Volvo 2014 Annual Report Download - page 60
Download and view the complete annual report
Please find page 60 of the 2014 Volvo annual report below. You can navigate through the pages in the report by either clicking on the pages listed below, or by using the keyword search tool below to find specific information within the annual report.-
1 -
2
-
3
-
4
-
5
-
6
-
7
-
8
-
9
-
10
-
11
-
12
-
13
-
14
-
15
-
16
-
17
-
18
-
19
-
20
-
21
-
22
-
23
-
24
-
25
-
26
-
27
-
28
-
29
-
30
-
31
-
32
-
33
-
34
-
35
-
36
-
37
-
38
-
39
-
40
-
41
-
42
-
43
-
44
-
45
-
46
-
47
-
48
-
49
-
50 -
51 -
52 -
53 -
54 -
55 -
56 -
57 -
58 -
59 -
60 -
61 -
62 -
63 -
64 -
65 -
66 -
67 -
68 -
69 -
70 -
71
-
72
-
73
-
74
-
75
-
76
-
77
-
78
-
79
-
80
-
81
-
82
-
83
-
84
-
85
-
86
-
87
-
88
-
89
-
90
-
91
-
92
-
93
-
94
-
95
-
96
-
97
-
98
-
99
-
100
-
101
-
102
-
103
-
104
-
105
-
106
-
107
-
108
-
109
-
110
-
111
-
112
-
113
-
114
-
115
-
116
-
117
-
118
-
119
-
120
-
121
-
122
-
123
-
124
-
125
-
126
-
127
-
128
-
129
-
130
-
131
-
132
-
133
-
134
-
135
-
136
-
137
-
138
-
139
-
140
-
141
-
142
-
143
-
144
-
145
-
146
-
147
-
148
-
149
-
150
-
151
-
152
-
153
-
154
-
155
-
156
-
157
-
158
-
159
-
160
-
161
-
162
-
163
-
164
-
165
-
166
-
167
-
168
-
169
-
170
-
171
-
172
-
173
-
174
-
175
-
176
-
177
-
178
-
179
-
180
-
181
-
182
-
183
-
184
-
185
-
186
-
187
-
188
-
189
-
190
-
191
-
192
-
193
-
194
 |
 |
Increased global presence, new products, new technolo-
gies, demographic changes and more rapid fl uctuations in
the global economy will lead to challenges in the supply of
expertise and resources.
Attracting and retaining competence
The Volvo Group’s ambition is to offer interesting opportunities
and a unique company culture that help us attract and retain the
best people, whoever they are and wherever we do business.
Without engaged employees, who are willing to take an active
part in the Group’s development and future, the Volvo Group will not
succeed in pursuing its strategies. It is therefore important that we
attract the right expertise to continue the development of environ-
mentally enhanced products. The Volvo Group regularly maps the
strategic competence needs, and annually aggregate fi ndings on a
Group level to identify the most important future needs.
The Volvo Group’s Code of Conduct prescribes the minimum
standard our employees can expect from their employer, but also
their own responsibilities.
A qualifi ed talent pool
Multiple factors infl uence the availability of talent for our indus-
tries. These included diminishing interest in science, technology,
engineering and mathematics in some developed markets, limita-
tions in the educational system in some emerging markets and
the long-term decline in the number of people in working age in
developed markets.
In order to develop and attract a qualifi ed talent pool for our
industries, the Volvo Group is engaged in several initiatives, such
as the Volvo Step, a one year vocational training program for
unemployed youth in Sweden, and vocational training schools in
for instance South America and Africa.
Committed employees
A GLOBAL GROUP 2014
BUSINESS MODEL
A HIGH-PERFORMING
ORGANIZATION
The Volvo Group’s vision is to become the world
leader in sustainable transport solutions. A deciding
factor in fulfi lling this vision is our employees and
their knowledge and skills.
56