Scania annual report 2003

EMPLOYEES
Scania grows with its employees
One of the basic values shared by
everyone who works at Scania is respect
for the individual – always treating
others as we ourselves wish to be
treated. Respect for the individual is
also the basis of all leadership at
Scania and is one of the company’s
three core values.
If Scania is to be a first-class workplace,
it requires good leadership.
Leadership
Leadership must be clear, supportive and
with straightforward allocation of responsibility.
This establishes a secure environment
that encourages initiative and that
rewards concrete, lasting results. This is
fundamental to Scania’s development
efforts. At Scania, leadership is based on
shared values, principles and attitudes.
Such leadership creates the preconditions
for change and learning.
Among other things, this implies an
open, clear dialogue that reflects Scania’s
values.
Scania’s human resources policy
Scania should be a highly regarded employer
with competent and dedicated
employees who work in a creative and
healthy environment where diversity
and an ethical approach are cherished.
But above all, leadership at Scania means
a talent for transforming a common way of
thinking into a common way of working.
Managers should be role models for their
fellow employees. It is necessary to lead
through other employees and to set a
good example.
Good leadership means having a holistic
view, while also taking into account the
individual capabilities of employees.
Workplace health and safety
A creative, healthy environment with a
positive working climate is fundamental to
all employees at Scania. At the same time,
each employee is expected to take responsibility
for his or her own situation and
health, as well as live up to the company’s
core values and contribute to continuous
improvements. Employees regularly fill in a
questionnaire expressing what they think
about their work situation and cooperation
with their immediate supervisor and organisation.
For many years, Scania has invested in
fitness programmes in order to improve
the well-being of its employees. This
includes taking advantage of activities that
have a positive impact on job satisfaction,
relationships and motivation.
To help employees who have
nevertheless ended up in the risk zone for
ill health, Scania also has access to other
health-promotion resources, whose purpose
is to enable the employee to regain a
well-balanced existence. The results of the
company’s actions can be measured,
Scania devotes a lot of effort to fitness programmes. “Scaniamilen”, a 10-km run in Södertälje, Sweden,
attracts thousands of Scania employees.
among other things, in reduced absenteeism
due to illness. In Sweden, absenteeism
by Scania employees totalled 5 percent
during 2003.
Human resource development
Of Scania’s approximately 29,000 employees
around the world, nearly 60 percent
are blue-collar employees and slightly more
than 40 percent are white-collar employees.
About 15 percent of the overall Scania
workforce consists of women. More than
60 percent of employees are 26–44 years
old. Scania thus has a favourable demographic
age distribution in its workforce.
Developing the skills of employees and
their ability to work according to common
principles and methods on a global basis
is a prerequisite for Scania’s success.
Once a year, each individual employee’s
human resource development plan is
summarised in a review with his or her
manager.
At Scania, human resource development
is connected to the short- and longterm
objectives and needs of the company’s
operations. Scania thus offers a broad
range of specially tailored training and human
resource development. One example
is Scania Network Training, which gives
employees in the sales and service organisation
goal-oriented training based on
identified needs. In the Scania Training
Management System, each employee has
ANNUAL REPORT 2003 14