Volvo 2015 Annual Report Download - page 76

A GLOBAL GROUP BUSINESS MODEL RESPONSIBLE BUSINESS BEHAVIOR
Diversity is a key factor in business performance and
work is coordinated on a global scale. Our long-term
target is for all levels and operations of the Group’s
employee and management pool to reflect the diver-
sity of the world in which we do business.
Building better business with diversity and inclusion
Our second Diversity and Inclusion Week was celebrated across
the Volvo Group in September 2015 with a focus on Building
Better Business. Employees and managers at all levels expressed
how diversity and inclusion improves performance. The Group
Executive Team (GET) is responsible for making Diversity and
Inclusive Leadership (DIL), part of business as usual. The target to
train all managers down to CEO-3 level in DIL by the end of 2015
was not fully met (72% trained). The program continues with a
revised goal to train all managers by the end of 2017.
Room for improvement
We use two key performance indicators to measure diversity, the
Balanced Team Indicator and the Inclusiveness Index:
• The Balanced Team Indicator is a quantitative measure covering
nationality, gender, age and experience across different Volvo
Group entities. The result for 2015 show a need for improve-
ment in terms of diversity in the GET, especially with regard to
nationality. In the level below the GET, average diversity scores
increased slightly.
BENEFITING FROM DIVERSITY AND INCLUSION
• The Inclusiveness Index is based on how employees judge their
workplace to be inclusive. The Inclusiveness Index was stable in
2015, but not at the desired level.
We also measure gender balance in total and at senior manage-
ment level:
• The Gender Balance Indicator shows that women accounted for
18% of the Volvo Group’s global workforce, at the end of 2015.
This was at the same level as 2014. The share of women among
presidents and senior executives was also flat compared to the
previous year, at 21%.
For more information about diversity in the Volvo Group according
to region, gender etc., see the GRI G4 supplement, available in
mid-March 2016 at www.volvogroup.com/responsibility
GENDER DIVERSITY OF THE VOLVO GROUP WORKFORCE
%2015 2014
Share of women 18 18
Share of women, presidents
and other senior executives 21 21
increase awareness and
reduce accidents during
loading and unloading. This
best practice is now part of
a global safety directive to
be launched in 2016.
Measuring for
improvement
In 2015, our Lost Time Acci-
dent Rate (LTAR) was 1.38
covering 91% of employees. This was in line with the target of
1.3for 2015 and an improvement of 13% compared to the LTAR
rate 2014 at 1.6.
This year there were no fatal accidents compared to three in 2014.
In 2015 over 29 of our production sites were OSHAS 18001-
certified. To ensure that our health and safety culture is visible in
our workshops and in employees’ behavior, we follow up through
OSHAS 18001, Volvo Production System and health and safety
audits.
In 2015 we achieved zero accidents at 13 plants the same as
2014. There are economic as well as social benefits of being
accident free and one example is our production plant in Linyi,
China, which has been accident free for 7 years.
Safety is one of Volvo’s core values and our ambition is
zero accidents for our employees and our customers
with our products. The Volvo Group has a strong focus
on health and safety in the workplace and we believe
performance and engagement are strongly linked to wellbeing.
During 2015, we launched an updated Health and Safety Policy
based on the belief that accidents, near misses and work-related
illnesses can be prevented. The new policy sets out where mini-
mum standards, training, awareness and upstream integration in
our product and working processes should be applied.
Health, safety and wellbeing to improve efficiency
Health and safety is also important when it comes to working
more efficiently. For example setting ergonomic targets was part
of the transfer of activities to increase efficiency in cab and ve hicle
assembly in Europe. On engine and axle assembly lines in Ghent,
Belgium, the number of workstations with very good ergonomic
conditions increased from 10% to 90%.
Mental health is included in our policy and a global plan has
been launched to increase awareness and work more proactively
in this area.
The Volvo Group Health and Safety Award 2015 was given to
the Logistics Services Distribution Center in Ghent for implement-
ing a preventive and simple way of working with the truck driver to
DEVELOPING HEALTH, SAFETY AND WELLBEING
ACCIDENT
DECREASE BY
13 %
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