Our investment in the road-haulier company N-Tex , even if it is only 25 per cent, has increased our awareness of how goods are moving from door to door. As a consequence we have been capable to attract more traffic via our routes. We are also active in creating traffic to our routes by sharing responsibility with railway operators to our ports in Rotterdam, Kiel, Rostock, Gdynia and Karlskrona.  Last quarter we acquired two thirds of NMT a company active in transporting second hand vehicles and rolling equipment in Europe and overseas mainly from Europe. In consequence we have this quarter been entrusted with setting up a joint venture with Glovis called Stena Glovis. Glovis is a company active in transporting cars, lorries and rolling equipment mainly from South Korea. The task for the joint venture is to fill the Glovis ships with return cargo from Europe to the Far East also calling the Middle East and Africa. The joint venture also has the task to transport Huyndai and Kia cars in Europe. Part of these cars will be shipped on existing Stena Line routes. By our activities in moving cars and other rolling equipment called OEM cargo, Stena Line has got the opportunity and has already completed a few new contracts for our routes. In Latvia Stena Line has acquired 25 per cent of a small forwarding company, which will help us to better understand Baltic and Russian logistic business.

ENVIRONMENT AND SUSTAINABILITY

Preparing ourselves for a future without any fossil fuels has just started. Our investment in partly running Stena Jutlandica on battery power has just been implemented. Our next generation of new-buildings for Stena Line in the 2030 ies will probably be driven by electricity stored in batteries. Electricity is considered to be a carrier of energy, free from fossil fuel. It is not completely true, but it will probably be so in a very near future. To that effect Stena Renewable has plans to build three hundred windmills to be run by totally fossil free wind. Paired with storage by battery we believe electricity by wind will be cost competitive in a very near future. In consequence Stena is also one of the original investors in Northvolt a project to build the first large scale Battery producer in Sweden. Stena Recycling is joining in with the technology and capacity to recycle batteries built on Lithium and Cobalt. Fuel cell technology built on cheap electricity with hydrogen as the energy carrier might be another venue in the future. We are just starting to explore this technology, but have done nothing so far. Thinking about the environment and sustainability Stena are so far fulfilling the following projects:

STENA METALL
Increase the recycling rate of our overall material. In recent years, we have improved it by 30 per cent. By innovations concerning circular economy, among other things talking to our customers already in the design phase and finding new, efficient ways to recycle all kinds of materials are very effective methods. Have also subscribed to a Green Bond.

STENA FASTIGHETER
By relationship management which creates value for both our tenants and for Stena. Innovations for new housing concepts. Nursing homes and homes for people with disabilities in our areas can also create jobs. Youth employment.

STENA ADACTUM
Sustainable development of wind turbines. Innovations for waste disposal in large cities.

SHIPPING
Innovation for new fuels such as methanol and battery power. Vessels will be more efficient by innovative development of hull shapes, propellers, etc. The use of AI to optimize sailing. Looking at material usage – reducing plastics. If an innovation is demanded by the market, if it is economically profitable and if it creates more benefit than damage than it is considered sustainable by our criterias.

WHITE BOOK NINTH EDITION

Maybe you have noted I have rewritten my White Book. The main new thoughts are:

Decisiveness and duality. Our ability to prioritize and find the right balance between opposites creates successful decisions. Every initiative normally has two sides to consider – in other words, duality. Our future success depends on our ability to handle duality with good judgement, care and determination.

The work in each business unit must be based on set systems and processes.
(The complexity and size of every business unit today makes this a necessity).

Effective use of time means we are prepared for decisions that have to be made. It is the well-prepared person who wins. In situations where no decision is needed, normally no decision is made. Never hesitate though to make a decision in a situation, when a decision has to be made – It is a failure not to make a decision on time. Caring is about using the power you are entrusted with.

Nothing is done by itself. For every problem there is room for improvement and every new initiative creates an opportunity for us to improve our future.

Delegating responsibility and power to act is the key to our success.

We strive for happy customers who are served by a happy organization.

HARSHENING ECONOMIC TIMES

For ten years we have benefitted from a positive economic cycle. This is one of the longest of its kind remembered. That harsher times are approaching we can see at our volumes of trade being less almost everywhere. British trade will loose freight carryings on Brexit although our routes might be slightly compensated by gain in market share. We have to prepare ourselves. Adding any further comments on Brexit I think is useless for the moment.

Nevertheless, our future depends on us living up to our promise to support each other. So please continue taking care of Stena and take care of yourself.

Dan Sten Olsson

Göteborg 31 May 2019

Fast forward 48 years and the same question could be asked today. Although much has improved, many of the challenges remains the same on a global scale. But one thing is slightly different. One question is dominating the agenda that was not on the radar in 1971 – climate.

From Greta Thunberg to Extinction Rebellion, one must try hard not to notice the protests happening in the world around us. People are concerned and frustrated about the lack of results in limiting global warming.

Does it matter to us? Yes, it does. We all share the concern over the future of our planet. We Care as a company and as individuals. And the transition to low carbon solutions will have major impact on business going forward, for some good – for some bad.

So, what can be done? It’s no easy feat but my 5 cents would be to dare evaluate how we do things; not only through safety, customer value and ROI – but also from a climate perspective. Can we do things differently? If not today – maybe tomorrow?

Change is coming and we need to be prepared – and contribute. By using common sense, staying curious and by seeing opportunities in the bigger picture.

What are your ideas? Suggestion welcome at:
sustainability@stenaline.com

”In order to be prepared and stay relevant in the future, we need to increase our learning rate and make sure we are constantly updated. We need to be curious about what is happening in the outside world and be able to imagine the consequences of different scenarios when it comes to everything from geopolitics to new technology trends”, says Ida Lööv, program manager for the module.

Envisioning the Future is a completely virtual module, beginning with a start-up meeting and ending with a workshop where the participants are presenting their newly acquired knowledge and insights within a Stena perspective. New knowledge is obtained in the form of articles, videos and scenarios, where everything is available digitally at https://r4a.stena.life.

The work is carried out in smaller groups with the purpose of mixing companies, areas of expertise and experiences. As a bonus, this also creates new networks within the Group.

”When we put the groups together, we connect participants who do not know each other, from different companies, areas of expertise and, if possible, also from different countries. We also try to challenge everyone to choose an idea that is not linked to their own company, but to Stena at large”, says Ida Lööv.

The result from the module is then presented on the site so that more people can take part of it. Some ideas also contain interesting business opportunities that could be developed and used in the long term. 

” We have already received several interesting proposals, which we could take further in the future”, says Ida Lööv.

Register for the trainings on the site R4A

The new leadership program Ready 4 Anything develops Stena’s future leaders

Leaders at Stena are responsible for developing their employees, the business and themselves, which requires new skills as the outside world changes. The new Leadership Program Ready 4 Anything (R4A) is another step along the path towards positioning Stena’s leaders to capture the opportunities of the future. The program is divided into six modules, which are given on an ongoing basis and which are aimed at all leaders within Stena.

VOICES FROM TWO PARTICIPANTS

Hampus Rondahl
Trader, Stena Oil

”I saw the course as a good opportunity to learn more about new subjects that I did not know so much about before – among other things, I have realized what immense potential there is in blockchain. The external analysis was also great. In addition, it was a fun challenge to try to apply the new knowledge in business cases that Stena can benefit from. I also liked the fact that the course was online, which meant you could plan the work yourself and find the time easier. I can strongly recommend others to take part in the course – and have already advised several in doing so.”

Sofia Brolin
Manager Financial Control, Stena Bulk

”As a leader, it is important with curiosity, openness and knowledge of new technology so that you can inspire others – and this course has really contributed to that. It has also given several ideas about different things we could do in Finance. When it comes to practical matters, I also like that the course con-tained so many different learning techniques, as making research by yourself, self-studying where you got to read and listen, working in teams as well as a written part. Working with people from other companies in Stena has also been valuable. With this rapidly changing development in technology and other areas, I believe we need to increase our work over corporate boundaries even more in the future.”

Stena RoRo has received the assignment to modernise and replace some key parts and functions – including replacing the lifeboats, sewage pipes and other steel parts.  

“After the refurbishment, the ship will be able to operate for another 15 years or so. By doing this, we are taking responsibility for maintaining safety and caring for the environment. The refurbishment is also motivated by the focus on and recent efforts surrounding sustainability,” says Per Westling, CEO Stena RoRo.

“With a long background as chief engineer, I have skills and experience to care for a ship from top to bottom. It will be exciting to update the Stena Europe to a new version with modern equipment,” says Johan Kippel, Stena RoRo.

Board members Carl-Johan Hagman, Stefan Brocker, Mats Jansson, Helena Levander and Michael G:son Löw were re-elected, and Henrik Hallin was newly elected. Carl-Johan Hagman was named Chairman of the Board. The Meeting also resolved that no dividends would be paid for the fiscal year 2018. 

President Kim Ullman began his speech by noting that 2018 had largely been a tough year, and indeed the tanker market has been the worst since the 1990s. At the same time he pointed out that 2019 looks to be the start of the next boom in tanker shipping and that now it’s definitely possible to see a turnaround. 

FIVE FACTORS POINT TO A STRONGER MARKET IN SIGHT

• Good global economy and the continued rise in the demand for oil
• Increased OPEC production beginning Q3 this year
• Extensive growth in US oil exports
• The effects of IMO in 2020
• Slower growth in the fleet

Christopher Pålsson and Niklas Bengtsson from Lloyd’s List Intelligence with offices in Gothenburg participated in the meeting and spoke about New Sulphur Directive IMO 2020 and shared general thoughts about energy and oil transportation. It was noted that 86% of energy comes from fossil fuels today and the corresponding figure is likely to be around 78% in 2030. And furthermore that the world consumes around 100 million barrels of oil per day and that more than two thirds goes to transportation. 

In essence, however, this aligns with the new global rules for bunker fuel, which as of 1 January 2020 may contain a maximum of 0.5% sulphur. There are different ways to meet the new rules: the use of more or less expensive fuels, like the new permitted 0.5% product, Marine Gas Oil (0.1%), methanol or LNG, or the continued use of high sulphur oil (3.5%) with the installation of scrubbers. Current shareholders were given a thorough review of the pros and cons of different solutions, a highly relevant discussion as the directive will come into force in six months.

How then will Concordia Maritime act on this important issue? Kim motivated his “no” to the installation of scrubbers with the following arguments: that 0.5% bunker oil will be available, that one partially secures the future price of MGO in the futures market that 80-85% of the global tanker fleet (and over 90% of product tankers) will not have scrubbers in 2020 whereupon shipping companies will be able to transfer the higher costs to the customer, that it would involve huge investments and ultimately it probably is not a sustainable solution.

The Q1 report for 2019 was presented and later in the afteronnon a telephone conference was held. The meeting ended with a lively mingle.

“With size comes responsibility and our ambition is to improve our operations every year to become a leader in sustainable shipping. The past year we have had exiting developments pairing artificial intelligence with the know-how of our experienced employees on board as well as increased focus on electrification”, says Niclas Mårtensson, CEO at Stena Line.

The company has also continued its efforts within crew and passenger safety as well as launched new initiatives for more diversity in our operations.

“This is a very exciting time for our company and I’m proud that Stena Line help shape the industry for European short-sea transportation,” says Niclas Mårtensson.

HIGHLIGHTS 2018

• First battery hybrid vessel launched
• Started using artificial intelligence on board to save fuel
• Launched a fifth sustainability focus area – Equality and inclusion
• Became ISO 14001 certified
• Continued reducing single use plastic
• Three of five efficient new ships under construction

FACTS!

Stena Line’s sustainability strategy is divided into five focus areas tied to the UN Global Goals for sustainable development with ambitious targets set in each focus area:

• Good health & wellbeing
• Clean energy
• Responsible consumption
• Life below water
• Equality & inclusion

Stena Line has now released its third sustainability review describing initiatives, improvements and challenges in the operations. Read the full version here!

Stena Line is committed to maintaining and developing a sustainable working environment, free from harassment, where everyone is given equal opportunities regardless of age, religion, gender, gender identity, sexual orientation, ethnicity or disability.

“At Stena Line we welcome everyone, whether you want to work here, travel with us or be one of our business partners. I am proud to announce that we are increasing our focus on this important matter by adding another focus area to our sustainability strategy, says Erik Lewenhaupt, Head of Sustainability, Brand and Communication, Stena Line.

For Equality and inclusion, the long-term goals are set to a minimum of 30 per cent female leaders by 2022 and a zero-vision in terms of harassment. The work has already started with two new company policies for anti-harassment and equal opportunities launched last year. In 2018 Stena Line also signed the Maritime UK’s “Women in Maritime pledge” committing to “building an employment culture that actively supports and celebrates gender diversity, at all levels, throughout our organisation, and our industry”.

“Just as we have a long-term commitment to equality and inclusion, we have decided to support EuroPride continuously. It is a suitable one company initiative as EuroPride is celebrated across Europe, no matter which city the parade takes place in. With the communication concept “All aboard!” we make the message clear, that at Stena Line we welcome all and leave no one behind”, says Ian Hampton, Chief People & Communications Officer.

In May and June, two new Stena Line volunteers will arrive to the hospital ship Africa Mercy when she is at ship yard in Las Palmas. Martina Thowsen, able seaman at the Stena Scandinavica and Alexander Gustafsson, able seaman at the Stena Nautica, will help with the planned maintenance on board. Thereafter they will sail with the Africa Mercy to her next outpost in Senegal, where Mercy Ships’ volunteer medical staff will provide free, life-saving medical care.

Martin Gidenstam, Business Developer at Stena Fastigheter Gothenburg has spent many hours on the empty surface close to the water. In front of him, he can see the river Göta Älv. Behind him, there are parking spaces, the traffic route Oscarsleden and the urban streets called Långgatorna with their crowded street life. On the other side of the river, he is looking at the orange harbor cranes that have become a symbol of Gothenburg’s industrial history. Now Martin himself is becoming part of writing history.

”I live nearby. To me, Järntorget right behind me is the very soul of Gothenburg. Now we get the opportunity to use this extraordinary place to tie the water and city centre together.  Here, Stena Fastigheter will contribute to five new blocks with 300 rental apartments. Besides, we are building 30,000 square metres of new premises for offices, restaurants and shops. This place is part of Stena’s history, which adds an extra dimension to my work”, says Martin Gidenstam.

For many people in Gothenburg, Masthuggskajen is synonymous with Stena. Here we find the Stena Line terminal, which was inaugurated in 1972. From here, thousands and thousands of passengers have travelled with the ferry to Denmark and Frederikshavn for a ”hygge” – enjoying themselves in a Danish way. The building is the heart of the Stena Group where, among others, CEO Dan Sten Olsson has his office. Next to the terminal, we also find Stena Fastigheter’s head office as well as Gothenburg office. This means it’s not many metres between Martin Gidenstam’s desk space and the empty surfaces, that in a few years will be turned into something completely different.

A SUSTAINABLE NEIGHBOURHOOD WORKED OUT IN COLLABORATION WITH OTHERS

At Masthuggskajen – stretching almost one kilometre along the water – a total of 1,300 homes and up to 6,000 new workplaces will be built. The new district will be filled with housing, offices, hotels, restaurants, preschools and cultural life. For this to become a reality, an artificial peninsula is being built into Göta Älv.

”The city builds the foundation for the peninsula, where we then can create four of the five blocks. Two of them will be developed in cooperation with Riksbyggen. We build rental apartments and Riksbyggen condominiums”, says Martin Gidenstam.

What is happening on Masthuggskajen is thus far from the work of one single person. Masthuggskajen is developed by the City of Gothenburg and a consortium, in which Stena Fastigheter Gothenburg, Elof Hansson Real Estate, Folkets Hus Gothenburg, Draken Hotel, NCC, Riksbyggen and Älvstranden Development are included.

”We are several partners who cooperate. There is a great complexity in this urban development project. We have a lot of things to take into account and we also demand that the project is at the forefront when it comes to sustainability, ”says Martin Gidenstam.

Stena Fastigheter is involved in developing Masthuggskajen with a focus on those who are going to live, work and use the place. It will be a place where the urban Gothenburg student will be able to live in a sustainable, smart way in the heart of the cultural and creative part of the city. Masthuggskajen also participates in what is called Citylab. It is a forum where experts and urban development projects share knowledge and experience about sustainability.

”We are looking at sustainability from many different perspectives. The houses will be certified and we also take a social responsibility. For example, this could mean that we take social considerations into account when choosing entrepreneurs who undertake to bring in apprentices in the project.

STENA FASTIGHETER STARTS TO BUILD

During summer next year, Stena Fastigheter will start the first part of the project. A 15-storey building will then take shape next to Stena Fastigheter’s current office, today used as a parking area. In addition, two new floors will be added to the current office on Värmlandsgatan.

”The two houses will be built together and the city enriched with a 6,500 square meter new office space for external office tenants. When the peninsula is finished, we begin the work with residential buildings, ”says Martin Gidenstam.

MASTHUGGSKAJEN IS A PLACE FOR EVERYONE – INCLUDING THE SHIP OSTINDIEFARAREN

For Masthuggskajen to become a colourful part of the city, culture will play an important role. Among other things, Ostindiefararen Götheborg, a replica of a ship from the 18th century, will get a new quay next to the new peninsula.

”In connection to where the ship will get its permanent mooring, a Visitor Center will be built. This will be a place where people want to go. People living in Gothenburg as well as tourists,” Martin Gidenstam ends.

FACTS!

Masthuggskajen is created by the City of Gothenburg and a consortium where Stena Fastigheter, Elof Hansson Real Estate, Folkets Hus Gothenburg, Draken Hotel, NCC, Riksbyggen, Gothenburg and Älvstranden development are included. The area is Citylab-certified for sustainable urban development. The first tenants are planned to move in 2023 and according to the City of Gothenburg, the whole area  is planned to be ready in 2026.

Read more:
Stena Fastigheter
Masthuggskajen

THE PEOPLE IN STENA FASTIGHETER’S NEIGHBOURHOOD

The real estate company Stena Fastigheter does not only put focus on their houses but also, and most of all, the people living and working in their neighbourhood. To put light on them, Stena Fastigheter has created the movie series My Neighborhood. The series is published on stenafastigheter.se and in social media. Among others, you meet tenants, ideally engaged people and staff at Stena Fastigheter, who share their favorite places and show you around the neighborhood. In one of the most recently published films, Christina Tollbom tells about her job as a manager in
Askim, Gothenburg. 

Watch the films!

As global warming increases, the pressure intensifies on industries and players to act. Stena is, of course, no exception. The company gets many questions from both employees and external stakeholders about how the company handles its greenhouse gas (GHG) emissions.

To give everyone an overall update and to create a process for working with the issue in a comprehensive and systematic way, Stena Teknik took the initiative and invited the various business areas of the Stena AB Group to Stena Carbon Days, held in early April.

”The various business areas have quite different perspectives and market conditions. It’s something you must be aware of and respect. We wanted to raise the issue out of the business areas in order to let everyone know who’s working with it and how,” says the initiator Jacob Norrby, Project Manager at Stena Teknik.

INNOVATION – A DRIVING FORCE

The starting point for the discussions was IMO’s initial strategy for GHG emission reduction. The objectives of the strategy include a reduction of carbon intensity (which generally can be translated into a corresponding increase in energy efficiency) by at least 40 per cent by 2030 and by at least 70 per cent by 2050. Plus, that the industry’s absolute GHG emissions should be reduced by 50 per cent by 2050, compared to 2008 levels.

”This is something that all shipping companies must relate to in one way or another. And we need good progressive projects, a coherent view and strategy about this problem, which affects us all,” says Claes Berglund, Director of Public Affairs & Sustainability, Stena AB.

”The purpose of Stena Carbon Days was therefore to provide an update of the IMO’s position and work in progress. To illustrate how different market conditions affect our alternatives and what the business areas want to do to stay relevant. And to put forward suggestions on how we can work further, establishing a platform for the business areas enabling them to create action plans for achieving the CO₂ targets,” Jacob Norrby continues.

Since both the aviation and shipping industries are excluded in the Paris Agreement, some shipowners choose to wait with investments in this area. But that’s not a road Stena wants to follow.

”We shall be active and come up with solutions for ourselves and our partners,” comments Carl-Johan Hagman, CEO of Stena Shipping & Ferry Lines.

There is also a strong movement around the world to introduce compulsory speed reductions.

”It would temporarily reduce emissions from shipping. But we do not advocate this. Partly because we have many lines operating on timetable, but partly also because it basically doesn’t change anything. Instead, we want to promote innovation,” says Claes Berglund.

GREAT KNOWLEDGE IN-HOUSE

The discussions at Stena Carbon Days therefore focused on changing the mindset and seeing the increased demands also as an opportunity rather than just a threat. And on establishing Stena’s ambitions and targets for operational energy efficiency and carbon dioxide emissions. To develop relevant metrics for each business unit and make them known throughout the Group. As well as on exploring the possibility of offering climate smart solutions to the customers. For example by introducing green tickets (Stena Line) or green chartering options (Stena Bulk).

”The discussions were also about possibly introducing a carbon budget for each company for 2020. In the same way that you have a profit budget. This means you have to start measuring these things. With a carbon budget investment decisions get an extra dimension. One might allow for longer pay-back periods for investments that can lead to reduced CO₂ emissions. And to include the cost of carbon dioxide emissions when making a Net Present Value (NPV) calculation of future cash flows related to an investment,” says Emma Aaben, Sustainability Manager at Stena AB.

”One thing evident at Stena Carbon Days was that the scope of the collective knowledge within the Sphere is enormous. We have an incredible expertise in-house. However, this is a big and complex issue that no single company solves on its own,” she adds.

COLLABORATION – THE WAY FORWARD

Stena therefore has a conscious strategy to collaborate with others on this issue and to drive the industry in a sustainable direction. Jacob Norrby emphasises the importance of cross-border collaboration. Both in terms of joint industry projects and together with academies:

”We should take advantage of our position and our network with other shipping companies and with suppliers and the good connections we have with academies to keep us updated and to actively participate in the development of, for example, alternative fuels and new solutions. For example, we look at alternative fuels such as ammonia and hydrogen. But much more development is needed by the industry to enable real application for ship operation.”

”We will use our network to drive industrial change, together with committed and like-minded partners. As well as getting customers to help us become greener. We want everyone, both among our employees and our stakeholders, to know that we take this issue seriously. It’s not something we cop out on. We examine what opportunities we have to reduce our own emission levels and to influence the industry in a sustainable direction. And with Stena Carbon Days, we now have a greater opportunity to work with this issue in a comprehensive and structured way,” Claes Berglund concludes.

STENA CARBON DAYS 2-3 APRIL 2019

Day 1 – Lectures by invited speakers
”Maritime Forecast 2050” – Christos Chryssakis, DNVGL
”IMO position, Measures, Pathways” – Tristan Smith, University College London
”Fuels for the future” – Selma Brynolf, Chalmers

Day 2 – Workshops for Stena employees
IMO’s Initial Strategy for GHG Emission Reduction
What should Stena do in the short, medium and long-term?
How should we organise ourselves for climate/CO2 related work?

Participants
About 20 representatives from Stena Line, Stena Bulk, Stena RoRo, Northern Marine Group, Stena Drilling, Stena Teknik, Stena Oil and Stena AB.

The activity is a part of the company’s sustainability efforts and stems from its partnership with the organisation Keep Sweden Clean. This time the participants included the sailing club GKSS, Sjöräddningssällskapet (Swedish Sea Rescue Society) and the floorball club Särö Seahawks.

Over a hundred people showed up and engagement was high. Young people, families, neighbours and employees all helped clear the beach of plastic packaging and bags, petrol cans, old fishing nets and more. All plastic was sorted to be used in the Swedish Sea Rescue Society’s project Dinghies for the Sea, where plastic is upcycled to build dinghies. 

Indeed, through 36 of years of ship and offshore asset management, Company safety programmes and processes are mature, yet there is an ongoing drive to enhance training, information and the safety culture.

Over the past year, Northern Marine Management (Northern Marine Group’s tanker management subsidiary) has successfully implemented a new initiative across its fleet of vessels.

The ‘Maritime Partners in Safety’ initiative is not just training; it is an effort to further improve the mindset and knowledge of a maritime workforce already well-versed in the respective topic of safety. 

Douglas Cowden, Director of Ship Management, NMM explains: “The initiative complements our existing approach to safety and provides enhancement. 

“There are four pillars to Partners in Safety that aim for a zero incident industry.

1. Visible Felt Leadership
2. Learning Engagement Tool (LET)
3. Reflective Learning
4. Resilience – Care for People

VISIBLE FELT LEADERSHIP

The first is ‘Visible Felt Leadership’, which is the physical onboard presence of senior management visiting company vessels and engaging with all crew members.  

“It is imperative that safety objectives and principles are promoted in person from all leaders.

“Ship visits from our onshore managers have risen steadily in recent years and the initiative has given this fresh impetus.”

‘Reflective Learning’ and ‘Learning Engagement Tools’ are two of the initiative’s training exercises which facilitate interaction between participants. 

Sessions are conducted in small groups onboard, as well as at onshore safety seminars, and involve participants discussing their personal experiences of safety incidents or issues onboard current or previous vessels. 

The interaction and engagement generated through the small group setting is then transferable to all everyday shipboard activities. 

The final strand to the initiative is ‘Resilience’ which again through interactive training supports the seafarers’ mental well-being.

This aspect is made up of five core training modules that look to strengthen the seafarer’s ability to deal with life’s challenges with each module focusing on a different area that makes up their natural capacity or ability to carry on in the face of adversity.

CONFIDENCE BOOST

The feedback on the initiative from the crews has been very positive.

Ishdeep Singh Lubana, 3/O, Stena Sunrise said: “This actually is a very interesting and helpful tool to train crew members onboard. We learn from each other’s ex-periences while we sit at the same table.

“It boosts our confidence in dealing with an emergency by knowing what others did right or what others did wrong. We know which we should or should not repeat to keep our ship, our atmosphere and ourselves safe.”

COLLABORATION IS KEY

The initiative is being implemented industry-wide with information sharing amongst participating companies ensuring a collective approach to improving safety standards.

In May, Douglas Cowden attended a Maritime Partners in Safety workshop in Athens, speaking to attendees about Northern Marine’s implementation of the initiative thus far.

His presentation also included the Company’s efforts to improve onshore employees’ knowledge of the programme through various methods including lunch time learning sessions. 

Douglas added: “The opportunity to collaborate on this initiative with other companies within the industry is something we support and embrace. 

“If seafarers across the entire industry are more safety-conscious then it benefits our own business as overall risk is reduced.

“Our commitment to safety has never started and ended at the gangway – it is an ethos shared by us all, no matter the location or role.”

Roy Berg grew up in Kungsbacka and Hällefors. In 1970, he started studying for an MBA and a complementary master’s degree in economics at the School of Business, Economics and Law at the University of Gothenburg. After university he worked as tax auditor at the Swedish Tax Agency and equity analyst at private stockbrokers and banks, including DNB.

After some years in Stockholm he was headhunted to the position of Chief Analyst at Stena Finans in 1996. A job that covered stock and equity analyses, giving investment recommendations for the Group. As well as acquisition and competition analyses for individual business areas.

In 1999, the assignment grew to cover major analyses of the motivations, risks, threats and possibilities for all of Stena’s business areas. Analyses that were used for strategic decisions throughout the Sphere. 

“It was an exciting and formative assignment. Another exciting period was when Bo Lerenius and I searched for new growth companies to invest in. We looked at many unlisted companies, which demands a completely different methodology than analyses of listed companies.”

Before Stena’s Investment Committee decided to invest in a company, it had often been visited by Roy several times. And it’s especially these investment trips and meeting the different companies that he finds most rewarding of his 23 years at Stena. Trips that have taken him to all the capitals in Europe and many other interesting places.

”We, for example, went to the Faroe Islands and met the salmon producer Bakkafrost, which became a very good investment.”

MANY INVESTMENT TRIPS TO RUSSIA

There have also been many trips to Russia, which is one of Roy’s major interests. In 2005, the Finance Committee made its first visit to St Petersburg. Since then, Roy travelled to Russia a couple of times a year until 2014. His visits led to many good investments, for example in Lukoil and Sberbank Rossii, Russia’s biggest bank, which dates back to the Russian Empire. 

”It’s also to Russia that I’ve made my most exciting investment trip, namely to the mine in Norilsk. A city by the Arctic Ocean, north of the Arctic Circle, in Krasnoyarsk Krai, that can only be reached by ship or plane. We went down 800 metres below ground and then by train for two kilometres into the mine that has the largest known deposits of nickel, copper and palladium in the world.”

His interest in Russia originates from his great interest in chess and the broadcasts of the World Championship Match between Mikhail Botvinnik and Tigran Petrosian in Moscow in 1963.

”I started playing chess at a young age. And since the end of the ‘90s I play in the chess club Majorna’s Schacksällskap. In 2004-2006, I played my way up to the rank of Master.”

He’s also had the pleasure of meeting the current World Chess Champion, Magnus Carlsen from Norway, in simultaneous chess twice. On the latest occasion, in December last year, he managed to stay in the game for 58 moves and was the last one standing of Carlsen’s 20 opponents. 

”It’s very rewarding to play against him. I deem Magnus one of the greatest grandmasters of all times. Complete in the different phases of the game and who uses a lot of imagination and creativity in his game.”

HIS OWN WAY OF THINKING

Apart from being reflective and analytical, Roy is also a person that thinks big and freely. He is early with many things and good at foreseeing the future. 

”I want to think for myself. It means that I sometimes reach a different conclusion than my associates. But I stand up for that and don’t follow the flock. Often, my thinking has been proved right.”

Early on, he for example saw great potential for improvement of Russian companies. Which was confirmed on his following visits to the country, when he saw how the quality of life and of the companies increased year by year.

He was also one of the first to see the potential of Axis Communications, based in Lund, who had an interesting business connecting camera systems via the internet. However, it was clouded by their more unprofitable IT services that they also offered in the IT boom of the early 2000s. 

”They had developed a spearhead technology and I got great confidence in the founders. I managed to convince the Investment Committee to make a substantial investment there. It gave a great return when the company was later acquired by Panasonic.”

In 2003-2004, he also saw the investment potential in renewable energy. He, for instance, visited Vestas Wind Systems, which became one of Stena Finans’ best investments.

TIME FOR HIS INTERESTS

As he now retires, it’s the inspiring journeys that he will miss the most. And the good fellowship and the intellectual environment with its interesting discussions on economics, geopolitics, stocks and methodology. Now, on the other hand, there will be more time for  chess tournaments and travelling with his partner.

”That’s true, we’ve actually booked a river cruise on the Volga, from Moscow to the Caspian Sea. We also like going to the Concert Hall and the Opera. Then I have many books waiting to be read. About Russia, history, religion, as well as some fiction. I also enjoy kayaking by our summerhouse in Sotenäs,” says Roy and concludes by thanking his colleagues for the nice reception at his retirement.

“We want to go from 80 to 90 per cent recycled plastic in our bags, and we need a reliable value chain guaranteed to deliver the best quality goods. Through Stena Recycling’s investment in a new plastic process, this will be possible and contribute to the circular economy,” said Andreas Malmberg, CEO of Trioplast, who was one of the speakers at the Knowledge Day. 

Stena Recycling works closely with Trioplast, a major supplier of plastic shopping bags. Thanks to the collaboration, the soft plastic collected by Stena Recycling’s various customers get a new life, for example as grocery bags. Thereafter the plastic can be recycled again and the loop for plastic materials can be closed.

The fact that cooperation is crucial for increasing recycling and getting more materials to circulate was emphasised by several participants, including by Malin Baltzar, Head of Sustainable Business at Stena Recycling AB and the moderator of the event.

“Cooperation is very important when it comes to creating circular flows of materials. Each party is only a part of the loop, a part of the puzzle. Therefore it is very important that we come together to share information and knowledge. We need cooperation, we need to understand each other’s activities so that the material can flow from one business to another and be used again and again..”

The guests consisted of customers and partners from industries and other businesses in Northern Europe – each with different challenges and opportunities, but all with a common interest in more sustainable management of plastic in the near future.

Beyond interesting lectures and discussions, guests were treated to a tour of the Stena Nordic Recycling Center where they got to see the new process for the recycling of soft plastics.

Lisa Axelsson, one of the project managers of the installation, shared that capacity is 10,000 tons of soft plastic each year – of high quality.

“We manage the whole recycling chain, from collecting from our customers and sorting at our branches to our processes here in Halmstad. The quality of the plastic granules we produce is very high. This means our customers can reduce the use of virgin raw materials in their processes. It’s good for the planet and the environment!”

In the plastic processing hall were also samples of different types of plastic granules. Here it became clear that the recycled materials, which is very similar to new plastic material, are of significant interest. Many hands were outstretched to feel the plastic and learn more.

After a full day of focusing on plastic, Kristofer Sundsgård, CEO of Stena Recycling AB, concluded that it was a successful event.

“It was a fantastic day, with numerous valuable discussions and I feel that we, together with our customers and partners, really share the same ambition. To close the loop and get more plastic to circulate and become new products again.”

1. Malin Baltzar, Head of Sustainable Business at Stena Recycling AB and the moderator of the event.

2. Panel discussion with experts from Stena Recycling and invited participants.

3. Lisa Axelsson, one of the project managers of the new process for the recycling of soft plastics at Stena Nordic Recycling Center in Halmstad.

4. Aleksandra Surdykowska, Marketing & PR Coordinator, Stena Recycling Poland, takes a closer look at the raw material as it looks before it turns into new plastic pellets.