How will Scania deal with increasing competition for talent?
Our people are the single most important factor in achieving success. None of our corporate targets will be reached without dedicated and motivated staff. Our targets state that we’re aiming to become the industry leader in sustainable transport. Achieving this requires that we secure the skills we need to hold that position. We need to build on the broad and comprehensive expertise that we already have and to channel it into new roles.
What are the biggest challenges in terms of building and maintaining such a skilled organisation?
Excellent leadership that is both consistent and sustainable over time will provide Scania’s 42,000 workforce worldwide with the framework needed for achieving our goals. As a global company with operations in more than 100 countries, we already have a diverse workforce. Our challenge is to derive benefit from this diversity, by building teams that are composed of people from different backgrounds, with different experiences and different knowledge bases.
How well are we taking advantage of all the knowledge and experience available to us in our global organisation?
Every year, some 2,500 employees take the opportunity to change roles within the company. This is a fantastic example of how Scania is capitalising on the expertise found within its different divisions around the world. However, it is crucial that we continue to develop in this area across the whole organisation, allowing for ongoing, large-scale internal mobility, with opportunities to develop and take on new roles.