Responsibility for employees

Svenska Spel has a strong brand as an employer. Maintaining the brand requires that corporate values are clearly communicated to all Svenska Spel employees.

Svenska Spel seeks to establish a strong common culture throughout the Group, built on values, solid team spirit and a distinct, modern leadership.

Value-based leadership

Svenska Spel’s leaders shall manage both operations and people. This involves inspiring their staff to develop themselves, their colleagues and Svenska Spel. To contribute to the Company’s development, employees must be aware of what is expected of them and be given the appropriate conditions and skills to live up to expectations. Employees shall also receive clear objectives and individual feedback. Svenska Spel’s managers must also promote a working environment that permits employees to be creative, contribute ideas to the Company’s development and dare to make decisions.

Develop the employer brand

Svenska Spel has a strong employer brand. Maintaining the brand requires clarity in terms of the applicable values and priorities. Thus the company can attract skilled people to Svenska Spel.

Svenska Spel defined the following objectives for its employees in 2010:

• The employee satisfaction index shall be at least 85 on a scale of 100. The result was 83.
• The leadership index shall be at least 70 on a scale of 100. The result was 70.

New organisation introduced

Programmes involved in introducing a new organisation commenced during 2009. The purpose was to work as a joint company, thus generating more synergies, towards a shared business plan and distinct objectives. As part of the reorganisation, many managerial positions were advertised internally but the appointment process proved protracted. The reason for this was that many strategic change processes progressed simultaneously. Also, a number of senior executives – including the CEO Meta Persdotter – left Svenska Spel during the year. Throughout this period, many employees experienced a certain ambiguity both in terms of leadership and their own role, which was reinforced by the change phase in which the company found itself. The new organisation was gradually put in place, permitting executives to commence the work involved in employee dialogues and in defining roles and responsibility.

The consequences were that the employee satisfaction index, 83 on a scale of 100, was lower than the preceding year, when it was 89.

Activities and results in 2010

• Introduction of new executive development programme.
• New employee dialogue framework – referred to as Target Dialogue – for distinct targets and follow-up, was completed.
• Distinct employee and leadership profiles were formulated.
• Role descriptions for all employees were prepared.

Focus for 2011

• Define objectives at the employee level, with a more distinct definition of roles and responsibility. Create higher motivation throughout the organisation through, for example, information, presence and clarity from management executives.
• Follow up the response to the corporate values in the organisation.
• Focus on increasing diversity in the company.
• Focus on the "Everyday health" activities programme.