Stakeholder model
The stakeholder model describes the different parties that Scania needs to relate to, and is divided into four major groups. It provides a common language and understanding of our stakeholders.
Scania as a company have to relate to the world around us. We both have to relate to those who could affect us, and those who we want to affect.
The stakeholder model describes the different parties that Scania needs to relate to, and is divided into four major groups. It provides a common language and understanding of our stakeholders and supports and guides you when creating any product, solution, service or communication aimed at a stakeholder, in- our outside of Scania.
Depending on where you are in the organisation the different stakeholders will be more or less important to you in your work.
Questions to answer in each project
- Which stakeholders and target groups are important for this project?
- What do we want them to think of us?
- What can we do to achieve this?
- What ambition level is needed to have the desired effect?
- What to follow up and how?
Scania stakeholder model
The stakeholders we have to relate to are divided into four main groups
For each main stakeholder in the model there is a detailed description with definitions of all the different stakeholders and the wanted perception we want them to have of us.
How to use the stakeholder model
The stakeholder model can serve as a starting point when planning products, solutions or communication activities towards internal and external stakeholders. This will ensure that we have an outside-in and user/customer/recepient perspective rather than an inside-out sender perspective.
Core values
Our core values: Customer first, Respect, Team spirit, Responsibility, and Elimination of waste also reflect the interests of the different stakeholders of the company: customers, employees, society as a whole and our owners. Each core value is described below under the stakeholder they connect to.
Corporate objectives and targets
The corporate objectives are intended to make our purpose more actionable and concrete by expressing it as six aspirations. Each corporate objective has its own key impact areas where our actions can make the biggest impact, based on what we know are the most important priorities for our stakeholders. For each stakeholder below, the corresponding corporate objectives and targets are presented.
While the objectives clarify our purpose and show our desired state beyond 2030, the corporate targets are set on a mid-term horizon. They provide a clear direction and expectation for the company.
People
Definitions and wanted perception
Who
Current, former and potential employees, including long-term consultants, who Scania want to retain, keep contact with or attract
Wanted perception
Be aware of company strategy and targets
Understand their role and feel empowered to contribute to Scania's objectives
Informed on company performance and progress
Feel proud of being part of Scania, our values and culture as well as driving the shift
Who
All level of education, from practical and high school, but primarily university students on selective programs, that Scania want to attract
Wanted perception
Positive opinion about Scania
Feel that Scania is an attractive employer with attractive values and culture
Want to be part of Scania’s journey in driving the shift
Understand the career possibilities at Scania
This industry needs to change. The whole concept of transport needs to change. We need a world of mobility that’s better for businesses, society and the environment. It’s a change we want to lead. And it demands a brand-new type of Scania talent. New skills, new ambition and a new mindset to enhance and inspire our 50,000-strong family.
Who
Employees in other companies, with skills and experience that Scania has a need for and want to attract
Wanted perception
Positive opinion about Scania
Feel that Scania is an attractive employer with attractive values and culture
Want to be part of Scania’s journey in driving the shift
Feel that their contribution will make a difference
Who do we want to reach?
High-performers with the potential to develop Scania’s business specializing in technology, venture build, design, and sales. Both young talent at the beginning of their careers, and people with established entrepreneurial backgrounds and skill sets.
We want fresh thinkers from industries far beyond our own to help us create a new world of mobility.
Who
Organisations representing the interest of the company and the employees
Wanted perception
Feel they make an important contribution to the development of Scania
Feel that they have an active role in creating a positive work environment for employees
Feel that the Scania Principles of Labour Relations are being applied
Employer value proposition
The employer branding strategy guides creating consistent, high quality communication to attract and engage employees. It consists of an employer value proposition "We drive real change" and key benefits. Together they tell the story of Scania as a place to work. It is the foundation of all employer branding activities, including communication.
Nothing is more important than our people
Your commitment, engagement and contribution to our shared purpose to drive the shift is essential. We offer you a healthy work-life balance where you can reach your full potential – whoever you are, whatever you do and wherever you live.
Managing for a great Employee Experience is about paying attention to the moments that matter in an employee’s day, year, and career. It is the sum of all the interactions our people have at and with the company. EX is driven by several dimensions, some of which are Bricks, Bytes and Behaviours.
All three dimensions have to evolve in tandem to secure a seamless hybrid work setup, strengthening the way we want and need to work to bring out the full potential of our diverse population of people.
Behaviours – culture, mindset, leadership and way of working
A purpose-driven culture that is built on trust and encourages collaboration, experimentation, transparency and self-leadership, and where people are rewarded according to their contribution to clear objectives.
Bytes – our digital toolbox
A user-centric digital workplace that enables knowledge sharing and collaboration regardless of time, place and setting. Digital tools and people workflows based on user journeys and value flows.
Bricks – our physical workspaces
A network of spaces that supports all the different activities that employees perform during a workday – as individuals, in teams and through communities and networks.
We come from all walks of life, from all corners of the earth, and in all shapes and forms. But regardless of our individual differences, we all unite in our professionalism, our determination, and in our team spirit.
It’s a strategic necessity for us to make sure we have the right people and an inclusive culture that drives our business forward. We do this in order to be able to make full use of the diversity, competences, knowledge and perspectives of all our employees.
To drive the shift to the sustainable transport future we need to innovate.
Innovation isn’t something that happens in a distant department. It’s in all of us.
You have the power to change Scania. And our industry. And even society. For the better.
Core values
We respect each individual, their skills and opinions
We treat others with respect and expect to be treated with respect. We listen and understand. Everyone can contribute and has the potential to grow and learn over time.
Respect is the foundation of all processes, all improvements, and all value creation.
We all win when we work as a team
We work as one team towards a common goal, united by a joint purpose.
A team includes everything from the smallest group of colleagues, through each brand, up to the TRATON Group itself and our partners. Together we succeed.
Corporate objective
Employees and partners are proud to be part of the Scania family
Corporate targets
This target measures the overall temperature in the organisation through the yearly employee survey, the Employee Satisfaction Barometer (ESB).
This target measures gender balance in management teams. The aim is to improve our diversity, thus increasing team efficiency and innovation as well as getting a more inclusive workplace.
Business
Definitions and wanted perception
Who*
Owners and prospects (potential customers) of Scania products and services – providing transport or logistic solutions for their customers or themselves (own account)
Customer employees interacting with Scania – either in person or digitally – before purchase or during use
Wanted perception
Trustworthy, understanding and solution oriented partner, close to my industry and application. Goes the extra mile and makes me feel in good hands.
Optimal products and services, with seamless integration, high uptime, long service life and high resale value, that enable a successful and profitable business
Preferred choice with premium deliveries, offering sustainable solutions and support through the shift
Who*
Those using the vehicles, often employed by the customers – but can also be small customers themselves (owner drivers)
Wanted perception
An emotional love brand to be proud of
An appealing design, excellent comfort and safe and seamless interaction
Who*
Someone having a need for transport solutions, and willing to outsource this to a transport or logistic provider
Wanted perception
Is forward-thinking with a clear vision for the future that is a good strategic fit for us
Trustworthy, knowledgeable and solution oriented long-term partner for sustainable transports
Reliable, efficient and recognised brand with excellent reputation and proven track record
Why address the customer’s customer?
Another important target group is the customer’s customer. But why should we communicate with them?
We have very tough ambitions for sustainability – and we have to in order to reach the science based targets. Traditional sales to our existing customers won’t bring the volumes and rapid growth that we need to scale the renewable solutions.
Electrification also means complex deals that require both long-term investments and a rethinking of logistics, for example to allow charging at the right time and place – and with green electricity. So we need to team up with those that will make it possible for our customers to begin the transition to sustainable transports. They simply can’t handle this shift by themselves.
The customer’s customers even come to us (and our competitors) for advice on the shift – including their logistics setup, because the transport companies doesn’t have all the answers.
So for this reason we need to target the customer’s customers, and we want them to know that Scania is forward-thinking with a clear-cut vision for the future.
Who*
Companies that Scania are developing and sharing business solutions, technology and infrastructure with, creating added values that are hard to obtain alone.
Wanted perception
Trustworthy, knowledgeable and solution oriented with good strategic fit. Transparent and adhering to standards. Adding value and easy to integrate and interact with.
We believe collaborations are key to creating a world of mobility that’s better for businesses, society and the environment. Tackling challenges together builds braver ideas that make a bigger impact. Faster.
The technology and expertise we need to drive the shift often lies beyond Scania. Partnerships give us access to those skills.
Partnerships at Scania are mutually beneficial. We win together.
Who*
Companies providing Scania with products, components and services, including temporary workforce and assignments
Wanted perception
Scania is trustworthy, respectful, professional and with high standards
Who
Other providers of vehicles and services, competing with Scania
Wanted perception
Competitors view Scania as a role model and benchmark
*Can also be represented by machines (AI) and algorithms
Customer value proposition
The Customer Value Proposition (CVP) defines – on an overarching level – what our customers should associate us with, how we should be perceived by them and what we then need to deliver. It builds on the brand platform and also compiles the vast experience from different areas in Scania into a shared view:
“Ensuring customer profitability and success through tailored solutions – for efficient, reliable and sustainable transports”
The CVP describes what value we offer to all our customers, on a holistic level. It manifests our ambition to drive the shift towards a sustainable transport system, together with our customers.
We're not here to push sales. We take time to understand our customers’ needs and daily pain points, guiding them to what they genuinely need. We are trusted experts that prioritise their best interests and never oversell.
Our customers should get the experience that:
- We know or learn their business, and guide them to the right solutions for them
- We deliver what they consider to be high quality and performance
- We are a reliable partner for them, building on mutual respect, contribution and profitability
- We go the extra mile for them, rightfully earning their trust
All of it combined, our customers should feel that we are better than the competition – that we are premium.
Each department is responsible to deliver on the CVP – and to explore what this means for their customers. The starting point to create value is to listen to the customer to get a full view of their operations – and to understand their actual problems and needs – not pushing for our solutions.
Retail sales management
Commercial Operations use a customer segmentation model that’s based on customer loyalty for their Retail Sales Management.
This means that the sales force has the responsibility to work actively with the profitable core customers and the focus prospects. Marketing on the other hand has the responsibility for the so called oasis customers and prospects.
Research* shows that attracting new buyers is the most critical factor for growth. So marketing plays an important role to help sales to identify hot leads. To do this, we have to address the customers with relevant content with the right depth, and at the right time. And also bring them to our own channels where we can measure their behaviour, and know when they are ready to buy.
*Byron Sharp’s How Brands Grow
Core value
Our customers are the starting point of everything we do
We are only successful when our customers are successful, and we cooperate closely with them to understand their current and future business.
We provide tailored solutions that deliver value, are sustainable and profitable, today and in the future.
Corporate objectives
We have the most satisfied, sustainable and profitable customers
We innovate, invest and scale into a highly transformative environment
Corporate target
Having the most satisfied customers is fundamentally important for our present and future success.
The Net Promoter Score (NPS) is one of our corporate targets and measures customer satisfaction and loyalty by asking how likely customers are to recommend a product or service to a friend or colleague.
NPS can be used as a predictor of business growth. When your company’s NPS is higher than the industry average, you know that you have a healthy relationship with customers who are likely to act as evangelists for the brand, fuel word of mouth, and generate a positive growth cycle.
Society
We want to reach the best results for everyone involved. This means we are not interested in just short term gains and publicity. We genuinely want to get things done. Mindful of who we work with, we take the time to do things properly and draw on experience for success.
Definitions and wanted perception
Who*
Politicians, specialists, civil servants, lobbyists and IGO’s, who have a strong impact on new decisions and regulations, that may affect Scania in short and long terms
Wanted perception
Leader in sustainable transport system
Constructive and solution seeking partner
Engaged expert within the wider ecosystem beyond the transport sector
Sustainable and profitable company with a strong heritage projected into long term presence and strategy
Transparent, fact based and respectful company, open for trustworthy dialogue and cooperation
Who*
Civil servants, experts, researchers
Wanted perception
Same as above
Who*
Opinion writers, influencers, key persons within academia and research institutions and NGO’s that have a strong influencing factor on public agenda and policy debate
Wanted perception
Same as above
Who*
Companies that Scania are developing and sharing business solutions, technology and infrastructure with, creating added values that are hard to obtain alone.
Wanted perception
Same as above
We are leading actor within the business community
Who*
Local politicians, schools, civil society organisations, local journalists in selective markets/locations where Scania wants to serve as a “great local player”
Wanted perception
Same as above
"Great local player"
Who
General public, civilians with no direct connections to Scania establishment, friends and neighbours to Scania employees
Wanted perception
We are a sustainable company that has a positive impact on the planet
We are a technological company with a premium brand and product (positive attitude towards Scania in general)
We are part of the whole society, as a company and through the use of our products and services
IGO’s = Intra Governmental Organisations
NGO’s = Non-Governmental Organisations
Core value
We take responsibility for society and environment
We always act with integrity and look beyond our immediate areas of responsibility, considering the long-term impact of our actions.
We take responsibility both as a group and as individuals.
Corporate objective
Our actions leave a better tomorrow for people and planet
Corporate target
Science Based Targets Scope 3 measures how we are reducing the CO2 footprint of our products when our customers use them. This is affected by:
- Share of sold vehicles that are EVs
- Fuel efficiency of sold vehicles
- The CO2 footprint of the fuels and the electricity that our customers use
Financial*
Definitions and wanted perception
Who
TRATON
Volkswagen AG
Wanted perception
Delivering on targets – profitability, capital efficiency
Premium brand in the Group
Value creation, role model in the integration of the Group
Competent management, focus on strategy and ability to execute
Who
Banks, credit institutions
Debtholders (bondholders, incl. green bondholders)
TRATON shareholders (indirect)
Wanted perception
Strong financial performance
Solid financial structure
Strong risk management
Long term stability
Solid transition plan
Who
Rating agencies (both financial and ESG-focused)
Indices
Insurance companies etc.
Wanted perception
All of the factors above and additionally:
Transparent company
Consistent, qualitative communication
Compliant company
*Including non-financial/ESG-focused stakeholders
Core value
We minimise unnecessary cost by eliminating waste
With a strong focus on continuous improvements, from strategic step changes to operational every-day changes, we ensure high-quality output and efficiency in all areas.
We find and remove all activities that have no value to our end customers and seek to minimise the negative impact of our operations and products.
Corporate objectives
We continuously improve our flows, in small and big steps
We are the best performing company in our industry
Corporate targets
Profitability (EBIT) measures Scania’s operating performance and profitability. This shows Scania’s ability to generate profits from our core operations, without the influence of financing decisions or tax considerations.
Capital efficiency (ROCE) measures how efficiently we utilise capital to generate profits. It helps us evaluate the returns generated by capital investments and determine our ability to generate owner value. It helps us make smart investment decisions.
Stakeholders
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