electrolux responsibility and resources
Responsibility lies with each project team, supported by Group Legal and Sustainability functions.
Our approach and progress in 2019
Read more in our Promise Always act ethically and respect human rights.
Non-discrimination, child labor, 
forced or compulsory labor
Electrolux commitments
Policy commitments are part of our Code of Conduct and Workplace Policy and People Policy.
Electrolux responsibility and resources
Each business unit’s line management has the responsibility to ensure that our Code of Conduct and Group policies are
abided by. This includes communication requirements within their unit through training, and annually assessing the unit’s
performance.
Our approach and progress in 2019
Read more in our Promise Always act ethically and respect human rights.
Occupational health and safety
Electrolux commitments
Our health and safety commitments are speciﬁed in our Code of Conduct and Workplace Standard.
Our Safety Management System covers all manufacturing facilities. Each facility has a plan to contribute to the Group-wide
goal. The overriding aim is to prevent injuries from occurring in the ﬁrst place.
Electrolux responsibility and resources
The Global Industrial Operations safety team deﬁnes goals, monitors progress, shares best practice and implements the
monthly recording system and daily incident reports, to align according to production groups, regions and product lines.
Furthermore, there are Occupational Health and Safety committees in all our manufacturing facilities.
Our approach and progress in 2019
Read more in our Promise Ensure the best health and safety.
Key processes
65

Training and education
Electrolux commitments
A focus area of our People Plan is to truly become a Learning Organization. Our training and education program is built on
the 70-20-10 learning model: 70% through challenging assignments and on-the-job experience, 20% through relationships,
networks and feedback, and 10% through formal training.
Electrolux responsibility and resources
Responsibility lies with each unit’s line management, supported by our business areas and functions, in close collaboration with
Group HR.
Our approach and progress in 2019
We continue to provide a global portfolio of leadership development programs aligned with our business strategy. Additional
development is provided through improving our digital learning solutions and other learning initiatives.
Employment, diversity and equal opportunities
Electrolux commitments
As speciﬁed in the Code of Conduct, People Policy and Workplace Policy. A component of the Business Strategy - the People
Plan - describes our aim to become a high-performing learning organization with the right people in the right jobs. Mandatory
directives are in place to ensure fair hiring and compensation practices, for example the Recruitment Directive, the
Compensation Directive and the Grandparent Principle Directive.
Electrolux responsibility and resources
The Senior Vice President of Human Resources is responsible for HR-related policies. The implementation of policies and
remuneration are managed by our business areas.
Through performance appraisals and talent reviews, we evaluate employee performance and development, while promoting
diversity and equal opportunities. Through the Talent Planning process for the Top 200 positions, opportunities for promoting
women are constantly reviewed.
The annual Employee Engagement Survey and HR data measures our progress. We focus on attracting, developing and
retaining women for leadership roles.
Our approach and progress in 2019
Read more in our Promise Always act ethically and respect human rights.
Labor & management relations
Electrolux commitments
Labor and management relations are speciﬁed in our Code of Conduct and Workplace Standard. Our strategy is informed by
the International Framework Agreement with the Swedish trade unions IF Metall, Unionen and IndustriAll, which underlines our
commitment to ILO conventions and common global standards.
Electrolux responsibility and resources
Country and local line organizations are responsible for realizing the strategy, supported by HR Country Managers and Group
Industrial Relations.
Our approach and progress in 2019
Read more in our Promise Always act ethically and respect human rights.
Key processes
66

Supplier assessment for labor practices and human rights
Electrolux commitments
Speciﬁed in the Supplier Workplace Standard and Workplace Directive.
Compliance is mandatory and non-negotiable for suppliers, and stated in the supplier contract.
Electrolux responsibility and resources
Global, category or business area Sourcing Boards are responsible for assessing prospective suppliers, and the responsible
Purchasing Director is also responsible for ongoing compliance and performance, with support from the Responsible Sourcing
Team and Sustainability Aﬀairs.
Our approach and progress in 2019
Read more in our Promise Improve sustainability in the supply chain.
Security practices
Electrolux commitments
Our security practicies are speciﬁed in the Workplace Policy, Supplier Workplace Standard and Workplace Directive. We also
have a Security Program that covers selection criteria for security providers as well as incident reporting.
Electrolux responsibility and resources
Unit line management is responsible for fulﬁlling the Code and Security Program locally, supported by Group Security.
Our approach and progress in 2019
Security inspections are performed locally, based on risk and in accordance with our Security Program. 
Security requirements are included in Workplace Policy training for employees, as well as in the ALFA self-assessment for plant
managers.
Grievance mechanisms for labor practices, human rights
Electrolux commitments
Employees can report misconduct conﬁdentially and anonymously (where legally permitted) through our conﬁdential
reporting mechanism – the Ethics Helpline. Suppliers can report possible non-compliances through the Supplier Workplace
Standard mailbox.
Electrolux responsibility and resources
The Ethics and Human Rights Steering Group is responsible for the grievance mechanism. Trained investigators conduct the
investigations, in line with our conﬁdentiality and integrity principles.
Our approach and progress in 2019
Read more in our Promise Always act ethically and respect human rights.
Key processes
67

Public policy
Electrolux commitments
The Group External Aﬀairs Committee, including representatives from the business areas, coordinates positions and other
public aﬀairs matters.
Electrolux responsibility and resources
Group Management and functional heads have the overall responsibility for our public policy. Each business area is
responsible for engaging with their respective policy makers. Public policy initiatives are primarily conducted through industry
organizations, such as the European Appliance Industry Association (APPLiA) and the Association of Home Appliance
Manufacturers in the United States and Canada (AHAM), the Australian Consumer Electronics Association and the Associação
Nacional de Fabricantes de Produtos Eletroeletrônicos (Eletros) in Brazil.
Key policies aﬀecting our business:
EU 
Revision of the EU energy label and energy eﬃciency legislation (eco design legislation)
EU legislation on circular economy and resource eﬃciency
EU public discussion on plastics
EU waste and chemical legislation
Smart appliances, data security and privacy
Brexit
North America
Trade tariﬀs on imports from China
US/Mexico/Canada (USMCA) Trade Agreement Ratiﬁcation
Department of Energy (DOE) appliance standards rulemakings.
Asia Paciﬁc
Consumer law on product safety (AU)
Waste and packaging regulation (CN, AU)
Chemical regulations (SEA)
Latin America
Recycling program negotiations in Brazil
Open trade trend discussions in Brazil
New energy eﬃciency labelling for appliances in Argentina
Key processes
68

How do we live more sustainably? Towards better
living
Around 52% of our consumers consider themselves to be climate conscious but many
don’t live as sustainably as they’d like. Such were the ﬁndings of our Better Living Report
to help consumers close the gap between how they live today and how they could live a
more sustainable future.
In 2019, Electrolux launched the Better Living Program - a plan to enable better and more sustainable living for consumers around
the world by 2030.
The initiative widens the scope of the Electrolux commitment to sustainability and enables the company and its brands to contribute
in a meaningful way to key global challenges. Bold targets focus on better eating, better garment care and a better home
environment.
Make sustainable eating the preferred choice
Make clothes last twice as long with half the environmental impact
Make homes free from harmful allergens and pollutants
Make homes healthier and more sustainable through smart solutions for air, water and ﬂoors.
To enable and empower consumers to take action for a more a sustainable home-life, the Electrolux Better Living Report was
conducted in nine cities - Stockholm, Warsaw, Sao Paulo, Santiago, Buenos Aires, San Francisco, Shanghai, Hanoi and Melbourne.
We asked over 9,000 people between the ages of 18-60 about their attitudes, behaviors and intentions on the topic of sustainability.
48% believe that they can have a positive impact on the environment
30% ﬁnd it hard to ﬁgure out which consumption choices are the most sustainable
49% would like to have more labels to highlight good product environmental choices
The results were insightful. Just over half of all respondents sort and recycle waste, limit the use of single-use plastic, and actively
reduce their water and energy usage. 
But they want to do more. The three areas with the largest green gaps are closely related to the above three behaviors. Consumers
want us to help with: limiting food waste, reducing water and energy use and limiting the use of single-use plastic.
Consumers know that wasting food is bad for the planet. 53% of respondents try to minimize the amount of food they throw in the
bin. Fresh food that goes bad before it’s consumed is a barrier and 37% throw away food that has passed its best before date while
it could still be perfectly good to eat.
There’s a knowledge gap on the impact of shifting to a plant-based diet. Scientists agree that this is one of the best actions
consumers can take to eat more sustainably, yet only 18% say that eating plant-based is the most sustainable approach and the
same percentage of respondents say they wish to eat more plant-based food.
Give old food new life: One reason for food waste is because food loses its freshness. The top item thrown away is bread, but stale
bread can be dried and used as breadcrumbs or try making it fresh again by putting it in a steam oven.
Know me before we talk green
Help me eat more sustainably
69

The majority of people – 69% – agree that increasing the lifespan of clothes by taking good care of them is the most sustainable
approach.
When it comes to deﬁning sustainable garment care, 48% of respondents make sure to always wash full loads. However, fear of
damaging our clothes prevents us from washing full loads more often than we do.
Many people want to reduce their energy consumption by switching to more eﬃcient machines instead of lowering washing
temperatures. Only 1 in 3 respondents use lower temperatures with 30% stating they can’t get rid of stains and 29% say they follow
the advice of the washing label.
Don’t be afraid to tumble dry: Tumble-drying can be both gentle and energy eﬃcient. With some garments (for example down), the
result is even better than if you air dry - helping your clothes to last for longer.
Four out of ﬁve respondents felt that indoor air quality is important for wellbeing at home, but many are not aware of the sources of
indoor air pollution. 54% of respondents air out their homes to improve indoor air quality, not knowing that in urban areas, they are
letting in polluted air into their homes. While 32% of people want to use an air puriﬁer in their homes, 41% say they are too expensive
and 26% believe they consume too much energy.
As more than 90% of the world’s population lives in places where air quality exceeds the World Health Organization's guideline limits,
controlling the indoor air quality is becoming even more important. 
Start from the bottom-up and inside out: Vacuum your ﬂoors on a regular basis because keeping them free from dust keeps other
surfaces dust-free too. To improve indoor air use, for instance, Electrolux air puriﬁer Pure A9 is designed to be a natural part of our
living space. It’s companion app makes it easy to understand the air quality – indoor and out – and the puriﬁcation work that the
Pure A9 does.
What's washing temperature got to do with it?
Vacuum and purify for more fresh air
Case studies
70

Better care of the fashion we wear
Fabric care is fundamental to extend the lifespan of our clothes and washing them with
less energy, water and detergents contributes to a more sustainable future. 
Around 70% of people inherit their care habits from their parents making them outdated by today’s standards. Consumers buy 400%
more clothing than they did 20 years ago and 90% of our clothes are thrown away long before they need to be, largely due to a ‘fast
fashion’ culture and laundry habits. Extending the life of clothing by nine months - taking better care of clothes - reduces carbon,
waste and water footprints by around 20-30% per garment.
“We at Electrolux can do our part by helping consumers wash and take care of their clothes in ways that makes the clothes
produced last longer while reducing the environmental impact,” says Marco Monacchi, SVP Consumer Experience, Global Fabric
Care.
Consumers agree that increasing the lifespan of clothes by taking good care of them is the most sustainable approach. Yet,
according to the Electrolux Better Living Report only 1 in 3 use lower temperatures.  
The Electrolux PerfectCare 900 series washing machines have unique technology with the ColorCare system that ensure that colors
do not fade. The machine puriﬁes water with a unique ion-exchange ﬁltering system and consumers can get the thorough clean of a
60°C wash at just 30°C.
This technology cleans garments so delicately that consumers can be conﬁdent the colors - even blacks - will stay as vibrant as
when they were brand new.
Autodose intelligent sensors in the Electrolux PerfectCare 800 washing machine, launched in 2019, calculate the precise amount of
detergent and softener for each load, which avoids unnecessary waste and protects clothes from early aging caused by overdosing.
When it comes to cycles, the machine’s UltraWash is the ideal balance of care and energy eﬃciency for mixed loads - a 59-minute
cycle with eﬃcient, low-temperature washing. "By washing with Ultrawash at 30°C, you save up to 35% energy compared to a 40°C
cotton program,” explains Karina Moreira, Product Marketing Manager, Laundry.  
“Our insights show that consumers mainly use their tumble dryer for cotton items like bedlinen and towels because they are
concerned about damaging their clothes,” Moreira adds.
But tumble drying can preserve clothes and prolong functionality. “For example, tumble drying restores water repellency for outdoor
clothes, maintaining a 30% higher thermal functionality in down jackets compared to when they are air-dried – and as a result –
making them last longer.”
The AEG 9000 tumble dryer was launched across Europe in 2019. Its built-in 3DScan technology scans the humidity of the garment,
inside and out, to detect residual moisture. The machine responds by adjusting its time and temperature to ensure the clothes are
dried properly and enables delicates, like a shimmering dress, soft woolen wrap or a silk scarf to be evenly and gently dried.
Our Electrolux PerfectCare 900 washer-dryer - with heat pump technology – was launched in 2019 and works at nearly half the
temperature of standard dryers, meaning garments aren’t exposed to excessive or damaging heat. This ensures clothes last longer
and the use of a heat pump washer-dryer saves up to 45% energy.
A thorough clean at 30°C
Smart and sustainable washing
Dare to dry – for longer-lasting clothes
71

Electrolux responded to the unique laundry needs of Indonesian consumers with the energy-eﬃcient UltraEco range. The frontload
washing machine market in the country is restricted by the power limits in many households while Batik - the special waxed and dyed
fabric native to Indonesia - requires extra special laundry care.
The heater has been removed and wash cycles improved resulting in energy savings of up to 70 percent, with a maximum power
consumption of 350 watts per cycle. “It means consumers can run both the washing machine as well as heavy consumption devices
without issues,” explains Daniel Chee, Senior Regional Product Manager Fabric Care APAC & MEA.
What’s more, the range was the ﬁrst on the Indonesian market to feature a Batik Care program and Hijab cycle, used to ensure
optimal wash performance yet care for the speciﬁc fabric and garments.
“It remains our top-selling range in Indonesia and all subsequent generations of products will incorporate UltraEco capabilities,”
Chee adds. “We will also shift from using universal motors to inverter motors to bring power consumption down even further for the
UltraEco range.”
UltraEco for Batik in Indonesia
Case studies
72

Going in circles - circular business solutions
Making our business circular requires products and services that improve the use and
facilitate the reuse of resources. Electrolux is embracing various innovative new business
models to create a more circular business.
Electrolux and the Swedish startup Karma have partnered to produce a connected fridge that allows consumers to buy perfectly
edible but close-to-expiring food from supermarkets or restaurants at a discounted price.
Piloted in stores and public spaces in Sweden, the Karma fridge is helping both consumers and the food industry to close the gap on
a global problem – it is estimated that one-third of all food produced globally is lost or goes to waste.*
The results of the pilot in 2019 were extremely positive, with future plans for European expansion. With the fridge, 67% more food that
was near-expiry date but still perfectly edible reached the tables of consumers.**
In 2019, Electrolux launched ﬁxed price repair services in Europe. The service gives consumers peace of mind by ensuring no hidden
costs to repair and extend the lifetime of their Electrolux products. The service has more than doubled its Net Promotor Score since
its launch from 20 to 45 (compared with our previous service oﬀerings).
The award-winning Pure i9 robotic vacuum became available on a pay-per-use subscription trial in Sweden including service and
maintenance in the fee. The model ensures that each unit is used to its fullest extent throughout its lifetime.
In China, where it is customary for people to take care of elderly parents who often live far away, Electrolux launched hardware-as-
a-service Love+ in 2019. Products are paid for through a subscription and sent directly to the parent’s house. The family pays the fees
and can help with certain chores remotely via the Love+ app. Both the Pure i9 robotic vacuum and the Pure A9 air puriﬁer are also
leasable, with more products set to be available in the future.
Electrolux partnered with Mila, a US/Chinese start-up that oﬀers connected air puriﬁers on subscription. The company was started by
three dads living in Shanghai who wanted to protect their kids from big city smog.
The latest model – Mila 2.0 – was launched on Kickstarter in 2019 and is set to be soon available globally. It re-imagines the customer
experience, from a one-time purchase with relatively large upfront costs to a service model that provides more aﬀordable,
accessible and healthy air.
The Group also received funding from Vinnova, Sweden's government agency for innovation, for a ﬁeld study to test a new leasing
concept for municipal housing companies. The concept involves leasing washing machines that are maintained and serviced by
Electrolux to optimize their lifetime for landlords with furnished apartments.
According to the 2019 Circularity Gap Report by Circle Economy , only 9% of the resources used globally are cycled back into the
economy after use. The report stresses the need for a circular economy that makes better use of resources to prevent further and
accelerated environmental degradation and social inequality.
In 2019, the amount of recycled plastic we used decreased compared with last year – from 7,600 metric tons in 2018 to 6,400 metric
tons in 2019. Although this is still over 20 times more recycled plastic than we used in 2011, when we started measuring.
Electrolux has increased the amount of recycled steel from 20% in 2015 to 22% in 2019, which has reduced the average annual carbon
emissions per metric ton of steel from 1.82 to 1.79 metric tons of CO2, and the annual CO2 emissions by 17,700 metric tons.
This case story is related to our promise Make better use of resources 
* http://www.fao.org/food-loss-and-food-waste/en/
** Based on comparative data from a Stockholm supermarket (taking part in the Karma program) over an 11-month period before
(2018) and after the fridge was installed (2019).
Exploring the circle of business
Recycled plastic and steel – it gets around
73

Net zero emissions by 2050 
- our pledge throughout our value chain
Electrolux produces around 60 million household appliances every year that are
fundamental for people around the world to live a more sustainable life. At the same
time, the company is taking action to reduce the climate impact of these products.
At the 2019 UN General’s Climate Action Summit in New York, Electrolux joined a global movement to pledge net zero emissions
throughout its value chain, to help limit the global temperature rise to 1.5°C.
The ‘Business Ambition for 1.5°C’ pledge is organized by the United Nations to encourage business leaders from around the world to
commit to science-based targets and net zero emissions by 2050, in line with the most ambitious aim of the Paris Agreement to limit
global warming to 1.5°C compared to pre-industrial levels.
“We all have a responsibility for future generations and it’s clear we cannot continue on the path we’re on,” said Jonas Samuelson,
Electrolux President and CEO who signed the pledge with other business leaders in New York. A few milestones lie ahead for
Electrolux to achieve the target by 2050.
In 2018, Electrolux was one of the ﬁrst 100 companies in the world to establish approved science-based targets to reduce absolute
carbon dioxide emissions from operations by 80% and emissions from products by 25% by 2025 (base year 2015). 
Additionally in 2019, Electrolux announced its commitment to become climate neutral with zero carbon emissions from operations by
2030.
By the end of 2019, we had cut our overall CO  emissions by 32% compared to 2005 – toward our 50% target by 2020.
“By joining other business leaders in the UN’s pledge, we are committed to net zero emissions throughout our value chain by 2050,“
Samuelson adds. “This will require a rapid de-carbonization of our value chain and our Science Based Targets for 2025 and
company target for 2030 are important milestones.” 
Our climate neutral roadmap
2
Case studies
74

According to the UN project United4Eﬃciency, refrigerators are one of the ﬁrst appliances that families in developing countries buy
as they move out of poverty and gain access to electricity.
As the global middle class grows, the use of refrigerators is expected to double from around 1 billion today to nearly two billion by
2030. This will increase energy consumption.
Nearly 75% of the electricity in non-OECD countries comes from fossil fuel power plants. Increased demand for electricity will cause
a signiﬁcant increase in greenhouse gases and air pollution.
Electrolux joined United4Eﬃciency in 2015 with the aim of reducing the need to build additional power plants and limiting the related
climate impact by helping to establish energy eﬃciency legislation in developing countries. Electrolux contributed to drafting a
template of energy eﬃciency regulation for refrigerators and freezers.
Within the EU there has been an impressive evolution of energy eﬃciency for refrigerators and freezers since the introduction of the
energy label in 1995 and the energy eﬃciency limits in 1999. In developing countries, however, legislation can be outdated or not
enforced, which allows non-energy eﬃcient products to be sold. The new proposed legislation will help avoid this.
Another challenge is the climate impact of certain gases used in appliances such as refrigerators, freezers and air conditioners.
In 2019, Electrolux joined an additional UN initiative - the Cool Coalition - to tackle this issue. At the end of 2019, Electrolux proposed
its plan to the UN to accelerate the removal of F-gases from the production of new products and to introduce gases with reduced
Global Warming Potential. Submitted in 2020, the plan foresees the replacement of all high-impact greenhouse gases in all Electrolux
appliances by 2023 at the latest.
Appliances and the global middle class
Accelerating the phase out of climate gases
This case story is related to our Climate Targets and to our Promises Achieve more with less,  Constantly improve product
performance and eﬃciency and Eliminate harmful materials        
Case studies
75

The Electrolux way of doing business
Conducting business in an ethical way is fundamental for the success of our company.
The new mandatory Code of Conduct e-learning launched in 2019 was designed to help
employees acknowledge and adhere to the code in their daily work.
“We have a Code of Conduct and relevant policies related to ethical conduct. Simply having these goals and rules is not enough. We
have to act accordingly,” says Jonas Samuelsson, Electrolux President and CEO.
In the Electrolux global employee survey conducted in 2019, responses to the statement: “I understand how I am expected to act in
order to follow the Code of Conduct” were as follows:
- 96% of non-production employees responded positively
- 86% of production employees responded positively
The Code of Conduct is a fundamental part of the Group's strategy. Employees are referred to policies, directives and guidelines and,
in alignment with the UN Guiding Principles on Business and Human Rights, the code contains the Electrolux policy statement on
human rights.
The new e-learning module promotes further understanding as to what the code means in employees’ day-to-day activities. It was
launched following a 2018 review of the Code of Conduct that made it easier for employees to understand and use. The Code is
available in 23 languages.
. Respect for people
. Fair and legal business
. Business with integrity
. Protection of company assets
. Protection of information
. Respect for the environment
“The regular training of employees is key, both for the eﬀective management of risks and impacts and to nurture a corporate culture
we can all be proud of,” says Malin Ekefalk, Director, Social Responsibility & Community Investment. 
During 2019, 83% of employees completed the online training and 84% acknowledged the Code by e-signature.
This case story is related to our Promise Always act ethically and respect human rights. 
What is covered by the code?
Case studies
76

Inclusion and diversity drive our business 
As research shows, inclusion and diversity drive business and innovation.* At Electrolux,
all employees must be treated equally according to their abilities and qualiﬁcations in
any employment decision, while the company’s focus on inclusion and
diversity strengthens our ambition towards proﬁtable growth. 
Electrolux is now committing to lead in diversity. In 2019, Electrolux laid the foundation to deﬁne a clear roadmap for inclusion and
diversity, including targets and governance, to be launched in 2020. Various activities have already begun.
New Diversity Committees were created for all business areas during 2019. Most of these committees are led by the respective
regional CEOs as a demonstration of their constant support.
The committees' purpose is to identify clear and customized actions according to their markets to increase all kinds
of diversity around the globe. Gender diversity targets for 2022 have been also set. These targets are detailed per function for each
business area, for example, Sales, Marketing, IT, Manufacturing, etc.
Electrolux strongly supports employee initiatives and their vision of contributing to the company's business success by unlocking the
full power of inclusion and diversity. By fostering a culture of respect for diﬀerences, Electrolux held its ﬁrst Diversity Week involving all
Latin American units last October.
In addition, the Women at Electrolux (WE) network, which began in Charlotte, North America, in August 2017, continues to grow and
today comprises of over 1,000 members in eight locations.
During 2019, two new regional WE networks were launched – WE Australia & New Zealand in August and WE Malaysia in November.
The ‘WE-versity’ project in Charlotte initiated cross-department collaboration between WE members in Fabric Care R&D and
Industrial Design teams while regular lunches with executive management facilitated exposure and advice from leadership.
The Stockholm WE network partnered with the Electrolux 100Women mentoring program and conducted numerous employee
workshops on the topic of ‘Unconscious Bias’. Local WE coordinators were established in Poland, to expand the working teams in
Świdnica and Zów, and representatives participated in the Women in Tech Summit in Warsaw in November.
Our overall gender division is 39% women and 61% men
At the end of 2019, 26% of all leaders with direct reports were women
At the end of 2019, 26% of Tier 2 managers and 27% of Tier 3 managers were women
We remain committed to achieving our goal of 35% women for Tier 2 and Tier 3 by the end of 2020
As well as gender, Electrolux embraces the importance of recognizing all kinds of diversity and most importantly, inclusion.
Our partnership with AIESEC, an international platform for young people to explore and develop their leadership potential, allows us
to tap into a diverse talent pool of youth by oﬀering internships throughout our global operations. In 2019, Electrolux recruited 100
AIESEC interns from 38 diﬀerent countries. 53% were women, with a total global retention rate of 65%.
As part of the Global Engineer Program (GEP), we focus on ﬁnding talented women within the areas of Science, Technology,
Engineering and Mathematics (STEM). During 2019, Electrolux recruited 52 GEP interns from 28 diﬀerent countries. 53% were women,
with a total global retention rate of 60% of those who joined in 2018.
Employee initiatives pave the way
Gender diversity in numbers
Global Internship programs
77

The results of the Employee Engagement Survey (EES) on diversity and equal treatment still indicate room for improvement and our
ongoing work aims to address this.
 Percentage positive answers
2019
2018 
2016
In my team, people with diverse backgrounds, styles, and approaches have equal
opportunities for development.
65%
65% 
72%
At Electrolux, the equal treatment of employees is both supported and promoted.
70%
69%
72%
*https://youtu.be/lPtPG2lAmm4
This case story is related to our Promise Always act ethically and respect human rights.
Employee Engagement Survey
78

Funding a sustainable future
Electrolux introduced a green bond framework to fund climate investments and other
environmental initiatives. In addition, the company updated its pension asset
management approach to address climate-change related risks and opportunities in a
future, low-carbon emission society.
Green bonds are a new way to fund our sustainability initiatives. Proceeds will be used to ﬁnance or reﬁnance projects covered by
the environmental areas of the Electrolux sustainability framework, For the Better.
This can include investments in R&D to improve the energy or water eﬃciency of appliances, development of recycled materials,
elimination of refrigerants with high greenhouse warming potential and increased use of renewable energy at Electrolux factories, for
example, through the installation of solar panels.
“We believe this framework will be of particular interest to the market, as our green bonds focus on industrial and R&D projects,
which have signiﬁcant potential to enable us to reduce our climate impact,” says Therese Friberg, Chief Finance Oﬃcer, Electrolux
Group.
To enable investors and other stakeholders to follow the development of Electrolux green bond issuance and how the green bond
proceeds are used, the Group publishes an annual Green Bond Impact Report.
The framework has been developed in alignment with the Green Bond Principles 2018, with projects eligible for funding deﬁned to
support the UN Sustainable Development Goals and the Paris Climate Agreement. The framework has been independently
evaluated by the Center for International Climate Research (CICERO).
Electrolux recognizes climate change as an urgent and potentially irreversible threat to the planet. The consequences represent a
signiﬁcant ﬁnancial risk for the Group’s pension schemes, which impact the long-term returns of our pension assets.
The framework for Electrolux deﬁned beneﬁt schemes started in 2018, recognizing sustainability and climate change risks in the
Group's investment guidelines.
"Adding sustainability requirements for our pension assets enables us to mitigate the ﬁnancial risks resulting from a changing climate
and to make sure our employees' pensions are managed sustainably," says Martin Bendixen, Group Treasurer.
Each pension scheme is required to set a process to manage the ﬁnancial risks related to climate change. Setting a strategy for
identifying and accessing sustainable investment opportunities is also assessed.
Sustainable pension schemes 
Case studies
79

The year 30,000 became Food Heroes
By teaching 30,000 kids about sustainable eating, expanding the culinary training
program for employment to almost every continent and providing support to over
300,000 people in need - the Electrolux Food Foundation aims to be a force for good.
Playing its part to promote sustainable cooking and eating, the Electrolux Food Foundation was established in 2016 to focus
Electrolux community activities on food and related sustainability issues.
Working together with the global youth-led organization AIESEC and Worldchefs, the network of chefs’ associations, it assists
initiatives that inspire sustainable food choices among consumers and professionals while supporting people in need in the
communities around us. 
In August 2019, the Electrolux Group announced annual funding for the Electrolux Food Foundation until 2030, with an expected total
of SEK 100 million.
July 8, 2019 was something of a milestone for the Food Heroes program to educate children on sustainable eating through a
workshop developed based on UNICEF’s World’s Largest Lesson.
The biggest number of workshops in one day took place in Hyderabad, India, as 85 classrooms at ﬁve schools opened their doors to
inspire children to challenge and change their own food habits in a fun and playful way. Almost 400 volunteer workshop facilitators
were delegates at the annual AIESEC International conference.
Since late 2018, a total of over 30,000 kids have been reached by Electrolux, AIESEC and Worldchefs across 31 countries.
The foundation’s culinary training program equips unemployed people such as immigrant women, single mothers and teenage
orphans with workplace skills. During the year, ﬁve new locations were established in Sweden, Ukraine, Egypt and Brazil - adding to
the existing programs in Brazil and Russia. In 2019, 142 people graduated from the program. Many of them have been able to either
ﬁnd a job, become self-employed or pursue further culinary studies.
Developed by Worldchefs, the course promotes sustainable cooking, including a zero food waste approach. 
The Electrolux Cares Week in North America is a traditional week of giving, which in 2019 coincided with the Group’s 100-year
celebrations. Employees prepared 56,000 meals for the hungry and built houses for the homeless. Funded by the Electrolux Food
Foundation, this event is an example of employee volunteering to support local communities.
This activity adds to the total number of meals distributed as part of Food Foundation funded programs aiming to support people in
need, which for 2019 amounted to over 300,000.
The foundation supports the UN Sustainable Development Goals for Responsible Consumption and Production (Goal 12) and Global
Partnership for Sustainable Development (Goal 17). 
By 2030, the foundation aims to have educated over 300,000 people and supported three million people in need.
This case study is related to our Promise Be a force for good.
Creating food champions
Like a Chef helps change lives 
56,000 meals for the hungry - in just one week
80

Spotlight on suppliers: A sense of shared purpose  
Acting sustainably is a responsibility we share and work on continually together with our
suppliers globally. In 2019, we held Sustainability Days in Thailand, Ukraine and South
Africa, where we helped suppliers understand what we require of them, drive
improvements and recognize good work.
Electrolux suppliers are required to meet the Group's high expectations on sustainability. We ensure that prospective and current
suppliers meet these standards by evaluating, auditing and training existing suppliers and prospective suppliers in all regions.
There are speciﬁc challenges related to migrant labor in South East Asia. According to the International Organization for Migration
(IOM), the number of non-Thai residents within the country has increased from an estimated 3.7 million in 2014 to 4.9 million in 2018. At
that point, migrants constituted over 10 percent of the country’s labor force (Thailand Migration Report, UN in Thailand, 2019).
While recently passed legislation has reduced the risk of exploitation, migrant workers remain vulnerable to risks related to excessive
recruitment costs and fees, or unfair or unhealthy employment situations. 
Electrolux is working with suppliers in Thailand to increase their sense of responsibility for migrant workers, and to make sure our
standards are applied by them in their recruitment processes of migrant workers. 
Electrolux gathered 115 supplier representatives from 59 suppliers in Thailand for a deeper understanding of our sustainability
principles and standards as well as Thai legislation, international standards and best practices on the management of migrant labor.
A team from the Thailand IOM participated in the workshop, providing many examples of practical steps that companies can take to
avoid such problems and proactively work to eradicate improper labor management in Thailand and the region.
Suppliers in Thailand also had the chance to try QuizRR, the interactive tablet-based online training that educates factory managers,
staﬀand workers about workplace policies, health and safety, and more.
Education is the most eﬀective tool to encourage and share best practice in responsible supply chain management and ensure
people understand their rights to be able to make informed decisions. Reaching individual workers is, however, always diﬃcult.
One way to bridge that problem is QuizRR. Important principles are illustrated and explained through modern, playful sketch-like
scenes, while understanding is measured through quiz questions. 
QuizRR has been a successful part of our supplier training toolkit in China with over 8,100 people trained in the last two years. In 2019,
a version was developed with the speciﬁc labor challenges in South East Asia in mind and is being piloted by Thai suppliers.
Bangkok, February 2019
QuizRR - our digital tool for training 
81

Electrolux Supplier Sustainability Days take place on a regular basis and are an important way to connect with suppliers, especially
those working in challenging environments.  
At the Electrolux factory in Ivano-Frankivsk, Ukraine, around 20 suppliers participated and learned more about the crucial part they
play in the Group's sustainable supply chain.
Electrolux introduced its Responsible Sourcing Program and the Electrolux sustainability framework to representatives from 30
suppliers to our newly acquired company in South Africa.    
Three workshops were conducted on the following topics:
The Electrolux Purpose - Shape living for the better
Improving Health and Safety, and Human Rights conditions
Encouraging and enabling employee engagement and transparency
Senior managers from Group Sustainability and Electrolux South Africa participated to enhance engagement, awareness and signal
that the requirements that apply to our suppliers also apply to Electrolux.
The seventh Electrolux Supplier Awards ceremony, held on October 15, 2019, once again recognized our top suppliers as well as
committing to the 2030 sustainability targets.
”Giving recognition to outstanding suppliers is of course what the Supplier Awards are all about,” says Peter Truyens, SVP Group
Purchasing. ”But it is equally important to build a genuine sense of shared purpose.”
”Consumers are increasingly looking beyond a brand to its entire value chain and, since a large part of the value of an appliance is
passed on through procurement, it is essential that suppliers are aligned with our sustainability targets.”
This case study relates to our Promise Improve sustainability in the supply chain.
Ivano-Frankivsk, March 2019
Johannesburg, October 2019
Celebrating achievements together – Supplier Awards 2019
82

REPORTING FRAMEWORK
About this report
For Electrolux, being transparent about our sustainability ambitions and how we
measure, manage and integrate these priorities into our business is an important part of
our annual reporting process.
The 2019 Electrolux Sustainability Report presents the nine
Promises of the Group's sustainability framework. Using the
Global Reporting Initiative (GRI) Standards sustainability
reporting guidelines as our starting point, the report aims to
deliver the information needs of diﬀerent stakeholders on our
work with sustainability. The report is presented in two
versions: an abbreviated, printed report (available in pdf
format) and an extended, comprehensive online report (also
available as a pdf).
Based on a materiality analysis, our sustainability framework -
For the Better - reﬂects the sustainability issues most relevant
to Electrolux and our value chain. In the report, we outline
why sustainability is relevant to our business, our priorities
and response, our roadmap to 2020, how we measure
progress, and our approach to managing each of our nine
Promises.
Sustainability information is also integrated throughout the
printed Annual Report, and as a brief speciﬁc section.
Targeted at shareholders and other stakeholders, the focus is
on how sustainability issues relate to the business strategy, as
well as our goals and performance.
This Sustainability Report has been prepared in accordance
with the Global Reporting Initiative (GRI) Standards, option
Core, and has been reviewed by a third party to ensure the
accuracy and completeness of reporting. The scope and
boundaries of the Sustainability Report is deﬁned by the GRI
Index. The GRI Index leads readers to information on relevant
disclosures as deﬁned by the GRI Standards.
Where relevant, this report also highlights how the Group's
priorities reﬂect its commitment to the ten principles of the
UN Global Compact. Electrolux has therefore considered the
UN Global Compact 'GC Advanced' level for reporting on its
Communication on Progress. An index of the UNGC's 24
criteria is included in this report.
Annual Report
Reporting realm
We are in an ongoing process to increase transparency on
managing human rights related issues by responding to the
disclosure requirements of the United Nations Guiding
Principles Reporting Framework. We will continue to develop
our reporting in the future.
Unless otherwise indicated, standard disclosures include all
operations that can potentially aﬀect Group performance.
Please, see section Restatement of information and changes
in reporting for information on how discontinued operations
are reported.
Electrolux applies the precautionary principle for managing
sustainability and reporting as stated in our Environmental
Policy. We use conservative estimates where applicable.  
The Sustainability Report is published annually. This report
covers data that has been collected throughout the 2019
calendar year. At year end, the total number of employees
was 47,379 (49,839) encompassing our majority-owned
operations. This report covers 42 (53) factories, 32 (35)
warehouses and 31 (46) oﬃces, in 31 (29) countries. This
represents 86% (90%) of our total number of employees at
year end. Staﬀ working at facilities with less than 30
employees are not included in this compilation. The average
number of employees in the Group decreased by 3% during
2019. Data for 2019 is excluding discountinued operations
unless otherwise stated.
Energy reduction performance was calculated according to
the World Resources Institute (WRI). Electricity emission
factors were updated according to the CO  emissions from
fuel combustion 2019 edition data set, as published by the
International Energy Agency (IEA). To allow comparability,
the electricity emission factors used in this report are oﬀset by
a three-year period. Units using renewable energy have been
deﬁned as having a CO  emission factor of zero. Wherever
possible, Electrolux reports on its performance indicators
covering the last ﬁve years.
Health and safety statistics are based on the Electrolux
global deﬁnitions in terms of what constitutes a workplace
injury and a lost day due to injury. All personnel within
Electrolux manufacturing and logistics operations are
included, as well as contractors.
Boundary of the report
2
2
83

Throughout the report, as data is presented as part of the
narrative, 2018 data is presented in (brackets).
The company's previous Sustainability Report was published
in March 2019.
GRI 201-1 Direct economic value generated and distributed:
Only distribution of direct economic value reported in
percentages.
GRI 205-2 Communication and training about anti-
corruption: Only number of employees trained reported.
GRI 301-2 Recycled input materials used: Disclosure is aligned
with internally used key performance indicator for recycled
plastics used.
GRI 303-4 Water discharge: Where locations lack
measurement instruments for discharge water, data is based
on engineering estimates.
GRI 306-2 Waste is reported in line with the Electrolux
program Zero Waste to Landﬁll. Only two years are available.
The focus in 2019 has been on ﬁnished goods factories.
Component factories and warehouses will be included in
2020.
GRI 401-1 New employee hires and employee turnover: New
hire data is not consolidated at Group level. No total numbers
nor breakdown on age groups are reported, only
percentages.
GRI 403-9 Work related injuries: Contractors included in injury
statistic. No separate report for this category. Workplace
hazards are not consolidated at Group level. Personell
working in oﬃce locations excluded
GRI 404-1 Average hours of training per year per
employee: Training hours only cover white collar employee
categories. No data for gender speciﬁc training hours.
GRI 405-1 Diversity of governance bodies and employees: No
breakdown by age group is reported.
Omissions from GRI Standards
GRI 412-2 Employee training on human rights policies or
procedures: Only the number of employees trained is
reported.
Business Area Professional Products will be discontinued in
March 2020. Stated numbers are, where relevant, without
discontinued operations or reported separately.
The Sustainability Report (as referenced in the GRI index) is
reviewed in accordance with the standard ISAE 3000.
Read Auditor’s Limited Assurance Report on AB Electrolux’s
Sustainability Report
For more and continuously updated information on the
Group's progress and performance in terms of sustainability
issues, visit:
https://www.electroluxgroup.com/en/
Or contact:
Electrolux Sustainability Aﬀairs
Henrik Sundström
Vice President of Sustainability Aﬀairs 
Tel: +46 (0) 8 738 60 00
E-mail: sustainability@electrolux.se 
Restatement of information and changes in
reporting
External assurance
84

REPORTING FRAMEWORK
GRI Index 
Ongoing dialogue with stakeholders helps us deﬁne and deliver on our promises, and
keep ahead of global developments.
This Sustainability Report is based on the Global Reporting Initiative (GRI) Standards and is reviewed by a third party to ensure the
accuracy and completeness of reporting. This GRI Index directs readers to information on relevant indicators as deﬁned by the GRI
Standards. Reference to disclosures preceded by 'Own disclosure:' in the below table, reﬂect, but do not fully meet the requirements
as deﬁned by GRI. The diﬀerences are explained in About this report. Disclosure refers to GRI Standards versions 2016. Topics that
refer to Standards versions 2018 are denoted with *.
The index below outlines where GRI reporting elements are addressed in this Sustainability Report, in the Annual Report, and where
they are disclosed online at www.electroluxgroup.com.
For more information on the Global Reporting Initiative, visit www.globalreporting.org.
See About this report for more information on this review's reporting realm.
Overview of Standard Disclosure requirements
GRI 102 General Standard disclosures
Organizational proﬁle
 
GRI 102-1 Name of the organization
AB Electrolux (publ)
GRI 102-2 Activities, brands, products, and serves
Annual report: CEO statement 
Annual report: Note 3 Segment information
GRI 102-3 Location of headquarters
Stockholm, Sweden
GRI 102-4 Location of operations
Manufacturing in 18 countries, sales in over 120 markets.
(Discontinued operations excluded)
GRI 102-5 Ownership and legal form
Ownership structure
GRI 102-6 Markets served
120 Markets worldwide
Annual report: CEO statement 
GRI 102-7 Scale of the organization
46,843 employees at year end
Discontinued operations accounted for 3,556 employees at
year end.
Board of Directors’ report and ﬁnancial statements
GRI 102-8 Information on employees and other workers
Annual Report: Board of Directors’ report and ﬁnancial
statements - Employees
Employment by contract and region
Average employees per region
GRI 102-9 Supply chain
Improve sustainability in the supply chain
GRI 102-10 Signiﬁcant changes to the organization and its
supply chain
About this report
Annual Report: Note 26 Acquired and divested operations
GRI 102-11 Precautionary Principle or approach
About this report
GRI 102-12 External initiatives
UN Global Compact
GRI 102-13 Membership of associations
APPLIA and AHAM are Electrolux principal industry
associations membership
85

Strategy
 
GRI 102-14 Statement from senior decision-maker
Sustainability Q&A with Jonas Samuelson, Electrolux
President and CEO and Henrik Sundström, VP Sustainability
Aﬀairs
Ethics and Integrity
 
GRI 102-16 Values, principles, standards, and norms of
behavior
Electrolux Code of Conduct
Governance
 
GRI 102-18 Governance structure
Board of Directors
Group Management
Stakeholder engagement
 
GRI 102-40 List of stakeholder groups
Stakeholders inform our approach
GRI 102-41 Collective bargaining agreements
Collective bargaining agreements
GRI 102-42 Identifying and selecting stakeholders
Stakeholders inform our approach
GRI 102-43 Approach to stakeholder engagement
Stakeholders inform our approach
GRI 102-44 Key topics and concerns raised
Key priorities and progress 2019
Our materiality process
Stakeholders inform our approach
Reporting practice
 
GRI 102-45 Entities included in the consolidated ﬁnancial
statements
Board of Directors’ Report and Financial Statements
Annual Report: Note 29 Shares and participations
About this report
GRI 102-47 List of material topics
For the Better framework
GRI 102-48 Restatements of information
About this report
GRI 102-49 Changes in reporting
About this report
GRI 102-50 Reporting period
About this report
GRI 102-51 Date of most recent report
About this report
GRI 102-52 Reporting cycle
About this report
GRI 102-53 Contact point for questions regarding the report
Henrik Sundstöm, VP Sustainability Aﬀairs
(sustainability@electrolux.se)
GRI 102-54 Claims of reporting in accordance with the GRI
Standards
Prepared in accordance with the GRI Standards: Core option
GRI 102-55 GRI content index
GRI Index
GRI 102-56 External assurance
About this report
86

GRI 200 Economic standards
GRI 201 economic performance
 
 SGD
GRI 103 1/2/3 Managment Approach
Management approach
 
GRI 201-1 Direct economic value generated and
distributed
Direct economic value generated and distributed
2,5,7,8,9
GRI 205: Anti-corruption
 SDG
GRI 103 1/2/3 Managment Approach
Management approach
 
GRI 205-1 Operations assessed for risks related to
corruption
Risk countries
Understanding and managing our human rights risks.
Value impacts throughout our value chain
16
GRI 205-2 Communication and training about anti-
corruption policies
Always act ethically and respect human rights
16
GRI 205-3 Conﬁrmed incidents of corruption and
actions taken
Always act ethically and respect human rights
16
GRI 206 Anti-competitive behavior
 
 SDG
GRI 206-1 Legal actions for anti-competitive behavior,
anti-trust, and monopoly practices
Annual Report Note 25 Contingent assets and liabilities
Reporting framework
87

GRI 300 Environmental Standards
GRI 301: Materials
SDG
GRI 103 1/2/3 Managment Approach
Management approach
GRI 301-1 Materials used by weight or volume
Materials
8,12
GRI 301-2 Recycled input materials used
Own disclosure: Amount of recycled plastic
8,12
GRI 302 energy
SDG
GRI 103 1/2/3 Managment Approach
Management approach
GRI 302-1 Energy consumption within the organization
Energy consumption
7,8,12,13
GRI 302-3 Energy intensity
Achieve more with less
7,8,12,13
GRI 302-4 Reduction of energy consumption
Achieve more with less
7,8,12,13
GRI 303 water and eﬄuents
SDG
GRI 103 1/2/3 Managment Approach
Management approach
GRI 303-3 Water withdrawal
Water withdrawal
6
GRI 303-4 Water discharge
Water discharge
6
GRI 305 emissions
SDG
GRI 103 1/2/3 Managment Approach
Management approach
GRI 305-1 Direct (Scope 1) GHG emissions
Achieve more with less
Total direct and indirect CO gas emissions by weight
3,12,13,14,15
GRI 305-2 Energy indirect (Scope 2) GHG emissions
Achieve more with less
Total direct and indirect CO  emissions by weight
3,12,13,14,15
GRI 305-4 GHG emissions intensity
Achieve more with less
13,14,15
GRI 305-5 Reduction of GHG emissions
Achieve more with less
13,14,15
GRI 305-6 Emissions of ozone-depleting substances
(ODS)
Ozone depletion substances
3,12,13
GRI 306 eﬄuents and waste
SDG
GRI 103 1/2/3 Managment Approach
Management approach
GRI 306-2 Waste by type and disposal method
Waste by type and disposal method
3,6,12
GRI 308 supplier environmental assessment
SDG
GRI 103 1/2/3 Managment Approach
Management approach
GRI 308-1 New suppliers that were screened using
environmental criteria
Improve sustainability in the supply chain
 *)
2
2
Reporting framework
88

GRI 400 Social Standards
GRI 401: Employment
SDG
GRI 103 1/2/3 Managment Approach
Management approach
5,8
GRI 401-1 New employee hires and employee turnover
Own disclosure: Employee turnover by age group and
gender
GRI 403: Occupational health and safety
SDG
GRI 103 1/2/3 Managment Approach
Management approach
8
GRI 403-1 Workers representation in formal joint
management–worker health and safety committees
Always act ethically and respect human rights
8
GRI 403-9 Work-related injuries*
Ensure the best health and safety
Own disclosure: Work-related injuires
GRI 404: Training and education
SDG
GRI 103 1/2/3 Managment Approach
Management approach
4,5,8
GRI 404-1 Average hours of training per year per employee Average hours of training per year per employee
GRI 405: Diversity and equal opportunity 
SDG
GRI 103 1/2/3 Managment Approach
Management approach
5,8
GRI 405-1 Diversity of governance bodies and employees
Gender distribution
GRI 406: Non-discrimination
GRI 103 1/2/3 Managment Approach
Management approach
5,8,16
GRI 406-1 Incidents of discrimination and corrective
actions taken
Always act ethically and respect human rights
GRI 407: Freedom of association and collective
bargaining 
SGD
GRI 103 1/2/3 Managment Approach
Management approach
8
GRI 407-1 Operations and suppliers in which the right to
freedom of association and collective bargaining may be
at risk
Risk Countries
Understanding and managing our human rights risks
Always act ethically and respect human rights
Impacts throughout our value chain
GRI 408: Child labour
SDG
GRI 103 1/2/3 Managment Approach
Management approach
8,16
GRI 408-1 Operations and suppliers at signiﬁcant risk for
incidents of child labor
Risk Countries
Understanding and managing our human rights risks
GRI 409: Forced or compulsory labour 
SDG
GRI 103 1/2/3 Managment Approach
Management approach
8
GRI 409-1 Operations and suppliers at signiﬁcant risk for
incidents of forced or compulsory labor
Risk Countries
Understanding and managing our human rights risks
GRI 412: Human rights assessment
SDG
GRI 103 1/2/3 Managment Approach
Management approach
GRI 412-1 Operations that have been subject to human
rights reviews or impact assessments
Always act ethically and respect human rights
GRI 412-2 Employee training on human rights policies or
procedures
Always act ethically and respect human rights
GRI 412-3 Signiﬁcant investment agreements and contracts
that include human rights clauses or that underwent
human rights screening
Always act ethically and respect human rights
GRI 414: Supplier social assessment
SDG
GRI 103 1/2/3 Managment Approach
Management approach
5,8,16
GRI 414-1 New suppliers that were screened using social
criteria 
Improve sustainability in the supply chain
GRI 415: Public Policy
415-1 Political contributions
Electrolux policy inﬂuencing 2019
Reporting framework
89

REPORTING FRAMEWORK
UNGC Advanced-level reporting
Electrolux is a signatory of the United Nations Global Compact (UNGC) and its ten
principles on the environment, labor practices, human rights and anti-corruption - and
has been since 2002. Electrolux is also a signatory of the UNGC Water Mandate.
This UNGC Communication on Progress is aligned with the
UNGC's Advanced level of reporting. Where applicable, the
below table indicates where readers can ﬁnd examples of how
Electrolux meets best practice levels with regard to the criteria
for reporting as deﬁned by the UNGC. The left-hand column
indicates their information requirements. The areas that are
marked in grey italic text under each criterion are not
addressed in the report.
Electrolux reports in accordance with the United Nations
Guiding Principles on Business and Human Rights reporting
framework. A separate index has been created to guide
readers to the relevant areas in the report that address human
rights.
The 2019 Sustainability Report and the 2019 Annual Report
reﬂect our commitment to these principles and the eﬀorts to
continuously improve performance. The 2019 Sustainability
Report is third-party assured.
See the enclosed Assurance Statement for information on the
scope of assurance.
90

Implementing the ten principles into strategies and operations
UN Global Compact Advanced Criteria 
Criterion 1: The COP describes mainstreaming into corporate
functions and business units.
The following best practices are described in our COP
Place responsibility for execution of sustainability strategy in
relevant corporate functions (procurement, government
aﬀairs, human resources, legal, etc) ensuring no function
conﬂicts with company’s sustainability commitments and
objectives.
Align strategies, goals and incentive structures of all
business units and subsidiaries with corporate sustainability
strategy.
Assign responsibility for corporate sustainability
implementation to an individual or group within each
business unit and subsidiary.
Design corporate sustainability strategy to leverage
synergies between and among issue areas and to deal
adequately with trade-oﬀs.
Ensure that diﬀerent corporate functions coordinate closely
to maximize performance and avoid unintended negative
impacts.
CEO & VP Sustainability Statement
Management Approach
Key priorities and progress
Understanding and managing our human rights risks
Criterion 2: The COP describes value chain implementation 
The following best practices are described in our COP
Analyze each segment of the value chain carefully, both
upstream and downstream, when mapping risks,
opportunities and impacts.
Communicate policies and expectations to suppliers and
other relevant business partners
Implement monitoring and assurance mechanisms (e.g.
audits/screenings) for compliance within the company’s
sphere of inﬂuence.
Undertake awareness-raising, training and other types of
capacity building with suppliers and other business partners
Value chain
Improve sustainability in the supply chain
Understanding and managing our human rights risks
91

Human Rights Management Policies & Procedures
UN Global Compact Advanced Criteria
Reference
Criterion 3: The COP describes robust commitments, strategies
or policies in the area of human rights
The following best practices are described in our COP
Commitment to comply with all applicable laws and respect
internationally recognized human rights, wherever the
company operates
Integrated or stand-alone statement of policy expressing
commitment to respect and support human rights approved
at the most senior level of the company
Statement of policy stipulating human rights expectations of
personnel, business partners and other parties directly
linked to operations, products or service.
Statement of policy publicly available and communicated
internally and externally to all personnel, business partners
and other relevant parties
Management Approach
Code of Conduct
Improve sustainability in the supply chain
Criterion 4: The COP describes eﬀective management systems
to integrate the human rights principles 
The following best practices are described in our COP
Process to ensure that internationally recognized human
rights are respected
On-going due diligence process that includes an
assessment of actual and potential human rights impacts
Internal awareness-raising and training on human rights for
management and employees
Operational-level grievance mechanisms for those
potentially impacted by the company’s activities
Allocation of responsibilities and accountability for
addressing human rights impacts
Internal decision-making, budget and oversight for eﬀective
responses to human rights impacts
Processes to provide for or cooperate in the remediation of
adverse human rights impacts that the company has
caused or contributed to
Process and programs in place to support human rights
through: core business; strategic philanthropic/social
investment; public policy engagement/advocacy;
partnerships and/or other forms of collective action
Understanding and managing our human rights risks
Always act ethically and respect human rights
Management approach
Be a force for good
The year 30,000 became Food Heroes
Criterion 5: The COP describes eﬀective monitoring and
evaluation mechanisms of human rights integration 
The following best practices are described in our COP
System to monitor the eﬀectiveness of human rights policies
and implementation with quantitative and qualitative
metrics, including in the supply chain
Monitoring drawn from internal and external feedback,
including aﬀected stakeholders
Leadership review of monitoring and improvement results
Process to deal with incidents the company has caused or
contributed to for internal and external stakeholders
Grievance mechanisms that are legitimate, accessible,
predictable, equitable, transparent, rights-compatible, a
source of continuous learning, and based on engagement
and dialogue
Outcomes of integration of the human rights principles
Auditing and monitoring
Improve sustainability in the supply chain
Stakeholders inform our approach
Always act ethically and respect human rights
Understanding and managing our human rights risks
Reporting framework
92

Robust Labour Management Policies & Procedures
UN Global Compact Advanced Criteria
 References
Criterion 6: The COP describes robust commitments, strategies or
policies in the area of labor 
The following best practices are described in our COP
Reference to principles of relevant international labour standards
(ILO Conventions) and other normative international instruments in
company policies
Reﬂection on the relevance of the labour principles for the company
Written company policy to obey national labour law, respect
principles of the relevant international labour standards in company
operations worldwide, and engage in dialogue with representative
organization of the workers (international, sectoral, national).
Inclusion of reference to the principles contained in the relevant
international labour standards in contracts with suppliers and other
relevant business partners
Speciﬁc commitments and Human Resources policies, in line with
national development priorities or decent work priorities in the
country of operation
Participation and leadership in wider eﬀorts by employers’
organizations (international and national levels) to jointly address
challenges to labour standards in the countries of operation.
Structural engagement with a global union, possibly via a Global
Framework Agreement
Code of Conduct
Understanding and managing our human rights risks
Management approach: social
Always act ethically and respect human rights
Improve sustainability in the supply chain
International framework agreement
Criterion 7: The COP describes eﬀective management systems to
integrate the labor principles 
The following best practices are described in our COP
Risk and impact assessments in the area of labour
Dialogue mechanism with trade unions to regularly discuss and
review company progress in addressing labour standards
Allocation of responsibilities and accountability within the
organization
Internal awareness-raising and training on the labour principles for
management and employees
Active engagement with suppliers to address labour-related
challenges
Grievance mechanisms, communication channels and other
procedures (e.g., whistleblower mechanisms) available for workers to
report concerns, make suggestions or seek advice, designed and
operated in agreement with the representative organization of
workers
Understanding and managing our human rights risks
Stakeholders inform our approach
Always act ethically and respect human rights
Management approach
Improve sustainability in the supply chain
Criterion 8: The COP describes eﬀective monitoring and evaluation
mechanisms of labor principles integration 
The following best practices are described in our COP
System to track and measure performance based on standardized
performance metrics
Dialogue with the representative organization of workers to regularly
review progress made and jointly identify priorities for the future
Audits or other steps to monitor and improve the working conditions
of companies in the supply chain, in line with principles of
international labour standards
Process to positively engage with the suppliers to address the
challenges (i.e., partnership approach instead of corrective
approach) through schemes to improve workplace practices
Outcomes of integration of the Labour principles
Always act ethically and respect human rights
Management approach
Stakeholders inform our approach
Improve sustainability in the supply chain
Auditing and monitoring
ALFA
Internal code of conduct audit ﬁndings
Reporting framework
93

Environmental Management Policies and Procedures
UN Global Compact Advanced Criteria 
 References
Criterion 9: The COP describes robust commitments, strategies
or policies in the area of environmental stewardship
The following best practices are described in our COP
Reference to relevant international conventions and other
international instruments (e.g. Rio Declaration on
Environment and Development)
Reﬂection on the relevance of environmental stewardship
for the company.
Written company policy on environmental stewardship
Inclusion of minimum environmental standards in contracts
with suppliers and other relevant business partners
Speciﬁc commitments and goals for speciﬁed year
Environmental policy
Constantly improve product performance and eﬃciency
Make better use of resource
Eliminate harmful materials
Achieve more with less
Our climate targets
Management approach
Value chain
Improve sustainability in the supply chain
Criterion 10: The COP describes eﬀective management systems
to integrate the environmental principles
The following best practices are described in our COP
Environmental risk and impact assessments
Assessments of lifecycle impact of products, ensuring
environmentally sound management policies
Allocation of responsibilities and accountability within the
organization
Internal awareness-raising and training on environmental
stewardship for management and employees
Grievance mechanisms, communication channels and other
procedures (e.g. whistleblower mechanisms) for reporting
concerns or seeking advice regarding environmental
impacts
Management approach
Auditing and monitoring
Always act ethically and respect human rights
Criterion 11: The COP describes eﬀective monitoring and
evaluation mechanisms for environmental stewardship
The following best practices are described in our COP
System to track and measure performance based on
standardized performance metrics
Leadership review of monitoring and improvement results
Process to deal with incidents
Audits or other steps to monitor and improve the
environmental performance of companies in the supply
chain
Outcomes of integration of the environmental principles
Audits or other steps to monitor and improve the
environmental performance of companies in the supply
chain
CEO & VP Sustainability Statement
Improve sustainability in the supply chain
Auditing and monitoring
ALFA
Internal code of conduct audit ﬁndings
Constantly improve product performance and eﬃciency
Make better use of resources
Eliminate harmful materials
Achieve more with less
Reporting framework
94

UN Global Compact Advanced Criteria
 References
Criterion 12: The COP describes robust commitments, strategies
or policies in the area of anti-corruption 
The following best practices are described in our COP
Publicly stated formal policy of zero-tolerance of corruption
Commitment to be in compliance with all relevant anti-
corruption laws, including the implementation of procedures
to know the law and monitor changes
Statement of support for international and regional legal
frameworks, such as the UN Convention against Corruption
Detailed policies for high-risk areas of corruption
Policy on anticorruption regarding business partners
Code of Conduct
Understanding and managing our human rights risks
Always act ethically and respect human rights
Criterion 13: The COP describes eﬀective management systems
to integrate the anti-corruption principle 
The following best practices are described in our COP
Support by the organization’s leadership for anti-corruption
Carrying out risk assessment of potential areas of
corruption
Human Resources procedures supporting the anti-
corruption commitment or policy, including communication
to and training for all employees
Internal checks and balances to ensure consistency with the
anticorruption commitment
Actions taken to encourage business partners to implement
anti-corruption commitments
Management responsibility and accountability for
implementation of the anti-corruption commitment or policy
Communications (whistleblowing) channels and follow-up
mechanisms for reporting concerns or seeking advice
Internal accounting and auditing procedures related to
anticorruption
Understanding and managing our human rights risks
Always act ethically and respect human rights
Auditing and monitoring
Code of Conduct
Criterion 14: The COP describes eﬀective monitoring and
evaluation mechanisms for the integration of anti-corruption
The following best practices are described in our COP
Leadership review of monitoring and improvement results
Process to deal with incidents
Public legal cases regarding corruption
Use of independent external assurance of anti-corruption
programmes
Outcomes of integration of the anti-corruption principle
Always act ethically and respect human rights
Management approach
ALFA
Internal Code of Conduct audit ﬁndings
Understanding and managing our human rights risks
Annual Report: Note 25 Contingent assets and liabilities
Reporting framework
95

Taking action in support of broader UN goals and issues
UN Global Compact Advanced Criteria
References
Criterion 15: The COP describes core business contributions to
UN goals and issues 
The following best practices are described in our COP
Align core business strategy with one or more relevant UN
goals/issues
Develop relevant products and services or design business
models that contribute to UN goals/issues
Adopt and modify operating procedures to maximize
contribution to UN goals/issues
Solutions for healthy and sustainable living for more people
Be a force for good
Electrolux and the UN Sustainable Development Goals
Constantly improve product performance and eﬃciency
Criterion 16: The COP describes strategic social investments
and philanthropy 
The following best practices are described in our COP
Pursue social investments and philanthropic contributions
that tie in with the core competencies or operating context
of the company as an integrated part of its sustainability
strategy
Coordinate eﬀorts with other organizations and initiatives to
amplify—and not negate or unnecessarily duplicate—the
eﬀorts of other contributors
Take responsibility for the intentional and unintentional
eﬀects of funding and have due regard for local customs,
traditions, religions, and priorities of pertinent individuals
and groups
Be a force for good
The year 30,000 became food heroes
Electrolux Food foundation
Criterion 17: The COP describes advocacy and public policy
engagement 
The following best practices are described in our COP
Publicly advocate the importance of action in relation to
one or more UN goals/issues
Commit company leaders to participate in key summits,
conferences, and other important public policy interactions
in relation to one or more UN goals/issues
Net zero emissions by 2050 - our pledge throughout our value
chain
CEO & VP Executive Statement
Solutions for healthy and sustainable living for more people
Criterion 18: The COP describes partnerships and collective
action
The following best practices are described in our COP
Develop and implement partnership projects with public or
private organizations (UN entities, government, NGOs, or
other groups) on core business, social investments and/or
advocacy
Join industry peers, UN entities and/or other stakeholders in
initiatives contributing to solving common challenges and
dilemmas at the global and/or local levels with an emphasis
on initiatives extending the company’s positive impact on its
value chain
Be a force for good
Electrolux Food foundation
Net zero emissions by 2050 - our pledge throughout our value
chain
Reporting framework
96

Corporate sustainability governance and leadership
UN Global Compact Advanced Criteria
 References
Criterion 19: The COP describes CEO commitment and
leadership
The following best practices are described in our COP
CEO publicly delivers explicit statements and demonstrates
personal leadership on sustainability and commitment to
the UN Global Compact
CEO promotes initiatives to enhance sustainability of the
company’s sector and leads development of industry
standards
CEO leads executive management team in development of
corporate sustainability strategy, deﬁning goals and
overseeing implementation
Make sustainability criteria and UN Global Compact
principles part of goals and incentive schemes for CEO and
executive management team
CEO & VP Executive Statement
Electrolux Food Foundation
Managment Approach
Criterion 20: The COP describes Board adoption and oversight
The following best practices are described in our COP
Board of Directors (or equivalent) assumes responsibility
and oversight for long-term corporate sustainability
strategy and performance
Board establishes, where permissible, a committee or
assigns an individual board member with responsibility for
corporate sustainability.
Board (or committee), where permissible, approves formal
reporting on corporate sustainability (Communication on
Progress)
CEO & VP Executive Statement
Annual Report: Sustainability Reporting 2019
Management approach
Criterion 21: The COP describes stakeholder engagement 
The following best practices are described in our COP
Publicly recognize responsibility for the company’s impacts
on internal and external stakeholders
Deﬁne sustainability strategies, goals and policies in
consultation with key stakeholders
Consult stakeholders in dealing with implementation
dilemmas and challenges and invite them to take active
part in reviewing performance
Establish channels to engage with employees and other
stakeholders to hear their ideas and address their concerns,
and protect whistle-blowers
Stakeholders inform our approach
Value chain
Always act ethically and respect human rights
Understanding and managing human rights risks
Reporting framework
97

REPORTING FRAMEWORK
UN Guiding Principles Reporting Framework
A1 What does the company say publicly about its commitment
to respect human rights?
Codes and policies
Code of Conduct
Workplace Policy and Supplier Workplace Standard
Always act ethically and respect human rights
Improve sustainability in the supply chain
A2 How does the company demonstrate the importance it
attaches to the implementation of its human rights
commitment?
Always act ethically and respect human rights
Improve sustainability in the supply chain
Understanding and managing our human rights risks
B1 Statement of salient issues: State the salient human rights
issues associated with the company’s activities and business
relationships during the reporting period.
Understanding and managing our human rights risks
B2 Determination of salient issues: Describe how the salient
human rights issues were determined, including any input from
stakeholders.
Understanding and managing our human rights risks
Materiality process
B3 Choice of focal geographies: If reporting on the salient
human rights issues focuses on particular geographies, explain
how that choice was made.
Understanding and managing our human rights risks
High risk countries
B4 Additional severe impacts: Identify any severe impacts on
human rights that occurred or were still being addressed
during the reporting period, but which fall outside of the salient
human rights issues, and explain how they have been
addressed.
 
C1 Does the company have any speciﬁc policies that address
its salient human rights issues and, if so, what are they?
Code of Conduct
Workplace Policy and Supplier Workplace Standard
C2 What is the company’s approach to engagement with
stakeholders in relation to each salient human rights issue?
Materiality process
Stakeholders inform our approach
Understanding and managing our human rights risks
POLICY COMMITMENT
EMBEDDING RESPECT FOR HUMAN RIGHTS
PART B: DEFINING THE FOCUS OF REPORTING
PART C: MANAGEMENT OF SALIENT HUMAN RIGHTS ISSUES
SPECIFIC POLICIES
STAKEHOLDER ENGAGEMENT
98

C3 How does the company identify any changes in the nature
of each salient human rights issue over time?
Materiality process
Understanding and managing our human rights risks
C4 How does the company integrate its ﬁndings about each
salient human rights issue into its decision-making processes
and actions?
Understanding and managing our human rights risks
Management approach
Always act ethically and respect human rights
Improve sustainability in the supply chain
C5 How does the company know if its eﬀorts to address each
salient human rights issue are eﬀective in practice?
Auditing and monitoring
Internal Code of Conduct audit ﬁndings
C6 How does the company enable eﬀective remedy if people
are harmed by its actions or decisions in relation to a salient
human rights issue?
Always act ethically and respect human rights
Auditing and monitoring
Improve sustainability in the supply chain
ASSESSING IMPACTS
INTEGRATING FINDINGS AND TAKING ACTION
TRACING PERFORMANCE
REMEDIATION
99

REPORTING FRAMEWORK
Awards and recognition
Rating agencies and sustainability rankings have recognized our sustainability
commitment and performance over the past year.
Electrolux received the SAM Silver Class award in the 2019 SAM Corporate Sustainability
Assessment (CSA). Each year, over 3,400 of the world's largest companies are invited to
participate in the SAM CSA. Within each industry, companies with a total within 5% of the
top performing company's score receive the SAM Silver Class award. SAM CSA scores are
also the basis for including companies in the prestigious global Dow Jones Sustainability
Indices (DJSI). Electrolux is a member of DJSI World.
SAM, now part of S&P Global
Electrolux has been named as part of the 'Leadership' group of global companies acting
on climate change and water issues by international non-proﬁt CDP.
CDP is an international non-proﬁt that runs a global disclosure system for investors,
companies, cities, states and regions to manage their environmental impacts. Thousands
of companies submit annual climate disclosures to CDP for independent assessment
against its scoring methodology.
CDP 
Ranking as the 64th world's most reputable company, Electrolux is included in the 2019
Global RepTrak® 100. The Global RepTrak® 100 is an annual study conducted by the
Reputation Institute to measure a company's ability to deliver on stakeholder expectations
in seven key dimensions that drive and impact reputation. The study ranks the world's 100
most highly regarded and familiar global companies in 15 countries. Electrolux is #64 in
the CR RepTrak® 100, which reﬂects performance in corporate responsibility, speciﬁcally in
the metrics of citizenship, governance and workplace. The result is based on 230,000+
interviews among general public consumers in the 15 largest economies in the world.
2020 Global RepTrak100
The Group’s sustainability performance strengthens relations with investors and Electrolux
is recognized as a leader in the household durables industry. In 2019, Electrolux was
included in the Dow Jones Sustainability Index (DJSI) World and  Europe indexes and
thereby ranks among the top 10% of the world’s 2,500 largest companies for social and
environmental performance. 
Dow Jones Sustainability World Index
100

Electrolux is included in the STOXX® Global ESG Leaders indices. This index model is the
ﬁrst of its kind that allows investors to fully understand which ﬁnancially material factors
determine a company's ESG rating and why they are important. The STOXX® Global
ESG Leaders indices have set new standards in terms of transparency and
comprehensiveness in the ESG indexing space.
Stoxx
The Global Compact 100 (GC 100), developed in partnership with Sustainalytics, is
composed of a representative group of Global Compact companies, selected based
on their implementation of the ten principles and evidence of executive leadership
commitment and consistent baseline proﬁtability.
As of December 2019, Electrolux received an overall ESG Risk Ratings score of 13.2 and
is considered by Sustainalytics, a global environmental, social and governance (ESG)
research and ratings ﬁrm, to be at low risk of experiencing material ﬁnancial impacts
from ESG factors.
Global Compact 100
Sustainalytics
FTSE Russell (the trading name of FTSE International Limited and Frank Russell
Company) conﬁrms that Electrolux has been independently assessed according to the
FTSE4Good criteria, and has satisﬁed the requirements to become a constituent of the
FTSE4Good Index Series. Created by the global index provider FTSE Russell, the
FTSE4Good Index Series is designed to measure the performance of companies
demonstrating strong ESG practices. The FTSE4Good indices are used by a wide
variety of market participants to create and assess responsible investment funds and
other products.
FTSE4Good
ISS oekom research assesses the environmental, social and governance performance
of a company as part of the Corporate Rating, carried out with the aid of over 100
social and environmental criteria, selected speciﬁcally for each industry. ISS oekom
research awards Prime Status to those companies that are among the leaders in their
industry, according to the oekom Corporate Rating, and that meet industry-speciﬁc
minimum requirements.
ISS oekom Prime status
Electrolux B has been reconﬁrmed as a constituent of the Ethibel Sustainability Index
(ESI) Excellence Europe. Included since 2013, the most recent reconﬁrmation is dated as
18/10/2019.
Ethibel Sustainability Index Excellence Europe
Electrolux B has been reconﬁrmed for inclusion in the Ethibel EXCELLENCE Investment
Register. Included since 2007, the most recent reconﬁrmation is dated as 06/03/2019.
This selection by Forum ETHIBEL indicates that the company performs better than
average in its sector in terms of Corporate Social Responsibility (CSR).
Ethibel Excellence Investment Register
101

REPORTING FRAMEWORK
Transparency in the supply chain
Please ﬁnd Electrolux statement on the California Transparency in the Supply Chains Act
and the UK Modern Slavery Act at: Transparency in the supply chain
102

REPORTING FRAMEWORK
Auditor’s Limited Assurance Report
To AB Electrolux (publ), corporate identity number 556009-4178
We have been engaged by the Board of Directors and the Executive
Management of AB Electrolux (publ) (“Electrolux”) to undertake a
limited assurance engagement of the Electrolux’s Sustainability Report
for the year 2019. The Company has deﬁned the scope of the
Sustainability Report in the section About this report in the online
edition of the report 
(https://www.electroluxgroup.com/sustainabilityreports/2019/).
The Board of Directors and the Executive Management are responsible
for the preparation of the Sustainability Report in accordance with the
applicable criteria, as explained in the section About this report in the
online edition of the Sustainability Report, and are the parts of the
Sustainability Reporting Guidelines published by GRI (Global Reporting
Initiative), which are applicable to the Sustainability Report, as well as
the accounting and calculation principles that the Company has
developed. This responsibility also includes the internal control relevant
to the preparation of a Sustainability Report that is free from material
misstatements, whether due to fraud or error.
Our responsibility is to express a conclusion on the Sustainability
Report based on the limited assurance procedures we have
performed. Our engagement is limited to historical information
presented and does therefore not cover future-oriented information.
We conducted our limited assurance engagement in accordance with
ISAE 3000 Assurance Engagements Other than Audits or Reviews of
Historical Financial Information. A limited assurance engagement
consists of making inquiries, primarily of persons responsible for the
preparation of the Sustainability Report, and applying analytical and
other limited assurance procedures. The procedures performed in a
limited assurance engagement vary in nature from, and are less in
extent than for, a reasonable assurance engagement conducted in
accordance with International Standards on Auditing and other
generally accepted auditing standards in Sweden.
The ﬁrm applies ISQC 1 (International Standard on Quality Control)
and accordingly maintains a comprehensive system of quality control
including documented policies and procedures regarding compliance
with ethical requirements, professional standards and applicable legal
and regulatory requirements. We are independent of Electrolux in
accordance with professional ethics for accountants in Sweden and
have otherwise fulﬁlled our ethical responsibilities in accordance with
these requirements.
The procedures performed consequently do not enable us to obtain
assurance that we would become aware of all signiﬁcant matters that
might be identiﬁed in a reasonable assurance engagement.
Accordingly, the conclusion of the procedures performed do not
express a reasonable assurance conclusion.
Our procedures are based on the criteria deﬁned by the Board of
Directors and the Executive Management as described above. We
consider these criteria suitable for the preparation of the Sustainability
Report.
We believe that the evidence we have obtained is suﬃcient and
appropriate to provide a basis for our conclusion below.
Based on the limited assurance procedures we have performed,
nothing has come to our attention that causes us to believe that the
Sustainability Report, is not prepared, in all material respects, in
accordance with the criteria deﬁned by the Board of Directors and
Executive Management.
Jan Berntsson
Authorized Public Accountant
Lennart Nordqvist
Expert Member of FAR
Auditor’s Limited Assurance Report on
AB Electrolux’s Sustainability Report
Introduction
Responsibilities of the Board of Directors and the
Executive Management
Responsibilities of the auditor
Conclusion
STOCKHOLM 25 MARCH 2020
DELOITTE AB
103

Internal CoC ﬁndings
Total number of ﬁndings 2019
%
60
50
40
30
20
10
0
Health and safety
Compensation
Working hours
Security arrangements
Environment
Monitoring and compliance
General requirements
Laws and regulations
Suppliers
Corruption
Under-aged labor
Forced labor
Non-Discrimination
Harassment & abuse
Grievances & discipinary action
Freedom of association
Sales and proﬁt for most eﬃcient products
Sales units %
Gross proﬁt %
%
35
30
25
20
15
10
5
0
104

Management Approach ISO 14001
Level of ISO 14001 certiﬁcation
The proportion of factories with more than 50 employees that have certiﬁed ISO 14001 environmental management systems.
%
100
96
92
88
84
80
15
16
17
18
19
Gender Distribution
Men
Women
90
80
70
60
50
40
30
20
10
0
Group
Leading executives
Group Management
Board
Graphs
105
90
%

GRI 301-2 Amount of Recycled plastic (Own indicator)
(METRIC TONS)
Amount (metric tons)
8,000
7,000
6,000
5,000
4,000
3,000
2,000
1,000
2015
2016
2017
2018
2019
GRI 201-1 Direct economic value generated and
distributed
Operating costs 77.7%
Employee wages and beneﬁts 17.2%
Payments to providers of capital
2.8%
Payments to government 0.5%
Economic value retained 1.8%
1)
Graphs
106

ALFA assessments of the Code of Conduct
2019
2018
2017
2016
100
98
96
94
92
90
88
86
84
82
80
ACCOUNTABILITY
LAWS AND REGULATIONS
SUPPLIERS
CORRUPTION, BRIBERY 
AND BUSINESS ETHICS
CHILD LABOR
FORCED LABOR
SECURITY 
ARRANGEMENTS
HEALTH 
AND SAFETY
NON-
DISCRIMINATION
HARRASMENT 
AND ABUSE
DISCIPLINARY ACTION 
AND GRIEVANCES
WORKING HOURS
COMPENSATION
FREEDOM OF 
ASSOCIATION
ENVIRONMENTAL 
MANAGEMENT
MONITORING 
AND COMPLIANCE
GRI 302-1 Energy consumption within the
organization (MWh)
Year
Oil
Coal 
Natural gas 
LPG 
District heating 
District cooling 
Steam 
Electricity 
Renewables
Total
2019
1,787
0
365,646
9,744
10,109
1,591
208
132,200
453,751
975,036
2018
1,827
0
391,699
10,766
10,628
1,960
209
311,813
298,665
1,027,567
2017
4,119
0
401,962
23,646
10,987
2,016
257
376,661
235,000
1,054,649
2016
5,000
0
401,998
26,512
15,644
2,066
273
479,749
163,381
1,094,623
2015
5,572
0
419,193
29,261
14,113
1,981
683
673,970
0
1,144,774
Year
Oil
Coal 
Natural gas
LPG 
District heating 
District cooling 
Steam 
Electricity
Renewables 
Total  
2019
0
0
10,147
0
3,938
0
0
3,234
13,802
31,120
2018
0
0
9,083
0
4,391
0
0
2,193
14,424
30,092
2017
47
0
14,982
0
3,457
11
1
18,895
0
31,462
2016
0
0
8,836
155
3,245
0
0
15,806
0
27,877
2015
11
0
8,862
183
3,109
0
11
15,475
0
27,726
Energy use (MWh)
Energy use (MWh) - Discontinued Operations
Graphs
107

Risk Countries
Electrolux manufacturing or supplier countries with risk for violations in the areas of human rights, labor standards, corruption and
environmental practices. The classiﬁcation is based on Verisk Maplecroft's risk index matrices. This risk grading, together with an
internal risk evaluation of social, labor and environmental risk based on historic evidence and industry knowledge that in some
instances leads to upgrading the risk level of a supplier or facility, forms the basis of our audit programs.
Electrolux Facilities
Suppliers
Argentina
Argentina
Brazil
Belarus
China
Brazil
Egypt
Cambodia
Mexico
Colombia
Romania
Egypt
South Africa
India
Thailand
Indonesia
Ukraine
Malaysia
Mexico
Philippines
Romania
Saudi Arabia
South Africa
Thailand
Turkey
Ukraine
United Arab Emirates
Vietnam
Graphs
108

GRI 305-6 Emissions of ozone-depleting substances
(ODS)
 
 Production
 Refregerant
 Foaming
 Total [kg CFC eq]
2019
4
0
0
4
2018
 5
0 
0
5 
2017 
 1
17 
361 
379 
2016
35 
24 
246 
305 
2015
 72
16 
246 
334 
GRI 306-2 Waste by type and disposal method
(metric ktons)
 (kton)
 Year
Waste
Disposed 
Waste-to-
Energy
Waste
Recovered 
Hazardous Waste Amount (in
each group)
Waste Not Included in Zero
Landﬁll Project
2019
5.8
7.6
141
154
3.4
2018
8.9
6.7
160
176
3.3
 Waste to landﬁll and incinerated without energy recovery
 Except waste to energy
Zero Waste to Landﬁll Program currently covers ﬁnished goods factories but will be expanded to component factories and
warehouses during 2020.
1)
2)
1)
2)
Graphs
109

GRI 404-1 Average hours of training per year per employee
Region
Average hours
of training
per employee
Asia/Paciﬁc
2.4
EMEA
35.1
Latin America
8.6
North America
4.2
 Total 
20.8
Average training hours only covers white collar employees.
GRI 301-1 Materials used by weight
(metric
ktons)
Metals
Plastics
Articles
Process
material
Raw Materials
Others
Packaging
products
Packaging
suppliers
Reusable
Packaging
2019
806
315
237
80
185
74
14
10
2018
834
384
225
52
191
89
23
10
2017
850
366
266
54
361
99
27
11
2016
855
364
204
39
165
112
37
8
2015
890
379
252
35
182
117
38
9
 
 
 
 
 
 
 
 
Direct
Material
1
1
1
 
1
1
 
 
Non-
renewable
2
2
2
2
2
3
3
2
1),2)
1),2)
1),2)
2)
1),2)
1),3)
3)
2)
1 = Direct material
2 = Non-renewable
3 = Approximately 55% non-renewable
Note, materials use is to a large extent based on engineering estimates.
Graphs
110

GRI 403-9 Work-related injuries
2019
2019 Discontinued
operations
2018
2017 
2016 
2015 
Number of work-related injuries
209
25
240
246
247 
386 
 Injury rate
0.53
1.8
0.59
0.58
0.72
0.9 
 Number of workdays lost due to
occupational unjuries
2,158
915
3,433
2,707 
3,814 
4,729
Lost day rate
6
69
8.4
6 
9 
11 
 Number of work-related fatalities
2
0
0
0 
0 
1 
Worked hours
78,537,838 2,689,394
81,679,461
84,807,347
87,153,850
83,834,318
Discontinued operations are reported separately for 2019. Previous years are including discontinued operations.
 1)
 1)
GRI 303-3 Water withdrawal
Total water withdrawal from all areas in mega liters 1)
Year Fresh surface
water
Ground water -
renewable 
 Rainwater
Wastewater from
other org
Third party sources -
Municipal water
Total water
withdrawal
2019
73
1,169
5
0
1,391
2,638
2018 
48
1,260
6
0
1,501
2,814
2017 
72
1,766
6
7
1,638
3,489
2016 
77
2,487
6
27
1,680
4,278
2015
129
2,293
5
25
1,623
4,074
Discontiuned operations excluded. For this information see table below
Year
Fresh surface
water
Ground water -
renewable 
 Rainwater
Wastewater from
other org
Third party sources -
Municipal water
Total water
withdrawal
2019
0
0
0
0
94
94
2018 
0
0
0
0
89
89
2017 
0
0
0
0
79
79
2016 
0
0
0
0
77
77
2015
0
0
0
0
95
95
Discontinued operations have no water withdrawal from areas with water risk.
Total water withdrawal, discontinued operations in megaliters 1)
Graphs
111

Total water withdrawal from all areas with water risk in megaliters 1), 2)
Year Fresh surface
water
Ground water -
renewable 
Rainwater
Wastewater from other
organizations
Third party sources -
Municipal water
Total water
withdrawal
2019
45
87
5
0
680
817
2018
46 
113 
6 
0 
786
951
Discontiuned operations excluded. For this information see table below
1 megaliter equals 1.000 m
 Risk areas deﬁned by WWF's Water Risk Filter
1)
3
2)
GRI 303-4 Water discharge
(MI)
Third-party destinations 
Fresh surface water
Year
Untreated 
Pre-treated 
Untreated 
Pre-treated 
Total 
2019
1,433
459
448
118
2,458
2018 
1,569
248
300
550
2,870
2017 
1,486
339
965
292
3,444
2016 
1,152
202
1,228
302
3,242
2015
1,622
181
1,167
429
3,682
Total water discharge to all areas with water risk in megaliters 1), 2)
(MI)
Third-party destinations 
Fresh surface water
Year
Untreated 
Pre-treated 
Untreated 
Pre-treated 
Total 
2019
730
160
6
6
903
2018
904 
34 
3 
0 
941 
1 megaliter equals 1000 m
 Risk areas deﬁned by WWF's Water Risk Filter
1)
3
2)
Total water discharge to all areas in megaliters 
Discontinued Operations - Professional Products
1)
(MI)
Third-party destinations 
Fresh surface water
Year
Untreated 
Pre-treated 
Untreated 
Pre-treated 
2019
25
50
0
75
Discontinued operations have no water discharges in water stressed areas
Graphs
112

GRI 401-1 employee turnover
2019
2018
2017 
2016 
2015 
Employee turnover - All employee
15%
17%
18%
17%
29%
Employee turnover - Male 
14%
18%
19%
19%
32%
Employee turnover - Female 
17%
24%
25%
20%
33%
Discontinued operations not included.
Average number of employees per Business Area 
 Business Area
2019
2018
2017
2016
Europe
17,943
18,325
18,084
17,910
North America
11,287
13,325
14,678
15,248
Latin America
10,230
10,360
10,787
10,904
Asia Pacﬁc, Middle East and Africa
7,919
7,829
7,812
7,306
Total Consumer Products
47,379
49,839
51,361
51,368
Professional Products (discontinued operations)
3,469
3,166
2,947
2,767
Total
50,848
53,005
54,308
54,135
This table encompasses the total Group and diﬀers from year-end number since it's the average number of employees.
Graphs
113

GRI 102-41 Collective bargaining agreements
 
2019
2018
2017
2016
2015
Employees covered by collective bargaining (%)
60%
57%
58%
57%
59%
 Employees at production facilities covered by collective bargaining agreement. Including discontinued operations.
 1)
1)
GRI 305-1 305-2 Direct and Indirect CO  emissions
2
 
GRI 305-1
GRI 305-2
 
Direct CO eq emissions  
(metric ktons) 
Indirect CO  emissions 
(metric ktons)
Total CO eq 
(metric ktons)
2019
136
59
195
2018
164
121
285
2017
176
155
331
2016
176
201
377
2015
184
288
472
 Includes contributions from energy use and greenhouse gas fugitive emssions.
Discontinued operations not included.
2
1)
2
2
1)
Employment per contract
 
Full time
Part time
Total
Full time
Part time
Total
Total
 
Indeﬁnite
Indeﬁnite
Indeﬁnite
Temporary
Temporary
Temporary
All
Electrolux White
10,496
326
10,822
538
26
564
11,386
Electrolux Blue
22,426
376
22,802
2,124
3
2,127
24,929
Supervised
1,685
157
1,846
1,838
30
1,868
3,710
Total
34,607
859
35,466
4,500
59
4,559
40,025
Covers the scope of employees as deﬁned in About this report.
Graphs
114