People by PostNord 2 2023 English

PEOPLE by PostNord #2 2023

PEOPLE A MAGAZINE ABOUT US: WE MAKE EVERYDAY LIFE EASIER

by PostNord

177

”You must be able to imagine something on the horizon that you can reach for” page 40.

PostNorders in this issue: Mirja is a one-woman show.

Carolin goes for gold.

Terje got game.

And more.

#2 2023

Made with care Our new uniform unites us and show who we are. Most important: it keeps us safe.

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The best skiing in Sälen is in Stöten!

This is where the Personnel Foundation PostNord Plus owns Sälenhornet Resort with 22 mountain cabins and apartments, which you in PostNord can book with a PostNord discount.

You also get discounts on SkiPass Plus, restaurants, ski school, ski rental, cleaning, bed linen and much more when you book the foundation’s cabins/apartments.

Book Sälenhornet Resort and take advantage of your VIP offers at postnordplus.com Don’t miss the offers available to PostNord employees!

WELCOME! MISSION ACCOMPLISHED After several years of renovation, the remodelling of PostNord’s swedish HQ, Arken, is finally finished!

Take a look at our new digs here.

MAKING (MORE) DREAMS COME TRUE Not only parcels and mail, we’re delivering dreams too, now – since this fall, PostNord Sweden is main sponsor for popular TV show The Idol on TV4.

The jury for The Idol.

Photo: Magnus Ragnvid

RUSH HOUR IN HÄNDELÖ What brought this many PostNord TPLers together on the terminal floor? Find out on page 16!

SPEAK YOUR MIND How do you feel about People by PostNord? What do you want us to write about? Which PostNorders should we meet? Let us know by answering the questions here (scan the QR-code and select language).

PEOPLE BY POSTNORD

Winning as one WORKING TOGETHER AS a joint force across the Nordics!

That sounds great, but what does it really mean in practice? In this issue of People by PostNord we will deep dive into the Cost Leadership Program and learn more about how it is tailored to combine our strengths to build a modern, lean, and high-performing business that is unbeatable in the future.

I think we all can be proud to be a part of PostNord’s 400-year history.

We have a clear purpose and vision: We want to make everyday lives easier and more sustainable for everyone who lives and works in the Nordic region. We have all the ingredients to be the favorite carrier in the Nordics, but we also face some challenges.

The market in which we operate is highly competitive and price sensitive. Customer behavior is also changing, and competitors are shaking things up with new technology and leaner operating models. At the same time our costs are increasing. On top of this, extreme events like COVID-19, the war in Ukraine, and economic turmoil have all added to these challenges. To summarize: We are in a tough position, and we must adapt if we want to succeed.

To win as one will require our commitment, ideas, and engagement. It will require change, making tough decisions, and breaking old habits. But it is, and will be, worth it!

If we think about what PostNord could look and feel like in 2025… We want PostNord to be recognized as the best in the Nordics – innovative, digital, and sustainable. We want all of you to feel proud to be part of this winning organization that contributes so much to Nordic society. And wherever you go in PostNord, it should look and feel like one PostNord – the same pride, the same way of B J Ö R N B E RGMAN doing things, the same excellence.

Editor in Chief, We have already started the journey to People by PostNord standardize and simplify our way of working.

Just as you need maps to find treasures, you need blueprints to improve efficiency. In Taulov, the distribution process is being fine-tuned, and the same is happening in Veddesta regarding the sorting procedure. In this issue we will learn abut their experiences and how they will share their learnings and process to our other terminals throughout the Nordics.

We know that the world is changing fast, and that we constantly need to be brave to adapt to new realities.

That’s why we’re building a modern, lean, and high-performing company. We have what it takes to win, and collectively we can leave our mark on PostNord’s future.

PEOPLE BY POSTNORD Editor in Chief: Björn Bergman Editor: Sofia Lundgren Project manager: Jessica Somers Layout Artist: Andreas Rondahl Other Contributors: Helen Ridger, Grethe-­Birgitte Friis Jakobsen, Eeva Jousi, Maria Korban, Jenny Forss, Rebecka Mathers and Hannah Myrhed. Cover image: Ingvild Festervoll Melien Production: OTW Print: V-TAB E-mail: peopleby@postnord.com. The content of the magazine is based on the prevailing circumstances at the time of writing the texts.

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CONTENTS / #2–2023

In this issue, meet...

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32

Biljana, often in the center of things.

52

Terje, a true card shark.

The Veddesta crew, setting a high standard.

38 Susanne Elise, who refuses other sitting furnitures than blue ones.

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Ekaterina, way out east.

64

Edvin and "Robban", since he’s often undercover.

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PEOPLE BY POSTNORD

CONTENTS

16 50

Sven, PostNord’s answer to Dolly the sheep.

(No, not really)

PEOPLE BY POSTNORD

The growing staff at PostNord TPL Ljungby.

How big? THIS BIG!

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The epic coral color, sister of the PostNord blue.

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VINJETT MY SPOT//VINJETT ERIKSDALSBADET

Stockholm, Sweden

“Three is a magic number” “MY HAPPY PLACES are those where I exercise – when I’m swimming, running, and cycling outdoors. I get a feeling of peacefulness and the freedom of forward motion, spontaneously deciding where to make a turn, and the satisfactory feeling of physical exhaustion afterwards.

I DID A lot of sport growing up – tennis, track and field, and skiing. I would often be the only child who was outside regardless of the weather. I also cycled a lot with my dad, and when I was 17, I decided to start doing triathlons. It has been basically me, my brother and my dad doing triathlons on and off for several years.

liked the idea of going to Hawaii to compete in Ironman World Championship! After the qualifiers in Hamburg last year, we flew to Kona, Hawaii. It was an amazing experience, even though I didn’t have the greatest of races. I got sick three weeks before and then on the day itself, I managed to damage my own bike. But I was really happy that I finished and that I had the mental energy.

SOMETIMES I BREAK down difficult workrelated problems and find solutions when I’m exercising. Mostly I just let my thoughts flow and focus on the movement and the environment. After exercising, I feel recharged

and able to focus again. Since I work with strategic and complex questions, focus is a key element of being productive at work.

I also draw a lot of energy from exercise, meaning I have new motivation and drive afterwards. It helps me look at challenges from a positive angle again.” *Ironman consists of a 3.9 km swim, a 180.2 km bicycle ride and a 42.2 km run. A total of 226.3 km.

THEN MY BROTHER came up with the idea to compete in Ironman*. We decided “OK, the whole family is going to do its first Ironman together”, and my brother especially

We want to know more about you, your colleagues and your workplace! E-mail us at peopleby@postnord.com

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PEOPLE BY POSTNORD

TEXT: GEOFF MORTIMORE PHOTO: ANNA SVANBERG

VINJETT /MY VINJETT SPOT

Carolin Schaffert Age: 28.

Position: Technology Lead for automation, PostNord Group, Stockholm, Sweden.

Closest colleague: Hampus Schander.

At PostNord since: 2022.

PEOPLE BY POSTNORD

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A JOB WELL DONE / JOHAN KARDÉN

TEXT: RISTO PAKARINEN PHOTO: ROBERT SEGER

How Johan does it:

For some people, creating a positive atmosphere in the workplace is as natural as riding the bike. Johan Kardén, foreman at PostNord TPL in Turku, likes to do both.

Johan makes the wheels go round

1

My door is always open.

I’m not going to interfere in the team leader’s work, but everyone knows I’m here if they need me.

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Everyone knows how we work here and what is expected of them.

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Everyone is an important member of the team.

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Hire people who create a good atmosphere.

Even if an organization (like ours) is results oriented, don’t forget that we’re all people.

Johan Kardén Age: 44.

Position: Supervisor, Turku, Finland.

Closest colleagues: Anne Voutilainen, Tero Vuori, Jarkko Koivisto, Kristian Leppä, Toni Mäkelä, Juho Rekola.

At PostNord since: 2017.

OHAN IS A true team player whose positivity and natural ability to find solutions make working with him meaningful and even empowering. His wit is as quick as his bike, and his cycling glasses,” says Kristian Leppä, Head of Operations West.

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JOHAN HIMSELF TAKES it all with a grain of salt.

“I hope that I can make a difference and build a positive culture so that everyone here feels that they matter, and that everybody is a part of the team, even though I am a typical Finnish introvert,” he says with a smile.

“I want to support our team leaders so that they can support the staff on their teams. It feels good to see that I can help someone else succeed,” he adds.

THE TURKU UNIT has gone through a major upheaval this year and had to let go almost half of their employees. On the other hand, the thirty or so still working here have a strong sense of unity.

“I think I know everybody here so we can chat about anything, which helps create openness and a sense of familiarity.

I also like to train new hires. That’s a good opportunity to connect with a new team member,” Johan says.

MAYBE IT’S ALL the hours on the bike that has helped the avid cyclist work on his sense of Zen. “Johan is always ready to help, even if there are many other things to take care of,” says Sanna Järvinen-Muhonen, HR Specialist.

“A good atmosphere is a sum of many parts. First, it’s up to all the great people here. And then open dialogue and that everyone’s committed to our principles and values,” Johan concludes.

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PEOPLE BY POSTNORD

PICKING A BRAIN VINJETT / MATTIAS / VINJETT NORÉN

TEXT: RISTO PAKARINEN PHOTO: ANNA SVANBERG

38% Partners

I’m really happy with our partnership with Tink and I do think we can change the way invoices are handled and paid in the Nordics. We’ll go from being a minor player to … a bigger player.

45% Strategy

TPL’s strategic direction takes up a little more of my brain capacity as it is early on in the transformation journey, with a new strategy and vision recently established that we now are putting into practice.

17% Vacation

Full launch ahead TRANSFORMATION CONJURES UP all kind of images in people. It sounds almost like magic. But transforming a company is not a magic trick.

It’s hard work. And it takes time. The key success factor is to realize a transformation is not done by a few but is possible when you get the whole organization onboard and they want to be part of the journey and work together towards your common goals.

Mattias Norén, Head of Strategy & Transformation at PostNord Accelerate, is doing his best to create the conditions for PostNord Strålfors and TPL to thrive in a changing environment.

“Even though Strålfors and TPL are very different companies, they both stand before a substantial transformation journey; Strålfors to become a true digital service company

PEOPLE BY POSTNORD

and TPL to grow into a Nordic full-service TPL company,” Norén says.

“PostNord Accelerate was established to help them go through, and as the name implies, accelerate, their transformation,” he adds.

One such example is Strålfors’s step from merely delivering hundreds of millions of invoices to being a part of the financial transaction itself. Strålfors has partnered with Tink, the leading open banking platform in Europe, that operates in 18 markets and works with 3,500 banks and financial institutions, processing more than ten billion transactions a year.

“We started our partnership in the spring 2022 and have already gone live in Sweden and Norway. Later this fall, it will be implemented in Finland and Denmark,” Mattias says.

Looking forward to vacation where the plan is to travel to go to the Alps this winter. I really look forward to the opportunity to do some off-pist skiing.

Mattias Norén Age: 32.

Position: Head of Strategy & Transformation, PostNord Accelerate and Head of Business Development, PostNord Strålfors Group.

Closest colleagues: The business development team and management team at Strålfors.

At PostNord since: 2017.

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Bergen 60.218144"N 5.408775"E Address: Lyseklostervegen 290, 5215 Lysekloster.

Employees: 100.

Did you know: The Bergen terminal is big, 6,700 square metres.

SWEDEN

NORWAY

Taulov 55°32'35.9"N 9°37'52.0"E Address: Stakkesvang 15, 7000 Fredericia.

Employees: About 300.

Did you know: Of the six Danish terminals, Taulov is the second largest.

DENMARK

Karesuando 68°26'26.2"N 22°29'11.5"E Address: Laestadiusvägen 129, 986 31 Karesuando.

Employees: 1! Mirja.

Did you know: The house was built in the 60s and was previously used for many things: headquarters for both the police and the fire department, and also for dancing lessons.

Hakkila

FINLAND

60°17'52.8"N 25°05'23.5"E Address: Itäinen Valkoisenlähteentie 27, Hakkila, 01380 Vantaa.

Employees: About 200.

Did you know: The Hakkila terminal is brand new, it opened in September 2022.

Pushing boundaries With our hundreds of offices, terminals and hubs where thousands of employees work, we cover millions of square metres in our four countries. Welcome to our outposts!

OUR OUTPOSTS / KARESUANDO

TEXT: PHILIP STOCKENHED PHOTO: YLVA SARRI

“Life is very quiet here in Karesuando”

’M ALWAYS HERE before eight o’clock.

I turn on the coffee machine and wait for the mail to arrive. I work mostly by myself, but occasionally some part-time employees help me out. Life is very quiet here in Karesuando, and you don’t really meet that many people. But I enjoy being here alone, because I can do things my way, and nobody ever bothers me. I always say it only takes one good worker to do a good job!

I

PEOPLE FROM OUT of town are usually astonished by the natural surroundings and find Karesuando really beautiful. I’m used to it, though, because I see it every day. The office looks just like any other office, although I have the advantage of organizing everything the way I want it. I’ve been to the terminals in Kiruna and Umeå, and they are, of course, massive in comparison, but in general, it’s the same work that’s being done.

I WOULDN’T SAY that I feel lonely here.

Sure, sometimes during the workday I might ask myself a question out loud, but the best thing is that I never get a stupid answer.”

Mirja Niva Age: 64.

Position: Mail Carrier.

Closest colleagues: No one.

At PostNord since: 1990.

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PEOPLE BY POSTNORD

TEXT: RISTO PAKARINEN PHOTO: RONI REKAMAA

OUR OUTPOSTS / HAKKILA

Ekaterina Spiridonova Age: 36.

Position: Head of Operational Excellence & Quality.

Closest colleagues: Timo Ojanen, Naser Mohamed, Lasse Stenmark, Kasper Murmann, Kushtrim Zhitia and Juho Saari.

At PostNord since: 2021.

HE FIRST THING I see at the end of my 45-minute drive is the big PostNord sign on the wall of the Hakkila terminal building, now the largest PostNord terminal in Finland.

On one side of the 15,000 m2 building are all the doors for vans carrying parcels and on the other, the doors for line hauls. Next to the parking lot are the doors to production and the office.

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ONCE INSIDE, you’ll see the heart of the new terminal: a state-of-the-art sorting machine that can handle almost 10,000 parcels an hour. In the middle of the building, there’s a balcony from which you can watch the magic happen.

THE OPENING OF the Hakkila terminal was a major step for our Finnish operations. The new terminal in the capital region brings more speed and automation to PostNord’s deliveries and enables an even better customer experience.

We worked hard to prepare the move to the new terminal, and even if it was stressful, it was also a good learning experience for me. We prepared for a turbulent start, not uncommon when launching operations but everybody got used to the new terminal and new ways of working quite quickly.

“I can see that people are much happier in our new workplace” PEOPLE BY POSTNORD

SINCE THE MOVE we’ve added some things to make the terminal cozier, like curtains and such, and it’s been exciting to see how fast the new terminal has become our new home.

I can see that people are much happier in our new workplace.”

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OUR OUTPOSTS / BERGEN

TEXT: SISSEL FANTOFT PHOTO: INGVILD FESTERVOLL MELIEN

Renata Dioszegi Age: 38.

Position: Driver.

Closest colleagues: Richard Sundt and Ronny Lien.

At PostNord since: 2021.

HE NEW POSTNORD terminal in Bergen is large, structured, and well organized.

“Knowing that we have a good physical working environment makes coming to work more of a pleasure,” says driver Renata Dioszegi.

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Psst... check out my new threads on the cover.

FOR THE LAST two years, Renata has worked as a driver for PostNord/Paribil AS, and since March 2022 she has started her shift at the brand-new terminal in Os, outside Bergen in Norway. When she arrives at work, she encounters a lot of people, from terminal employees to managers.

“No two days are the same – there’s always something going on, and that makes the job varied and exciting. The atmosphere at the terminal is always good. I don’t notice any difference when it comes to people’s status, as everyone knows their role and works hard to achieve the company’s goals.

The new terminal is much larger than the old one, which allows us to work more efficiently.

The building itself is also more organized and structured,” she says.

AFTER RENATA HAS arrived at the terminal, she contacts her colleagues so she can plan her day.

“I then get information on my route for the day and whether there are other special things going on that require my help. We have a clear, structured environment where we can trust each other and ask for help when we need it.

This is certainly a big plus point,” she adds.

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“No two days are the same – there’s always something going on” PEOPLE BY POSTNORD

TEXT: KAREN GAHRN PHOTO: SIMONE DUPONT

OUR OUTPOSTS / TAULOV

“There is always a colleague ready to step in” ROM THE OUTSIDE, Taulov Pakkecenter looks modern and a little timeless, but it’s one of the oldest terminals in Denmark – and one of the largest, when you consider how many parcels we handle every day. We’re probably one of the only terminals that still have people who manually turn the parcels, i.e. make sure they are facing the right way before they reach the sorting machines.

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I WORK IN the evening and at night, so I usually start at 7 pm. I like to come in early so I have time to chat with colleagues about everything under the sun – about work and whatever is going on at home. Our terminal is staffed around the clock, except Saturdays, so there are always colleagues to talk to.

IF SOMEONE ASKS me what’s special about Taulov, I tell them it’s the way we work together. We’re good at helping each other out – if you’re alone in a ‘chute’ (where the parcels drop down from the sorting machines), there’s always a colleague who’s ready to step in and help you lift a heavy parcel.

AFTER ALL, we don’t only deliver what people purchase on a whim from the internet, we also handle birthday and Christmas gifts, which mean something special to people and need to arrive at a certain time. The feeling of helping out and making this happen is something very special.”

Nicklas B. Pedersen Age: 28.

Position: Operations Coordinator.

Closest colleagues: Michael Dölle, Anne Teilmann and Türker Pinarbasi.

At PostNord since: 2014.

PEOPLE BY POSTNORD

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THE MISSION / 74 NEW COLLEAGUES

How many new faces in Händelö?

How can a good workplace culture be created when 74 new co-workers join in an instant?

At the PostNord TPL terminal in Händelö, a whiteboard proved to be a great first step.

TEXT: PHILIP STOCKENHED PHOTO: SATU KNAPE

EEPING EVERYONE informed during major workplace changes is vital,” says Johanna Lager, Logistics Unit Manager at PostNord TPL Händelö.

When the Händelö unit, located just outside of the city of Norrköping, decided to employ their temporary staff, the question arose of how to build a sense of team spirit.

The new PostNord TPL employees belong to the Stadium unit at TPL and were previously employed through the recruitment agency Jobandtalent.

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Their main tasks are to pick orders and load the trucks. Some of them work with admin and mainly focus on planning and maintaining operations.

“We wanted to find a way to streamline our processes at the parcel terminal in the best possible way, so we employed these people,” says Johanna. “We still have a couple of people working here via the recruitment agency, but 74 of them have been employed

by PostNord TPL since January.”

MAKING SURE THE new employees feel part of PostNord TPL is an important but challenging task, according to Johanna.

One of the keys is to educate the staff in

It’s a great way to get a discussion going. Whether it’s about a work-related topic or wanting to have a certain type of soda in the vending machine.

PEOPLE BY POSTNORD

THE MISSION

FROM LEFT TO RIGHT: Niklas Gustafsson, Robin Edberg, Cecilia Karlsson, Martin Thörn, Maria Lind, Andreas Hedström, Linda Edlund, Niklas Klangeryd, Jonathan Poikela, Victor Thörn Skattemark, Abdullahi Mohammed Mohammed, Anton Wahlgren, Kalle Svarvar-Pelli, Vahide Brahimi, Jessica Karlsson, Therese Lind, Johanna Karlsson, David Ibrahim, Joakim Andersson, Ghirmay Tekeste, Linus Aldén, Adam Eriksson, Sebastian Leffler, Daniel Castro, Fredrik Larsson, Pernilla Sjöstedt, Nursel Bulkay, Samran Dungmani, Oscar Hultgren, Axel Karlsson, Andreas Kreienbühl, Anders Zackrisson, Marcus Westöö, Sandra Almspång, Henrik Hertil, Loyan Mohamed, Benny Carinci, Sejad Nezirevic, Fredrik Håkansson, Heike Larsson, Jesper Boström Hjalmertz, Manathida Panyathip, Eric Stjärnborg, Dan Norrbin, Linus Bigell, Daniel Hägg-Stojanov, Daniel Steiner, Olivia Rickarsson, Sanna Lindberg, Johanna Lager, Anne Bengtsson, Isabella Ringdal, Daniel Villa Begat, Felix Berggren, Patrik Skarp, Adnan Nedzibi, Aklilu Mogos, My Helgesson, Sandra Löfvenborg, Jenny Jacobsson, Maria Eriksson, Rebecka Jensen.

ABC Culture (Accountable, Brave and Committed) to instill a certain mindset.

“We knew from day one that we’d have a lot of work to do,” says Johanna. “We’ve come a long way, but it will take time. The goal of ABC Culture is to make us work as a unit and not sub-optimise a certain part of the workplace. If we’re accountable, brave and committed, it helps build trust between colleagues.”

THE WHOLE PROCESS has been met with positivity and commitment from co-workers.

Whiteboards have been placed around the terminal on which staff can write their ideas on how to improve things.

“It’s a great way to get a discussion going,” says Johanna. “Whether it’s about a workrelated topic or wanting to have a certain type of soda in the vending machine, we collect all the ideas and try to implement them.”

Being an employee at PostNord TPL means that you have good opportunities to develop and advance in your career.

“We have a lot of clients such as Bauhaus and Apoteket Hjärtat, and our employees get the chance to work at the units that handle their parcels as well,” says Johanna. “It also makes it easier for the staff to take on a new position if they’re employed by PostNord TPL. In other words, there are several different possible career paths to choose from.”

PEOPLE BY POSTNORD

How to create team spirit:

Johanna Lager

Age: 35.

Position: Logistics Unit Manager, PostNord TPL, Händelö.

Closest colleagues: Andreas Kreienbühl, Jörgen Larsson and Ralf Asp. At PostNord since: 2014.

1 2

Communicate with staff and be transparent.

3 4

Try to make everyone feel included.

Give them the chance to have meetings if they feel unsure about their role or the workplace.

Be clear about the goal the unit is working towards.

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HOT TOPIC / INNOVATIONS

Tomorrow’s tech today In order to stay on top of our delivery game, we’re constantly looking for new ways to improve our work and services. Here are some gadgets and innovations that may soon find their way to a terminal near you.

TEXT: RISTO PAKARINEN/KAREN GAHRN PHOTO: POSTNORD

A WORKING SOLUTION Proof of Delivery, or PoD for short, is a solution in which our couriers take a picture of the parcels we deliver when the recipient has ordered a no-contact delivery. This way, parcel recipients have photographic evidence that the parcel has been delivered to their doorstep.

PostNord expect this to provide customers with better service and result in fewer calls to our customer service. They receive maybe 1,500 cases a week, taking an average of six minutes to address, where people are unable to locate their parcels that have been

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delivered using the Flex services. The solution was developed in Sweden and introduced in Denmark in March this year. It provides PostNord with documentation of how the parcel was delivered and where it was left.

So far, the solution has generated a great deal of excitement among redistributors, customers and recipients, and also giving PostNord positive media coverage. There was some nervousness about the images being an obstacle to productivity in distribution. But the couriers have been super quick to adjust and take the pictures.

PEOPLE BY POSTNORD

HOT TOPIC

A SCAN AS QUICK AS THE EYE These glasses not only make you look smart – they are smart. Among the more than a dozen technological initiatives under way at PostNord, the one that is used the most is computer vision. With smart glasses it can be used when sorting parcels.

Currently, when going through parcels you have to check a screen for information and use different handheld scanners, which regularly interrupts the flow of the work. With the help of smart glasses, staff can scan the barcodes just by looking at them and immediately receive information on how and where the scanned item should be sorted via voice and display.

The glasses can be controlled using voice commands. This frees up the hands of staff while they are scanning and allows parcels to be easily sorted, which can be especially effective at the regular chutes, EMBs and when handling rejects that may come in all shapes and sizes.

The smart glasses make parcel handling more efficient, interactive and ergonomic, as well as safer. Both Finnish and Danish wearers in Hakkila, Aarhus and Aalborg have tried the glasses, and after more testing they will be evaluated and reviewed before a large scale roll out is a possibility.

GET IN THE LINGO!

You told us you wanted to read about innovations – what alse are you interested in? Just scan the code and answer some questions.

AI: Artificial intelligence is the simulation of human intelligence processes by machines, especially computer systems.

LIDAR: A method for determining range by targeting an object with laser.

EMB: Goods that can’t be sorted by machines.

AI, MEASURE THIS PostNord Groupage customers frequently send incorrect information to the booking system. PostNord’s revenue protection team checks about half of the groupage items (manually, using a tape measure) and then corrects the information.

Anybody who’s ever tried to use a tape measure to measure anything is familiar with the challenges.

If only there was a better way... Now there is! Hello AI. A new automated groupage and pallet dimension capture application uses artificial intelligence, augmented reality, LIDAR and computer vision to automate data capture.

PEOPLE BY POSTNORD

In the new system, a person can scan and measure groupage quickly and accurately using a mobile device. The data is automatically uploaded to the system, eliminating any chance of human error while making the process more efficient by reducing the number of manual steps.

It also reduces the need for back office work, and captioned photos and a larger number of quality controls will also result in fewer customer disputes and higher revenue. The app was tested in both Sweden and in Denmark and now the next steps towards a larger rollout are being discussed.

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VINJETT / VINJETT

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PEOPLE BY POSTNORD

VINJETT / VINJETT

FOCUS / COST LEADERSHIP

LEADING BY

EXAMPLE Combining our strengths and learning from best practice in all possible areas. In short, that what the Cost Leadership Program is all about.

Let’s have a look at what’s being tested in Veddesta and Køge, how ABC is becoming a culture, and meet the team that made an impossible turn around into a success.

PEOPLE BY POSTNORD

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FOCUS / COST LEADERSHIP

Winning Working together as a joint force across the Nordics! That sounds great, but what does it really mean in practice? The Cost Leadership Program is tailored to combine our strengths to build a modern, high-performing business that is unbeatable in the future.

TEXT: ERIKA BERGQVIST LINDWALL PHOTO: SAMUEL UNÉUS

HE WORLD OF parcels absolutely exploded during the pandemic and has continued to be an important part of the economy. We have all the ingredients to be the preferred carrier in the Nordics, but the parcels environment has changed and pressure from customers and competitors is rising. How can we continue to meet the essential needs of our customers and grow our business as a result?

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COMBINING OUR POTENTIAL Winning in Parcel through cost leadership is our top priority and will remain so for years to come. To meet the challenges of the world today and prepare for tomorrow, PostNord must continue to evolve its operational model to become more efficient at a sustainably lower cost. To make this happen, the Cost Leadership Program will transform our parcels business; it will lay the groundwork for further growth while ensuring we continue to delight our customers. As Program Manage-

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ment Office lead, Dan Emanuelsson is one of the key personnel working on the program’s implementation.

“We currently occupy a very strong position in parcel distribution in the Nordics; we have the scale, the infrastructure and the resources,” he says. “And we have our well-known and respected brand and the experience and spirit of our people. To remain competitive and keep on improving, the Cost Leadership Program aims to combine all our knowledge, ensuring we work as a joint force to harness the potential found in the Group as a whole. Our goal is to build the best parcel business in the Nordics, one that keeps on delighting our customers and consumers.”

DAN STARTED HIS journey at PostNord 13 years ago as a controller in the mail business in Sweden. Since then, he has worked his way through the organization, witnessing the transformation from a national mail service company to a pan-Nordic parcel delivery corporation. This has included many cost leadership initiatives, but for him, things are different this time: “The level of commitment we see from our leaders is new,” says Dan. “Group and country leaders are fully aligned and are working together to make the Cost Leadership Program a success.

Dan Emanuelsson Age: 41.

Position: Head of group Transformation and Cost Leadership Program PMO lead, PostNord Group.

Closest colleagues: Ola Dahlbom, Daniel Johannisson, Sara Nordström, Anna Jernberg and Björn Bergman.

At PostNord since: 2010.

We have enormous power throughout our markets, and the Cost Leadership Program will bring this potential under one umbrella, allowing us to excel in operations and other areas through common processes and shared best practices.”

CHERISH OUR HERITAGE So, what does all this mean?

The program revolves around seven areas of conduct, mainly in parcel operations, but all of them have significance across the whole of PostNord.

Dan stresses that it’s not about an incremental change to cut costs. It’s about doing the things we do in a more efficient way and constantly improving our ways of working.

“Extreme external events have added to our challenges, and while we don’t know what will be coming next, we do know that we must be ready and able to continuously adapt,” he says.

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as ONE “This means we need to look inward and see what we can change and influence ourselves – taking control of creating the best possible conditions for profitability.”

ONE AREA OF improvement is to address cost leakage in operational practices. Dan explains: “I truly believe that if we act as one PostNord, with standardized and simplified processes and products based on best practice in the markets and among other leading parcel operators, we will be able to improve operationally while ensuring we meet the essential needs of our customers.”

“So, by working with the same standards and procedures, from top to bottom, we will save time and focus on what matters to

PEOPLE BY POSTNORD

This means we need to look inward and see what we can change and influence ourselves.

customers and consumers while generating opportunities to build skills and develop careers. The beauty of it is that with standardization and simplification also comes better quality – and the problems will be easier to fix.”

“During the launch of the Cost Leadership Program, our Group CEO Annemarie Gardshol said that we are all part of PostNord’s 400-year history and that it’s our turn and our duty to take hold of the baton and shape its future,” he continues. “And I agree: we need to take responsibility for future generations so we can hand over a stronger company to those who come after us.”

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FOCUS / COST LEADERSHIP

We want to know what you think about People by PostNord!

Just scan the code and answer some questions.

Finding ways to wo rk sm

arte r, no t ha rde r.

Ev olv i ng

ou rA BC

Cu ltu re .

Standardize our products and procedures.

Cost Leadership Seven pillars of

WE WILL ... … standardize our products We will reduce the hundreds of different products we currently offer down to less than 10. Our new, core set of products will be the same throughout the Nordics and meet all the essential needs of our customers and consumers. This will make things much simpler for everyone and have a huge effect on achieving cost leadership.

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… drive production excellence Our parcels operations will be best in class.

We will introduce efficient, standardized processes and common digital tools and equipment to simplify things and eliminate unnecessary complexity wherever it is found.

We will design blueprints for how to do things in the best possible way, piloting them first to make sure they work and then rolling them out across the Nordics.

… harness our network We will get the most out of our distribution network, upskilling our people and introducing cutting-edge technology to optimize flows in real time across our parcel, letter, and groupage networks. … use our people’s time intelligently State-of-the-art analytical tools and processes will be introduced to allow us to plan how to deploy our people on a day-to-day basis across our parcels operation. This includes all of us; full- and part-time staff, temps and contractors, and allows us all to focus on meeting the essential needs of our customers and consumers as efficiently as possible. … improve our capabilities and skills To achieve all this, we will introduce new, leading-edge planning and analytical capabilities in our business. We will also upskill our operational workforce in the use of new digital tools and lean operational processes.

These investments in the future will help create a sustainable business over the long term. … manage our performance We will ensure greater focus on the few KPIs that matter the most and place greater emphasis on ensuring we work with them consistently across PostNord. More importantly, we will enable our people to act on the insights they provide, encouraging everyone to keep asking ‘why’ until we get to the root causes and ensure they are addressed. … safeguard our ABC Culture Our evolved ABC Culture describes what we all can do to win in Parcel: We will be accountable by showing ownership and responsibility. We will be brave by being proud and bold. And we will be committed by being motivated and enthusiastic. Winning in Parcel means that we will all be winners!

To learn more about the Cost Leadership Program and the work that is already underway, please visit our SharePoint site.

We will regularly update it with news and progress reports, and you have the chance to talk to us directly and ask any questions you may have. We look forward to hearing from you!

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Standard of excellence Just as you need maps to find treasures, you need blueprints to improve efficiency. In Taulov, the distribution process is being fine-tuned, and the same is happening in Veddesta regarding the sorting procedure.

TEXT: KATARINA GRÖNDAHL PHOTO: OSKAR OMNE

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FOCUS / COST LEADERSHIP

It takes a team to find the best procedures.

TANDARDIZATION work is in full swing at the Veddesta parcel terminal. Step by step, procedures are being identified and realized to establish a clear template for how to work efficently at a parcel terminal.

One of the 13 Cost Leadership initiatives is to standardize the work at the parcel terminals.

Veddesta and Örebro in Sweden are first out.

Once the standard has been set, the same approach will be implemented at all terminals in the Nordic region.

At Veddesta, terminal manager Ramazan Göker is at work. It’s just after 9 am and all’s quiet in the terminal. The parcel carousels are silent after last night’s intensive sorting, but soon it will be full speed ahead again. On average, more than 10,000 parcels are sorted here every hour for almost 18 hours a day. To ensure that the much-awaited parcels reach their intended recipients quickly, efficient sorting is top priority. Sorting should look the same, regardless of the terminal. Common procedures, processes and structure are key.

“As an employee, you should be able to walk into any other terminal and recognize the workflow,” says Ramazan. “This applies to

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how management and governance work and how we work practically in the terminal. The procedures we’re now developing will serve as an excellent foundation for how we will run the business and improve profitability.”

KEEPING THINGS IN ORDER WITH 5S At the Veddesta terminal, a large terminal where much of the work has become habitual, the focus has been on ‘fixing the basics’ using 5S, following Japanese Lean methodology to achieve a more efficient way of working. The 5s – Sort, Set in Order, Shine, Standardize and Sustain – are all about keeping things in order, plain and simple.

“Where can we find things in the terminal?” says Ramazan, explaining the thought process. “Where should the pallets be placed? Where do we put sorted cages? The costs in a terminal aren’t only influenced by how quickly the parcels are sorted. Focusing on 5S helps us see the bigger picture and understand the importance of taking care of tools and aids. We’re now establishing procedures to ensure this becomes a natural part of our work. And checklists to make sure we follow them.”

SAVING TIME, MONEY AND STEPS Exactly how to tweak the processes is up to Marcus Holmström. As a Flow Optimizer, he plays an important role in standardization and is part of a network of flow optimizers from all terminals.

Marcus Holmström

Age: 41.

Position: Flow Optimizer, Veddesta, Sweden.

Closest colleagues: Engin Kilic, Erica Roll, Herman Bothén, Kalle Henriksson, Khaled Chowdhury, Lars Evert Jansson, Oli Ullah Khan, Ramazan Göker, Viktor Gullberg Grip, and Yousef Eliyo.

At PostNord since: 2004.

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We used to have the heaviest and largest number of parcels in the first cage on the sorting line.

Oli Ullah Khan

Age: 38.

Position: Operations Manager, Veddesta, Sweden.

Closest colleagues: Ramazan Göker, Erica Roll, Claes Fröberg, Khaled Chowdhury and Amanda Olsson.

At PostNord since: 2009.

Ramazan Göker

Age: 36.

Position: Terminal Manager, Veddesta, Sweden.

Closest colleagues: All of them!

At PostNord since: 2019.

“Some really clever things may seem obvious in retrospect,” says Marcus. “We used to have the heaviest and largest number of parcels in the first cage on the sorting line.

Taking inspiration from Örebro, we’re now moving them inwards a bit on the track to balance the volume. This saves time and reduces the number of steps for the person doing the sorting – win-win in terms of both efficiency and the work environment.”

Other specific examples include pictograms showing which parcels need to be sorted manually, scheduled workplace resets, microbreaks for recovery, color coding to clarify responsibilities and a common agenda for whiteboard meetings. And clearer rules giving priority to forklifts.

“Forklift drivers should be able to do their work safely without worrying about things getting in the way or colleagues walking around in their lane,” says Operations Manager Oli Ullah Khan. “We’ve now painted clear markings on the floor to show that it’s a forklift lane. We pedestrians have to keep to the side.”

FROM SHOP FLOOR TO MANAGEMENT Although many of the checklists are about practical flows, Ramazan points out that 5S is only one part of the standardization process. Many of its parts concern management and governance, what managers and leaders should do.

“And we’re far from done. Standardization is a long-term process and not something we can measure the results of in just two months.

But we can in the long run! Once the process has been established, we’ll see significant improvements to our finances.”

Kenneth Christensen

Age: 42.

Position: Director of Distribution, Parcel Operation, Denmark.

Closest colleagues: Bo Klinkby, Director of Terminals, Jack Brandstrup, Director of Transportation & Subcontractors Last Mile.

At PostNord since: 2003–2015 and rejoined in 2019.

Smarter, not harder – last mile blueprint IN DENMARK, the regions of Funen and South Jutland have trialed several initiatives that can improve efficiency in the short term, and the plan is to implement these initiatives at many more PostNord terminals, across the Nordics.

“For example, we noticed that if you deliver parcels close to a distribution hub, it makes good sense to have a longer route, because you can then drive back to the hub for more parcels.

However, in the countryside when you’re far from the hub, there will be too much transport and too little distribution,” says Kenneth, who led the trial and is now in charge of the newly established distribution unit at Parcel Operations in Taulov.

ALSO, MORNING DELIVERIES were sent out with more parcels than could be distributed. If there were parcels whose recipients couldn’t be reached during the day, they were sent out with another delivery later in the day. Since deliveries are made until 9 pm, this meant that as many recipients as possible received their parcels on the right day.

“To my knowledge, people have very much worked together on this, and they’re proud of their work. We’ve made sure there have been opportunities to tell us if something doesn’t make sense,” Kenneth says.

AND, OF COURSE, optimizing everyday processes makes the unit more profitable.

“We’re achieving levels above the expected productivity, so that’s good,” Kenneth says. With his extensive experience in process work, he is also aware of one thing that can help immediately.

“Trust in our systems. If you ask your route optimizer to merge routes, trust the output. It may well be that in practice it has to be fine-tuned, but give the suggested solution a chance.”

TEXT: GRETHE-BIRGITTE FRIIS JAKOBSEN/RISTO PAKARINEN

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FOCUS / COST LEADERSHIP

Kristina Lilja Age: 55.

Does: Chief Legal & Staff Functions, PostNord Group At PostNord since: 2015.

“How we walk the last mile” 28

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We want to know what you think about People by PostNord!

Just scan the code and answer some questions.

What’s the first thing you think about when you get to work? If you’re being honest it’s coffee, isn’t it? Why is that? Perhaps because it feels like a warm, welcoming and pleasant way to start your day! This is exactly what ABC Culture is all about.

TEXT: ERIKA BERGQVIST LINDWALL PHOTO: SAMUEL UNÉUS

CAN WE create a sustainable workplace in which our way of working together helps us all achieve a better work-life balance?

Kristina Lilja, Chief Legal & Staff Functions, explains how our well-known ABC Leadership will expand into an all-encompassing culture: “We’ve been working with ABC Leadership since 2020, but now that we’re working with the new Cost Leadership Program, we can see a need to develop our leadership and elevate it into a common culture spanning our Nordic markets,” she says. “So, by taking the ABC criteria and expanding them into a set of shared behaviors that we all commit to, we will be able to establish a culture that takes us successfully into the future.”

C

TAKING OWNERSHIP ABC Culture is a set of practices geared towards us all creating a warm, tolerant and helpful working atmosphere, where everyone takes ownership of getting the job done, continuously improve and systematically share best practice, and we do it together.

“And if someone’s struggling with their tasks, we provide help or support so we both can move on to the next thing,” she says. “It’s about being accountable, brave and committed. Walking the last mile together.”

ANCHORING OUR CULTURE A campaign will be launched to reach all parts of the organization. Kristina points out

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the role of managers in embodying the culture and drawing attention to best practice.

In supporting attitudes that involve praising and putting the spotlight on each other when things go well – and sharing our mistakes when things go wrong.

“That takes courage,” says Kristina, stressing the importance of being tolerant and brave.

“We learn and grow together – from both our successes and our mistakes. This requires a sympathetic culture. I think we have a warm, friendly and welcoming culture and that’s great, but we need to incorporate these values in our day-to-day work.”

In business, this can mean being precise when talking to customers about what we can deliver so that their expectations are aligned with what we can provide. As a salesperson, for example, it means being warm and friendly in conversations with customers.

Seeking to understand the customers needs, and at the same time being clear on our set of offerings.

CHALLENGING THE STATUS QUO Just as the Cost Leadership Program is designed to bring together our various strengths, ABC Culture is about adopting a mindset that

ABC Culture and how to achieve it:

1 2 3

We will be accountable … by showing ownership and responsibility.

We will be brave … by being proud and bold.

And we will be committed … by being motivated and enthused.

will assist in the implementation of the Cost Leadership Program. A mindset that means we can all take pride in being part of the next step for PostNord in the Nordics. Kristina concludes by emphasizing how important this is if we are all to succeed.

“It’s crucial,” she says. “We need to think about PostNord as a whole if we are to flourish. Move away from silo thinking, challenge old ways of doing things and constantly strive to be better.”

If someone’s struggling with their tasks, we provide help or support so we both can move on to the next thing.

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FOCUS / COST LEADERSHIP

H G A C N E Embrace

Change is often unknown – and can be frightening.

But by working together and communicating openly, we can build trust, according to Annika Dahlström. She knows since her team spearheaded a difficult switch.

Annika’s tips for achieving change:

1 2 Annika Dahlström Age: 58.

Position: Product Owner, Skicka Direkt and Skicka Direkt Business, PostNord Group.

Closest colleagues: Everyone at Digital Solutions in Group IT. At PostNord since: 2019.

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Agree on and commit to a common goal and schedule.

Keyword: “Together”.

Many people from different parts of the company came together and did a great job.

We planned everything from the outside in, by customer segment, and tried to envisage how the change would impact our customers’ worlds.

Communicate, inform, communicate. More than you think, and then some more.

Do it early on in the process – and often.

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– and communicate!

OR 25 YEARS, our customers were accustomed to using a particular solution for their shipments. They knew how to punch in all the necessary information, where all the settings were, how the labels were printed – quite simply how everything worked.

And that it worked.

So you can imagine not everyone was delighted to hear that PostNord was going to develop a system of its own.

“We decided that the old solution wasn’t as flexible as we wanted it to be,” says Annika Dahlström, team leader for Sender Solutions at Digital Solutions & Development. “Also, we were paying someone else for the system and its development, and we didn’t have full control of the customer journey. So, when the contract was up for renewal in 2020, we told them it was going to be the last time.”

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THIS WAS NO small task either, with more than 20,000 clients and their 25,000 accounts in Sweden, Finland and Germany.

But there was no turning back.

The migration to the new solution would have to be “simple and pleasant,” in that order.

And another thing: all the customers would still be PostNord’s customers, even if they chose not to switch to Skicka Direkt Business.

“That was very important to us,” Annika says. Based on these guidelines, the team got to work.

“We were very focused from the get-go due to the tight deadline, but there were naturally moments when I wondered if we’d make it,” she says. “We were told that we’d

Being there for the customer on their terms was crucial to success.

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lose business because we were about to bring insecurity to something that had worked well.”

“At PostNord we can sometimes be nervous about asking our customers to do things, and we were now about to ask them to do something big,” she adds.

ON THE CORE team, there were about ten people who in turn worked with another dozen or so people. The core team also played a key role in getting others on board.

“Of course, there were meetings where people questioned certain things or asked us if we’d missed anything, and it’s not always easy to just listen and take it all in,” Annika says.

“Especially at first. Then I understood that our job involves exactly that; gathering all the information and thinking of everything.

But it’s great to get feedback – it helps you in your mission,” she continues. “It’s important to listen, reflect and be grateful for the feedback, even if you don’t act on everything.”

Besides listening, it was also important to communicate.

“Our big customers have natural points of contact with us through our sales organizations, but a large proportion of our customers are direct online customers who we had to locate and send then information by email and regular mail,” she explains.

“We’re confident that we found each and every one of them and that our information reached them.”

THE TEAM ALSO created demo sessions that the customers could book whenever it suited them, a concept they will keep going with in the future.

“Being there for the customer on their terms was crucial to success,” Annika says.

In November 2022, Annika and her team were able to celebrate the fact that they had met the deadline.

“One of the best seals of approval is the fact that clients who depend on secure data and secure shipments, such as public-sector authorities and companies in the financial sector, were very pleased with the change.

But we also worked very closely with them,” she concludes.

Skicka Direkt Business A free tool for ordering freight and transportation from PostNord.

Over 20,000 contract customers in the Nordics and Germany.

Part of the Nordic Customer Portal, with a wide range of value-added services.

The team: Morgan Ringkvist, Kalle Kvint, Mathias Billing, Johan Byren, Peter Forsman, Pontus Strandberg, Erik Lind and Annika Dahlström.

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THE BEGINNING / BILJANA STANISIC

Biljana makes people grow Six years ago, she came alone to Sweden from Bosnia and took on her passionate battle for inclusion and equal rights.

Today, Biljana has not only finished her degree, moved to Ljungby for love and applied for citizenship. She has also landed her dream job.

TEXT: SOFIA ZETTERMAN PHOTO: SATU KNAPE

ILJANA STANISIC always knew she wanted to study abroad. With an ear for languages, she picked up English and German simply from watching TV as a kid, later adding Japanese, fueled by her interest in fantasy and manga. But the fact that she ended up in Sweden six years ago was a pure coincidence. Linneaus University in Växjö was simply the first college that admitted her – with a scholarship as the icing on the cake.

Biljana’s original plan was to become a psychologist, but being a highly sensitive, empathic soul, she was told she wasn’t cut out for that kind of work.

“People asked ‘how are you going to be a therapist if you start crying all the time?’” she says. But being the stubborn former Taekwondo fighter that she is, Biljana decided to prove them wrong. And she did.

Today she has a bachelor’s degree in general psychology, and a master’s in work

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and organizational psychology. Her biggest motivator is her father, a driven entrepreneur who lost everything in the war and had to rebuild their life from scratch.

“He started driving trucks,” she says, smiling about the fact that she herself ended up at a logistics company like PostNord, working with truck drivers.

After university she met her love, André, and moved to Ljungby.

“How else does anyone end up in Ljungby,” she says laughing, well-aware she is more of a big city person.

TWO YEARS AGO in October, she got her first PostNord job as a temporary terminal worker at PostNord TPL Ljungby. Shortly afterwards the company announced they were looking for an HR recruiter, and Biljana secretly applied for the job.

“I only had six months of HR experience, BUT I GOT THE JOB, and I got it on my birthday! It was the best birthday gift ever.

I’m the first – and the only – HR recruiter in PostNord TPL,” she says smiling widely.

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THE BEGINNING

Biljana Stanisic Age: 30.

Position: HR recruiter and admin, PostNord TPL Ljungby.

Closest colleagues: Sofia Dahl, Carolin Andersson, Ena Basic, Stephanie Gräns Engblom and David Vogel.

At PostNord since: 2020.

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THE BEGINNING / BILJANA STANISIC

Biljana began working in her dream job in January 2022 and so far, she has recruited over 200 people.

“The best part of the job is giving someone else a job! I treat every application as if I’m doing detective work and take all factors that build up the resume of an individual into consideration. The most important thing I look for is potential and willingness to co-operate.

I believe in giving people a chance, especially when someone is new in the labor market, because I know it can be life-changing to get a job.”

COMING ALL ALONE to Sweden from Bosnia at the age of 24, Biljana is sadly familiar with what exclusion and discrimination feels like, especially being young, non-Swedish and a woman. So, she has made it her mission to

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be an evangelist for inclusion and diversity.

She volunteers for Växjö Pride, and last fall she started giving lectures on abusive differential treatment at the TPL sites in the region.

“All the punches I received made my shell harder with time. I’m like a walnut now – hard on the outside but still soft on the inside.”

Proudly she announces that Ljungby is now one of the most diverse PostNord TPL sites in Sweden, with employees of all ages from all over the world.

“When I hire, I don’t look at their name, I look at their story. Studies show that many recruiters don’t call back people with names they’re afraid to pronounce incorrectly, and they also often assume that there’ll be a language barrier because of the foreign name. I make daily decisions about people that affect their lives, and don’t want my

Every recruitment is a thorough process for Biljana and her desk is never empty of post-its.

PEOPLE BY POSTNORD

THE BEGINNING

The Biljana way:

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Be open with your feelings at work – always. If a comment is hurting you, don’t be afraid to let your colleagues know how they make you feel.

Always talk to your boss.

Don’t walk around holding your concerns within you, open up to your manager, a coworker, or HR – we are here for you!

Report all problems.

Don’t hesitate to report the person you feel is discriminating you, and all discrimination incidents. Without you reporting it we cannot address, nor solve, these problems and make things better.

2 3 PostNord TPL have had a hand in lowering the unemployment rate in Ljungby.

When it comes to human stuff, anyone who thinks they are objective are delusional. it’s also great that we take on people who can’t work full-time but need a stable job on the side.”

Last year PostNord TPL Ljungby received an award for helping to cut the unemployment rate in Ljungby municipality to the lowest level ever.

biases to impact those decisions. When hiring someone, if everything else is in place but someone is different and I find it hard to envisage them in the role, is that really a reason for me not to hire them? Or is it just a subconscious bias on my part?”

BEING A DEVELOPMENT-FOCUSED, research oriented psychologist who loves talking to people definitely helps.

Her desk is covered in colorful post-it notes to remind her of everything from how many people she needs to hire to the union contracts she needs to change. As an HR recruiter she also juggles 60 temporary workers on a daily basis to cover all shifts.

“I’d prefer to offer everyone full time, but our need for staff changes weekly,” she says.

“I want everyone to be socially secure, but

PEOPLE BY POSTNORD

Biljana’s hobbies are many: cats, nerdy costume play, video games, cardio training and plants.

SHE NOT ONLY loves her work, but also her team of supportive co-workers.

“For my 30th birthday, they surprised me with a plant – they know I love plants. I feel very loved at work, and that’s important for everyone, but especially so if you don’t have a family here.”

Last August she celebrated five years in Sweden with a “fika” – coffee and ice cream – at work, and this spring she received her permanent residence permit.

Biljana looks forward to the future at PostNord. She has the freedom to shape and develop her role in a workplace where she can be completely open and honest about her feelings. Biljana’s dream going forward is to keep educating people about discrimination at the PostNord TPL sites. Her goal is to work with leadership development through change – a challenging task. But just like her father, Biljana never gives up.

“No matter what I start, I’ll finish it completely, and if I stumble upon a problem, I’ll learn something from it,” Biljana says.

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VINJETT INSIDE THE / VINJETT BOX / PARCEL LOCKERS

nlocking

parcel lockers They’re big, grey and blue and seem to pop up all over the place like mushrooms – parcel lockers are becoming well-known features of many of our Nordic cities. And there are more to come – many more.

TEXT: SOFIA LUNDGREN

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Where parcel lockers are located in cities is usually determined by two factors: areas where people live and the distance to PostNord terminals.

In the countryside, parcel lockers are part of PostNord’s crucial community service. There, lockers are located close to places that a lot of people visit and gather around anyway, such as grocery stores.

In Denmark, parcel lockers were introduced as early as 2008 and they were quite popular from the start. But in Sweden, when parcel lockers first were piloted back in 2015, they were something of a flop. The main reason was a feeling of “Why should I pick up my parcel on the street instead of going to a staffed service point – surely that can’t be a secure solution?”.

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One of the best things about parcel lockers is the sustainability aspect – instead of several vehicles delivering parcels to several different homes, it takes just one vehicle to make a delivery to a single location.

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Other great things about parcel lockers are that many of them are located outdoors, so they’re made for really easy access – they’re accessible 24/7.

The lockers are made from sheet metal which is powder coated and striped.

The grey color is chosen to be as neutral as possible, but at the same time making the lockers easy to find.

Not only are they sustainable, but parcel lockers are really consumerfriendly too. As a recipient, you can choose to pick up your parcel close to home, whenever you want. No need to keep tabs on service point opening hours!

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In the end of 2024, we will have more than 11,800 PostNord parcel lockers in the Nordic region: 4,863 in Sweden, 3,800 in Denmark, 2,650 in Norway and 500 in Finland.

PEOPLE BY POSTNORD

VINJETT INSIDE/THE VINJETT BOX

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THE INSPIRER / SUSANNE ELISE JENSEN

Susanne is a true people person Originally, she wanted to be a nurse – and was admitted to nursing school. But she never showed up.

The reason was that Susanne Elise Jensen had become really fond of the colleagues she had met six months earlier at the Post & Telegraph Service in Vejle, Denmark.

TEXT: KAREN GAHRN PHOTO: JOHAN BÄVMAN

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PEOPLE BY POSTNORD

THE INSPIRER

It has always been people who have interested me. It is important to me to be able to make a difference to people, to be able to meet every one at eye level.

Susanne Elise Jensen Age: 56.

Position: General Manager, International Sales.

Closest colleagues: Mahir Kaya and Jonas Bergström.

At PostNord since: 1986.

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THE INSPIRER / SUSANNE ELISE JENSEN Susanne encourages her colleagues to push themselves. Here with Mahir Kaya.

We want to know what you think about People by PostNord!

Just scan the code and answer some questions.

HAD ARRIVED in a new city and got a temporary job at ‘Posten’. I was only 19 years old, but after a few months I was invited to go the management route, and I took that opportunity. That was 37 years ago,” Susanne says.

“People have always interested me. It’s important to me to be able to make a difference to people, to be able to meet everyone at eye level. I’m extremely curious about people’s backgrounds, their behavior, their personality. I could see opportunities to work in that area as a nurse, but even more so as a manager.”

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SUSANNE HAS WORKED with all aspects of management, from being hands-on in operations to strategic management, and from having direct responsibility for employees to leading through others. On April 1 this year, she switched to something completely new, PostNord Worldwide Connect, which aims to bound new customers outside the Nordic region.

“Whenever I’ve been in a new setting, I’ve said with conviction: ‘But I will never work in sales!’ And now I’ve ended up in the international sales department. The link for me is that it’s about relationships and meeting people. It’s your behavior that reflects your ability to achieve success. And I’ve always found it easy to build good relationships,” she says.

This year, Susanne’s professional life has gone from a job as Director for Mail and Last Mile Midt & Vestjylland, where she was

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responsible for around 400 people, to a position as General Manager, where she only has to manage herself in a virtual team.

“We’ve adopted the virtual way of working and turned it into a strength. There are 17 of us in the Nordics and internationally – and we manage to care for each other and check in and ask, ‘Hey, are you ok?’ I think my colleagues are fantastic.”

A NUMBER OF former employees have asked: How did you find the courage to take this job? It’s got nothing to do with management, you don’t know much about the field, and you have to speak English every day.

“I want to encourage everyone to push themselves. Maybe my English was a little rusty, but so what – what’s the worst thing that can happen? Well, it’s that I end up with some e-commerce experience on my CV. But you have to consider whether you can go from leading others to leading yourself. You have to be able to see things from a different perspective.”

And you have to keep PostNord in your heart. Susanne is often told that her heart must be blue.

“Being an ambassador at work, but also during my free time – I see that as my mission

in life. You must be able to imagine something on the horizon that you can reach for. For me, it’s all the parcels out there! I’ve always thought that there’s a huge market internationally – so why aren’t we out there? And now I’ve taken hold of the baton myself,” she says.

“I’m inspired by how others do business – I read a lot about that. And that’s why I think it’s exciting that we’re now entering new markets, and that I can be a part of this. I’ve always had the courage to go outside my comfort zone. We’ll have to see if that works out – and if it doesn’t, that’s OK too.”

Being an ambassador at work, but also during my free time – I see that as my mission in life.

You must be able to imagine something on the horizon that you can reach for.

PEOPLE BY POSTNORD

THE INSPIRER

I want to encourage everyone to push themselves. Maybe my English was a little rusty, but so what – what’s the worst thing that can happen?

Susanne’s take on inspiration:

1

I’m hugely inspired by people who are smarter than me and have the confidence to share their knowledge.

2

I’m inspired by the behavior of others, even when it surprises me. A colleague might be a little short-tempered. In that case, I’ll ask them: ‘What’s going on? Is there anything I can do for you?’ It can lead to a really good conversation.

3

I inspire others by being present. I think it inspires others when you stay silent. There’s a reason we have two ears and only one mouth. I listen and ask questions that show that I’m actually curious about people.

PEOPLE BY POSTNORD

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VINJETT / VINJETT

Natural Color System – NCS Today, the NCS Standard Collection comprises 2,050 standard colors, collected into the NCS Index 2050.

It is the national color standard in Sweden, Norway, Spain and South Africa and is used in over 80 countries.

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PEOPLE BY POSTNORD

VINJETT / VINJETT

THE GUIDE / OUR NEW UNIFORM

MADE

WITH CARE Our uniform is more than just a collection of different garments – it signals who PostNord is and what we do. Our uniform is also something that unites us in the four countries in which we operate.

With changing demands and needs from our customers comes a need to change the uniform too. One of its most important tasks is to keep its wearer safe.

PEOPLE BY POSTNORD

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THE GUIDE / OUR NEW UNIFORM

A design for life Our new uniform is a way for us to show that we care about each other. This is done through details that provide a better fit and increased comfort, but above all due to the fact that the uniform makes working safer.

HEN DESIGNING the new uniform, the needs and wishes of those who wear the clothes every day had a big impact. For example, the trousers now are more comfortable and have a better fit, thanks to them having shaped knees, stretch in the bottom area and hidden elastic on the inside of the

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waistband. In order to accommodate for comfort when driving, the jackets have been made longer and wider, so that they don’t ride up and they also provide better protection around the neck than before.

Also, the jacket pockets are now easier to open and close.

THE POSTNORD IDENTITY The clothes are another way of tying together the expression in the PostNord Group’s visual

PEOPLE BY POSTNORD

THE GUIDE

DURABILITY AND CHOICE OF MATERIAL Our clothing must withstand many days of work but impact the environment as little as possible. The clothes must last a long time, be dirt-repellent and not lose color or shape when washed. To prevent unnecessary washing, the dark blue color is placed on the areas that gets dirtiest.

As sustainability was an important aspect in designing the new uniform, fleece sweaters are now excluded, as fleece sheds harmful plastic particles when washed. The leather belts have also been replaced by canvas belts – in addition to canvas not being an animal product, the new belts are softer, more flexible and fit more body types.

identity. The two shades of blue used are our main colors and the hi-vis fluorescent color is an interpretation of the coral accent color from our new visual identity. The visual identity is visable chiefly in the color choices, as well as in a sportier, more functional design than before. We also use the PostNord logo more and in larger format; it’s used in reflectors and on the back of our jackets, so people can easily see where we are from.

HI-VIS AND REFLECTORS Today, most of PostNords mail carriers are also couriers and increasingly operate in traffic, so the uniforms must be highly visible.

Based on the EU’s requirements for visibility in traffic and rules, a hi-vis color is used on the clothing. The unique coral was carefully created and it’s usually placed near the top of the garments, to be as visible as possible in traffic. Another important part of the uniform is the reflectors. There are two bands of unbroken reflectors, as well as reflectors on the shoulder area.

PEOPLE BY POSTNORD

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THE GUIDE / OUR NEW UNIFORM

Hans Norén Age: 65.

Position: Now retired, but former Senior Specialist Technical Services, NCS Color.

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PEOPLE BY POSTNORD

THE GUIDE

In living col r When Hans Norén graduated from art school in 1984, he took a job at NCS Color. Little did he know that he’d stay for more than 45 years – or that he’d develop the famous PostNord Blue. His parting gift: creating the hi-vis coral on the new uniform.

TEXT: RISTO PAKARINEN PHOTO: SAMUEL UNÉUS

PEOPLE BY POSTNORD

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THE GUIDE / OUR NEW UNIFORM Mixing color takes a lot of craftmanship.

Hans analyzes the colors both manually ...

... and by machine.

OSES ARE RED, violets are blue … but exactly which red and which blue? NCS Color in Stockholm have made it their business to know.

Building on decades, even centuries of research – the first known color palette, the Forsius globe, was published in “Physica” by Swedish physicist Aron Sigfrid Forsius in 1611 – the predecessor of NCS Color was founded in 1978. A year later, the NCS was launched as a Swedish national color standard.

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GETTING THE COLOR just right is more important than you might think at first glance.

NCS Color has clients that make prostheses and need to find the right skin tones; they’ve worked with seed sorting – to weed out the bad, discolored seeds; and they’ve helped salmon producers find the most appetizing color for their fish.

But, most importantly, Hans Norén mixed and standardized PostNord Blue.

“In 2012 PostNord approached us with the color they wanted to use. I analyzed it, reverse engineered it in our lab and mixed the NCS 1862-B05G,” he says.

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“But of course, any company would want to own the color space so that, instead of a mix of letters and numbers, it’s known as “PostNord Blue”. Like there is a Ferrari Red, or NCS 1977-Y95R,” Hans adds with a smile.

STANDARDIZATION IS important to ensure that the color always stays the same, regardless of its use.

“It’s easy for company colors to shift over the years,” adds Martin Norrefeldt, Business Development Manager at NCS Color.

“One partner makes one part in one color and another in a slightly different shade.

Five years later, the palette has changed, and nobody knows what the right one is anymore.”

That’s why Hans also established suitable colors adjacent to PostNord Blue that can be used to create the same sensation, depending on, for example, the material used.

AFTER ALMOST 50 years in the business, Hans has gone back to creating his own art.

But before that, he helped PostNord creating the coral colored hi-viz detail on its new uniforms. A long process which required following rigorous rules and meticulous testing processes.

“There are quite strict safety standards in the Nordic countries, so we only had a few fluorescent options to work with. But that also made it a nice challenge, and I think we finally found a color that looks good, is fluorescent and meets the safety requirements,” Hans says.

“It works well with PostNord Blue,” he adds.

EVEN AFTER A long career in color, Hans still enjoys seeing his work, such as PostNord’s blue vehicles, out in the wild.

“My family members don’t get as excited anymore. They’ve already heard it all,” he says with a laugh.

But that also made it a nice challenge, and I think we finally found a color that looks good, is fluorescent and meets the safety requirements.

PEOPLE BY POSTNORD

THE GUIDE

Caring for your clothes WE HOPE YOU like the uniform, but it’s important to remember that all items may only be used for work purposes and when traveling to and from work. Also, since the uniform represent PostNord, the clothes may not be altered or modified, for example by using own printing or cutting of sleeves. Because of the same reason none of your own private clothing, not even caps or other such items, may be used together with the uniform.

Since our uniform signals who we are and you represent all of PostNord when wearing it, it is important that uniform is clean and not torn or worn out. Talk to your manager if that’s the case!

The uniform also generates trust, and it’s really important this trust isn’t abused, for example in the case of robbery or fraud.

That’s why you need to tell your manager immediately if any item of your uniform is lost or stolen. And if you decide to leave PostNord, all items of the uniform must be returned.

PEOPLE BY POSTNORD

Take care Wash all garments that are worn closest to the body (such as functional tops and underclothes) in a 60-degree color wash, and other clothes in a 40-degree color wash.

The only garment that can be tumble dried is the cotton t-shirt.

Never use an iron on reflectors or reflective logos.

Do not use fabric softener when washing functional garments, as this impairs the function of the fabric.

Did you know?

In the ”dress regulations” for Swedish mail carriers from 1893, possible choices for the rural carriers were a sword, a signal horn and a wolf skin for winter.

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OUTSIDE THE BOX / JOB SWAP

IT

changes

Front Week hopes to...

1

Create a stronger sense of community with a better understanding of the whole business.

2 3

Obtain feedback on IT solutions.

Create a potential recruitment path to IT.

We want to know more about you, your colleagues and your workplace! E-mail us at peopleby@postnord.com

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PEOPLE BY POSTNORD

OUTSIDE THE BOX

gear

Sven definately wants to swap jobs again.

A cool experience that generates understanding – that´s how Sven Gehlsdorf describes Front Week, in which he was one of the first people to participate.

TEXT: NILS SUNDBERG PHOTO: ANNA SVANBERG

My first thought was “this is something I want to do again”.

PEOPLE BY POSTNORD

VERYONE AT PostNord IT is now being offered the same opportunity as Sven – to work for a week in production to see how the IT solutions are used and work in practice, not only in theory.

“Front Week is about us being right at the front, right next to the customers and our colleagues working in production, to understand how we together can make everyday life easier for our customers,” says Sven.

He is responsible for all IT agreements at PostNord and has the additional task of being Group IT ambassador, which concerns building and developing the culture at IT. He is also one of the initiators of Front Week, its aims including establishing a stronger sense of community.

“We want everyone at IT to gain insights into how production works, get feedback on our IT solutions and generate a better mutual understanding of our work,” he says.

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THE IDEA COMES from companies such as IKEA, where managers are expected to work in different parts of the organization to develop personally and gain a better overall picture of the company. Front Week is available to 400 or so employees at PostNord IT. “Nobody is forced to do it, but the offer stands for those who find it an interesting proposition,” says Sven. “Of course, we work in consultation with production so that we can provide the help they need. This could be during the summer period or the peak period from mid-November up to Christmas.”

The initial round of Front Week took place during Black Week 2022, when about 20 people in IT, mainly managers, took the opportunity. Sven worked for a few days

at the mail terminal in Västerås – sorting letters and delivering parcels on one of the city rounds.

“My first thought was that ‘this is something I want to do again’,” he says. “There’s incredible pride among those working in production in delivering what they’re supposed to deliver. It was great to see this, and it will be exciting when everyone at IT has taken part and we can share this feeling.”

THE DRIVER SVEN traveled with gave feedback on the hand scanner used, which suggests a schedule for the round. Sometimes, the suggested order doesn’t work and the driver has to modify it.

But it’s not always easy when it’s, let’s say, 25 degrees below zero and your gloves are on and off all the time. Maybe the touchscreen could be bigger? Or maybe it could be easier to reorder the round by right-clicking and placing an address at the top, for example?

“We’ve submitted these comments to our app developers. We also noticed that those in production thought it was positive that we accompanied them in their day-to-day work,” says Sven in conclusion.

Sven Gehlsdorf Age: 59 Position: Head of Vendor & License Management, PostNord IT. Closest colleagues: Henrik Hellström, Michael Forssén, Martin Schaefer and Jörgen Hellberg (CIO).

At PostNord since: 2016.

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THE GADGET / ABC-GAME

Learn your ABC ABC CULTURE DESCRIBES how managers and employees should be and act, and what we can expect from each other, so that we can do a good job and ensure well-being in our workplaces.

Accountable – Ownership and responsibility.

Brave – Proud and bold.

Committed – Motivated and enthused.

Do you wanna play?

The ABC game is suitable for theee to six people in a group, and it takes from 30 minutes to two hours to complete.

The game also includes a document entitled ‘My task list’, which everyone has available during the game and where they note down the four points.

The ABC game is available both as a physical card game and as e-learning – check with your local HR and PostNord Learning if you’re interested.

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Terje Eide Age: 58.

Position: Acting District Manager Bergen, Norway.

Closest colleagues: Those who work in HR Norway, and now also those who work in the Bergen department.

At PostNord since: 1987 as a contracted car owner, then from 1995 within the company.

A total of 36 years.

PEOPLE BY POSTNORD

ABC

THE GADGET

– the name of the game

Through questions and dilemmas, the ABC game inspires participants to reflect on culture and everyday working life. There are no wrong answers and it’s not dangerous to talk about feelings.

TEXT: SISSEL FANTOFT PHOTO: INGVILD FESTERVOLL MELIEN

HE AIM OF the ABC game is to assist in discussions around leadership and the culture at PostNord.

“The idea is that the game will inspire managers and employees to think about how they can work together to make things even better. The game has been played around 50 times in Norway with everyone from freight forwarders to directors, and it’s been very positively received. A group usually consists of three to six people, and the fact that they have to discuss given questions on the spot makes them more aware of the issues in their everyday lives,” says Terje Eide.

The game is also available in the form of e-learning, to make it easy for all departments to do within their teams.

“I prefer the ‘analogue’ version because we get closer when we are face-to-face with each other. Employees open up more and we get a lot of good insights and input. We all benefit from getting a little out of our comfort zone now and then,” he says.

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INCREASED AWARENESS A round of the ABC game lasts between 30 minutes and two hours.

“The first participant chooses a number between 2 and 35. The facilitator shows what’s written on the card, the participant reads it out loud and is first to respond to the question/dilemma. Then everyone gets their turn to give their opinion before the next participant draws a new number,” explains Terje.

The game also includes a document called

PEOPLE BY POSTNORD

‘My task list’, in which everyone makes notes during the meeting.

“In the last 10 minutes of the discussion, the participants summarize their thoughts on this task list. They say what they want to do more or less of and what they want to start or stop doing, based on the discussion they just had. There’s also an opportunity to highlight positive events or actions that reinforce the culture we want to develop,” he says.

SAFE FRAMEWORK The ABC game is more effective and enjoyable when participants have the courage to be bold and challenge themselves. The feedback Terje has received after the game clearly shows that it has struck a chord with the participants: “I think it's very good and offered interesting questions. Also, it's good to do something different. I like it when you focus on things that you can do for yourself to improve your everyday life.”

“You’re encouraged to think through your own habits and reflect on your way of working.”

The ABC game – not only fun, but also educational.

“I think it’s good to focus on situations that can arise in everyday life and how these can be resolved.” Terje concludes: “I love talking to employees and bringing out the best in each and everyone. In a safe environment, many people feel that it’s not dangerous to talk about feelings, share experiences and discuss challenges and solutions.”

I think it’s very good and offered interesting questions. Also, it's good to do something different. I like it when you focus on things that you can do for yourself to improve your everyday life.

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VINJETT / VINJETT

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PEOPLE BY POSTNORD

VINJETT / VINJETT

FOCUS / GREEN BY POSTNORD

FUELING A

REVOLUTION Right now, the single biggest challenge facing us is the global climate crisis. If we are to solve it, we need to work together.

Since PostNord is a key player in Nordic business and society, we are also committed to take the lead in the climate transition of the transport and logistics sector.

This is our map ahead.

PEOPLE BY POSTNORD

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FOCUS / GREEN BY POST NORD

Axel Scheutz Godin

Our green transition

Position: Senior Green Technology Lead and expert in decarbonization within Green

by PostNord, PostNord Group.

Closest colleagues: Terése Melander, Louise Maritz Degerman, Simon Hoge and Nima Ghaviha.

Joined PostNord in: 2021.

Ask the question “What is sustainability?” and you will get many answers. The answer to “What is Green

by PostNord?" is much more straightforward. Green

by PostNord is the Group’s program to transition to fossil-free transport and operations by 2030.

TEXT: KRISTINA RAMSTRÖM PHOTO: SAMUEL UNÉUS

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PEOPLE BY POSTNORD

FOCUS

OSTNORD HAS taken on the role of leader in the green transition of the logistics sector – but there are more than a few twists and turns along the way. As our roadmap needs to take into account a changing world, it is updated and edited annually in order to match the latest technological developments and political decisions.

However, one thing remain constant: Green

by PostNord affects the entire company and the transition is crucial to our future. Amanda Jackson Keskitalo, Head of Group Sustainability and owner of the Green By PostNord transition program, and Axel Scheutz Godin, Senior Green Technology Lead, explain what Green by PostNord actually means.

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Green by PostNord is a Group-wide climate transition program; can you give an example of what that does entail in practice?

“Simply put, Green by PostNord is something of a special force, with the task of making PostNord fossil-free by 2030. More specifically, this mainly means shifting the vehicle fleet from fossil to fossil-free fuels.

We are about eighty dedicated experts from the whole group who work together in different centers of excellence and work streams, including electromobility, biodrive, subcontractor transitioning, net zero buildings, and rail and air. And of course, the entire effort involves many more functions and colleagues.”

Amanda Jackson Keskitalo Position: Head of Group Sustainability & Group Public Affairs, and owner of the transition program, Green

by PostNord, PostNord Group.

Closest colleagues: Terése Melander, Louise Maritz Degerman, Simon Hoge and Nima Ghaviha.

Joined PostNord in: 2022.

PEOPLE BY POSTNORD

Fossil-free by 2030; how will we get there?

“We’re powering the transition to greener logistics by progressively reducing our dependence on fossil fuels. One key aspect of the transition is that both we and our subcontractors are adapting our vehicle fleets through investments in electric and biogas vehicles. Transport operations make the biggest contribution to our carbon impact, but as we are to be fossil-free in 2030, we

also have to restructure the energy supply to our buildings.”

Two interim targets have been established for the journey to the 2030 target – what are they?

“In 2025, we are to have cut the carbon impact from our operations by 40 percent compared to 2020, and in 2027, our last mile transports are to be emission-free, i.e. electrified.”

What are the differences in how our Nordic countries are approaching the transition?

“The conditions are different on account of geographical and political aspects, and as regards how much work has already been done. Also, Sweden and Denmark have many own vehicles while Norway and Finland mainly rely on suppliers. Cooperation and knowledge-sharing are crucial to our success in accomplishing the transition.”

What types of cooperation are required?

“We need to work together within the Group, with our partners in the transport sector, and with other transport providers and customers. One specific example of our commitment is our membership of the Pathway Coalition – a working relationship involving a number of major companies whose aim is to accelerate the reduction of carbon emissions from heavy transport.”

Our goals are ambitious; will we achieve them?

“The goals are ambitious, certainly, but absolutely realistic. However, we cannot achieve them on our own. We need to work together within and outside our company and sector to speed up the transition to greener logistics. The climate transition also has to do with future-proofing our company. Customers and other stakeholders request fossil- and emission-free transport. The future has no place for companies dependent on fossil fuels.”

We’re powering the transition to greener logistics by progressively reducing our dependence on fossil fuels.

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FOCUS / GREEN BY POST NORD

TEXT: KRISTINA RAMSTRÖM

We’re electric Nima Ghaviha

Today 28 percent of our total vehicle fleet is electrified – mainly e-bikes and light vehicles.

Focus now is reaching the interim target: that PostNord’s entire fleet of vehicles in last mile is emission-free by 2027.

HE GREEN transition is a win-win situation for the climate and the economy. Even when electricity was at its most expensive last winter, it was cheaper to run an electric vehicle in Sweden than a fossil fuel-powered one. But the economic benefits and conditions for electrification differ among the Nordic countries.

“PostNord’s work on electrification follows our so called green tech road map, which is rolled out in each country and market.

They then establish their own plans,” says Nima Ghaviha, Green Technology Lead at PostNord’s Climate Impact Office.

“Where lighter vehicles are concerned, the technology for charging infrastructure is already well developed and there are ve-

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hicles on the market. The challenge of last mile electrification lies in the lack of capacity in the power grid and the long lead times for grid expansion projects. But the biggest challenge lies in electrifying the routes that require large and heavy trucks.”

TODAY, EXISTING VEHICLES on the market can meet some of our needs. But the technology for heavy vehicles needs to be developed, as does the charging infrastructure.

Today, it takes a long time to charge a large vehicle, putting immense strain on the grid.

We also need more initial investment capital to purchase the vehicles. On the positive side, however, many market participants are working together to accelerate development, and the technology is evolving rapidly.

“We are driving the development of the industry, but we can only succeed if we work together,” says Nima. “That’s why

Age: 36.

Position: Green Tech Lead, PostNord Group.

Closest colleagues: Amanda Jackson Keskitalo, Terese Melander, Axel Scheutz Godin.

At PostNord since: 2022.

we’ve forged several partnerships, including with subcontractors, other hauliers and the research institutes.”

THE DEVELOPMENT OF green corridors is another key means of supporting PostNord's climate transition. By ensuring fossil-free deliveries between the major cities, a large volume of all deliveries can be fossil-free, all the way from the retailer to the end customer.

TO MAKE THE most of electrification, it must also be run intelligently.

“All our drivers are therefore trained in ‘ecodriving’, i.e. how to drive their vehicle in an energy-efficient way. There are also intelligent ways to charge, such as after 7 pm, when electricity is usually cheaper.

Digitalization and smart systems make this possible,” concludes Nima.

PostNords Fleet

6,8% Biodiesel vehicle 0,4% Biogas vehicle 29,5% Electric vehicle 63,5% Diesel vehicle

2006 Posten’s environmental management system is certified according to ISO 14001.

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2006–2010 Target to reduce CO2 emissions by 15%.

2008 Posten’s first sustainability report is published.

PEOPLE BY POSTNORD

FOCUS

TEXT: KRISTINA RAMSTRÖM

Change through cooperation A fossil-free PostNord requires fossil-free transport providers. This can be achieved through procurement, knowledge sharing and working together.

O BE ABLE to deliver to all parts of the Nordic region, PostNord purchases transport services for certain routes. These are often the long and heavy routes – which is where PostNord has the greatest carbon emissions.

“If PostNord is to become fossil-free, our transport service providers need to become fossil-free, since they stand for a substantial share of our transport,” says Johan Sandström, Project Manager in environment and sustainability. “I believe that the transition of our many transport providers is the biggest challenge in terms of reaching the climate target by 2030.”

“Transport providers have differing abilities to convert to fossil fuel-free or emission-free,” he says. “For a small haulage company, it can be a big risk and requires the right financial conditions. Perhaps the carrier needs to charge a higher price, or assistance with funding. We need to provide conditions that give providers the confidence to invest and believe that the transition will pay off in the long term,” says Johan.

“A key tool for ensuring that transport providers make the transition is to change the procurement demands,” says Johan.

“We must specify the requirement that transport be partially and eventually completely fossil-free when we purchase new transport services. In parallel, we need to collaborate and communicate with existing subcontractors,” says Johan.

POSTNORD IS PURSUING goal-oriented efforts to accelerate the transition through-out the supply chain. The green tech roadmap contains the Group’s overall plan for the transition of the vehicle fleet and transport.

Based on this plan, each PostNord market is developing its own investment plan to ensure fossil-free and/or emission-free transport.

SEVERAL OF POSTNORD’S providers are showing interest in the green transition and understand that it can be crucial to being competitive in the long term. PostNord wants to support these providers through knowledge sharing. Another incentive could be to offer longer contracts, which would provide security.

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2010–2020 New, longer-term and more ambitious climate goal: −40% CO2.

PEOPLE BY POSTNORD

Johan Sandström

Age: 56.

Position: Project Manager, Sustainable Supply Chain, PostNord Group.

Closest colleagues: Deeba Remheden, Ilmo Strömberg, Einar Løndal, Lars Bråten, Axel Scheutz Godin and Simon Hoge.

At PostNord since: 2017.

2016 Changes in postal laws in Denmark lead to reduced transport needs.

“Timing is also important where the transition is concerned. The prices of the vehicles needed will hopefully come down, and prices and tax rates for fuels, electricity, etc. will affect transition opportunities.

We’re not alone in recognizing the need for a green transition. Customers, our owners and legislators are all pushing for us to continue our journey towards fossil-free transport,” Johan concludes.

2020 Climate targets are exceeded: −44% CO2 between 2010 and 2020.

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FOCUS / GREEN BY POST NORD

TEXT: KRISTINA RAMSTRÖM

More by train, less by air It’s climate-smart to take the train. That’s why a key part of PostNord’s efforts to become fossilfree involves increasing the proportion of rail transportation while reducing air transportation.

AIL TRANSPORT plays a part in limiting PostNord's carbon footprint. Rail has a lower climate impact than road transportation, so it is important that railways can accommodate a share of our transport needs.

“Rail transportation is particularly important in Sweden and Norway,” says Hampus Schander, Strategic Technology Developer.

“In Sweden, the major mail terminals are connected to the railways, with over 60 percent of mail volumes being transported by rail. In Norway, 50 percent of our parcel and pallet volumes are transported by train.”

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ALL MODES OF transportation need to undergo green transition individually. But an intelligent solution is to link different modes of transportation – a solution known as intermodal transportation – as a further step in the green transition.

Intermodal transportation means that at least two modes of

transportation, such as road and rail, are used to transport mail and goods.

“Where there aren’t enough tracks, we combine rail with road, offering transportation of intermodal units such as trailers and swap bodies,” says Hampus. “This is an energy-efficient alternative to long-distance truck transportation and something I think we should develop and invest more in to achieve our sustainability goals.”

AIR TRANSPORTATION currently accounts for only four percent of PostNord’s total transportation. Swedish legislation was introduced in 2022 to allow mail to be delivered in two days instead of one. This, combined with a reduction in the amount of mail to be delivered, made it possible to eliminate 500 flights and reduce air emissions by 51 percent.

“We are following the research on sustainable aviation fuel (SAF).

At present, it’s possible to mix SAF into fossil fuel, we have tested using a high blend of SAF. However, this is still at the experimental stage and continues to be an expensive solution, so to achieve the 2030 target, air transportation needs to be reduced even more, and more investments should be made in rail transportation,” Hampus concludes.

2021 New sustainability agenda and goals, and roadmap for freedom from fossil fuels.

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Hampus Schander Age: 42.

Position: Strategic Technology Developer, PostNord Group.

Closest colleagues: Anna Jernberg, David Larsson, Carolin Schaffert, Lars Bryldt-Christensen, Ravi Kirian Kotty, Martin Redborn and Christian Østergaard.

At PostNord since: 2020.

2021 PostNord joins the Pathways Coalition and makes a record investment in over 1,000 vehicles.

2022 Green by PostNord, the group’s climate change program, is established.

PEOPLE BY POSTNORD

FOCUS

TEXT: KRISTINA RAMSTRÖM

The journey to a fossil-free future Currently almost 40 percent of PostNord’s own vehicle fleet is fossil-free. Combined with electrification, biofuels form part of the solution to achieving completely fossil-free transport.

ODAY A QUARTER of the fuel purchased is fossil-free – HVO100 is a biodiesel and the most common fuel. It reduces greenhouse gas emissions by up to 90 percent compared to regular diesel. Another advantage is that HVO100 works in a diesel engine. The downside is that the production of HVO100 has other forms of negative impact on the environment. These can include contributing to rainforest deforestation due to the fact that the fuel can be extracted from palm oil.

“Alternatives to HVO100, such as biogas, are now available and being developed,”

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2022 New climate targets are adopted and approved by the Science Based Targets initiative.

PEOPLE BY POSTNORD

Ilmo Strömberg

says Ilmo Strömberg, Quality System Manager and Climate Lead. “The availability of sufficient biogas is a challenge for the entire industry, but development is taking place rapidly. We’re actively following the research, and hydrogen is another interesting option.

Age: 36.

Position: Quality System Manager and Climate Lead, PostNord Finland.

Closest colleagues: Ville Hilmola.

At PostNord since: 2015.

BIOGAS CAN BE produced in the Nordic region using by-products from agriculture and forestry. In combination with electrification, it is a good way to spread risk in the transition to fossil-free fuels, as the most profitable option depends on policy and legislation, locally and within the EU, such as the lowered reduction obligation (the obligation placed on fuel suppliers to reduce emissions from traditional fuels such as diesel) in Sweden.

“In Norway we use biogas, as HVO100 is not permitted. Sweden has also come a long way in implementing biogas, while in Finland and Denmark, there are some vehicles running on biogas, but only on a small scale.

Having several renewable solutions makes us less vulnerable, and local adaptations are important due to rules and conditions differing between the Nordic countries,” Ilmo concludes.

2022 Green corridors, PostNord’s customer offer for fossil-free deliveries, is launched.

2030 PostNord becomes fossil-free. PostNord’s journey towards more sustainable logistics continues.

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PASSION / THOMAS WEIGÅRD

As soon as Thomas Weigård has the opportunity, he sets out to discover the world. If he sees a Viking bar or a restaurant with meatballs on the menu, he jumps on the first bus away from there.

TEXT: SISSEL FANTOFT PHOTO: LEIKNY HAVIK SKJÆRSETH

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T

HOMAS BEGAN HIS travel adventures in 1998, when he worked shifts as a terminal operator in PostNord’s Norwegian main office at Alfaset and had up to 800 hours of overti-

me each year.

“The first trip outside Europe was to Asia and after that, trips to holiday resorts in Spain weren’t so exciting anymore,” he says.

Thomas set himself the goal of visiting all

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47 countries in Europe before he turned 44.

“Not all of them were easy to get to – when I was going to Belarus, for example, I had to fly via Lithuania due to visa regulations. But I’ve discovered that most things work out if you have a positive attitude,” he says.

TO DATE, THOMAS has visited 69 countries all over the world. Meetings with new people and cultures are what drives him.

“I love talking to people and never feel lonely, even if I travel alone. If you show respect, you get respect back,” he points out.

Among all his good travel memories, he particularly recalls his trip to Sri Lanka ten years ago.

“It’s a fantastic country with incredibly nice people. I used to treat a street vendor to a couple of beers every day and was invited to dinner with him and his family, deep in the jungle,” he says.

EVERY YEAR, THOMAS organizes a boys’ trip for 15–25 friends and colleagues under the theme of “Countries you’ll never visit with the family”.

PEOPLE BY POSTNORD

PASSION

Thomas’ traveling tips for longer trips:

1

Use a rucksack instead of a suitcase, and bring clothes that you can give away before you return home.

2

Never forget Imodium and Idoform – nothing is more frustrating than having your trip ruined because of an upset stomach.

3

Leave jewellery and expensive watches at home to avoid being robbed.

rotter I love talking to people and never feel lonely, even if I travel alone.

PEOPLE BY POSTNORD

“We’ve been to Moldova, Azerbaijan, Georgia, and Armenia, and this fall we’re going to Romania. I’ve also taken three colleagues from the management group to Istanbul and Kosovo. I spend a lot of time coming up with an interesting itinerary in advance. Otherwise, guys on tour tend to end up at the first bar they see,” he laughs.

One country Thomas never returns to is Egypt.

“I’ve been there twice, and it was incredibly tiring. My dream trip is to sail around Oceania for five weeks and visit Fiji and other island states before it’s too late,” he says.

Thomas Weigård Age: 50.

Position: Head of Transport, PostNord Solution, Langhus, Norway.

Closest colleagues: Tommy Slåttum, Roy Gulbrandsen and Pia Valgermo.

At PostNord since: 1998.

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BEHIND THE SCENES / SECURITY

Mission – stop the hieves You could call Robban and Edvin PostNord’s own private eyes. The Security Department at PostNord Sweden works with surveillance and arrests, but also preventively to ensure that theft, fraud and threats do not occur.

“Solving a tricky case is a good feeling,” as Robban puts it.

TEXT: NILS SUNDSTRÖM PHOTO: JOHAN BÄVMAN

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PEOPLE BY POSTNORD

BEHIND THE SCENES

Robban Age: 50.

Position: Investigator, PostNord Sweden.

At PostNord since: 2018.

Edvin Miller Age: 29.

Position: Security Specialist, PostNord Sweden.

Closest colleagues: Mattias Arndorff, Mikael Sjöström, John Elgmark, Tomas Barré and Jonas Westerberg.

At PostNord since: 2021.

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BEHIND THE SCENES / SECURITY On one day, Robban is at PostNord Sweden’s headquarters doing admin.

On another, he may be laying in a ditch in a lay-by watching a truck.

“All valuable goods that disappear are mapped so that we can search for a pattern,” he says. “Are there common denominators and anomalies along the route or at the final destination?”

N THE HUGE flow of parcels, letters and pallets that PostNord handles every day, there are little things that stand out. Sometimes illegal activities are behind the disappearance of shipments or parts of their contents.

PostNord’s Security Department is expert at identifying patterns so they can catch criminals, both internal and external, in the act.

“We work across the board,” says Robban, a former police officer who now works as an investigator. “Those who commit crimes against us may be employed by us or work for employment agencies, hauliers who drive for us or at service points. They may also be external criminals attacking PostNord’s property and our customers’ goods.”

“As soon as we’ve identified a suspect, we act,” he says. “We carry out surveillance and use ‘citizen’s arrests’, which is a legal term that means that anyone can arrest people who have committed crimes in certain specific situations.”

I

HERE, HE’S JUST called Robban and he doesn’t show his face because he mainly works with surveillance out in the field. The eyes and ears of the Security Department are the heads of units at the terminals and the entire production team, who report suspected crimes.

A report of a damaged shipment or a shipment found in an unusual place, for example hidden behind something, can be the key to unravelling an entire chain of crimes.

The same applies when customers contact the Complaints Department.

“Contact us once too often rather than once too little,”says Robban. “Everything matters. Contact line management and let us make an assessment.”

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THE FLOW OF SHIPMENTS can be tracked via the barcodes which are scanned at many stages. Robban and his colleagues can also see if a shipment has decreased in weight at any point. Once they have narrowed down a suspect, they can trace back their work history to see if other similar incidents have occurred.

“People are often creatures of habit,” says Robban. “Those who steal continuously often do the same things over and over again. In terminals, for example, we look for anomalous behavior that arouses suspicion. During surveillance, we can use CCTV to catch the thief in the act.”

A LARGE AND important part of the Security Department’s work is to work preventively so that threats and risks can be avoided. This applies to crime and fire in equal measure.

Edvin Miller is one of five security specialists in the Security Protection Department: “We serve as a support function for the operations managers and work closely with our security supplier Avarn to install and maintain camera systems, access control systems and alarm systems,” says Edvin, who has a military background and subsequently trained as a safety and security coordinator.

BASED IN GOTHENBURG, over the course of a year he makes about 70 site visits, mostly internal audits, to various PostNord units in western and northern Sweden. His mission is

Keep an eye out for:

1 2 3 4

Parcels or letters with a strange smell.

If parcels or mail is damaged and something has fallen out.

If the parcel or letter lacks sender.

If a person is behaving in a suspicious or abnormal way.

The laws in the Nordic countries differs, but in Sweden, PostNord is allowed to intervene if it suspects illegal content in letters and parcels. The Security Department makes an overall assessment of whether to contact the police.

Edvin and Robban swapping tall tales.

to review the security of the units and train the staff.

“It’s important to meet different PostNord employees to understand their everyday work lives and how they experience safety and security – the threats and risks that may arise for a mail carrier or driver,” says Edvin.

For Edvin, meeting colleagues, solving problems and helping to increase security consciousness is the most enjoyable part of the job.

“There’s a great deal of commitment to these issues. The challenge is to be proactive to prevent things that you aren’t really aware could happen,” he concludes.

4 tips for improved security: 1 Take the time to discuss security concerns openly. Identify potential risks and threats within our operations and promptly report any incidents.

2 Remember that security at PostNord is a collective responsibility. Commitment to these matters reassures safety for both our employees and customers, subsequently contributing to improved productivity.

3 Orderliness provides the foundations for good security. Ensure that all assets belonging to PostNord meet the requirements for intactness and functionality to prevent negative consequences in the long run.

4 Utilize all our available support functions.

PEOPLE BY POSTNORD

FEATURED IN THIS ISSUE: Carolin Schaffert 7 Johan Kardén 8 Mattias Norén 9 Mirja Niva 12 Ekaterina Spiridonova 13 Renata Dioszegi 14 Nicklas B Pedersen 15 Johanna Lager 16 Dan Emanuelsson 22 Marcus Holmström 26 Ramazan Göker 26 Oli Ullah Khan 27 Kenneth Christensen 27 Kristina Lilja 28 Annika Dahlström 30 Biljana Stanisic 32 Susanne Elise Jensen 38 Hans Norén 46 Sven Gehlsdorf 50 Terje Eide 52 Axel Scheutz Godin 56 Amanda Jackson Keskitalo 57 Nima Ghaviha 58 Johan Sandström 59 Hampus Schander 60 Ilmo Strömberg 61 Thomas Weigård 62 Edvin Miller 64 Robban 64 Mads Boelt 68

Avsändare/Sender: PostNord Group AB 105 00 Stockholm

Putting you

in FOCUS

Satisfaction, motivation and pride among the employees are all essential when creating a good workplace – that’s why PostNord’s leadership wants to know how you feel about these issues. Here are some results from this year’s FOCUS that HR consultant Mads Boelt wants to highlight.

Satisfaction & Motivation:

Enthusiasm & Dedication:

Immediate Manager:

“We have been going through a lot of changes in many parts of our organization recently and it is great to see that the motivation is still strong and that our colleagues really are enthusiastic about PostNord and the important work they are doing.”

“The question ‘I show enthusiasm for PostNord and my work tasks’ scores higher than in 2022. We feel the dedication from our employees and this is the best foundation for having a dialogue on how to create the best working climate going forward.”

“The immediate manager is very important in creating an environment where everybody can thrive and perform. We can see an increase regarding the Immediate Managers ability to create a good and safe atmosphere at our workplaces.”

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80

Inclusion:

Pride:

63 63 (65)

I am proud to tell other people where I work.

Mads Boelt

73

(65)

I would recommend others to seek employment at PostNord.

“We see a decline for the questions regarding pride and recommendation and we take this very seriously. We have a very important part to play for people and businesses across the Nordics, we deliver great services and should be proud to tell other people about it.”

“This year, we added three new questions regarding inclusion in the FOCUS survey. We have nor tracking neither external benchmark on these questions yet, but we are very happy to see high scores on all three questions.”

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In my team I feel safe and able to share my honest views and opinions.

At my workplace, you can be yourself without fear of judgement, disrespect or isolation from others, regardless of your age, sex, ethnicity, sexual orientation or other legal grounds of discrimination.

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At my workplace, there are equal opportunities for all, regardless of age, sex, ethnicity, sexual orientation or other legal grounds of discrimination.

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