May 18, 2020

Volvo Trucks Middle East in Sustainability Push

Leadership
construction
Manufacturing
Sustainability
Bizclik Editor
2 min
Volvo Trucks Middle East in Sustainability Push

Volvo Trucks Middle East has announced its commitment to supporting the Swedish truck manufacturer's global goal of becoming the world leader in providing sustainable transport solutions. 

This statement of intent follows the launch of its three new models in January of this year. Ian Drury, Transport Solutions Development Manager, Volvo Trucks Middle East, said: "Volvo Trucks' aim is to become the world leader in sustainable transport solutions, so its total transport solution offer goes hand in hand with the brand's vision.

“Volvo Trucks operates across 2,300 dealers and workshops, in 140 countries, with 17,000 dedicated Volvo Trucks employees, on five continents; this gives us the scope to provide the best of the best when it comes to sustainable transport solutions."

With demands in the maturing Middle East industrial manufacturing and transport market intensifying, business owners are becoming increasingly aware of the total cost of ownership for their businesses, and are seeking ways to maximise utilisation of their products to ensure the best possible value for money. 

Drury, continued: "While running their day-to-day businesses, business leaders want to avoid any unplanned stops, retain a high resale value, and be able to rely on quick and efficient service. 

"Volvo Trucks has also developed the Dynafleet telematic system. This web based system allows our customers to track their vehicle's position 24 hours a day, 365 days of the year, while also monitoring the driver, his driving patterns and habits, and offer coaching and training when needed.

“The Dynafleet system allows business owners to pin-point areas challenging profitability while ensuring that their drivers operate in the safest and most efficient possible conditions.”

This system in now operational in several markets within the Middle East and is part of a package which Volvo says can result in savings of up to seven percent.

The regional construction industry is set for rapid growth thanks to heavy government investments and diversified market drivers, including a growing population, infrastructure development, an increase in tourism, and preparations for the upcoming Dubai World Expo 2020 and FIFA World Cup 2022.

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May 11, 2021

5 Minutes With PwC's Amanda Line on Digital Leadership

DigitalLeadrship
Technology
Strategy
Georgia Wilson
4 min
PwC | Digital Leadership | Strategy | Technology
Amanda Line, PwC Partner and PwC’s Academy Leader on what it means to be a digital leader...

1. Define digital leadership, and what it means to be a digital leader?

Leadership has always required a specialised set of skills, such as curiosity, empathy, and decisive action. In today’s world, there is an urgent need for a new type of leader – one who has a digital mindset and has the skills to drive transformation. With the ever-expanding spectrum of new technologies, we need a new wave of digital leaders who not only understand the application of intelligent technologies in the workplace, but also know how to enable and empower their teams - and that comes from frequent upskilling. Digital leaders are represented across numerous sectors and industries, with a common goal to drive a culture of innovation and transformation. 

2. What do you believe are the essential traits of a digital leader?

Knowledge of digital and data literacy is a given essential to have a strong command of the future economy. In my opinion, what’s even more important are human-centric skills. It is the soft skills such as communication, resilience, emotional intelligence, and entrepreneurial thinking that are pivotal in this new-age digital world. 

Despite the demand for future skillsets, we’re currently facing the biggest skills shortage of our lifetime. PwC’s Middle East CEO survey highlighted that 80% of CEOs believe that a shortage of skills in the workforce is one of the key threats to their organisation’s growth prospects. 

Part of our drive at PwC’s Academy Middle East in leading the upskilling revolution in the region is to facilitate lasting change. We deliver innovative and practical training, that includes both digital and soft skills components, for individuals and organisations across industries to create a truly future-ready workforce in the Middle East.

3. How have these traits changed since the outbreak of COVID-19, or have they remained the same but their significance has grown?

Prior to the pandemic, the World Economic Forum set an ambitious target to upskill one billion people by 2030. This was initiated to tackle the 75 million jobs expected to be displaced by automation and AI by 2022. Since Covid-19, the window of opportunity to reskill has become shorter in the newly constrained labour market.[1] 

The way we live, work and learn has changed drastically, placing digital technologies at the forefront. The pace of change has accelerated the need for upskilling and reskilling. In many organisations and economies, this crisis has highlighted the discrepancy between the skills people have and those needed for jobs in the digital world. 

4. What was the role of a digital leader when the initial outbreak happened?

The need for digital leadership was brought to the forefront by the pandemic. With the huge transition to work from home (WFH), strong leadership has helped guide and steady employees, and ensure continued productivity. Leaders who understand the application of technologies in the workplace have been able to create new drivers for success, including streamlining operational systems, mindful connection of their employees and improved agility in the workplace. 

5. How has that role evolved and what are the next steps for digital leaders going forward in 2021 and beyond?

Eighty-four percent of employers are set to rapidly digitalise working processes, including a significant expansion of remote work—with the potential to move 44% of their workforce to operate remotely.[2] This is a very significant change towards a digital future. Technology is moving at a rapid pace, and having digital skills is no longer a ‘good to have’, it is critical to business success. Leaders and employees alike must adapt to a cycle of constant learning and upskilling to remain competitive.

6. How do these roles mentioned compare to pre-COVID?

Digital leaders were in demand before the pandemic, but now there is an additional urgency for a pipeline of talent with the skills to implement new technologies in the workplace. In order to create sustainable success, digital technologies must be adopted as a core business strategy – and upskilling is key. In 2020, PwC’s Academy introduced a number of qualifications in the region to support training for the digital economy, including the region’s first qualification for AI, the Certified Artificial Intelligence Practitioner (CAIP). 

7. Whilst the initial strategy for digital leaders was to survive the outbreak, what is the strategy for digital leaders as they look to thrive going forward?

We will see more sophisticated technologies being integrated into the workplace, driven by digital leaders. To support these transformations, we will need to close the existing skills gap, and ensure that younger generations are prepared for the future workplace. 

Young professionals will need huge investment in education and skills development. This requires a collaborative effort from governments, private organisations and education providers. In the Middle East for example, PwC’s Academy is working with the regional governments to upskill the national talent for future leadership roles. We also work with the private and public sector for upskilling solutions in finance, tax, HR, marketing, leadership and management, graduate development, digital transformation to name a few. It is this multi 

faceted approach to upskilling that will help our region to thrive. 

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