Nors Magazine #4 - EN

The world is our oyster

do you know...

... where the expression “the world is your oyster” comes from?

This expression goes back to a Shakespeare’s play, “The Merry Wives of Windsor”, first published in 1602.

Its meaning is very simple: we have the world in our hands, nothing is impossible and and it’s up to us to achieve everything we aspire. Whether it’s our internal mobility strategy (the ‘star’ of this issue) or our approach to growth and business performance, we believe this motto fits Nors’ culture like a glove. We hope you enjoy this issue - and may the world always be your oyster.

Production credits

Editor: Head Office of People and Communication

Cover photo: Patrícia Neto - Business Support Technician at Nors, S.A.

Print run: 3 500 copies

Legal deposit: 378317/14

Nors: Rua Manuel Pinto de Azevedo, 711, 1º, 4149-010 Porto, Portugal

Contact: +351 226 150 320 | dgpc@nors.com

a journey from the inside out

Tomás Jervell Group CEO

Nors Magazine, as the Group’s corporate magazine, has played a fundamental role in reinforcing our organisational culture. With an increasingly humanised approach, we’re focused on the people at the head of our businesses and the stories behind each commercial relationship. I have no doubt that the personal stamp we print on each new edition mirrors our strategic positioning as an organisation: a closer, more transparent and more empathetic way of being.

In this fourth publication, we’ve combined our footprint strengthening within the businesses and markets in which we are present with the several cases of internal mobility that have been happening across the Group. With an increasingly global, multidisciplinary and dynamic presence, we truly believe that “the world is our oyster” for our people and our businesses. At Nors, the possibilities for sustained personal and professional growth are immense.

In this last 2022 issue, we also shape the mission spirit of our frontline employees, highlight the projects that have marked our teams’ daily lives, and share the excellent social responsibility initiatives that, step by step, have the power to change the world around us.

Once again, it is with great pleasure that I share with you another edition of our Nors Magazine: with an attitude without borders and with a permanent will to hit the road in search of new stories to tell.

Back to the future

Resilience is the word that best describes the two protagonists of this edition of “Back to the Future”. In different geographies, Gelson Jassele and Norberto Reis share the dedication and passion for the brand they represent: Civiparts. Furthermore, these employees, who belong to the Aftermarket Angola and Aftermarket Portugal structures, revealed a little bit of their history and ambition for the future.

Gelson Jassele is a Parts Salesman at Civiparts Angola, where he comes from. Norberto Reis divides his time between Porto and Lisboa, managing major accounts of Civiparts Portugal. Both sports enthusiasts, Gelson and Noberto, opened the doors of their workplaces for us to get to know them a little better.

In a few words, how would you define Nors’ mission?

Gelson Jassele (GJ): To grow more and more and continue with credibility in the markets where we operate, offering the best solutions and guarantees to our customers and partners and consolidating everything that has been done since we started.

Where I make a difference is undoubtedly through the commercial (and often personal) relationships I create and have created over my 26 years of activity with clients.

Norberto Reis

Norberto Reis (NR): To be a leader in the mobility sector with pioneering solutions, embracing all market opportunities, and empowering the teams that will embody the means to reach the proposed goals.

How did you become an employee at Civiparts?

GJ: Through an advertisement Human Resources placed in the Jornal de Angola newspaper.

NR: Through an internship provided by the professional course I was taking as a Commercial Services Technician. After this internship, I was challenged to draw up a Strategic Commercial Plan for Civiparts for the first time.

Nors’ mission is to grow more and more and to remain credible in the markets where it operates.

Gelson Jassele

Gelson Jassele Parts Salesman, Civiparts - Angola

Norberto

What attracted you to work in a heavy vehicle parts company?

GJ: What initially attracted me was my passion for the Volvo brand and the Nors Group’s proximity to the brand. As time went by, it was the logical sequence and the team’s harmony in general.

NR: Without any doubt, what attracted me the most was the possibility of working in the commercial area, even though I was linked to the accounting area for the first three months.

Contact with customers was always considered a field full of opportunities to develop my communication skills. Besides, having been a professional football player before joining Civiparts, the parts area was a great professional challenge, out of my comfort zone.

Reis Large Accounts Manager, Civiparts - Portugal

... every new day, we are faced with a new opportunity, a new energy and a new ambition.

Gelson Jassele

Within your role, how do you feel you make a difference within the team and the company?

GJ: I feel I make a difference in the team when I’m away because my mobile phone, WhatsApp and Outlook don’t stop! On countless occasions, I find my opinion to be decisive. I often share knowledge with my team, as well as mention the potential of the company and the Group to customers to win and consolidate businesses. I try to ensure that “my touch” is the solution expected by the customer. My focus is to sell well and offer a great solution/ satisfaction rate.

NR:  Where I make a difference is undoubtedly through the business (and often personal) relationships created over the 26 years I have been in business with customers. This business is still one in which relationships have a significant weight in business decisions on a day-to-day basis. Furthermore, I can transmit to the teams, with objectivity and professionalism, all my technical knowledge and that of the market, enabling the best decisions to be made daily to conclude business deals.

What was the biggest challenge you have faced since you joined Nors Group?

GJ: Conquering and building client loyalty in a challenging market.

NR: There have been many challenges along the way, but the main one was leading a team of external salespeople for 13 years. Keep in mind that it was a collection of individuals, each with very different personalities. As a result, we were always focused on working towards the best results for the company, but also towards their wellbeing and motivation.

In a word, how would you define your day-to-day life?

GJ: ”Fresh start”, because with each new day, we are faced with a unique opportunity, a new energy and ambition.

NR:”Challenging” because we never know which customer will contact us, what challenges will be presented to us and what solution we will adopt to have a satisfied customer. In addition, there is the internal challenge, which is the one that tells us where we can improve our skills and decisions to make our business more profitable.

In your journey, what is the impact of belonging to a group the size of Nors?

GJ: The impact is positive because the Nors Group is complete and is a leader in all the segments in which it operates: parts, cars, heavy vehicles, generators, glass and construction machinery.

NR: It gives a perspective of greater responsibility and professionalism to our actions. It also provides career and professional training opportunities that allow us to develop new skills that were not possible until now.

[the size of the Nors Group] gives a perspective of greater responsibility and professionalism to our actions.

Norberto Reis

Currently, what are your most ambitious goals in professional terms? And in your personal life?

GJ: In professional terms, my ambition is to grow and evolve. As for my personal life... it’s still too early to say, as it’s a plan that’s being drawn up with my wife.

NR: Currently, my greatest ambition is to help Civiparts return to the level it once was as a market leader in terms of results and innovation. To do this, we will have to boost the digitalization of the business, a process that has already begun. The future of Civiparts and the components market itself depends on whether this transformation takes place slowly or quickly. Civiparts wants to leave in the first carriage, and I hope to contribute with my experience and my will to become a leader in that area.

Age

39 years old

Nationality

Angolan

Training background

Commercial Technician

Hobbies

Sports, entertainment, and volunteering activities

Childhood dream

To invest in the hotel business

Greatest ambition

To give my family a dignified life and see my country smile

A word that defines him Resilience

I try to ensure that “my touch” is the solution expected by the client.

Gelson Jassele

Gelson Jassele

On a personal level, I hope to stabilize my family and professional situation by gathering all the family in one place (right now, we are two living in Porto and two living in Algarve).

How do you imagine your future at Civiparts? How do you imagine yourself in three years?

GJ: In my vision, the concept of the future doesn’t exist. For me, the present is what really matters.

NR: My future at Civiparts lies in cementing my current role and contributing with my experience to innovative projects that will take the brand into a promising future. I hope, in three years, to be involved in more innovative projects, which is the hallmark of this Group we are part of since the mission of change runs and will always run in the blood of the people who make this company.

Age 55 years old

Nationality Portuguesa

Training background

Professional Course of Commercial Services Technician - Level III

Hobbies

Jogging and futsal

Childhood dream Football player

Greatest ambition To provide financial security and health to my family

A word that defines him Resilience

The mission of change runs, and will always run, in the blood of the people who make this company.

Norberto Reis

Norberto Reis

A day in the life of... Eduardo Marques

Eduardo Marques is 27 years old and is a Heavy Duty Mechanic at Auto Sueco Portugal, in Braga. In this article, he opened the doors of his workshop to let us know what a day in his life looks like.

After completing his training in automotive mechatronics, Eduardo Marques participated in Nors’ technical internship programme, Growing. Then, after completing his nine-month internship as a mechanic and fitter at Auto Sueco Portugal in 2017, Eduardo was invited to join the Group. Since then, the relationship has only grown - “it’s going extremely well. Of course, some days are more difficult than others, but those are the days that allow me to challenge myself”.

One of the things that Eduardo values in his professional context is the access to a range of training courses that allow him to grow and improve his functions- “my journey at Auto Sueco has been one of continuous growth and learning. These days besides a good working environment, I believe it is crucial to guarantee employee training”.

Eduardo was already a fan of the automobile universe and mechanics from a very young age and had some previous experience with light vehicles. For him, the challenge was to acquire knowledge and become familiar with a completely new world - that of heavy vehicles - which, in his words, “turned out to be a surprising and even more interesting sector than the light vehicles one”.

Trucks are essential in transporting goods and in national and international transactions.

It makes me feel that my job, as a heavy vehicle repairer, is central to keeping things running smoothly and, in a way, contributing to economic growth.

Eduardo Marques

In addition to his passion is the responsibility of feeling that he makes a difference every day - “trucks are essential parts in the transport of goods and national and international transactions. It makes me feel that my work is central to keeping those transactions running smoothly and, in a way, contributing to economic growth.”

It is said that choosing a favourite son is impossible, and Eduardo is no exception. Although enjoying everything he does, he confesses a special appreciation for repairing breakdowns, which is divided into multiple parts: detecting them by analyzing the truck’s system, going through the replacement of damaged parts and sometimes carrying out large maneuvers - “to be able to repair with success you have to dismantle several parts of the truck, which requires good planning and organization of the work”.

As far as the most challenging part of his daily routine is concerned, although Eduardo is not one to shy away from adversities, he confesses that some types of diagnosis are more complicated, such as complex breakdowns, not so common, and with which the team is not so familiar. Added to this difficulty are the timings stipulated for the delivery of the vehicles - “sometimes they are tight and demand greater effort and dedication on our part to be able to deliver the truck to the client as quickly as possible, and with the problem solved”.

However, dedication and spirit of delivery are not lacking in this employee - “my function is mainly to repair trucks, which are mostly our clients’ working tools and source of income. Now, the longer a truck remains in our workshop, with its breakdown, the longer our customer’s livelihood will suffer. I make a difference by trying to detect breakdowns and solve problems quickly and efficiently, reducing our customers’ waiting time and keeping their working tools (the trucks) always in the best condition. At the end of the day (always different from the previous one), his great goal is personal fulfilment:

knowing that he managed to complete all his tasks, overcoming the obstacles that arose within the deadlines and guaranteeing excellent service to customers - “I like to go home and think that I gave my best, that nothing was left undone. Today I can be doing a mechanical repair or a diagnosis, and tomorrow I can be doing bodywork, electrical work or even work on trailers. The versatility of the daily tasks proposed to my colleagues and me makes our work so interesting and challenging.

What is your day-to-day life like?

I start my day very early. I always like to arrive a few minutes before the start time to have a coffee and socialise with colleagues.

At 8.30 am, all the workers gather for the usual Kaizen meeting, together with the management. At this meeting, we discuss the distribution of the work for that day, or if I already have some work in progress from the day before, I inform the manager of my progress and what remains to be done. I take up my workstation and start my first task when the meeting is over.

After lunch, I resume the job I was doing or start a new one. Then, I continue my workday until I leave. I always try to leave my work completed overnight.

I feel I make a difference by doing my best in detecting breakdowns and solving problems quickly and effectively.

There’s no room for monotony in our business - every day, different cases come up, each with a specific solution to solve them.

If there were any doubts that he was “one of the team”, Eduardo dissipated them: “The Nors Group is an excellent place to work and to grow personally and professionally. I think that, nowadays, a good environment, security, and stability in the workplace are more important than a good salary. The Group represents these three qualities that I appreciate very much.”

Age 27 years old

Nationality Portuguese

Training background Technical expert in Automotive Mechatronics, Planning and Process Control - Level V

Hobbies

I like to do sports: gym, football, and cycling, and I enjoy watching motorsports; but I also like quiet afternoons watching movies and TV shows

Childhood dream

Since I was a child, I have wanted to be a rally driver, and I still have that dream

Greatest ambition

Every day, I do my utmost to rise professionally and be able to build my house and have a good quality of life

A word that defines him Humbleness

Who is Eduardo?

There is no room for monotony in our industry, every day, different cases appear.

At the wheel of a partnership with more than 15 years of History

At Nors, we are proud of our legacy and believe in partnership, long-lasting and trustworthy relationships. This time we went to Barra do Garças, in Mato Grosso, to talk to Zaqueu Monteiro dos Santos, Director of Zaqueu Transportes, a client for over 15 years of Auto Sueco Centro Oeste.

Zaqueu Monteiro dos Santos

Director of Zaqueu

Transportes

The origin of the transport company dates back to 1994 when it was created by Zaqueu Monteiro dos Santos to operate in the field of road transport of grains and fertilizers in the Brazilian state of Mato Grosso. At its inception, it aimed to stand out in a constantly growing market and, until now, an unknown region that would become the Araguaia Valley. Currently, it has over 185 employees, spread over 8 structures in various states and with a fleet of 160 trucks (50 of which were acquired in 2022), which was only possible thanks to the determination and commitment of its founder - “I have always worked hard: in the beginning, alone, just as a freight forwarder and, from the moment we took on bigger commitments, I began to invest in my own fleet”.

The purpose of Zaqueu Transportes is to continue to be a reference in the sector where it operates, seeking continuous improvement of processes and efficiency of customer service, strengthening partnerships and growing in a sustainable way.

It is exactly about partnerships of excellence that we speak, since 15 years of this 28-year history were written partnering with Auto Sueco Centro Oeste, which resulted in 61 Volvo vehicles acquired in 2021 and 51 in 2022, with an annual average of 130,000 KM travelled by each vehicle - “We chose Auto Sueco Centro Oeste as a business partner due to its seriousness, attitude and responsibility, always honoring commitments and supporting us when necessary. It is a successful partnership which flows in a simple and efficient way - and it is this synergy which enables us to solve problems quickly”.

And many more years are undoubtedly ahead - “for the company to achieve its goals and continue to grow efficiently, we need partners like Auto Sueco, which always gives us support in the acquisition of new vehicles, mediating with the factory in maintenance, warranties and even in driver training. (In this partnership) every year, the deals done take on greater proportions, and we have always been served efficiently. A lot can still be built!”. From our side, you can count on the same delivery and dedication as always!

I have always worked hard: in the beginning, alone, just as a freight forwarding agent, and from the moment we took on bigger commitments, I started to invest in my own fleet.

Norshare: a permanent will to design a better tomorrow

With the concept of “sharing” as its middle name, the Head Office of Shared Services - called “Norshare” since 2013 - took its first steps in 2004, with the major goal of centralizing a number of the Group’s operational activities through the concentration of resources carrying out similar activities in the various Nors companies.

Today, with over 150 employees in Portugal, Angola, and Brazil, Norshare integrates areas as diverse as Accounting and Taxation, Treasury, Source to Pay, Accounts Receivable, Central Services, Digital Transformation, Personnel Management, among others.

In this section, we spoke with some of Norshare’s employees, in the various countries in which the structure operates, to learn more about some projects that are being developed and implemented in the Group. From RPA (Robotic Processed Automation) to the new Suppliers Portal, whose pilot was born in Portugal, we share some of the ideas that Norshare’s employees brought to the table and that promise to maximize the efficiency of the Group’s work processes globally.

STEP BY STEP, THE GOALS OF CHANGE

1st wave 2nd wave

2 1 3 4

Diagnosis: Business Case

Validate the economic interest of the identified opportunities and define the pipeline of processes to be robotized, based on prioritization criteria

Governance Model

Reflect on the organisational model best suited to Nors’ ambitions and define responsibilities and interactions between stakeholders in the course of the robotisation cycle

Training and capacitation

To guarantee Nors’ autonomy to operate with RPA, through the training of an initial set of employees

Process automation

To carry out the mapping, re-engineering and automation of an initial set of processes that would guarantee the economic viability of the investment and the appropriate training of employees

RPA: have robots arrived at Nors?

In 2019, following the creation of Norshare Portugal’s continuous improvement plan, in which the teams were challenged to identify the main efficiency limiters, a large part of the pains mentioned were related to interaction with systems and the need to perform manual, repetitive tasks that do not create value and/or motivation. As a result of this moment of reflection, the need arises to explore new ways of approaching work processes - “how can we increase our efficiency and add value to our target customer?” - and the opportunity to explore the concept of RPA (Robotic Processed Automation).

The solution, which is already a few years old, is pointed out by several consultants as a tool capable of responding to the specific needs of the processes typically carried out in Shared Services Centres all over the world. As a programme that foresees the automation of processes, through robotisation, the relevance of implementing RPA in the context of Norshare was evaluated, in order to free employees from repetitive functions of low added value, allowing them to dedicate themselves to tasks to which they bring valuable contributions that cannot be automated.

The potential that this type of process could bring, both for Norshare and for the Group, was thus confirmed.

First, the people

Then, the processes

Leading this story is Ricardo Santos, Transformation Manager at Norshare Portugal and project manager, who believes that, in addition to identifying the ideal people to integrate into the project, which is crucial for its success, the processes on which the programme focuses must be carefully selected“Without ever forgetting the economic factor associated with automation, we have to guarantee that we are going to act on tasks whose elimination has the potential to influence the motivation of the teams and enhance their function”.

There are numerous areas on which this solution can act, and Ricardo believes that the scalability of the project is one of the key factors to take into account: “there are currently 9 robots working and several in the queue. We have the potential to quickly serve other companies or areas of Nors”.

Marina Pereira, a Customer Service/ Projects Technician at Norshare Portugal, was one of the employees trained in the tool chosen for developing robots. After the 1st wave, she became responsible for the maintenance of the 5 implemented robots and the planning and implementation of the 2nd wave.

Marina believes that the opportunities that the project brings to Nors’ context are immense, translating into tangible benefits for the employees and for the Group’s management itself: “There are many tasks that, despite being necessary, are repetitive and time-consuming, and automating them gives people the opportunity to focus on more complex tasks that add more value to the company”. For the employee the opportunities are far from over, and there is still plenty of room to scale up the project - “We have many processes eligible for automation, and it has been a good proof of concept. The areas reorganize themselves and will be able to take advantage of the robots, focusing on the tasks that contribute most to a quality service”.

From Portugal to Brazil in cruising speed

Ricardo Santos Transformation Manager

In the first wave of the programme, the people who received the developers’ training were fully identified by the project team. On the other hand, in the second wave, the process proved to be more dynamic and participative, with an “internal recruitment” in the context of Norshare, which allowed employees to show their interest in this new competence. The initiative proved to be a success, with the number of applications exceeding all expectations.With the enthusiasm and willingness shown by the team, an “air bridge” was even established between Norshare’s structures in Portugal and Brazil, as Ricardo shared

with us: “We took advantage of this second wave to extend the training to 3 more employees, so now there are a total of 6 people at Nors with skills to create robots, one of them from Norshare Brazil, a structure that will be a priority in the expansion of the RPA programme”.

Samara Carvalho, Service and Performance Analyst at Norshare Brazil, was in Portugal in October 2022 with this same intention: to receive training to take the project beyond borders and contribute to extending the concept to the Group’s various geographies. Embracing the role of understanding the programme in detail, developing its automation, testing all flows and ensuring their execution with quality, in Samara’s view, “this project provides the ability to improve process performance, leaving the team free for analytical work. The corporate areas of the Group can take advantage of this tool, providing more agility in their routines, directing resources to tasks that add value, contributing directly to the Group’s results, both financially and in terms of productivity”.

A strategic view of change

More than a short-term vision, the RPA project advocates a true paradigm shift in how the Group manages its people and the efficiency of its processes. For Norshare’s Directors in Portugal, Angola and Brazil, this transformation has the potential to make the Shared Services area itself more attractive, modern and competitive.

Marina Pereira Customer Service/Projects Technician

Vânia Silva, Director of Norshare Portugal, believes that the impact of RPA on Norshare’s operations and its positioning is significant on several fronts - “These digital workers can work 24 hours a day, 365 days a year, almost without needing breaks. Once they are programmed, the robots always follow the rules without exception, never get tired or bored and make no mistakes; their results are consistent and reliable.” With a long-term vision, Vânia expects that the exploration of new initiatives may extend to the rest of Nors’ universe, “either by entering new geographies within its scope of action or by identifying new business areas within the spectrum of the RPA initiative”.

In his turn, Adelino Castro, Director of Norshare in Angola, noted four major gains with the implementation of this process: systems integration, cost reduction, elimination of typing errors and increase in process speed (productivity). From a strategic point of view, Adelino believes that “RPA will enable the provision of services with higher levels of quality and accuracy, at competitive prices and aligned with the needs of its clients, strengthening and reinforcing its position as a trusted partner: agile, innovative and value creator.

Isabel Santos, Director of Shared Services in Brazil, reinforces that Norshare “has, since its origin, a vocation for the development of tools to achieve even greater efficiency and effectiveness in our processes, pioneering the automation process within the Group”. The Director believes that the Shared Services area cannot be left out of the ride that technological evolution brings to the improvement of processes in the various market segments, “taking into account the number of activities that can be subject to some level of automation, freeing the team for activities that add value and boost results”.

Silva Norshare Portugal Director

The change, from the user’s point of view

Vânia Pereira

RPA user in the Accounts Receivable department, Norshare

I was appointed key user of the project in the Accounts Receivable area. Currently, 70% of the transfer registrations are performed by AR01 (robot for the treatment of customer receipts), and 50% of the allocation of the cash invoices is completed by AR05 (robot for the treatment and clearing of cash sales).

Accounting Manager, Norshare Portugal

Responsible for the Accounting area, I try to make the existing processes more efficient so that the team can dedicate its time to analyse information and provide it with high accuracy and in a fast way to our internal customers. RPA should be seen as an ally, both in the short and long term, allowing us to increase productivity, ensuring accuracy and guaranteeing, or even anticipating, the fulfilment of deadlines.

Pereira Coordinator - Treasury

The RPA project started in Treasury with a task that, although relatively simple, was tremendously time-consumingbank integration. Although it is not yet concluded, we look to the future with great enthusiasm, with the perspective of being successful and moving on to new robotisation processes. That is why I am convinced that, although it is arduous, it will certainly bring good fruit. I wish you more projects like this in the future!

Francisco

Catarina Gomes

Vânia

Suppliers’ Portal: converging to add value

We can say that orientation towards continuous improvement is the middle name of Norshare, in whatever geography it is present. With numerous clients, suppliers, and simultaneous procedures and tasks, the need to optimise tasks and systematise processes is a priority for the employees of this structure.

Thus, the need arose to create a single place to house all of Nors Group’ suppliers and standardise how the organization communicates with

them through an exclusive channel, encompassing the various areas: logistics, commercial, financial and administrative. With a premise based on “fewer e-mails, more agility and greater responsiveness”, the Nors Suppliers Portal was born, a platform developed internally, together with the Information Systems team, which converges all supplier monitoring processes that interact with Norshare.

“When we envisioned the portal, we had hundreds of e-mails spread across our various e-mail boxes - some merely informative and others that deserved our immediate attention.” Mara

Santos, Team Manager and Process Owner of Norshare’s Source to Pay in Portugal, believes that the need for control and systematisation were the main drivers for this initiative. In addition, the manager mentions that the team ensured that the channel was a facilitator in communication with their suppliers - “this channel is based on 3 key values of any partnership: agility, proximity and transparency”.

In practical terms, it all boils down to one word: pragmatism. For Mara Santos, “the possibility for the supplier to autonomously access its financial information, orders

Mara Santos

Source to Pay Manager

Joana Fonseca

Source to Pay Coordinator

issued in its name, among other data, reinforces the position of Nors as a trustworthy partner, and of Norshare itself, as a guarantee of up-to-date and reliable information”.

In turn, regarding the productivity and efficiency of the team itself, the platform will also bring numerous advantages, becoming a true ally of the employees in the Source to Pay area, says Mara - “This solution

will bring the S2P team gains in efficiency and control, either by reducing the time spent with each supplier, in the management of complaints and requests for information, or by systematising the form and means of contact”.

According to Joana Fonseca, Coordinator of the Source to Pay team at Norshare Portugal and Process Owner of the Suppliers

Portal, “a supplier represents more than a simple purchase and sale transaction. It is one of the pillars of growth of an organization - a true partner”. Pursuing this premise, Joana does not hesitate to praise the benefits that the new channel brings, both to the team and to the partners themselves, who see the solution as a simplification of their work processes: “In a self-service logic, suppliers now have direct access to the information they need for their

management, and we free up the administrative time allocated to sending this same information.

All supplier questions are asked, followed up and answered here without being scattered in e-mails, often to incorrect recipients. It is a win-win reality”.

Norshare Brasil dynamises the Sharepoint page for interaction with the internal client

With the purpose of enhancing transparency with the internal client, Norshare Brasil has invested in standardizing and sharing information that adds value to the various businesses, facilitating the decision-making process of the companies to which it provides support.

Thus, in June 2022, a Sharepoint page was created - an Office 365 collaborative platform that integrates with the various web applications used by the Group - which allows the storage of various content and information, ensuring that the sharing of documentation with the client is done safely, agile and converges on a single platform.

Isabel Santos says, “it was with great satisfaction that we launched our page on Sharepoint, and it fills us with joy to feel that we correspond to the client’s needs, which is our main goal. We have received many compliments and contributions from our clients so that we may evolve more and more”.

On the internal customer side, Carlos Melnec, CEO of Auto Sueco Centro Oeste, points to “speed, transparency and less dependence on an individuals mailbox” as the platform’s success factors. Furthermore, for the CEO, “taking into consideration our clients’ satisfaction, we must have truthful information, through robust and automatic processes, achieving a greater availability of employees for the analysis of atypical cases that require individualized intervention. In this way, I understand that this first step in the construction of a solid technological presence will have good results, and we will be here to support the continuous journey”.

leadership stories

From the childhood dream of being a truck driver to a love of carpentry, we got to know the Director who represents the Crane division at Strongco better.

William Ostrander - better known as “Bill” - has a career of over 40 years of experience and is Vice-President Cranes and Material Handling at Strongco, the largest distributor of construction and infrastructure equipment in Canada, with operations in 25 branches across the country.

Optimistic and with a very pragmatic attitude towards life, Bill believes in constant learning and incorporates it into his daily routine. Despite the rather fast pace of everyday life, he values the moments spent with his family, such as having his (adult) children home for dinner and, in his free time, cultivating hobbies such as carpentry and cycling.

In this interview, we got to know some of his favourite things, apart from everything “yellow, big and with diesel engines”, as he says.

Bill Ostrander

Crane diretor at Strongco

With more than 40 years of experience in the commercial and management area, how would you describe your career?

What led you to follow this area?

I’ve enjoyed an interesting and successful career over the years and witnessed a lot of changes. Manufacturer and customer consolidation, technological advancements, different ownership groups to name a few. A career in heavy equipment has allowed me to travel throughout North America and Europe and attend many shows and conferences and meet and get to know a lot of interesting people.

Once in Atlanta I met the late great baseball player Hank Aaron by chance in a coffee shop in a mall. I was led to heavy equipment by an interest in all things big and yellow with diesel engines and I certainly found the right place!

What motivated you to work in Strongco and how did it happen?

I had just graduated and was looking for something related to a previous job I had in small lawn and garden equipment. An opportunity came along at Contractors Machinery and I was hooked from the start.

Trying to stay ahead and positive is key, and requires a fair amount of thought, skills upgrading and openness to accepting those changes as opportunities.

What impact does being Vice President in a leading company of the sector have on your life?

It’s a busy life, with lots of travel and customer meetings (especially now that covid is fading) There are never dull moments!

What has been the biggest surprise (in a good way) you have come across in these years?

Many customers I first dealt with when I started as a Territory Manager still call me today!

And what was the biggest challenge you had to overcome?

I think constant and ever accelerating change is the biggest challenge.

Trying to stay ahead and positive is key, and requires a fair amount of thought, skills upgrading and openness to accepting those changes as opportunities.

In your professional opinion, what characterizes a good leader?

Surround yourself with smart and talented people, set goals for them, allow them to make mistakes, nudge them back on track, and let them do their jobs. Everyone needs to be treated with dignity, respect, and professionalism.

A motivated and united team takes constant nurturing, every day, every interaction.

Do you consider that you keep the team motivated and united? Can you tell us what is your “triumph card”?

A motivated and united team takes constant nurturing, every day, every interaction. I don’t think I have a triumph card, just to be open and honest on what’s working and what’s not and how to keep moving forward to allow everyone to be successful.

Currently, what are your goals and ambitions within Strongco and Nors Group?

I am so excited for Strongco’s future as part of the Nors Group! I would like to see the Crane business grow and expand throughout more areas of Canada with more branch locations offering full service crane sales and Aftersales support.

Greatest quality: On a constant learning path

Biggest vulnerability: Over-analyze everything

Childhood dream: Airline pilot, long haul trucker, wooden boat builder, in no particular order

An unforgettable day: Then: Montreal, early 70’s, late June, hot and humid evening, in the garage with my Dad listening to Montreal Expos baseball on the radio as he works on his homebuilt airplane! Now: All my adult kids home for a family dinner

Hobbies: Woodworking, my Trek e-bike

Favourite book: No particular favourite but currently reading Donna Leon’s Commissario Guido Brunetti mysteries set in my favorite city Venice.

Movie of your life: Open Range

Music style: All types; Willie Nelson; Tom Petty; presently trying to understand opera!

Favourite food: Thin crust pizza

Dessert: Cherry cheese cake

Dream destination: Viet Nam

Pet: Border Collie cross named Callie

Quote/Motto for your life: Life happens, let’s move forward

Flow: the aftersales transformation has a name

Over the last few years, attracting and retaining technical and operational talent has proved to be one of the most significant challenges in the Aftersales area. Giving a new meaning to workshop operations and making them more efficient, attractive and innovative is, more than ever, crucial.

In this edition, we talked to Andreia Barros, Operational Efficiency Manager at Nors, who we can define as someone who “breathes” Flow on a daily basis. Responsible for the operationalization and monitoring of the programme in the different companies within the Group, considering its various waves of implementation, the employee, who is part of the Head Office of Business Intelligence & Best Practices, believes that the programme’s greatest transformational factor lies in a cultural change within the organization.

Andreia Barros

Operational Efficiency Manager at Nors

But first, in short: what is the Flow programme?

Intending to transform the Aftersales areas and equip them with tools that support the future of the Nors Group companies, Flow represents a new paradigm of Operational Efficiency within the organization. The programme, which was first applied in Auto Sueco Portugal in 2019, now has a new identity based on a modern and attractive concept to be a catalyst for Nors’ reputation as an employer and contribute to a differentiating approach in the technical and operational areas.

Being a programme based on lean methodologies, the optimization and adaptation of aftersales operations to the future needs of our clients is the main goal of this journey of technological transformation. It is therefore intended that Flow embodies a robust Operational Efficiency model, in line with a world in constant change and addressing the real needs of the corporate areas. The programme’s primary purpose could only be ambitious: to guarantee customer satisfaction and kick-start the organization’s cultural transformation.

In a few words, how would you explain the Flow programme to someone who does not know the reality of Nors Group?

Flow assumes the role of transforming elements of the Aftersales business model and aims to be the anchor programme that promotes cultural change in the organization through performance management of operations, team involvement and empowerment, and process optimization and automation through the inclusion of the technological layer.

How have you experienced the challenge of making Nors’ Aftersales transformation process operate within the scope of our various operations?

It has been an enormous challenge and a pleasant learning experience. Since I come from a more industrial area, the aftersales world is new, bringing me challenges as well as some advantages. I will explain: challenges because coming from a different reality, there is the urgency to put myself on track and to have a global perspective of the business and advantages because I have a distinct vision and I can bring different perspectives to the same issues. Heterogeneity enriches organizations.

In practical terms, what has been your role in the past phases? Tell us about a typical day in your role.

I take on the role of Operational Efficiency Manager and coordination of the Flow Programme at Nors Group. I work as a PMO (Project Management Officer), working with the business pivots - the champions - in the implementation of the project in their company and in the construction of the respective guidelines, in the promotion and maintenance of the best practices and in the process of ensuring the convergence of the Flow implementations in the different companies.

In addition, I am responsible for a reporting component that includes preparing the project Steering Committees, the Flow Development Committee and team, participating in and translating the Group’s strategy in the Efficiency pillar, as well as promoting a culture of continuous improvement. My days are never the same, not even in the same place! They revolve around the aspects I mentioned above.

What critical skills do you consider essential to embrace a project of such involvement and dedication?

Having a constant learning attitude because we evolve as long as we can absorb new skills and listen to others. Having a facilitating role with the teams, putting ourselves in the other person’s shoes, believing in the proposal we deliver and never giving up. The orientation towards processes and the mastery of Lean tools will also be key elements of the journey.

How are the various companies’ employees embracing this journey of transformation and change?

The balance is positive. From my experience, if the employees are involved, if the goals are clear and communicated and if we demonstrate that the implementation will positively impact their daily lives, people get involved. The path of change may not be easy - change never is! - but people are united towards a common goal.

In your opinion, what is the main success factor when we talk about operational efficiency processes?

People play a significant role. If they don’t believe in the transformation and the path laid out, the most evolved tool in the world is of no use because it tends not to work. Only with a united organization will we succeed.

What expectations do you have for the next steps of the programme?

I have very high expectations because I truly believe this is the way forward. Flow is the driving force behind innovation and value creation in Aftersales operations. The big ambition is to implement Flow in all the Group’s Off-road and Mobility companies within two years.

How can you help to affirm Flow as a true paradigm shift, considering the level of responsibility of this mission?

Creating something new, unique and disruptive, which will impact the whole organization, is an excellent feeling. It’s that feeling of contributing to a whole, which is very big in Nors’ case. Moreover, Flow being a cultural change programme, it is comforting and motivating to imagine the future because all these initiatives and projects, which bring so much struggle in implementation, will be part of the day-to-day, and will be rooted in our way of working.

If we work today on cultural change and cement it, we guarantee the future!

Considering the technological transformation aspect associated with the programme, what will be the main gains from this implementation? What changes will it bring to the organization?

Currently, technology doesn’t live without robust processes supporting it, just as processes can’t exist in a stand-alone fashion without technology to support them. During Flow implementation at Auto Sueco Portugal, the programme’s pilot company, technological gaps were identified. Without being addressed, we would not have been able to achieve the gains initially estimated.

Even with the system limitations, we were able to implement dashboards that have truly transformed the way Auto Sueco Portugal works. All the technology needs felt at Galius, and Auto Sueco Portugal during Flow were addressed in the Core project, which will be the beginning of our digital transformation journey. But the journey doesn’t end here - it will be just the beginning of our great transformation journey.

Nors news

Auto Sueco Portugal provides the first 100% electric vehicle for urban solid waste collection

The first Volvo FE Electric truck for urban solid waste collection is already in circulation in Portugal, in a real operation, with zero carbon emissions. In the first phase, this pilot project, made possible by Auto Sueco Portugal, will be carried out for about three weeks in Cascais to be extended to other clients at a national level.

For Cascais Ambiente, which is in charge of urban waste collection in the municipality, this test stems from its own climate and operational goals, as well as the demand by citizens for carbon and noise reduction and the increase of environmentally friendly transport within the municipality.

“Based on Cascais Ambiente’s needs, we helped define the charging facility so that the vehicle can operate as long as possible. In addition, factors such as routes, battery capacity, available charging times and working hours are considered to get the most out of the transport solution,” says Manuel Castro e Matos, Commercial Director of Trucks at Auto Sueco Portugal.

This initiative results from a trip that Auto Sueco Portugal organized to Gothenburg, Sweden, under the slogan “Towards

Zero Emissions”, in which customers had the opportunity to get to know the new electromobility and reduced emissions solutions of Volvo Trucks, the brand that the company represents.

New ISUZU 100% electric buses tested on actual routes

ISUZU’s new 100% electric bus circulated in Guimarães in order to test existing lines operated by GUIMABUSTransportes de Guimarães.

The vehicle received an excellent evaluation, both from the company and from the passengers who had the opportunity to circulate in it.

“The capacity of the LFP (Lithium, Iron and Phosphate) batteries corresponded to expectations, having performed, in one day, 273 kilometers and spent 84.9% of the battery. The bus was tested on a route where a lot of strength is needed due to the slope. Compared with bigger vehicles, it stands out for its agility and strength”, commented Agostinho da Costa from Vale do Ave Transportes.

Auto Sueco Portugal is already promoting the commercialization of this new ISUZU model.

KOHLER Meeting“Principles of Genset Installation”

Auto Sueco Portugal organised a promotional session for its KOHLER products, which took place in Lisbon.

Under the theme “Principles of generator set installation”, the event was attended by around 40 designers interested in learning more about the KOHLER product, distributed in Portugal exclusively by Auto Sueco Portugal.

This initiative aimed to strengthen the relationship of trust between the company and the designers, reinforcing the contact with our teams. The day began with a technical-commercial presentation, with some formative character, where questions were asked, and doubts clarified. The presentations were given by the industrial equipment team and ended with a practical demonstration of the KOHLER J165 generator, which was on display outside the building.

Delivery of 50 trucks for solid urban waste collection in Luanda

Auto Sueco Angola delivered 50 Volvo trucks developed explicitly for the solid urban waste collection project in the province of Luanda.

This delivery included models with various specifications, according to the multiple aspects of the urban cleaning segment, including compactor trucks, crane trucks, workshops, lubrication and mobile service trucks, as well as water tank trucks. This business has the scope to continue supplying several dozen vehicles in the coming months.

After the delivery of over 150 Volvo bus units to Transportes Colectivos Urbanos de Luanda (TCUL), Auto Sueco Angola is once again involved in a large-scale, critical project for the Angolan capital, highlighting the delivery of 50 trucks for urban solid waste collection in Luanda and the solid relationships developed in this market, as well as the trust placed in it, contributing to driving progress and improving the population’s quality of life.

Volvo Trucks International delegation visits Auto Sueco Botswana

In November, Auto Sueco Botswana received a visit at its headquarters in Gaborone from a delegation from Volvo Trucks International, made up of the Vice President for Africa, Goran Travancic and the Africa Market Director, Markus Frankhauser.

The visit’s main goal was to take stock of the annual performance of the Nors Group companies in Southern Africa - Auto Sueco Botswana, Auto Sueco Mozambique and Auto Sueco Namibia - as well as to look ahead to 2023 with regard to the challenges and opportunities in these markets. The relevance of these markets for Volvo Trucks was reinforced due to the consolidation of the brand’s position in Africa, as well as the recognition of Auto Sueco as a partner of excellence.

The Volvo Trucks International delegation was welcomed by Pedro Ferreira Monteiro, CEO of Auto Sueco Botswana, Auto Sueco Mozambique and Auto Sueco Namibia, and Gerhard Rossouw, COO of Auto Sueco Botswana and Auto Sueco Namibia, and also by Pedro Constantino, COO of Auto Sueco Mozambique.

At the end of the 1st quarter of 2022, the same delegation had already visited Nors’ headquarters and, at the time, was received by Tomás Jervell, Nors’ Group CEO, and Francisco Ramos, COO and Executive Director of the Group.

Auto Sueco Namibia delivers the first Volvo FH 700 Euro 5 unit

Auto Sueco Namibia has delivered the first version 5 unit of the Volvo FH 700 in this market.

The model has been delivered to the customer Walvis Bay Plant & Tool Hire Services in an Abnormal Transport application and will be used in heavy materials transport operations, being able to move around 200 tonnes of cargo. In this type of long-distance heavy haulage operation, the power and load capacity combination is crucial in purchasing new trucks.

This is the second Volvo FH 700 to be used in Namibia - the first version was version 3 and was also provided by Auto Sueco Namibia to the same customer.

Auto Sueco Moçambique is the new official distributor for Volvo Construction Equipment

Auto Sueco Moçambique is the new distributor for Volvo Construction Equipment in the country, incorporating the construction machinery segment into the truck and bus business, which it has been part of since its inception in 2014.

The company will now sell the entire range of Volvo CE productsexcavators, articulated haulers, wheel loaders, pavers and compactors. In addition, similarly to what happens with Volvo Trucks, Auto Sueco Moçambique will provide specialized Aftersales service and genuine Volvo parts, reinforcing its teams with dedicated technicians who ensure the brand’s know-how in Mozambique.

This new official representation of Volvo Construction Equipment shows the Volvo Group’s reinforced confidence in Auto Sueco Moçambique and is in line with Nors’ strategy of continuous investment in the African continent, as well as intending to establish itself as a strong, agile and close partner for its customers.

Internal Week for the Prevention of Accidents at Work 2022 at ASSP

SIPAT 2022 (Internal Workplace Accident Prevention Week) took place in Auto Sueco São Paulo in September, organized by CIPA (Internal Commission for Accident Prevention).

Among several activities, these three days included gymnastics sessions at work, lectures and presentations, having focused on themes such as health and well-being, first aid, road safety and traffic awareness, since employees deal with several types of vehicles in their daily routine.

The employees who participated highlighted the energy of this edition and praised the themes of the lectures, namely on health, safety and traffic awareness.

Auto Sueco Centro Oeste records its largest sale ever

The deal, which lasted a few months, went down in Auto Sueco Centro Oeste history as the company’s biggest sale and one of the Volvo Group’s biggest in Brazil.

The deal represented 440 Volvo trucks sold to customer Amaggi, Brazil’s largest grain and fiber company and one of the largest in the world, which traded 17.8 million tons in 2021 and is investing in infrastructure to ensure production arrives at its warehouses and factories.

With this acquisition, the agribusiness giant has more than doubled the size of its truck fleet, which will exceed 700 units, in addition, to supporting vehicles, according to Auto Sueco Centro Oeste’s Commercial Director, Alexandre Padovani.

408 Volvo FH 540cv 6x4 vehicles will transport the production of crops from the Midwest region to the transshipment terminals in the North region, and 32 Volvo VM trucks will be dedicated to supporting tasks in the fields. This expansion aims to improve logistics and integration between the road, waterway, and rail systems, making the process more economical, agile and with less environmental impact.

The trucks purchased from Auto Sueco Centro Oeste also count on the coverage of Volvo Maintenance Plans for assistance in Auto Sueco Centro Oeste units strategically located near the client’s routes, which will guarantee specialized labour and genuine parts.

Galius: expertise put to the test at the first national meeting of the 24/7 team

In September, the 24/7 roadside breakdown and repair team of Renault Trucks vehicles, made up of over 50 people, met for the 1st National Meeting of the 24/7 Service.

This celebration took place at the Kartódromo de Fátima and was attended by all those who, for over 30 years, have been using their expertise in the fastest and most qualified roadside assistance to Renault Trucks vehicles, the brand represented by Galius in Portugal.

After a brief presentation, where performance indicators were analyzed and debated and strategies were aligned, the participants accelerated at full speed to the track for a final karting race.

More than a race or a competition, this initiative, which is intended to be the first of many, had the primary purpose of promoting a climate of well-being, safety and sharing among the participants, as well as encouraging involvement, enthusiasm, and the necessary predisposition to achieve their goals.

E-tech is the new ambition of electric mobility and is on its way to Portugal

Renault Trucks, represented by Galius, has new ambitions in the field of electric mobility, with an offer geared towards 360° support for its customers: a range called E-Tech.

To support this ambition, the brand is ushering in a new era by launching an offer designed to provide comprehensive support for hauliers in the transition to carbon neutrality.

This Renault Trucks E-Tech offer includes a range of high-performance electric vehicles and comprehensive support for customers in the energy transition, from their purchase to monitoring the operation of their electric vehicles.

The solution is totally innovative and differentiating on the market, with complete recharging completed in less than two hours.

This transformation is already on its way to Portugal, with Galius having received a specialized team from Renault Trucks in order to obtain the first training sessions regarding the handling of the D and D-Wide E-Tech range. This session also included the first contact with one of these models and a demonstration and clarification session on the road.

In addition to the presence of relevant customers in the sector, this initiative was attended by Renault Trucks managers and specialists from various areas. They included Steve Manikas, Sales Director for Electromobility Solutions, Valérie Bonnefeux, Electromobility Customer Demonstrations Manager, and Hervé Defay, Electromobility, Product and Business Intelligence Manager. “Switch to electric” is the motto of this new generation.

President and CEO of Volvo Cars visits Auto Sueco Automóveis

Auto Sueco Automóveis

dealership in Porto received Jim Rowan, President and CEO of Volvo Cars.

During the visit, subjects such as brand and business evolution, electrification of the sector and the vital relationship between the brand and dealers were discussed.

For Jim Rowan, “To have the opportunity to lead Volvo Cars at this time, in the midst of a vast transformation, is truly inspiring. I look forward to starting this new adventure together.”

José Leite Faria (Executive Director and CCO of Nors Group), Domingos Silva (Commercial Director of Volvo Cars Portugal), and Pedro Lobo (Volvo Commercial Manager of Auto Sueco Automóveis Porto) accompanied the visit.

Auto Sueco Automóveis team was the winner of VISTAVolvo International Service Training Award

The “1927 Volvo SAR” team, from the Auto Sueco Automóveis dealership in Almada, was the winner of the last edition of the Volvo International Service Training Award and represented Portugal in Gothenburg at the final.

The After Sales team also won the Best in CX Challenge initiative, which rewards the Volvo dealership that most evolved in workshop customer satisfaction.

This award has been organised every two years since the 1970s and is open to service market professionals from Volvo dealerships and authorized partners worldwide.

In this edition, 50 teams from Volvo dealerships in Portugal competed.

KinLai: 60 units of the Dongfeng KC model delivered to Angola

The Dongfeng KC, marketed by KinLai in Angola, is a robust and powerful truck which adapts to various environments. This model has been asserting itself in this market, increasingly conquering the preferences of different transport operators, namely in the construction and mining sectors.

More than 60 units of this model prepared for extreme conditions have recently been delivered to operators whose working environments require special safety precautions.

On its way to three years of activity, KinLai has been standing out in Angola for its ability to deliver transport solutions that respond to the various transport operations and working environments.

Auto Maquinaria closer to the market with new website

Auto Maquinaria has a new institutional website.

Betting increasingly on digital media, the company recently strengthened its online presence, giving users in the Angolan market the opportunity to learn about the brands and equipment the company represents, as well as the news that mark its activity in this country and useful contacts, through which its customers and local operators can acquire new machines and equipment, as well as access Aftersales services.

The launch of this new website by Auto Maquinaria is, in this way, another contribution to working in a more intelligent and cooperative way, being increasingly digital and close to its customers, partners and the community.

Auto Maquinaria participates in Volvo Days 2022

Auto Maquinaria travelled with its customers to Volvo Construction Equipment in Eskilstuna, Sweden, for the latest edition of Volvo Days.

This initiative returned in 2022 with a focus on the brand’s sustainability, electromobility and service innovations under the motto “Change Starts Here”.

With the aim of generating transformations in the sector, the event included several moments of information sharing by the brand’s specialists. The participants also had the opportunity to watch the Volvo Machine Show. In this return of the Volvo Days, Auto Maquinaria was present with several Angolan operators, and users of Volvo machines in various applications, such as the mining sector, strengthening the ties between Angola and Volvo CE.

For customers and other participants who did not have the opportunity to travel from Angola to Sweden, Auto Maquinaria sshared the virtual platform, made possible by Volvo CE, with this network of global participants and distributors.

AgroNew closes advance sales for next season

AgroNew recently completed the sale of a fleet of sugarcane harvesters for one of its clients in anticipation of the 2023/24 production.

To reduce the operational cost of maintenance and increase productivity, Usina São Domingos (USD), a regular customer of AgroNew, based in Catanduva, opted to update its agricultural machinery park.

The USD purchased a fleet of 11 Case IH sugarcane harvesters, model Austoft A9900, to prepare for the next harvest season, the 2023/24 Crop.

This acquisition was supported by the model’s factory and Banco CNHi, which made a credit line possible. This represented a significant deal for AgroNew, consolidating its position as the most extensive set of sugarcane harvesters within the Case IH network.

AgroNew wins performance award from the Case IH network

AgroNew was distinguished with the performance award in maintenance plans of the Case IH network for its performance in the 1st half of 2022.

This recognition was awarded by the After Sales Department of Case IH during its National Meeting last August, at CUBO, in São Paulo. The event represents one of Latin America’s most prominent hubs of technological startups.

Strongco hosts customer event at Volvo Customer Demo Center

Strongco’s Sales Division recently took a group of 7 customers to the Volvo Customer Demo Center in Shippensburg, Pennsylvania.

The invited customers included owners, fleet managers, and decisionmakers working with Strongco. The trip’s main goal was to introduce the full range of Volvo equipment and their features and benefits. Additionally, theyhad the opportunity to network with a group of similar contractors from the greater Toronto area.

Strongco’s customers were able, for a full day, to experience a variety of Volvo heavy equipment under the guidance of Volvo product specialists.

The only requirement for participating in the event was that they agreed to create and share content on social media depicting their day at the demo centre, which resulted in customers promoting Volvo products and Strongco to a broad audience on digital media.

Watch

the video testimonial here:

TOPCAR’s network workshops reinforce their bet on electrical certification

The network of multi-brand workshops TOPCAR continues to invest in training its workshop collaborators after receiving the Certification in VEH in 2022 - Diagnosis in High Voltage Systems in Electric Vehicles Level 1 and 2.

Aware o f the growing electrification of the Portuguese car fleet, TOPCAR developed an Electric and Hybrid Vehicle training program in October for its workshops.The topics covered included “performing checks on electric and hybrid vehicles”, “dismantling and mounting the HV battery of a vehicle safely”, and “diagnosing the HV system with real data”.

As a result, 34 TOPCAR workshops have obtained Certification in HVS - HV System Diagnostics on Electric Vehicles Level 1 and 2. The initiative is an integral part of the 360º Training Plan, defined annually for the TOPCAR network, so that professionals remain up to-date and able to work with the latest technologies.

The multi-brand workshop network also replicates the training plans for their main suppliers, with approximately 10 training courses per year for the different brands represented by Aftermarket Portugal.

Civiparts and OneDrive Angola inaugurate new shop in Benguela

Civiparts and OneDrive Angola have opened a new aftermarket shop in Benguela province.

Located in a more central and accessible area for customers in the region, the opening of the new shop marks another step in the strategy to boost the growth of Nors Group’s aftermarket business in Angola.

With the new facilities in Benguela, Civiparts and OneDrive reinforce, in Angola, the stock’s availability of all products marketed, improving service conditions and optimizing delivery capacity for parts and accessories for light and heavy vehicles of the premium product brands represented.

Civiparts and OneDrive currently have five shops in this market: three in Luanda, one in Benguela and one in the province of Huambo.

Sotkon renews its status as “COTEC Innovative Company”

In 2022 Sotkon in Portugal has once again been recognized as a COTEC Innovative Company.

This status is awarded to national companies with high standards of financial strength, innovation and economic performance, which are examples of value creation for the country.

The COTEC Innovative Status is supported by the Portuguese Development Bank, the General Administration for Education and Science Statistics and the National Institute of Industrial Property in Portugal. Besides promoting the public recognition of the companies, this initiative allows the creation of a network of partners with benefits for the innovative companies and guarantees better financing conditions.

Amplitude Seguros becomes the broker of the Portuguese Tennis Federation

Amplitude Seguros partnered with the Portuguese Tennis Federation to cover the risk of accidents for approximately 25,000 tennis players.

This partnership was formalized between Vasco Costa, the President of the Portuguese Tennis Federation, and Francisco Leitão, CEO of Amplitude Seguros.

The insurer supporting the risk is Una Seguros, and this initiative results from the brand positioning strategy in the health and sports segment, areas in which the activity of Amplitude, Una and the Portuguese Tennis Federation complement each other.

Vitrum stands out in the advertising decoration segment in Angola

Vitrum has been standing out in Angola for its work in advertising decoration with clients such as Sonangol and Elisal. This segment has been the target of growing demand by various sectors in Angola.

In the case of Sonangol, Vitrum applied decorative vinyl to 6 tractor/ tanker sets, with the same service being planned for more than 20 tractor-trucks, until the end of 2022.

At the same time, the application is scheduled for 2023 on more than 50 tanker trucks for this important customer, which operates in the Angolan oil sector.

In the case of Elisal, a company that operates in the area of solid urban waste management in the country, Vitrum has applied vinyl advertising on 22 of its trucks, with the prospect of reinforcing the company’s brand identity on more than 45 trucks next year, with a total forecast of 200 vehicles.

Core: teams focus on the development of the technological solution

The Core project structures the digital and technological transformation of Nors Group and aims to achieve greater efficiency in work processes, enabling the organisation to better integrate and interact with the different stakeholders, internal and external, always with the support of integrated and agile processes and technology.

Currently, the project is in the “Build” phase, a stage in which the solution itself is built, that is, the technological systems that will be part of the day-today life of the companies, according to the needs raised during the design phase. This phase will last until February 2023 and is developed following an Agile methodology, organised in 3-week sprints, in which new functionalities are developed and tested.

During this stage - crucial to making the teams’ performance tangible - the project relies on the involvement of several key-users, who the project team will call to test the developments. The good news is that there is already news to come - a demonstration to share the functionalities developed so far is scheduled for January. The roll-out of this 2nd wave of the project is scheduled for June 2023.

the world is our oYster

Internal mobility: a world of opportunities

At Nors, we are aware that our employees’ ambitions and goals naturally evolve throughout their professional careers with us. Therefore, as an organisation, we seek to encourage the growth of the people who help us to grow, making it possible for them to embrace new challenges internally - be it a new role, in another company or even in a different geography. After all, mobility is in our blood!

This is, in fact, the key theme of this issue of Nors Magazine. “The world is our oyster” encompasses both a business and strategic perspective of the Group, continuously based on an approach of expansion and growth and a vision of evolution and development of our employees, who embody different opportunities of internal mobility.

In this section, our people share with us the motivations behind each transition and the main personal and professional challenges encountered. If the world is in permanent change more than ever, it is up to us to make the best of these opportunities - with the ambition and spirit of mission that characterizes us so well.

Running after constant motivation

Our first story shares the journey of José Bruno Osório, who started his professional career as a trainee at Nors Group over 18 years ago. José Osório has led a multidisciplinary trajectory throughout his journey with us in various product segments - from trucks to buses to marine and industrial engines - in the Commercial and Aftersales areas. In 2022, with the “bug” to return to the Commercial area, he applied to an internal advertisement

Current

Previous

José Osório

role Commercial Director at Galius

role Technical Manager at Auto Sueco Portugal

José Osório for the position of Commercial Director at Galius while performing functions as Technical Manager at Auto Sueco Portugal. In his opinion, this change allowed him, on the one hand, to apply his experience and knowledge in a new context, in a new company and to a new brand, as well as to embrace an opportunity for learning and individual growth - “For the Group, I recognize that these changes are particularly beneficial as they allow the renewal of teams, sharing of knowledge and skills between companies and a spirit of greater flexibility in the structure”.

Today, next to José, we find Filipe Fonseca, Aftersales Director at Galius. His journey within the Group is a good example of sustained and constant evolution, which brings with it the permanent desire to take on new roles and responsibilities, made possible internally by the Group - “There is unquestionably an intangible asset in

the Group, which includes the passing on of values and culture from the most experienced to the youngest, which I have benefited from, valued and I believe I have been able to take advantage of”.

Filipe is also keen to highlight the fundamental role of his teams and colleagues, with whom he has worked in the various companies and business areas, in his professional growth and development. Having previously worked as Aftersales Manager at Auto Sueco Portugal, Filipe’s transition resulted from the reorganization and expansion process of the Galius business and Aftersales team, from a new relationship and proximity logic of the Dealer Network and of the Renault Trucks team assigned to the Portuguese market - “I believe that my background and previous experiences in the Import and Retail areas, in other companies of the Group, were decisive factors and understood as added value in the invitation to integrate Galius”.

Filipe Fonseca

Current role

Aftersales Director at Galius

Previous role

Aftersales Manager at Auto Sueco Portugal

Filipe believes that this change represents recognition for his dedication, achievement of goals and performance in previous roles and points out that “the opportunity for career progression within the Group is a fundamental factor for the motivation of any employee and creates the need and a feeling of overcoming and constantly improving”.

I recognise that these changes are particularly beneficial as they allow for renewal of teams, sharing of knowledge and skills between companies and a spirit of greater flexibility in the structure.

The strength to always do more, better (and differenty)

The desire to be permanently challenged led Patrícia Neto (our cover girl) to join a different sector from the one she was in as an Accounting Technician at Norshare in Portugal.

Combined with the opportunity to contact new markets and cultures, Patrícia’s ambition to develop as a professional led her to apply for an internal vacancy for the position she currently occupies - Business Support Technician at the Central Africa

Structure. I informed my manager of my interest in submitting this application, and so did I”.

Patrícia recognizes, in this change, the opportunity to get to know the Group’s business and activity in greater depth and adds that it is very gratifying to feel that the company believes in her potential - “The opportunity given to employees to undertake internal mobility demonstrates the alignment of the organization’s interests with those of its people and motivates us on this path. Like the Group, I also have the ambition to do more and better!

Wilson Silva, who we met on the other side of the Atlantic, in Brazil, has also developed a fascinating career within the Group. In 2004 he began working as a trainee in a company that Nors acquired in 2009 (currently Auto Sueco São Paulo). The integration process brought a need for adaptation and a cultural change that, according to William, made him grow professionally.

His path has been marked by dynamism and diversity, having worked in filing, taxation and accounting. This multidisciplinary approach meant that this year, he applied for the position of Accounts Coordinator at Norshare in Brazil, a post he would later take on - “I’m currently experiencing my greatest professional achievement and challenge

Current

Business

Previous

Accounting

Patrícia Neto

Unquestionably, there is an intangible asset in the Group, which comprises the passing on of values and culture from the most experienced to the youngest.

Filipe Fonseca

The opportunity given to employees demonstrates the alignment of organization’s interests with those of its people and motivates us for this journey.

Patrícia Neto

role

Support Technician in Africa Central Structure

role

Technician at Norshare Portugal

Wilson Silva

Wilson Silva

Current role

Accounting Coordinator at Norshare Brazil

Previous role Started as an intern

due to adapting to the position of coordinator, but it has been gratifying as it means I’m acquiring new skills, especially in terms of people management”.

Nothing is more permanent than change

The challenges tend to be faced with courage and perseverance by the protagonists of this article. Guilherme Destri has always been very dedicated to what he proposed to do, and he overcame, without difficulty, the lack of knowledge inherent to the beginning of a new function with will and persistence.

He began by working in the warehouse, went through the administrative area and is now Spare Parts Commercial Coordinator, a position he considers both very rewarding and challenging - “I feel rewarded; I believe that thanks to my dedication, opportunities have arisen and the fact that I have tried to contribute with all the departments has meant that I have acquired knowledge in all areas. I believe that this has made the difference in my being the candidate chosen for this position, which I have held for more than 5 years”.

His constant search for knowledge and new solutions is a critical factor in his professional development - “If I am the professional I am today, it is thanks to the positions I have held, to Nors and to the people who trusted in my potential.

Guilherme Destri

Current role

Parts Commercial Coordinator at AgroNew

Previous role Started as a Warehouse Assistant

On several occasions, the Group has already shown that it looks closely at its internal employees. I try to keep learning to improve more and more as a professional so that when a new opportunity arises, I am prepared to take it. I am sure that it will come.

I am currently experiencing my greatest professional achievement and challenge. It is very rewarding.

Gabriel Bezerra has been with the Group for 12 years, where he started as a trainee in the tax area and, after a year, joined the Accounts Payable team at Norshare Brazil.

The option to change function was due to the challenge presented to me, with a more commercial nature. I am very grateful to everyone who saw potential in

Angola, from where he left only due to the force of compulsory military service and to which he returned as soon as possible, having held positions of responsibility as Team Leader, Workshop Coordinator, General Coordinator of the Workshops in Angola, Ícolo and Bengo and now Technical Manager.

to the energy of Angola: with a proud 25 years in the Group, Gaston Miguel began as an Automobile Mechanic at Auto Sueco

Gaston faces these continuous changes with great responsibility and anticipates a prosperous future, largely due to the people he foresees joining him - “We have many young technicians to whom we must transmit know-how - teaching is a noble act. I like what I do, and I feel I’m in the right Group - with a strong mission and a clear and goal vision.

After having worked in countless functions and areas - some by invitation, others by applying for vacancies - it was when he had been working for three years as Sales Administrative Coordinator at Auto Sueco São Paulo, when the challenge to become Aftersales Commercial Manager arose - “I spent three years in the trucks area, with a wonderful team that welcomed me with open arms and taught me a lot.

Current role

Aftersales Commercial Manager at Auto Sueco São Paulo

Previous role

Started as an intern

I am very grateful to all those who saw potential in me and helped me to evolve.

Gabriel

Bezerra

Gabriel Bezerra

... if I’m the professional I am today it is thanks to the functions I have been through, to Nors and to the people who trusted in my potential.

Guilherme Destri

me and helped me to evolve.

“Who never ventured, neither lost nor won”

Now let’s move on

Gaston Miguel

Gaston Miguel

Current role

Technical Manager at Auto Sueco Angola

Previous role

General Workshop Coordinator at Auto Sueco Angola

Still in Auto Sueco Angola, we have the case of Isaura Silvestre, whose career change is a clear example of how the current position does not prevent or restrict what we can do in the future. Isaura started her career as an Administrative Assistant in the Heavy Vehicle area, with little experience in the field then, but very motivated and eager to learn.

Later, she joined the Automobile area, in the aftersales department, when she applied for the position she holds today as a Consultant at the Auto Sueco Angola Car Dealership. “The opportunity came about through an internal vacancy within the Group; they have been essential in enabling employees to try out new functions”.

Isaura Silvestre

Current role Saleswoman at the car dealership at Auto Sueco Angola

Previous role Administrative Technician

Although initially reluctant to apply for the position since she had not yet worked in the commercial area, Isaura took the risk. As a result, today, she feels comfortable with the technical and behavioural skills she has acquired - “I decided to apply since it was a very attractive challenge in the light car segment. Today, I feel more fulfilled at a professional level”.

Isaura Silvestre

We have many young technicians to whom we must pass on know-how. Teaching is a noble act.

Today, I feel more fulfilled, at a professional level.

Paulo Rodrigues, currently Aftersales Manager at Auto Sueco Mozambique, also has a career of professional achievement. Paulo had been performing a diversity of functions within the Group until July 2022, when he assumed his current position - “The opportunity arose through internal communication of the vacancy. Creating internal opportunities allows existing employees to grow within the Group’s structure”.

With the daily goal of doing “more and better”, Paulo is confident that this represents a unique opportunity for professional development - “Maximizing the efficiency of the aftersales team, in all its aspects and areas, is a tremendous challenge. I firmly believe that small changes implemented today will lead to significant improvements tomorrow. When asked about the future, Paulo says he imagines a long-lasting future at Nors, where he hopes to leave his mark“I am sure that this is where I want to be, committed and engaged. I am driven by challenges, and I fully believe that there are plenty of them waiting for me. That’s the only way it makes sense.

Current role

Aftersales Manager at Auto Sueco Moçambique

Previous role

National

The secret? To be happy: wherever you are, whatever you do

With a Canadian accent comes Paul George, whose career at Strongco has been marked by real success storiesPaul began with Strongco as a Territory Manager in the Ontario Sales Department when the opportunity arose to apply for the position as Kitchener Branch Manager.

Paulo Rodrigues

Coordinator for Component Sales at Auto Sueco Angola

Paul George Current role Regional VP at Strongco Previous role Sales Manager at Strongco

I am certain that this is where I want to be, committed and engaged.

I am driven by challenge and I fully believe that I have plenty of it in store for me.

Paulo Rodrigues

However, the company felt that his experience and knowledge would be of greater value and contribution as Sales Manager in Ontario, where he worked closely with Strongco’s President and CEO,Oliver Nachevski, where he handled the equipment sales side of the business.

Eventually, he was promoted to the position of Regional Vice President, Ontario CE, a position he has heldfor 10 years. Paul believes that a good working environment must be guaranteed to attract and retain good people. For him, the biggest challenge of his professional life has been “to convince people that you have to have fun at work and be happy as much as possible. To convince everyone that all Strongco employees are equally important for the success we can achieve”.

Finally, we meet the journey of Janice Cripps, currently Mississauga Branch Manager at Strongco, where she started as a recent graduate and in a starting position and has moved through various departments and jobs in the 26 years she has been working there.

Janice is excellent proof of the contribution that investing in talent and development may have within organizations since all the positions she has held were suggested to her by her managers, who believed in her skills and encouraged her to take on new

challenges, supporting the building of her career - “They always encouraged me to apply for new opportunities and take on challenges that would help me grow in my career within the company. They supported me at every stage and shared their knowledge so that I could be successful and contribute to the organization’s growth”.

Testimonies like these make us believe that there are no impossible dreams or missions: with dedication, willpower and persistence, our place will always be waiting for us.

Current role Branch Manager at Strongco, in Mississauga Previous role Product Support Specialist at Strongco, in Ontario

Janice Cripps

They encouraged me always to apply for new opportunities and take on challenges that would help me grow.

Janice Cripps

The challenge is to convince people that you have to have fun at work and be happy, as much as possible.

Paul George

workshop talkshops

Tebo Chepete: from the runway to the workshop

Tebo Chepete is the only female technician at Auto Sueco Botswana, where she works as an electrician in the country’s capital, Gaborone. In this edition, we went to the workshop to meet this employee whose attitude is truly electrifying!

In the face of adversity, I persevere and develop a tough skin.

Despite working in a primarily male environment, Tebo doesn’t let herself be intimidated and maintains confidence in herself and her skills - “In the face of adversity, I choose to persevere and develop a tough skin”.

Intelligent and hardworking: this is how Tebo describes herself, who prides herself on facing challenges head-on and being a committed, honest and trustworthy collaborator.

Other virtues are companionship and team spirit - “I help my colleagues without them knowing, sometimes completing tasks they thought they had already finished”.

Tebo Chepete Electrician Auto Sueco Botswana

Her dedication has been evident since she joined Auto Sueco Botswana in how she rolled up her sleeves, tried to get to know the product, and practiced her tasks until she knew how to do them perfectly.

This hands-on attitude means that in addition to her daily activities and contribution to the company’s productivity, Tebo strives to keep up to date and do online training to expand her knowledge. In her free time, she enjoys swimming and travelling.

As a child, Tebo had the dream of being a model. Nowadays, she combines the best of both worlds: she shows that she’s not afraid of “getting her hands dirty” at work and maintains her taste for fashion, contributing, once again, to breaking gender stereotypes and proving that the catwalk and the workshop don’t have to be antagonistic or exclusive.

When we asked her - “If you could stay at one age forever, what would it be?” - Tebo said she would choose her current age because she would still feel strong and energetic but had already achieved some of her life goals.

Her drive was undeniable when she revealed that she enjoys working in a competitive environment, ensuring customer satisfaction at all times and that she aims to see the business continue to grow.

And what about the future? Tebo’s biggest ambition is to set up her own company, operated solely by female technicians - “I really want to make other women achieve their dreams”. May female ambition always be heard!

I greatly desire to make other women achieve their dreams.

press review

A close look at world news

Today, there are a thousand and one channels through which we consume information. News, articles and videos of the latest events that make current events appear to us every second based on constant sharing, expectation and need for feedback.

In this edition of Press Review, Rui Miranda, CFO at Nors for over 13 years, shares with us some of the recent articles that have caught his attention. From the inconsistency of the Sustainability concept within the corporate world to the way the understanding of internal processes impacts the effectiveness (or not) of organisations’ digital transformation strategy to the irrefutable context of war and political instability we live in today, there is no shortage of great topics to whet the appetite for discussion.

Before the transformation, the operation

Digital transformation can solve numerous business challenges across various business segments. One of the most common applications is automation to eliminate manual and repetitive tasks to free up employees for more strategic and creative work that only a person can do.

However, in a rush to get on the “digital transformation train”, companies start introducing changes before ensuring the necessary preparation, leading to challenges and baseline problems in the long run. According to a recent survey by IT services company Auxilion, failed digital transformation projects cost Irish businesses an average of €323,143 in 2021.

Tony Kerins is a leading advocate for automation at OpenSky. This company provides IT and consulting services to public and private sector clients, extending to artificial intelligence, robotic process automation and information intelligence. In his view, “ companies need a comprehensive and detailed understanding of how their operations work, on a process basis, overhauling obsolete or maladaptive systems before building new disruptive tools.” For Kerins, “you can’t just lay a digital layer on top of bad, inefficient processes and expect new technology to fix them. Rather, digital transformation should always be highly strategic and implemented after a thorough assessment of organizations’ business operations.”

The consultant adds that companies don’t always truly recognise the significant changes that can come from digital transformation.

Source: online publication, Silicon Republic, by Jenny Darmody, October 2022

See the full article here:

How sustainability efforts fall apart

Source: Online publication, Harvard Business Review, by Elisa Farri, Paolo Cervini, and Gabriele Rosani, September 2022

Sustainability has become the new business imperative: companies worldwide and across industries have started to do their homework, diligently creating a range of initiatives. This is a good starting point - yet too often, organizations cannot systematically scale these efforts to achieve an effectively transformative outcome. This is because ‘hidden internal enemies’ act as antibodies and resist change. Therefore, a company must tackle these enemies early on to achieve sustainability at scale.

The combination of accelerating climate change, rising income inequality, the Covid-19 pandemic and recent geopolitical conflicts has created a perfect storm of challenges regarding how businesses and economies are run.

In response, companies are launching sustainability initiatives at an unprecedented pace under pressure from investors, employees, activists and consumers. This is good news: after many years of scepticism and lack of commitment, companies have finally started to take sustainability seriously, setting ambitious goals and targets. However, the bad news is that there is still a massive gap between ambition and action.

After a positive start, most sustainability programmes are frozen and unable to be implemented. Without scale, long-term goals are simply unachievable - or delayed for years, which reduces credibility and increases external pressure from customers and other relevant stakeholders.

So what makes sustainability at scale challenging to achieve?

In talking to executive profiles, several recurring patterns emerge. Many show that the real blockers of sustainability are hidden within companies and are often the result of what was considered good management practice in the 20th century. These are the so-called ‘hidden enemies’ of sustainability: the prevailing organizational winds that tend to blow in the direction of routine

and an incremental approach rather than sustaining a more radical and transformative journey.

Defeating the enemies is possible, as numerous success stories across different industries demonstrate. It is thus time for companies to put in place concrete countermeasures to fight hidden enemies and unleash the full potential of sustainability.

See the full article here:

War and inflation: a shoulder-toshoulder pairing

Source: Credit Suisse Economics publication by Zoltan Pozsar, August 2022

War is inflationary. Wars come and go in many different forms. There are hot wars, cold wars, and what Pippa Malmgren calls hot wars in cold placescyberspace, space, and deep water.

We would also add to the list of cold places the “corridors of power” in Washington, Beijing, and Moscow, where great powers are waging hot wars involving the flow of technologies, goods, and commodities - economic hot wars - that have very recently contributed to inflation. Inflation did not start with the hot war in Ukraine. However, the war has fuelled inflationary currents that were already underway.

Understanding current inflation as the result of an escalating economic war and persistent pandemic is important because if the war and zero-Covid policies continue, the view that inflation is mainly cyclical, driven by excessive stimulus, is wrong.

After visiting more than 150 clients in eight European capitals over six weeks, my impression is that the expected path of western policy rates rests on two hopes: first, that inflation is about to peak; second, that we are close to peak hawkishness.

Obviously, if the first view is correct, the second one will be too. However, the risk of the first view is that it assumes a stable world with no geopolitical risk premiums where demand-side management is more powerful than supply-side issues when in reality, we live in an unstable world where geopolitical risk premiums are rising and where supply-side matters are more powerful than demand-side management.

It follows that if the first view is wrong (inflation is driven by economic war, not stimulus), the second view is also

incorrect (we are not at the height of hawkishness). The purpose of this article is to highlight the risks to the hawkish peak view. We will not be making predictions; we will be observing - and we will draw our conclusions.

So, with slight exaggeration, the world of low inflation rested on three pillars: first, cheap immigrant labour keeping wages in the service sector stagnant in the US; second, cheap goods from China raising living standards amid stagnant wages; third, cheap Russian gas fuelling German industry and the EU more broadly.

American consumers were soaking up all the cheap stuff the world had to offer and benefiting from decades of QE (Quantitative Easing). They bought highquality things from Europe, which were produced using cheap Russian gas, and lower-income households bought all the cheap stuff from China.

All this has worked for decades until nativism, protectionism, and geopolitics destabilised the world of low inflation.

See the full article here:

#wecare: for a better tomorrow, always

In every edition, we highlight our people’s generosity and sense of mutual help and sharing, highlighting solidarity and social responsibility actions carried out by the various countries and companies that make up the Nors Group.

Under the premise that each one of us makes a difference but that, together, we are (always) stronger, we hope that this article will continue to encourage these good deeds and prove that, in fact, #wecare.

Congratulations to you all for your spirit of initiative. At Nors, we will continue working for a better tomorrow!

on”:

Combining a team-building activity with a solidarity initiative? Nors companies in Angola have shown that it is possible by putting “Mãos à Obra” (Hands on).

Under the motto “Moving forward is in our hands”, this initiative, carried out by the CEOs and employees of the companies of Nors in Angola together with the Salesian Fathers Dom Bosco, resulted in the transformation of pottery tables iinto school tables, which were donated to the school of the Nossa Terra Community.

Thirty-four tables were built and will be used by hundreds of children in Angola in a symbolic - but emotionally charged - contribution to their lives to move forward towards a prosperous future.

“Hands

the project that boosts the lives of hundreds of children in Luanda

To support the Cancer Hospital (Cancer) of Catanduva, AgroNew held a ring collection campaign in the Catanduva and Votuporanga shops. As a result, the donated pull tabs will represent the purchase of consumption goods for the patients’ treatment.

These donations help the Hospital to guarantee its services to patients from 19 municipalities in the region.

AgroNew employees got involved in the cause, and after 35 days of the campaign, they had already collected 15 full bottles to donate.

Converting cans’ pull tabs into materials for the treatment of cancer patients

Support to Porto Solidário

Amplitude Seguros supported the Porto Solidário association, which acts under the motto “No one can be left behind” by offering insurance for the van used to distribute food.

This association seeks to support people and families in situations of social and economic vulnerability, namely through the distribution of foodstuffs.

Aware of their social commitment, the TOPCAR, TOP TRUCK and Carwin multi-brand workshop networks created the “Solidarity Christmas” initiative in 2022.

The action aims to convert the amount usually used in end-of-year gifts for partners and customers into food and rations to donate to children and animal shelters.

The supported associations will be: CrescerSer association, Bishop Antonio Barroso association, Cradle Aid, Casa do Caminho Association, Zoophile Union, ResGato Association, Matosinhos Animal Shelter and the MIDAS Association.

Replacing material goods with help for those who need it most

Bringing joy to children’s faces

The companies of the Nors Group in São Paulo got together in solidarity to celebrate Children’s Day in October. In order to bring joy to the children of the “Lar de Acolhimento de Meninos e Meninas” (Home for Boys and Girls) in São Vicente, they collected 114 toys (as many children in the Home) donated by the employees. Additionally, hygiene and cleaning products, equal to the amount collected in toys, was presented by the companies of Nors Group in Sao Paulo.

This initiative represented a perfect partnership, union and cooperation between the companies and their employees, who came together to bring joy to these children.

cultural stop

In this cultural “pit stop”, we wanted to represent the cultural traditions of the Nors people, spread across the various geographies in which we are present.

Therefore, we invited them to share a recipe they usually prepare during the festive season at a table full of friends or family. Regardless of each person’s beliefs and the celebration they hold, they have what is truly important in common: sharing joy and love with their loved ones.

Ingredients:

For the tacos:

• 1kg fresh tuna (preferably from the belly/”ventresca”), cut into “Cork” type steaks (cubes approximately 10cm wide)

• 300ml dark soy sauce

• 300ml sake or rice wine

• Boiling potatoes

• Broccolini (small broccoli with long stalk) for steaming

• 200ml sesame oil

For the tartar sauce:

• 200g mayonnaise

• 30g mustard

• 1 tablespoon crème fraiche (or cream)

• 100g assorted pickles, chopped

• 1 tablespoongrated onion

• 1 tablespoon chopped parsley leaves

• 1 tablespoon of lemon juice

• Salt and pepper to taste

Instructions:

For the tacos:

Mix the soya with the rice wine and stir well. Dip the steaks in the mixture and leave them to marinate for 4 hours. Meanwhile, steam the potatoes and broccolini to taste and set aside. Next, prepare the tartar sauce as indicated below. Before frying, drain the steaks well, removing the excess liquid. Heat the sesame oil in a frying pan almost to the maximum temperature. When the oil is crackling, fry the tuna steaks equally on each of the 6 sides until the surface is crispy but not too runny (ideally, you should eat them raw or almost raw in the centre). Serve while hot.

For the tartar sauce: Mix all ingredients except parsley very well. Serve in a serving bowl, sprinkling the parsley on top (without mixing). Place in the refrigerator no more than 1 hour before serving.

João Portela | CEO | Sotkon

East & West tuna tacos

Ingredients:

Loin stuffed with gorgonzola and pears

• 1 pork loin of approximately 1kg, opened

• 2 pears cut into small cubes

• 1 large onion cut into julienne strips

• 1 tablespoon of butter

• Salt and pepper to taste and lemon for seasoning the meat

• 2 cups of white wine

• 200g gorgonzola in small pieces

• 3 sprigs of fresh rosemary

Instructions:

Sauté the onions in the butter over medium heat until golden. Add the chopped pears and the white wine and cook until the wine reduces, and the pears are soft.

Open the loin, seasoned and cut, and place the pears and onions lengthwise in the centre of the meat. Cover with gorgonzola cheese. You may close it on both sides, tie it with string, or roll it up, like a roll. It depends on the size and thickness of the cut. In the same pan as the pears, brown all sides of the loin in olive oil.

Transfer to a baking sheet with the rosemary sprigs, cover with foil and bake in a preheated oven at 220. ° for 20 minutes covered, plus 10 minutes uncovered to brown completely. You can also reduce the remaining broth on high heat and put it on top of the loin when serving it.

Serve with rice, tomatoes, roasted vegetables or whatever you prefer.

Did you know...?

Alexandre has been cooking since he was 13 and sees this hobby as a way to escape from everyday life, while maintaining a taste for organisation and dedication. You can follow his culinary adventures on Instagram: @sabordohobby

Alexandre Padovani | Commercial Director | Auto Sueco Centro Oeste

Ribs with chilli sauce

Ingredients:

For the ribs:

• Approximately 17kg of whole ribs

• Coarse salt

• Cellophane paper

• Aluminum foil

For the sauce:

• 1 green pepper

• 12 tomatoes

• 5 bay leaves

• 1 cup soya oil

• 1 ½ cup vinegar

• 2 cloves of garlic

• ½ white onion

• Salt

Instruction:

For the ribs: Season the ribs with coarse salt only, wrap in cellophane paper, then in foil and place in the braise for about 8 hours.

For the sauce: Mix everything in a blender.

Did you know...?

This recipe has been made by Givanildo for 23 years in his family’s celebrations. He incorporated this tradition in the end of year celebrations at AgroNew and for 10 years it has been a success! Every year the team looks forward to the traditional rib-eye.

Givanildo Oliveira e Gilmar Martin | Mechanics | AgroNew

Cranberry Noels

Ingredients:

• 1 cup (2 sticks) unsalted butter, room temperature

• 3/4 cup sugar

• 2 tablespoons milk

• 1 teaspoon pure vanilla extract

• 2 1/2 cups all-purpose flour

• 1/2 teaspoon salt

• 3/4 cup dried cranberries

• 1/2 cup chopped pecans

Instructions:

Cream the butter and sugar on medium speed with an electric mixer until light and fluffy, about 2 minutes. Add milk and vanilla. Beat until just combined. With mixer on low, gradually add flour, salt, cranberries, and pecans; continue beating until fully combined.

Turn dough out onto a clean work surface, and divide into 2 equal portions.. Shape each piece into an 8-inch log, about 2 inches in diameter. Wrap logs in plastic wrap, and refrigerate until firm, about 2 hours.

Preheat oven to 375F degrees. Using a sharp knife, cut logs into 1/4-inch-thick slices. Transfer to parchmentlined baking sheets, about 1 1/2 inches apart. Bake until edges are golden, 14 to 16 minutes, rotate the baking sheet in your oven halfway through.

Remove from oven, and transfer cookies to a wire rack to cool completely.

Mary Payie | Senior Sales Coordinator | Strongco

Pumpkin dumplings

Ingredients:

• 1kg of butternut squash

• 60g of flour

• 3 eggs

• 4 tablespoons of sugar

• 2 tablespoons port wine

• 1 teaspoon baking powder

• 1 pinch of salt

• Peel of 2 lemons

• 20g of sultanas

• Sugar and cinnamon to taste

• Oil for frying

Instructions:

Cut the pumpkin into pieces and cook in water seasoned with a bit of salt, cinnamon stick and 2 very thin lemon peels. Drain the pieces and strain them through a sieve. Place the purée in a cloth and squeeze it well to remove all the water. Combine the purée with the flour, yeast, egg yolks, sugar, lemon zest and port wine. Add in the beaten egg whites and finally, add the sultanas. Fry spoonfuls of the dough in scalding oil, drain and sprinkle with sugar and cinnamon.

But calories don’t end here!

This edition’s Cultural Stop tempted many participants from all over the Nors world: from sweets to vegetarian options, as well as traditional dishes from each geography, there was no shortage of suggestions. Go to the page on our website and discover all the recipes that our Nors chefs have prepared for us.

Maria Jesus | Accounts Receivable Technician | Norshare Portugal

Nors kids

The Nors children are already an integral and unquestionable part of this Magazine, and it is always with great anticipation that we await their contributions, which fill us with happiness and hope for the future, which is expected to be promising.

With the Christmas season “around the corner”, it was unavoidable to challenge our protagonists to write a letter to Santa Claus, but with a twist - to appeal to a better and more sustainable world. The answers were as warm as they were insightful and filled us with pride. Knowing that tomorrow will be in the hands of these talents, so sensitive to the issues of sustainability, pollution, peace and justice, certainly puts us all at ease!

Our thanks to the young writers and their proud families. We promise to ask Santa Claus to consider your requests with special care.

Santa Claus letters

Read our children’s inspiring letters!

Santa Claus, we are counting on you for a better tomorrow!

Alícia |AdalíciaNgola |Angola LocalCorporateCenter

Júlia | Augusto Tavares | Brasil Local Corporate Center

Luisa we are charming 102

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