C People 02 2017

Caverion Employee Magazine

2/2017

Let's talk about digitalisation!

Strategy 2020: Fit for Growth Going underground

Apprentices at the centre of PPP construction project

TOPIC

C-PEOPLE MAGA ZINE

Content Going underground

Around Caverion

Caverion has an in-depth expertise in Managed Services and in this case we are concretely in the deep inside the Swedish metro system.

Electric cars, work safety, new orders and other topics you should be aware of.

4–5

Just hired

18 –19

Meet the new employees of Caverion Austria.

Where can your work take you?

6

Caverion provides its employees meaningful tasks and sometimes these tasks take our people to a very unordinary environment.

Services business

As services maintain a key role in our new strategy, we asked Thomas Hietto, Head of BU Services what is happening in the future.

20 –21

7

The challenges of leadership

Let's talk about digitalisation!

How to manage over 300 employees and how to define good leadership?

The winners of the German leadership award 2017 will tell you the answers.

Tobias, Camilla, Henry, Jørn and two Ninas revealed their thoughts about digitalisation.

8–9

22–23

Increasing technology

Apprentices at the centre of PPP construction project

IoTFlex is one of our most recent innovations.

What is it and what should you know about it?

Get familiar with a socially, environmentally and economically sustainable office building in the city of Aarhus, Denmark.

1 0 – 11

A day in a service technician’s life

Service is in the main role when thinking of the title, but it is also possible to end up watching the championships of crosscountry skiing after finishing your daily tasks.

12 –13

Not just a grocery store

Fit for Growth - All about the new strategy

14-15

Do you still think that grocery stores are only for buying groceries? Read more and learn how wrong you have been.

24–25

A contract that lasts

Caverion’s life cycle model - building work for 20 years onwards.

26

Role play for successful ServiFlex+ kick-off 27

16 –17

– 2 –

I S S U E 2 / 2 0 17

Season’s greetings!

A

new strategy towards 2020 has just been launched and we enter 2018 with a lot of expectations that the new strategy will be successfully implemented step by step in all divisions. Our four must-wins: Excellent customer experience, Best Solutions, Top Performance at every level and Winning team are the key elements of the new strategy.

We want to put our customers at the centre of our sales and service culture. Successful sales are much easier if our customers are happy with our support.

But we only get happy customers if we have a winning team. And you are a part of it. Without our 16,000 employees we cannot get happy customers. We want to build a company that can deliver excellent customer service.

2017 has almost ended and we would like to take this opportunity to thank you all for your efforts during this year full of successes and challenges.

We wish you all a Merry Christmas and a Happy New Year. We hope that you and your dear ones will have a nice relaxing holiday and return to work with a lot of energy.

Editorial team

Caverion’s new strategy called “Fit for Growth” will bring the company to 2020, and is built around the digitalisation of the industry. Digitalisation is changing the world, and our vision is to be the “first choice in digitalising environments”, for our customers, employees and partners. Read more: page 14.

C-People Magazine

Editor in Chief Päivi Alakuijala

Caverion’s employee magazine C-People is published in Finland, Sweden, Norway, Denmark, Germany and Austria. It is also available in digital version and in English.

Wilhelmsen

Sub editors Leena Vanhanen and Louise

Editorial team Antti Kivelä, Beate Bredl, Daniela Harrison, Helene Johansen, Holger Winkelsträter, Kirsi Hemmilä, Linda Bragnum, Ronni Høirup ja Sanna-Mari Laitinen

– 3 –

Contact Caverion Corporation P.O. Box 59 FI-00620 Helsinki www.caverion.com communictions@caverion.com

Design & layout: Riikka Sulkamo Cover photo: Caverion

A R O U N D C AV E R I O N

C-PEOPLE MAGA ZINE

At your service!

Caverion Norway’s first electric car is now zipping through traffic and serving our customers with minimal impact on the environment. In Sweden there are 13 gas and 7 electric cars. Both gas and electric cars cut down emissions.

Major work safety award for Caverion Germany Caverion Germany is this year’s winner of the DEKRA award, a major work safety award of Germany’s biggest auditing company.

The jury honoured Caverion’s effort to reduce ladder accidents. In the

past, several of the company’s technicians were badly injured after having fallen from ladders.

As a reaction, Caverion sent a comprehensive information package to every technician’s private address.

The delivery also included a personal letter from an injured colleague.

The outcome was extremely positive: in the succeeding year not a single ladder accident occurred.

Our new intranet will offer easy mobile access – Launching next spring The new intranet is on its way to improve and support our ways of working. One of the biggest improvements is in the way users search for information and contact details of colleagues.

It will bring information available to all users simultaneously; and it’s also available via mobile. Stay tuned and be ready to jump into the new era of internal communications. This is the last issue of C-People but in the future you can find stories of us "C-People" in our new intranet.

– 4 –

I S S U E 2 / 2 0 17

A R O U N D C AV E R I O N

Our new strategy is

”Fit for Growth”

Caverion’s new strategy called “Fit for Growth” will bring the company to 2020, and is built around the digitalisation of the industry. Digitalisation is changing the world, and our vision is to be the “first choice in digitalising environments”, for our customers, employees and partners.

We will begin by ensuring that each of our divisions has its projects, services, procurement and fixed costs in order. The focus point of each division will gradually shift towards growth as performance improves. In the future, we will grow faster than the market, particularly in the field of services. The megatrends influencing our sector – increasing technology, energy efficiency, digitalisation and urbanisation – will lay strong foundations for success.

The strategy will be realised via four must-wins: excellent customer experience, best solutions, top performance at every level, and winning

Our new vision: First choice in digitalising environments

team. Measures and key indicators have been defined for each area.

Safety, quality and sustainability are fundamental factors that cover more than one strategic period.

Pull out and keep the strategy poster in the middle of this magazine.

What should I know about the Caverion Guidelines?

Can I use the company service van for transporting my family’s furniture?

Do I need to use a helmet when working on site?

You will find answers to these and many other questions in the Caverion Guidelines. Everyone is expected to know the most relevant guidelines that affect their work. If you have not heard about the Caverion Guidelines, like the Code of Conduct, work safety or travel policy yet, please check with your line manager!

Caverion Guidelines apply groupwide to all Caverion businesses, operations and people.

They are grouped into three categories:

˚˚Our governance ˚˚Our ways of working ˚˚ Caverion Guidelines help us to comOur ethics

ply with applicable laws and regulations, and to understand how to do business within Caverion in order to ensure profitable and compliant business.

– 5 –

We all need to follow the guidelines. If we don’t, there can be serious consequences for Caverion and the individual employee for non-compliance, and also reputation issues for the whole company.

The main purpose of these guidelines is to help you to succeed in your work: they will guide you in following laws and regulations, and they will help you understand how to conduct business in Caverion. This is a foundation for a successful and profitable business.

PEOPLE

C-PEOPLE MAGA ZINE

A warm welcome to the new employees of Caverion Austria!

Caverion Austria has striven for steady and controlled growth through the acquisition of several smaller, carefully selected businesses. In total, Caverion Austria has brought five new companies on board, thereby strengthening resources in electrical engineering and competence in the clean room businesses.

T

TEXT

he integration of new colleagues is important to Caverion and the process starts as soon as the acquisition is completed to ensure that they quickly feel part of the team. As a part of this process, it is particularly important to conduct one-to-one discussions with employees who have been with the acquired company for a long time and are, therefore, able to explain the strengths, weaknesses and cultural

Alexander Zawrel, Branch Manager, Competence Centre Cooling, Leonding:

– Nobody likes change, but from my own experience I believe that change creates new opportunities and you will never be disappointed if you accept it and get security and new prospects in return.

Daniela Harrison | PHOTOS Caverion

aspects in the best possible way. This serves to accelerate the process.

E-learning modules for better onboarding

In 2018, onboarding will be made even easier by using e-learning modules that will, progressively, become the standard method for introducing new employees to the company. The new tools do not replace personal conversations, but play a vital supportive role for each individual. It is important that

Sabine Reinprecht, Commercial Assistant, Competence Centre Cooling, Stocking:

– The prospects were suddenly completely different and, due to the size of the company, I was able to exchange views with colleagues from other branches and get to know a lot of new and interesting people, within the company as well as customers. The best thing about it is learning from others.

new colleagues feel at home as soon as possible and know that the organisation is open to any concerns they may have and will provide tangible professional support if needed.

– It means a change in the working environment for every employee and we will do everything in our power to ensure that the onboarding and integration process runs smoothly for everyone involved, says Manfred Simmet, Head of Division Austria.

Hermann Laister, Project Manager, Linz:

– I have been with Caverion for over five years now – yes, a lot of things have changed as a result of the takeover.

It’s cool to be able to act with confidence in the market because you know that there is a powerful team at Caverion to implement projects.

Because of the many trades involved, you can manage a lot with your own people.

– 6 –

Peter Wilfinger, Branch Manager, Competence Centre Clean Room Technology: – I see the change as an opportunity to learn and to rethink established habits.

Everybody will have to leave their comfort zone once in a while.

I S S U E 2 / 2 0 17

G R O W I N G D I G I TA L I S AT I O N

Digitalisation boosts our Services business Thomas Hietto has been leading the Services business unit since July. The Services business accounted for 50.9% of Group revenue in January-September 2017. The objective is that Services’ share will be over two thirds of Group revenue in the long run.

TEXT

Leena Vanhanen |

PHOTO

Caverion

2. What opportunities can IoT bring us?

The starting point is always to look at how we can add value to our customers. IoT as such enables us to develop predictive digitalised maintenance services together with our customers to help them run, for example, their buildings smoothly and with optimal conditions. The customer will get transparency through customer portals, and we can easily access data and analyse it for our customers’ benefit and to improve our own performance.

“We want to cover all our key markets with remote services and then boost the number of connected facilities.”

1. Where are we good at in the Services business?

I think we have very good technological capabilities that cover buildings, infrastructure and industrial areas.

Also, we have many long-term customer relationships, which provide us with predictable, steady income and potential for additional sales through repairs and small projects. And we have very good capability of creating practical digitalised service concepts such as ServiFlex+ and IoTFlex for industry, which I’m really proud of.

3. How do we differentiate us from competitors?

We have received positive customer survey feedback on our long-standing and good technical competence with good service attitude, our respectful attitude in co-operation, and adaptiveness to the customer situation.

We have very long-lasting customer relationships. I think this is a good proof point that we are regarded as trusted partner and advisor in facility management. Also, we have very strong multi-technological and energy efficiency knowhow and remote centre capabilities. Efficiency in reducing and optimising maintenance costs, extending service life, and minimising breakdowns are really at the core of our competitive advantages.

4. How would you describe what is excellent customer service?

Everything starts with thorough understanding of customers’ challenges and needs: We need to listen to our customers and suggest development ideas to help our customers succeed in their business. And, we need to serve always with a great service attitude.

We need to keep our promises and

– 7 –

deliver what we have promised: in the right place at the right time. Every interaction with the customer builds our service culture – every day. So, let’s do our best to make our customers’ life easy to ensure they want to do business with us also in the future.

Number of customers ca

35,000

Services employees ca

8,000 Largest customer segments: ˚˚ industry ˚˚ real-estate owners and users ˚˚ public sector

PEOPLE

C-PEOPLE MAGA ZINE

Let's talk about digitalisation!

We are living in a digital world and, in the near future, digitalisation will reshape the way we live more than we can ever imagine. We asked a few of our colleagues to go offline for a moment and answer three questions about digitalisation: 1. To disconnect from the digital world, what do you do for fun?

2. What does digitalisation mean in your work today?

3. How do you imagine digitalisation will impact your working life five years from now?

Tobias Miklauschitsch, Project Engineer, Graz, Austria 1. After a long day at work, I enjoy going to the gym. For me, this is the best way to clear my head and escape from the digital world, at least for a couple of hours a day. I just meet friends, tone my body, clear my head and relax.

2. Without digitalisation, I could not do my job. Almost all of my work processes are done digitally, which is very helpful, since this is much faster than doing them manually.

3. I don’t think that digitalisation will have a massive impact on my daily job. There will be a few new software tools implemented, which could actually make my work easier than it is now.

Camilla Fløysand, Service technician, Nordmøre & Romsdal, Norway 1. I exercise and hang out with friends.

2. It’s easier and more effective.

3. Less cabling, more automation and wireless solutions – smart buildings!

Henry Grahn, Maintenance technician, Caverion Finland, Finland 1. I hang out with my friends and as a hobby I build motorcycles and cars. I have also joined my friend in a Formula 4 boat team, where I work as a mechanic.

2. Ongoing use of digital devices. I receive tasks and report on my work by tablet. Searching for information, placing equipment orders and keeping in touch by email.

3. Digitalisation will just increase. Whether this will help in practice remains to be seen.

– 8 –

I S S U E 2 / 2 0 17

PEOPLE

Nina Södergren, Engineer, Sweden 1. I often go for a workout, play football with my team KAIF (Kågedalens AIF) and I usually go for weekends and adventures with my bicycle in the northeast part of Sweden, skiing in the Swedish alps or adventure trekking in Varuträsk.

2. For me at work, digitalisation means benefits: it is easy to communicate with customers and suppliers. It also means that you easily can get an overview of, for example, properties and measurements.

3. In five years, I think digitalisation will be even more developed with possibilities to make contracts digitally, both privately and at work. I think it will be easier to find the information that you need and you will also be able to use it even more in your daily life, for example when you are shopping for groceries and maybe more when training too.

Jørn Larsen, Service technician, Kolding, Denmark 1. I go for a run while listening to music on my iPod. Or I play football with the kids.

2. Using CMFS means an easier workflow. It's easier to create and complete orders and check that you have everything. It saves me when, for example, I no longer need to call home to get a number. However, it may also be difficult if I work for a department other than my own because I don’t have access to numbers from other departments.

3. By then, digitisation will be a fully integrated part of my work.

It will also mean that I wonät be able to work if SAP and other IT systems are down. However, I’m also sure that the system will be designed to help me. Digitization will mean even more, and it will be even more user-friendly and job-supporting.

Nina Dingel, Assistant, Berlin, Germany 1. It’s not hard for me to disconnect from the digital world. I like to switch off my mobile phone and TV in the evening. Then I enjoy a good book with a cup of tea.

2. At the moment, I'm still not that in touch with this topic. The work with M-Files or SuperOffice has just recently started. I work a lot on the computer, but I don’t use the Internet all that often – only when I do searches.

3. I’m positive about digitalisation. I don’t like paperwork and would like to be able to access all important data centrally. At the moment, it is still the case that many of our documents are printed and stored in filing cabinets. So M-Files and SuperOffice are definitely a good thing. At home, I don’t use a PC any more – only a tablet, and I could also imagine this in my workplace.

However, I mainly work at my desk and don’t spend much time out in the field. The added value would probably be rather small.

– 9 –

INCREASING TECHNOLOGY

C-PEOPLE MAGA ZINE

Smart sensors measure and predict – new IoTFlex for industrial maintenance Caverion's IoTFlex service concept uses smart sensors to measure the actual condition of machines and employs real-time analytics to predict the occurrence of possible faults.

TEXT

– We have been testing and developing IoTFlex during 2017 with a few industrial clients representing different sectors. The results have been excellent and the clients have been enthusiastic about the service, says Tuomo Härkönen, who is responsible for Industrial Solutions' digital services.

Analytics based on modern sensor technology enable critical failures on the production line to be detected

Sanna-Mari Laitinen

| PHOTOS

Caverion

“The results have been excellent and the clients have been enthusiastic about the service.”

– 10 –

when the first signs become apparent.

This enables boosts in production efficiency and intervention in the event of disruption before downtime occurs.

IoTFlex is suitable for industrial plants of all sizes in a range of sectors.

– Data collection is an established procedure, but the data must also be leveraged so as to gain real benefits and significantly improve the availability of a production plant, Tuomo continues.

I S S U E 2 / 2 0 17

INCREASING TECHNOLOGY

Caverion's IoTFlex service concept The external launch and sale of the IoTFlex service concept began in Finland in 2017, and the service will be easy to scale to Caverion's other operating countries over the next year.

High-end data security technology

IoTFlex special features:

Advanced analytics Fast installation

Modern sensor technology

Caverion’s analytics expertise

Mobile applications

How IoTFlex works: 1. IoTFlex detects a machine failure and sends data to a cloud service in real time.

2. Caverion's expert is automatically sent a text message.

3. The expert checks the situation using a mobile app developed

by Caverion.

4. Caverion's team of experts performs an analysis.

5. Caverion's expert calls the control room and asks an employee to check the key figures.

6. Maintenance is scheduled.

7. The machine is repaired preventively based on the analysis.

The system developed by Caverion includes an entirely new failure prediction method, which enables the easy adjustment of the failure prediction based on the running method of the machine. Another new feature is the easy adaptation of the system to very different measurement needs, such as air particle measurements, vibrations, trace heating, and condition measurements and oil analyses for electric motors.

Thanks to IoTFlex: • There are fewer plant shut-downs and less downtime • The possibility of an environmental risk decreases • Occupational safety improves • Maintenance costs decrease • Client satisfaction improves • Production efficiency increases

– 11 –

G R O W I N G D I G I TA L I S AT I O N

C-PEOPLE MAGA ZINE

I hope we can utilise the digitalisation even more in the years to come, Anita Helgesen says.

– 12 –

I S S U E 2 / 2 0 17

G R O W I N G D I G I TA L I S AT I O N

The most important trait of a service technician Service technician Anita Helgesen’s past, present and future can be summed up in one word: adaptable. The 31-year-old shies away from routine, and therefore loves the life of a service technician.

TEXT

Helene Johansen |

PHOTOS

Caverion

– THE DAYS are varied. I meet different people, and do different tasks from day to day. That’s what I love about my job, Anita explains.

She lives and works in Arendal, a small city far south in Norway.

However, she was born in the north and moved when she was seven.

Being adaptable, it didn’t take long until she was well adjusted in her new environment.

– I left for school in the morning with my normal northern dialect, when I returned home in the afternoon it sounded like I had lived in the south my whole life, she says laughing.

Service first

As a service technician in a small city, she mostly works in people’s homes.

However, regardless if you are in someone’s house, or working on a big project, a service technician must always remember what is first in their job title: service.

With this in mind, Anita always develops a close relationship with her customers. Sometimes maybe too close, like the time she worked in the house of an old couple who wouldn’t let her leave.

– I had finished my tasks, and the world championships in cross-country skiing were on TV. Most Norwegians are obsessed with skiing, and they insisted I sat down to watch it with them and charged the time to their bill.

“Writing lengthy reports on a mobile device is not very user friendly.”

Digitalisation must be utilised more

With the amount of tools now available, more and more of her previous paperwork is now digitalised. Through the work safety app she submits accident reports and near misses, and with CMFS she has a clear overview of her tasks and work orders.

Still, more can be done to work more efficiently she thinks.

– I hope we can utilise digitalisation even more in the years to come, Anita says.

– Of course it’s possible now to submit reports through your mobile into CMFS. But, writing lengthy reports on a mobile device is not very user-friendly. It takes much longer than punching it in on a computer. So,

– 13 –

in practice you still need to go into the office to submit your paperwork, she explains.

In the near future, she hopes for a different solution.

– It would be great if we could do speech to text to submit our documentation. It would really make our work more efficient, and we could spend less time on paperwork, and more time on revenue generating tasks, she says..

On our way to 2 MEGATRENDS Increasing technology Energy efficiency Digitalisation Urbanisation

MISSION Smart solutions and happy customers MUST-WINS Excellent customer experience

Best solutions

VALUES Step ahead | Cooperation | Responsibility | High performance

CAVERION LEADERSHIP PRINCIPLES Lead yourself

Lead people

• Demonstrate high ethical and moral standards

• Empower people

• Act as a role model for the implementation of Caverion

• Encourage people and teams to work together

values and guidelines

• Collaborate actively within Caverion and partners

• Communicate openly and honestly

• Communicate expectations and targets clearly

• Show respect towards other people

• Drive individual strengths and time management to achieve common goals • Coach reaching goals with guiding feedback • Focus on developing people • Foster wellbeing and safety of employees • Create a feeling of succeeding and failing together

2020!

S T R AT E G Y 2 0 2 0

Caverion is turning into a leading service company and a selective master of projects.

We cover the whole life cycle of buildings, industries and infrastructure.

We are a technology forerunner providing excellent customer experience. We will, after getting fit, grow faster than the market.

VISION First choice in digitalising environments

Top performance at every level

Winning team

MUST-HAVES Safety | Quality | Sustainability

FINANCIAL TARGETS UNTIL 2020 Lead business • Convert strategy and decisions into actions

Cash conversion* > 100% *) Operating cash flow before financial and tax items / EBITDA

• Promote customer focus and cooperation

Profitability

• Encourage new thinking and continuous improvement

EBITDA > 6%

• Plan and act proactively ensuring future success • Share information proactively with all stakeholders providing clear direction • Guarantee quality and cost-consciousness in everything we do • Monitor changes and trends in our environment

Leverage < 2.5x (Net debt/EBITDA)

Growth • Services growth > market • Services share of revenue > 2/3 (long-term target beyond 2020) • Group revenue growth target specified by the end of 2019

IMPROVING ENERGY EFFICIENCY

C-PEOPLE MAGA ZINE

Groceries with a side of clean power?

The new grocery store our team in Trondheim just completed is not only selling food and everyday items; it is also selling clean power produced by the building.

T

TEXT

Helene Johansen |

he grocery store which Caverion’s project manager Ketil Stub and his team has built, is situated 63 degrees north, and covered with solar cells.

– The technology in this building is really exciting. We have actually used two different types of solar panels, and we are collecting data to see which type will work best in this environment, Ketil explains.

PHOTO

NorgesGruppen

– The project has also been a great success. Due to the incredible work from our mounting team, we have delivered great quality on budget and on time.

560 square metres of solar cells

The grocery store belongs to NorgesGruppen (Norway Group), one of Norway’s biggest grocery chains.

Ketil explains that the roof and the exterior walls are

– 16 –

I S S U E 2 / 2 0 17

IMPROVING ENERGY EFFICIENCY

“Around the store there are eight 270-metre-deep energy wells, which provide ground source heat equivalent to 600,000 kWh a year.”

Secured service agreement through automation

In addition to the energy producing solutions, the building is packed with modern technology.

Lights, heating and ventilation are automated and hooked up to a building management system (BMS).

– The customer had their own BMS called eMac, so we have built their system around this.

As a pro-technology partner we have to be able deliver whatever is best for the customer, Ketil says.

– Now that we have been responsible for the automation and all other technical systems, the customer has given us the service agreement as well since no one knows the building better than us.

– If we had outsourced the automation, I don’t think we would have gotten the service agreement, he adds.

Cities as digitalised environments

Ketil says that this is a great small-scale example of how our cities and environments will be more connected in the future.

– Instead of buildings and houses being separate units, they will be connected to each other in a digitalised environment. Some buildings can create energy, others store it, and together the buildings will provide each other with resources, creating a connected ecosystem, Ketil says.

covered with 560 m2 of solar cells, which produce 56,000 kWh a year.

– Around the store there are eight 270-metre-deep energy wells, which provide ground source heat equivalent to 600,000 kWh a year. Together with heat recovery from refrigerators and freezers, this provides more energy than the store uses, Ketil says.

The excess power is used to heat water, which is sold and used to heat a residential building with 80 aparments next door.

– 17 –

560 m2 of solar cells, which produce 56,000 kWh a year.

U R B A N I S AT I O N C O N T I N U E S

C-PEOPLE MAGA ZINE

Safe and secure – in a pleasant environment Say the word ‘metro’ and most of us will picture a train, metro cars and tracks. But it takes a lot more to ensure that the trains run on time, and the metro in Stockholm is no exception.

TEXT

Mats Åsman and Linda Bragnum Wattberg | PHOTOS Mats Åsman

five train depots mean that 105 properties need to be maintained. Since February 2017 Caverion has been in charge of the service and planned maintenance of all the buildings within the metro system.

- Caverion has the expertise. They are better than us at determining what needs to be done in the properties.

That’s why we have signed a Managed Services containing both rewards and penalties. Simply put: it’s Caverion’s job to make sure that the buildings are maintained and taken care of so that our passengers can travel safely

100 STATIONS AND

and securely in a beautiful environment, says Josef Dadoun, Business Manager at Trafikförvaltningen/SL (Stockholm public transport). A heavily used system with a lot of unexpected incidents. This means that Johan Norberg and his 40 colleagues and partners are up against a tough assignment in a tough environment.

- Our goal is to elevate the current status of the buildings through proper maintenance and planned actions.

This heavily reduces the number of urgent faults. The nature of the agreement is an extra incentive for us to be proactive, Johan says.

– 18 –

The 105 properties cover a total area of roughly 700,000 square metres, spread out over the greater Stockholm area. About half of the stations are located on ground level. The other half is below ground – that comes with a number of challenges. For example, a large amount of water needs to be pumped from the underground stations, around the clock, every day.

Should the pumps stop, there would be large damages on the properties in no time.

No station looks like another. Did you know that the Stockholm metro is also the world’s longest art exhibition?

I S S U E 2 / 2 0 17

U R B A N I S AT I O N C O N T I N U E S

The Hammarby train depot - a maintenance garage for al kinds if subway cars.

No station looks like another. Of the 100 stations 94 are decorated with sculptures, paintings, ceramic art and mosaics. For those with a keen interest in art, there are even guided tours.

The older pieces need frequent renovation and maintenance since the rough environment takes a heavy toll.

The Hammarby train depot

There’s a large maintenance need in the old property, and there are several programs underway at the same time, says Alexander Edsvärd, Project Engineer at Caverion.

Of the 100 stations 94 are decorated with sculptures, paintings, ceramic art and mosaics. For those with a keen interest in art, there are even guided tours.

Kungsträdgården

Kungsträdgården station (roughly translated to “the King’s garden”) opened in 1977. It’s one of a handful of stations that are completely free from advertising. Everything is art, the walls, the floor and the benches. The station offers sculptures, a petrified elm tree and a large fountain. Caverion is responsible for the technical solu-

tions that the art installations in the station need. Amongst other duties, Caverion technicians are responsible for the fountain’s water pump and for the illumination.

- The art is meant to distinguish the stations from another and to give each of them a unique identity. This helps the passengers to get their bearings, says Sofia Broman responsible for the subway art, Trafikförvaltningen/SL. The decorations usually have some kind of a connection to the area around the station. Seven stations have temporary exhibitions and the work with the art continues non-stop.

– 19 –

The depot is a maintenance garage for all kinds of metro cars and also contains a newly constructed area for maintenance of the metro’s work vehicles. Caverion is currently changing the gates at the depot in order to keep unwanted guests out. This is estimated to be finished at the end of 2017.

- There’s a large maintenance need in the old property, and there are several programmes underway at the same time. Changing the gates is the most urgent project. The wornout gates from the 70s have proven too easy to get through, there have been problems with vandalism during night-time, says Alexander Edsvärd, Project Engineer.

Several energy saving actions are also underway. In connection with the ongoing renovation, all of the windows have been replaced. This reduces energy usage and maintenance needs.

There are also plans for changing over 300 luminaires to LED shortly.

PEOPLE

C-PEOPLE MAGA ZINE

Caverion Extreme

The men who work in propellers Caverion's operations are not confined by the borders of Europe: our employees travel for work around the world. One job undertaken far from home is the electrical maintenance of the Azipod rudder propellers of giant cruise ships, a task completed together with ABB's project organisation.

TEXT

Sanna-Mari Laitinen |

PHOTOS

ABB, Caverion

of cruise ships are done on shipyards and our technicians work long hours in crammed and hot environments inside the rudder propellers.

– The ships have a propeller system that functions as both the rudder and the propeller, and the system turns 360°. We do electrical dismantling and reinstallation in connection with bearing maintenance and seal renewals. Our recent work sites have been in Denmark, Italy, Spain, Japan,

THE SCHEDULED MAINTENANCES

Singapore, the Bahamas and the United States to name a few, technicians Pekka Järvinen and Jere Aaltonen explain.

Long, hot days spent inside a rudder propeller

The tight schedules of shipyards call for long working hours: the working day is 13 hours as a minimum, seven days a week. On many sites temperatures rise above 30 °C and the insides of the rudder propeller are not exempt

– 20 –

from the heat. The workspace is hot, humid and very confined.

– The space is so tight you can't really turn around in it. We have to drink a lot of water and take breaks every few hours. On average, one project takes two weeks. After that we either fly home to Finland for a few days off or straight to the next project site, says Jere.

The work of technicians who travel around the world is challenging because of the tight schedules and the

I S S U E 2 / 2 0 17

PEOPLE

Despite the tight schedules and the challenging tasks and working conditions, Jere Aaltonen (left) and Pekka Järvinen enjoy their work.

changing working conditions, but also because the electrical work done by Caverion employees is the final part of a docked ship's maintenance. All the technical installations must be finished on time and in one go. Despite the busy schedule, the technician has to remain calm.

– There have been times when the maintenance has required a specific part to be delivered to the Bahamas.

The part has been urgently flown in all the way from Finland in the suitcase of an escort, Jere and Pekka laugh.

The space inside the propeller is confined and the risk of falling is high

Safety at work is important especially when the working conditions are challenging: the space inside the rudder propeller is confined and the risk of falling is high. Technicians must carry an oxygen level meter at all times, there is always a door guard on duty, and the phone connection has to work.

No one is allowed to work alone. All tools, including nuts and bolts, are documented and marked as returned.

If anything falls into the propeller, it has to be found no matter how small it is.

"Temperatures rise above 30 °C and workspace is hot, humid and very confined."

Despite the tight schedules and the challenging tasks and working conditions, Pekka and Jere enjoy their work.

– This profession does have its challenges. We travel on average 60–80 days per year. It is not an ideal situation for someone with a family.

On the other hand, we get to see amazing places around the world in locations we would otherwise probably never visit. Because of work, we don't have a lot of leisure, but there's always some time to spend. We often take the taxi from the shipyard straight to the airport, says Pekka.

– 21 –

Upcoming projects, spring 2018 Date Shipyard January

Shanghai, China

April/May Freeport, Bahamas April/May Brest, France April/May Freeport, Bahamas May

Portland, USA

May/June Cádiz, Spain May/June Singapore June

Marseille, France

PEOPLE

C-PEOPLE MAGA ZINE

Frieder Czyborra, Head of the Caverion branch office in Dresden

Challenges of leadership Meet the winners of the German Leadership Award 2017: Jürgen Huber, Head of the Caverion branch office in Regensburg, Frieder Czyborra, Head of the Caverion branch office in Dresden and Peter Möbius, Head of the Caverion branch office in Leipzig.

TEXT

Beate Bredl |

PHOTOS

Caverion

In total you are responsible for more than 330 employees. How do you keep motivation and commitment high?

Apart from that, what does good leadership mean?

F. Czyborra: Through daily conversations, praise and recognition. When employees feel that their boss has no interest in their daily actions and problems, it has serious consequences. Sometimes all you have to do is listen attentively.

P. Möbius: You have to be aware of the professional and private circumstances of your employees. It’s your job to listen and help if possible. You have to create a feeling of security and comfort. In the end you are like a small family.

J. Huber: You must respond individually to everyone’s needs and provide support in critical situations. This directly affects success.

J. Huber: Good leadership means that people are brought together and build a team. A good leader must nourish mutual understanding and motivation in order to get good results.

F. Czyborra: It means explaining targets in a comprehensible and - above all - honest way. An open approach is one of the most important aspects for me.

J. Huber: Especially in the case of upcoming changes, it is important to pass on information and to allow the team to have a say. For example the Spirit results from two years ago had been negative in Regensburg for several reasons.

We made sure we got all employees involved in finding a solution. One could clearly feel the turnaround afterwards.

– 22 –

I S S U E 2 / 2 0 17

Jürgen Huber, Head of the Caverion branch office in Regensburg

Peter Möbius, Head of the Caverion branch office in Leipzig

F. Czyborra: Exactly – if you lead based on requirements and exclude your employees from decisions, you will soon become the head of an army of unwilling soldiers who only march on command.

P. Möbius: I agree. Everybody in your organization must feel that the decisions are transparent and they are guided.

Therefore, there needs to be a clear structure involving all levels of the hierarchy.

The Leadership Award acknowledges your success as a leader. Have you ever failed?

PEOPLE

J. Huber: Yes, with some employees [laughs].

F. Czyborra: In the end, we fail different tasks daily. This is common and part of everyday life. An example: Failure to me is when I talk to a customer and we can’t find a compromise.

J. Huber: Or if you have invested a lot of time in a tender, but didn’t win the order. These setbacks not only affect me, but the whole staff. It is important to look to the future.

P. Möbius: Exactly, look ahead and maintain a positive attitude. That’s the way to cope with defeats.

I imagine that this is not always easy, especially since you are exposed to a constant strain.

F. Czyborra: I would even go further and say, if you do not feel the strain, you are not sufficiently involved. The important thing is how it is dealt with, and that depends on your personality.

P. Möbius: Personally, I often remind myself of things that went well. This helps me to preserve my positive attitude, and it also affects the team.

J. Huber: Exactly. You pass your own stress down onto your employees. That’s why you should keep an emotional distance to stressful situations and instead carry on and focus on the future. Of course, this is easier said than done.

What do you as a leader value most at Caverion?

F. Czyborra: Freedom, because it’s crucial for a healthy leadership culture. At Caverion you get targets and a budget. The rest you can mostly decide on your own.

P. Möbius: In order to be a leader, you need this freedom.

What would you like to tell future managers?

F. Czyborra: You have to be willing to take responsibility.

You should be a role model for your employees and abide by your own statements. It is wrong to believe that you as a manager know everything better. Experienced employees are able to make decisions on their own.

J. Huber: I see it the same way. You have to learn to take responsibility.

P. Möbius: You need to be able to give the right task to the right person, because you can’t manage everything on your own. And you must adhere to your decisions. Do not bend in the opposite direction, but adapt to new circumstances.

– 23 –

G R O W I N G D I G I TA L I S AT I O N

C-PEOPLE MAGA ZINE

Apprentices play an important role in the major PPP construction project in Denmark TEXT

I

n the summer, Gellerup was plagued by gang warfare and shootings, but the police have now put an end to this. Peace reigns this morning outside Bazar Vest, the biggest bazaar in the Nordic region. It has 110 shops and is right opposite the office building. The district is being transformed so that its reputation can be restored. Caverion will manage a café in the office building, which will be run by a partner, Café Europa. The café is located on the ground floor and open to all.

The City of Aarhus's office building will provide new jobs and it will also be socially, environmentally and economically sustainable. At the instigation of

Louise Wilhelmsen | PHOTOS Ronni Høirup

the client, the City of Aarhus, inclusion was made a condition of the contract, and is to be guaranteed with alternative job opportunities and positions for apprentices. Caverion is playing its part, employing seven apprentices, five as electricians and two as heating and sanitation engineers. Caverion also plans eventually to employ local people in areas such as ventilation.

These will be either professionals or people still in training.

Apprentices are given responsibility

Peter Legaard is one of the apprentices who left Den Jydske Haand­ værkerskole (Jutland Technical

– 24 –

College) in Hadsten in the summer to join Caverion's project department, based in Gellerup. His job now is to install power in the underground car park beneath the office building.

– At college, the tasks are uniform compared to here on site.

Here I perform various tasks in teams with the other apprentices, and we are given responsibility.

I think we receive good support, and we can always turn to Tommy (the foreman). I could well imagine continuing my career with Caverion.

It's a big company and there are opportunities to grow personally and develop your career, says Peter Legaard.

I S S U E 2 / 2 0 17

G R O W I N G D I G I TA L I S AT I O N

Caverion is involved in the construction of the City of Aarhus’s new office building for 1,000 employees in Gellerup, Aarhus. The building is intended to help transform the district, which has been plagued by unrest.

The project manager for the Gellerup construction project, Claus Christensen, sees social responsibility as common sense.

– We will need trained employees in the future, so I'm glad that we are doing our bit here. We have had a highly skilled group of youngsters join us in Gellerup, and we are really pleased with this, he says.

Enthusiasm at work

The foreman of Caverion's electrical team on site in Gellerup, Tommy Lundgren, is impressed by the five electrician apprentices working on the Gellerup project.

– They run out of the hut in the

morning and start working with great enthusiasm. They each have their own projects and we give them responsibility. I make sure I am in contact with them during the day if they have any questions or have done something wrong. They are also learning our site jargon, which is an important skill, he says.

When the building is finished (planned for 23 December 2018), Caverion will take over its management for 15 years.

Tommy Lundgren is proud of Caverion's electrical team on site in Gellerup.

– 25 –

INCREADING TECHNOLOGY

C-PEOPLE MAGA ZINE

Twenty years of service with the life cycle model TEXT

Elina Palkama |

PHOTO

Satu Kungsbacka

Opened in 2017, Torkinmäki school and day care centre is the first life cycle project of the city of Kokkola, Finland. The goal was a building that provides a safe and healthy learning environment even 20 years from now. Caverion has been the service provider of the life cycle model since early 2017 and will take care of the building for the next 20 years.

IN LINE WITH the new national curriculum, learner-centricity and communality are at the heart of the Torkinmäki school and day care centre. The facilities can be flexibly adapted to meet the needs of different users, enabling teamwork for both teachers and pupils. Collaborative spaces are achieved through a cell model where facilities are divided across four wings. Learning spaces can be split up to smaller spaces using curtains or movable walls. The adaptability of the building means that its facilities can be modified to fit new purposes throughout its life cycle.

The intelligence of security technology and automation is dispersed

The integrated building system delivered by Caverion allows for merging of rooms and the adjustability of individual spaces. The building system is seamlessly integrated into the environment, covering the entire building inconspicuously. The LED lighting system reacts to movement

and doors are opened electronically with access keys. The intelligence of the security technology and automation is dispersed, and thanks to the fast internal network and the stand-alone principle, operations will continue even in case of outages in external connections. The building is very energy-efficient and has been awarded with a gold-level LEED environmental certificate.

– We have collaborated extensively with all units to enable a seamless and secure digital functionality. Our product development has played a key role in this project, as well as its connections to the system heads who are world-leading in their field, says Caverion Finland's project development manager Teemu Liehu.

Caverion has delivered heating, ventilation and air-conditioning, cooling, electricity, lighting, AV systems, automation, access control and fire safety, as well as the ICT platform and infrastructure that integrates the technologies. The system can be freely integrated to any future systems of the city or the education administration.

– 26 –

Role play for successful ServiFlex+ kick-off Kicking off ServiFlex+, the Service crew in Oslo, Asker & Bærum gathered to play sales role play, watch the sales movie, go through the sales presentations and complete the e-learning in Caverion Campus. technicians, sales people, productions managers, project managers and branch managers also got t-shirts, sweaters and sales material.

ServiFlex+ service manager, Tron Helland, was excited about the launch.

THE 43 SERVICE

– It’s great to get such a thorough introduction to ServiFlex+ and Caverion Condition Control. I’m certain this is something our customers would want to buy, and will separate us from the competitors, he says.

#caverion