Scania believes in a proactive approach in relationships with suppliers and collaboration in sector-wide initiatives. They are the key elements that drive positive development across the whole value chain and minimise risk of environmental, ethics and human rights issues.
In an increasingly transparent marketplace, Scania’s suppliers must meet the same standards we demand of ourselves. With more than 1 000 direct and 10 000 indirect suppliers, robust and comprehensive management of sustainability risks is a challenge, but essential. Sustainability performance is not an add-on; it influences sourcing decisions alongside technology, quality, delivery and cost.
Global supplier requirements
Scania is committed to upholding the United Nations Global Compact’s principles relating to labour practices, human rights, environment and anti-corruption in its own operations as well as in its supply chain. Scania Supplier Code of Conduct outlines our expectations and minimum requirements on suppliers concerning labour and human rights, health and safety, environment, business ethics and management. With this as a starting point we work with those suppliers in our global supply chain who maintain fair conditions, and in return we strongly believe that we benefit from higher supplier quality and productivity, while minimising the negative impact during the lifecycle of our products.
Scania is sourcing globally, with the majority of our suppliers located in Europe, South America and Asia and different sustainability challenges exists within countries and industries. To deal with these challenges, we have implemented robust processes for our Tier 1 supplier base. We demand a certain standard of sustainability performance from our suppliers in compliance with our Supplier Code of Conduct and expect the same process for our suppliers to have for their suppliers. There exists greater challenges further down in Scania’s supply chain with an increasing amount of companies located in countries with a high sustainability risk profile according to most risk indices (Scania uses Maplecroft). Through external cooperation with other OEM’s and partnerships, we collectively put pressure to responsibility beyond or tier 1 suppliersto affect and install improvements.
Way of working – key elements
To ensure compliance to our Supplier Code of Conduct, we use a Sustainability “Self-Assessment Questionnaire” tool (SAQ) which is an evidence from documents based tool. The suppliers are expected to fill the questionnaire to demonstrate their sustainability performance in various sections of Health & Safety, Human Rights & Working Conditions, Environment, Ethics and Management. The questionnaire is then used to assess the sustainability risk based on a score.
The SAQ is combined with country risk indices taken from Maplecroft to have a more complete view of the sustainability risk. In cases where the risk appears high, a sustainability audit is performed. Depending on the circumstances the audits are either conducted by a third party or by our own SA8000 certified auditors.
Audits are performed and taken into consideration both to identify the risk and to mitigate it as well.
In case of deviations between a supplier’s sustainability performance and our requirements, a corrective action plan is developed and followed up accordingly. The whole Volkswagen brand and regions network are used to gain efficiency in deviation handling. A characteristic of Scania’s way of working in regard to supplier sustainability is to develop suppliers and thereby also improve Scania’s sustainability performance.
To support this, a key element is to build capacity for the employees who are close to the processes where the risks and improvement potential appear, and hence can influence the most. This approach is reflected in the effort we put in education and training.
All employees within the whole global purchasing organisation receives a mandatory full day sustainability training. We also have persons within the line organisation that has the role of sustainability ambassadors. The purpose of the ambassador role is for these employees to act as intermediators between the sustainability team and the line functions. With the train-the-trainer concept in mind, the sustainability ambassadors receive extra sustainability training to be able to help their colleagues to raise their awareness as well. The ambassadors are also important players when it comes to developing our supplier sustainability tools since they have knowledge that the central supplier sustainability team does not possess.
To have effect upstream the supply chain we are not only building capacity internally, focus is also put on providing sustainability trainings for our suppliers. Scania invites suppliers to participate in sustainability trainings and segment-specific workshops coordinated by DRIVE Sustainability (more information about DRIVE Sustainability further down) in different countries around the globe. In addition to this we also conduct trainings in the Scania-specific demands conducted by Scania staff.
A collaborative approach
Scania works in close collaboration with customers, suppliers and participates in both sector-wide and cross-sector initiatives on supply chain sustainability. Scania is a lead partner of DRIVE Sustainability which is a working group on supply chain sustainability within automotive industry. The Self-Assessment Questionnaire on Sustainability (SAQ), Guiding Principles and training concept are examples of standardized tools and processes applicable to the whole automotive industry that have been developed in by the members of DRIVE sustainability.