Getinge 2022 Annual Report
Getinge 2022 Annual Report
Introduction
Strategy
Corporate Governance
Annual Report
Sustainability Report
Other information
Contents
Passionate Employees
HUMAN CAPITAL
For Getinge, employees are critical to the success of the company.
The company aims to build a learning organization where employees
develop and grow and where there is a strong employee engage-
ment. Convinced that diversity enhances innovative capacity and
competitiveness, the company offers flexible working possibilities
and a global paid family leave. Teamwork and collaboration are
important elements as are efficient and effective ways of working,
to create more value for customers and employees.
Management approach
Getinge's approach to manage human capital is focused on
training and education and internal assurance of compliance with
regulations and steering documents. Results are monitored via
the annual employee survey and specific targets and KPIs. Status
and progress of human capital development are part of quarterly
management reviews on site level, business areas, regions and
aggregated at Group level via the Getinge Executive Team.
See more information on the methodologies used to compile
employee disclosure data on page 168.
Assessment of impacts and management of risks
Passionate employees are the key factor to bring Getinge's business
strategy to life, achieve the overall targets and act responsibly as
a company. The most imminent risk regarding own employees are
related to health and safety and potential discrimination. Getinge
mitigates both of these through competence development and
by securing policies are in place and implemented throughout the
organization. Getinge's sustainability progress is dependent on
human decision making and change process.
FTEXGender
GRI 2-7 Employees
The number of internal employees at Getinge is 11,082 FTE at the
end of the reporting period.
Table "FTExGender" below shows the gender split across Perma-
nent/Temporary as well as Full/Part time. All numbers are in FTE.
Female
3,890
Male Other
6,795
Total
8
FTE Temporary
employees
194
196
10,693
390
Table "Difference to last period" below presents the most signifi-
cant differences to last year, including two bigger acquisitions and
the most significant changes in the job functions. Fluctuations over
the year are consistent with the differences to last year (+353 FTE),
except for the sales and service organization that had an initial
increase during the year and the reductions toward the end.
FTE
Difference to last period (approx.) Comments
Talis (US35)
+ 68
+ 28
56 FTE at acquisition (part of
our newly developed Corpo-
rate Business Development
initiative). 2022 Increases in FTE
are in line with Business Plan
objectives
26 FTE at acquisition
3,839
245
6826
7
10,672
165
1
410
4,084
6,991
8
11,082
Fluoptics (FR33)
(part of Surgical Workflows)
3,919
6,798
12
10,729
Increase adjusted for
acquisitions
+257
FTE Permanent
employees
FTE Full Time
FTE Part Time
Total FTE 2022
Total FTE 2021
Table "FTExRegion" below shows the regional split across Perma-
nent/Temporary as well as Full/Part time. All numbers are in FTE.
FTExRegion
FTE Permanent
employees
FTE Temporary
employees
FTE Full Time
Quality and regulations
Americas
APAC
EMEA
Total
2,723
1,577
20
55
6,392
314
10,693
390
Field Service
Significant differences to last period, in FTE
+62
+61
of which 35 FTE are linked to
local operations and 10 to the
Complaint Unit in Poznan
Mainly US (+25) and China (+15),
Germany (+9) and Japan (+7) to
support our growing demand
for service (Service Net Sales
growth was +4.7% end of Nov)
Mainly in our newly established
Research and Business
Development initiative to build
up infrastructure / connectivity
solutions
2,734
FTE Part Time
9
1,618
14
Total FTE 2022
2,743
1,632
6,320
387
6,707
10,672
410
11,082
R&D
+58
Total FTE 2021
2,572
1,560
6,595
10,729
Getinge doesn't centrally collect data on employees with
guaranteed vs non-guaranteed hours, nor is this necessarily
collected locally.
Supply chain and logistics
+23
Increases due to supply con-
straints and logistics challenges
mainly in Germany and US
Sales
-22
Right sizing the sales and
service organization to accom-
modate to new go to market
models and changes in the
team in the US
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