Delivering a little bit better results than our competitors in all phases of an economic cycle unfortunately only dampens our misgivings, but hardly change the fact that:

– When there is no demand or too much competitive supply depressing rates the burden of heavy investments is terrible.

– Being the preferred supplier enables us normally to keep our units employed at low rates though, such that it only helps our companies to remain intact over the cycles.

The structure of Stena AB with Stena Property, Stena Line, Stena RoRo and Stena Adactum as countercyclical profitable activities this year has once again enabled Stena AB to produce a positive result for its total entity in 2018. My family loves properties and Stena Sessan has therefore, when Stena AB sold out 18% of their properties acquired a substantial part thereof. 

Stena Metall, through Stena Recycling, is now with the investment in the Nordic Recycling Center in Halmstad and the acquisition of IL waste-paper collection-company well established as the leading recycler in the Nordic countries. Its financial results have recovered up to the high level we enjoyed ten years ago. 

The yearly results for the Stena Sphere of companies for 2017 and 2018 are estimated to be about MSEK 1,500. In comparison to a turnover of about MSEK 60,000 this is far from satisfactory.

For 2019 we believe the tanker markets for gas, crude and refined oil will significantly improve. Stena Drilling might cover their operating cost but will have more or less nothing to cover their very heavy capital costs with. Stena Line and Stena Adactum might maintain their positive developments, whereas Stena RoRo and Stena Property will meet increasing supply by other actors dampening their markets.

Stena Recycling is of course a very interesting piece of business. As what they collect has less and less value they are very dependent on strict adherence to environmental laws by the authorities and actors in society at large.

Digitalization goes on. At a recent trip to Israel I was overwhelmed by the enthusiasm the Israeli society embraces the new opportunities by going digital. They love science, digital and Nano technologies. They love creating apps. They also love AI or artificial intelligence. The possible combinations are immense. Per capita Israel is the leading country for starting new companies. To start new activities in old companies as well as starting new companies is changing the world. Past year we have ourselves some good examples of activities:  

New trade management tools to monitor and optimize our volume forecasts and capacity planning by AI and machine-learning. The Stena Danica is a new platform for testing digital techniques and services in order to achieve more personalized experiences and more efficient processes caring for our customers, consumers as well as customers of freight. The power of Big Data is there to build upon and drive more value from our consolidated data platforms in place. Stena Bulk’s digital platform Orbit, is deve-loped by our company and starts to be used for more efficient and simpler operation planning. Robotics and Machine Learning technology will continue making our Human Relation and Finance processes faster and more reliable and precise. By better using the sensors on board our ships we can better be warned of latent risks for break downs and alternatively prolong main-tenance cycles, when there are no risks. 

Digitalization goes very well to combine with sustainability. Stena Recycling will introduce AI for planning the optimal routes and time intervals for waste collection by trucks. The Stena Scandinavica is already saving 5% fuel per trip by combining AI with skilled people on the bridge.

Further sustainability actions though by conventional means have been undertaken by Stena Line, who has replaced 85% of identified 50 disposable plastic items on-board with sustainable alternatives. Stena Metall has successfully as the first industrial company issued a Green Bond in Oslo. In our modern ships we have and are installing exhaust gas scrubbers effectively cleaning sulfur away from the ship´s exhaust gas. Phase I in our project to install batteries on Stena Jutlandica for reduced emissions and operational costs has been completed. Phase II is initiated. Stena Property has increased their provided summer jobs with 50 to 350 summer jobs to our tenants this year. I am glad that the first volunteers from Stena Line to work on the Mercy Ship’s vessel Africa Mercy has been sent out.

Despite all negative financial news said above about this year, our commercial achievements in difficult markets deserves some admiration.

Every drilling unit secured new contracts for 2019 in 2018. The gas market is booming from past October and we have entered short contracts for our LNG ships putting us in a good position for negotiating profitable contracts in 2019. With 54 gas-carriers under management Northern Marine constitutes a very valuable support to our negotiations. Suezmax tanker rates start to pick up and we have chartered in six ships on advantageous terms. Two RoRo ships have been sold, with a net gain of MSEK 339. New profitable charter contracts for existing and ships on order have also been entered into. For Stena Line car and freight volumes are up 3% versus last year. Stena Property sold properties with a net gain of MSEK 500 to outside parties and to Stena Sessan Group with a net gain of MSEK 3,500. Ongoing production covers 1,400 new apartments 50% rental and 50% condo-miniums. To facilitate anticipated investments in 300 new windmill projects Stena Adactum has sold 65% of Stena Renewable with a net gain of MSEK 160 to AMF Pensionsförsäkring AB and Kommunal Landspensjonskasse.  

All our achievements would never have been possible, if it was not for everyone contributing to a very positive Collaboration. This capacity is our trade mark and a big cause for our pieces of success. It is a day to day work. It is in projects. It is in digital transformation. Many people from outside look at us as loving Speed paired with Simplicity and Courage. Simplicity creates speed. It shall be easy to do the right thing. Taking initiatives is good as long as everyone keeps up being Ready for Anything and always communicates and faces the Truth in time. Failure shall not disgrace a person. Caring for each other, we shall not blame each other as long as an act has been well prepared and risks have been evaluated in earnest and the Truth is told in time. Everything we do has hopefully a positive side, but normally also a difficult side to handle. Our future success is so dependent on how we with good judgement and care can handle the dualities and keep on stepping forward.

With this I want to thank everybody for all your endeavors during 2018 and wish you a Merry Christmas and a Happy New Year.

Dan Sten Olsson

Gothenburg 3 December 2018

Many of our values are captured in the key words “Care”, “Performance” and “Innovation”. These concepts characterise how we relate to our business and how we conduct ourselves at Stena. For some years now we have also described our company with the words “Speed”, Simplicity” and “Courage”. They are goals many large companies strive to reach, but we believe that they describe the company we are. I hope it’s correct, because if it is true, we are looking at an extremely exciting time ahead.

We all know that new technologies are fundamentally changing our world. We have new ways to communicate, we make auto-matic decisions based on data, we consume completely different things and so on. Personally, I think it is an extremely positive development which will give mankind great opportunities for con-tinued prosperity and give companies opportunities to develop new business. I refuse to accept, however, that the knowledge, history, and market position we have at Stena would make us inferior at leading this evolution compared to start-ups that are often without capital, organisational depth or experience.

Many of the transformation initiatives we are undertaking in our companies are inspiring. Stena Line’s success with Trade Management is impressive and is already showing good results. Likewise, I believe Orbit in Stena Bulk can become a real compara-tive advantage that can potentially transform the entire tanker industry. We hope to see more such projects, which are both visionary and useful to our business, here and now.

However, we are not fast enough. We also need to rely on external expertise. Our stake in the forwarding company N-TEX has provided invaluable insights into how many of Stena Line’s customers are thinking. We also recently bought a software com-pany called Gravity, located in Hong Kong, who have the ambi-tion to make N-TEX redundant through digital technology. Even that company gives us interesting insights and perspectives. My ambition is that both companies will be successful in transform-ing our markets. I expect that we will continue to make acqui-sitions that will give us deeper and broader knowledge, so that Stena can become a more insightful and competent company.

An important insight for me in the past year is that great trans-formations and disruptions will not appear like a lightning bolt from the sky, but rather will be the product of a culture that grad-ually evolves, where we continuously collect data and incremen-tally experiment with new solutions, applications and solutions.

I have the privilege of working closely with our owner, Dan Sten Olsson. Much of the company’s and Dan’s personal success is due to constantly being curious. To constantly seek the truth and new truths. But what makes Dan unique is not only his curiosity, but also his imagination. It is when new knowledge is transformed into business value that we have moved the company forward.

It is possible to train both curiosity and imagination. I think for example that it’s important to have inspiring and intelligent friends. Develop your network, as it’s called in modern speak! I also think it’s important to not waste the limited time we have on earth, but to actively seek knowledge and insights all the time. I would urge all of you to be innovative, to be bold, to be fast and not least to develop your business imagination.

With our strong culture, the new technologies will play right into our hands.

Carl-Johan Hagman

Stena Rederi AB

In February 2017 Stena Line became partners with Mercy Ships – a charity organisation sailing around the world bringing free, life-saving medical care to where it’s needed the most. The aim of the partnership is to raise awareness of Mercy Ships, increase the interest for donations among Stena Line’s customers and partners, as well as promote volunteering among employees to share their unique technical and naval competence.

“In Mercy Ships, we have found a partner that is committed to helping those who need it the most, and like us see the benefits and the flexibility of having the ocean and ships as your workplace. This partnership is the most important part of our social sustain-ability initiatives, as it gives us an exciting opportunity to involve our employees, customers and partners in helping to make a difference. It also embodies our core value – care”, says Niclas Mårtensson, CEO at Stena Line.

This year’s Round Up for Charity campaign ran from 1 November to 27 November, with the end date marking this year’s #GivingTuesday – a charity equivalent to Black Friday and Cyber Monday, where instead of shopping you are encouraged to make a charity donation. During the time Stena Line’s customers donated SEK 175,324 SEK, beating the result from last year’s donation campaign which ran for twice as long. With the additional contribution from Stena Line, rounding up as well, the total amount of SEK 200,000 will enable Mercy Ships help 133 people to get their sight back on board the hospital ship Africa Mercy.

“Because everyone on board Africa Mercy is there on a volunteer basis, we have managed to reduce the cost of an eye surgery to approximately SEK 1,500. We are grateful so many of Stena Line’s customers chose to support our work and by doing so this has helped to change many lives. It has also been great to see the enthusiasm and engagement among the employees at Stena Line during the campaign,” said Tomas Fransson, National Director for Mercy Ships Sweden.

GREAT EXAMPLES OF HOW THE STENA LINE PEOPLE CARE

Collection boxes

One of the first employee initiatives came from Business Region Denmark where they started with collection boxes on board. A brilliant example of how to increase the awareness of the Round Up for Charity campaign among our guests and generate extra donations.

Calendars Business

Region Germany created a calendar to motivate all their “ship lovers” to donate money. If you made a donation of five Euros or more to Mercy Ships, you were given a wall calendar with beautiful images of Stena Line’s vessels.

Crossing the Irish Sea

On board the Stena Superfast X the employees decided to row and cycle across the Irish Sea in order to raise money for Mercy Ships. People from all over the ship took turns peddling and rowing during the crossing between Dublin and Holyhead.

Quiz-walk

To highlight the end of the campaign and to celebrate this year’s #GivingTuesday* Business Region Denmark organised a quiz walk. By making a donation of SEK 50 or more and answering questions about Mercy Ship, Stena Line and their partnership the participants had the chance of winning a nice prize.

*#GivingTuesday is a charity equivalent to Black Friday and Cyber Monday, where instead of shopping you are encouraged to make a charity donation.

When visiting Africa Mercy, Sarah truly got an understanding of the magnitude of Mercy Ships’ work. 

“I can’t think of words to describe the experience.  The work they do is amazing, and it is not until you get there you realise how big of an operation it is. It is not only this huge hospital ship where they perform surgeries, but also tents and buildings ashore where they set up an eye clinic, a dental clinic and waiting rooms that get packed with people every day waiting to get help, says Sarah Scowcroft, Cabin Assistant on Stena Superfast X.

She also got first-hand experience of the life-saving work the charity do, and how the big little things Stena Line does contribute to Mercy Ships.

“During my visit I got to see a surgery being performed, met patients and heard all of their stories. It was quite emotional, but it also felt good to know we are a part of this. Our input might be small on the massive scale, but it has impact, says Sarah. 

One of the essential ideas behind Mercy Ships is that when the ship moves on, the good work stays. That is why the charity offers specialised training to local health professionals, provide medical tools and resources as well as help build better medical facilities. For example, in Guinea they built a dental clinic next to the university where a number of dentists are training. They also establish a Hospital Out-Patient Extension (HOPE) Center to provide housing for patients and caregivers. 

“Visiting the HOPE Center was one of my best experiences. We got to play with the children who were recovering there, and I realised I need to do something for Mercy Ships every year now, for the rest of my life. I’ve been talking about it with the crew since I got back home, and it’ll be hard to top the 34 mile hike from last year, but we’ll figure something out, says Sarah

– I was so happy when I saw the result. We have worked intensively these past few years on measures to increase security for those who live with us, and we have worked with the attitude that this is possible. Tenants have also been involved and able to influence the actions we have taken, says Ann-Catrin Dryselius, Property Manager, Stena Property Gothenburg.

Stena Property has long worked with relationship management in Tynnered, but in the past year this work has intensified further.

– We have extended open hours at our field offices, we have contributed to more leisure activities for children and young people and our tenants are engaged as neighborhood watch.

INCREASED LIGHTING

After dialogue with the tenants, many physical measures in the outdoor environment and common areas have been undertaken.

– Outdoor lighting has been replaced and 90 new lighting points have been set up, and courtyards have been rebuilt, says Ann-Catrin Dryselius.

Even the stairwells of Stena Property’s 15 properties on Briljant- and Smaragdgatan have received increased lighting, and simultaneously been repainted with bright colors. Tenants have received security doors on their apartments and storage spaces, and new electronic access control and intercom systems have been installed at entryways and in public spaces like pram and bicycle rooms. 

– Previously, keys had been in circulation and unauthorized individuals have entered where they shouldn’t. The new access control system has helped minimize the problem, says Ann-Catrin Dryselius.

COLLABORATION FOR CONTINUED SECURITY

The result of the additional customer survey sent out to tenants on Briljant- and Smaragdgatan this year shows that security increased substantially in most categories like security and safety in the home, stairwells and courtyard. The perceived security of being out at night has increased by 26 percentage points.

– We as landlords are acting within a larger context. Our actions have weight, but we are not responsible for the whole of society’s development. Therefore, we have extensive relationships with the municipal district, other property owners, tenants’ associations and police.

CHANGE IS POSSIBLE

Police have classified parts of central Tynnered as particularly vulnerable, which means that the police increase their resources in the area to reduce criminals’ impact on the local community. In the police department’s report, presented in 2017, there were 23 vulnerable areas in Sweden. Briljant- and Smaragdgatan belong to one of the affected areas with 501 apartments. In total, Stena Property owns 1,506 apartments in the area.

– We work closely with Stena Property. From the police’s side, our work is to prevent people from experiencing violence where they live or go to school, as a first priority. With our security and crime prevention measures, we aim for central Tynnered to be written off as a particularly vulnerable area within a few years, says Linda Bergvall, municipal police officer for southern Gothenburg.

– Our improvements in the area show that change is possible, says Ann-Catrin Dryselius.

STENA PROPERTY BUILDS FOR THE FUTURE

Over the next few years, the apartments on Briljant- and Smaragdgatan will be modernised. The plumbing will be replaced, the bathrooms renovated and the ventilation systems improved for both a better climate and also lower energy consumption. The facades will be repainted and balcony railings changed to recreate the building’s original design. In addition, the land-
scaping around the properties will be refreshed. Stena Property also plans to build new apartments, a kindergarten and a nursing home which will be partly finished in time for the city’s 400-year anniversary.

We’re developing the area, because we believe in Tynnered.

“We want to be the customer’s first choice and enhance the visibility of our brand. We can accomplish this by providing better digital services for our customers and by clearly stating what we do as a property owner. On the website, which is mobile-optimised, customers can find answers to frequently asked questions, and easily find My pages where the customer can take care of various service items”, says Lena Grahn, Communications Manager and Stena Property’s project manager for the
new site.

During the first two months, the Question and Answer feature had around 22,000 page views, with “How does your queuing system work?” as the most frequently asked question visitors wanted an answer to. In the month of October, the site had nearly 27,000 visitors total. 

URBAN DEVELOPERS WITH A FEEL FOR RELATIONSHIPS

In recent years, Stena Property has evolved from being primarily a property manager for rental apartments to a prominent urban ​​developer. The new site thereby features Stena Property’s many different activities. The reader can see where we’re building new rental apartments and co-op apartments. 

The new site has the same URL as before: www.stenafastigheter.se/en

Come have a look!

“We are helping create the change that many are asking for”, says Victor Rondahl, Plastic Sales Manager at Stena Recycling.

Stena Recycling, one of the leading actors in plastic recycling, shares the same mind as its customers in viewing plastic as a valuable resource. It’s a resource that can actually be recycled, but this requires both expertise and willingness to take the lead in the development of efficient processes.

Earlier this fall, a new recycling process was established at Stena Nordic Recycling Center to recycle soft plastic – the type of plastic used in plastic bags and garbage bags. Stena Recycling collects large amounts of plastic waste from its network of business and industrial clients to use as raw material in the recycling process. In this process, the plastic waste is transformed into plastic pellets that can be used to produce, for example, new plastic bags or garbage bags.

“Thanks to our close collaborations with industry and business, we can now create circular material flows for this type of plastic. The fact that we have the whole recycling chain in Sweden means the material and its value stay within the country, a clear benefit both economically and
environmentally”, says Victor Rondahl.

“This is an example of sustainable management that shows that we can use plastic in the future if we do it the right way.”

See the film Re-Think Plastic and browse interesting articles about plastic on Stena Recycling’s campaign page about plastic.

Meanwhile, there is more to do. It’s about helping customers choose the right strategies with regards to optimising their own plastic processing right from the start of production. This way they can save both time and money, and take an important step in more efficient production and a more sustainable company profile. This can include every-thing from selecting a product design and plastic that is suitable for recycling to training employees in sorting correctly and using collection equipment adapted to recycling material.

“Plastic processing is rapidly becoming increasingly important for our customers. Close collaboration is key in order to create more circular solutions and a larger market for recycled plastic. Through our combined expertise, we can create value in the entire “ecosystem” and make it easier for vehicle manufacturers and others who are re-thinking plastic as a resource”, says Christoffer Wahlborg, Key Account Manager at Stena Recycling.

This and other issues will be addressed at a learning day on the 4th of April 2019, hosted by Stena Recycling at the the Stena Nordic Recycling Center in Halmstad. Invitations have been sent out to customers and other stakeholders to give them an opportunity to increase their knowledge of recycled plastic as a valuable material, whose value ​​can be created through optimisation of plastic handling and the recycling process.

Beyond soft plastic recycling, in the spring Stena Recycling will institute a process for recycling plastic from electronics. The recycled raw material will be used in the production of new plastic parts for electronics – and yet another a circular flow
is created.

“2017/2018 was a good financial year in many ways. The overall market conditions were good, which facilitates profitable business. Although market uncertainty increased during the last quarter, the market conditions were favourable for most of our businesses during the year.

I am very pleased that we are continuing to elevate our position. This is thanks to continued improvement across all areas of the Group. I am particularly pleased with the quality and creativity of our combined business acumen. This has led to many new value-added business deals for us and for our customers.

This year’s results are proof that we have the right people with the right skills in the right place, which is a prerequisite for success. We will build on this further by continuing to develop our expertise in all areas.”

Read more about Stena Metall Group’s financial year 2017/2018 in the Annual Report and in the Annual Review & Sustainability Report, which can be found on StenaMetall.com.

EIGHT DECADES OF UNIQUE HISTORY 

Stena AB’s brand manual begins with the words “It is amazing how important a logotype and a symbol can be.” – it’s as true as can be! A brand is a company’s identity and it carries the impressions of all those who come into contact with it. Behind Stena’s logo lies eight decades of history and unique entrepreneurial spirit. In Stena AB’s brand manual, the image behind the logo is symbolically described thusly: 

“It is not hard to look beyond the Stena logotype and imagine a young Sten A Olsson at the helm on his first ship Dan. Next to him stand millions of ferry passengers with excitement in their eyes, thousands of containers en route to faraway destinations and billions of drivers filling up with fuel that has been carried safely on our tankers from half a world away.”

Indeed, not all of the hundreds of registered companies now fit in this image, but it is a powerful metaphor to carry for all of our 16,000+ employees at Stena AB.

THE IMPORTANT DOCUMENTATION

Stena began early on to document its history in pictures. Furthermore, much work has been done to structure all the material in both manuals by building up an extensive media bank. This helps keep the logo, graphic design profile and values intact the world over even as the company grows.

CONSISTENCY AND LOYALTY

Why is it so important to think about how consistently we use our brand, colours, tone of voice and fonts? 

“Well”, says Lena Alvling, General Manager Marketing & Corporate Events, Stena Bulk, and Head of Stena AB’s Corporate Identity. “If you’re successful in building trust in a brand and what it stands for, this also hopefully generates loyalty among both customers and employees, which leads to repeat business, proud employees and thereby better results. Being a well-known brand often plays a decisive role in a customer’s choice and increases opportunities to quickly gain a foothold in new markets, creating the conditions to charge higher prices or generate greater volumes than competing brands. So, there are many reasons for why it’s important to care for the use of Stena’s brand in big and small ways”, summarises Lena.

AN INVALUABLE ASSET

It is often said that “Our brand is our most valuable asset”. A brand is an immaterial asset that’s difficult to put a price on, but invaluable if cared for properly. A well-established brand is worth a lot. A couple of examples: in 2017, Apple’s brand was valued at MUSD 185,000, and Swedish H&M was valued at MUSD 20,000 (Interbrand 2017).

Carl-Johan Hagman, CEO of Stena Rederi adds, “Our white S on a red background is not only what unites the otherwise operationally decentralised Stena companies – it may also be our greatest asset”. “The asset must of course be respected and nurtured. It is strictly forbidden to undermine our common brand on one’s own initiative”. “Our culture, our products and our relationship to the whole world around us is aggregated in our brand”.

GUIDELINES ARE AVAILABLE

Stena has over the years invested heavily in terms of both time and money to fill the brand with what we stand for and what we want Stena to be known for, i.e. reliability, innovation, quality, care and commitment. The other “invisible” values of a company can be technology and know-how. These values are an essential component of the overall value of the business and it is thus important that we care for the whole of Stena’s brand and are careful about how we handle it.

All the guidelines for Stena’s brand can be found in the Brand Manual in the media bank on Stena AB’s intranet. If you have any questions, please contact Lena Alvling.

FACTS ABOUT STENA AB’S PRIMARY LOGO

Stena’s primary logo consists of two elements: the Stena flag and company name as well as a slogan. The Stena ‘S’, the symbol on the flag, represents the company’s origin. The methodical use of a limited number of fonts, as well as the selected red and blue colours also help create a distinctive identity and a high recognition factor.

The story behind the company is an important part of the platform for continued success. The groundwork for what has become the worldwide Stena Group was laid in 1939 when Sten A Olsson started his business in the steel and metal industry. He hailed from Donsö, an island in the Gothenburg archipelago and his dream was to own his own ship. In 1946, the dream came true and he bought his first ship, Dan, named after his son, Dan Sten Olsson. The ferry business was started in the early 1960s and over the years became a significant part of the company. In 1972 the company was divided into two parts, Stena Line AB and Stena Metall AB. In the 1980s, both Stena Property and Stena Sessan were founded, as well as the tanker companies Stena Bulk and Concordia Maritime. In 1990, the business expanded to include offshore drilling. In the early 2000s, Stena Adactum was founded with a focus on long-term investments in other industries. The rest of the story leading up to today is an impressive series of developments in many different industries, leading up to today’s multi-faceted company with a turnover of MSEK 60,000.

“Safety, high quality and deliveries that meet or even exceed our customers’ expectations characterise the way we operate and our brand. It is crucial to handle unexpected events and emergencies in order to protect our employees, customers and guarantee our deliveries in the event of a crisis. The responsibility rests largely with our companies, but to coordinate and be of support, we have at the Stena AB level developed a new structure to handle potential crises”, says Staffan Hultgren, Vice President of Stena AB.

Stena has so far been spared from major crises. But when the terrorist attack on Drottninggatan in Stockholm occurred last year, many employees from different companies in the group were in the vicinity. It became clear that among other things, a common system for crisis communication was needed. In this situation it was Linda Mickelson, HR Manager for Stena Rederi and Magnus Carling, Information Security Manager for Stena AB who took on the task of trying to reach everyone who could possibly be in the area – which required relatively extensive detective work.

“The incident showed that we need to be better prepared. Crises can look so different today and may span many areas. When it comes to safety at sea and security on board we are very competent, but now we need to take an even broader approach”, says Magnus Carling.

Together with Linda Mickelson, Magnus Carling leads the effort on joint crisis work in Stena AB, as designated by Staffan Hultgren. The crisis group will not be an operational group, but rather a planning unit that coordinates the other groups in the company. It will also manage the crises where several companies are impacted and will lead joint Group exercises.

“By working across the entire Group, we can gather valuable experiences from other companies and spread this knowledge”, says Linda Mickelson.

Unexpected crises, beside terrorism for example, can occur due to natural disasters, cyber attacks and accidents. An example of an accident that had serious consequences for the entire country was when a Polish airplane crashed in Russia in 2010. Onboard were, among others, the President of Poland, several high-ranking politicians, military leaders and trade union leaders.

“Even though it is well known that you should not let all key people travel together in this way, many organizations still do just that”, says Magnus Carling.

The timetable for this crisis work states that the organization and the process must be in place before the end of the year. After that, exercises will begin on a smaller scale. Then the goal is for all companies in the Group to practice at least once a year. In parallel, an emergency communication system will also be established so all employees can be reached when necessary.

“With more knowledge we will be able to protect lives, values ​​and our brand”, says Magnus Carling.

WE ASK LOTTIE KNUTSON

Lecturer, journalist, writer and chair of Stena Line’s board of directors with extensive experience in crisis work and crisis communications – including SAS air crash in Gottröra, the tsunami disaster, the volcanic ash cloud and a number of cyber incidents.

What should one consider when building up crisis team work?

– The risk today is that we base too much of our preparedness on different apps and digital systems. It creates enormous vulnerability if we get hacked. What do we do if we, for example, can’t use our own website for information, can’t reach our phone contacts, can’t make calls with our mobile phones or even come into work because our digital access control isn’t functioning? Digital tools are good and we should use them, but we need to practice the analogue as well.

How do we do that?

– It’s important to really test, practice and think about what can happen if the ordinary digital systems are knocked out. A good first step might be to have a parallel website so you can access information anyway. The emergency checklist you have should also be in paper form. The costs of the attacks may be extreme if you are not prepared. Just look at Maersk who lost around MSEK 2,000 because they were vulnera-ble to a cyber attack. Or the alleged IT scandal that hit the Transport Agency, which led to a number of board members and senior management being shown the door. 

With challenging market conditions the whole Stena Drilling team were fully aware of the importance of all tender bids. Large amounts of requested information against tight deadlines represented a new dynamic work schedule for all involved. 

The objective was simply not to respond but to showcase Stena Drilling as the optimal selection for the potential client. A new tender now became a department wide project involving close collaboration to ensure we achieved the highest quality of responses. The successful operational and safety endeavours from previous campaigns provided the foundation for all the bids and furthermore, a refocussing on our bidding strategy provided many innovative methods to bolster our submissions in order to grab the client’s attention. Diligent and time consuming collation of documentation ensured we not only met but exceeded the expectations of the potential clients, but the path to gaining the award of contract is a long and often winding road. Thus responses from them covering clarifications and qualifications kept all our departmental teams on their toes.

The turbulent volume of work extended into 2018. This time however tentative enquiries were turning into serious tenders and subsequent negotiations. The perseverance and determination started to pay off and signed contracts started to snowball in. During 2018 we signed a staggering 10 Contracts/Extensions and this rejuvenated confidence provided the springboard to secure 100% operational utilisation for our fleet by Q1 2019. Most of these campaigns will see the units fully operational through-out the duration of 2019. As a comparison to December last year the current situation represents a monumental difference.

This success is a result of the hard work and dedication of all departments across the Stena Drilling team, but the hard work has only started. The rig market has changed insofar as supply is still in surplus so the contracts are shorter. Contract risk has also changed more towards us but activity will ramp us as operators armed with record cash flows look to 2020 and beyond. With the lean tendering model and process achieved though the trials and tribulations of past twelve months we are in the best possible position to respond to the challenges of the future.

STENA CLYDE RETIRED: SAYING GOODBYE TO OUR OLD GRAND LADY

In September of this year the decision was taken to retire Stena Clyde from the Stena Drilling fleet. The decision was not an easy one and as with all the units, we had worked very hard to secure future work. The current and forecasted market in her region of operation, South East Asia, did not support the financial commitment we required to ensure safe and high performance drilling operations we believe essential for a drilling rig in our fleet.

From the North Sea to the Mediterranean, all over Asia and finally Australia, the Stena Clyde’s overall safety and operational performance has been exceptional. Stena Clyde has been an integral part of the Stena Drilling fleet and family. We would like to thank all of the personnel involved in the many successes achieved throughout her operational life. The Stena Clyde has done us proud.

The Tasmanian Achiever II was delivered in JinLing Shipyard, Nanjing, China on Thursday 25th October following two years of work between the shipyard, Tritec Marine and vessel owner Toll Group. The second vessel, Victorian Reliance, is expected to be delivered by the same parties in December.

Hugh Wilson, Project Manager, Tritec Marine has been involved in the project since its inception. 

Hugh said: “Tritec Marine have delivered a range of services for this project since January 2016; from initial contract specification, to plan approval, to ship yard selection, to machinery testing and finally management of onsite construction. It is very satisfying to see the successful delivery of the Tasmanian Achiever II and we all continue to work towards a concluding delivery of the Victorian Reliance. This has been a very complex project, but by working closely with Toll and with JinLing Shipyard, both vessels meet all contract specification requirements and will operate successfully.”

Following delivery, both vessels will sail on a dedicated daily ‘lifeline’ service between Melbourne, in Victoria and Burnie, in Tasmania, carrying trucks, cars and MAFI trailers with refrigerated containers.

The ships will replace two existing smaller Toll vessels that have been working on this same route for the past 19 years.

David Scott, General Manager, Tritec Marine added: “The delivery of the Tasmanian Achiever II further demonstrates the capability of our experienced and skilled project teams at Tritec Marine.

“By working closely with our clients, we can deliver bespoke new-build project management for any vessel or offshore asset type, from concept to delivery.”

“This is a ship with a very checkered history,” says Robert Almström, Contract Manager at Stena RoRo, who was present back in 1996 when the commission for the vessel was placed with the Italian shipyard Cantieri Societa Esercizio S.p.A. in Viareggio. 

Construction began and at the RoRo conference in Gothenburg in 1998, the ship was named via a video conference, which was very unusual for the time. Before the ship could be finished, the shipyard unfortunately entered bankruptcy, and a long legal process began.

Four years later, a public auction was held for the ships from the bankruptcy. Stena RoRo decided to call in the Stena Freighter, which had been 75% completed.Per Westling, current CEO of Stena RoRo who was the responsible conversion manager at the time, decided that the vessel should be towed to the French city of Toulon, east of Marseille. The Croatian company Elektromehanika became responsible for completing the ship and a new tow brought the ship to Kraljevica in Croatia.

In 2004, the ship was ready, and in March it finally came home to the port of Gothenburg. Mattias Kjellberg, then the construction inspector for Stena RoRo and later first mate and captain, stood on the dock when the ship pulled in to the cruise terminal outside Amerikaskjulet in Gothenburg. The ship was chartered out to Stena Line and Mattias began his first assignment as captain on the Gothenburg – Travemunde route.

2011 saw the boat take up the English flag and sail the Europoort (Rotterdam) – Harwich route and, in later years, various other routes in Europe and in the Mediterranean.

In autumn 2018 Stena Freighter was bought by US spaceflight company Blue Origin, started by Amazon founder Jeff Bezos. The company develops technology to enable future transport of people to space and the ship will act as a landing platform at sea.

In October, the Stena Freighter completed its first voyage across the Atlantic, and is currently located in Pensacola, USA, where it will be rebuilt for its new task. Blue Origin was looking for a well-built ship with good stability and Stena RoRo was pleased to be able to hand over the ship to its new and exciting challenges.

“There are a lot of great memories of Stena Freighter, but one stands out in particular. It was time for the final test drive before delivery and we had dropped anchor off the coast of Croatia. But there was fog and the taxi boats that were supposed to pick up the 120 people on board, who had been there during the inspection, couldn’t get off the ship. Everyone had to stay overnight and there were people sleeping everywhere – a proper test of the facilities,” says Mattias Kjellberg now Contract Operations Manager at Stena RoRo.

Robert Almström also has many memories about the ship: “I remember when Stena RoRo eventually won the auction in Italy – it was 2002 – and I went through the city with the deposit in a bag from the bank to the court. In the bag was MSEK10 in Lire checks. Never have I held a bag so tightly”! “Buy cheap, raise the value, operate, sell at good profit. That’s Stena RoRo!” concludes Robert Almström.

The alarm was sounded for the suspected pirate attack and the captain and security team were gathered on the command deck.Signal rocket launchers were fired as warning shots, but the boats continued to approach. Nearby warships were contacted and another approach was attempted. Signal rockets were fired again. Both ships were then left on course. 

“The crew aboard the Stena Imperial acted very professionally throughout the incident and worked closely with the security guards in order to resolve the situation in the best possible way. We highly value our crew and ensure that they are trained to handle all sorts of situations in a calm and competent manner. Then we can feel assured of their safety onboard,” says Erik Hånell, CEO Stena Bulk.

Ambassador Olofsdotter asked to visit Stena Bulk along with Sweden’s Honorary Consul Astrid Marklund and Embassy staff Björn Arvidsson, Head of Trade and Economic Affairs and Cecilia Lif, Trade Counselor. The envoys were introduced to Stena and treated to lunch. They were keen to learn how the current American foreign policy is affecting our business and how the Embassy can assist in our trade and business growth.

Karin Olofsdotter assumed the post as Ambassador of Sweden to the United States on September 1st 2017. She has previously served as Sweden’s Ambassador to Hungary amongst other international postings.

“The last few years have been tough for the entire tanker market. But after two years of a weak market, crude oil markets have risen considerably since September and even the product tanker markets began to improve in some parts of the world. Among the primary driving forces belong is OPEC, which has gradually been increasing production by between 500,000 and 1,000,000 barrels of oil per day since July. This is because inventory levels have fallen and with the increased production the need for transport has also increased. 

More crude oil is thus in circulation, which has also boosted the product tanker market, because it is after all refined petroleum products that are used as an energy source in automobiles, aircraft and other applications.

Additionally, the market is moving steadily towards a better balance. Parallel with the increased need for transport, older vessels are being phased out, which is both due to high scrap prices but also to future legislative requirements. The new sulphur regulations coming into force in 2020 will contribute positively to the demand for tanker transportation, thanks to changes in transport flows and increased demand for new low-sulphur fuels.

It is very gratifying that our forecast of a turnaround has begun!”

ABOUT THE OIL PRICE

“We are often asked how oil prices affect the tanker market’s development – and the straight answer is that the development of oil prices in the short term has no direct impact. In the longer term, they benefit the tanker market, just as industry in general benefits from a low oil price.

At the time of writing, in mid-November, we have seen sharp declines in oil prices. From rising sharply in September and October, the price has now fallen as dramatically in recent weeks. Since the peak in early October, the drop has been about 25 per cent. This development gives a clear picture of how overreactions in trading and derivatives markets affect price developments. The increase was largely a result of the expected consequences related to sanctions against Iran, as well as disruptions in production in Libya and Venezuela. The sanctions against Iran ended up being not as extensive as many first thought, which, in combination with the US’s increased rate of production of shale oil and OPEC’s increased production, resulted in the price of oil falling.”

It’s fantastic that our long-term work to create a circular economy through efficient and sustainable resource management has been rewarded. More and more customers tell us that collaborating with Stena Recycling creates sustainable value. It inspires us to continue our work optimizing recycling as Sweden’s leading recycling company, said Kristofer Sundsgård, Managing Director of Stena Recycling.

The prize was awarded for Stena Recycling’s work towards creating a circular economy by treating waste as a vital resource. Stena Recycling raises issues about the challenges our society faces and promotes sustainability in a concrete way.

Of course, we’re very proud to receive the award but it’s not just about us as a recycling company. I see it as evidence that resource management and recycling is a higher priority for Nordic industry as a whole. It’s a positive development that sees us moving towards a more sustainable society with circular resource flows. By working together, the industry as a whole can make this development possible. It’s our way of contributing to a more sustainable world, said Kristofer Sundsgård.

The prize was awarded on November 29 at the SB Insights gala event in Stockholm.

For more information
Contact Malin Baltzar, Sustainability Manager at Stena Recycling, on +46 727 254 556

About the B2B Sustainable Brand Index

The purpose of the B2B Sustainable Brand Index is to highlight the value of sustainable brand building and raise awareness of sustainability issues. The study’s consults purchasing managers for companies with more than SEK 500 million annual sales in the Swedish market.

This year the event was hosted 7th – 10th October in Vienna. Stena Bulk had quite a large delegation visiting and spent most of the weekend on various meetings with existing and potential new clients, mainly in the easy chemical industry. 

“Sunday evening, we hosted a meet and great cocktail party together with Golden Stena Baycrest. During the day the new Stena Bulk and Baycrest Joint Venture was also announced. About 100 people – potential new clients from various broker shops and charterers – passed by our event”, tells Johnny Schmolker, Managing Director, Products & Chemicals.

A SUCCESS FOR THE STENA BULK MINGLE IN LONDON

On the 18th of October, Stena Bulk hosted an afternoon mingle with traditional Fish n Chips and beer at the classic pub The Counting House, in the middle of The City in London. The initiative was greatly appreciated and throughout the afternoon 250 invited guests passed through to mingle and socialise.

What made you fall for yoga?

I knew immediately that it was something for me. It is soft and smooth and provides balance in a double sense. You become calm in the body, which makes it easier to control different moods. You also achieve better balance in your movements and your alertness improves.

How often do you exercise?

I exercise at lunch twice a week. With that the focus is on cardio. Yoga is once a week and a class takes around 1.5 hours. 

Is there anything special you should think about before a yoga session?

I usually prepare my bedroom the night before. Everyone is different, but I find it easier to relax if it’s organised around me. The poses you do go in depth and stimulate the metabolism. So it’s important not to eat or drink 2-3 hours before your practice. The best is of course if you can do a session in the morning, but it tends to be difficult to find time everyday. 

How does a yoga session work? 

I light a candle, close the door and focus to remember the poses and in what order they should be performed. When I place myself on the mat I bring my hands together and start the mantra. I do sun salutation A and B, then move through the remaining poses and last the final mantra. Something rather special is that you breathe with a special technique called Ujjayi. This improves oxygen uptake and blood circulation increases. When the session is complete, I lie on my side, and breathe normally. Afterwards you should not eat or drink immediately. Perhaps you can have a cup of tea.

You perform Ashtanga yoga. What is special about this kind of yoga?

Ashtanga yoga is a form of yoga that is based on a series of exercises / poses where the series is the same every time. The series is designed to build up the body with strength, flexibility and peace of mind.

Have you been to a yoga retreat?

No, but I would love to go to India. Everyone who practices Ashtanga yoga does the same exercises in the same pattern and the mantra is the same for everyone so it wouldn’t be hard to keep up.

Why should one get started with yoga?

It’s great for anyone who needs to learn to relax. As a bonus, you train strength, agility and balance.

Tips for those who want to start?

The best is to take a course. Then you have to be patient. The poses you perform may seem impossible at first, but gradually you will be capable of more than you believe. In addition, there are various aids such as belts and blocks to help you reach and hold poses. If you don’t like Ashtanga, there are other types of yoga, such as those where you just meditate. 

At Stena in Gothenburg, we offer yoga on Tuesdays. If you haven’t yet tried yoga, you can give it a go there.