STENA LINE NETWORK & FLEET is a relatively new department in Stena Line. The department was created in 2013 in order to acquire a larger overall view and to be able to optimise Stena Line’s system comprising ferry services, ships and ports. Before this, responsibility was at a more regional level, which meant that there was a risk of suboptimisation and a short-term approach in different investment decisions.

“Our assignment is to ensure that Stena Line as a whole can maximise its profit and return on invested capital, that is, our ships and port investments. Compared with previously, this means a larger overall and long-term view, a greater focus on the market and a need to work more cross-functionally. Consequently, we needed more different and new types of skills”, says Peter Arvidsson, Network & Fleet Director.

The department consists of five persons: Peter Arvidsson, Christopher Thomassen, who came from Stena Bulk, Patrik Almqvist from Stena RoRo, Johan Ekman from Stena Line Freight and Lance Trengeried, who had previously worked at Transatlantic. They work closely with group management, which includes Peter Arvidsson, and with the six route directors. They also collaborate closely with Stena RoRo.

“We always have 5-10 projects in progress at the same time, some of them more long-term and visionary and others requiring quick decisions. At Stena Bulk, they work in the spot market and much more here and now than Stena Line and Stena RoRo is more operative and supplies external customers. With Christopher and Patrik, we have important skills from there”, Peter Arvidsson points out.

Since freight plays an increasingly important role in Stena Line’s business, it was also important to bring in somebody from the freight side internally.

“This was contributed by Johan, who comes from Stena Line’s external freight organisation. And Lance’s background at Transatlantic and work with transport and industrial flows provides us with a valuable external contribution”, says Peter Arvidsson.

He sees numerous advantages with job rotation, both as regards his own department and Stena as a whole.

“When you switch companies, you bring with you the Stena spirit and Stena experience. Another aspect is that shipping today is a limited labour market in Sweden. Because Stena is so large, many of the skills are in-house and thus it is a question of making them visible and developing them”, says Peter Arvidsson.

Additionally, the risk of recruiting mistakes is minimised by recruiting within the group.

“Here, it’s easy for us to get credible references. Finding the right skills and settling in the job take less time when recruiting is done within the group”, Peter Arvidsson points out.

PETER ARVIDSSON, NETWORK & FLEET DIRECTOR

“Job rotation is an excellent opportunity for further development in the group and valuable for both the individual and the company. As far as our department is concerned, it has enabled us to broaden and deepen our skillset. We are definitely stronger now”.

BACKGROUND:

MSc (civil engineering), MBA.

Ten years at SAS and various subsidiaries with a focus on commercial development and optimisation of traffic systems. Seven years at Stena, all in group management. Has held his current position since 2012/2013.

CHRISTOPHER THOMASSEN, BUSINESS DEVELOPMENT MANAGER

“I had informed my boss that I was interested in broadening my perspective and changing jobs within the group and he suggested this position at Stena Line. I definitely feel that it is a step further in my development. A positive effect of job rotation and the leadership program is also that we now talk a lot more with each other across company borders, which I think is very positive from a group-wide perspective”.

BACKGROUND:

BSc in Business Administration. Studies in the US, Spain and Sweden. Worked first as a stockbroker, with shipping since 1995. Worked for Broström AB as chartering manager for about 9 years. Chartering Manager, Stena Bulk for 2 years. Has held his current position since 2014.

PATRIK ALMQVIST, MARKET INTELLIGENCE ANALYST

“Job rotation is a fantastic opportunity. If you are curious and want to develop, it’s something I can really recommend. For me, it was very exciting to come to Stena Line, which is currently in a strong development phase.

BACKGROUND:

Shipping and logistics at Chalmers University of Technology and shipbroker training in London. 3.5 years at Stena RoRo, most recently as Manager, Commercial Operation. Has held his current position since the beginning of this year.

LANCE TRENGEREID, BUSINESS DEVELOPMENT MANAGER

“I think that job rotation has an important role to play when it comes to the development of both the individual and the company – I saw this even when I was working at Volvo. A good combination is transparency regarding what opportunities there are, different forums for skills development and actively searching for talent

BACKGROUND:

MBA in Business and Economics. Various controller positions at the Volvo Car Corporation, 5 years as controller/strategist/project leader at Transatlantic. Has held his current position since the beginning of 2013.

JOHAN EKMAN, PRODUCTION & CAPACITY ANALYST

“Previously, I didn’t even think about there being the possibility of switching companies. But as more people become aware of this, more people will probably want to try it out. For me, development is extremely important and this was an excellent opportunity for that”.

BACKGROUND:

Shipping and logistics at Chalmers University of Technology and a degree in Supply Chain Management from Newcastle Business School. Summer job as an expeditor at Stena Line and 1.5 years at Stena Line Customer Service with a focus on freight. Has held his current position since the beginning of this year.
since the beginning of 2013.

EXAMPLES OF ASSIGNMENTS IN PROGRESS:

Port development projects in Göteborg, Fishguard and Rotterdam.

Replacement of the Stena Scanrail on the Sweden-Denmark routes with the M/S Ask in the Baltic with the new name of Stena Gothica.

A good example of optimisation since the Sweden-Denmark routes needed a cost-effective vessel with freight capacity at the same time as there was a need to reduce capacity in the Baltic due to the embargo on Russia.