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Dan Sten Olsson - March 2020


Shipping is the most energy efficient way of transporting goods. Sea transport is usually large-scale and the sea is paving itself. Despite a doubled gross domestic production, the world’s carbon dioxide emissions in year 2050 from combustion of fossil fuels are expected to be no more than half of today’s total emissions. Fossil fuels include coal, oil and gas. Combustion of coal naturally produces the highest levels of carbon dioxide, followed by oil and gas. Methane gas emissions from combustion of LNG or LPG gas are ten to twenty times as aggressive as carbon dioxide from a climate point of view. Combustion of fossil gas will therefore not be a permanent solution from a climate point of view.

How will shipping manage the transition to climate-neutral energy consumption? Is it so difficult? Already with today’s pace in our energy savings we can reduce our energy consumption by half.

By 2050, the world’s gross domestic product will probably be twice as large as today. New economies are likely to be four times as big as today i.e. the western world’s share of world production will be halved compared with today. In order for us to fulfil our part of the assignment. Thus our consumption of fossil fuels must be reduced to a quarter of today’s consumption. Fortunately, electricity generation from wind and solar power is already cost effective today with SEK 0.4 per kWh for wind power in Sweden and SEK 0.25 per kWh for solar power in southern Europe. On the other hand, the electricity must be distributed and possible to store. An extension of the electricity grids will be important. On the other hand, the efficiency of the electricity grids through digitalisation may be significantly improved. The most popular forms of electricity storage are to preserve the water in our lakes and extract the electricity when needed via the electricity grid. Pumping up water to high altitude, when there is an electricity surplus, and then extracting electricity in the event of a power shortage is quite common in central Europe. Storing electricity in batteries is a small scale method, adaptable to the proximity of consumption. Batteries are good for electric passenger cars. However, the consumer demands the possibility of relatively fast charging and convenient distance to the nearest station. Electricity can also be converted to hydrogen through electrolysis. The hydrogen is then converted back to electricity via fuel cells. Batteries are heavy and have relatively small capacity. 

Also, the electricity must be consumed within quite a short time otherwise the battery will discharge itself. Hydrogen is light and may be stored in its tank for a long time. Therefore, heavy trucks’ electricity is likely to be produced via the car’s hydrogen tank and the car’s fuel cells.

For Stena Recycling, recycling of batteries and reconditioning of batteries for reuse can become a big business going forward. Of course, we already recycle conventional batteries. We have acquired three small technology companies within the area of recycling lithium batteries. 

Stena Recycling has started a new business for the reuse of batteries together with Stena Fastigheter. Our new houses at Kvillebäcken on Hisingen are equipped with solar panels, which produce electricity for the houses’ electricity supply. Stena Recycling’s batteries store the electricity, if the electricity is not yet needed. A battery loses its efficiency over time. Taking advantage of these batteries, when their capacity is no longer sufficient to accelerate a passenger car for example, can become very important over time.

Europe’s production of batteries is planned to increase fivefold in five years. We try to go hand in hand with the manufacturers of both cars and batteries. Technically we are quite well prepared, but now it is important to develop business models, plan our investments, negotiate partnerships and execute them perfectly.

Stena Line plans to order a ferry Stena Elektra, which will run on electricity only for the fifty nautical miles to Fredrikshamn. We do not need new ferries for this route until 2030, so we are looking at placing the order no later than 2026. Our need for this ferry type will be around six ships. However, in order to avoid childhood diseases, it is important that we let the development progress gradually. For distances longer than about 60 nautical miles, we will probably seek other solutions.

This is where hydrogen comes into the picture. Hydrogen can be created through electricity, but also in other ways. In ships, we have space to store large quantities of hydrogen. The advantage is that the hydrogen gas can be stored for a long time, which is not the case with electricity in batteries. Fuel cells can convert hydrogen to electricity. The electric motor has the advantage that it can reach 80% power output while the fuel engine does not get any better than 45% in power output. Ferries on ferry routes around 100 nautical miles or more are therefore likely to be fuelled with hydrogen.

Green electricity does not only have to be created by wind or sun. It can also be created by combustion of oil or gas where the carbon dioxide waste in the form of gas is returned to the oil or gas source. The technology is well known but has not yet been realized on a large scale. A price of carbon dioxide emissions of USD 50-100 per tonne would in many cases make carbon dioxide recovery profitable as an alternative to paying carbon tax. A carbon tax of USD 50 per tonne of emissions, would probably accelerate this development. Such a tax could very well be implemented in Europe, the US and China. If it is implemented simultaneously for the whole world, it will be competitive neutral. If it does not apply to the whole world, the tax can create very large shifts in competitiveness. Another discussion is that of who should receive the money and how the countries’ various tax collections are affected.

With an abundance of green energy, as mentioned, it is possible to produce hydrogen. Another alternative that is being researched is to use ammonia as a fuel. The advantage of ammonia is that it is abundant in the air. Another advantage is that ammonia can in principle be combusted in the combustion engines of today. The disadvantage of the gas is that it is terribly toxic.

Methanol is a liquid which, when incinerated, does not leave particles but well carbon dioxide. Our Stena Germanica ferry runs on methanol. Green methanol can be produced by degrading cellulose or by utilizing carbon dioxide from nature or from carbon dioxide emissions. We expect deliveries of green or carbon neutral methanol in the future.

For the time being, Stena’s vessels will continue to run on conventional oil, methanol and perhaps LNG. Our climate footprint will mainly be reduced through energy savings and our own electricity production from our wind turbines until our experiments with, above all, electricity use can be scaled up. We expect to continue with the Stena Jutlandica’s battery operation in the near future.

New laws and other forces will compel us to gradually reduce our climate footprint. Our progress or shortcomings will be transparent for everyone, and so we will be scrutinised from many directions. Continuous energy savings is something that we must all work on together. It is gratifying that our new vessel the Stena Estrid on the Dublin-Holyhead route consumes 30% less energy than the Stena Adventurer with approximately the same capacity. In the near future, we will take delivery of two more sister vessels and in 2022 another two vessels. Stena Fastigheter will probably have reduced its climate footprint per apartment by half as early as by 2023.

Our hope is that there will be market conditions in the near future for all our vessels to be able to operate with carbon-neutral fuels. Research and experiments will definitely enable new vessels to cope with the transition to climate neutrality, if not to 100%, so at least very close. However, investments in new vessels are very money-consuming. Only well-tested solutions may be considered and competition-neutral conditions must prevail in order for such large investments to take place, all of which takes time.

Our efforts produce good results, but the struggle, even though it has been going on for several years, has only just begun. Let’s continue our good work.


Dan Sten Olsson

Gothenburg 22 February 2020



Many people I meet think that just because I am so interested in leadership and people, I don't care about profitability. That it should somehow be in the nature of things that one is at the expense of the other. But profitability is the very oxygen in an organization. Without oxygen we cannot live. However, the more the technology advances, the more important human qualities will be.

And I am not only convinced that it is possible to care about people and profitability at the same time, they also affect each other in a positive way. The right culture and leadership can be an effective lever to achieve our goals. There is a neglected asset here in many organizations. And this is what motivates me. That is why I am so passionate about people and leadership. 

That is, increasing the prerequisites to utilize everything that all of us working at Stena can and want to contribute with. Both by removing obstacles and providing enablers. I believe in consciously creating the culture that supports the goals we are to achieve. Ask the question – “What do we need for everyone to contribute in the best possible way?” What is required of me as an employee and what is required in terms of leadership? 

But perhaps most importantly, this changes over time. It doesn’t look the same today as it did a few years back. If Stena can keep up with the changes we see in leadership, learning and new ways of working, we will benefit greatly from this. 

Most people agree that development is moving fast. We see it, for example, in both digitalization and sustainability. Among other things the change affects business models, roles, requested skills and our attractiveness as a supplier, partner and employer. The “winner” is likely to be the one to adapt the fastest or, even better, stays a step ahead. 

It is not easy to be large and at the same time adaptable. That’s why we talk a lot about duality. We need to maintain the stability in our structure and hierarchy while, at the same time, developing the ability to work quickly and flexibly in networks. 

The one who has a leadership role has a greater responsibility that comes with the mandates of a manager. 

But we are all needed. When a company develops, it means in fact that the employees are the once changing. One of our most important duties is that we continue to be curious and willing to learn new things. We also need to take greater responsibility for being involved and driving development by fully contributing with our knowledge and skills. 

Leadership’s most important duty is therefore to enable and strengthen rather than to provide directives and control. 

It is fantastic to be a part of Stena, where we invest in development, competence supply and have Innovation as one of our key values. 

All Stena company’s work with this based on their own needs and possibilities. But we also provide development and learning through our joint initiatives such as Faster Forward and the leadership program Ready 4 Anything. Don’t miss out on that!




With joint forces, Stena Line and Stena Teknik have gained ground for maintaining current operational procedures regarding weather dependent lashing of wheeled cargo in short-sea shipping.

When a revision of the regulations for weather dependent lashing (WDL) of wheeled cargo came up at the International Maritime Organisation (IMO), Stena Line’s Safety & Security Manager Jörgen Lorén realised that the amendments suggested would have significant consequences for their routes.

”The proposal, presented by the International Association of Classification Societies (IACS), assumed a need for extensive lashing of the cargo. In practice, it would affect every departure with longer loading and unloading times and higher costs as a result,” he says.

At this time, 2017, Jörgen Lorén was a member of a working group within the Swedish Transport Agency with insight in the process. And he felt that the Swedish Shipowners’ Association aught to have someone that could support the shipping companies in this issue. The choice fell on Jacob Norrby at Stena Teknik.



Together with the consulting firm MariTerm, Stena Teknik and Stena Line conducted a study to show that the practical application of current regulations, in the form of the CSS code (Safe Practice for Cargo Stowage and Securing) and the ISM code (International Safety Management), works well on the routes that Stena Line and other Scandinavian short-sea shipping companies service.

”All ships carrying wheeled cargo must, in their operational procedures manual, describe how they secure the cargo. The parameters include type of cargo carrier, placement of the cargo on board, as well as forecasts of weather and wave heights during the journey. The shipping companies in Scandinavia have developed routines that work well for the conditions prevailing here. They imply that lashing is only needed in a few cases. Lashing both takes a long time and increases the risk of personal injury,” says Jacob Norrby, Project Manager at Stena Teknik.



For deep sea shipping, the cargo is always lashed due to the great uncertainty about what weather conditions and wave heights one can expect on the intended voyage. The proposed changes of the regulations were based on theoretical formulas and weather conditions typical for rough weather in the northern North Atlantic Ocean.

”But we don’t sail there. Our masters know what weather to expect on the voyage, which normally takes less than five hours. When it comes to weather dependent securing of wheeled cargo in short-sea shipping, there are more parameters that are relevant than the number of lashings, such as the speed of the ship and how the cargo is secured inside the carriers. Today, we handle wheeled cargo by a combination of block loading and of lashing part of the cargo, which works well,” says Jörgen Lorén, adding:

”Early in the process, we succeeded in convincing IACS to withdraw their proposal. And we’ve lobbied for our cause in working groups within the Swedish Shipowners’ Association, IMO and Interferry to convince the flag states that the model we use today works fine. Most flag states now support Stena’s standpoint and we’ve been successful in conveying principles for the proposed revision of the CSS code that are well in line with the current Swedish regulations, which is extremely satisfactory. Now, the matter lies at IMO that will consider the proposal in its Maritime Safety Committee in the spring of 2020.

Stena Teknik and Stena Line are continuously involved in this kind of assignments, which is an important job not only for Stena but for the entire shipping industry.

Top right: Jacob Norrby, Stena Teknik
Bottom right: Jörgen Lorén, Stena Line

Stena Line // March 20, 2020


With joint forces, Stena Line and Stena Teknik have gained ground for maintaining current operational procedures regarding weather dependent lashing of wheeled cargo
in short-sea shipping.

Read More



As part of an ongoing drive to achieve more sustainable and environmentally friendly operations, single-use (throw away) plastics have been removed from Northern Marine’s head office and are being phased out across the Company’s global fleet of managed vessels.

Measures have included the removal of plastic materials such as drinking cups, cutlery and garbage bags, while the purchase of small disposable water bottles has also ceased. Ships are currently creating inventories listing onboard single-use plastics in order to help them plan for an internal Company deadline on 1st April 2020 when 6 single-use plastic items including bottles, cutlery, straws and washing up bottles will be banned onboard. However, some vessels have taken early action. 

“We all agree that the global usage of single-use plastics is having a negative effect on the environment, particularly in the oceans. The crew and I on the Stena President are all motivated to stop using single-use plastics onboard and, in line with Company expectations, we are taking measures to achieve this challenging goal. Single-use plastics are very convenient; however, with sustainable alternative solutions, teamwork and impetus, we can phase these out,” said Captain Vilim Anicic of the Stena President.

“We have already stopped using and ordering plastic cutlery, disposable water and coffee cups, small water bottles and plastic garbage bags and crew are encouraged to use ceramic mugs and glasses, paper recyclable garbage bags and to ask ship chandlers to avoid or reduce the use of plastic and non-environmental friendly / recyclable packaging,” he added.

Kenneth McConnell, Marine Compliance Director, Northern Marine, said: “The removal of single-use plastics is another step forward in our ongoing journey towards a more sustainable future. It has been heartening to hear initial positive feedback from employees, however we fully understand the convenience of single-use plastics, and we are therefore taking steps to minimise any impact on employee or office visitor satisfaction.” 

The crew at the Stena President are all motivated to stop using single-use plastics onboard


During 2019, Northern Marine’s Alba and Scotia House offices alone, required approximately 4,000 plastic knives and forks, 53,000 oz plastic water cups and 49,000 plastic coffee cup lids.

“Plastic pollution is a defining challenge of our times. Single-use throw-away plastics are the biggest contributor to marine pollution, with millions of plastic bags ending up in the environment, thus polluting soil, rivers and oceans. They break down extremely slowly in the marine environment, taking in excess of 400 years. These plastics originate from many sources and causes a wide spectrum of environmental, economic, safety, health and cultural impacts. For example, marine litter can cause harm to sea-life if ingested or even death if a marine mammal becomes entangled in litter. The United Nation Environmental Agency estimates that 15 per cent of these plastics float on the sea’s surface, 15 per cent remains in the water column and 70 per cent rests on the seabed,” said Ko Ko Naing, Head of HSEQ, Northern Marine.

“We as a consumer need to stop buying and using products made up of single-use plastic. This would trigger the supply chain to amend their practices, encouraging them to pack and transport their products in an environmentally friendly way. So, Let’s act now and do something to help our planet,” he continued.

Countries are also taking a firmer stance on single-use plastics, with the Kuwaiti Government and the Indian Government introducing regulations against the usage of single-use plastics on ships in their waters (Kuwait) or ports (India). It is expected that many other countries will follow the same path as both countries.


The art of self-leadership


Winter network meeting 29 January in Gothenburg at Gothia Towers.

As working life becomes more complex and the rate of change increases, so do the demands for self-leadership. Self-leadership is a cornerstone for countering psychological disorders. But how do we create the conditions for this, for ourselves and for others?

Following initial refreshments, the workshop on self-leadership got underway, led by Mathilda Ekström, certified leadership and business developer.

“Mathilda has worked with change management at the individual and group levels for over eleven years, and is a qualified social psychologist focusing on organizations and leadership,” says Jeanette Johansson, CEO Secretary at Stena AB and the convener of Stena’s network meetings for all companies’ secretaries and coordinators.

After the workshop it was time for a creative team activity, followed by shrimp sandwiches at Heaven 23.

“The meeting, beginning in the afternoon and extending into the evening, was much appreciated, with highly engaged participants. With this form of meeting, we promote and facilitate our interaction across company boundaries,” says Jeanette Johansson.




Stena Fastigheter has entered collaboration with Volvo Buses and Stena Recycling’s subsidiary BatteryLoop. Collaboration entails using bus batteries that, after several years in service, can be reused to store energy from solar panels. The electricity stored is then used for public spaces in multi-family residences, such as in laundry rooms and for outdoor lighting. In a first step, Stena Fastigheter uses batteries from buses on Fyrklöversgatan in Gothenburg.




The successful Stena Sonangol Suezmax Pool, established in 2005, presently consists of about 20 high-quality and fuel-efficient Suezmax tankers. Stena Sonangol Suezmax Pool is operated as a 50/50 joint venture between the Swedish leading innovative tanker owner Stena Bulk and the Angolan state-owned oil company, Sonangol. The pool headed from Houston also manages chartering and operations of the pool’s vessels from the offices in Gothenburg and Singapore. The vessels sail in the spot market worldwide.

The discussions for a joint pool of Suezmaxes were initiated between Mark Heater of Sonangol and Kim Ullman of the Stena Group, grounded on the partners’ shared core values of high quality, long-term perspective and customer focus.

The pool is still based on shared values in quality and a long-term customer approach.

“One of the goals is to expand the pool, through partnerships and chartering of vessels, but we are also looking at purchasing,” says Johan Jäwert, SSSP Pool Manager and Head of Stena Bulk USA. “We continuously evaluate which alternative is the most suitable.”

 Fifteen of the 21 tankers in the pool are owned by the owners of the Stena Sonangol Suezmax Pool, three are time chartered and three are commercially managed. 

“The pool set-up has numerous advantages, such as gaining access to a larger market position and, in general, the ability to spread the risks arising as a result of fluctuations in a volatile market,” says Aderito Pereira, SSSP Pool Manager. “Access to our global network with support and a high utilization rate as a result of our operational excellence are also important factors.”

“We have been extremely successful and are one of the foremost, in comparison to both the index and other competing pools,” says Erik Hånell, President and CEO, Stena Bulk. “Our pool has been the best-performing Suezmax pool for 12 of the past 15 years, which is largely a result of our customer focus where innovation, performance and quality are prioritized.” 

Top left

Length: 270 metres; beam: 50 metres; deadweight: 160,000 tons

Bottom left

Carlos Vicente, Sonangol Shipping Holding, Kim Ullman, Concordia Maritime, Mark Heater, Sonangol Marine Services, Erik Hånell, Stena Bulk and Joao Almeida, Sonangol Marine Services

Top right

Erik Hånell, Stena Bulk, Kim Ullman, Concordia Maritime, Mark Heater, Sonangol Marine Services and Dan Sten Olsson, Stena AB

Bottom right

Aderito Pereira and Johan Jäwert

“Over the years, we have expanded with the addition of a number of Suezmax tankers of the latest design and with the highest environmental class,” says Joao Almeida, President of Sonangol Marine Services. “In both partners strategic investments, we focus very much on energy efficiency and, with the help of our technical development department, we make sure that we are at the cutting edge when it comes to both safety and the environment. But we are also evaluating our existing vessels in order to find solutions for further fuel savings.”



Orbit is used by the pool and is very useful both for chartering and operations. We can offer our customers increased productivity and it allows us to make better and faster decisions based on vast and structured data sets. 



This interaction between the two companies has added tremendous value to the pool’s success. The pool has very strong teams with all offices staffed by representatives from both companies. This creates diversity with several cultures, enabling the pool to be agile and open to change.



The 15-year anniversary celebrations started in Houston and will continue in London and Singapore during the year. We will be celebrating this milestone by showing our appreci-ation for our customers’ and partners’ support, both in years past and in the years to come.

Click to visit Stena Sonangol homepage



In the London Borough of Barking and Dagenham, an extensive new construction project is underway, where 14,000 new flats will be built by 2030. By investing in Envac's vacuum waste collection system, a cleaner environment is being achieved, along with more surfaces to build on and significantly reduced transports in the area.

The Barking and Dagenham vacuum waste collection system is Envac’s second in London. The first was installed in Wembley back in 2005, but in the years to follow, the financial crisis caused a significant downturn in the market.  

“A few years later, we were visited by a delegation of courageous politicians who wanted to challenge old structures and the traditional ways of approaching urban development,” says Patrick Haraldsson, CEO of Envac. “An important part of it was about being able to make the most of the space available, creating good traffic conditions without a lot of heavy transports and with a tidy urban environment. People began looking at our system as a good solution.”

The traditional waste disposal system in London is based on residents placing their waste sacks on the pavement for collection by refuse lorries, often at night.  Around 15–20 percent of all heavy transports involve waste management.

“By using our system, Barking and Dagenham can reduce their heavy transports for waste in the borough by 90 percent. In addition, around 14,000 square metres are freed, which can be used for more flats instead of for traditional waste management, which requires a lot more space,” says Patrick Haraldsson. 

Once the new residential area is completed, 14,000 flats will have access to the new waste collection system. This will enable the elimination of 19,000 bins that would otherwise have been needed to collect the waste.

“At present, about 400 flats have been connected to the system – the first in April last year – and the system has worked perfectly without any disruptions,” says Patrick Haraldsson.


The waste is moved further underground by suction to closed containers at one of the area’s two central collection points.

Top right

The closed containers are picked up by a container lorry.


Residents never have more than 50 meters to the nearest waste chute.

Bottom right

Patrick Haraldsson, CEO Envac

Residents deposit their waste in chutes, with sorting by household waste and materials for recycling. Residents never have more than 50 meters to the nearest waste chute. When a certain level has been reached in the chute shaft, the waste is moved further underground by suction to closed containers at one of the area’s two central collection points, where they are then picked up by a container lorry. The maximum suction distance is 2,000 metres. The system detects the type of waste deposited and automatically regulates the amount of air pressure needed based on the weight of the waste. In this way, a system is attained that is both energy optimized and efficient.

“Normal waste bags can’t get stuck. If someone should push in a somewhat longer object and it fastens in a bend, we can pull it out by applying a little extra pressure,” says Patrick Haraldsson. 

Envac currently has 36 offices in 22 countries on all continents except Africa. In addition to Envac, which is the largest on the market, there are another fifteen companies that offer similar systems.

“So far, only about 45 cities in the world, or 0.1 percent, have automated waste management as municipal infrastructure. This means that the potential is enormous, not the least in China and India, where there is major interest and where we’ve already started installing systems,” says Patrick Haraldsson.

The most common is to install the system in conjunction with new construction. But it is also an excellent solution for existing urban environments, and has been adopted in Norwegian Bergen, for example, with great success.

“Here they’ve really collaborated across borders within the municipality to get the clean and tidy city they want without a lot of unnecessary transport. The most important factor for success is that there is a political will – and that has really existed both in Bergen and in Barking and
Dagenham,” says Patrick Haraldsson.




Replacing all the old electric motors in Swedish industry with new ones would result in energy savings equivalent to 900 wind turbines. At the same time, the old motors contain large amounts of valuable metals that can be used again. The transformation can begin: ABB and Stena Recycling recently signed a long-term agreement on the recycling of old industrial electric motors.

Large parts of Swedish industry are presently characterized by old low-voltage motors, which are neither energy efficient nor dimensioned for their tasks. This creates major energy losses. At the same time, industry needs more electrification to phase out fossil fuels and become carbon dioxide neutral. ABB and Stena Recycling want to resolve this flawed equation through long-term collaboration on recycling old electric motors and replacing them with modern motors.

This collaboration is a result of the Circular Initiative for sustainability, launched by Stena Recycling in the spring of 2019. The goal is to create concrete solutions for circular material flows in Swedish industry. ABB has been a partner from the start.

“We will be sustainably recycling end-of-life motors in a separate flow to obtain material that is as clean as possible,” says säger Fredrik Pettersson, Managing Director Stena Recycling AB. “Recycling of aluminium, copper and iron alone produces energy savings of between 75 and 95 percent compared to new production of the metals. Sales of the recycled metals will be conducted as locally as possible in order to further reduce environmental impact. The metals will gain new life in new products.”

The potential energy savings if all old motors in Swedish industry were to be replaced are substantial.

“With properly dimensioned and energy efficient motors, less energy will be required in the future to do the same mechanical work in industry,” says Ulf Hellström, head of ABB’s business unit Motion i Sverige. “If we upgrade all the old motors in Swedish industry, this would create conservation opportunities of at least four terawatt hours, which corresponds to the output from 900 wind turbines, or a reduction of industry’s electric energy consumption by eight percent.”


The Circular Initiative is a collaborative arena where decision-makers meet to discuss and develop concrete measures for more circular material flows in Swedish industry. The initiative was launched by Stena Recycling in the spring of 2019. ABB, Combitech, Electrolux and Stora Enso have been partners since the start.




Electrification and battery operation are making inroads into more and more contexts. Taking care of all the worn-out batteries and reusing or recycling them efficiently has become a major challenge for the future. Stena Recycling aims to become one of the largest players in the battery field in Europe.

“The trend towards increasing numbers of products containing batteries has just begun. We see a sharp rise in the years leading up to 2030, driven mainly by increased electrification in the automotive industry. This will subsequently lead to increased demands on processes for reuse and recycling.”

This according to Hans Eric Melin, international consultant and expert on opportunities and challenges related to batteries as an energy source. He was one of the speakers at a well-attended conference focusing on batteries, recently held at the Stena Nordic Recycling Center in Halmstad.

“It’s time to take a position in the growing battery market,” says Rasmus Bergström, Executive Director for Product Development at the Stena Recycling Group and responsible for the battery initiative. “Both in terms of recycling and reuse. This is a business opportunity we must exploit, and we have set an ambitious goal that by 2024, we will be one of the three largest players in Europe with a market share of about 20 percent.”

There are already several concrete examples of the journey having begun. For about a year now, there has been a battery center at the Stena Nordic Recycling Center for developing methods and processes for handling different types of batteries. Corresponding centers will also be established in other markets where Stena Recycling operates. At the same time, the newly started Stena company BatteryLoop is working on creating battery energy stocks. One example is the collaboration between Volvo Buses and Stena Fastigheter where used bus batteries are employed for energy storage at a Gothenburg property.

The purpose of the battery conference was to invite participants to gain knowledge and inspiration, and to lay the foundation for our services.

“We’re building knowledge and methods at our battery center in Halmstad with the aim of expanding to other markets,” says Rasmus Bergström. “It was very gratifying to see that all countries where we have operations were represented at our battery conference; it indicates a major interest in this area.” ⁄


The purpose of the battery conference was to invite participants to gain knowledge and inspiration, and to lay the foundation for our services. Here Daniel Spiljak shows how a battery from an electric car is handled.

Top right

Rasmus Bergström

Bottom right

Hans Eric Melin




After more than six years’ in planning and construction, Stena Line’s newest E-Flexer ferry Stena Estrid started service on the Irish Sea route from Dublin to Holyhead on January 13, 2020.

Sister ship Stena Edda was delivered a few days later and will enter in to operation in March 2020 on the Belfast-Liverpool (Birkenhead) route. A third vessel Stena Embla is expected to be introduced on the same route in early 2021.

Described as one of the most modern ferries in the world the E-Flexer vessels offers a range of excellent facilities on board, including the spectacular Sky Bar, two Happy World children’s play areas, a relaxing Hygge reclining lounge, Stena Plus lounge, two movie lounges, bigger Truckers lounge, Taste restaurant, and a bigger better shopping experience.

With 215 metres in length the Stena Estrid and her sisters are some of the most advanced RoPax vessels in the world and larger than today’s standard vessels, with space to carry 120 cars and 1,000 passengers, and a freight capacity of 3,100 lane meters, meaning a 25-50 per cent increase in freight tonnage on their new routes. The fuel efficiency is impressive, and the consumption is reduced with 25 per cent compared to existing tonnage. 

In addition to the three Irish Sea bound E-Flexer vessels, Stena Line has also ordered a further two E-Flexer RoPax vessels with a larger design, to be deployed within Stena Line’s network in 2022.

Top image

Stena Line passengers travelling between Dublin to Holyhead have given a major thumbs up to the brand-new ferry Stena Estrid in her first three weeks of operation. The spectacular ”Sky Bar” is one of many reasons. 


DAVOS 2020

The week long World Economic Forum meeting in Davos is actually many different things.First and foremost it is a meeting place. Many of our customers and suppliers are represented there and one-on-one meetings are taking place everywhere in the little alp village. Through the event-app the 3,000 “partners” are in continuous dialogue with each other. It is speed-dating brought to a new level with the help of technology – and “everybody” is there.

Key conversations also take place within a handful of business sectors with specific topics and dedicated staff. I participate in both the “Transport and Logistics Governors’ meeting” as well as the “Oil and Gas Governors’ meeting”. In these meetings the key players in each industry raise topics that are of common concern for the sector. Reports and follow-ups on topics from last year’s meeting are discussed as well as agendas for the coming year. These meetings are the most important for me. The largest global forwarders and logistics companies are there. It is invaluable to come to the meeting half an hour early just to have a coffee with the other participants. It is very collegial and friendly but also grapple with the issues at stake, for example how the oil industry should decarbonize. For some inexplicable reason I opened the Oil and Gas meeting this year. The meetings are often followed up by dinners.

Alongside the industry sectorial meetings, are a host of formal interactions on topics that are of overriding concern. There are 5-10 such hour long seminars running in parallel from 7 in the morning to 8 in the evening. The underlying theme of these subjects is what is called “Stakeholder capitalism” which comes from the insight that no one actor or sector can fix the world’s underlying challenges. Only through dialogue between policy makers, the reasearch and academic communities, NGOs and corporations, can we make meaningful headway. The completely dominating subject this year was transitioning to a zero-carbon world. These discussions reflect a general disappointment with man’s inability to be stewards of our planet, recognizing that our environmental challenges probably are understated and that we are currently heading towards a 4 degree temperature increase. There is considerable frustration from governments, organisations and representatives from the younger generations, not least Greta Thunberg, who are calling for drastic and immediate action. It is obvious that democratically elected leaders from individual countries have very little global influence. Most fingers are therefore pointed towards industry without any deeper understanding of the basic premises that private enterprises in an open market operate from.  

Several capitalists, and most NGOs, argue that we need to re-align our open and market based democracies for them not to lose more trust and credibility with the wider popu-lation. The UN Sustainability Development Goals are seen as one pathway to a better system. Corporates are still very divided, for good reason. A significant difference in tone came from a surprisingly united finance and insurance sector, as well as from the rating agencies, who probably will be setting the pace for moving away from carbons in the western world. There was much talk about decarbonization of the “hard to abate” sectors, which are cement, steel, chemicals, aviation, and shipping. Hydrogen produced by non-fossil electricity is the solution that is on everybody’s lips. Stena gets a lot of credibility for what we are doing with methanol.  

The tone was also different this year, compared to last year, in that data driven technical solutions no longer are a novelty, but a fact. The broader question is how they will be used and if they can be regulated and taxed to the benefit of wider society. 

Another arena is where politicians try to make statements. President Donald Trump held a very well attended speech, probably intended for domestic US voters in the up-coming election. He had a battery of statistics to show that the US had never been better and stronger and that the rest of the world were pessimists. China’s vice premier was also there, delivering a rosy speech on how his country would play an active part in forging our joint future. Ursula von der Leyen, the new president of the European Commission, outlined EU’s “New Green Deal” and focus on digital capabilities, noting that GDPR was a great success but that only one of the world’s 50 largest digital companies is European. There was assertiveness from both Europe and NATO, recognizing that they had to get their houses in order for them to be globally relevant. The superstar is Christine Lagarde, previous head of the International Monetary Fund and now heading the European Central Bank, who dominates the Euro-area and the debate amongst the central bankers. It was very interesting to listen to the prime ministers from both Finland and Austria, both 34 years old. They have a completely new vocabulary and probably relate to younger generations in a very different way than more established and older politicians. Initially I was very sceptical, but having spoken to them both, I am actually very hopeful and they certainly represent a more diverse, inclusive and interesting Europe.

After four days of meetings, on varying levels, with varying interaction, on completely different topics, it is time to go home. The breakfast meetings start at 6:30 and the last nightcaps are done well past midnight. The lack of sleep is compensated by good excercise.  Davos is a village stretched along one single main road. I netted 20,000-25,000 steps a day on ice covered sidewalks, trying to run and push past the 15,000 or so additional attendees, the 6,000 policemen and the 500 journalists. It is an intellectual Disneyland and I am very privileged to be able to attend and represent Stena. On the other hand, it is obvious that we as a company and industry have formidable challenges in a world that is changing faster than ever. It is also frustrating to understand that the world does not have a play-book, our joint success is dependant upon what we, as individuals, do. And it is inspiring to understand that the more power we have – the more responsibilty we carry.

Left: Ursula von der Leyen, the new president of the European Commission. Right: Selfie with Isabella Lövin, Minister for the Environment and Climate, and Deputy Prime Minister of Sweden.


  • the world has two power nodes, they are the US and China, if anybody did not know
  • the western world, and EU in particular, will politically drive a very aggressive environmental agenda the next few years that will hopefully unite the continent
  • it seems that we have reached a tipping point where several major manufacturers are committed to paying for more sustain-able transportation services
  • almost every company is now portraying itself as a logistics integrator in one way or another
  • super platforms are taking over the world in “winner takes all” scenarios
  • Stena is well recognized as a technically advanced boutique quality operator

Based on the above we have to make sure that Stena remains relevant by ensuring that our technical expertise and environmental work genuinely is in the heart of everything we do, in our strategy and in our identity. Also we must widen our horizons and see business opportunity where new technology provides completely new capabilities. Our logistics endeavors within shipping are therefore crucial.  Our biggest challenge is that the world now moves very quickly. Public opinion, customers and competition are certainly not sitting still.  We must be faster and better than we have ever been before.

Carl-Johan Hagman

29 January 2020


The World Economic Forum is considered as the most important international organization for public-private cooperation. The Forum engages the foremost political, business, cultural and other leaders of society to shape global, regional and industry agendas. Established in 1971 as a non-profit association. Headquartered in Geneva, Switzerland. Independent, impartial and not tied to any special interests. The Forum strives in all its efforts to demonstrate entrepreneurship in the global public interest while upholding the highest standards of governance. Moral and intellectual integrity is at the heart of everything it does. 

Focus on three key strategic challenges: 

  • Mastering the fourth industrial revolution
  • Solving the problems of the global commons
  • Addressing global sequrity issues



Fredrik Larsson and Daniel Theander both participate in ultra-running. A sport that requires grit and good fitness, but also acts as a way of getting away from things in stressful everyday life.

An ultramarathon should be longer than a marathon (42.2 km). Common distances are 50 km, 100 km, 50 miles (81 km) and 100 miles (162 km). The longer distances are usually not 100% measured, which means that 50 miles can easily be 90 km.

The amount of time a race takes is obviously individual, but it also depends on the terrain. Elevation is also a factor. It is not uncommon to follow the route using a digital map on your GPS watch or GPS unit. 

Some ultramarathons are self-sufficient, which means that you have to carry energy, but water  is usually available and marked on the map.

“I haven’t yet run an ultramarathon that requires sleeping, but that will come…” says Fredrik.

Daniel and Fredrik run 80–100 kilometers each week, distributed over every day of the week. It is important to fit in workouts whenever possible. Before or after work, at lunch, early over the weekend and transport running, which means running to and from work, or to a dinner party.

Fredrik, Daniel & Leon

How do you ramp up for a race?

“The week before an ultramarathon, I try to get in enough sleep,” says Fredrik. In terms of nourishment, I make no changes and eat as usual. No “pasta loading” in other words. I go over my equipment, energy plan and think through the race and set up the sub-goal plan you need to have. You can’t start a 100-mile race and the first thing you think is – ‘wow, so many miles left …’. You have to divide it into segments and goals. Sub-goals can be the first checkpoint, the first time you get a piece of candy. When you get to change to a fresh undershirt that you have in your drop-bag, and so on.”

“I usually focus on my sleep and cut back on exercise,” says Daniel. “I run every day (runstreak), all year round, outdoors. In the final days before an ultramarathon, it might only be a few kilometers a day.”

For Fredrik and Daniel, running is as way of getting away from everyday demands and work as a happiness pill. They often start their runs with heads full of thoughts and everyday distractions, but get back with solutions for problems and feeling relaxed.

“Choosing ultramarathons has to do with the challenge,” says Fredrik. “What I can achieve by pushing myself, physically but also mentally. And getting out into the fresh air with my workouts is a big bonus.”

“I’ve always loved being out in nature, so when I started running it became quite natural that I wanted to be out longer and longer,” says Daniel. “Not so much for the distance, more that I wanted to be outside for longer periods. Because I started training so late in life (2014), I realized quite early that I cannot be ‘fast’. However, I’ve seen that I never give up and I have the ability to steel myself and expose myself to levels of stress I’d never dreamed of before. That’s why I started increasing the distance more and more.”

Daniel and Fredrik agree that ultra-running is a friendly sport. Everyone cheers for you and your fellow runners and participant help each other out. There is often a requirement for carrying first-aid kits and you have to stop and help if someone has problems or gets injured.

”I like to meet new people,” says Daniel. “I simply want others to experience what is so great about running. I’ve also created Facebook and Messenger groups for ‘community runs’. Last year, I was involved in arranging a relay race along the Halland coast.”

“Ultra-running gives me a lot back,” says Fredrik. “Nothing is really a hassle any more, now that I know what I can manage and that I know that I can managed to turn the negative thoughts and get back in the race.”

Cope with the psychological stress

Daniel and Fredrik say that in many cases, the prerequisite for reaching the finish line is the ability to cope with the psychological stress. It is therefore important to train for this and there are many different ways of going about this. The Ultra Interval Challenge is an example where for 24 hours, you run 80 kilometers starting a 10 kilometer loop every three hours. Among other things, you have to get up in the middle of the night to ‘run your 10k’. This is an easy way to practice running while sleepy and possibly a little unmotivated.

What’s the best thing about ultra-running?

“That every race is different,” says Fredrik. “There’s also the nice comradeship that has given me many new friends.”

“Being outdoors for longer periods,” says Daniel.

Best ultramarathon you’ve run?

“I don’t have much experience from those high-profile marathons; I try to train and compete in my immediate area so as not to take too much time from family and work,” says Daniel. So the Sandsjöbacka Trail would have to be my answer.

“Scenic Trail, K113 Ultra on the border between Switzerland and Italy,” says Fredrik. “You run on the ridges that surround the valleys of the Lugano district. Fantastic views,” says Fredrik.

Next scheduled marathon and common challenge for Fredrik and Daniel is the HUB200 (322 km) from Gothenburg to Båstad.The route is along the coast and, among other things, runs on 120 beaches.HUB200 is completely self-sufficient and you have the possibility to place a number of “drop-bags” with supplies, clothes, shoes, etc. along the route.

“The maximum time is 72 hours – now we may have the opportunity to sleep a little during aa ultramarathon for the first time…,” says Fredrik.

“Yes, the race goes past my house, so we can sleep there. It’s also one reason I signed up, an ultramarathon on ‘my’ trails – I can’t miss that,” Daniel concludes.

NAMEFredrik Larsson
TITLEApplication Specialist, Stena Group IT, Core Business Solutions
FAMILYPartner Martina, two children, Lukas (17) and Tilda (15). Lives in Stenungsund, north of Gothenburg.
SPORTS BACKGROUNDFootball and alpine skiing during high school. Thereafter sporadic exercise; began running on a regular basis after military service. Ran 10 km as regular exercise round for about 15 years and participated each year in Göteborgsvarvet. Participated in bicycle road races during the same period, including the Swedish Classic Circuit. Started with swim-run events about 8 years ago and thereafter with triathlon. Since cycling and swimming takes so much time, the focus now is on running.
NAMEDaniel Theander
TITLEDigital Communication Manager, Stena Rederi
FAMILYWife Erika, two children, Arwid (14) and Sixten (12). Lives in Vallda Sandö, south of Gothenburg.
SPORTS BACKGROUNDHad not really exercised that much until he started running six years ago. Likes alpine skiing, has participated in one Swedish Classic Circuit, has skied Vasaloppet twice without training. Does not see ultramarathons as a form of competition but rather as a challenge to get to the finish line. Runs often with family dog Leon, 45 kilos of muscle, Rhodesian Ridgeback/Dobermann, which is a fantastic company.


Everyone can run long distances! Start with shorter distances to gradually build up physical endurance. Try to run a little every day once you’ve started running. Practice eating and drinking while running. 



  • Backpack (for water, provisions, extra clothing)
  • Poles
  • Headlamp (important, we often run in the dark)
  • GPS watch
  • Large shoes (your feet will swell)


The tanker market is, by its nature, very volitile, as events around the globe have a major impact. Concordia Maritime CEO Kim Ullman points out in his latest market update, how among other things, the Coronavirus has recently affected the market.

In December, the VLCC rates were USD 100,000 per day, in early February at USD 40,000 and on February 10 the level was USD 15–20,000 per day. For product tankers, development is basically the same, but at lower levels. 

“The decline is largely a direct consequence of the Coronavirus,” says Kim Ullman. “The spread of the virus has resulted in sharply reduced flows of goods and people, which in turn affects the demand for both oil and tanker transports.”

Freight levels have also been affected by the unusually warm winter in northern Europe. The decline in the VLCC segment is also partly due to the United States having lifted its previous sanctions against the Chinese shipping company Cosco Dalian’s tankers. Since these vessels make up just over three percent of the global VLCC fleet, this means that the supply side is now increasing somewhat.

“These are clear examples of how unpredictable events can quickly change conditions,” says Kim Ullman. “We’re now hoping that the spread of the Coronavirus will be suppressed. With the exception of the virus, we see good demand for oil and record low net growth in the global fleet. This provides good incentives for stable demand for transports.”

Concordia continuously updates its shareholders on market developments at the company’s website.



To succeed as a company in the future, you need to be brave, forward-looking, broad-minded and quick to acquire new knowledge. Now Stena and SKF are entering into a unique collaboration to develop their leaders in a joint leadership program. The starting point is the rapid changes connected to digitalisation and how to best meet the challenges and opportunities associated with it.

Last year, Stena introduced “Envisioning the Future” as part of their acclaimed leadership program Ready 4 Anything. The interactive and fully digital module highlights new technologies, behaviours, mega trends and scenarios – and how to create exciting new business opportunities based on that. Stena has also invited SKF to participate in the training – creating great value for both companies in terms of new networks and wider perspectives. 

“You must be daring and willing to experiment. Both companies gain from an outside-in perspective where you can be open, inspire and challenge each other. Inviting an external partner raises the level of the training even more. Besides, the new contacts created will hopefully lead to that those working together will keep in touch and help each other in the future”, says Dan Sten Olsson, CEO Stena AB.

The collaboration started when SKF HR Director Ann-Sofie Zaks heard about the training, became curious and contacted Stena to participate.

“We had already considered developing something similar at SKF, but we thought it was unnecessary when the what we were looking for already existed”, says Ann-Sofie Zaks, who leads a change initiative for the SKF group called People Transformation.

This led to the decision to run a pilot training with five managers from each company, which will now be scaled up with several trainings this year.

“Today’s rapid pace of change means that we need to train in a completely different way than before. This is the first time we have seen a model this efficient and scalable at the same time. We are extremely grateful to Stena for inviting us to this unique colla-boration. Other collaborations are usually about products and selling something to third parties, while here we get the oppor-tunity to help each other strengthen our organizations internally”, says Alrik Danielson, CEO AB SKF.

Alrik Danielson, Ida Lööv, Dan Sten Olsson and Ann-Sofie Zaks

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

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. External companies – primarily SKF – have participated in a couple of the trainings. The plan is now to do this in a bigger scale.




This year, Stena Fastigheter is celebrating having worked with relationship management for two decades. “We introduced a whole new way of thinking,” says Helen Welander Möller, Stena Fastigheter’s first relationship manager. “We went from just taking care of the physical buildings to taking on social responsibility by working with relationships with our tenants and others in our residential areas.”

The year was 2000 – a historical year – the world had entered an entirely new millennium., Helen Welander Möller was hired the same year to, somewhat simplified, talk to tenants, listen and take in their thoughts and ideas. A few years before, Stena Fastigheter had bought 600 flats in the residential neighbourhood of Lindängen in southern Malmö. Many of the flats had been vacant, and Stena Fastigheter carried out extensive repairs and the courtyards were refurbished. At the time, the neighbourhood had major problems with vandalism. 

“I walked around and knocked on the doors of our tenants. I contacted clubs and talked to the municipality. We wanted to stop littering and vandalism, and we wanted people to be happy there and stay in our flats,” says Helen Welander Möller.

Helen describes how she was often met with raised eyebrows when she talked about her work. Why would a private property management company work with relationships? Wasn’t it enough to make sure the buildings were in good condition and let the flats? History gives us the answer. The initiatives, activities and collaborative programs that were initiated at that time contributed, among other things, to vandalism becoming rare in the neighbourhood. 


Helen Welander Moller’s efforts were supported through the whole organisation. Extra money was allocated to strenghten relationships with tenants, and to further develop residential environments. At first, the work was considered a social project, but it was not long before the term relationship management was coined. In 2007, the company copyrighted the Swedish term for relationship management (relationsförvaltningen), and activities in relationship management were created and thrived.

“Relationship management for me is about having big ears, to listen and find out what’s happening in a neighbourhood and what needs to be done,” says Helen Welander Möller. “During our first years at Lindängen, many tenants were dissatisfied with the laundry facilities. When we gathered in a laundry room we asked if they wanted new washing machines, but it wasn’t about that. They wanted a nice place to do their laundry. We gave the walls a new colour, wallpapered and created a place where tenants could sit and enjoy a cup of coffee while washing.”


So it was in a residential neighbourhood in Malmö where the seeds for relationship management were sown. Helen became the company’s first employee to carry the title of relationship manager, and over the years she was joined by several colleagues with the same title in Gothenburg and Stockholm. Today, relationship management permeates the entire company and is in the minds of all employees. Relationship management is evident in everything from the planning of new residences to collaboration with tenants and the local community. Relationship management has become the company’s standard way of working, which contributes to housing areas where people feel safe and comfortable, and where they also have an opportunity for personal development and activation. 

Helen, who is now retired, worked for 16 years at Stena Fastigheter in Malmö. Together with her colleagues throughout the company, she has contributed to hundreds of collaborative activities that have improved residential areas. Examples of these activities include a swimming school for children, homework help and that young people living in Stena Fastigheter flats being hired for summer jobs in the neighbourhood.

“It really feels good to have made this journey. When people ask me what I did before retiring, I say: Just having fun at work. It’s with pride that I can say that I’ve been a relationship manager at Stena Fastigheter.”

Top left

Every year, Stena Fastigheter hires 300 young people
during the summer.

Bottom left

“We went from taking care of the physical living environment to taking social responsibility.”
Helen Welander Möller, former relationship manager for Stena Fastigheter, back at Lindängen in Malmö where it all begun.

Top right

Relationship management and urban development. Stena Fastigheter takes over and develops school in Stockholm.

Bottom right

Stena Fastigheter contributes to homework help.


  • Relationship management is Stena Fastigheter’s approach that creates neighbourhoods where people feel comfortable and secure. In practice, relationship management means that the company promotes things that are good for the neighbourhood, the area and the people who live or work there. The foundation of relationship management is dialogue. Listening and incorporating ideas from others, and thus contributing to a socially sustainable environment.
  • In 2007, the Swedish term for relationship management was copyrighted.
  • More than 100 million Swedish crowns have been invested in various collaborative programs and projects for schools, work, leisure and security. This is in addition to the activities targeting security and well-being that are a part of everyday work at Stena Property.