Business Class Arlanda Winter Edition

IF YOU CAN’ T FIND TALENT, DEVELOP IT

LET’S TALK.

I’M HERE TO ENSURE YOUR M&A IS A SUCCESS.

30 Work outside the cubicle | Panasonic Connect – Toughbook

31 Here comes the sun | Barry’s studios

32 Each week, 1 out of 4 nurses encounters an IT problem that endangers patient safety | Reaktor

34 One knife for life | Roselli

36 Climate researchers and futures agency team up to launch new tool for climate action | Another Tomorrow

37 Innovative technologies and packaging for a more sustainable planet | Wipak

38 Technological ability accelerates sustainable business ability | Fujitsu

40 Building a better future | SokoPro

42 Masters brings the hotel stay to a new level! | Hotel Mestari

43 Lejondal Castle – a class of its own | Meeting Selection

44 Vahvemmat yhdessä | Suomen sosiaali- ja terveysministeriö

46 Palvelulupauksensa lunastava hyvinvointialue | Vantaan ja Keravan hyvinvointialue

48 Build agility into your communications | Line Carrier

49 Why Retailers Should add a Human Touch to their Website – and Bring the Offline Experience Online | Giosg

50 90 years and thriving | K. Hartwall

IF YOU CAN ’ T FIND TALENT, DEVELOP IT

Access to good talent is one of the biggest challenges tech companies face. SALT has taken a completely different approach. Instead of hunting and gathering talent, they grow it.

Most tech companies are still in the hunter-gatherer stage of recruitment. ey use advertisements, job fairs, university placements, employment agencies and headhunters – simply hunting and gathering what they can nd.

SALT believes tech companies are ready for the evolutionary next step: the cultivation of talent.

SALT takes hobby coders and turns them into professional developers in an intense accelerated learning programme. Based in Stockholm, SALT provides developers in Sweden, Norway and the Netherlands, but the demand is such they are in the process of further expansion in Europe.

Richard Andemark , CEO of SALT, knows how di cult it is to nd good developers. “My co-founder Koshi Hamedi also founded the 3D technology company Donya Labs, where I ran the US operations. e company

became the market leader and was acquired by Microsoft,” he says. “So we have run tech companies ourselves and know what they go through trying to recruit. We wanted better ways to do it.”

Turning hobbyists into pros

Coding is a widely dispersed skill. ere are many people who learned some in their school days or are weekend coding enthusiasts. ey have the basic knowledge and excitement but lack the marketable skills.

SALT solves two problems simultaneously: they help these passionate people become developers, which in turn helps companies recruit the tech talent they need.

“We take people who already have a foundation and train them to be professionals, ready to go to work immediately after graduation,” Andemark explains.

For each term they receive about 1,000 applications from potential participants in the SALT career programme. ey go through logic and personality tests, personal interviews, code testing in group interviews and collaboration workshops until approximately 50 are chosen to continue. ere is no tuition; the students are chosen solely by merit. ey are guaranteed a job if they complete the 14-week programme.

“We basically put them through hell,” Andemark admits. “ ey start early in the morning and work until late at night. We don’t train them to be ‘programmers’. We help the become real, productive developers, able to work in a modern team using modern methods. at requires more than a full-time engagement from the participants.”

Building quality skills

SALT o ers programmes in JavaScript Fullstack, Java Fullstack and .NET Fullstack. Students learn about general development principles and tools as well as programming languages.

Knowing full well the value of talent, SALT recruited the best talent available to develop and manage their curriculum. Marcus Hammarberg is their head of curriculum, having over 25 years of software development on di erent platforms. He has worked as an agile coach for some of the top tech companies in the world, including Spotify.

“We have never run the same programme twice,” Andemark says. “We are constantly improving, talking to the companies, seeing how the market is developing, studying new tools and processes. SALT creates developers ready to go to work in a company, so we make sure they are in command of the skills companies need.”

SALT is always looking where there are supply and demand discrepancies in technology skills. For example, data engineering is a new programme they are considering.

TEXT: DAVID J. CORD

– Richard Andemark, CEO of SALT

Goal: full-time, valuable developers

“After the career programme, we help place them with companies who need them,” says Andemark. “ ey go through the normal recruitment procedure with the company, their tests, their interviews, everything. e developers work as consultants for twelve months, after which the company can take over employment at no additional cost.”

e tech industry has come under justi able criticism for its lack of diversity. Yet SALT has been able to recruit a diverse group with over 30 di erent nationalities. ese highly skilled developers have been placed at over 150 companies from small startups and scaleups to more well-known companies such as Söderberg & Partners, Ubiquiti, Coop, Volvo, Bonnier and Polestar. |

If you want to learn more about how SALT developers can help your company succeed, please visit salt.dev

”We have run tech companies ourselves and know what they go through trying to recruit. We wanted better ways to do it.”

Richard Andemark CEO, SALT

Schlag CEO

Our company culture is people centric and devoted to beauty

For many, wanting to make a difference and working for a company that has a clear purpose and cause to serve are high on the wish list. Learn how L’Oréal embedd purpose into their organisation and engage their employees around its company values and commitments.

Purpose is also in uencing the actual growth, a study published by Harvard Business Review Found showed that companies who had a clearly articulated purpose which was widely understood in the organization had better growth as compared with companies which hadn’t developed or leveraged their purpose.

is makes it clear why purpose-driven companies are on all our lips. We wanted to have a chat with Suzan Schlag , CEO for L’Oréal in the Nordics, on this topic knowing that they work with purpose throughout their business.

Do you feel that your Sense of Purpose helps you attract and retain talent?

First, our main priority and commitment is to take good care of our people. Our founder Eugène Schueller used to say; “A company is not about walls and machines, but people, people, people ”. ese few words have become a credo within L’Oréal. Our culture is based on two inseparable business drivers: a devotion to beauty and a priority for our people. For us the individual will always come rst, ahead of the organization and its processes. Also, sustainable growth and the social model are inseparable. Since 2012, we’ve rolled out a set of priorities for health, social protection, work-life balance and workplace well-being across the globe,

through our Share & Care Programme. is policy enables all our teams to enjoy the same protections and the best social practices around the world.

When it comes to being a ‘purpose driven’ corporation you are right. Today people go to work because they want to make a di erence.   e commitments and actions behind our sense of purpose manifesto “Create the Beauty that Moves the World” are very powerful and make our employees’ work meaningful. We believe that beauty is an essential need and powerful force that moves us. We know that beauty is more than just looking good. Beauty gives us con dence in who we are, in who we want to be, and in our relationships with others.

When it comes to our commitments, we focus on three key areas; – the planet, the people and our o er to consumers.

As the world leader in beauty, the desire to respect, preserve and restore the beauty of the world is a core commitment. We are radically transforming the way we operate as part of our ambitious sustainability program called “L’Oréal for the Future”, we are committed to fairness and ethics in all aspects of human relations, and the L’Oréal Spirit places special emphasis on diversity, equity & inclusion. When it comes to the safety and e cacy of our products, we always choose quality and safety over all else, and never compromise.

Suzan

for L’Oréal in the Nordics.

At the same time, we cannot solely rely on our sense of purpose to attract and especially retain talent. Especially now it is more important than ever to re-calibrate our relationship with our employees. To take well care of them. Grow with them. Invest in them and support their needs and aspirations when it comes to their individual careers.

You mention sustainability as part of your sense of purpose commitments. How do you engage your employees around the topic of sustainability?

We have designed a clear sustainability roadmap with local goals. We have a committee with experts from every function involved in the company, every business unit.

We have 80+ ongoing sustainability projects in the Nordics. For example, we have managed to reduce the CO2 emissions linked to the transport of our goods in the Nordics by 25% during the rst half of 2022 (versus 2021) and have implemented fossil-free deliveries in 21 Nordic cities.

Until today, we have succeeded in reducing our global carbon dioxide emissions by 87% compared to 2005, while production increased 37% over the same period. is shows it is indeed possible to combine growth with sustainability. In 2025, all our facilities will be carbon neutral worldwide. We would not have succeeded in this if it had not been for the commitment of our employees. Remaining within the planetary boundaries must be an urgent goal for all corporations, as well as individuals in the coming years.

And for us, it is important to have a local and genuine engagement, based on concrete and tangible initiatives and actions, to be able to reach our ambitious goals, and all our employees are invited to take part in our journey.

You seem to have a big focus on Diversity, Equity & Inclusion, can you tell us more about how you approach these topics?

Diversity has always inspired us and because we know our actions have impact, we believe it is our duty to be the most inclusive beauty leader and contribute to a society in which everyone can live safely, peacefully and equally. Diverse outperform homogenous teams by a landslide. But our commitment to Diversity, Equity and Inclusion goes beyond that. Our commitment to diversity is embedded in our company goal: to o er each person around the world the best of beauty, to satisfy all beauty needs and desires in their in nite diversity.

Hence, our team members must be as diverse and inclusive as the society itself. With employees from 44 di erent nationalities in our Nordic organization, 58% women in leadership positions and being GEEIS certi ed we are well on our way.

Our Nordic Diversity, Equity & Inclusion Committee has an ambitious agenda – which starts with the careful evaluation of whether all our employees indeed feel included. en the real work starts on each of the dimensions as we de ne them: gender equity and LGBTQIA+, socio-economic and multicultural orgins, health and disability, age and generations. With that said, we have a lot of initiatives in place already, for example, in 2010 we founded Diversity Charter in Sweden together with 10 other companies – to highlight the bene ts of an inclusive approach to business and in society. And through our social inclusion program Solidarity Sourcing, we have helped 100,905 people from unprivileged communities gain access to work and long-term-employment.

You also position yourself as an innovation-driven company. In which areas do you drive innovation and why is it important to you?

is links back to our overall purpose, “Create the Beauty that moves the World”. L’Oréal was born from science, from a vision, created from the idea of a chemist. We drive innovation on a wide scale, by contributing to a more sustainable future, thanks to scienti c progress and the complementary nature of our expertise in green chemistry, biology, biotechnology and the eco-design of our formulations. We also drive innovation in tech with a deep conviction that the future of beauty lays in the intersection of science and technology. is will allow us to invent the future of beauty. We are working to harness the revolution in technology and the digital world, and to apply them to beauty. ese revolutions give us an opportunity to reinvent ourselves, to explore new areas and to o er consumers unique products and services. We can multiply our areas of expertise, monitor our overall performance, and invent new experiences that can meet the worlds’ aspirations for beauty. anks to these possibilities, we are creating beauty that is tailor-made, unique and designed to re ect the in nite diversity of expectations and needs of our consumers. |

If you want to learn more, please visit www.loreal.com/nordics

In partnership with Bring, L’Oréal has established emission free ’green last mile’ deliveries in 21 Nordic cities, where their products are delivered by bike or electric vehicles.

L’Oréal Water Saver, a sustainable haircare system for the salon, that uses two liters per minute, compared to the household standard eight liters, and with no detectable difference in pressure, developed with environmental innovation company Gjosa.

A new wave of exceptional Entrepreneurs is emerging in the Nordics”

Entrepreneurs in the Nordics are taking on an increasingly important role in society by creating products and services that address our most pressing challenges. Today, a growing number of these companies are on their way to become global leaders within various fields and sectors, a progress that the Swedish platform Techarenan wants to highlight and showcase.

For a decade, Techarenan has organized Techarenan Challenge, an annual entrepreneurship competition for Nordic startup and growth companies from all industries with a unique innovation or business model with global potential.

Finalists throughout the years are wellknown companies such as Voi (micro-mobility), Too Good To Go (foodtech), X-Shore (electric boats), Bico (life science/medtech), Cake (electric vehicles) and many more.

“Even though the climate for entrepreneurs might become tougher in the near term, the entrepreneurship climate in the Nordics is at its peak. It is clear that the Nordics is a hub for extraordinary companies, which create products and services that change our lives for the better,” Techarenan CEO and Founder Omid Ekhlasi states.

He believes entrepreneurs today are very well equipped and knowledgeable in how to operate and build businesses.

“ anks to companies such as Spotify, Supercell, Klarna, Skype, Trustpilot and

many more, we have a new generation of talents that have been part of building a global companies at a fast pace and many of them are now getting involved in the startup ecosystem as founders, investors and advisors, continues Omid Ekhlasi”

In recent years the competition has been taking place during the “Almedalen Week” at the Swedish island Gotland. An annual event that gathers politicians from all parties of parliament, authorities, corporate leaders, and other decision makers.

“Many entrepreneurs are working to drive major changes that challenge today's existing solutions and require regulatory changes. erefore, it is important for us to be close to the politicians and the established companies in order to drive change. We also see that entrepreneurs take on an increasingly important role as opinion makers in society.”

In 2022 the medtech company Multi4 won the Startup of the Year award. e company is led by Dr. Miden Melle Hannah,

a surgeon and urologist, who has invented and developed a tool which can diagnose and remove urinary bladder cancer during a single doctor's visit. Growth company of the year was Wayout International, currently rolling out their proprietary drinking water system to regions of the globe with low access to clean drinking water. Airforestry won the Business Award. e company operates within the forest industry and has created electric and autonomous drones for thinning, removing and transporting trees from the sky. Zebrain, a digital coaching-based development platform won the Audience Award. e winner of the Industrial Award was Stilride that has developed a green manufacturing value chain for folding a 2D metal sheet into a 3D advanced design product with minimal CO2 emissions. Myrspoven won the Social Impact Award with their AI based solution that optimizes energy usage in buildings. |

In 2022 the medtech company Multi4 won the Startup of the Year award.

Now hiring: CEO Competitive salary and benefits

“We help companies attract, motivate and commit employees with monetary and non-monetary rewards,” explains Samuli Sistonen, founder and managing director of Reward Agency. “We do this by helping our clients develop e cient performance management and rewards.”

Reward Agency is a specialist in linking remuneration to performance, such as creating short- and long-term incentive programmes and sales compensation schemes.

“It’s di cult to set targets, much less link remuneration to them,” Sistonen says. “We advise companies how to set strategy-driven goals and create processes, plans and practices to properly pay their sta .”

If we return to our hypothetical CEO search, Reward Agency could tell our board of directors how much CEOs are typically paid in our industry, in our region, for companies our size. Reward Agency could work with us to set short- and long-term goals and tie appropriate rewards to them. Now we should be able to attract the best candidate and then properly encourage them.

THIS CAN’T

BE ACHIEVED IN A VACUUM

, which is why Reward Agency maintains proprietary data on executive and board remuneration in Finland. ey also use other domestic and international sources so they

have useful, up-to-date information for a multinational talent market.

“Many companies want to bring structure into their workforce remuneration,” explains Ville Kämppi , partner at Reward Agency. “Companies may not have real insight into their compensation consistency and competitiveness. Simply collecting and presenting this data can be of great value, but then we can use the data to make valuable improvements.”

Kämppi is responsible for analytics at Reward Agency, handling such things as compensation analysis, cost simulations, M&A scenarios and drafting job frameworks. He and Sistonen have extensive international experience – in fact Kämppi lives in Canada – and bring global best practices to Finnish companies ranging from startups to multinationals.

“We stay on top of corporate remuneration, including the technical tools we use for data analytics,” Kämppi says.

eir international exposure also allows them to see trends before they reach Finland.

“Discussing salary is still taboo in Finland,” Sistonen continues. “In North America a help wanted advertisement might give a salary range, but you don’t see much of that here yet. But the younger generation is much more open about this and understand the bene ts of transparency, so we see it more and more.” |

If you are interested in learning more about holistic, agile, personalised, transparent and responsible performance management and rewards, please visit rewardagency.org

Your company needs a new CEO, but your board of directors doesn’t know what kind of salary they should offer. It can be harder than you think to get it right, which is where Reward Agency comes in.

Samuli Sistonen, founder and managing director of Reward Agency.

TEXT: DAVID J. CORD

Meet Christina Lock

Christina Lock is an author, CEO and advisor behind executives, entrepreneurs, influencers and politicians worldwide. She has dedicated her career to empowering individuals to become the best in their field, balancing their highly driven natures. Her clients learn how to efficiently manage themselves, their work, businesses and private life whilst dealing with extreme pressure and obstacles. Named Swedish Female CEO of the Year 2022, she’s an in-demand speaker with her first book released in February 2023.

How did you become an executive coach? What’s your background?

Apart from my interest in business, management and human nature, I also know what a tremendous impact a trusted partner can have whilst ghting in the corporate world.

I’d say that many reading this article would recognize themselves being highly driven since childhood. Strong in ambition and intelligence, probably both book-smart and street-smart. With time developed into what I call ”fast runners”. Urge to compete, achieve and push boundaries. e word ”impossible” means ”opportunities”, and ”work hard, play hard” is a way of living.

Before I launched my business in 2021, I had the opportunity to grow an exciting career in management and mastercoaching for over 20 years, also having degrees in sociology and economics. My expertise today is executive development in fast-moving environments, from gazelles to enterprises.

What is the process like when you work with a client?

On average, I meet my clients once a month - online, at my o ce in Stockholm or elsewhere. Most seek me as they have a speci c issue or frustration that they want to work on. Still, many would be interested in overall development from a managerial perspective. Since I work with executives daily, my knowledge of the corporate world is extensive, and few situations would be unknown to me.

In this kind of partnership trust and intelligence are a priority. at is both EQ and IQ. e client would expect me to quickly understand their mind and world. In return, I expect engagement and results. e outcome is always progress, sometimes very tough, but also lots of fun along the way.

Many clients have stayed with me for years; I become a trusted external partner and sounding board. Since everything is con dential, it’s a free zone where everything can be said, thought and discussed.

Once a client said that I’m like a paid friend, but his wife knows about me. We laughed and I love that description. I’ve had the pleasure of meeting her, and she thanked me for keeping her husband sane, saving the marriage (laughs). No but on a serious note I’d say I actually do that at times, indirectly. An executive team once gave me a helicopter ight as a thank you, knowing how much I love to y. Before take-o the pilot gave me a card: “Only the sky is the limit”. at was truly overwhelming.

What kind of benefits do people typically get from working with you?

A way forward, up or out. Quite simple. Because most of the time, frustration comes from feeling trapped: our personal freedom or freedom of success.

If you look at Maslow’s hierarchy of needs, rate your areas of satisfaction and dissatisfaction. at can be anything from extreme workload, self-esteem, business challenges, family problems or upcoming opportunities. at’s where I come into the picture.

Being a highly driven nature myself, I have a lifetime of experience balancing

my character with external expectations. e urge to achieve is a great force, yet it can get very frustrating for oneself and the surrounding. e key is understanding what drives what and how to manage it e ciently.

Why should I talk to you and not someone else? What makes you unique?

I am no more unique than anyone else. e uniqueness lies in the partnership, and I’m truly honoured to be a part of so many people’s lives and journeys.

Since the world is packed with coaches, many drop the whole idea of nding one as it takes too much e ort. It’s a pity as I know what amazing development and help proper support give. As it’s an unregulated industry, it’s also hard to evaluate the quali cations and whether the coach is a professional or not.

The economy and geopolitical situation is shaky. How can I prepare myself?

On a general level: stay updated, make well-de ned strategies, manage wisely, and most importantly, stay in physical and mental shape. Avoid getting stuck in your own head and engage with wise and skilled people. Our brains are the same as 40,000 years ago, and we must protect ourselves mentally and physically when under pressure.

What is your book about?

Several books are coming out from 20232025, all based on my experience working with executives and high performers, advice, and my own story. e books will give the reader a high level of recognition, tools and insights that will empower and inspire.

How can I learn more about how you help executives?

Follow us on social media, read my books, or get in touch. I have a fantastic team who will coordinate from there. Apps, podcasts and other online channels will be launched, including o ces in London and New York. e desire to stay ahead has never been greater, and I look forward to an exciting 2023. |

A log house is a profitable and sustainable investment

Despite the turbulence in the investment market, property investment is still profitable. The best return comes from properties that are healthy, safe, and sustainably built to last from generation to generation - like log houses.

For investors, 2022 has been a downward spiral caused by a change in the central bank policy, increased interest rates, and high in ation, among others.

“Investors are looking for something with which to protect their investments against in ation, i.e. a piece of property that will maintain its value or even increase in value when compared to the in ation. e increase in interest rates and in ation has changed the way pro t is made,” says Jukka Oksaharju, equity strategist and property investor at Nordnet.

Oksaharju, who has been working as a stockbroker and equity strategist for 15 years and as a versatile investor for 20 years, knows what he is talking about.

“Properties are tangible assets whose value the uctuating market conditions cannot reduce to nothing. e investment market is swarming with things to invest in, ranging from listed companies to cryptocurrencies and meme stocks. When investing in those, the risk is greater, as many of them may just

disappear into thin air,” describes Oksaharju. When investing in property, it is advisable to invest in sustainably built high-quality premises to get the best return on the investment. For this reason, Oksaharju is in the process of having premium log villa built in Finnish Lapland, with Honkarakenne as a partner.

struction and the healthiness of log (See also infobox 1)

“ ose keeping an eye on the property market know that log houses are selling like hotcakes,” says Honka’s CEO Marko Saarelainen.

Sustainability is a future requirement

In construction, the gaze is now directed to the future. e approach is increasingly life cycle-oriented, meaning that houses are built to last.

“Log is very wise material. It is healthy, sustainable, and lasts from generation to generation which makes it a particularly safe investment asset (See also infobox 2). Log is also a very durable building material and requires, in general, less maintenance than people think,” says Saarelainen.

Log construction remains popular

Over the past decades, the market share of log houses has doubled. More and more people are interested in the ease of log con-

Jukka Oksaharju states that property investors should invest in sustainable operators and already turn their gaze to the secondary market of the 2030s.

In the future, Jukka Oksaharju’s log villas will be built in Levi, Finnish Lapland, providing an easy way to rent a peaceful place for the weekend or a week.”

Jukka Oksaharju is building a premium Honka Ailo Log Villa in Levi, Finnish Lapland.

“Construction must be sustainable, or otherwise there’s no point. I believe that in a few years, energy e ciency and eco-friendliness will become ‘musts’ for any company wanting to operate in the sector,” says Oksaharju.

Green nance has a strong in uence on the loan market. It will be a requirement for obtaining a loan more often than now, which means that the right type of property will also be more likely to receive funding.

ere is, of course, more to sustainability than just green nance. e whole value chain needs to meet the requirements of sustainability (See also infobox 3)

“ e construction industry itself is nowadays much more sustainable than it was a few decades ago. Production, waste, logistics, site operations, recyclability, occupational safety, tidiness – there’s been improvement in all these areas,” Saarelainen explains.

What is a good way to start a property investment?

Location and plot are essential in the beginning. Choosing a good partner is also crucial.

“I recommend utilising the expertise of construction professionals for ne-tuning your idea. It also helps in obtaining funding and guarantees a good end result,” says Oksaharju.

Oksaharju chose Honka because he knows that the value of a well-built piece of property clearly exceeds its construction cost.

“Nothing is less pro table in terms of overall cost than a cheaply and poorly built piece of property,” says Oksaharju. |

Did you know that...

1. 2. 3.

The antibacterial natural compounds of wood eliminate bacteria and mould spores from the air and structures. This results in healthy indoor air and damp-proof, durable structures.

When standard solutions are used, the thickness of a wall structure is 25 cm, whereas a log structure is only 20 cm. Thus, logs make the living area larger and consequently provide better profit.

The buildings Honka delivered in 2021 have sequestered 30,560,000 kg of carbon dioxide, which is equivalent to an avg. of 14,220 passenger cars’ annual CO2 emissions. *) **)

*) Traficom: average CO2 emissions of passenger cars in Finland: 153.5 g/km

**) Statistics Finland: average annual mileage of passenger cars in Finland: 14,000 km

If you want to learn more about sustainable homes and investments, please visit www.honka.fi .

Honka Ailo’s magnificent glass wall makes the interior feel at one with nature and the high living room is bathed in natural light.

Marko Saarelainen CEO | Honka

Jukka Oksaharju equity strategist and property investor | Nordnet

Build AI you can trust

Artificial Intelligence solutions can improve many aspects of running a business. They can help sustainability, customer experiences and innovation, just to name a few. But we have to make sure we can trust that using AI won’t result in unintended consequences.

Ann-Elise Delbecq is the Program director of IBM’s Data Science and AI Elite team in EMEA Client Engineering. She explains that the challenge is observability. In general, observability is the extent we can understand the internal state of a complex system based on its external outputs. Data observability focuses on the data layer, while model observability focuses on the machine learning model.

“Many companies y blind when it comes to observability,” she says. “We need to improve control, bring AI into the business processes and make sure we are compliant.”

An example Delbecq’s team worked on is a large US bank. ey were concerned with how long it took to roll out a governed AI solution. ey wanted to automate parts of the process, integrate it with existing model building tools, and monitor fairness and drift in model behaviour to remain compliant. e bank worked with IBM to build the perfect solution.

More regulations on AI are coming. Policy makers want AI to respect fundamental rights and be technically robust and reliable.

e proposed EU AI Act will categorise

di erent applications and systems on their risk level and speci c legal requirements. For example, CV-scanning tools would be considered high-risk.

Yet this isn’t just about compliance, risk management and preserving a good

corporate reputation. A well-designed and managed system can improve safety, reliability and e ciency, having a direct positive impact on your company’s bottom line. IBM estimates that unreliable data could have a 6% negative impact on annual revenues.

“If you standardise the design, use and management of AI models across the enterprise you can improve control, capitalise on existing models and accelerate new deployments,” Delbecq says. “You have a better overview of the entire process and system.”

Delbecq works in IBM’s Client Engineering, who co-create with customers. ey examine challenges and opportunities and develop solutions. AI is still a rapidly developing eld, not just the technology but also the uses and regulations.

“ e ve pillars of trust built into the lifecycle of an AI application are fairness, explainability, robustness, documentation and privacy,” says Delbecq. “If you are interested in learning more about how we can help build trustworthy AI, you can nd more information at ibm.com/arti cial-intelligence/ ethics or contact tarja.leporanta@ .ibm.”

The five pillars of trust built into the lifecycle of an AI application are fairness, explainability, robustness, documentation and privacy.”

–

Ann-Elise Delbecq , Data Science and AI Elite Team,

Client Engineer Emea- Program

Director, IBM.

TEXT: DAVID J. CORD

Peter Nyman interviewed Ann-Elise Delbecq about Ethical AI at the AI & Business Strategies event in October.

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Join us at the Data Innovation Summit 2023

We are living at a time when it is becoming unimaginable to live our lives without interacting with technology and, to that fact, Arti cial Intelligence (AI). AI is omnipresent, and it fuels technological and social transformation in every area of our lives; every time we go online and search or buy something, when we listen to our favourite music or watch our favourite series on one of the streaming services, when we book our taxis, or when we interact with a company customer service online, and these are only a few examples. anks to the progress in deep learning, AI is already revolutionising healthcare, mining, transportation, and logistics and impacts almost every other industry and function. It gives organisations a competitive advantage and enables innovation through speed, understanding, experimentation and results.

BUT NOT ALL ORGANISATIONS are on the same maturity curve regarding AI technologies. Some have taken the opportunity to be the rst movers and

maximise the value of AI by creating new products, enhancing customer experience or improving operational processes, and others have yet to start. Although, according to Eurostat 2022, the Nordic countries score above the EU average (8%) regarding the enterprise use of AI technologies, the country-wise maturity is way behind others globally, like the US and China. To remain competitive in the new AI Economy and, to that extent, stay relevant to the customers today and in the future, companies and the public sector need to take the lead, boost Data and AI innovation, and make sure that they don’t get disrupted. But this is a daunting task and journey to walk alone. Industry, the public sector, politicians and academia need to come together to collaborate and learn from each other.

ON THE 11th AND 12th OF MAY 2023 at Kistamässan in Stockholm, the most innovative businesses from the Nordics will gather for the 8th annual Data Innovation Summit. In just a few years, the summit has become an international phenom-

enon and one of the leading and most in uential innovation events gathering Data, Analytics and AI practitioners in one place to discuss ways to accelerate AI-driven transformation throughout companies, industries and public organisations. It is an annual must-attend event for all companies that want to remain competitive in the AI Economy and develop their Data and AI innovation capabilities for the next decades.

JOIN US NEXT MAY to network with over 2000 peers, listen to over 250+ Data and AI leaders from some of the most innovative companies in the world, choose between 9 hands-on tracks and 6 workshop rooms and explore over 100 exhibiting technologies in Data Management, Analytics, Data Science, Machine Learning, Industrial Analytics and AI, and much more. |

Use code: INVESTINAI10 when registering to get a 10% discount on your tickets.

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The new era of data entrepreneurs

No question, AI and data are dramatically differentiating capabilities for practically all existing and new companies. It has been challenging to bring this potential visible in companies’ top and bottom line. Our mission at AI Roots is to help companies learn to integrate data and AI in their daily work and make it a key competence that produces sustainable and measurable business value.

At the same time we at AI Roots aim to increase collaboration and support entrepreneurs in the data industry. e ways of working are going through a shift, and freelancing has become an appealing alternative for increasingly many people. e bene ts of self-employment are numerous and undisputed: According to an MBO study, 82 % of freelancers are happier working independently. e advantages of freelancing involve factors like an increased sense of freedom, earning potential, and decreased dependency on one company. Working for yourself can be described as the generation’s way of working.

IN THE DATA AND SOFTWARE industries freelancing is a particularly interesting option for both customers and data & analytics experts. Companies constantly struggle to nd the best talent to develop their data and machine learning solutions, and for employees this introduces new working possibilities. Freelancer networks help to match the talents and the companies. Companies must resource projects at a fast pace and need access to skills outside of the organization.

BASED ON YOUR NEEDS we nd the right experts to help you scale up your data capabilities and maximize the value of your data assets. By hiring a data professional working as a freelancer, you support

entrepreneurs and get a dedicated, highly skilled and self-driven professional working for your team. We have a wide variety of data professionals in our freelancer network, including data scientists, architects, engineers, analysts and strategists.

IF YOU ARE AN ANALYTICS TEAM manager, Chief Data or Technology O cer, please reach out to us if you are looking for a exible way of scaling up your analytics team. If you are a manager of a business function, such as sales, marketing, supply chain, production, nance, HR or innovation, we can also help you to understand how data and AI can help you succeed, test new ideas and improve the overall data competencies and utilization level in your organization.

WE HAVE HAD THE PRIVILEGE to work with inspiring companies from various elds and support them in their data journey. We collaborate with our customers both to ful ll a speci c role in an existing team and to assemble complete teams of experts to deliver data driven projects. Whether it’s about speci c projects, longer-term resourcing requirements, or employee training, we make sure that data and analytics become integrated into the daily work on all levels of the organization. |

If you want to learn more, please visit www.rootsof.ai

journey.

We have had the privilege to work with inspiring companies from various fields and support them in their data

Build trust in IoT devices

In the modern era, one of the fastest ways to damage a company’s reputation is with a security breach. These incidents are front page news: the home security camera breach, the hacked office building access control, the vulnerabilities in cardiac devices. THE FIVE PILLARS FOR A

“We all know about vulnerabilities to critical infrastructure devices, but even our kids’ toys are connected and have risks. Our job is to secure these connected devices,” explains Pär Torstensson, Product Manager IoT for Nexus.

Nexus, part of the French IN Groupe, is a European leader in identity management for people and things. ey have more than 25 years of experience in securing identities and today issue almost 40 million digital identities every week.

reats continue to grow, aimed at the 14.4 billion connected devices worldwide. Companies must secure their devices and applications to protect their customers – not just their data and privacy, but even their health. Robust security can help maintain a good reputation and increase the value of a company’s devices and services.

“Security starts at the factory when devices are manufactured,” Torstensson continues. “ e ve pillars for a well-founded security design are: de ne your needs, team up with a trusted partner, use tested technology, ensure scalability and exibility, and follow regulations and industry standards.”

Nexus provides public key infrastructure (PKI), a well-established security concept to secure communication. It issues identities from a trusted certi cate authority, allowing for authentication, data integrity and con dentiality. PKI also scales, which is crucial as the number of connected devices grows rapidly.

1 2 3 4 5

“Our solutions make sure the device is really who it claims to be, the transmitted data is not altered along the road, and only the intended recipients can read the transmitted data,” says Torstensson.

Nexus has helped companies in a variety of industries secure their devices, such as the power tool company STIHL and the aeronautics powerhouse Airbus. Nexus is experienced with sector-speci c practices, like with the automotive industry and their vehicle-to-everything communications (V2X). Being based in Sweden is also an advantage: Europe is on the forefront of IoT cybersecurity and data protection regulations, including the adoption of new standards such as IEC 62443 and ETSI EN 202 645.

“It’s a bene t to be a European company because we are in the vanguard of the best practices and technologies. I would say that we are highly trusted and respected on the market,” Torstensson says.

Nexus has di erent solutions to best t the precise needs of di erent companies, such as trusted IoT identities as a service and Factory CA product for shop oor deployment. |

If you want to learn how secure IoT devices can protect your company and customers, as well as strengthen your brand, please visit nexusgroup.com/solutions/iot

Protecting critical industries against cyberthreats

The greater productivity promised by digital transformation and modern technologies drives manufacturers to embrace them and to take the risk of opening the door further to networking and the internet. However, every advancement brings with it new attack surfaces, and the potential for another, even more aggressive wave of cyberattacks. Especially critical infrastructures need a special kind of protection against these new threats. Classical IT security solutions are not suitable for this job. e di erences between technology used in operations and IT became apparent as cyber defenders attempted and failed to apply traditional anti-malware protections to operational technology (OT). OT systems are very di erent from IT and suitable cybersecurity solutions must adhere to high standards and meet speci c requirements. ey must be transparent and able to coexist smoothly with all equipment, operating systems, and protocols used in the operating environment. So the terrain of the OT threat landscape is changing with the rhythms of Industry 4.0, industrial IoT, and digital transformation.

ONE RESULT OF THIS NEW SECURITY awareness is the new EU NIS2 (Network and Information Security) Directive. Its overall purpose is to further improve the resilience and incident response capacities of both the public and private sectors in the European Union.

AS A GLOBAL LEADER IN INDUSTRIAL control system (ICS) and industrial IoT (IIoT) security, TXOne Networks notices a huge demand for OT native cybersecurity, especially for solutions that inherit the necessary cybersecurity features from the start, quasi by design. TXOne Networks and Finish OEM partner Valmet are pioneers in this sector and enhance the ability of industrial customers to better protect, respond, and recover from a cybersecurity incident. Strategic partner Valmet incorporates TXOne Networks’ OT cybersecurity solutions into their OT security services o ering. With

this cooperation, TXOne Networks even further improves its customer service and solution portfolio in Europe.

“Our cybersecurity solutions especially meet the needs of protecting OT networks in critical industries such as energy, transport, health and digital infrastructure,” explains Amir Nickel, Sales Director Nordics

at TXOne Networks. “As a global leader in process automation solutions, Valmet is a key partner for TXOne Networks, and we are pleased that our joint customers will bene t from innovative and highly secure end-to-end cybersecurity solutions in the OT area.”

Our cybersecurity solutions especially meet the needs of protecting OT networks in critical industries such as energy, transport, health and digital infrastructure.”

– Amir Nickel, Sales Director Nordics at TXOne Networks

It ’s time to champion responsible tech

What is tech’s role in the climate crisis?

Keep two things in mind,” says Jesse McCrosky, Head of Sustainability and Social Change at oughtworks Finland. “Responsible technology includes the greening of tech and greening by tech. We need to make tech greener, but tech can also help us solve other sustainability challenges.”

oughtworks is a global technology consultancy that integrates strategy, design and software engineering. McCrosky’s remit of social change is progressive, but so is the company.

“

oughtworks was founded with public interest at our core,” he explains. “We have about 12,000 employees in 18 countries and have been helping our clients with technology for almost 30 years, and we have never lost sight of our socially responsible philosophy. Technology shapes society and the climate crisis is fundamentally a social problem, but responsible technology can help.”

Technology has a deserved reputation of not being very green. McCrosky mentions one estimate that digital technology is responsible for 4% of global emissions, but there are ways to improve.

“What gets measured gets managed,” he says. “We created an opensource tool called Cloud Carbon Footprint which allows you to measure and monitor your carbon emissions from cloud computing. en we can advise clients how to improve their architectures to reduce costs and emissions.”

oughtworks enables people to bring carbon as a factor into architectural decisions. For instance, they helped the Spanish green energy company Holaluz design their cloud infrastructure more e ciently.

Technology can also play other roles in making us more sustainable. McCrosky mentions how they helped one company use AI to improve their logistics chain, reducing emissions without increasing costs. At Kittilä airport in Finland they

“The climate crisis is fundamentally a social problem, but responsible technology can help” says Jesse McCrosky, Head of Sustainability and Social Change at Thoughtworks Finland.

used AI to optimise aircraft parking, reducing delays, lowering emissions and saving about half a million euros in costs.

“AI can help companies integrate sustainability into their strategic decision-making,” says McCrosky. “Our human-centric, augmented AI-based systems can combine AI with human expertise to unlock new possibilities.”

Many companies want to be more socially responsible because it is the right thing to do from an ethical standpoint. Yet being socially responsible can also be a competitive advantage: the younger generation in particular want to patronise businesses that share their societal concerns. oughtworks works to help companies become more socially responsible while improving their bottom line.

“ oughtworks sits uniquely at the intersection of tech and sustainability, so we can o er special and powerful solutions to help organisations meet their sustainability goals,” says McCrosky. |

TEXT: DAVID J. CORD

Your One-Stop Shop for All Social Media Management

SOCIAL MEDIA HAS BECOME a central part of modern day society. It is a one-stop shop in the palm of your hand that provides you access to people, products and businesses all over the world. Looking for new boots this winter? Head over to one of the millions of accounts sharing their out ts on TikTok. Interested in purchasing a new razor? Just check the Instagram page of the item to see reviews from previous buyers. Ever purchased something after getting sucked in by a Facebook ad? We’ve all been there! e power of social media is its omni-presence in everyone’s life - and that’s where the potential lies for businesses as well.

YET THIS IS ALSO PRECISELY THE PLACE where businesses can go wrong. What started with MySpace back in the day has evolved into a behemoth of an industry – Instagram, Facebook, Twitter, TikTok, YouTube, Snapchat; the list goes on. To add another layer of complexity, each platform has its own type of content that does well on there – what works great on Instagram might be a complete fail on YouTube. Yet, the importance of a cohesive, multi-platform strategy should not be lost on any business executive. is raises a question that is crucially important when establishing your business’ social media strategy – how should one manage the di ering sets of (prospective) client data that gets collected through these platforms?

THESE PAIN POINTS ARE the exact reason why the Akoma Conversational Platform was developed. Akoma is a cloud-based, robust omni-channel conversational platform that provides a single screen for all your social media and communication channels. e beauty of this innovative platform is its unlimited scalability potential and ability to provide a consistent and reliable customer experi-

”Akoma is a cloud-based, robust omni-channel conversational platform that provides a single screen for all your social media and communication channels. The beauty of this innovative platform is its unlimited scalability potential and ability to provide a consistent and reliable customer experience,” says Akoma´s Managing Director Habib Issa.

ence. Driven by cutting-edge technology, Akoma supports your business from both angles. Internally, it provides an easy way of managing a user’s access level, reducing corporate risk. On the other hand, the platform consolidates customer interactions with various digital channels (social media, messaging, email) to a single screen – allowing enhanced customer service that is manageable from a single base. e Akoma platform leverages Arti cial Intelligence (AI) and Machine Learning (ML) to provide a more personalized service

to end clients. Powerful features include message scheduling, reports and analyses, integration with back-end systems such as ERP, CRM and helpdesk tools and the conversation ow builder

SOCIAL MEDIA IS A CRUCIAL PART of your business’ marketing strategy, but it doesn’t have to be stressful to manage. Take the rst step, create a pro le, and start engaging with your customers using the Akoma Conversational Platform at akoma.ai

Data analytics you can use

If you spend more time reading reports than acting upon them you might have a problem.

“Businesses don’t want more time-consuming reports which aren’t read or recommendations that aren’t followed,” says Adam Ahlgren, Founder and CEO of Lablytics. “People want to take actions that are relevant for their business. is is somewhere we see AI helping.”

Lablytics is a Stockholm-based startup focused on insight analytics. ey use algorithms, arti cial intelligence, statistical modelling, scripting and other tools to bring insight to data and make it actionable. As Lablytics specialises in customer analytics, they can provide solutions faster and more economical than many companies can do in-house.

“People are looking for ways to derive value from analytics,” Adam continues.

“Many companies are racing to use AI as a solution, but the paradoxical nature of this is they also ignore the data. To ignore your data foundation and implement AI will only give you as much value as the data you feed it. If that data is questionable, the results will be as well.”

For many companies in the Nordic region the issue is not gaining more data. It just needs to be better managed.

“Most companies would derive more value by boosting their insight capabilities as a start,” Adam explains.

“Initially, this requires sharpening data strategy and data quality while at the same time becoming better at extracting insights. But this requires heavy investment, and that is why we exist.”

A company might come to Lablytics to improve customer retention, boost conversion rates or create more relevant product suggestions to improve sales and pro ts. Lablytics helps their client establish a strategy with data and data quality at its core in order to utilise more advanced tools. From there, they can apply analytics, data wrangling, calculations and feature extractions – all to deliver insight which leads to action.

“In most of our products we apply machine logic to extract insights that rhymes with strategy,” Adam says. “As we see it, the goal is to gain insight on a more granular level – understanding what is really a ecting the drivers of core metrics like Customer Lifetime Value. Sharpening your segmentation beyond basics. All while working towards a more predictive mindset to be more actionable than reactionary.”

Data visualisation is a critical nal step, because the whole point is gaining insight so you can take action. is can be done by tables or imagery – as Adam describes it, they use data to paint a painting.

“I’m really excited about the future because we are developing more products to work even better, quicker and applying more advanced techniques,” Adam says. “AI is a tool like many others and, if implemented correctly, can have a signi cant impact, but in the end it’s not magic.”

”For many companies in the Nordic region the issue is not gaining more data. It just needs to be better managed.”

Work outside the cubicle

“We create electronic devices for use everywhere outside the normal o ce space,” explains Stefan Lindau, Country Manager Nordic at Panasonic Connect – Toughbook.

e Panasonic Toughbook range of rugged computers includes laptops, notebooks, handhelds and accessories for non-o ce environments. ey were rst introduced in 1996 and have been continually improved over the decades.

Toughbooks have special screens to be usable in direct sunlight. e devices can handle temperatures from -29 to +63 as well as water, dust and sustained micro-vibrations in moving vehicles.

“If you drop a typical laptop the components inside will ex and maybe break,” Lindau explains. “ e Toughbook has outside shielding, but what is even more important is that the internal components have been designed and manufactured to absorb and withstand these forces.”

e sturdy and robust construction also yields reliability and longevity. ey come with a 3-year warranty and can easily last 5 years or more, even in situations where they are in use 24/7, like in ambulances. By lasting longer they consume fewer resources and are more sustainable.

“We work to keep failure rates low,” Lindau says. “If your device fails, you lose more than

”Toughbooks have special screens to be usable in direct sunlight. The devices can handle temperatures from -29 to +63 as well as water, dust and sustained microvibrations in moving vehicles,” says Stefan Lindau, Country Manager Nordic at Panasonic Connect – Toughbook.

time and repair costs. You also lose all that time you could have been productively working and helping your customers. A failure doesn’t just mean more expenses; it means less pro ts.”

is long-term viewpoint also applies to accessories. Lindau holds up the hefty, elbow-shaped connector for his laptop’s charger. “ is charger is shaped like an L so it is less likely to break if you bump it against something,” he says. “It has been the exact same charger since 2003 and it works in all models. You aren’t forced to buy something new every year or for every device.”

e Panasonic Toughbook’s modularity also helps its lifespan. For example, di erent ports, readers, extra battery or SSD and on some units heat-seeing cameras could be added to existing devices for new projects with new requirements. Instead of purchasing new devices companies can recon gure their current stock. And, when a company is nished with their Toughbooks they can securely wipe and resell them, as their long lifespan has given them a thriving second-hand market.

“When customers calculate the total cost and bene ts of their devices they understand the value we provide by focusing on the full lifecycle,” says Lindau. |

People work in more places than in airconditioned offices. People work in service vans, on forklifts, on top of wind turbines and everyplace in between. They shouldn’t be trying to use electronic devices built for 21 degrees and 35% humidity.

You can now enjoy a “First Class” on us in any of Barry’s studios throughout the Nordic region. It’s as simple as visiting the webpage www.barrys.com and using the promo code “businessclassmag” when purchasing your class credit.

*Offer is valid in Sweden, Norway, and Denmark until 31 January 2023.

XHere comes the sun

It’s like a rebirth. After a long, forced isolation from COVID-19 we are finally able to travel and do things together again. It’s fantastic to be able to take short jaunts to Copenhagen, Oslo, Stockholm or elsewhere about the Nordics, and even business trips feel wonderful after several years of clipped wings.

It’s like a rebirth. After a long, forced isolation from COVID-19 we are finally able to travel and do things together again.

It’s fantastic to be able to take short jaunts to Copenhagen, Oslo, Stockholm or elsewhere about the Nordics, and even business trips feel wonderful after several years of clipped wings.

Yet to take full advantage of our regained ability to travel, we need to communally take care of our mental and physical health. The best way to do this is to have a blast at our local Barry’s.

Barry’s was founded in 1998 in that city of movie stars, Los Angeles. Credited as “The Best Workout in the World,” Barry’s offers high-intensity workouts consisting of interval-based cardio and strength training. Each day focuses on a different muscle group – such as Arms and Abs on Mondays – and the training is led by highly motivating trainers that sync the workout to their music playlists.

“We have the best trainers available who will help and support you, no matter if it’s your first time or if you are an old pro,” says Johan Nilsson, CEO of Barry’s Nordic. “They will push you when you need it, give personal feedback and motivate you to be your best.”

The concept has gained popularity throughout its 24 years, and Barry’s has opened studios worldwide. Norway was

home to the first Barry’s studio outside of the US. Today, they have 84 studios around the world, including 8 in the Nordics.

Barry’s has a pay-as-you-go model, giving you full flexibility and easy access to join the workouts no matter which city you are visiting. Every studio has a signature Fuel Bar where you can enjoy a healthy post-workout shake and chit-chat with newfound friends about the workout.

“From the very first moment you enter Barry’s you feel an international atmosphere,” Nilsson continues. “As soon as you enter the red room you feel like you’re in a nightclub with the dimmed red light and the pumping music. It is a very fun and energetic environment.”

Today, many are more conscious about their health and see the benefits of joining training with work situations. Scientific research examines links between exercise and a healthy work life. Exercise makes employees happier and perform better, helping the company’s bottom line. For this reason, many companies turn to Barry’s for employee benefits, team-building workouts, and customer events.

“We call it sweat-working,” Nilsson says. “There’s no better way to boost office morale or start a client meeting than with a workout and finish talking business at the Fuel Bar. Sharing such an experience is a great way to build strong relationships with your staff and customers.” |

Each week , 1 out of 4 nurses encounters an IT problem that endangers patient safety

Every day, a nurse spends over an hour struggling with computers and IT systems instead of caring for their patients. Unnecessary clicking, copying, redocumenting, navigating and searching, dealing with crashing systems — this is not only frustrating and unmotivating, but it endangers patients’ safety, too.

The COVID-19 pandemic increased the use of and need for functioning digital systems for both patients and healthcare workers. As nurses report having days with only 20 percent or less of actual physical patient care, it’s clear that systems used in healthcare should facilitate the work increasingly. Many organizations have only now started to realize the importance of these systems.

e fragmented system landscape, poor communication, and non-intuitive UI are the biggest problems of digital systems in nurses’ daily work. ese issues can a ect both patient and nurse safety. Hospitals lose resources on unnecessary tasks due to digital systems not being t for nursing work. is does not only a ect the e ciency and uency of nurses’ daily work but how the nurses feel about their job. Nurses do not feel listened to when new systems are being developed for them. In order to really facilitate nurses’ work, these needs and wishes have to be taken into consideration when building systems for healthcare. |

What could healthcare providers do to fix the issue?

To find out, Reaktor surveyed nurses across Europe – something that is rarely done. Based on the research, the most common issues nurses around Europe struggle with:

→ Fragmented systems landscape and insufficient communication are the biggest problems that lead to issues for both caretakers and patients.

→ Problems regarding systems and tools cause a great deal of extra work and compromise patient safety.

→ 25% of nurses feel that patient safety is endangered every week due to poorly facilitated systems.

How to fix IT in healthcare?

To find out, download the full report: health.reaktor.com

or scan the QR code

→ The systems are not designed for end-users or for making care work smoother and more efficient.

→ Short-term solutions and specific problem areas are targeted rather than comprehensive entities.

→ By fixing usability problems, a nurse could use over 1 hour per workday for more purposeful and productive work.

Unlocking the Door to Successful ESG Reporting 94%

Erik Saito, SVP & General Manager EMEA & APAC, Workiva

According to a recent Workiva survey, 94% of businesses have been having more conversations about governance and controls within the context of their corporate reporting.

And yet, when placed alongside issues of environmental and social impact—the ‘E’ and ‘S’ of ESG—talk of governance can fade into the background. But in order for ESG reporting to drive real value, it truly needs to take centre stage.

Good governance is more than the third piece of the ESG puzzle; it is the key to establishing trust between company and investor. Strong practices, combined with the ability to clearly communicate them, work together to demonstrate why the information in your report can be deemed reliable.

To achieve this, businesses need to focus on two key factors. The first of these is data reliability.

How

of businesses have been having more conversations about governance and controls within the context of their corporate reporting

As with all significant business decisions, governance strategies should arise from ongoing conversations between executives and investors. Regularly reviewing stakeholder expectations strengthens governance practices, informs key decisions and improves reporting abilities.

Another determinant of success is the extent to which senior executives are willing to engage with every level of the organisation. Those who steer the conversation to the front lines of the company, looking at day-to-day challenges before tying these back to the bigger picture, are best placed to establish an ESG governance strategy that works for their organisation.

Also important: good governance is key to retaining talent. How a company is run (think hierarchies, work processes, structures protecting employee wellbeing) is arguably the biggest determinant of whether an employee is happy in their role. Businesses can easily make bold claims about valuing their staff and the planet; it’s only through good governance that these claims will be believed.

As pressures mount on ESG reporting, businesses need to strengthen the trust between themselves and their stakeholders at every level so they can maintain a competitive advantage. To do so, they need transparency.

Workiva provides the world’s leading cloud platform for transparent reporting. Learn more at Workiva.com.

are you ensuring your figures are accurate from the outset, and remain so by the time they reach your report?

Companies also need to show how they assess materiality. What structure is in place for making key decisions in a consistent manner?

Roselli – One knife for life.

Aknife is a big deal in the Nordic countries. e every person’s right gives people access to the wilderness, but you can’t sh, hunt, clean mushrooms or carve wood without a good knife. Nearly half a century ago Heimo Roselli knew a good knife was hard to nd and started to make his own. In 1976 he founded the company which bears his name.

“Heimo Roselli spent years re ning forging techniques and studying metals,” explains Pasi Helin , Managing Partner at Roselli. “ is led to a particular smelting process and work formula, which to this day is still a secret between Heimo and his expert craftsmen at the Roselli workshop in Harmoinen, Finland.”

THE TRICK WAS FINDING A WAY to make steel hard without being brittle and able to hold a razor-sharp edge while still remaining exible. And, of course, the knife must be durable. Roselli takes their philosophy “one knife for life” seriously. Many companies use “planned obsolescence” as a business model, but Roselli plans for their knives to last a lifetime – and beyond.

“In Finland, knives are passed down generation to generation,” Helin continues. “Heimo’s belief has always been that every knife that Roselli makes should last

a lifetime and hopefully be the only knife you ever need to own. at’s why we o er a lifetime warranty and free lifetime sharpening service.”

Roselli create their own steel, which they call Ultra High Carbon steel, to make blades with the exacting properties they require. Roselli also uses the highest quality Scandinavian curly birch for their handles and vegetable-tanned leather for their sheaths. Even their design process is no-nonsense.

“Many of our knives have had the same design for decades, developed through trial and error after years of use in the eld,” Helin says. “We don’t develop new products just for the sake of it; there has to be a reason other than selling more. It’s not our thing.”

For instance, outdoorsmen used their hunting knives in the kitchen because they were better than their kitchen knives. Roselli noticed their need and developed knives better designed for cooking.

e Roselli craftsmen continue to make each knife and axe by hand using old school blacksmith techniques, but they aren’t afraid of modern technology and ideas. ey use local materials to reduce their environmental impact, refurbish old knives as a circular economy solution and even have solar panels on their buildings.

e end result is a premium quality product instantly recognisable by the famous “H. Roselli” signature. | roselli.fi

Some things you always remember: your first kiss, your first car, your first knife. If your first knife happens to be a Roselli, it might also be the last knife you ever need to buy.

Heimo Roselli

If you are looking for a Christmas present or a knife to keep as a family heirloom, visit www.roselli.fi or scan the QR code.

Finnish handmade knives and axes since 1976.

Climate researchers and futures agency team up to launch new tool for climate action

The setting of ambitious carbon reduction targets has become standard practice in large companies, resulting in a proliferation of headline pledges to reach net zero. Despite this, emissions continue to accelerate in the wrong direction. Frustrated by widespread corporate inertia, futures agency Another Tomorrow teamed up with renowned climate researchers Åsa Löfgren and Sverker Jagers to identify the root causes and create a solution. The result? A diagnostic tool that maps out the transition-capability of organisations: TransitionView.

“TransitionView builds on decades of research in collective action. We have made these insights actionable for companies so that they can serve as a foundation for corporate climate strategy and decision-making”, says Åsa Löfgren and Sverker Jagers

A 2022 report from NewClimate Institute, evaluating the integrity of corporate climate pledges, revealed that these are often weaker than implied. When not accompanied by tangible plans of action, pledges risk becoming nothing more than just paper products. is, combined with a general lack of regulatory oversight, means it’s more di cult than ever to distinguish between real climate leadership and dubious greenwashing. TransitionView helps companies by diagnosing current capabilities, alignment and motivation levels, while highlighting “blank spots” or areas urgently needing improvement for real progress to be made.

“If we reduce climate action to carbon accounting, companies will never reach climate goals nor adapt to the green economy. We urgently need to systematically track and improve factors like willingness, readiness and openness if we are to speed

up action – that is why we created TransitionView,” says Sta an Ekholm, CEO of Another Tomorrow.

e timing is critical, not only for the increased scrutiny of net-zero pledges but also because of the massive economic upside to transitioning for real. According to a McKinsey report, the Nordic region is well positioned to become the ‘Silicon Valley of sustainability’. A new green economy is emerging and the positions are now being set. ose who act early to pursue these economic opportunities will bene t from the rst-mover advantage.

e time and opportunity have never been greater. TransitionView serves to support the companies that not only want to be future-ready, but become the leaders of the green economy. |

Try TranstionView

–

Contact Another Tomorrow to start your trial.

About TransitionView

TransitionView is a survey-based tool which maps out the transition-capability of organisations. Developed together with leading climate scientists, it uncovers often overlooked areas where targeted action can unlock progress on net-zero commitments.

About Another Tomorrow

Futures agency with a track record of solving existential corporate challenges. By providing science-backed insights, methods and tools, Another Tomorrow helps organisations get from inertia to action on their climate commitments. www.anothertomorrow.com

Sverker Carlsson Jagers

Expert in Environment Politics

Sverker is a professor of political science at University of Gothenburg and Director of CeCAR (Centre for Collective Action Research). He is also professor at University of Uppsala under Zennström Professorship in Climate Change Leadership.

Åsa Löfgren

Expert in Environment Politics

Åsa is Associate Professor at the Department of Economics, University of Gothenburg. Åsa is an expert in the area of climate economics and she is an investigator at CeCAR (Centre for Collective Action Research).

Contact: Staffan Ekholm, CEO Another Tomorrow staffan@anothertomorrow.io

Phone: +4670 540 06 65

Innovative technologies and packaging for a more sustainable planet

The future of flexible sustainable packaging seems to be bright, with Wipak being a leading company that strives to innovate and contribute to a more sustainable and cleaner environment.

Packaging is an essential element for protecting di erent products from damage. Sustainable Packaging is characterized by material-e ciency, the use of renewable resources, and producing recyclable solutions, among others. ese go in line with Wipak packaging group’s mission to produce safe and sustainable packaging solutions.

Wipak is part of the international Wihuri Group, engaged in trade and industry since 1901. The packaging division consists of Wipak and Winpak international brands. Wipak Group operates in Europe and Asia to develop and manufacture innovative, high-quality flexible packaging solutions for the food and medical industries, while Winpak operates to manufacture and sell high-quality packaging materials in addition to producing

innovative packaging machinery in North America.

GreenChoice by Wipak

e highly commendable paper-based butter wrapper, which won the ‘Innovation in Sustainable Packaging’ award at the IDF Dairy Innovation Awards and was shortlisted for the ‘Best New Concept’ at the UK Packaging Awards, is one of many great examples of the newly developed GreenChoice by Wipak sustainable packaging portfolio.

e portfolio is part of Wipak’s strategy towards carbon neutrality, o ering Recyclable, Renewable and Recycled solutions. Recyclable solutions are designed for enhanced recyclability. Renewable paper-based solutions aim for lower plastic share and minimal carbon emissions utilizing FSC® certi ed paper or ISCC Plus traceable and certi ed renewable

feedstock. Recycled solutions replace virgin raw materials with recycled ones, drastically reducing carbon emissions and use of fossil fuels. Wipak o ers packaging solutions with up to 80% recycled PET content, with high barrier characteristics and a carbon footprint reduction of up to 40%. All Wipak solutions can be optimized by Digimarc® digital watermarks, which deliver unique and advanced means of identi cation, enabling more sustainable, transparent, and secure supply chains. Authenticity and recyclability of a product can be easily veri ed by mobile scanning.

rough the continuous development of innovative technologies and packaging solutions, Wipak lms not only ensure maximum protection of the products but also demonstrate its sustainability commitment for a more sustainable planet. |

Technological ability accelerates sustainable business ability

The implementation of a sustainable development strategy requires courageous leadership and efficient use of new technology.

The radical change in the world during the last few years increases the pressure to make a transition to sustainable business, in order to maintain competitiveness and to contribute to solving global crises. is can only be done by utilizing technological innovations throughout business

operations. e diverse challenges of today and the future require concrete actions and responsibility at every stage of the operational chain.

” e dynamics around themes of sustainable development have changed decisively this year. Along with global warming and population growth, the energy crisis, in ation, war and increasing refugee ows have awakened people to the necessity of changing operating models on a personal and organizational level. For those working with technology, this means inevitable disruption. Technology must truly take center stage in order to keep up with development. Small tweaks are not enough,” Managing Director Hanna Kivelä from Fujitsu Finland emphasizes.

Moving from willpower to actions

Today, sustainable development is an integral part of every organization’s strategy, but according to the global research commissioned by Fujitsu this year, only a fraction (5%) of actors manage to realize their level of desire in practice.

“ ere is a huge di erence between willingness and ability. In the most recent survey, 60% of the respondents considered technological transition leading to sustainable development to be a very good and aspirational thing. However, only ve percent of the respondents had truly put the strategy into practice and were able to state that the technological ability to utilize

Hanna Kivelä, Managing Director, Fujitsu

data in building a sustainable business exists,” says Hanna Kivelä.

In this journey, the role of Senior Business and IT leadership is emphasized, and responsibility cannot be outsourced.

“Operations must be examined and shaken up for the entire operational chain, so that unnecessary work steps are revealed and accountability is ensured. What is needed is courageous leadership, investment decisions and the urge to try, make mistakes and learn to develop operations in an unknown eld,” Hanna Kivelä lists.

Human-centered knowledge is the key to change

Fujitsu has done long-term work in promoting the introduction of technologies and innovations in line with the goals of sustainable development and maintaining the competitiveness of its customer companies. According to Hanna Kivelä, the market’s leading organizations stand out with their determined approach in adopting new technologies. ey thrive in e cient utilization of existing data and rational allocation of resources.

“ e use of data with the help of arti cial intelligence is everything, in order to gain an understanding of what and how to change operating methods. E ective use of new technology helps to simplify operations, reduce errors and minimize risks. However, you cannot and should not change everything at once. e most important thing is do one thing at a time, and to do that extremely well. And in doing so, ensure that people are at the heart of everything,” Kivelä sums up her recipe for success. |

www.fujitsu.com

Building a better future

The buildings and construction industry is one of the most polluting and least efficient industries in the world. But it doesn’t have to be that way.

“One improvement can have a big impact on pro tability and sustainability,” says Rasmus Vainio, COO of SokoPro. “ at’s where we come in.”

SokoPro is the leading document management system in Finnish construction. ey use a cloud-based SaaS for managing, sharing and archiving information. SokoPro are

part of the iBinder Group, who o er digital services for the construction and real estate industries. Sister brands include iBinder, Byggnet and SundaHus.

“Our clients use us for centralised document management,” Vainio explains. “Blueprints, invoices, BIM objects, videos – everything is securely managed in one system.”

One of the biggest bene ts of SokoPro’s solution is e ciency. Time isn’t wasted saving the same le in multiple programs, for example, or manually syncing with other systems. Even their help desk is e ective, with the company striving to provide the fastest and best services their customers can nd.

“Our user interface is easy-to-use. We put a lot of e ort into learning exactly what customers need and designing it accordingly,” Vainio continues. “Standardisation can save time, but we know that each project is unique, so you can customise folders, metadata and other aspects to your liking.”

projects, and SokoPro don’t charge based upon the number of users.

“Companies need to protect their data, so we work hard on information security,” says Vainio. “It’s a bene t we are based in the EU, so we are already on top of GDPR and other data protection rules. Our logs are very good: you can see exactly who did what and when. If something is deleted by accident, it can be restored.”

Sustainability depends upon information management. Companies, investors and even governments are increasingly demanding detailed environmental lifecycle analysis on construction projects. Collecting the data is good, but using that data to make valuable decisions is even better.

“Our sister company SundaHus is an expert in material data,” says Vainio. “You can use them to make environmentally conscious material choices, such as setting CO2 targets or avoiding all products which contain speci c hazardous substances.”

“It’s a benefit we are based in the EU, so we are already on top of GDPR and other

SokoPro understands that personnel management is an important part of document management. It is easy to set di erent rights and restrictions for di erent users on the platform. e cloud makes the solution simple and e cient to scale for even the biggest

For the near future, SokoPro is investing heavily in BIM, project management and improved sustainability. If you want to learn more about how they can help you lower costs and emissions, please visit sokopro.com

data protection rules,” says Rasmus Vainio, COO of SokoPro.

TEXT: DAVID J. CORD

Masters brings the hotel stay to a new level!

The new service concept turns the operating culture of hotels upside down by adapting their operations to the individual needs of their customers.

Helsinki's hotel o ering got a welcome addition last spring, when Hotel Mestari, operated by Primehotels, opened its doors in the historic Rakennusmestareiden-talo on the corner of Frederikinkatu and Eerikinkatu. e successful concept, which gathers the best of its eld in the same block, shakes up the traditional practices of the hotel industry with a customer-speci c operating culture. In this way, a hotel that actively listens to its customers' needs and quickly solves them based on a culture of experimentation adapts to the life and daily rhythm of its guests, and not the other way around.

“Typically, a hotel stay starts at 3 pm and ends at 12 pm, which however does not always serve guests arriving from another time zone, for example. With this in mind, we launched the Choose Your Timing and All Day Breakfast services, which enable checkin, check-out and enjoying breakfast at any time of the day,” hotel manager Jenni-Maria Satopää gives examples of the features of the service concept that has garnered praise.

The value of genuine professional expertise

As the name suggests, Hotel Mestari is backed by experts in their eld, whose experience and professionalism bring certainty to

the service approach and depth to customer understanding.

“Our sta is truly present to our customers in the hotel, and back o ce functions are not withdrawn behind closed doors either. In this way, hidden hints and unspoken customer needs become visible. Genuine encounters in everyday life are at the heart of the development of our customer-oriented concept,” Primehotels commercial director Essi Pennanen describes the operating principle behind the recipe for success.

According to hotel industry insiders, travelers' needs and roles have multiplied, which is why producing a unique customer experience requires individual mapping.

“A visitor can be with us in several di erent roles during one visit, and the needs vary

accordingly. We actively work to ensure that we understand these roles and the wishes connected to them even better than our customers, so that the service experience exceeds expectations. We don't make assumptions, but nd out the purpose of use with a sensitive ear,” Satopää says with a smile.

A warm sense of community

In Hotel Mestari, customer needs are met in addition to eight di erent room categories and various experience packages that promote refreshment, relaxation and representative tness with an entire Mestari quarter, for which the hotel has harnessed partners from the top players in their respective elds.

“Among other things, the operators of the Mestarien quarter, which consists of entrepreneurs from the restaurant, beauty and wellness industries, are united by a passion for rst-class customer service and quality. Together, we serve not only the needs of passengers but also the entire neighborhood, which is re ected in the warm and relaxed atmosphere of the block,” summarize Pennanen and Satopää.

e unique atmosphere of the rough milieu can be felt right from the front door of the hotel. At Hotel Mestari, dignity and uncompromising elegance are combined with human-friendly service and genuine encounters. You don't come here to show o , but to enjoy yourself. |

Lejondal Castle – a class of its own!

When the dot-com bubble burst at the turn of the millennium, an entrepreneur from Småland in southern Sweden found himself owning a castle. Everyone dreams of staying in a castle, so he opened it up for guests. It was such a good idea that he added more castles and manor houses over the years. Now the new arrival to the family is Lejondal.

We arrive at the beautiful estate outside Stockholm. In front of us rises the stately red castle with its round towers rising into the blue sky like in a fairy tale. Old, venerable trees cluster around the grounds while in back is the huge lake. Two saluki dogs run through the garden to greet us, while behind comes that man from Småland, Torbjörn Blomqvist

Blomqvist founded the company Stockholm Meeting Selection, which today operates ten destinations with hotels, conference facilities and restaurants around Sweden’s capital. e newest addition is Lejondal, which is also one of Sweden’s newest castles, having been built by a baroness in 1892.

“We can o er a complete experience with castle hotels,” says Blomqvist. “It takes e ort to manage large estates and buildings protected for their cultural and historical status, but this makes a large part of the experience. It gives us an opportunity to let visitors experience the good things in life.”

e good things in life are di erent from person to person, Blomqvist explains. It is not necessarily about a luxurious castle, but it could be something simpler, like when you are sitting on the edge of the pier in the

evening, after a warm dip in the lake, and a beer with a perfect head of foam is placed in your hands. is is what Blomqvist envisages Lejondal Castle to be, a place where the experience will be simple and natural, but at the same time bloody good – just like their other destinations.

And bloody good it is. Once inside the castle we come to an incomparable open replace which warms the guests sitting on big sofas. ey are waiting to be served a vecourse dinner in the grand hall with crystal chandeliers, art and decorative stucco.

“Today guests have high expectations,” Blomqvist continues. “I believe that guest demands going forward will be about simple and genuine experiences, such as getting away from everyday life where you can unplug, spend time with each other, enjoy good food and drink – to have time for each other. Just like we see happening here.”

Blomqvist and Stockholm Meeting Selection want all their destinations to be like Lejondals Castle, more than just a pretty place. ey are destinations where meeting, hotel and restaurant visitors can enjoy the good things in life, in their own way. Like taking a walk with two friendly dogs on a green estate. |

”We can offer a complete experience with castle hotels,” says founder of Stockholm Meeting Selection Torbjörn Blomqvist, pictured with his beloved saluki dog.

Starkare tillsammans!

Reformen av social- och hälsovården och räddningsväsendet är en historiskt stor reform i Finland.

Reformen av social- och hälsovården och räddningsväsendet är en historiskt stor reform i Finland. Reformen har beretts under flera regeringsperioder, vilket vittnar om reformens komplexitet men samtidigt också om dess nödvändighet. Reformen behövs för att trygga jämlika tjänster i alla regioner, minska skillnaderna i välfärd och hälsa och dämpa kostnadsökningen. Tjänsterna produceras på lika villkor och på ett högklassigt och kostnadseffektivt sätt överallt i Finland.

SYFTET MED REFORMEN ÄR att förskjuta tyngdpunkten inom social- och hälsovården mot basservice och förebyggande åtgärder och att förbättra tillgången till tjänsterna. När det gäller räddningsväsendet är målet att förbättra enskilda människors, olika gruppers och hela samhällets säkerhet och att säkerställa ett enhetligt och störningsfritt riksomfattande system för räddningsväsendet. Dessutom säkerställs den regionala beredskapen.

FRÅN INGÅNGEN AV 2023 ANSVARAR 21 välfärdsområden samt Helsingfors stad och HUS-sammanslutningen för ordnandet av tjänsterna.

Ditt välfärdsområde på kartan: https://soteuudistus.fi/hyvinvointialuekartta

Stronger together!

The reform of health, social and rescue services is a historically extensive reform in Finland.

The reform of health, social and rescue services is a historically extensive reform in Finland. Preparations for the reform have been made over several government terms, which reflects the complexity – but also the necessity – of the reform. The reform is necessary to ensure equal services in all areas, reduce inequalities in health and wellbeing and curb the growth in costs. Services will be delivered to a high standard and in a cost-effective and equal manner throughout Finland.

THE AIM OF THE REFORM IS to shift the focus of healthcare and social welfare to basic public services and preventive measures and to improve access to services. As regards rescue services, the aim is to improve the security and safety of people and communities and security in society as a whole and to ensure a nationally uniform and reliable rescue services system. Measures will also be taken to ensure regional preparedness.

FROM THE BEGINNING OF NEXT YEAR, the responsibility for organising services will rest with 21 wellbeing services counties, the City of Helsinki and the HUS Group, the joint authority for Helsinki and Uusimaa.

Wellbeing services counties on the map: https://soteuudistus.fi/hyvinvointialuekartta

In brief

Reform of healthcare, social welfare and rescue services

The organisation of public healthcare, social welfare and rescue services will be reformed in Finland. The responsibility for organising these services will be transferred from municipalities to wellbeing services counties from 2023.

The key objective of the reform is to improve the availability and quality of basic public services throughout Finland.

Under the reform, a total of 21 selfgoverning wellbeing services counties will be established in Finland.

The responsibility for organising health, social and rescue services will be transferred from municipalities to wellbeing services counties from the beginning of 2023. Municipalities will

remain responsible for promoting the health and wellbeing of their residents. The CEO of Wellbeing Service County Vantaa and Kerava Mr. Timo Aronkytö concludes:

• The priority is on the wellbeing of the staff in order to fulfill the service promises to the residents

• To succeed it is important that staff is permitted to make independent decisions and solve problems at their own

• To support these mission clear processes, responsibilities and remunerations has all been looked over to have the best possible staff servicing the people of Vantaa and Kerava

Build agility into your communications

Line Carrier can combine multiple channels such as phone, chat, whatsapp and email into one application.

Line Carrier is an expert on business communications. Founded in 2008, the Espoo-based company is part of privately owned SFG Yhtiöt. Line Carrier are a next generation hybrid teleoperator, combining traditional voice solutions with mobility and software on a cloud-based platform.

“Companies need reliable communications, so we provide solutions using all three major Finnish carriers,” says Niko Tarjasalo, CEO of Line Carrier. “ is gives us a secure and e ective o ering that companies can trust.”

Line Carrier provides business communication solutions for mobility, Microsoft Teams, customer service platforms and tailored telco services.

“We have our own developers and programmers, so we can make bespoke solutions,” Tarjasalo continues. “Every business has their own requirements, so we work with them to create a speci c solution. In this way we can add the most value.”

eir customer service platform is a good example of what they can do. Line Carrier can combine multiple channels such as phone, chat and email into one solution. is greatly improves organisation, productivity and e ciency. Customers have a better experience.

“It’s more than just customer satisfaction,” Tarjasalo

points out. “It improves employee satisfaction, too, by making their jobs easier. We also provide better and more useful information which can be used for business intelligence and improving sales.”

Yet external communications are only part of the picture. Companies also have critical internal communications which also need to be properly managed.

“We use so many di erent ways to communicate with our colleagues: email, chat, SMS, di erent messaging services and more,” Tarjasalo says. “We are developing a new corporate communications app which combines all these into one omnichannel service. Now all your messages will be in one place and you won’t have to worry about di erent user interfaces or where a particular message is located.”

Some of Line Carrier’s customers are helping to develop the new service. is co-creation process will help ensure it provides real value to how companies communicate internally. e end result should ultimately be an improved bottom line.

“We plan on launching the new communications solution in the spring,” says Tarjasalo. “In the future we will expand outside the Nordic region to help more companies throughout Europe. I’m very excited about all we have coming to better serve our customers.” |

If you want to learn more about how Line Carrier improves corporate communications, please visit linecarrier.fi

Businesses run on communications. It doesn’t matter what information you have if it doesn’t make it to the right person at the right time.

Why Retailers Should add a Human Touch to their Website – and Bring the Offline Experience Online

People’s shopping behavior is changing, and traditional online shopping no longer meets the new demands. Adding personalization online is a new way for businesses to upscale the customer experience, and create an in-store experience online.

“What typically happens when you enter a store? You are greeted with a ‘Hello!’, right? But not online, where most companies don’t o er any engagement. at’s not ideal if you want to keep the visitor, is it?”. Giosg’s Country Director Finland, Kalle Mäkelä, describes one of the most common problems within modern e-commerce.

e e-commerce industry continues to increase in competition. Businesses must develop new strategies to attract new customers. Yet, many retailers face challenges with converting visitors and building meaningful interactions.

Personalization provides opportunities for growing with your target audience, increasing loyalty, and reducing returns.

So how can businesses add it to their websites? – “First, let them know that you o er service, start with a ‘hello’. Secondly, make sure to have dedicated, trained resources to start a conversation in the same way that

you would do in-store. Lastly, execute and track the results. Meaning the actual numbers, but don’t forget about the customer experience and satisfaction too.”

For businesses to get started with a better online experience, Kalle highlights the importance of knowing your goals and KPIs. – “ ink about what you want to achieve. Is it to get more customers? en why not put more e ort into your online store?”

Another rising trend online is video and Live Shopping. Adding a Shoppable Video on your website with suitable product images that people actually can click on and get to the right product pages, is a great way of guidance and increasing conversions. You can also invest in live shopping and one-to-one video calls. e former is a streaming event with your target audience, and the latter is a video call between two people – for a more personal shopping experience. |

main point is, you would never ignore your visitors in a physical store, would you? Then why not utilize your sales experts in serving your customers online in the best way possible.”

Giosg’s platform maximizes online sales by improving the online experience. We help retailers worldwide provide proactive engagement and personalized interactions that customers love.

The

Kalle Mäkelä, Country Director Finland, Giosg

90 years and thriving

As I write this, it is easy to reflect upon the fact that the lifespan of companies these days seems to be getting shorter and shorter. I am happy that K.Hartwall has managed to defy this trend, not just by surviving over the last 90 years, but also thriving.

What explains our remarkable success? I would argue it is our ability to look at the big picture, understand the trends that shape the world, and move fast to seize the opportunity. These are traits that come up again and again in our history and have made us the company we are today.

When we first started our business in 1932, we started with making a single product - a wire clamp used to close porcelain bottles. Then, in the 60s, my grandfather on one of his visits to Sweden realized that the seatbelt, once thought to be a novelty, was fast taking off along with the booming automobile sector. Our skills in producing wires, clips and other materials soon saw us being approached by IKEA to be their first Finnish supplier of metal furniture. This also allowed us to understand the challenges and opportunities that lay in shipping and logistics, and in establishing supply chains to far-off countries in Asia. We realised that the experience we gained in material handling and supply chain management could be leveraged to meet the demands of a rapidly globalising world.

Facing the future

That brings us to today – where K.Hartwall’s solutions ranging from roll cages to AGVs are

revolutionising the logistics industry globally. And this is indeed a strange and fascinating time to be in this sector. Where we once thought globalisation had brought the world closer together in a way that could not be unmade, we are now seeing other factors at play.

The global demand for goods and services continues to be insatiable, but it has come face-to-face with over-burdened supply chains caused by the pandemic and other geo-political factors. The need to improve efficiency and productivity must also be balanced out by the drive to improve sustainability. Technological advancements in the form of AI, big data and robotics are changing the omnichannel supply chain in ways we could never have imagined.

Why do these trends matter for K.Hartwall?

It is not just because these have a huge impact on the industry we are in, but also because of the potential for change that we as a company can have on them. I see us playing a huge role here by positively influencing the logistics sector, the keystone of global trade. By engaging with different stakeholders and creating future-fit solutions that help the logistics industry, we can help it become more resilient, sustainable, and adaptable. Our unique experiences and expertise will play a big role here.

Creating lasting change

Diversity in the logistics sector is increasing, slowly but surely. As more women enter the workforce, they are faced with handling products primarily designed for men. K.Hart-

wall has actively worked on solving this by creating lighter and more ergonomic products, enabling more women to earn a livelihood and empower themselves.

Then there is the next-generation workforce. We are talking about youth who are used to technology and advanced machines, and care deeply about the environment. How do we ensure that they are able to seamlessly enter a sector that is changing due to rapid digitalisation? Our innovations in robotics and AGVs are the answer, providing these future workers with the tools they need to keep pace with automated systems.

Finally, the fact that we service so many industries in this space also means we can utilise our learnings and act as consultants, helping industries make their last-mile deliveries more efficient.

Most people don’t consider logistics to be a very exciting business, but as the examples above show, it is an industry with challenges that have a bearing on the whole world. And we, the owners, the board, the management and the people at K.Hartwall are doing everything we can to make a difference.

That is also why I am proud that our efforts were recently recognised by the President of Finland Sauli Niinistö through his Internationalisation Awards. The awards are bestowed annually in recognition of internationally successful companies and K.Hartwall was honoured with the Growth Company Award. This is testament to all our efforts, and our ability to think globally, while utilising the best of local talent in all the markets we operate in.

As we finish 90 years, all I can do is look ahead at the next 90 years and say, bring it on. |

As the world copes with rapid digitalisation, climate change and geopolitical events, K. Hartwall finds itself poised to create lasting change in the logistics sector.

TEXT: JERKER HARTWALL

K.Hartwall was recently recognised by the President of Finland Sauli Niinistö through his Internationalisation Awards.

Jerker Hartwall, CEO of K.Hartwall

Who will you call to do the heavy lifting once the M&A transaction is completed and the black cars are gone?

MERGER, ACQUISITION AND CARVE OUT EXECUTION IS OUR SPECIALTY. We are here to help you bring home the benefts after the deal is done.

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