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Our vision for the future is clear. And we have the right strategy in place to take us there. 

The beginning of a new era

Now we mark the end of our strategy to 2020 and begin focusing on the next stage on our journey to leadership in sustainable transport. 

 

Since the introduction of the strategy leading up to 2020, Scania has succeeded in combining growth with profitability. We have also laid the foundation for the transformation of Scania, creating a more diverse company in terms of our product and service offering, our geographical footprint, and our people and competencies. This gives us key competitive advantages as we move forward. 

 

Today, in line with our changing business landscape and the complex global forces shaping our industry, we are ready to take the next leap. We have identified the technologies, geographies, and enablers we need to invest in to support our transformation and reduce our carbon emissions at a pace in line or even exceeding the Paris Agreement. Increasingly, we will harness autonomous, connected, and electrified (ACE) technologies, integrating them into our three-pillar approach to providing sustainable transport solutions.

 

Driving the shift to a sustainable transport system has been our purpose for some time. Now we will accelerate the shift by incorporating sustainability firmly into the strategy leading us up to 2025 and beyond. We will do this by focusing on new strategic priorities while using our legacy as a platform. 

Evolving our business model

We are entering a highly complex business landscape. ACE technologies are disrupting the transport industry and making the business environment less predictable. Who our customers are, and what their needs will be, is also less certain. As the landscape shifts, our business model needs to evolve with it. 

 

The principle underpinning our business model is that Scania’s profitability depends on our customers’ profitability. That principle will continue to hold in the future. Electrification and other emerging transport technologies will create new drivers for profitability. 

 

To succeed in this environment, we need to embrace ACE technologies and fully explore and develop the new business opportunities that they offer, while at the same time continuing to excel in what is our core business today. 

Adopting the right mindset

Our new business landscape demands a questioning mindset. Being a transport leader requires us to be highly attuned to technological breakthroughs, regulatory changes, and other shifts in our current market, and be quick to grasp the risks and opportunities these changes bring. .

 

Most importantly, we need to keep learning from our customers to develop the products and services that are right for them. This means bringing solutions to market rapidly to test what works, and changing course quickly when necessary. 

 

Working in this way requires an open mindset and a competence shift within our organisation. It demands that we think and act less like a traditional manufacturing business, and more like a software and services business. 

 

This transformation is already underway, and we have made great progress in developing the entrepreneurial mindset and skills we need to take on the future

Sustainability at the core

At Scania, we do not have a separate sustainability strategy: sustainability is at the core of our purpose and direction as a business. We take a broad approach to sustainability, focusing on three areas where we must be capable to deliver in order to operate sustainably in the future: carbon reduction, circular business, and people sustainability. Find out more on page 31.

Science-based carbon targets

Carbon emissions are our greatest impact on the environment, and the area where we can make the biggest difference. In 2020, we introduced two science-based carbon reduction targets that commit us to reducing our carbon impact in line with the Paris Agreement. These targets are a part of our corporate targets and will have a major influence on our business decisions. 

A high-level illustration of the main components of the strategy that will support Scania in delivering on our purpose of ‘Driving the shift‘. 
 

  1. On our journey, we build on our heritage and learnings from the strategy leading us up to 2020. 

  2. Our view of what the transport ecosystem will look like in 2030 and beyond is affecting the business decisions we make today – investments, competence development, projects, and mindset. 

  3. The strategic focus areas represent the technologies that will change our industry and ecosystem but also the important enablers and geographies we need to focus on. 

  4. Ability to execute gives guidance on how we do it, applying The Scania Way.

  5. The four factors by which we measure success and which are closely aligned with our corporate targets: people and planet, customers, growth and transformation, and profitability and flow.