Battle of the Numbers. Scania s way of working

Transcription

1 Battle of the Numbers Scania s way of working 1

2 Greater awareness and immediate results Scania s participation in BON has called attention to the need to work with gender equality. Internally, it has raised awareness of the fact that efforts are needed to ensure more women in operative and decision-making positions. Several projects and activities have already been carried out and others are ongoing to sustainably alter attitude, culture and ways of working. A number of specific policy decisions have been taken that directly affect, for example, recruitment and management planning, including: Scania shall be an equally attractive employer to women as to men. The share of female employees and female managers shall increase. The share of female and male managers, respectively, is to reflect the share of female and male employees in the company at all management levels. All management positions shall be advertised. In all recruitment of managers, there should always be a male and female candidate in the final round. Gender equality shall be integrated into all management training. Photo: Dan Boman The Executive Board with Purchasing Director Andrea Fuder, R&D Director Harald Ludanek and President and CEO Martin Lundstedt discuss the BON participants proposals while Cecilia Dyrén and Bettina Kylefors monitor the dialogue. 2 Cover photo: Marie Sjödin Enström, Managing Director, Scania Assistance. Photo: Dan Boman

3 Scania s ten participants in Battle of the Numbers Foto: Peter Joensson Camilla Dewoon Sales and Marketing Manager Scania Latin America Cecilia Dyrén Production Engineer, Axle and Gearbox Assembly Cecilia von Heijne Legal Counsel Corporate Legal Affairs Tove Karlsson Production Manager, Scania Oskarshamn First row: Cecilia Dyrén, Karin Rådström, Maša Sladić, Bettina Kylefors and Camilla Dewoon. Second row: Marianne Ekstedt (Co-Project Manager), Cecilia von Heijne, Catharina Modahl-Nilsson, Tove Karlsson, Anna Lindgren and Jenny Johansson (Co-Project Manager). Bettina Kylefors Head of Engine Cooling Systems Anna Lindgren Purchasing Manager Catharina Modahl- Nilsson Engineering Director The most important aspect of this initiative is that it really puts the issue on the agenda. I m quite certain that no one here at Scania deliberately sets women aside but perhaps this hasn t always been considered a priority. Maša Sladić Controller, Axle and Gearbox Assembly Karin Rådström Director, Vehicle and Driver Services Marie Sjödin Enström Managing Director, Scania Assistance Maša Sladić Controller, Axle and Gearbox Assembly 3

4 At Scania, we have the same share of female managers as female employees, but there are almost only men at the top. We can t lean back and relax. We must continually prioritise this issue; otherwise we will lose focus. Tove Karlsson Production Manager, Scania Oskarshamn Total share of women in Scania (in Sweden) Total share of female managers (in Sweden) Share of women in the Executive Board 16 % 15 % 12 % (20 %) (21 %) Percent Among the first steps taken was to survey the gender ratio A new survey will be carried out at the end of One-quarter female R&D managers within five years One-fifth of the employees at Scania s R&D Department are women, which also equals the proportion of managers. The department s ambition is to raise that share to one-quarter within five years. At present, the share of women in first-line management is okay but decreases as we move up to second- and third-line managers, says HR Manager Malin Sollert, Scania R&D. R&D, just as Scania at large, has decided that all management posts will be advertised and that the HR Department always participates in the recruitment process. Their involvement ensures that diversity issues are not overlooked. The normal process should be that we advertise vacant management positions, says Malin Sollert. We wish to avoid that managers are simply picked. There should always be a female and male candidate when managers are appointed. Additionally, R&D has adopted the principle that recruiting managers should take a second look following their initial yes and perhaps assessment Malin Sollert, HR Manager, Scania R&D. of applications. A female candidate might be transferred from the perhaps to the yes category. This is a lasting effort that required a change of mind. It s important that gender equality becomes part of daily work. We must increase awareness of these issues. 4

5 Participation at the highest level In April and September 2013, workshops were organised with Scania s Executive Board, which included President and CEO Martin Lundstedt. In addition, Scania s BON participants have regularly met with the President and CEO, HR Director and Communications Director to discuss further action and methods to accelerate progress. Photo: Dan Boman Workshops have also been organised with other groups in Scania, including the management teams of the business areas, trade unions, Scania s HR managers throughout the world and sales and marketing managers. Moreover, the ten participants have, in their respective organisations, organised seminars for staff and managers. Workshops with management teams have been held to discuss how to achieve a greater share of female managers. They have also established The BON participants meet with Scania s management. networks within the company to ensure that the results from BON will continue to be pursued and sustained. We feel that we have strong support from the Executive Board. At the same time we have certain apprehensions about how to fully establish the initiative so that it becomes part of our corporate culture. We therefore feel that it s crucial that top management continues to push these issues. Cecilia von Heijne Legal Counsel 5

6 Management homework At each meeting with the Executive Board, the BON participants presented homework assignments. The task was to work with the issues in each respective business area and report back at the coming meeting. Why do we need to promote diversity? What are the commercial and business driven arguments for why we need more women in leading positions? What targets should we set? And when will we reach these targets? What can we realistically achieve, not as a vision but as a goal in my area within one, three and seven years? Who will implement changes? Who would you suggest should drive and manage necessary measures to be taken in your organisation? Establish the present situation with statistics as well as by visualising and communicating the issue in your organisation. Ensure that managers meet with all employees to review and establish an individual career development plan. Advertise all vacant management positions. Ensure that there always is a female and male final candidate in management recruitment. Establish career plans for five female employees with potential for higher management positions. This is a good initiative. It s beneficial for the company but naturally also for the women. Much can be improved and large companies presently have few women in really senior positions. The question is why that is so? Marie Sjödin Enström Managing Director, Scania Assistance 6

7 Key Performance Indicators Scania has established several key performance indicators in order to ensure development in the right direction. Appointed managers and expatriates in relation to advertised positions. The share of female managers in total, among first-line managers and among managers in different business areas. The share of women on boards of directors and as managing directors in Scania s subsidiaries. The share of female applicants and admitted to the trainee programme, to the internal development programme for young employees, scholarship programmes and to higher management training. In Latin America, we face exactly the same challenges as elsewhere within Scania in attracting and developing talents. From a global perspective, it s essential to discuss and take action in this area. Camilla Dewoon Sales and Marketing Manager, Scania Latin America The issue is on our agenda Each month, female managers in Scania s Commercial Operations meet to discuss how female leadership can be promoted. Additionally, leadership meetings are held quarterly to, for example, find ways of enhancing diversity. The issue is very much on the agenda and in more and more forums, we reflect over how we can achieve greater diversity at Scania. This is a question that concerns us all and it s therefore essential that everyone is involved, says Michaela Boye at Commercial Operations. Michaela Boye is a member of Commercial Operation s network of female managers. Photo: Kjell Olausson 7

8 Photo: Kjell Olausson Our way forward Establish a company-wide talent pool and take action to ensure a greater share of women in the talent pool. Establish a specific position to centrally coordinate and continue promoting equality issues. Involve all managers in work with the local diversity plans. Set clear and realistic targets for gender equality and designate specific persons that will pursue issues in Scania s seven business areas. Assign persons in top management with responsibility for the seven areas* that have been identified during the BON project as the most important for attaining more women in operative decision-making positions. Link clear key performance indicators to each area. Organise workshops globally with Scania s management teams to raise awareness and change attitude. *Commit and communicate / Targets and accountability / Gender neutral recruitment / Management try out / Work-life balance / Attitudes and corporate culture / Female visibility 8