Volvo 2015 Annual Report Download - page 72

ACTIVELY EARNING
TRUST
The Volvo Group aims to increase trust and gain long-term strength by managing
andmitigating risks and behaving in a responsible manner across our entire
operations and value chain.
SUSTAINABLE
TRANSPORT
SHARED VALUE
RESPONSIBLE BEHAVIOR
RESPONSIBLE BEHAVIOR
T
o become a world leader in sustainable transport
solutions, we must not only act in compliance with
all laws and regulations, but see them as minimum
requirements. As a responsible company, the Volvo
Group must put ethics and integrity into practice
throughout our organization and across the whole
value chain. This is described in the value chain section on page 24
and forward.
The most material aspects of responsible business behavior for
the Volvo Group and our stakeholders are:
• Legal compliance
• Business ethics and integrity
• Human rights.
Workplace health, safety and wellbeing and diversity and inclu-
sion are also important.
RESPONSIBILITY
THROUGH:
Implementing our Code of Conduct and bringing our
core values and corporate culture to life.
ETHICS AND INTEGRITY
A GLOBAL GROUP BUSINESS MODEL
RESPONSIBLE BUSINESS BEHAVIOR
For us, business ethics and integrity involve risk aware-
ness and transparency regarding our work with anti-
corruption, competition law, tax strategies, political
neutrality and the risk of human rights abuse.
We act as a responsible business by implementing the princi-
ples of our Code of Conduct and by bringing our corporate core
values and our corporate culture to life.
Mandatory Code of Conduct
The Volvo Group Code of Conduct is a mandatory Group-wide
policy for appropriate ethical business behavior and responsibility
towards our stakeholders. Its content is based on international
norms, including the United Nation’s (UN) Global Compact and
the OECD’s guidelines for multinational companies.
The Code has been adopted by the AB Volvo Board of Direc-
tors and is publicly available on www.volvogroup.com/responsibil-
ity. The Volvo Group Code of Conduct is complemented by around
20 other policies that describe in more detail how to address the
code’s minimum standards.
Gamification to increase awareness
During 2015 the Volvo Group Code of Conduct training was avail-
able as an e-learning course and a workshop with open discus-
sions. It was adapted for specific target groups, such as purchasers
and new managers. Since November 2012, 48% of white-collar
employees have completed
the web-based training. In
2016, we will launch the
Game of Conduct as our new
e-learning tool. The target is
for 90% of all white-collar
employees to complete the
training in 2016. The Game
will be available in 14 lan-
guages and it will be followed
by team discussions on ethi-
cal dilemmas. It will be possible for blue-collar employees to play
The Game of Conduct on mobile devices.
To increase awareness and knowledge about the Group’s
responsible behavior among external stakeholders, it will also
be available outside the Volvo Group at www.volvogroup.com/
gameofconduct
Complying with the Code of Conduct
Adherence to the Code of Conduct is monitored through man-
agement control systems, internal controls, audits and the annual
employee survey.
All employees are expected and encouraged to report sus-
pected violations to their superiors. If reporting to superiors is not
feasible or possible, a whistleblower procedure is available, which
The Global Compact
In 2001, the Volvo Group signed the Global
Compact, the UN’s initiative on socially
responsible business practices.
48%
COMPLETED
TRAINING
70