Volvo 2004 Annual Report Download - page 47

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The SNS project and more
women in leading positions
within the Volvo Group
There is a need for both greater
diversity and more women in leading
positions in trade and industry – for
competitiveness and renewal within
companies and the workplace. Since
2001, the Volvo Group’s President
and CEO, Leif Johansson, has been
a member of a working committee
with the task of ensuring that more
women are given leading positions in
Swedish trade and industry.
The committee has been working
with a project initiated by the SNS,
the Swedish Center for Business and
Policy Studies; a project that is now
being implemented within Volvo to
further increase equality – “The SNS
project and more women in leading
positions within the Volvo Group in
Sweden”.
organization are expected to focus on
execution and involve their teams in the
decision-making process. Customer
focus, open dialog, feedback and individ-
ual commitment are key principles in The
Volvo Way, to align Group strategies and
objectives with daily teamwork.
Objectives and goals are established for
each unit, department, work team, and to
a large extent each individual.
By working towards an open decision-
making process, we strive to attain per-
sonal commitment to common objectives.
We believe that individuals who feel that
their competence, experience and per-
spectives contribute to developing the
Group, will also assume responsibility.
Competence development
Recognition and feedback are key to pro-
moting team and individual development.
Each manager is expected to conduct
regular performance appraisals and involve
employees in planning their competence
development. Leaders and employees also
review these plans.
It is the mutual responsibility of leaders
and employees to ensure that each team
has the necessary skills, expertise and
resources to become successful.
By creating value for our customers we
create value for our shareholders. In order
to make the mission a reality, we need to
continually develop our expertise within
key areas and we must succeed in
attracting new, talented employees.
The Volvo Way
Our values and culture are outlined in The
Volvo Way, which forms a central guide for
the Volvo Group. Its principles set the
direction for leaders and employees in
their daily work.
The Volvo Way is based on the convic-
tion that each employee has the capabil-
ity and desire to improve our operations
and, by so doing, also develop profession-
ally. By moving from word to action,
focusing on execution and realizing
changes faster than competitors, we
strive to secure sustainable success.
Individual responsibility
Leaders throughout the Volvo Group
Employees 45
EXECUTION,
ACCOUNTABILITY
AND RESPECT
FOR THE INDIVIDUAL
Key figures 2003 2004
Average number of employees 73,156 78,196
Share of women, % 16.1 16.1
Share of women in leading positions’, % 13.3 15.3
* Comprises positions held by board members and senior officers.
Aina Nilsson, Design Director, Volvo Trucks.