Mapping what matters

Mapping what matters

In recognition of our changing business environment, as well as our commitments to sustainability and responsibility, Scania conducts an annual materiality analysis to understand what the most important areas are for our stakeholders, and to improve how we do business in the future.

Understanding what’s important

Scania’s materiality analysis is part of the company’s continuous improvement philosophy. We engage with our stakeholders, including our partners, suppliers and customers, to find out what they believe are the most important subjects facing the transport industry as a whole and Scania as a company.

Understanding our stakeholders’ views of the material considerations allows Scania to focus on the areas that matter and improve our cooperation. It also helps us to tailor our responses and supports us in getting our priorities right, as well as informing us on our reporting.

In our efforts to play a leading role in the shift towards sustainable transport while conducting our daily operations in a responsible and transparent manner, the analysis provides us with valuable input into important stakeholder expectations.

The analytical method

An online survey was used to carry out our materiality analysis, with external and internal participants. The external participants included Scania customers, customers’ customers, suppliers and industry, capital providers, political decision-makers, regulators, nongovernmental organizations, students, media and labour unions. While the internal participants was Scania employees from different positions and countries.

We used three overarching categories: Sustainable Transport, Responsible Business and Long-Term Business Value. The categories are based on Scania’s sustainability definition. Under these three categories the participants were asked to prioritise the areas in each category. The participants were also asked to choose – without prioritisation – six out of the 28 areas, identifying which ones they felt contribute most to Scania´s long-term performance.

We chose to separate the three categories of sustainable transport, responsible business and long term business value, to make clear that they cannot be compared, and that we need to deliver on all three of them.

The findings

The results of the prioritization by categories are shown in the graphs below:

A safe, healthy and productive work environment is of highest importance, together with human and labour rights for our external stakeholders. Responsible sourcing, Resource and energy-efficient operations, Integrity and Anti-corruption measures are also key focus areas.

Energy efficiency and CO2 reductions are top priority for our stakeholders, and alternative fuels, electrifications and connectivity also rank highly.

Customer satisfaction has an unquestionable place in our stakeholders’ eyes, along with Investment in research and development, plus a Clear and considered corporate strategy. Identifying threats and opportunities to business development and the Attraction and retention of employees were also deemed to be important.

When it came to picking only six topics from 28 areas, the following were felt to contribute most to Scania´s long-term performance by both internal and external groups (in no particular order): Investment in research and development, Customer satisfaction, Connectivity, Energy efficiency and Electrification.

The result of this year’s exercise shows that our focus areas are in line with our stakeholders’ expectations. The highlighted areas in the graphs can be found throughout our annual and sustainability report and on our webpage, where we describe our actions to meet our stakeholders’ expectations.

Our future focus

Scania will broaden the materiality analysis during the coming year, to include a wider range of stakeholders and tap into their expectations on a more continuous basis. The conclusions we draw from these interactions will guide our priorities, not only in the sustainability area, but even more importantly, in our business plans and strategic direction.