Scania annual report 2001

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Employees Respect for the individual is a precondition for the development of employees – both in their work and as human beings. The main key to this is highly skilled leadership and long-term human resource development. Leadership focused on working methods Clear, supportive leadership, with clear allocation of responsibilities, is fundamental to Scania’s continuous improvement efforts. This establishes a creative, secure environment, thereby encouraging initiatives and the courage to break new ground, and rewarding concrete, lasting results. One of the most important tasks of a Scania manager is to teach and to apply the principles that form the basis of the continuous improvement method of working. Employees in the company’s operations often give birth to new ideas and impulses, while their managers stimulate the continuous development of working methods. This leads to lasting improvements in results. Human resource development Scania managers must utilise the talents of their fellow employees and stimulate development. At the same time, each individual employee has a responsibility for improving his or her own skills. Scania’s human resource development work has a long-term focus – from contacts with schools to qualityassured training programmes tailored to the needs of employees throughout their years with the company. During 2001, 10,000 participants underwent training in 200 different courses as part of Scania’s programmes. Scania’s industrial research programme enables graduate engineers to combine permanent employment with research at the licentiate or doctoral level. The Scania Marketing Academy provides academically accredited training that develops leadership talent and strengthens the business skills of Scania’s marketing organisation. The Academy is run in collaboration with the Stockholm School of Economics. Scania operates its own technical upper secondary school in Södertälje, which trains certified fitters and production mechanics. There are also Scania-affiliated industrial schools in Zwolle and São Paulo. Global corporate culture The Personnel Exchange Programme (PEP) broadens the skills of Scania employees and enables them to work in other countries. Since it was established, more than 550 Scania employees have completed the programme. Motivating employees A good working environment, personal responsibility and teamwork provide motivation. Combined with bonus systems, they increase employee participation and dedication. In Sweden, the bonus system is based on the year’s delivery assurance and productivity growth. Funds are transferred to a foundation in which each employee holds shares. At year-end 2001, the foundation owned 0.5 percent of Scania shares. In France, the bonus is determined by earnings, quality and delivery precision, and in the Netherlands by earnings and low absenteeism. In Latin America, the bonus is based on production, low absenteeism, market leadership, teamwork and improvement efforts. With 1,700 employees, the cab production unit in Oskarshamn is one of Scania’s largest plants. 18
Scania’s trainee programme To ensure a long-term supply of employees for key positions, Scania operates a trainee programme designed primarily for newly graduated engineers and economists or MBAs, giving them an opportunity to work for one year in different positions at the company. The programme, which also includes a training period abroad, provides the necessary skills for a successful future career in the world of Scania. Karl Bernqvist, Sweden, procurement trainee: ‘‘Through the trainee programme, I have become acquainted with people and parts of the organisation that I would otherwise not have come into contact with in an equally natural way. It has provided me with the basis for a holistic view that will be of great use to me in my daily work and my future career. During my next training periods I will be working in marketing and production, and finally abroad with an importer or dealership, which I am really looking forward to.” Ronnie Dedden, the Netherlands, production trainee: ‘‘The trainee programme is a fantastic opportunity to learn more about a respected, global company like Scania. For me, product development has been a good place to start, right at the heart of Scania. Now I am looking forward to gaining more experience during my other training periods in production, logistics and marketing.” Anna Wallin, Sweden, marketing trainee: ‘‘During my first trainee period, I have been at a Scania dealership. My work there has given me a good understanding of the customer’s business. One of the high points was when I was allowed to travel with a truck driver for one week and learn how a Scania should be designed to give our customers the best possible working conditions. ‘‘During the trainee programme, I hope to learn a lot about the product, the industry, competitive conditions and especially about the Scania organisation. I am also looking forward to international contacts and personal development.” 19
Page 1 and 2: ANNUAL REPORT 2001
Page 3 and 4: Contents ■ The company Important
Page 5 and 6: Highlights Sales by product area, 2
Page 7 and 8: Sweden Scania’s global sales and
Page 9 and 10: Scania’s vibrant corporate cultur
Page 11 and 12: South Korea leads the way in Asia I
Page 13: it bought part of Investor’s stak
Page 16 and 17: Identity and brand name Scania has
Page 18 and 19: Product concept To enable Scania to
Page 22 and 23: The Scania Production System One es
Page 24 and 25: Research and development The Scania
Page 26 and 27: 24 Scania’s largest truck product
Page 28 and 29: achieves shorter lead times, a bett
Page 30 and 31: The environment Scania is working t
Page 32 and 33: Scania’s Environmental Policy As
Page 34 and 35: During 2001, research and developme
Page 37 and 38: Trucks and buses During 2001, globa
Page 39 and 40: Registrations of heavy trucks in we
Page 41 and 42: was Spain. The number of Scania bus
Page 43 and 44: Buses in Latin America The economic
Page 45 and 46: Buses In several markets in East As
Page 47 and 48: Scania has developed a Code of Prac
Page 49 and 50: Risk exposure As more and more cust
Page 51 and 52: Sales Number of vehicles 2001 2000
Page 53 and 54: Consolidated income statement Resid
Page 55 and 56: With Customer finance operations re
Page 57 and 58: Parent Company financial statements
Page 59 and 60: Short-term investments Short-term i
Page 61 and 62: Note 5 Taxes 2001 2000 1999 Current
Page 63 and 64: Note 13 Short-term investments 2001
Page 65 and 66: Note 22 Items not affecting cash fl
Page 67 and 68: with a retirement age of 65 for exe
Page 69 and 70: Financial information in accordance
Page 71 and 72:
Proposed distribution of earnings A
Page 73 and 74:
Key financial ratios 1 and definiti
Page 75 and 76:
2001 2000 1999 1998 1997 1996 1995
Page 77 and 78:
Clas Åke Hedström Peggy Bruzelius
Page 79 and 80:
Group Management Corporate Units, C
Page 81:
Scania Maroc S.A. Serge Habib 97, B
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Scania annual report 2001

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