Developing a competitive corporate culture is crucial for long-term profitability. Unlike technologies, strategies, structures and business models, a corporate culture is unique and difficult for competitors to emulate. This will make it an increasingly significant competitive factor.
A means to improve operations
The Volvo Group’s values and culture are outlined in the booklet entitled “The Volvo Way,” whose principles guide managers and employees alike in their daily work.
The Volvo Way is based on the conviction that all employees have the ability and desire to improve operations and, by so doing, to develop their own skills. To assist the individual employee in this process the Volvo Group actively supports and offer relevant training. By putting words into action, focusing on implementation and carrying out necessary changes faster than the competition, the Volvo Group aims to secure long-term success.
Openness and respect
Our company has a long tradition of open exchange of information and respect for the individual. Participation and dialogue is not only encouraged but necessary since the Volvo Group has a decentralized management.
This means that decisions are made at the level affected, provided that the long term objectives and strategies are met.
Dialogues and clear objectives, with follow-up and feedback, help create the common focus – at all levels.
Measuring progressThe Volvo Group Attitude Survey, based on voluntary participation, is an annual Group-wide survey that offers all employees the opportunity to express their viewpoints regarding their work and propose improvements. The results of the survey are compiled to identify key improvement areas.
The 2007 survey indicates that 86% of employees are satisfied with their work situation