Svenska SpelSvenska Spel

Motivated employees


Svenska Spel aims to be an attractive employer where employees and managers develop, flourish and take substantial responsibility for developing operations. In 2013, the employee satisfaction index was 91 on a scale of 100.  

Motivated employees

Svenska Spel aims to be an attractive employer with solid leadership and proud, motivated employees. The company’s priorities are to be made clear to its employees. They should be aware of the mandate, vision, values and targets as well as for their own responsibilities and roles in the same way as for the units and Svenska Spel generally.


Svenska Spel’s long-term goal is to be an attractive employer where employees and managers develop, flourish and take substantial responsibility for developing operations. Management by objectives is applied at all levels. A core issue is securing the employees’ competence to enable the company’s success with its mandate and challenges.

Target fulfilment in 2013

Svenska Spel’s employee survey is conducted biannually. Established targets are followed up with the help of:

  • A minimum ESI/employee satisfaction index of 86 on a scale of 100. The result in 2013 was 91 (88). Benchmark: 84.
  • A minimum leadership index of 73 on a scale of 100. The result was 76 (74). Benchmark: 69.

The company implemented a one-year talent programme during the year to strengthen the regeneration of leaders. Fourteen participants from across the Group are participating in the programme.

Management by objectives has been enhanced through the implementation of new formats for manager and employee dialogues that are based on supportive feedback and more frequent follow up.

Improved management by objectives

The 2012 employee survey showed that employees want a clearer connection between their own targets and the company’s overall targets and strategies. Therefore, in 2013 management by objectives was a prioritised area. New and more relevant formats for manager and employee dialogues were prepared and implemented for managers. Implementation of employee dialogues will take place in spring 2014.

The changes mean more frequent follow up and coaching of employees between target and development dialogues, greater employee responsibility for following up their own performance, increased focus on the strengths of the individual as well as new and simplified methods for assessment of individual behaviour vis-à-vis the company’s values linked to the individual’s role, responsibility and work duties.

Active work with values

All employees at Svenska Spel are expected to live by the values: accessibility, consideration and commitment. The values have been implemented and are a natural part of leader training, the new employee dialogue, leader and employee profiles as well as being incorporated in all of the company’s policies. Moving forward, efforts will focus on ensuring that the values permeate all operations – how decisions are made and how the com­pany’s employees interact with each other, customers and other stakeholders.

The right competence at all levels

A prerequisite for contributing to Svenska Spel’s development is that employees must be aware of what is expected of them and be given the right preconditions to perform. Retaining and attracting employees with the right competence is crucial for the company’s competitiveness.

Svenska Spel has an ongoing initiative tasked with identifying long-term skills needs and clarifying career paths at the company. The skills inventory is being implemented to analyse the current situation and future needs based on Svenska Spel’s operational needs and strategies. The results will be used as a basis for continued skills development and future recruitment.

Leadership development

Svenska Spel’s leaders must work to develop operations, their employees and themselves. In 2013, Svenska Spel’s leaders were trained, through methods including training in coaching, in how the recently developed employee dialogue should be conducted. Two days every year, separate leader meetings are held, where managers at all levels, including Group management, gather to discuss actual challenges and the organisation’s need for change. On a further four occasions, the Group’s top management meet to discuss strategic issues. This has proven to be a successful method for the company to utilise the leaders’ competence and, in parallel build trust, commitment and culture.

Supply of talent secured

Through its internal studies, Svenska Spel has noted that the company has strong leadership but that the succession of leaders must improve. A process is in place to identify talents and to ensure that there is a clear line of succession for all management positions. The company’s succession plan is reviewed each year. Over the year, Svenska Spel has changed to more ­target-group focused channels for recruitment, for example LinkedIn and Facebook, and continued to develop collaboration with the 4potentials talent network.

During the year, Svenska Spel started a talent programme. Fourteen of the Group’s employees or specialists were selected to participate in the one-year talent programme. Aims include the participants developing their leadership skills, gaining increased insight into operations and widening their internal contact network. In addition, the participants will also be tasked by Group management with solving three concrete and relevant challenges for Svenska Spel that also aim to facilitate management’s decision making.

Ongoing skills transfer

The need to strengthen the company’s competitiveness and lower costs to be able to increase investment lay behind the restructuring programme initiated in 2012 that was completed in 2013. Many positions have changed in terms of requirements and composition, a number of employees have left the company and new competence has been recruited. The average number of employees of the Parent Company declined by about 40 FTEs in 2013.

A change of this size impacts the organisation and its employees. Svenska Spel has had excellent relations with the company’s union representatives and health and safety representative during the preparations and the implementation of the process. During the year, employees received information at breakfast meetings and by digital newsletters. This has been about the company’s targets and paths for reaching those targets, organisational changes, operational innovations, monitoring the competition and more, etc. Providing information to employees is key to ensuring that employees are engaged and understand the transition the company is undergoing. The employee survey confirms that employees understand the need for change. The employee survey also shows that employee motivation and confidence in the management remains high.

Diversity and equality

Svenska Spel believes that a company with substantial diversity is better able to understand its customers and its business environment. Diversity contributes to a more creative environment and, thereby, to improved operations. Equal rights and opportunities must apply for all employees and every individual’s differences must be respected and utilised.

Svenska Spel has a relatively even gender balance, at both manager and employee level. For example, in IT, the proportion of men outweighs that of women, but the management team is equally balanced. Salary levels and the use of parental leave days and leave days for the care of children are also relatively evenly distributed. Svenska Spel is positive to the possibility of taking parental leave and contributes financial support for those on parental leave by compensating for the difference between the Swedish Social Insurance Agency’s compensation and the salary (up to 90%) for a maximum of 150 days, depending on the length of employment.


Svenska Spel offers a number of benefits including a subsidised lunch, a wellness subsidy of SEK 3,000 per year, paid patient’s fees up to the cost ceiling, paid start fees for amateur running events, 90% of salary for parental leave and a large number of discounts through the staff card.

Work environment and health

The goal of work environment efforts at Svenska Spel is to ensure healthy employees who flourish and perform. Efforts build on collaboration, which means that employees and the elected health and safety representative work together on healthy work environment initiatives.

Managers who have been delegated responsibility for the work environment complete a separate training programme to ensure that they have the requisite knowledge, authority and resources to shoulder work environment responsibility. One of the management focus areas outside of the physical work environment is the promotion of a culture characterised by coaching and feedback. In addition, Svenska Spel invests heavily in wellness by facilitating exercise and other activities that lead to good physical and mental health.

The health and work environment of employees is a key ­success factor for Svenska Spel. This was apparent in the Culture Barometer survey implemented by Svenska Spel in 2012. Employee health and the work environment was mapped in 2013. The survey highlighted strengths and challenges, and the  results will form the basis for Svenska Spel’s continued ­initiatives in this area.

Sustainability targets for 2016

  • Svenska Spel will maintain the employee satisfaction index (ESI) at the level for 2013: 91 (88) compared with the benchmark 85.
  • The proportion of female managers in the Group should be in the range of 45% to 55%.
  • An action plan to raise internal awareness of diversity issues.

What is happening in 2014?

  • Continued efforts to identify short and long-term skills requirements.
  • Development of management by objectives and feedback within the framework of the new employee dialogue, through the provision of information to and education of managers.
  • Continued clarification of roles and responsibilities as well as the development of more effective work processes.