Sustainability at Scania
Driving customer profitability through sustainable solutions and pursuing responsible business are complementary long-term perspectives for continuing being a profitable company. While the core of our contribution to society is delivering sustainable transport solutions, it does not mean that our responsibility ends there.
Scania is a global company working on five continents, with customers in more than 100 countries. Every day, our operations and products impact millions of people, both directly and indirectly. For Scania, being a responsible business means understanding and managing these impacts across every stage in our value chain, from the way we source materials all the way through to the end-of-life phase of our products.
Scania’s corporate focus areas for sustainability in the coming decade are defined by our social and environmental impact and in dialogue with our stakeholders.
As part of Scania’s business strategy, we have set three priority areas where we must deliver in order to operate sustainably in the future: decarbonisation, circular business and people sustainability.
Driving customer profitability through sustainable solutions and pursuing responsible business are complementary long-term perspectives for continuing being a profitable company.
Sustainable transport is all about moving people and goods while contributing to economic and social development without jeopardising human health and safety or endangering the environment.
There is no single solution for transforming the transport system into a sustainable one. Rather, a holistic approach is called for, considering the specific transport assignment and the maturity of the transport and logistics infrastructure in different parts of the world.
Scania’s approach to sustainability is firmly rooted in our core values and our way of working. We strive to ensure that our business is sustainable in all aspects and that we are complying with the highest social, ethical and environmental standards.
Pursuing high standards in our operations and in our value chain will strengthen our ability to change the game of transport by generating experience, knowledge and capabilities that can be translated into product and service development as well as giving us the credibility needed on the market.