Scania Annual Report 2011

SCANIA’S STRATEGY
11
The aluminium body saves weight, and the body panels
are easy to repair. This reduces environmental impact
and improves the bus company’s operating economy
and vehicle uptime.
A responsible, sustainable approach is part
of Scania’s day-to-day work – both inside and
outside the company. It is essential if the company
is to be competitive in the long term.
Anders Nielsen: At Scania, for two decades now, we
have seen the positive effects on our employees when
they assume greater responsibility for improving and
boosting the efficiency of their own work. High healthy
attendance and motivated employees are central
elements of the Scania Production System and are
essential for good growth.
Christian Levin: And now we have embarked on the
same journey in the sales and service organisation.
We can see the results in many places. It is a matter
of keeping in mind – right from the pre-production
engineering stage – that a vehicle should be easy to
service and maintain. This means less wear on our
employees and it increases their efficiency, which is
also good for our customers.
Anders Nielsen: To further strengthen its sustainability
work, during 2011 Scania established a cross-functional
decision making forum for safety, health and environment,
the SHE Council, which includes four members of
the Executive Board. This new structure will enable us
to achieve further progress and ensure that Scania is a
sustainable organisation, by means of consensus and
a coordinated approach in all our areas of operation.
We have a major challenge ahead of us, for example to
persuade all our employees to think in terms of safety.
During the year, we intensified our efforts, for example
with regard to preparing and training new managers.
Per Hallberg: Scania has a large number of suppliers.
We know that ensuring good conditions for the
employees in these companies goes hand in hand with
good quality for our products and services. We make
demands of our suppliers, both regarding environmental
and working conditions. We work closely with them and
back them up in various ways. Among other things, we
offer training in our leadership model, with continuous
improvements and evaluations according to Scania’s
rating systems.
Sustainable development is also a matter of monitoring
and evaluating operations.
Jan Ytterberg: A responsible approach to our
economic, social and environmental impact includes
actually following up the instructions that we give to our
Anders Nielsen, Executive Vice President,
Production and Logistics
managers. In this way, we can ensure that our operations
are in line with our values. This follow-up includes
monitoring health-related statistics and environmental
factors, aside from the classic financial key figures. We
are refining our Scania Blue Rating monitoring system
and improving the quality of the data that we gather.
We are also clarifying our internal management
systems when it comes to corruption and anti-competitive
behaviour issues. For many years, we have
also monitored our sub-contractors from a quality and
financial perspective. Here, too, we are broadening our
cooperation.
To enjoy the confidence of all our target groups, it is
important for us to be transparent about the results of
our work, not only our finances.
Jan Ytterberg, Chief Financial Officer (CFO)
The key is to work
more efficiently, since
efficiency and quality
go hand in hand.
To enjoy the confidence
of all our
target groups, it is
important for us to
be transparent about
the results of our
work, not only our
finances.
Operations Scania 2011