Our People

Gunnebo’s employees are the Group’s greatest asset and the key to long-term growth and success. The Group wants to be an employer that people are proud to work for. Gunnebo’s employees make their own contributions to the Group’s sustainable growth and development, both in their daily business lives and as members of society.

Employees

Employees by Country

Employees by Country (graph)

Gunnebo is working purposefully to create a common culture, with dedicated employees who take responsibility, work together and have an inclusive approach. An important aspect of a successful business is that the Group’s 3941 (4,226) employees reflect the diversity of its customers and society. (Figures are the averages for 2020 and 2019 respectively.)

Gunnebo Group strives to be an employer that offers equal opportunities for all employees and fosters differences and potential in an endeavour to meet customers’ needs and build a long-term profitable business. This goal is put into practice through a number of diversity and equality activities, and various development programmes. By offering safe and healthy working environments, the Group aims to create workplaces where employees can develop.

Your Voice Employee Survey

Employees by Region

Employees by Region (graph)

Employee surveys are important tools for understanding what is working well and identifying where further efforts are needed. In December 2019, Gunnebo’s engagement survey Your Voice was carried out. The purpose of the survey was to chart how the employees feel about their own work, their immediate work community, management practices and the functionality of the whole organisation. Managers and employees worked with a feedback structure which enabled dialogue and development of the organisation. A second Your Voice survey was planned for 2020, but due to the pandemic it was postponed until 2021. Instead, a smaller survey was carried out which targeted how employees were coping with the effects of the pandemic. This survey helped Gunnebo to understand which markets were most affected by the pandemic and resulted in concrete HR and HR-oriented actions.

Coping with Covid

Gunnebo reacted rapidly to the Covid-19 pandemic by establishing a crisis team on the Group Executive, focused on three areas: People and well-being; Financial stability; Customers and supply chain. Global health and travel guidelines were issued in February. Senior management constantly emphasised the priority need for employees to stay safe, stay calm, and to support each other through the crisis. The intention from the start was to keep people safe, secure our long-term position, grasp opportunities created by the changing circumstances, and for Gunnebo to emerge from the pandemic in a strong position.

China was the first to experience the severity of the virus, and our Chinese operation led the way in terms of closing down its operations under a government-imposed lockdown, implementing hygiene measures, supporting sick and worried employees, and then re-opening quickly and safely when restrictions were lifted. Gunnebo China shared its experiences, and the lessons it learned, with the rest of the Group, as full and partial lockdowns affected our operations all over the world. Gunnebo stepped up its internal communications to give employees the fullest possible information about how the company was coping and where it was heading.

A number of initiatives were launched while managing the overall HR processes. Gunnebo supported large numbers of employees to work from home, while at the same time continuing to engage with and develop them through providing e-learning materials. The Group implemented a Monday call with insights and inspirations for all leaders, online “fika” (coffee and cake) conversations linking employees across the globe to share problems and solutions, and exercise programmes to keep fit and cope with stress during lockdown restrictions. A Gunnebo cookbook, aimed at sharing and caring among our global team, resulted in a host of great recipes. Local HR teams took a variety of initiatives to support employees.

Performance management

Gunnebo’s performance management process places an emphasis on commitment and accountability around agreed individual objectives. Individual development is a two-way street – with performance management, the Group has introduced self-assessments and more employee involvement. Performance management is a process to ensure each employee makes a real impact on the business. This process is fully digital, which enhances the ability to both improve the quality of the feedback, as well as focus and endurance.

Gunnebo’s focus is to plan for its employees’ development, so that it goes hand in hand with the Group’s business goals. The aim is to give all employees opportunities to develop to their full potential, and to know what is expected of them in the short and long term. Structured personal development reviews are therefore conducted every year with all employees in the Group. The aim of these reviews is to set individual goals and formalise the assessment of personal progress. They are also an important tool in ensuring that all employees work towards the same goals, i.e. full implementation of the Group’s strategy. (More details in Section 5, Sustainability)

Development of employees

Collaboration and capitalising on internal strengths and resources are prioritised areas in Gunnebo’s leadership development programmes. It is therefore the aim of the Group that all managers should participate in at least one of the programmes being offered, namely:

  • The ACE (Action, Communication, Engagement) development programme, which is the leadership foundation for all within Gunnebo Group
  • The Leadership Programme, which aims to equip managers with tools for implementing change
  • Upskill, a new trainee one-year programme that involves university graduates and Gunnebo high performers acting as “buddies”, or mentors (see below for more details).

E-learning platform for training

To facilitate the dissemination of knowledge and increase accessibility to training, Gunnebo has made a broad range of e-courses available to its employees, covering skills such as project management, communication and sales training. Taking courses online contributes to reducing the costs and environmental impact associated with travelling.

The e-platform is an important base for employee development and performance management. It is connected to the performance management system, to help both employees and managers embed these classes in personal development plans. Increased platform utilisation year-on-year is an indicator of employees’ dedication to their development.

Human capital risk

The human capital risk is significant for Gunnebo. The Group strives to recruit and retain the right people. Risks are handled through clearly defined behaviours stated in the Group’s Performance Cornerstones – the core competences required to be successful within Gunnebo – which are used in the recruitment process for profile mapping as well as in performance management.

Equality

Gender Distribution

Employees

Employees by gender (graph)

Gunnebo’s employees are recruited and promoted solely based on their qualifications for the job. Equal opportunities and equal treatment apply for all the Group’s employees irrespective of gender, marital status, ethnic or national background. Each employee is rewarded in a correct and fair manner in accordance with their individual performance and contribution to the success of the company. Equality is an important element of the Group’s work with diversity. Of the Group’s employees, 17% are women and 20% of the Group’s managers are women.

Gunnebo’s aim is to ensure that women and men are treated equally and provided with the same opportunities to develop. To increase the proportion of female employees and achieve a more balanced gender distribution in the long term, the Group works, for example, to promote the inclusion of female employees in the succession planning process as well as the participation of women in leadership development programmes. Since the Group’s pay structure is based on a global system, it supports the ambition of equal pay for equal work, where any differences in pay levels are driven by local conditions.

Diversity

One of Gunnebo’s strategic goals is to increase insight into and harness the benefits of the Group’s diversity. For a global company, understanding of local market conditions, cultural and employee needs, is pivotal to developing the business. Diversity is encouraged at all levels in the Group and Gunnebo strives to represent as many dimensions of diversity as possible and to meet customer demands in the global market. This work considers gender, origin, industry background and other indicators of diversity. At year-end 2020, Gunnebo had 481 managers and members of management teams representing 34 nationalities (taking into account all employees who have direct reports).

Occupational Health and Safety

It is the Group’s goal and major responsibility to provide safe working conditions for its employees and people exposed to its activities, and thereby to offer healthy working environments where employees can develop and grow. Focus on this matter minimises negative impact for employees in terms of accidents in the workplace and also contributes to Gunnebo’s reputation as a responsible employer. The main focus is to control the main risk activities through dedicated programmes in order to prevent any major incidents. Gunnebo cannot accept any event that could result in an employee being seriously injured. To support its approach, the Group has implemented an updated Group Health & Safety policy since the end of 2018. This applies to all Gunnebo operations and will help protect employees, visitors, locations and surrounding communities. During 2020 increased focus was put on initiatives across the Group, the outcome of which was a 43% decrease in lost time injuries – a step in the right direction. The Group’s ambition to eliminate hazards continues.

The Group is especially committed to controlling the risks associated with hazardous process in its manufacturing facilities by developing safety management systems. At the end of 2020, seven out of our nine manufacturing units were certified according to the OHSAS 18001 or ISO 45001 management systems for health and safety, and the Group’s aim is that all facilities will achieve this standard. Risk assessments are conducted for every activity of the Group, which result in local prevention action plans in accordance with local regulations. The Group is also starting to implement Group safety standards in order to go further than regulations and to further control its high risk activities.

In order to manage the reporting, investigation and assessment of incidents in a uniform way, the Group has a global reporting system to better understand the causes of any incident, and to define counteractive measures to avoid repeats and improve the way of working. This enables us to monitor the Group’s performance with the aim of reducing the frequency of accidents on a permanent basis. This reporting process has enabled the Group to implement a quarterly newsletter and meetings where the most recent serious events and the possible preventive actions are shared and discussed.