POSITIVITY A SUSTAINABILIT Y STORY FROM THE PROTON GROUP
Positive change through sustainable growth!
“
Proton stands for positive change. With clever industrial solutions we create meaningful jobs and conserve the earth’s resources. Together we can contribute to a better world for the next generation.
Contents Organisation A word from the CEO
6
Organisation and business model
10
Geographic presence
12
History
14
Our business areas
16
Sustainability A word from the sustainability manager 26 Sustainability policy
28
Our core values
30
Our sustainability strategy
32
Risk analysis
34
Stakeholder analysis and dialogue
36
Social Employees
44
Society
46
Environment Climate impact
58
Local footprint
60
Economy Development
74
Growth
76
Box 1002, 331 29 Värnamo, Sweden +46 370 69 56 20, info@proton.se protongroup.com
Photo: Martin Johansson, Martin Andersson (Figjam) and Anna Hållams.
With energy-efficient LED lighting, Proton Lighting helps its clients create a more climate-smart society.
48
62
Proton Finishing sets its sights on enhanced personal safety in production.
Proton Engineering has been a subcontractor to the automotive industry for many years and has built its sustainability on a strong corporate culture focused on its core values.
Proton Services Proton Structure
Proton Engineering
Proton Lighting
Proton Finishing
80
Proton Edge
10
The Proton Group is a family-owned corporate group with five business areas: Edge, Engineering, Finishing, Lighting and Structure. Our service company, Proton Services, supports them all.
68
Pipe laying and infrastructure are an important factor when the process industries switch to sustainable production methods. Gunnar Hansson Svetsteknik, a part of the Structure business area, has specialist expertise in the field.
Proton pursues locally targeted sustainability measures in a global context. Caring about the people and environment around us is the first step to contributing to a more sustainable world. Store Mosse is one of the many valuable natural environments around us that we can rejoice in and be proud of.
6
DAVID GUSTAFSSON, CEO OF THE PROTON GROUP
“ Sustainability offers a fantastic opportunity to develop a company” The Proton Group’s sustainability story is the first step of a long journey that never ends. A journey with many challenges – and even more opportunities,” David Gustafsson says. “Sustainability offers a fantastic opportunity to develop a company.” The Proton Group focuses on growth. Is it really possible to combine growth with sustainability?
How does the Proton Group weigh in sustainability when making acquisitions?
“Customers, consumers and demanders want
of them expressly states that the company must
sustainable solutions. In general, public aware-
have a sustainable business concept. JL Safety
ness has increased to the point where clearly
in Skara, which we acquired a few years ago,
documented sustainability measures are often
is a good example. It’s an engineering safety
a requirement for doing business. Companies
consulting company that saves lives by helping
that want to grow in the future will have to offer
to make our customers’ working environments
sustainability as a part of their business model.
safe and secure.”
If we can develop a surface finishing method
“We have a checklist of about 15 points. One
the components just as well, there’s a good
What sustainability issues does the Proton Group prioritise?
chance the customers will choose us. And
“We are inspired by the Global Compact,
that means we’ve contributed to a sustainable
mainly because it has a high recognition factor
solution – and grown our business at the same
and is easy to communicate. Using the same
time. When it comes down to it, it’s a matter of
terms with all of our different stakeholders
survival. If we can’t turn things around, there’s
simply makes our sustainability measures more
no tomorrow for any of us. And there definitely
effective. We focus on three perspectives: Social,
won’t be a Proton Group.”
Environment and Economy. During the course
that has less environmental impact but protects
7
of the year, we conducted a stakeholder and risk
have a long way to go. We want to be clear and
analysis that allowed us to select several focus
transparent about our operations with our cus-
areas to prioritise.”
tomers, employees and other stakeholders, and
How do you develop the different perspectives?
in some ways we must do so, for our own sake. Naturally, we must meet all the legal and societal requirements, but customers also demand
“Our aim is to become carbon neutral by
that we can describe our sustainability measures
reducing emissions. For example, we are working
before they will do business with us. Doing so
to convert energy sources and reduce our
also gives us an idea of our strengths and weak-
dependency on LPG (liquefied petroleum gas).
nesses and what we need to work on in the future.
It is easy to get caught up in global thinking, but we see great opportunities to make a difference on a local plane. We can contribute to well-being in the community and for individuals in the long and short term by creating job opportunities. It is also important to be able to offer all types of jobs. We don’t just need academics – industrial and production jobs are vital to society and the economy. We can provide that important first job to a person who is far removed from the labour market, and we can also help our existing workers to advance in their skills. We’ve had several good examples in the past year of employees who have been able to take on a new role. Financially, we aim for long-term stability and resilience. In our world, that means profita-
Personally, I think it’s an advantage from an
bility of about 6–8 per cent and indebtedness
sustainability perspective that the Proton Group is
no less than 35 per cent. We also have a modest
family owned and not listed on the stock exchange.
dividend policy. This allows us to invest in our
It makes us look further to the future and think
business, in our employees and in our sustain-
in longer terms when making investments.”
ability measures.”
The Proton Group does not have to report on its sustainability efforts, does it?
What achievement in sustainability are you most proud of in the past year? “The climate assessment we did in Proton
“No, there is no requirement for mandatory
Finishing is an important starting point for our
sustainability reporting according to the Swedish
continued efforts.
Annual Accounts Act. We also do not choose to
It helped us to crystallise what to focus
call this a report, because it is the first summary
on when we continue with our other business
we have compiled and we are aware that we
areas. I’m also very proud of having set aside the
8
“
The greatest challenge is the switch to a low-carbon economy and how to create new, circular business models in which everyone is prepared to contribute.
resources we need to pursue ambitious sustain-
all need to start making demands of each other
ability efforts through a new organisation and
throughout the value chain. Customers need to
new hires.”
start making demands of us, and we need to start
Have you had any setbacks?
making demands of our suppliers. In our case, it’s largely about transports. We also have a lot
“Yes. Late in 2021 we discovered that a person
of work to do in terms of traceability. I think this
in a managerial position at one of our manu-
will take completely new legislation and new
facturing units had been taking advantage of
systems. The authorities could also simplify
people in a vulnerable position and demanded
regulations; it’s not easy to navigate over time
money in exchange for job offers. The person
and make investments, because the conditions
was fired and we reported them to the police.
keep changing – in particular, the handling of
It was a terrible disappointment to discover that
various fuels. It will take greater collaboration
such a thing was happening in our organisation,
between society, the business sector and
but it was also an important lesson that we need
consumers to achieve true change.”
to work even more actively establishing our core values and our Code of Conduct.”
What is your greatest sustainability challenge and what will it take to achieve it?
What do Proton’s stakeholders think of the work that’s going on? “We have been very clear that we see our sustainability work as a way of creating a positive differ-
“The greatest challenge is the switch to a low-
ence for the coming generations. My perception
carbon economy and how to create new, circular
is that many stakeholders – customers and
business models in which everyone is prepared
employees alike – appreciate this, that we’re doing
to contribute. Above all, there is often a lack
something meaningful, it’s not just about having
of financial incentive in our business deals.
a job here and now. I sometimes hear from new
As subcontractors, we often go further in our
employees that they applied to work for us specif-
sustainability work than the procurement
ically because we take sustainability seriously.”
specifies, so it is still very difficult to turn a profit on that added value. Those who invest heavily in a carbon-neutral factory cannot count on that investment paying off right now. That’s a problem we need to solve. My personal opinion is that we 9
PROTON GROUP
Global growth – together Organisation and business model The Proton Group is a family-owned business group with the Malveholm family as the largest owners. Its operations are divided into five business areas: Edge, Engineering, Finishing, Lighting and Structure, which operate in a variety of industries that are all linked to industrial production. Several companies operate in the business areas, each with free reins to conduct their own businesses and their sustainability programmes under their own responsibility. To support these operations, the Proton Group has established a special service company, Proton Services, which provides expertise in finance, HR, IT, marketing and management. In their specific fields of expertise, the companies in the five business areas have customers in an array of industries, which serve as suppliers, product owners or consultants to the automotive, construction, property and furniture sectors. Proton Group customers are primarily located in Europe, but some are in Asia, North and South America. Some long-term customers include names such as Ahlsell, Alfa Laval, Autoliv, Gunnebo Fastening, Hestra Inredningar, IKEA, Kockums Maskin, Koenigsegg, Kongsberg, MAN, Nevs, Renault, Rexel, Scania, Shiloh, Tesla, Thule, Volvo Trucks and Volvo Construction Equipment. One of the core ideas of the Proton Group is that the business areas can benefit from each other’s strengths by working together on sustainability, sharing of skills and business development. The wide range of business activities also helps to make the group somewhat recession-proof and allows it to move sustainability investment funds between businesses where needed.
10
ORGANISATION
Proton Services Proton Engineering
Proton Structure
Proton Engineering Proton Engineering, Lithuania
GH Svetsteknik Teknikrör
Proton Finishing
Proton Lighting
PF Anderstorp PF Eskilstuna PF Forsheda PF Hillerstorp PF Industripulver PF Alsab
Proton Lighting Proton Lighting, Finland
Proton Edge Proton Technology JL Safety Cedoc
EMPLOYEES IN 2021 419 EMPLOYEES 22
2021 SALES SEK 697M
12 15
33
23
95 88
169 184
295
187 Proton Edge
Proton Engineering
Proton Finishing
Proton Lighting
Proton Structure
Proton Services + Ind
PROTON GROUP
Strategic presence in the Nordics and Baltics
SWEDEN FINLAND
Helsinki
Eskilstuna
Skara Mölndal Hillerstorp Anderstorp Forsheda
Bankeryd Skillingaryd Värnamo
Proton Group headquarters
Klaipèda
LITHUANIA
Growth strategy The Proton Group pursues an active growth strategy with the aim of doubling sales every ten years. The sales target for 2030 is SEK 1.5 billion. This growth is to be achieved organically and through acquisitions, and through an increased global presence. • We develop companies with unique abilities that are, or have reasonable potential to be, leading in their field. • We invest in companies that have, or have the potential for, good dividends, long-term growth and limited risk. • We have a healthy financial base that is stable in the long term. • We are long-term owners with no ultimate time limit. • We have operations in a variety of industries to reduce vulnerability and increase resilience. • The dedication and knowledge of our staff are crucial to our development. This makes a decentralised organisation natural to us. These strategies are steps towards these goals: 1. Strong business areas with their own, motivated management and clear focus on results. 2. Long-term resilient financial basis:
SOLIDITY
>35%
YIELD CAPITAL EMPLOYED
>15%
NET INDEBTEDNESS
<1.5x EBITDA
No single industry is to make up more than 1/3 of sales at the aggregate group level. 3. We actively seek new acquisitions based on our primary strategy. 4. The group supports the business areas and their subsidiaries with funding, analysis and resources in finance, HR, IT, marketing and management.
13
PROTON GROUP
History The Proton Group was founded in 1990 when a number of stakeholders, including Leif Malveholm, bought out a group of ten industrial companies and delisted them from the stock exchange. The aim was to build an industrial group with several pillars to stand on. The existing base was the surface finishing companies that currently make up the business area Proton Finishing. The strategy was to invest in environmental improvement measures, as the group owners expected that tighter environmental regulations would make it harder for smaller companies in the business to compete. Part of that strategy involved creating synergies between the surface finishing business and the construction business, which is now the business area Proton Engineering. Throughout its history, the Proton Group has faced both opportunities and setbacks, but it has always succeeded in offering stability to its customers and employees. The Proton Group has maintained an AAA credit rating for more than 25 years. After a series of significant investments in environmental and other measures, as well as divestments of non-strategic assets, the Proton Group is well-equipped for future growth.
1990
The Proton Group is founded.
2000
2008
The Proton Group is hard hit by the recession.
Record sales and profit. SEK 782m/SEK 55m and 723 employees. 14
2011
Generation change – ownership passes to Leif Malveholm’s children Daniel, Marcus and Sanna.
2015
2020
The Proton Group’s 25th anniversary.
The Proton Group acquires Gunnar Hansson Svetsteknik and Teknikrör in Kinna.
2019
The Proton Group acquires JL Safety and CEDOC.
2021
The Proton Group acquires Alsab. 15
Proton Lighting OUR BUSINESS AREAS
Lighting solutions for a sustainable society Proton Lighting is one of Scandinavia’s most experienced suppliers of energyefficient lighting for healthy, productive environments. The luminaires are developed and manufactured with innovative light sources and lighting control to meet stringent demands for sustainability. The products are marketed under the classic, well-known brands Exaktor and Solutions.
COMPANIES Proton Lighting, Värnamo Proton Lighting, Helsinki, Finland
88 184
NUMBER OF EMPLOYEES IN 2021
Helsinki
2021 SALES (SEK MILLIONS)
Värnamo
SUSTAINABILITY FROM A BUSINESS PERSPECTIVE By offering energy-efficient LED lighting in combination with intelligent control systems, Proton Lighting can help its customers reduce their energy consumption and their carbon footprint. The current energy crisis and rising electricity prices also highlight clear business benefits from a financial perspective. In addition, more and more customers are demanding good ergonomic lighting for improved employee health, wellbeing and safety. Public environments with good, energy-efficient lighting also make people feel safer, which provides greater benefit from a societal perspective.
17
Proton Engineering OUR BUSINESS AREAS
Supplier to leading vehicle manufacturers The Proton Engineering business area focuses on high-quality components for the automotive and manufacturing industries. Currently the business area includes two companies: Proton Engineering in Skillingaryd and in Klaipèda. The companies perform pipe and tube bending, end forming and welding and have a long tradition of deliveries to leading vehicle manufacturers in Sweden and the world.
COMPANIES Proton Engineering, Skillingaryd Proton Engineering Lithuania, Klaipèda
95 169
NUMBER OF EMPLOYEES IN 2021
Skillingaryd
2021 SALES (SEK MILLIONS) Klaipèda
SUSTAINABILITY FROM A BUSINESS PERSPECTIVE As a supplier to the heavy vehicle industry, Proton Engineering’s ability to deliver well-designed, durable components is crucial to the life span of the finished vehicle. Proton Engineering’s sustainability measures create added value for its customers by providing resource and energy-optimised solutions and products that were created under good working conditions with stringent demands for suppliers both upstream and downstream.
19
OUR BUSINESS AREAS
Proton Edge
Services in quality and safety The Proton Edge business area embraces three highly specialised companies focused on quality and safety. Proton Technology is a market leader in corrosion and surface tests for the international automotive and furniture industries. JL Safety specialises in machine safety and CE marking, and helps manufacturing companies to ensure safe workplaces. Cedoc develops software for risk assessments and documentation of machines.
COMPANIES Proton Technology, Bankeryd JL Safety, Skara Cedoc, Skara
15 23
NUMBER OF EMPLOYEES IN 2021
2021 SALES (SEK MILLIONS)
Skara Bankeryd
SUSTAINABILITY FROM A BUSINESS PERSPECTIVE JL Safety and Cedoc contribute to creating safer, healthier working environments and reduced risk of injury in industry. Proton Technology provides quality assurance of surface-finished components, ensuring a longer life cycle of products on the market. Proton Technology’s services are also strategically important for the development and quality assurance of new, more environmentally friendly surface finishing technologies.
21
OUR BUSINESS AREAS
Proton Structure
Building the industrial infrastructure of the future The Proton Structure business area consists of two companies, GH Svetsteknik and Teknikrör, both of which develop safe, efficient infrastructures for the distribution of materials and media. The companies represent unique expertise in advanced pipe and tube installations for industries such as pharmaceuticals, food products and the process industries.
COMPANIES Gunnar Hansson Svetsteknik, Mölndal Teknikrör, Mölndal
22 33
NUMBER OF EMPLOYEES IN 2021
Mölndal
2021 SALES (SEK MILLIONS)
SUSTAINABILITY FROM A BUSINESS PERSPECTIVE As consultants for companies in fields such as food products, process industries and chemical industries, the companies in this business area are part and parcel of these customers’ transition to more energy and resource-efficient production. Many customers are building new or completely renovating their facilities to meet future demands for sustainable production, and GH Svetsteknik and Teknikrör are instrumental in providing complete solutions, from planning and design to construction.
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OUR BUSINESS AREAS
Proton Finishing
Experts in surface treatment The Proton Finishing business area consists of six companies that specialise in various surface treatment processes – primarily in the form of corrosion protection, but also decorative coats for customers in the automotive, construction, furniture and other industries.
COMPANIES Proton Finishing Alsab, Anderstorp Proton Finishing Anderstorp Proton Finishing Eskilstuna
187 295
Proton Finishing Forsheda Proton Finishing Hillerstorp Proton Finishing Industripulver, Anderstorp
NUMBER OF EMPLOYEES IN 2021 Eskilstuna
2021 SALES (SEK MILLIONS) Anderstorp Forsheda
Hillerstorp
SUSTAINABILITY FROM A BUSINESS PERSPECTIVE Surface treatment is an industry that involves extensive handling of chemicals that are hazardous to humans and the environment. By developing new, sustainable processes for reduced environmental impact, and by pursuing active personal safety measures, the companies in Proton Finishing can be seen as innovative, attractive business partners as sustainability becomes an increasingly important aspect in procurement.
25
MARIA THOM, SUSTAINABILITY MANAGER, PROTON GROUP
“ Sustainability is a matter of survival from many perspectives” Maria Thom is Sustainability Manager at the Proton Group and has worked with environmental issues in the industry for nearly 20 years. She started working at Proton Finishing as quality and environmental manager in 2014 and now also has strategic responsibility for sustainability at group level. Why did you choose to get involved in sustainability issues?
ability. I’ve had the pleasure of working with companies that have had a strong environmental
“I studied chemical engineering and physics at
focus over the years, where these issues are taken
Chalmers. At the end of my programme, when
very seriously, but the biggest difference now is
it was time to specialise, I chose a focus on
that so many really care about what we do!”
energy and the environment, and my interest in the field grew more and more as I entered the professional world. I’m driven by the idea of contributing to long-term sustainability – for Proton, of course, but also for my family, my children,
Why is sustainability so important to the Proton Group? “It isn’t more important to Proton than to anyone else. Working consciously with
my friends and community, and also for myself.”
sustainability-related issues is extremely
You’ve worked professionally with environmental issues for almost the whole of the 2000s. How has the situation changed?
relevant on the market. Sustainability is a
important to any company that wants to stay matter of survival from many perspectives.”
“The most important change is that demands
What do the stakeholders think is most important right now?
from all sorts of stakeholders have increased.
“What they care about most right now is the
It isn’t just the v – the customers,
climate. Proton’s stakeholders are very clear
suppliers, the media and the neighbours across
that they want us to show progress in our efforts
the street all care more about the environment
to reduce our climate impact and our carbon
these days. Not to mention all the young people
dioxide emissions.”
who prioritise the environment and sustain-
26
What is the greatest sustainability challenge for the Proton Group?
And having the whole Proton Group behind us also gives us extra muscle and investment
“Carbon dioxide emissions and reduction of
opportunities. The fact that we have such
emissions are a very important issue, and our stake-
breadth in different business areas, which are
holders will demand even more in this area in
not always synced in the business cycle, can
the future. Another major challenge is to go even
sometimes be an advantage.”
deeper into the supply chain and ensure that our sustainability demands are met the whole way – not just in terms of climate sustainability but also other sustainability-related requirements. The challenge is that we often have complex supply chains. For example, Proton Lighting works with many components from different
What do you look forward to working further with? “On a personal plane, I think it’s going to be fun working with all of the group’s business areas and getting to know them even better. Previously, my focus has been entirely on Proton Finishing.
parts of the world.”
Climate calculations and supply chains will be
What is the greatest opportunity?
of energy in. The plan is to complete climate
an exciting challenge that we will invest a lot
“The drive and will in the organisation and from
calculations for all of Proton Finishing’s facilities
the owners. We have an opportunity to show that
in 2022, then to apply what we have learned and
we are forward-thinking and we make things
continue working systematically with the other
happen. In some areas, we’ve got a bit of a lead
business areas. The cataloguing of supply chains
on our competitors, especially in surface treatment.
will begin in autumn 2022.”
“I’ve had the pleasure of working with companies that have had a strong environmental focus over the years, where these issues are taken very seriously, but the biggest difference now is that so many really care about what we do!”
PROTON GROUP
28
Sustainability policy For Proton Group, sustainability means that we take active responsibility for the impact our operations have on society. Being a sustainable company is fundamental to the long-term development of our operations and business. Our ambition is to develop solutions that contribute to a sustainable world for future generations. Proton Group considers sustainable business a social, ethical, environmental and economic responsibility where we work purposefully in all our operations to practise what we preach: committed, clear, courageous and curious. We transparently evaluate and report our impact on society. The above is an excerpt from our sustainability policy.
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PROTON GROUP / OUR CORE VALUES
Courageous Committed
Enjoy succeeding together® Proton is a family-owned Swedish industrial group that’s growing. We make long-term investments in people, companies and industries with potential 30
Curious
Clear
for development. Independent individuals knitted together by one strong belief: that real success is created through collaboration. The journey towards the goal, the challenges along the way and our pride in our everyday work are the things that motivate us. 31
Proton’s Sustainability Strategy Employees
IAL
We want to contribute to safe, secure working environments that allow our employees to grow. We want to make it possible for people with different backgrounds to work under good conditions. Through our products and services, we also contribute to greater safety for our customers’ employees.
SOC
ANSTÄNDIGA ARBETSVILLKOR OCH EKONOMISK TILLVÄXT
Society We want to contribute to a community where children and young people have meaningful free-time activities and where we can help young people to get an education, internships and jobs. So we participate in many activities with schools and associations. We also want to ensure a good working environment and consideration of the environment in our value chains, including the supplier and customer links. ANSTÄNDIGA ARBETSVILLKOR OCH EKONOMISK TILLVÄXT
EN We want to contribute to the Paris Agreement by reducing our climate footprint. As our first step, we are doing climate calculations on each part of our operations, after which we will establish a plan for how to achieve our goal of being climate neutral by 2045. BEKÄMPA KLIMATFÖRÄNDRINGARNA
32
IR
ON
V
Climate impact
MEN
T
Our sustainability strategy is based on three perspectives: Social, Environment and Economy. Within the frameworks of each perspective, we have two focus areas where we work towards clear goals, which we monitor using key figures. The choice of perspective and focus areas is based on a risk and materiality assessment.
Development
E
CO
We want to contribute to inclusive industrialisation and promote sustainable innovations. By developing sustainable solutions, we can add value to our customers’ sustainability measures. With our own innovative development projects, we can also make our own operations more circular.
NO
HÅLLBAR INDUSTRI, INNOVATIONER OCH INFRASTRUKTUR
MY
Growth We want to contribute to sustainable growth, where we can continue to invest in new technology, develop new products and services and develop our employees’ skills through profitable operations. ANSTÄNDIGA ARBETSVILLKOR OCH EKONOMISK TILLVÄXT
Local footprint We want to contribute to a better use of resources by reducing our use of materials and preventing, reducing, reusing and recycling our waste. We also work to handle chemicals responsibly to reduce negative consequences to human health and to the environment. HÅLLBAR KONSUMTION OCH PRODUKTION
33
Risk analysis Risk area/description
Perspective impact Social
Climate impact (CO 2 emissions)
Our operations contribute to CO2 emissions, which have a negative impact on the climate. It would be a business risk not to reduce our CO2 emissions, because of increased demands from our customers.
Resource use
Reckless use of raw materials, electricity and water negatively impacts the environment and the economy. These risks also embrace the raw materials used, waste in production and the handling of waste in manufacturing and end use.
Materials and chemicals
Exposure to certain materials and chemicals during use can occur throughout the value chain and impact the natural environment, the working environment and people’s living environments.
Reduced faith in the brand
Not living up to legal requirements, our Code of Conduct and our stakeholders’ expectations in sustainability matters can harm our brand and our stakeholders’ faith in us.
Risks in the working environment
Within our business operations, there is a risk of accidents, injuries and illness among our employees. This can negatively affect our employee brand and our ability to recruit skills.
Culture of silence
The existence of a culture of silence creates a risk that employees don’t dare to discuss problems or report breaches of policy or our core values.
Hazardous emissions
Our operations generate noise and emissions of pollutants into the air, water and soil, which are subject to specific conditions through permits from authorities. At incidents there is a risk that we will violate these permits.
Decline of biodiversity
In and around our properties are land areas that risk constraining biodiversity and nature’s provisioning capacity if they are not used properly.
Climate-related consequences
Heavy rain can lead to a risk of flooding of production facilities, leading to a risk of long-term production loss.
Business with countries at war
Conducting business with companies in countries at war leads to both social and financial risks throughout the value chain.
*
34
High risk
Moderate risk
Low risk
Environment
Economy
Stakeholder impact Supplier
Internal
Customer stage
The risk analysis shows risks that have great impact on individuals, the environment and our ability to conduct business. The identified risks are general for our business and apply to the whole Proton Group. The individual companies in the group are each responsible for making detailed risk analyses of their own operations. Risk level*
Risk management
Opportunities
We work with tools such as our sustainability policy, climate calculation, energy audits, renewable electricity and supplier assessments.
Opportunities to reduce climate impact through choice of materials, transports, suppliers and increased resource efficiency and circularity.
We work strategically and practically with sustainable solutions and reduced use of resources through our sustainability policy, purchasing policy, various labels and certifications, permit terms and conditions and management systems.
Opportunities to reduce our own use of materials, increase circularity and ensure long life spans of our products.
We work with tools such as chemical management systems, risk assessments, replacing materials and chemicals, and supplier assessments. We also demand information on chemical content based on IMDS, REACH and SCIP.
Opportunities for increased dialogue with customers and suppliers.
We monitor legislation and maintain continuous dialogues with suppliers and customers.Tools such as our core values, supplier assessments and ranking, our sustainability policy, business strategy and Code of Conduct help us in this.
Opportunities for further development of a sustainable business strategy. Cataloguing of the value chain as regards coming legal requirements regarding corruption. Clearer supplier agreements and monitoring. Training of employees.
We continuously develop our health and safety policy and systematically develop our routines, risk analyses and assessments, safety rounds, incident reporting, employee satisfaction surveys, employee appraisals, internal training and key figure monitoring.
Opportunities for continuous improvement.
We use tools such as our core values, Code of Conduct and NMI tools with action plans.
Opportunities for continuous improvement.
Our operations are subject to authorisation, which means that we follow a control programme, emergency routines and a non-conformance system with regular audits and inspections.
Opportunities to minimise our emissions.
We work in the framework of our sustainability policy, but we currently have no established routines for working in this area.
Opportunity to analyse how we can contribute to increasing biodiversity.
We work with risk analyses, preventive measures, emergency preparedness and crisis scenarios.
Opportunities to update risk analyses with climate-related risks for all facilities.
We use tools such as our core values and our Code of Conduct, which includes business ethics.
Opportunities for continuous improvement.
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Stakeholder analysis & Stakeholder dialogue
36
Stakeholders
Type of dialogue
Customers
Sales organisation and customer support, annual customer satisfaction index (CSI), customer meetings, customer reviews, development projects, trade fairs and customer events, annual reports, interim reports, the sustainability story, website, web portals and social media, Protonen.
Employees
The annual employee satisfaction index (ESI), annual performance reviews, various meeting forums in the business, safety inspections and safety committee, intranet and the Ernest business system, annual report, interim reports, the sustainability story, Protonen.
Owners and Board
Board meetings and regular reporting.
Suppliers and partners
Orders and supplier meetings, annual supplier assessments and ranking, industry associations and network meetings, customer surveys, inspections and audits, trade fairs and customer events, annual reports, interim reports, the sustainability story, the website, web portals and social media, Proton Magazine.
Authorities
Verification and reporting based on permit requirements, inspections and information transmissions, projects, workshops and seminars, regulations and updates of regulations, agreements and permits, inquiries and surveys, annual reports, interim reports, the sustainability story, web portals.
Local community
Discussions when needed, sponsorship activities, internships, study visits and open houses and events in the local area. Annual reports, interim reports, the sustainability story, website, web portals and social media, Protonen.
The stakeholder analysis was conducted based on all of the Proton Group’s business activities. The prioritisation of the stakeholders takes into account both how we influence the stakeholders and how they influence us. In the coming year, we plan to conduct several stakeholder dialogues focusing on sustainability, to collect comments and expectations from our stakeholders. For business areas covered by ISO certification – Proton Technology, Proton Engineering, Proton Lighting and Proton Finishing – stakeholder analyses are done for each business. Essential questions Industry and business requirements, fulfilment of requirements and expectations, business ethics and the Code of Conduct in the supplier chain, improvements and development, climate impact, life cycle and life span, partnership and long-term relationships, skills.
Satisfaction, fellowship and activities, the attractiveness of the workplace, various benefits and work-life balance, environmental and health-and-safety issues, skills enhancement, professional and personal development, employee spaces, tools, equipment and clothing, community involvement and security through stability and a long-term perspective.
Strategic direction, development and change, competence, growth, profitability and cash flow, satisfied workers and customers and ambassadorship, business ethics.
Sustainable value chains, long-term thinking and partnership, financial stability for the reduction of financial risks, active collaboration for improvements and development, business ethics through the Code of Conduct.
Adherence to laws and permits, improvements and development, long-term thinking and stability, sustainable operations and conservation of resources, measurement data and statistics.
Noise, emissions, the appearance and layout of the area and traffic flows, living up to regulations and requirements, sponsorships, contributions and engagement, job opportunities.
37
Good to know about our sustainability story MATERIALITY ASSESSMENT
and monitored using certified management systems
In 2021 we have worked to provide a structure to
(ISO 9001 and 14001). This governance and moni-
our sustainability measures. Among other things,
toring structure also includes sustainability measures.
we conducted a risk analysis (see page 34) and a stakeholder analysis (see page 36). Along with the other efforts we carried out in health and safety,
SUSTAINABILITY-RELATED POLICIES: • Sustainability Policy
environmental and quality work, these analyses
• Code of Conduct
formed the basis of our sustainability strategy
• Health and Safety Policy
(see page 32). Our sustainability and sustainability
• Environmental Policy
measures focus on three perspectives: social,
• Equal Treatment Policy
environment and economy. Within these perspec-
• Guidelines for Purchasing and Procurement
tives we have identified six focus areas that lie within our influence and our stakeholders’
• Company Car Policy
expectations. Our sustainability strategy contains long-term goals for each focus area as well as a
CERTIFIED TO:
link to the global sustainable development goals.
• ISO 9001
However, we do not have short-term targets in every
• ISO 14001
area; this is something we plan to develop over
• IATF 16949
the course of the year to enhance our strategy.
• ISO/IEC 17025 • Safe Water
ORGANISATION AND GOVERNANCE The Proton Group’s sustainability measures are based on the organisation’s sustainability policy
• ISO/IEC 17020 C • SS-EN ISO 9606-1 • SS-EN ISO 14732
and Code of Conduct, both of which have been established by the Board of Directors. The Code
In 2021, Proton Finishing’s quality and environ-
of Conduct covers matters such as business ethics,
mental manager was tasked with starting a
anti-corruption and human rights. Health and
structured, strategic sustainability process for the
safety measures are a continuous focus based on a
entire group. The aim was for the group to be able
shared health and safety policy. We also have an
to report its sustainability measures in the future
equal treatment policy. The majority of the group’s
according to the Swedish Annual Accounts Act.
policies are shared; however, each business area
Representatives from other business areas were also
has its own environmental policy based on its own
involved in these efforts, and a sustainability forum
operations. The Proton Group’s work is governed
will be established in 2022.
38
“ 40
It is easy to get caught up in global thinking, but we see great opportunities to make a difference on a local plane. David Gustafsson, CEO
41
SOCIAL
Within this perspective, we work actively with ethical and social issues, primarily from a local perspective, as this is where we are able to have an influence. Our employees are important to us, and their commitment is a necessity for us to develop and contribute to sustainable growth. We also care about the society where we operate, and we want to be a credible actor that provides jobs and activities that enhance the quality of life for many. A large part of this is simply good common sense and is a requirement for finding the right employees and selling our products and services.
SOC IA L
Employees ANSTÄNDIGA ARBETSVILLKOR OCH EKONOMISK TILLVÄXT
We want to contribute to safe, secure working
COMPLETED ACTIVITIES AND EVENTS
environments that allow our employees to grow.
In the past few years we have built a strong basis for
We want to make it possible for people with
securing our employees’ development and health.
different backgrounds to work under good
We have developed and implemented a Code of
conditions. Through our products and services,
Conduct that applies to all businesses in the Proton
we also contribute to greater safety for our
Group. We have also implemented the TIA system
customers’ employees.
for managing accidents, incidents and risks at group
OUR OBJECTIVE
level. First aid courses, installation of defibrillators
Ambassadors. In 2030 we will have satisfied employees, corresponding to a score of 25 eNPS in the ESI (Employee Satisfaction Index) survey. Safe workplace. The goal is zero workplace injuries resulting in absences. In 2030 we will have achieved 10 risk observations per incident. Personal growth. In 2030, all employees will be offered 16 hours of training a year. Whistle blowers. Our long-term goal is to have zero deviations leading to whistle-blowing. GOVERNANCE AND MONITORING
and wellness benefits have also been implemented at group level. In 2021 we initiated an extensive, very important project at Proton Finishing to enhance personal safety when handling chemicals, in part through training and improved first aid equipment for chemical accidents. One negative event during the year was a breach of the Code of Conduct, which was reported at one of the facilities in the Finishing business area. An employee in a managerial position had taken advantage of people in a vulnerable position, demanding money for job offers. This resulted in the person being fired and
This work is governed by our policy documents:
reported to the police, as a clear indication of our
Sustainability Policy, Code of Conduct, Health
views on this. The events made it clear to us that we
and Safety Policy and Equal Treatment Policy, and
must work even more actively to solidify our Code
through our management system. The group CEO
of Conduct and our core values in the organisation.
and the business area managers are ultimately responsible and each manager is responsible for
CHALLENGES AND OPPORTUNITIES
the work at their own level of the organisation.
Because we work in industrial production in our
Currently, we use our annual ESI (Employee
business areas, there is a risk of workplace accidents
Satisfaction Index) and employee appraisal as well
and exposure to chemicals. The fact that we are a
as regular follow-ups in the form of reviews and
multicultural organisation with many nationalities
key figure monitoring via scorecards to monitor
also means that we face a social and ethical challenge
compliance. We monitor the working environment
in which we must constantly strive to create a shared
on a daily basis through safety inspections, risk
view and be aware of linguistic challenges and cul-
assessments and incident reporting, which are
tural differences. In the long term, breaches of our
summarised once a month in key figures. Currently
Code of Conduct can weaken our brand and our
we do not have tools and systems for measuring and
attractiveness as an employer. Our ability to work
monitoring the work with our goals in Personal
sustainably with safety and our Code of Conduct
Development and Whistle Blowing, so we do not
is a challenge for us. Making our employees aware
report or have key figures for these. We will be devel-
of these matters and increasing commitment in the
oping tools for measuring these in the coming year.
organisation will require time and energy.
44
Key figures AMBASSADORS eNPS (the Net Promoter Score) measures the company’s attractiveness, brand and popularity among employees by answering the question: On a scale of 0 to 10, how likely is it that you would recommend this organisation as an employer to a friend or acquaintance? Index from -100 (worst) to 100 (best).
25
20
15
25
10
5
1
0 GOAL FOR 2030 eNPS (NMI)
OUTCOME IN 2021 eNPS (NMI)
SAFE WORKPLACE Accidents and risk observations, where the number of risk observations is seen as a tool for reducing the risk of accidents.
ACCIDENTS
RISK OBSERVATIONS
GOAL FOR 2030
OUTCOME IN 2021
GOAL FOR 2030
OUTCOME IN 2021
Accidents resulting in absence
Accidents resulting in absence
Risk observations per incident
Risk observations per incident
0 13 10 2.2 45
SOC IA L
Society ANSTÄNDIGA ARBETSVILLKOR OCH EKONOMISK TILLVÄXT
We want to contribute to a community where child-
COMPLETED ACTIVITIES AND EVENTS
ren and young people have meaningful free-time
The Proton Group’s businesses already demonstrate
activities and where we can help young people to get
strong commitment to their local communities.
an education, internships and jobs. So we participate
We primarily support an array of activities that
in many activities with schools and associations.
benefit children and teens. At group level, we have
We also want to ensure good health and safety and
supported the aid organisation Giving People and
environmental conditions in the workplace.
IFK Värnamo’s football school for several years.
OUR OBJECTIVE
However, we ended our partnership with Giving
Contribute resources to community development. The goal is that by 2030 we will contribute to or participate in 100 different community development activities per year. Sustainable value chains. We will define a goal for our work with sustainable value chains for measuring according to Amfori, BSCI or a similar system. This work will begin in 2022. GOVERNANCE AND MONITORING
People in 2022. Proton Technology is involved in Hallby youth football, the Bankeryd Business Network and the business network Jönköpings Företagare. In 2022 we have supported needy families in Ukraine through donations to UNHCR. We also actively collaborate with universities, trade schools and primary schools by offering opportunities for internships and degree projects. In addition, we participate in reference groups in preparation for
This work is governed by our policy documents:
important changes in laws and standards where we
Sustainability Policy, Code of Conduct, Health
can influence the formulation.
and Safety Policy and Equal Treatment Policy, and
Proton Lighting has an established collabora-
through our management system. The group CEO
tion with the inclusive employer Samhall, which
and the business area managers are ultimately
provides production jobs to people who have
responsible and each manager is responsible for
difficulty breaking into the labour market.
the work at their own level of the organisation.
Proton Engineering Lithuania locally supports
Certain environment-related issues related to the
“Red Noses Clown Doctors International”, a non-
immediate community are governed in part by our
profit organisation that spreads joy to those who
environmental policies and in part by the revisions
need it a bit more, including children in hospitals.
and inspections linked to our permits. Currently we do not have any established systems for measuring
CHALLENGES AND OPPORTUNITIES
and monitoring our goals in the Society focus area.
Having a reputation as an active, valuable force in
Therefore, we do not show any key figures for
society enhances the Proton Group brand among
them. We plan to design a system for measuring
our customers and stakeholders, which makes it
the number of community-involvement activities
easier to find attractive employees. Breaches of our
and the value of these contributions during the
Code of Conduct or a lack of an environmental
course of 2023. The work of ensuring health and
perspective can weaken our brand and our attrac-
safety and environmental considerations in our
tiveness as an employer in the long run. That is
value chains requires a careful analysis of our value
why our action plan includes establishing function-
chains to identify what system we need to use. This
ing systems for developing and monitoring the work
is a long-term project that will take several years.
with our value chains and supplier assessments.
46
ASSOCIATIONS AND ORGANISATIONS THAT THE PROTON GROUP IS INVOLVED IN OR CONTRIBUTES TO • The Confederation of Swedish Enterprise • The Swedish Electroplaters and Surface Finishers Society (SYF) • The Scandinavian Automotive Supplier Association (FKG) • Lagans Vattenvårdsförening (River Lagan water conservation association)
• Svensk Pulverlackteknisk Förening (SPF) (Swedish powder coating association) • Hallands entrepreneurs’ network • El-kretsen • Sveriges Elgrossisters Service (Swedish electrical wholesalers’ service) • SIS Standards Institute
• Forsheda business association
• Värnamo Näringsliv
• The Hillerstorpare community association
• Säker vatten (Safe Water)
• Nissans Vattenvårdsförbund
• The Confederation of Swedish
(River Nissan water conservation association) • Anderstorp business association
Enterprise Service • FTi (Förpacknings- och tidningsinsamlingen)
• Interior Cluster Sweden/ Föreningen svenska möbelklustret
Each year, IFK Värnamo’s popular football school attracts young people from the entire region as well as other parts of Sweden. The Proton Group is a regular sponsor of the event.
47
PROTON FINISHING
If the unthinkable happens
Proton Finishing invests in personal safety The surface treatment industry is considered heavy, dirty and dangerous. That’s why a new safety project was initiated in 2021. The goal is for the employees to have the latest personal protection equipment – and the knowledge to use it. “We want to be the best in the business at personal safety,” says COO Henrik Dyberg.
P
roton Finishing is currently overhauling
and the right PPE, says Markus Wahren, marketing
its sustainability measures as part of its
manager at Medical Care System.
long-term strategy. Occupational safety
is a top priority, Henrik Dyberg says. “It’s part and parcel of the job. When you work
“We’ve assessed all of Proton Finishing’s facilities and examined safety when handling chemicals. For example, we made sure that staff have the right
with surface treatment, harmful chemicals are
PPE: gloves, coveralls, safety glasses, facemasks and
used daily. Many of them can be lethal if not used
visors.”
correctly. That’s why we’ve launched a project focusing on personal safety.” In collaboration with our supplier Medical Care System, Proton Finishing has taken stock of
And should anything happen, the latest equipment must be on-site to neutralise the threat or minimise the damage. “These chemicals can penetrate the skin or the
all units to investigate whether our routines and
eye and get into tissues, so it is extremely important
PPE (Personal Protective Equipment) can be
to eliminate spills and splashes immediately and
improved even more. All employees will also take
use a hypertonic rinse. This means that the rinsing
a training course.
solution extracts the chemicals from the tissues
“This isn’t about doing the bare minimum –
even if they have penetrated deeply. Chemicals
we want to be the best in the business at personal
that can penetrate the skin or eye can otherwise
safety,” Dyberg says. “Our aim is to have zero
continue to destroy the tissue for days.”
incidents and to make sure that everyone feels safe and secure at work.”
Carrying a personal eyewash with you that will neutralise the chemicals saves valuable time because it can be used immediately.
Immediate response is crucial The top priority is to prevent accidents by having
Vital knowledge
the right training, the right handling of materials
It is not enough to have safety equipment on site.
48
“It’s very important to us to know that we have the absolute best equipment,” says Marie Askestam, process and maintenance manager at Proton Finishing in Forsheda. Behind her are quality and environment manager Maria Thom, Tommy Trinh and Johan Engman.
“
Being able to offer a safe and secure workplace where staff enjoy working is vital in order for us to be able to recruit and keep employees.
The employees must also have the knowledge to
of the facilities with the most hazardous working
use it correctly.
environments.
“You need different kinds of protective gloves
“Our chemical baths range from corrosive to
for different types of chemicals. You can’t just put
hot, alkaline and acidic, so you need excellent
on any glove and assume you’re protected – you
safety procedures and emergency preparedness.
need the right glove. Another detail that many
In our facility, safety glasses, gloves and the new
people miss is that all gloves that have been sub-
eye washes are mandatory as soon as you enter the
jected to chemicals must be considered single-use
production line. It’s very important to us to know
gloves. You can’t put them down somewhere and
that we have the absolute best equipment.”
let the next person use them, because they may
The production line is now also equipped with
have had a breakthrough. Many people who
a Diphoterine® solution in the form of a portable
develop skin conditions have used old gloves
full-body shower, not unlike a fire extinguisher.
where chemicals have broken through.”
“If you get splashed, you can strip down and wash it off immediately, instead of having to run off
Everyday safety
to an emergency shower. This type of solution can
Marie Askestam is a process and maintenance
make all the difference. Because even if we know
manager at Proton Finishing in Forsheda, one
what to do to work safely, accidents do happen.”
The eyewash is easily accessible in a holster.
50
Anders Åbrink is CEO of Medical Care System.
Beautiful factories “Personal safety is one of the most important elements of sustainable entrepreneurship,” says Maria Thom, quality and environment manager. “We must be able to stand tall when we talk
attractive on the surface, it means that everyone who works here is thriving. Now, we are equipping our factories with the absolute best emergency preparedness, while our employees are being specially trained in how to act
to our customers, end users and other stakeholders,
if the unthinkable happens. Being able to offer a
and show that our work is sustainable and that
safe and secure workplace where staff enjoy work-
the people working in our factories are healthy
ing is vital in order for us to be able to recruit and
and happy.
keep employees. Having a good reputation is very
In our strategy, we talk about wanting
important to us.”
‘beautiful factories’ – which doesn’t just mean
Hazardous fluids and chemicals are handled both in Proton Finishing’s lab and out in production. Here, Marie Askestam is working in the lab in Forsheda. The picture was arranged for the photo shoot, when only harmless fluids were used.
51
PROTON EDGE
Safety equals social sustainability
JL Safety in a long-term partnership with Fazer Fazer is one of the biggest food producers in the Nordics and is very proactive about safety. “It’s all about social sustainability,” says Jonas Sundell, Work Environment Manager at Fazer.
he Machinery Directive defines the basic
T
training to people in Fazer’s management and
health and safety requirements for all
purchasing as well as maintenance, project
machinery released on the EU market.
management and safety representatives.
based production must ensure that it follows this
and continued to carry out risk assessments for all
directive, not just for the sake of the law itself, but
machines and machinery lines,” says Jonas Sundell,
to ensure safe, accident-free workplaces.
work environment manager at Fazer. “We have
Every company that pursues any kind of machine-
JL Safety in Skara, one of the companies in the business area Proton Edge, is a market leader in
“We have carried out a review of our machinery
done these risk assessments both internally and with the help of JL Safety.”
machine safety, risk assessments and CE marking. The company offers expertise and tools for meeting
“Same condition or better”
the regulations for machines and use of equipment,
Safe workplaces should be a matter of course at
and helps the customers develop their machine
all businesses. Yet Jonas Sundell was still pleasantly
safety procedures as a whole or as needed. One of
surprised when he took up the role of Work
the customers that has worked with JL Safety for
Environment Manager at Fazer three years ago.
a long time to ensure a safe workplace is food giant Fazer. With sales of EUR 1.1 billion, Fazer is one
“I was impressed that safety is the number one priority at the company. Fazer has taken a key decision that all machines and machinery lines
of the biggest food companies in the Nordics,
that are part of the various bakeries should be at
with products exported to more than 40 countries.
the forefront when it comes to safety,” says Jonas.
Fazer employs about 6,000 people in seven coun-
It’s all about minimising accidents and inci-
tries in the bakery and confection markets as well
dents involving old, new and refurbished machines.
as non-dairy and plant-based food products. About
All of the 500 or so employees working at Fazer’s
500 people work at the three Swedish bakeries in
bakeries need to know what is required in terms
Lidköping, Eskilstuna and Umeå.
of machine safety, hygiene and food requirements. Dario, who is now in his fifth year at Fazer,
Action plan and risk assessment “Our partnership with JL Saftey started ten years ago when Fazer was looking for help in putting together all the pieces of the Machinery Directive,” says Dario Dzananovic, site manager at Fazer’s bakery in Lidköping. This made it an obvious choice to turn to
elaborates: “You should go home in the same condition as you came to work, if not better.” The fact is that Fazer sees its proactive safety work as a part of its sustainability measures. “Absolutely, it’s all about social sustainability,” says Jonas.
JL Safety when Fazer started its Safe Machines 2025 project. A preliminary study led to an action
A task that never ends
plan in which Fazer and JL Safety now jointly
Complying with the Machinery Directive means so
review procedures to ensure that they harmonise
much more than what at first glance seem to be purely
between all the bakeries. Strategic people are
safety issues, Dario explains. You need to conduct
designated and trained to enhance skills in
skills enhancement and you need to review and
machine safety and CE marking – providing
assess the machine fleet and technical standards.
53
“
Fazer sees its proactive safety work as a part of its sustainability measures.
A satisfied Work Environment Manager and Site Manager, who got “really good results” in a health and safety audit. Jonas Sundell and Dario Dzananovic state: “JL Safety has been an excellent sparring partner for Fazer in our continuous safety and risk assessment efforts.”
54
“And all measures included in a review lead to
“JL Safety provides support and helps us develop
improvements, not just for safety.
this work. The staff are very knowledgeable and
The production staff, the managers – all of us together do risk assessments, and they result in
easy to get hold of, and that is something we really appreciate,” says Jonas.
better processes and greater degrees of sustainability.
Dario adds,
In the long term, we will even see gains in reduced
“JL Safety and the CEDOC software have
energy consumption.”
helped us to coordinate everything, to work in a
It is clear that Dario is passionate about this.
standardised and uniform way and to train us. It’s
“All companies say that safety is their top
an arrangement that works extremely well.”
priority, and a lot of them do very good things, but
Dan Assarsson, Operations Manager at JL Safety
what I’m proud of and can really guarantee is that
and the person who has worked most closely with Fazer,
our work on safety isn’t just triggered by changes
describes the cooperation in equally positive terms.
such as new equipment or other events. Fazer
“It’s a big project that Fazer has taken on, using
budgets for continuous safety measures, risk assess-
risk assessments to make sure its facilities are safe.
ments and training that we carry out together with
We’ve worked with Fazer for many years and also
JL Safety using their CEDOC software.”
with other players in the food industry. Now we have applied all the experience we have accumu-
Considerable experience
lated to create the best possible conditions for
Fazer uses a safety concept called LOTO, which
Fazer to have safe machines for its employees and
is a procedure for safe access to machines that
thus create sustainability for everyone through fair
involves locking routines for operators and mainte-
working conditions. Sustainability and safety always
nance staff.
go hand in hand,” says Dan Assarsson.
55
ENVIRONMENT
If we destroy the earth and deplete our natural resources, entrepreneurship and growth will be meaningless. Within the confines of this perspective, we have chosen to focus on our climate impact for the obvious reason that it is crucial to the future of mankind. The climate is also the single most important question to our stakeholders. If we do not take our responsibility, then we won’t do business. In the near perspective, we are working on our local footprint and what we can influence in our local environment, with the aim of reducing the negative effects of our operations and creating positive change. We are sweeping in front of our own door.
EN VI R ONMENT
Climate impact BEKÄMPA KLIMATFÖRÄNDRINGARNA
We want to contribute to the goals of the Paris
fossil-free electricity since 2012, and since 2020 all
Agreement by reducing our climate footprint.
electricity comes from renewable sources. In 2018
As our first step, we are doing climate calculations
all natural gas was replaced with biogas. Energy
on each part of our operations, after which we
surveys have been done at group level and we
will establish a plan for how to achieve our goal
have also installed charging stations for electric
of being climate neutral by 2045.
cars outside the headquarters and Proton Lighting.
OUR OBJECTIVE Climate-neutral. Our goal is to be climate neutral as regards scope 1 (direct emissions) and scope 2 (indirect emissions from electricity) by 2035. In 2045 we will also be climate neutral as regards scope 3 (indirect greenhouse gas emissions outside the realm of the company’s operations). Goal fulfilment will be measured using the key figure CO2 per work hour.
Energy consumption. The proportion of purchased electricity will have decreased by 40% by 2035. This goal will be measured in purchased kWh per work hour.
Proton Technology, which handles many samples from international companies, has reduced the number of outgoing shipments, and also offsets the climate impact of the shipments. In 2021, we took the first, very important step in our climate work with the climate assessment we did as a pilot project at Proton Finishing Forsheda. The lessons learned from this will serve as the foundation for the climate calculations at all of Proton Finishing’s operations in 2022. CHALLENGES AND OPPORTUNITIES Emissions of carbon dioxide from our operations make up the lion’s share of our negative environ-
GOVERNANCE AND MONITORING
mental impact, but this also makes it the area
This work is governed by our policy documents:
where we have the greatest opportunity to make the
Sustainability Policy and Environmental Policy
most changes. The energy transition is an extensive
and through our management system. The group
challenge, which is why we will be conducting
CEO and the business area managers are ultimately
climate calculations for the entire group. In the
responsible and each manager is responsible for
business areas Proton Engineering, Proton Finishing
the work at their own level of the organisation.
and Proton Lighting, we will also do energy mea-
For a monitoring tool, we use key figures that are
surements for lines and machines. At group level
monitored annually, with the aim of doing so at
we will implement guidelines for sustainable in-
shorter intervals. The key figures on electricity
vestments and climate compensation. Our climate
consumption and carbon dioxide emissions are
calculation at Proton Finishing Forsheda shows that
primarily based on purchasing data. The intent is
we need to make ourselves independent of LPG
to do climate calculations on all operations in the
(liquefied petroleum gas), which is responsible for
Proton Group, after which we will establish an
a large portion of our emissions. Currently LPG is
action plan for how to achieve our goal of being
used at Proton Finishing in Eskilstuna as well as in
climate neutral.
Forsheda. As part of the energy transition, Proton Finishing will also look into installing solar power
COMPLETED ACTIVITIES AND EVENTS
at its facilities. The aim is also to install charging
In cases where we can control our own purchases,
stations for electric cars at all of the group’s units.
the entire Proton Group has purchased solely
58
Key figures CO2 FOOTPRINT (CLIMATE NEUTRALITY) CO2 footprint, emissions per work hour.
0
GOAL FOR 2035
kg CO2 per work hour (Scope 1 and 2)
6.7 OUTCOME IN 2021
kg CO2 per work hour (Scope 1 and 2)*
* Not including business area Proton Edge
ENERGY Energy, purchased per work hour.
GOAL FOR 2035
OUTCOME 2021 (STARTING FIGURE)
purchased kWh per work hour
purchased kWh per work hour
-40%
68
59
EN VI RONMENT
Local footprint HÅLLBAR KONSUMTION OCH PRODUKTION
We want to contribute to a better use of resources
remediation of a previously owned, now divested
by reducing our use of materials and preventing,
property in Markaryd, renovated water treatment
reducing, reusing and recycling our waste. We also
plants and improved management of processes and
work to handle chemicals responsibly to reduce
water treatment plants. Investments in membrane
negative consequences to human health and to the
technology in the plating bath in Forsheda has
environment.
resulted in a more efficient process that uses fewer resources and generates less waste. Proton Lighting
OUR OBJECTIVE
has reduced its use of water in its paint shop and
Waste. Our goal is to have operations that by 2035
reduced the amount of particles in its outgoing air.
do not generate any waste that is sent to landfill or energy recovery. Instead, we will be able to recover
CHALLENGES AND OPPORTUNITIES
materials, recycle, reuse or eliminate the waste.
The major risks in the focus area are linked to
Candidate chemicals. Our goal is that no listed
chemical handling in the Proton Finishing
substances will be included in the chemical prod-
businesses, and to some degree also Proton Lighting
ucts we use or in the products we sell as of 2035.
and Proton Engineering. We have made some
Company cars. Our goal is that all purchased
progress here in creating even more efficient
company cars will be of the highest environmental
processes and governance. Among other things,
class by 2025.
we will inventory our use of listed substances in these three business areas. One major challenge is
GOVERNANCE AND MONITORING
finding circular solutions to our material manage-
This work is governed by our policy documents:
ment; the first step will be to do sample analyses
Sustainability Policy and Environmental Policy
in the combustibles receptacles with environment
and through our management system. The group
and sorting. This project will initially focus on
CEO and the business area managers are ultimately
Proton Finishing and Proton Technology. To create
responsible and each manager is responsible for
change, it is important to work sustainably and
the work at their own level of the organisation.
to continuously carry out projects that carry us
For a monitoring tool, we use key figures that are
forward. One example is the improvement planned
monitored annually, with the aim of doing so at
at Proton Finishing to establish a process with only
shorter intervals. Governance also occurs through
passivation for zinc castings, which means fewer
checks and inspections regarding various environ-
process steps and less use of resources, resulting in
mental permits from authorities.
less waste. The group’s policy on the use of company cars was adjusted in 2022 with new terms to increase
COMPLETED ACTIVITIES AND EVENTS A large proportion of the activities that have been carried out up to now have been done in the framework of Proton Finishing. This is in part because Proton Finishing works intensively with chemicals, and also because the company very actively pursues change measures with the aim of transforming the entire industry. These measures include soil
60
the proportion of electric cars and plug-in hybrids.
Key figures WASTE
CANDIDATE CHEMICALS
Waste to landfill and energy recovery from the operations.
Listed substances in sold and used products.
GOAL FOR 2035
0
GOAL FOR 2035
0%
waste to landfill and energy recovery
total listed substances in chemical products used
OUTCOME IN 2021
8.3%
OUTCOME IN 2021
34
waste to landfill and energy recovery
total listed substances in chemical products used Landfill items 0.14% and energy recovery 8.2%
COMPANY CARS Percentage of purchased company cars that are electric. 100
75
50
100% 40%
25
0 GOAL FOR 2025
OUTCOME IN 2021
61
PROTON LIGHTING
“ Everything that happens, happens in Värnamo – and that makes it easier to take a holistic approach” Social, environment and economy – when you work in the lighting industry, it’s all connected. Johanna Gustafsson and Tobias Levinsson explain how.
Proton Lighting has made a number of investments in recent years in more sustainable and environmentfriendly methods in its paint shop. Agan Sela is the production manager.
00
“With luminaires from Proton Lighting, our cus-
just work the traditional way – switching the lights
tomers can save energy and reduce their impact on
on and off in the entire facility when someone
the climate, while seeing their investment pay off
comes in.
financially,” says Johanna Gustafsson, environment
“Rather, they note the movement of a person
and sustainability manager at Proton Lighting. “All
through the parking garage or facility and switch
this contributes to lighting that makes people feel
on the luminaires individually as the person passes
good. But we have also created an internal develop-
them,” Tobias says. “They provide just enough light
ment and production environment where we work
that the person can see well and feel safe, without
actively to reduce our own environmental impact.”
wasting electricity in other parts of the facility where no one is.”
Creating sustainable values for the customer Energy-efficient lighting is an important element
Good advice from start to finish
in the switch to a low-carbon economy, and now
In order to achieve these results, Proton Lighting
as energy prices are soaring, the economic impact
offers its customers advice throughout the process.
is an increasingly important factor for customers,
The customer receives proposals for lighting
says Tobias Levinsson, product manager at Proton
planning designed to meet all current legal require-
Lighting.
ments, provide a good lighting environment and
“We can take an everyday parking garage or similar facility as a typical example. They are often
optimal power consumption. “By having good awareness of the processes in
fitted with older model ‘fat’ fluorescent lights, what
our own manufacturing, we can help the customer
we call T8s. These old lamps consume a huge
make good decisions at an early stage,” Johanna says.
amount of electricity. By replacing them with
“For example, perhaps the customer wants a
modern LED luminaires fitted with smart controls,
luminaire to be painted with a particular paint or
we can sometimes reduce the customers’ power
colour. In that situation, we can check their wishes
consumption by up to 85%. In such cases, an
against our routines. If it turns out the paint isn’t
investment in new luminaires can pay for itself in
good from an environmental standpoint, we can
less than two years.”
suggest a better choice.”
But good luminaires alone are not enough. To achieve this kind of energy saving, they also
Production and manufacturing in Sweden
have to be used in the right way. To ensure this, the
What makes Proton Lighting different from many
luminaires are equipped with smart light sensors
others in the lighting industry is that everything
and proximity controls using microwave detectors.
happens in house, on site at Proton Lighting in
The best part about these sensors is that they don’t
Värnamo.
Johanna Gustafsson, environmental and sustainability manager, Proton Lighting.
Tobias Levinsson, product manager, Proton Lighting.
63
“
By having good awareness of the processes in our own manufacturing, we can help the customer make good decisions at an early stage. “We have a one-stop shop: from development to
“This means that we can control the entire process
choice of components to manufacturing to sales.
– down to the tiniest bit of metal,” she says, giving
We also have key people who are specialists in all
several examples of initiatives they have carried out,
the important fields: development, design, lighting
which you can read about in the sidebar.
planning and environment, which makes it easier
With production in house, Proton Lighting
to maintain sustainable dialogues throughout the
can also shoulder a significant amount of social
chain,” Tobias says.
responsibility. Through many years of collaboration
Johanna adds that it makes things easier that
with Samhall, the company has had the benefit of a
the products are developed and manufactured in
number of workers who would otherwise be left out
the same place.
of the job market.
The big bus garage at Veinge Bus needs a lot of light to facilitate the staff’s maintenance work. The new luminaires from Proton Lighting provide a lot of light and excellent working conditions without reducing energy efficiency.
64
“Samhall’s employees get the opportunity to work
“As environmental and sustainability manager,
in our production or our warehouse. They are also
I enjoy working at Proton Lighting because it is
offered electrical safety training. If they pass the
an organisation that dares to make choices, and
training, they can start working as installers for us.
that means we have good prospects of getting
Obviously this is a requirement for our own
even further.”
installers as well.” Focus on the supply chain Are there no challenges? Of course there are, Johanna says. “The next question we need to ask ourselves is what our products contain, particularly the electronic components. We can’t just sit and wait for someone to come and tell us. Much of this is about gaining better knowledge about the supplier chain. Our goal is for our products to be completely SCIPfree – that is, free from Substances of Concern listed on the candidate list, which is also an EU requirement. If we identify such components, we must find alternatives to replace them with – and
COMPLETED INITIATIVES • By reducing the thickness of the metal in certain components, we have reduced material consumption and weight, which in turn leads to lower weight in transport and a reduced climate footprint. • Only powder coatings are used and the chemical processes are continuously monitored. Upgrading of powder coating guns, installation of new filters and new hanging technology in the paint shop have contributed to reducing waste and emissions to air. • Adjusting the final rinse stage has reduced emissions from rinse water by 75%. • All energy purchased is 100% renewable. The company has also installed 12 new electricity meters and a comprehensive control system to make the entire process energy efficient.
this is a challenge.
New energy-efficient LED lighting for fast-paced sporting events at the Munkedals BK arena in Skogsvallen.
65
PROTON FINISHING
A first step towards climate neutrality Proton Finishing is the Proton Group’s pioneer in climate calculations. The first was completed in the spring of 2022 at Proton Finishing in Forsheda. “Apart from learning precisely where we need to implement measures, we can now give our customers detailed information about how the surface treatment they choose impacts the climate,” sustainability developer Sandra Vatn tells us.
S
andra Vatn is sustainability developer at
for us to go on. But now that the first one has been
Proton Finishing. Her job is to improve
done in Forsheda, we’ve established a working
the company’s health and safety and
structure that we can base our continued work on,
environmental measures and to head various
both in the Finishing companies and in the other
development projects, including calculating the
parts of the Proton Group. What we’ve learned is
impact of the business activities on the climate. In
that it takes close dialogue with our suppliers; our
2022 the company began doing climate calculations for all units at Proton Finishing. The first to be completed were for Proton Finishing in Forsheda, and the other units are under way in autumn 2022. The goal is for all climate calculations for Proton Finishing to be completed by the end of the year. What is a climate calculation? “We calculate our climate footprint by converting all impact our activities have on the climate into CO2 equivalents*. We include all of our processes, both upstream and downstream in the facility, as well as the type of energy used and what CO2 emissions the products have before they come to us, as well as the impact they have at the end customer’s.” That sounds complex! “It is. The tricky part is that climate calculations are fairly new to all of us; there’s not a lot of information * Conversion of the impact of all greenhouse-affecting gases, expressed as a single shared unit.
66
Sandra Vatn is the sustainability developer at Proton Finishing.
purchases of chemicals and energy make up a large
5% and zinc pellets at 5%. Therefore, reducing or
part of our climate impact. Many of our suppliers
completely phasing out the use of LPG is priority
didn’t have this information, but developed it at our
one. We use LPG to raise the temperature and
request. And that takes some time and patience.
burn off solvents in our spin line. This requires
By making these demands on our suppliers, we are
temperatures of 750 degrees Celsius, so district
also helping to drive development forward. Several
heating, which only reaches 90 degrees, is not an
of our customers have also started to demand the
option. We are currently investigating the option
same things of us.”
of investing in a wood pellet furnace, but it is a major investment and no decisions have been
How do you handle questions about climate
made. We have also started a heat-recycling project
footprint from your customers?
at Proton Finishing Eskilstuna, which is also highly
“We use our climate calculation to obtain key
dependent on LPG.”
figures per surface-treated surface and line. This means that the customer not only knows the average
Do you have any other projects under way?
for the entire facility, but can also get detailed
“Yes, we are pursuing several development projects
information on the difference between different
currently, but I want to be clear that none of these
processes and base their decisions on that.”
investments have been decided on yet. Among other things, we are looking into solar power at
What does the climate calculation at
Proton Finishing Industripulver. Using other types
Proton Finishing in Forsheda show?
of powder in the processes, and using evaporation
“That 72% of the business’s climate impact is due
as a purification process for alkaline rinse water are
to the use of LPG (liquefied petroleum gas). Next is
other improvements we will be evaluating.”
the use of chemicals at 10%, alkaline rinse water at
Surface treatment is an energy-demanding process in some cases.
67
“
The Stena Recycling facility in Skarvikshamnen in Gothenburg specialises in water and oil purification. They receive polluted water and oil from many different industries.
The separator from Volute is a strategically important part of the pipe installation by Jonas Bäckström and his colleagues at Gunnar Hansson Svetsteknik at Stena Recycling. Their sustainability commitment also extends to the grid structure and the piping on the roof.
68
PROTON STRUCTURE
Stena Recycling squeezes out the last drops Recycling specialists Stena Recycling lead the way in the industry’s transition to greater sustainability. Pipe laying is a strategically important link in the company’s latest project in the port at Skarvikshamnen in Gothenburg, which is being carried out by the specialists at Gunnar Hansson Svetsteknik, a part of Proton Structure.
S
tena Recycling is one of Sweden’s
in a sustainable way so they can be of use in the
biggest recycling companies, aiming to
next step.
help create a more circular society. Its
“For example, say we get waste oil. We purify
business concept is to receive waste material from
it and can send it on to another area of use. Every-
industrial production and other businesses for reuse
thing we do is about sustainability – from the
or refinement into new products or new energy.
services we offer to our own operations. Our facility
Iron and metal, hazardous waste, electronics,
here in the port handles hazardous waste, which of
plastic and paper are just some of the materials in
course adheres to all legal requirements.”
which Stena Recycling has extensive expertise. The Stena Recycling facility in Skarvikshamnen
Even more sustainable
in Gothenburg specialises in water and oil purifi-
Right now, Stena Recycling is remodelling its water
cation. They receive polluted water and oil from
purification process with the aim of reducing the
many different industries.
environmental impact of its own operations. To help
“The automotive industry, other manufacturing industries and car washes are our most common customers,” says Robert Karlsson, head of technology and development at Stena Recycling. “All companies today face difficult demands
you to understand the details, let Robert Karlsson give you a crash course in water purification: “When you purify water, it results in a substance called sludge, which consists of the impurities and particles that were removed from the water. The
to handle their waste materials properly. And that’s
challenge with the sludge is that it still contains some
where we come in.”
water – to put it nicely, it’s sort of like chocolate sauce.
Things no one wants
sent for energy recovery, for example to a combined
The idea is to take care of materials that are a
heat and power plant. Currently, the sludge is
problem for a customer, and further refine them
stabilised with another material for transport.”
This sludge has a value, because it can be
69
“By remodelling our facility and expanding it with a sludge dehydrator based on modern dehydration technology, we can create a drier material with less volume, which means fewer transports, which in turn will have a positive impact on fuel consumption and our climate footprint.” Seeing and building the structure So it’s a win-win situation – and that’s where the infrastructure specialists at Gunnar Hansson Svetsteknik come in. Stena Recycling bought the dehydration plant from a supplier, but Gunnar Hansson Svetsteknik was chosen to remodel the facility and integrate the new dehydration plant. “Our job has been to see to it that everything is installed effectively and intelligently so everything works exactly as planned,” says Magnus Krantz, project manager at Gunnar Hansson Svetsteknik. We also helped with the blueprints and design planning. In addition to the process-related parts of the pipe installation, we were also in charge of installing mezzanines, stairs and railings. It’s quite an extensive project and it is to be CE-marked as well. We’re very happy to have been entrusted with the task. Much of our job is about listening and being flexible, so Stena Recycling really gets the most out of their sustainability investment. It’s an added bonus that the project contributes to a combination of better resource management, reduced climate impact and business benefit.” The new facility will go online this autumn. Looking forward to the results, Robert Karlsson emphasises how much he appreciates the great teamwork. “It gives a great sense of security and added value that the staff at Gunnar Hansson Svetsteknik have so much experience in design and welding, because they can provide solutions and good ideas based on knowledge and a lot of experience.”
70
Mezzanines and railings are an important part of the installation that contribute to a safe and easy environment to work in. From the left: Jonas Brolin, Magnus Krantz, Stena Recycling’s Robert Karlsson and Jonas Bäckström.
71
ECONOMY
Having a healthy financial base is a necessity for us to pursue our sustainability measures. This is why we work with developing our operations and services from a economic perspective to make them more circular and attractive on the market. Having sustainable growth with expanding operations and finances is also a necessity for us to offer secure, rewarding jobs, contribute resources to society through taxes and fees, and last but not least, have the muscle to pursue change projects to benefit the environment and climate.
ECONOMY
Development HÅLLBAR INDUSTRI, INNOVATIONER OCH INFRASTRUKTUR
We want to contribute to inclusive industrialisation
Engineering’s development team supports auto-
and promote sustainable innovations. By develop-
motive customers in the development of new
ing sustainable solutions, we can add value to our
solutions for fuel transition; Proton Finishing’s
customers’ sustainability processes. With our own
X-Team was created to design new solutions for
innovative development projects, we can also make
sustainability in all areas of the operations; and
our own operations more circular.
Proton Lighting carries out development projects for more ergonomic and energy-efficient working
OUR OBJECTIVE
environments in combination with innovative LED
Sustainable products and services. In 2030
products. In the framework of JL Safety’s operations
100% of the products and services we offer will be
we offer safer working environments and machine
sustainability declared.
safety. Proton Technology, a leader in corrosion
Sustainability-promoting development
testing, ensures that customers can develop
projects from a brand and business perspective.
products with better resistance and lifespan, which
By offering our customers circular solutions,
in the long term can contribute to reduced use of
sustainability measures become a natural part of
materials and better conservation of resources.
our business development. However, we have not set any goals yet for this focus area.
CHALLENGES AND OPPORTUNITIES Since being able to produce sustainability
GOVERNANCE AND MONITORING
declarations for products and services is a strong
Through internal development and improvement
competitive advantage, we are beginning to develop
projects, we can contribute to improved sustain-
a system for sustainability declarations in each of
ability for our customers and our employees alike.
our business areas. For example, Proton Lighting
With more circular, resource-efficient and ergo-
will continue to develop the use of light controls for
nomic solutions, we can integrate the sustainability
lower power consumption and enhanced comfort.
perspective in our business concept and create
Proton Finishing aims to develop a more environ-
sustainable growth for ourselves and others. However,
mental pre-treatment for ED powder and a process
we cannot report any key figures today for any of
with only passivation for zinc castings. At the same
our focus areas, as we lack any tools for systematic
time, Proton Finishing will carry out an automation
monitoring. The goal is to reflect the internal
project for a more sustainable operational procedure.
information flows that already exist at management
We aim to implement requirements to incorporate
level in our business areas and see how far we
recycled material in the metal components in
can build them up. One such example is Proton
Proton Engineering.
Lighting, which currently performs light and energy calculations for its customers that concretely show the link between development, customer benefit and climate impact. COMPLETED ACTIVITIES AND EVENTS The Proton Group’s business areas have many established activities in this area. Proton
75
ECONOMY
Growth ANSTÄNDIGA ARBETSVILLKOR OCH EKONOMISK TILLVÄXT
We want to contribute to sustainable growth, where
lations for the process industries. Our assessment is
we can continue to invest in new technology,
that the demand for qualified services in this area
develop new products and services and develop our
will increase as customers refurbish their plants and
employees’ skills through profitable operations.
transform their processes as a part of their sustainability measures.
OUR OBJECTIVE
In 2021, the Proton Group initiated a project
Profitability. We have a profitability goal of 6–8%
in collaboration with the University of Gothenburg
over the business cycle.
and growth researcher Jonas Fasth to actively pursue
Growth. We have an annual growth goal of at
and develop the group’s growth measures. The
least 7.2%.
management group and business area managers
Solidity. We have a solidity goal of at least 35%.
have attended workshops and strategy development
Ambassadors. We aim to measure customer
meetings, and now they are starting to implement
satisfaction in all of our business areas. However,
their learning in the organisation.
no detailed goals have been set as yet.
Our key figures on growth and solidity in 2021 require a comment to put them in perspective as
GOVERNANCE AND MONITORING
regards the pandemic. Growth in 2021 is strong
Our profitability is measured monthly, because
in relation to the goals, but must be viewed in the
the operating profit is measured the current month
light of the loss of sales in 2020 and the recovery
and the cumulative value is measured throughout
the following year. The strong solidity of 2021 can
the year. In the future we will measure all figures
also be linked to the pandemic; government support
monthly, but always rolling. Until now, growth has
was received and thus no dividends were paid,
been measured via a monthly report that compares
which had a positive effect on solidity.
with the previous year sales and budget. From January 2023 we will measure growth rolling over
CHALLENGES AND OPPORTUNITIES
the last 12 months and in relation to the vision in
The Proton Group’s strategic growth goal is to
the group strategy of a doubling of sales every ten
double sales every ten years. We cannot achieve
years. Solidity is measured once a year.
this on our own; it must occur in collaboration with our customers. Our challenge at the moment
COMPLETED ACTIVITIES AND EVENTS
is thus to get closer to our customers in order to be
In 2019–2020, the Proton Group made a series
able to develop new, sustainable offers that support
of acquisitions aiming to spearhead growth in the
them in their profitability and in their sustainability
group by broadening the offering to the customers.
development. Among other things, we need to get
The acquisitions included JL Safety and Cedoc,
involved earlier in our customers’ product develop-
which specialise in consulting and software in
ment process. As a first step, we will identify our
machine safety (the Proton Edge business area)
customers’ needs and ambassadorship by measuring
and Anderstorps Lackeringsservice, Alsab (Proton
customer satisfaction by applying NPS* in all com-
Finishing business area). With the acquisitions of
panies. Based on the dialogue with our customers,
Teknikrör i Kinna and Gunnar Hansson Svetsteknik,
we will then set aside the necessary development
a whole new business area was created: Proton
resources to continue with our growth-promoting
Structure, which focuses on advanced pipe instal-
measures.
* Net Promoter Score
76
Key figures ANNUAL PROFITABILITY As a percentage over a business cycle.
TARGET
6–8%
OUTCOME IN 2021
6%
ANNUAL GROWTH
SOLIDITY
Percentage per year.
Percentage per year.
30 TARGET
>35%
25
20
15
10
5
0
>7.2%
28.5%
TARGET
OUTCOME IN 2021
OUTCOME IN 2021
48.7% 77
Growth researcher:
“ Change makes companies and individuals grow” Growth is a priority in the Proton Group’s strategy – and is also part of the group’s sustainability strategy. In 2021, a growth project was initiated in collaboration with the School of Business, Economics and Law at the University of Gothenburg. The aim is to create the change needed to achieve the group’s growth goal.
J
onas Fasth is a researcher and lecturer
What is change?
at the Gothenburg School of Business,
“Change is learning. Imagine a company, or per-
Economics and Law, where he focuses
son, for that matter, being able to make maximum
on strategy and change processes in growth compa-
use of all the available resources – both those
nies. In his research, Jonas studies the dynamics of
within the company and those in the world around
growth to develop knowledge about the activities
them. The possibilities would be endless. It is theo-
and processes that created it. His focus is on the
retically possible, but in real life no one manages it,
actions of the managers and employees of growth
because there is something in the way. I call it the
companies.
‘understanding gap’. The understanding gap is the
In his collaboration with the Proton Group,
difference between where we are now and what we
Jonas was in charge of workshops and discussions
have the potential to achieve. It affects the way we
that will form the basis of our future change work.
think and our mental map, which is what we base
The project was conducted at management level
our actions on as individuals and as groups. When
and resulted in a change project for which we will
we realise that we can do things differently, that we
build support in the organisations in each of the
can change things, we reduce the gap and get a bit
business areas.
closer to that optimal situation.”
“The core question I’m trying to answer is: What defines a growth company?” he explains.
What does it take to succeed with change?
“Growth companies are good at handling change
“If you run a business, it’s important that you have
and thinking outside the box. These are insights
the right people. It doesn’t matter how good your
that greatly benefit both employees in the company
ideas are if you don’t have staff who can carry them
and private individuals. Change makes companies
out. But with the right people you can succeed,
and individuals grow.”
even if the idea is only semi-good. As a business,
78
you need to recruit, and keep, employees who have
the changes. In a learning organisation, you create
that energy. Then, of course, not everyone has the
time and space for people to think, but unfortunately
same energy levels, and they don’t have them all
time is often lacking in organisations.”
the time. Some people are going through a difficult period in their personal lives, or have other reasons to resist change. If 100 employees participate in a change process, you can bet that there are 100 different perceptions of what’s going on. All people act based on their understanding and do their very best. It’s very unusual that someone resists out of sheer spite. To create change and energy, we also need a clear framework that gives us the best conditions to work in. So we need to paint a clear picture of what goal we want to achieve and create a game plan that shows how we work and according to what values. Then all employees need to have the right conditions to act based on what they can and want to achieve. This is not about comparing performances, who does more and who does less, it’s about everyone contributing in their own way. And finally, the company must have the energy, the skill, the time and the money it takes to implement
Jonas Fasth is a growth researcher at the University of Gothenburg.
79
00
PROTON ENGINEERING
“ It is our values that carry us forward” Our core values are the foundation of Proton Engineering’s sustainability measures. “From a pure business perspective, our sustainability measures can contribute to giving our customers added value. And here, our values carry us forward and have given us a certain advantage,” says Proton Engineering’s CEO Marcus Malveholm.
P
roton Engineering is registered with NQC
our and our customers’ carbon dioxide footprint,
Supplier Assurance, a self-assurance ques-
without in any way affecting the quality of the
tionnaire (SAQ) system for sustainability reporting. The system specialises in handling supplier risks in
finished component,” says Marcus Malveholm. “We do not use any environmentally hazardous
the automotive industry and according to Supplier
chemicals in our production and we monitor the
Assurance is the most frequently used self-assurance
lists of harmful substances.”
system in the automotive sector.
The stringent requirements Proton Engineering has for their suppliers apply across the board.
Global advantage
“Naturally we require that they follow all
In the latest report, Proton Engineering shows a
conventions, laws and regulations. But we also want
total score of 80%, a strong result in national com-
them to select at least three areas under the Global
parisons and even globally. The industry average
Compact in which they regularly measure and
in Sweden is 60% and the global average is 67%.
demonstrate improvements. We are still in the early
Proton Engineering’s CEO Marcus Malveholm thinks that the good results are due to the company’s
stages of these efforts, but we have begun doing regular follow-ups of our suppliers on site.”
core values. “We have a strong grounding in our values, and
No management system
sustainability is a natural part of this. Our goal was
What brings down the total score of Proton
not to get bogged down in internal measures. We
Engineering is the working conditions, human
have taken it a step further and begun to measure
rights and health and safety in the workplace,
and understand our footprint on the world with the
says Marcus, explaining that they do not have
assistance of our suppliers.”
a management system for these issues yet.
One of the areas in which Proton Engineering
“For companies operating in Sweden, where
has succeeded particularly well is in the use of
we have exemplary labour laws, health and safety
materials, prioritising recycled and traceable metal.
legislation and strong unions, it has not been
“Being able to procure and offer our customers recycled materials is an effective way of reducing
deemed necessary to establish management systems for monitoring these things. Everything works well
81
anyway. But the lack of a management system
LED lighting. We will also make investments related
brings down our points, so we plan to establish
to our compressors, and we are planning a major
one, such as ISO 45001, which is the management
initiative to recycle the heat from our automatic
system for health and safety. But I can’t say when it
welding machine, using it to heat the building.”
will happen; nothing has been decided yet.” Marcus points out that Proton Engineering
Other improvement opportunities that Proton Engineering has identified are in IT security,
has a long tradition as an industrial company with
although this is an issue related to group-level
strong roots in the local community.
management.
“The people in and around the company are
From a financial sustainability perspective,
extremely important to us, and we have a long
Proton Engineering, like many other companies,
tradition of offering our employees growth oppor-
faces major challenges.
tunities, both in the form of CPD and in the
“There is great uncertainty, with worries about
form of new tasks. We also work closely with the
rising inflation and prices of everything from mate-
region’s universities and host at least one degree
rials to energy and transports. This is unfortunately
project a year.”
a situation we can’t remedy just by saving; for us it’s about working efficiently and balancing our costs
Future challenges
according to what is reasonable. We have to find a
During the course of the year, Proton Engineering
way to ensure that everyone in the supply chain, all
conducted an energy audit and identified opportu-
the way to the end customer, has the opportunity
nities to save energy and reduce our climate impact.
to generate a profit and we can share the increased
“The result is that we are currently replacing our old T8 fluorescent tubes with energy-efficient
costs. This is a giant challenge now, for us and everyone else.”
“We have a long history of offering our internal talents the chance to have a career or try out new fields.”
CEO Marcus Malveholm
82
80% Proton Engineering’s total score
60% 67% National comparison
Global comparison
NQC Supplier Assurance, SAQ Self assurance system, 2021 result Company management Working conditions and human rights Health and safety Business ethics Environment Supplier dialogue Responsibility when purchasing raw material
100% 37% 68% 80% 93% 80% 100%
PROTON TECHNOLOGY
“ Our skills contribute to products that last longer” The ability to create change through others is Proton Technology’s most important contribution to sustainability. “With our tests, we contribute to reducing the throw-away mentality worldwide,” says CEO Stefan Gustafsson-Ledell. “Globally, corrosion damage in industry is said to
It also has customers in the furniture and manu-
correspond to about three per cent of a country’s
facturing industries.
GDP; the same is true in Sweden,” says Stefan Gustafsson-Ledell. “That’s a huge amount of money,
Lasts longer
and a massive environmental impact, when all
For Stefan and his colleagues, the core operations
those parts need replacing.”
– the services – are Proton Technology’s significant contribution to a more sustainable society.
Great demands and tough conditions
“If we can verify the effect and the require-
Proton Technology in Bankeryd is considered
ments for the surface treatment, we contribute to
one of the leading laboratories in the industry
ensuring that our customers’ products last longer.
for corrosion testing. The business is based on the
Many of our customers have also started looking
concept of testing according to applicable require-
at their surface treatment methods to see if there
ments regardless of where in the world the product
are more environment-friendly processes that give
is used, whether for high temperatures and
the same or better results. Our tests help them with
humidity or cold climate and salted roads.
that. I also like to think that our flexible attitude
The business is accredited to ISO/IEC 17025,
and stringent requirements contribute to spreading
certified to ISO 9001 and 14001, and a member
knowledge and changing attitudes and methods on
of the international ILAC network. The facility
other markets around the world.”
in Bankeryd has the equipment and expertise to
And Proton Technology’s customers confirm
conduct tests using over 200 different methods
this. Patrik Gustafsson is Head of Cab & Bus Body,
corresponding to a variety of industry standards and
Materials Technology, YTMR, at Scania:
requirements. Proton Technology has customers
“The market today has zero tolerance of
in many of the world’s leading truck and vehicle
corrosion damage, both aesthetically and in
manufacturers and their customers worldwide.
terms of corrosion affecting function. Scania is a
84
“
With our tests, we contribute to reducing the throw-away mentality worldwide.
premium brand, so we do not permit any kind of
certification. Salt water is our biggest consumable,”
corrosion on our products. Corrosion testing our
Stefan continues.
components in different environments is necessary
The transport of samples from Swedish and
to ensure the quality of our products over time, and
international customers to the lab in Bankeryd is
therefore also an important part of our sustainability
the part of the operations that generates the greatest
measures. By making sure that our components
climate footprint, but there are no precise calcula-
meet the requirements of our standards, we can
tions of how great it is.
achieve the premium level we strive for. Scania
“However, we do have established methods for
has approved Proton Technology to conduct
limiting transport emissions as much as possible.
corrosion tests because they meet our extremely
We have extensive information routines to ensure
high demands for quality, reliability and delivery.”
that our customers send us the right samples and
Thomas Rönnblom, Global Test Manager at IKEA, has similar thoughts: “Regularly testing the quality of our products’
the right number of them to avoid unnecessary transports. As standard, we do not send the samples back; we take it upon ourselves to recycle the
surfaces as regards corrosion and adhesion is a
materials. All transports are carried out by logistics
necessity for maintaining high quality, no matter
companies that offset their climate impact.”
where in the world the product will be used. There
Because Proton Technology is a service
is also a strong sustainability argument, because
company, its employees and their skills are a
high quality means a long lifespan.”
priority element of sustainability.
People in focus
organisation and work hard to be able to offer a
Environmental impact in the operations is limited.
good, safe working environment for the individual
“We have a major focus on the people in our
“We use chemicals in some of our tests, but a very small volume and the handling is well
to be able to develop. We want our employees to stay and contribute for a long time.”
documented and regulated under our ISO 14001
CEO Stefan Gustafsson-Ledell
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Proton Technology in Bankeryd is considered one of the leading laboratories in the industry for corrosion testing. It has the equipment and expertise to conduct tests using over 200 different methods corresponding to a variety of industry standards and requirements.
Box 1002, 331 29 Värnamo, Sweden +46 370 69 56 20, info@proton.se protongroup.com