Scania Annual Report 2011

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8 SCANIA’S STRATEGY A focus on the customer and sustainability Market and customer expectations are constantly changing and Scania must continuously review its strategies. Six times a year, the Executive Board of Scania holds meetings specially aimed at refining the company’s strategy and business model based on a global perspective. Our overall strategy is crystal-clear: to strengthen the customer’s profitability through optimised transport solutions. Leif Östling, President and CEO Leif Östling: Our overall strategy is crystal-clear: to strengthen the customer’s profitability through optimised transport solutions. To succeed with this, we must understand our customers’ day-to-day operations. Together, we Executive Board members have the competency in all the relevant fields to make decisions on matters of a long-term, strategic nature. Our collective decisions clearly show the direction we are heading in, so that all employees throughout the organisation have the right preconditions and support for their work. Changes and new challenges in the transport sector are constantly imposing new demands on Scania. In-depth knowledge of customers and their operations is thus crucial. Per Hallberg: We have to begin at the right point – in the research stage – and ensure that our processes flow more effectively right from there, in order to minimise lead times from idea to finished product. Knowledge of our customers’ operations is not enough. We also need to understand how our customers’ customers think and act. The competition is unrelenting and will remain that way. And we will stay in the forefront. This is why we need the highest possible quality in all product development for our vehicles, engines and services. Quality is vital if we are to continue elevating Scania to higher levels. Quality is one of Scania’s core values and is crucial in order to maximise the time a vehicle is performing transport work for its owner, thereby creating the potential for good profitability. Anders Nielsen: For many customers, vehicle reliability is increasingly critical to profitability. All vehicles we manufacture must maintain the same high quality. The right vehicle for each transport task is the basis for the customer’s profitability, and we have to be capable of producing a large number of different variants in order to meet all customer demands. The key is to work more efficiently, since efficiency and quality go hand in hand. We are now taking further steps in our systematic efforts to ensure continuous improvements, in order to make our production system even more efficient. The Scania brand evolves in response to new customer demands. The brand is of direct importance not only to Scania, but also to its customers and its customers’ customers. Martin Lundstedt: We have a strong brand, and our vehicles have a good reputation in terms of quality and performance. Scania should stand for more than a good vehicle – Scania should deliver profitable transport solutions. We do this by becoming more involved in the customer’s business. We deliver not only a vehicle, but a comprehensive solution including services that strongly contribute to customer profitability. This is partly a matter of thinking in new ways, focusing on the logic of the customer’s industry and specific situation. It is a major challenge to fully implement. Today we already have customers who set clear environ mental targets, both internally and in relation to consumers. Understanding these targets, we can more easily arrive at a comprehensive solution that leads to lower fuel consumption and thus lower carbon dioxide emissions. Greater focus on fuel costs, vehicle uptime and emissions not only helps reduce environmental impact but also directly benefits the customer’s business. This is the Scania brand. Operations Scania 2011
SCANIA’S STRATEGY 9 The change in customers’ needs towards encompassing complete transport solutions places great demands on Scania’s service operations. Christian Levin: We see that customers are making new, much more detailed demands. We must respond to this, among other things by spending even more time on meetings with customers in order to understand their business. We also have to offer more services based on customer needs. This presupposes broader expertise and greater knowledge of customers’ business and operations in our sales and service organisation. Today vehicle uptime is incredibly important to customers. In response, we can offer shorter repair times and increase our ability to quickly service the customer’s entire rig, not just the parts of the truck or bus that Scania manufactured. Our continuous improvement efforts will enable us to achieve this with reasonable investments. The number of Scania vehicles on the roads is steadily growing. We must constantly become more efficient, both in the sales process and in our service workshops. Road transport services will be a major element of transport systems in the future, and a growing number of markets will demand efficient transport solutions. Martin Lundstedt: There are several long-term trends that, in our judgement, will increase demand for Scania vehicles, engines and services. The trend towards more energy-efficiency and higher uptime is also being driven by increased demands on transport services for both people and goods. This is why Europe, our main market, will continue to grow in the long term. There is great potential for growth in Eurasia, and Latin America is facing large infrastructure investments. In Asia, Africa and Oceania, there is an increasing focus on profitability throughout the service life of a vehicle, and demand is becoming increasingly similar to the European market. Scania has to be capable of delivering individually tailored, comprehensive solutions that contribute to the customer’s business. Our strategy is clear. Scania’s business model and brand are identical in all markets. At the next peak in demand, we foresee the potential for 150,000 vehicles and 15,000 engines per year. Given more in-depth collaboration with customers, this will continue to drive the volume of related services. Jan Ytterberg: We have been successful by following our customers as they have expanded their operations. To remain a long-term partner we have to achieve growth, at the same time as our owners must receive Martin Lundstedt, Executive Vice President, Franchise and Factory Sales a good return. By growing within our existing structure, based on continuous improvements, we will have good potential to continue building more vehicles with improved profitability. Meanwhile we face ever-increasing demands for flexibility. In recent years, we have had major turbulence in the world economy and in the financial markets, which has led to rapid changes in the economic situation. We will have to become accustomed to this, but we are prepared for it and can benefit from all the lessons we learned during the sharp downturn of 2008/2009. Christian Levin, Executive Vice President, Sales and Services Management We deliver not only a vehicle, but a comprehensive solution including services that strongly contribute to customer profitability. The number of Scania vehicles on the roads is steadily growing. We must constantly become more efficient, both in the sales process and in our service workshops. Operations Scania 2011
Page 1 and 2: ANNUAL REPORT 2011
Page 3 and 4: 1 Operations 2-31 Statement of the
Page 5 and 6: SCANIA’S STRATEGY 3 Our solution
Page 7 and 8: The world of Scania Scania is a glo
Page 9: scania’s strategY 7 Scania’s st
Page 13 and 14: SCANIA’S STRATEGY 11 The aluminiu
Page 15 and 16: SCANIA’S STRATEGY 13 Profitable b
Page 17 and 18: SCANIA’S STRATEGY 15 Component mo
Page 19 and 20: SCANIA’S STRATEGY 17 Methods for
Page 21 and 22: SCANIA’S STRATEGY 19 Scania is st
Page 23 and 24: market - TRUCKS 21 Effective overal
Page 25 and 26: 23 assembles the bodies for the Sca
Page 27 and 28: 100 years of innovation In 2011, Sc
Page 29 and 30: 27 Productivity and energy efficien
Page 31 and 32: SCANIA’S STRATEGY 29 service tech
Page 33: SCANIA’S STRATEGY 31 Experience s
Page 36 and 37: 34 MARKET Lastbilar nettoomsättnin
Page 38 and 39: 36 production
Page 40 and 41: 38 production Greater flexibility w
Page 42 and 43: 40 RESEARCH AND DEVELOPMENT
Page 44 and 45: 42 RESEARCH AND DEVELOPMENT Scania
Page 46 and 47: 44 SCANIA’S SUSTAINABILITY WORK R
Page 48 and 49: 46 SCANIA’S SUSTAINABILITY WORK K
Page 50 and 51: 48 SCANIA’S SUSTAINABILITY WORK S
Page 52 and 53: 50 SCANIA’S SUSTAINABILITY WORK S
Page 54 and 55: 52 SCANIA’S SUSTAINABILITY WORK C
Page 56 and 57: 54 SCANIA’S SUSTAINABILITY WORK M
Page 58 and 59: 56 Scania share data Scania share d
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58 Annual General Meeting and Finan
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60 Risks and risk management servic
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62 Risks and risk management Produc
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64 CORPORATE GOVERNANCE REPORT owne
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66 CORPORATE GOVERNANCE REPORT The
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68 CORPORATE GOVERNANCE REPORT by t
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70 BOARD OF DIRECTORS Board of Dire
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72 EXECUTIVE BOARD AND CORPORATE UN
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financial reports Amounts in tables
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76 group financial review Group fin
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78 group financial review During 20
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80 consolidated income statements C
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82 consolidated balance sheets Cons
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84 Consolidated statement of change
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86 notes to the consolidated financ
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138 parent company financial statem
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140 notes to the parent company fin
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142 proposed guidelines for salary
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144 audit report Audit Report TRANS
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146 quarterly data Quarterly data,
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148 key financial ratios and figure
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150 multi-year statistical review M
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152 The Annual Report contains forw
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Scania AB (publ), SE-151 87 Södert
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Scania Annual Report 2011

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