H12. Employees
Essity’s employees are the company’s main asset and the company strives continuously to develop corporate culture, competence and leadership.
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2020 |
2019 |
2018 |
2017 |
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|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Personnel data |
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|
|
|
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Average number of employees |
46,084 |
45,980 |
47,222 |
46,385 |
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of which in wholly owned companies |
27,881 |
27,956 |
28,696 |
28,035 |
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of which in jointly-owned companies |
18,203 |
18,024 |
18,526 |
18,350 |
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Permanent staff/ temporary employees, %1) |
81/19 |
82/18 |
81/19 |
80/20 |
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Full-time/part-time, % |
97/3 |
96/4 |
97/3 |
97/3 |
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Total number of part-time staff |
1,194 |
1,614 |
1,052 |
1,362 |
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of whom women |
875 |
1,210 |
980 |
930 |
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Total number on parental leave |
449 |
451 |
|
|
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of whom women |
369 |
297 |
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Staff mobility |
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|
|
|
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Number of employees who joined the Group |
6,891 |
5,516 |
6,945 |
13,585 |
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of whom, through acquisitions |
190 |
23 |
36 |
5,518 |
||||||||||
Number of employees who left the Group |
7,402 |
6,485 |
7,815 |
7,321 |
||||||||||
due to divestments |
9452) |
109 |
– |
21 |
||||||||||
due to restructuring |
260 |
345 |
544 |
584 |
||||||||||
due to retirement |
443 |
524 |
383 |
418 |
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of which temporary employees |
1,939 |
1,420 |
1,799 |
1,857 |
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Personnel turnover, excl. restructuring, retirements, divestments, temporary employees, % |
8 |
9 |
11 |
10 |
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of whom in wholly owned companies, % |
5 |
5 |
5 |
|
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of whom in jointly-owned companies, % |
13 |
13 |
18 |
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Diversity and equal opportunities
Essity continuously and actively strives to increase diversity and inclusion. The company’s diversity and inclusion strategy aims to continuously increase employees’ sense of belonging and inclusion of different perspectives, and also seeks to attract and recruit employees motivated by the company’s objective of breaking barriers to well-being in society. This work is followed up in Essity’s diversity study, which is held every year and relates to nationalities, age structure and distribution of gender in general and in managerial roles.
|
2020 |
2019 |
2018 |
2017 |
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|---|---|---|---|---|---|---|---|---|---|---|---|---|
Gender1) |
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Women/men, % |
35/65 |
34/66 |
34/66 |
34/66 |
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Women (total number Board members) |
6 (12) |
6 (12) |
6 (12) |
5 (13) |
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Women (total number Executive Management Team) |
3 (12) |
3 (12) |
3 (12) |
5 (14) |
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Women (total number senior management) |
30 (98) |
30 (98) |
25 (101) |
30 (117) |
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Women (total number middle management) |
177 (607) |
163 (580) |
177 (641) |
183 (696) |
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Age, % |
|
|
|
|
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Employees under 20 years of age |
1 |
1 |
1 |
1 |
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21–30 years |
18 |
22 |
21 |
22 |
||||||||
31–40 years |
34 |
32 |
33 |
33 |
||||||||
41–50 years |
26 |
25 |
25 |
25 |
||||||||
51–60 years |
18 |
17 |
17 |
16 |
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Employees over 60 years of age |
3 |
3 |
3 |
3 |
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Nationalities1) |
|
|
|
|
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Total number of nationalities |
117 |
112 |
105 |
102 |
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Number of nationalities in Executive Management Team (number of members) |
6 (12) |
6 (12) |
6 (12) |
5 (14) |
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Number of nationalities in senior management (number of senior managers) |
18 (98) |
20 (98) |
17 (101) |
18 (117) |
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Number of nationalities in middle management (number of middle managers) |
44 (607) |
39 (580) |
39 (641) |
36 (696) |
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Salary
No unjustified pay differences should exist due to gender, age or background. This is regularly monitored and any unjustified differences are corrected on an annual basis.
Average combined salary1), % |
2020 |
2019 |
2018 |
2017 |
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|---|---|---|---|---|---|---|---|---|---|---|---|---|
Women’s median wage compared with men’s (men’s wage 100%) |
91 |
92 |
94 |
95 |
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Women’s median wage compared with men’s in senior management (men’s wage 100%) |
80 |
82 |
79 |
78 |
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Women’s median wage compared with men’s in middle management (men’s wage 100%) |
95 |
97 |
92 |
92 |
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A higher number of men in senior leadership positions has contributed to the total pay difference between women and men. Essity is continuously striving to improve the gender balance in leadership positions when recruiting and through succession planning.
Performance and individual development
In 2020, Essity launched a global HR system for individual goals and development that is available to all employees. The system is not yet fully implemented in the company’s production facilities, but the aim is to include all employees.
Employee development plans are important for commitment, performance and continuous learning, and play an important role in enabling Essity to achieve its goals and continuously evolve. The development activities are decided through discussions between line managers and employees and are documented in a system platform. Essity identifies the skills required in leadership, the functional area, the “Beliefs & Behaviors” set of values or other development areas. The company applies a 70-20-10 model for learning and development that combines formal training with learning in day-to-day work and through co-workers.
In 2020, many of Essity’s development activities became digital, which gave more employees access to them. Essity has a new framework for leadership development activities, mandatory courses, the digital workplace and a framework for functional training.
Number of internal training hours (thousand) |
2020 |
2019 |
2018 |
2017 |
|---|---|---|---|---|
Total number of internal training sessions |
166.8 |
114.0 |
81.2 |
140.8 |
of which digital training sessions |
93.6 |
39.5 |
23.8 |
24.6 |
of which virtual sessions |
40.9 |
1.9 |
0.9 |
0.0 |
of which physical training sessions |
32.3 |
72.7 |
56.5 |
116.2 |
The number of training hours per employee |
6 |
4 |
3 |
5 |
Investments in skills-enhancement activities |
2020 |
2019 |
2018 |
2017 |
Total, SEKm |
115 |
117 |
141 |
152 |
|---|---|---|---|---|
per employee, SEK |
2,500 |
2,500 |
3,000 |
3,300 |
Value added (SEK) per employee |
826 |
800 |
661 |
666 |
Return (SEK) on human capital |
1.73 |
1.61 |
1.50 |
1.59 |
Employee goals and commitment
Essity’s winning culture is based on the company’s “Beliefs & Behaviors” and followed up through an employee survey, whereby the company continuously monitors employee engagement. Due to the situation with the COVID-19 pandemic, the 2020 Pulse Survey only included employees with a work computer. It had a particular focus on engagement with regard to working from home.
Culture and development, % |
20201) |
2019 |
2018 |
Long-term goals |
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|---|---|---|---|---|---|---|---|---|---|---|---|---|
Individual development plans |
65 |
|
|
100 |
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Individual goals |
93 |
83 |
84 |
100 |
||||||||
Employee engagement |
90 |
79 |
79 |
>85 |
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Internally appointed vacancies, % |
2020 |
2019 |
2018 |
2017 |
||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|
Vacancies appointed through internal candidates1) |
23 |
23 |
28 |
26 |
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Employee relations
Union involvement varies among Essity’s countries of operation. On average 68% (68; 63) of Essity’s employees are covered by collective agreements. There are health and safety committees on which representatives of 84% (85; 82) of employees served. The notice period in connection with organizational changes in the Group varies, but averaged about five weeks.
Read more about how Essity works with employees.