Sustainability Story 2024 - Proton Group

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

With energy-efficient LED lighting,

Our sustainability strategy

32

a more climate-smart society.

Risk analysis

34

Stakeholder analysis and dialogue

36

Exxaktor helps its clients create

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@protongroup.com protongroup.com

Photo: Martin Johansson, Martin Andersson, Anna Hållams och Erik Sundwall

80

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.

62

Surface treatment Proton Finishing sets its sights on enhanced personal

Lighting

Pipe bending

Pipe installations

Machine safety

safety in production

48

Corrosion testing

10

The Proton Group is a family-owned corporate group with businesses within six areas; surface treatment, pipe bending, machine safety, corrosion testing, pipe installations and lighting.

68

Pipework and infrastructure are an important factor when the process industries switch to sustainable production methods.

Weldin Gothenburg 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.

6

DAVID GUSTAFSSON, CEO OF THE PROTON GROUP

” It’s easy to get caught up in

global thinking, but we see great opportunities to make a difference on a local plane.”

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.

How does the Proton Group weigh in

Is it really possible to combine growth

sustainability when making acquisitions?

with sustainability?

“We have a checklist of about 15 points. One of

”Customers, consumers and demanders want sus-

them expressly states that the company must

tainable solutions. In general, public awareness has

have a sustainable business concept. JL Safety

increased to the point where clearly documented

in Skara, which we acquired a few years ago, is a

sustainability measures are often a requirement for

good example. It’s an engineering safety consul-

doing business. Companies that want to grow in

ting company that saves lives by helping to make

the future will have to offer sustainability as a part

our customers’ working environments safe and

of their business model.

secure.”

If we can develop a surface finishing method that has less environmental impact but protects the

What sustainability issues does

components just as well, there’s a good chance the

the Proton Group prioritise?

customers will choose us. And that means we’ve

“We are inspired by the Global Compact, mainly be-

contributed to a sustainable solution – and grown

cause it has a high recognition factor and is easy to

our business at the same time. When it comes

communicate. Using the same terms with all of our

down to it, it’s a matter of survival. If we can’t turn

different stakeholders simply makes our sustaina-

things around, there’s no tomorrow for any of us.

bility measures more effective. We focus on three perspectives: Social, Environment and Economy.

During 2021, we conducted a stakeholder and risk 7

analysis that allowed us to select several focus

The Proton Group does not have to re-

areas to prioritise.”

port on its sustainability efforts, does it?

How do you develop the different

“No, there is no requirement for mandatory sus-

perspectives?

tainability reporting according to the Swedish

“Our aim is to become carbon neutral by

Annual Accounts Act. Naturally, we must meet

reducing emissions. For example, we are working

all the legal and societal requirements, but

to convert energy sources and reduce our

customers also demand that we can describe

dependency on LPG (liquefied petroleum gas).

our sustainability measures before they will do

It is easy to get caught up in global thinking,

business with us. Doing this work also gives us

but we see great opportunities to make a

a picture of our strengths and weaknesses and

difference on a local plane. We can contribute

what we need to develop in the future. We have

to well-being in the community and for indivi-

chosen not to call this a report because we have

duals in the long and short term by creating job

only been producing this type of summary for

opportunities. It is also important that we can

two years and are aware that we have some way

offer all types of jobs; society needs different

to go. We want to be clear and transparent about

jobs for different people, which is important

our activities to our customers, staff and other

for society and the economy. We can give that

stakeholders. In a way, we have to do it anyway,

first important job to someone who is far away

for our own sake. However, from the 2025

from the labour market, for example through

financial year, Proton Group will be subject to

our cooperation with Samhall. But we can also

the EU’s new Corporate Sustainability Reporting

give our existing employees the opportunity

Directive (CSRD). By starting to produce this

to develop. Over the past year, we have several

type of sustainability story a few years ago, we

good examples of employees who have stepped

have established working methods and are more

into a new role.

prepared for this type of reporting than if we had

Financially, we aim for long-term stability and

not done this work.”

resilience. In our world, that means profitability of about 6–8 percent and indebtedness

What achievement in sustainability are

no less than 35 percent. We also have a modest

you most proud of?

dividend policy. This allows us to invest in our

“The climate calculations we did in Proton

business, in our employees and in our sustaina-

Finishing is an important starting point for our

bility measures.”

continued efforts.

It helped us to crystallise what to focus on when we continue with our other business areas. I’m also very proud of having set aside the resources we need to pursue ambitious sustainability efforts through a new organisation and new hires.”

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.

Have you had any setbacks?

problem. My personal view is that we all need to

“Yes. Late in 2021 we discovered that a person

start making demands on each other throug-

in a managerial position at one of our manu-

hout the value chain. Customers need to make

facturing units had been taking advantage of

demands on us and we in turn need to make

people in a vulnerable position and demanded

demands on our subcontractors. Authorities

money in exchange for job offers. The person

could also simplify regulations - it is not easy

was fired and we reported it to the police. It was

to navigate over time and make investments

a terrible disappointment to discover that such

because conditions are constantly changing.

things was happening in our organisation, but it

For example, changes in taxation of different

was also a very important lesson that resulted

energy sources create caution in investments.

in us now working more actively with our core

More collaboration between society, business

values and code of conduct. All employees in the

and consumers is needed to make real change

Group have undergone thorough training in our

happen.”

Code of Conduct during the year, and last year work began on developing a completely new set

What do Proton’s stakeholders

of values for the entire Group, to create behavio-

think of the work that’s going on?

urs that can carry us forward.”

“We have been very clear that we see our sustainability work as a way of creating a positive

What is your greatest sustainability

difference for the coming generations. My per-

challenge and what will it take to

ception is that many stakeholders – customers

achieve it?

and employees alike – appreciate this, that we’re

”The big challenge is climate change and how

doing something meaningful, it’s not just about

to create new, circular business models where

having a job here and now. I sometimes hear

everyone is prepared to contribute. Sometimes

from new employees that they applied to work

there are no financial incentives in business. If

for us specifically because we take sustainabili-

we, as a subcontractor, go further in our sustai-

ty seriously.”

nability work than what the procurement requires, it is still very difficult to get a return on that added value. Anyone who invests heavily in a carbon-neutral factory cannot currently expect the investment to pay off. We need to solve that

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.The business is divided into six areas: surface treatment, lighting, pipe bending, pipe installations, machine safety and corrosion testing.

They operate in a variety of industries that are all linked to industrial production. A number of companies operate within the framework of the various activities, all of which have the freedom to run their business and their sustainability work under their own responsibility. To support the operations, Proton Group has set up a special service company, Proton Services, which provides expertise in finance, HR, IT, marketing communications, sustainability 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

AREAS OF OPERATION

Surface treatment Proton Finishing

Lighting

Pipe bending

Exaktor Exlite

Proton Engineering

Pipe installations

Machine safety

Weldin Gothenburg

JL Safety Cedoc

Corrosion testing Cotec Labs

EMPLOYEES 2023 444 EMPLOYEES

TURNOVER 2023 788 MSEK 13

15

50

75 103 35

332

196 20 16 8

187

Surface treatment

Pipe bending

188

Lighting

Pipe installations

Machine safety

Corrosion testing

Support functions

PROTON GROUP

Strategic presence in the Nordics and Baltics

SWEDEN FINLAND

Vantaa

Eskilstuna

Skara

Skövde

Gothenburg Hillerstorp Anderstorp Forsheda

Bankeryd Skillingaryd Värnamo

Proton Group head quarters

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 1.3 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 communications, sustainability 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 company 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 is the company 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.

2012

2011

Generational shift – ownership passes to Leif Malveholm’s children Daniel, Marcus and Sanna.

14

2018

Transition to buying fossil-free electricity.

2018 Transition from fossil natural gas to renewable biogas.

2018 2017

TIA – incident management system for risks, incidents and accidents is implemented.

Soil remediation of property in Markaryd where previous surface treatment business operated.

2019

Proton Group acquires JL Safety and CEDOC

2020

Proton Group acquires Gunnar Hansson Svetsteknik and Teknikrör i Kinna, which have now merged to form Weldin Gothenburg.

2022

Proton Group publishes its first sustainability story.

2020

Producing our own renewable electricity through our first solar panel installation.

2024

Climate footprint for the whole Group.

2023

2021

Proton Group acquires surface treatment company Transition to purchasing in Anderstorp. environmentally declared hydropower.

2023

2022

Report of climate footprint, CO2 emissions from all surface treatment businesses..

JL Safety och Cedoc becomes separate companies.

15

LIGHTING

Exaktor Exlite

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 brands Exaktor and Exlite.

COMPANIES Proton Lighting, Värnamo Proton Lighting, Helsingfors Finland

75 188

NUMBER OF EMPLOYEES 2023

Vantaa

SALES 2023 (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

PIPE BENDING

Proton Engineering

Supplier to leading vehicle manufacturers Proton Engineering focuses on high-quality components for the automotive and manufacturing industries. Currently the organisation consists of 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, Litauen

103 196

NUMBER OF EMPLOEES 2023

Skillingaryd

SALES 2023 (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 cycle 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

CORROSION TESTING

Cotec Labs

Services in quality and testing Cotec Labs is a highly specialised company with a focus on quality. The company is a market leader in corrosion and surface testing for the international automotive and furniture industries.

COMPANIES Cotec Labs, Bankeryd

NUMBER OF EMPLOYEES 2023

8 13

SALES 2023 (SEK MILLIONS)

Bankeryd

SUSTAINABILITY FROM A BUSINESS PERSPECTIVE Cotec Labs’ services provide quality assurance of surface-treated parts, helping to extend the lifecycle of products reaching the market. Cotec Labs’ services are also strategically important in the development and quality assurance of new, more environmentally friendly surface treatment technologies.

21

MACHINE SAFETY

JL Safety Cedoc

Services in risk assessment and safety The field of operation of machine safety comprises two highly specialised companies focused on risk assessment and machinery safety. JL Safety specialises in machinery safety and CE marking, helping manufacturing companies to create safe workplaces. Cedoc develops software for risk assessment and documentation of machinery.

COMPANIES JL Safety, Skara Cedoc, Skövde

NUMBER OF EMPLOYEES 2023

16 15

Skara

Skövde

SALES 2023 (SEK MILLIONS)

SUSTAINABILITY FROM A BUSINESS PERSPECTIVE Within their respective businesses, JL Safety and Cedoc contribute to creating safer and healthier working environments and reducing the risk of injury in industry.

21

PIPE INSTALLATIONS

Weldin

Building the industrial infrastructure of the future Weldin Gothenburg, develops safe, efficient infrastructures for the distribution of materials and media. The company represents unique expertise in advanced pipe and tube installations for industries such as pharmaceuticals, food and the process industries.

COMPANIES Weldin Gothenburg, Gothenburg

35 50

NUMBER OF EMPLOYEES 2023

Gothenburg

SALES 2023(SEK MILLIONS)

SUSTAINABILITY FROM A BUSINESS PERSPECTIVE As consultants for companies in fields such as food, process industries and chemical industries, the company in this field of operation is 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 Weldin Gothenburg assists them with providing complete solutions, from planning and design to construction.

23

SURFACE TREATMENT

Proton Finishing

Experts in surface treatment Proton Finishing consists of six companies that specialise in various surface treatment processes – primarily in the form of corrosion protection, but also decorative coating for customers in the automotive, construction, furniture and other industries.

COMPANIES Proton Finishing, Forsheda

Proton Finishing, Stansgatan 1B, Anderstorp

Proton Finishing, Hillerstorp

Proton Finishing, Stansgatan 8, Anderstorp

Proton Finishing, Eskilstuna

Proton Finishing, Grand Prixgatan, Anderstorp

NUMBER OF EMPLOYEES 2023

187 332

Eskilstuna

SALES 2023 (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, SUSTAINABILIT Y MANAGER PROTON GROUP

” Determination is the biggest opportunity” 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

seriously, but the biggest difference now is that so

in sustainability issues?

many really care about what we do!”

“I studied chemical engineering and physics at Chalmers. At the end of my programme, when it

Why is sustainability so important

was time to specialise, I chose a focus on energy

to the Proton Group?

and the environment, and my interest in the field

“It isn’t more important to Proton than to

grew more and more as I entered the professional

anyone else. Working consciously with

world. I’m driven by the idea of contributing to

sustainability-related issues is extremely

long-term sustainability – for Proton, of course,

important to any company that wants to stay

but also for my family, my children, my friends and

relevant on the market. Sustainability is a

community, and also for myself.”

matter of survival from many perspectives.”

You’ve worked professionally with

What do the stakeholders think

environmental issues for almost the whole of the 2000s. How has the situation changed?

“The most important change is that demands from all sorts of stakeholders have increased.

It isn’t just the legislators – the customers, suppliers, the media and the neighbours across the street all care more about the environment these days. Not to mention all the young people who prioritise the environment and sustainability.

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 26

is most important right now?

“What they care about most right now is the climate. Proton’s stakeholders are very clear that they want us to show progress in our efforts to reduce our climate impact and our carbon dioxide emissions.”

What is the greatest sustainability challenge for the Proton Group?

“Carbon dioxide emissions and reduction of emissions are a very important issue, and our stakeholders will demand even more in this area in the future. Another major challenge is to go even

deeper into the supply chain and ensure that our

opportunities. The fact that we have such

sustainability demands are met the whole way

breadth in different business areas, which are not

– not just in terms of climate sustainability but

always synced in the business cycle, can someti-

also other sustainability-related requirements.

mes be an advantage.”

The challenge is that we often have complex supply chains. For example, Exaktor and Exlite

What do you look forward to working

work with many components from different parts

further with?

of the world.”

”We have just started work on producing a sustainability report under the new European CSRD

What is the greatest opportunity?

“The drive and will in the organisation and

directive for the entire Proton Group. This is exciting work where I will learn a lot more about and

from the owners. We have an opportunity to show

get closer to our businesses and companies.

that we are forward-thinking and we make things

It’s really exciting. Within the framework of this

happen. In some areas, we’ve got a bit of a lead

work, climate calculations are also underway for

on our competitors, especially in surface treat-

all companies in the group. The work will give us

ment. And having the whole Proton Group behind

a good basis for real and important improvement

us also gives us extra muscle and investment

work going forward.”

“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 sees sustainable business as a social, ethical, environmental and economic responsibility where we in all our businesses work purposefully to live by our core values of being proactive, working as a team, challenging ourselves and collaborating. We transparently assess and report our impact on society.

29

PROTON GROUP / OUR CORE VALUES

Proactive Teamwork

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 for development.

30

Collaboration Challenge

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 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

IA

contribute to greater safety for our customers’ employees.

L

good conditions. Through our products and services, we also

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

V

Climate impact

ON

MENT

Development We want to contribute to inclusive industrialisation

E

and promote sustainable innovations. By developing sustainable solutions, we can add value to our customers’ sustainability measures. With our own

C

innovative development projects, we can also

ON OM

Y

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.

make our own operations more circular.

HÅLLBAR INDUSTRI, INNOVATIONER OCH INFRASTRUKTUR

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 (CO2 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.

Reource 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

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 iolate 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, energy solutions, 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 cycle 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 and offer more sustainable products and processes.

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 to sustainability criterias. 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

Opportunities for continuous improvement.

key figure monitoring.

We use tools such as our core values, Code of Conduct, NMI tools with action plans and a reporting tool for whistleblowing.

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 for continuous improvement.

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.

35

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 magazine.

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 magazine.

Owners & board

Board meetings and regular reporting.

Suppliers & 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, Protonen 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 magazine.

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 businesses covered by ISO certification -Cotec Labs, Proton Engineering, Exaktor, Exlite och 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 time, partnership and long-term relationships, competence and knowledge sharing.

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.

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.

37

Good to know about our sustainability story MATERIALITY ASSESSMENT In 2021, we worked to provide a structure to our

SUSTAINABILITY-RELATED POLICIES:

sustainability measures. Among other things,

• Sustainability Policy

we conducted a risk analysis (see page 34) and

• Code of Conduct

a stakeholder analysis (see page 36). Along with

• Health and Safety Policy

the other efforts we carried out in health and

• Environmental Policy

safety, environmental and quality work, these

• Equal Treatment Policy

analyses formed the basis of our sustainabi-

• Guidelines for Purchasing

lity strategy (see page 32). Our sustainability

and Procurement

and sustainability measures focus on three

• Company Car Policy

perspectives: social, environment and economy.

Within these perspectives we have identified six focus areas that lie within our influence and our stakeholders’ expectations. Our sustainability strategy contains long-term goals for each focus area as well as a link to the global sustainable development goals. Short-term goals are continuously set within the framework of each business area’s business plan.

ORGANISATION AND GOVERNANCE The Proton Group’s sustainability measures are

CERTIFIED TO:

• ISO 9001 • ISO 14001 • IATF 16949 • ISO/IEC 17025 • Safe Water • ISO/IEC 17020 C • SS-EN ISO 9606-1 • SS-EN ISO 14732

based on the organisation’s sustainability policy and Code of Conduct, both of which have been established by the Board of Directors. The Code

The Proton Group’s work is governed and monito-

of Conduct covers matters such as business

red using certified management systems

ethics, anti-corruption and human rights. Health

(ISO 9001 and 14001). This governance and moni-

and safety measures are a continuous focus

toring structure also includes sustainability

based on a shared health and safety policy. We

measures and during 2022 a sustainabiliy forum

also have an equal treatment policy. The majority

was established.The aim with the sustainabili-

of the group’s policies are shared; however, each

ty story for the group is to be able to report its

business area has its own environmental policy

sustainability measures in the future according

based on its own operations.

to the Swedish Annual Accounts Act.

38

”

Sustainability offers a fantastic opportunity to develop a company David Gustafsson, CEO

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 and wellbeing 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.

S O CIA L

Employees ANSTÄNDIGA ARBETSVILLKOR OCH EKONOMISK TILLVÄXT

We want to contribute to safe, secure working

for managing accidents, incidents and risks, as well

environments that allow our employees to grow.

as a whistleblowing system at Group level. First aid

We want to make it possible for people with

training, installation of defibrillators, an increased

different backgrounds to work under good

wellness allowance and an option to recieve a bicycle

conditions. Through our products and services,

benefit have also been implemented at Group level. In

we also contribute to greater safety for our

connection with a company-wide leadership develop-

customers’ employees.

ment programme that started in 2023, the core values were revised, resulting in four new value words. As part

OUR OBJECTICE

of the work with the core values, we train in and dis-

Ambassadors. In 2030 we will have satisfied

cuss our code of conduct, victimisation and whistle-

employees, corresponding to a score of 25 eNPS*

blowing. The Year of Health, initiated at Proton Lighting

in the employee survey.

in 2022, has been made permanent and involves daily

Safe workplace. The goal is zero workplace in-

walks around the factory building and a monthly joint

juries resulting in absences. In 2030 we will have

health breakfast. Work to refresh and improve staff

achieved 10 risk observations per incident.

facilities is ongoing.

Personal growth. In 2030, all employees will be offered 16 hours of training a year.

CHALLENGES AND OPPORTUNITIES

Whistle blowers. Our long-term goal is to have

As we work with industrial production in our operations,

zero deviations leading to whistle-blowing.

there are risks of workplace accidents and exposure to chemicals. The fact that we are a multicultural

GOVERNANCE AND MONITORING

organisation with many different nationalities also

This work is governed by our policy documents

poses a challenge socially and ethically, where we must

Sustainability Policy, Code of Conduct, Health and

constantly work to create a common understanding

Safety Policy and Equal Treatment Policy, and through

and be aware of language challenges and cultural

our management system. The group CEO and the

differences. During the year, Proton Finishing initiated

business area managers are ultimately responsible,

the language initiative Yrkessvenskan, where employ-

and each manager is responsible for the work at their

ees who are not native speakers of Swedish are given

own level of the organisation. Our follow-up tools are

training in Swedish during working hours. The ability to

our annual employee survey and performance reviews,

work persistently with safety and the Code of Conduct

as well as regular reviews and key figure follow-ups

is a challenge for us. Making employees aware of the

on scorecards. Health and safety is monitored daily

issues and getting them involved in the organisation will

through safety inspections, risk assessments and

take time and effort, and during the year we will work

incident reports, which are summarised monthly in the

through and anchor our new core values in all parts of

key figures.

the business. We also have an extensive leadership development programme underway to strengthen the

COMPLETED ACTIVITIES AND EVENTS

conditions for a prosperous and developing culture in

Over the past few years, we have built a solid founda-

our companies. We see a challenge in ensuring the

tion to ensure the development and health of our staff.

working environment for our employees who carry out

We have reviewed and updated our Code of Conduct

work at our customers’ premises and will continue to

so that it is now more clearly aligned with our sustai-

work to improve it by strengthening appropriate protec-

nability policy. We have also introduced the TIA system

tive, high-visibility and first-aid equipment.

* Net Promoter Score

44

Key figures AMBASSADORS

PERSONAL GROWTH

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).

GOAL 2030

25

16 h

20

Training per employee and year

25

15 10

1

5

-1

-7

OUTCOME 2022

OUTCOME 2023

Training per employee and year

Training per employee and year

13 h

0 OUTCOME 2021

OUTCOME 2023

eNPS (NMI)

eNPS (NMI) OUTCOME 2022

GOAL FOR 2030

eNPS (NMI)

eNPS (NMI)

14 h

SAFE WORKPLACE Accidents and risk observations, where the number of risk observations is seen as a tool for reducing the risk of accidents.

ACCIDENTS

OUTCOME 2021

OUTCOME 2022

13 2 Accidents resulting in absence

OUTCOME 2023

7

GOAL 2030

0

Accidents resulting in absence

Accidents resulting in absence

Accidents resulting in absence

OUTCOME 2021

OUTCOME 2022

OUTCOME 2023

GOAL 2030

Risk observations per incident

Risk observations per incident

Risk observations per incident

Risk observations per incident

RISK OBSERVATIONS

2,2 1,1 4 10 45

S O CIA 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

Already today, the various activities of the Proton

activities and where we can help young people to get

Group have a strong commitment to the local commu-

an education, internships and jobs. So we participate in

nity. Primarily, we sponsor various types of activities at

many activities with schools and associations. We also

both Group and business level that benefit children and

want to ensure good health and safety and environme-

young people. We have also supported those in need

ntal conditions in the workplace.

in Ukraine through contributions to the UNHCR. We also actively collaborate with universities, vocational

OUR OBJECTIVE

training programmes and primary schools by offering

Contribute resources to community

opportunities for internships and thesis projects of

development. The goal is that by 2030 we will

various kinds, being involved in teaching and engaging

contribute to or participate in 100 different com-

in the design and delivery of training programmes. For

munity development activities per year.

example, there is an ongoing collaboration with Vanda-

Sustainable value chains. We will define a goal

lorum’s Design School for children and young people,

for our work with sustainable value chains for

where participants can visit Proton and take part in and

measuring according to Amfori, BSCI or a similar

try out various work steps in the manufacturing indu-

system. This work is underway, with the goal of

stry. Cotec Labs has a collaboration with the IF Hallby

having a system implemented in 2024.

association and their active work to make football accessible to all children and young people regardless

GOVERNANCE AND MONITORING

This work is governed by our policy documents Sustainability Policy, Code of Conduct, Health and Safety Policy and Equal Treatment Policy, and through our management system. The group CEO and the business area managers are ultimately responsible, and each manager is responsible for the work at their own level of the organisation. Certain environment-related issues related to the immediate community are governed in part by our environmental policies and in part by the revisions and inspections linked to our permits.

Currently we do not have any established systems for

of their circumstances.The club also works actively to create a safe and inclusive environment both on and off the pitch. Exaktor has a well-established collaboration with Samhall, where people who otherwise have difficulty entering the labour market are offered jobs in production. Proton Engineering Lithuania locally supports ”Red Noses Clowndoctors International”, a non-profit organisation that spreads joy to those who need it a little extra, including children in hospitals.

Proton’s commitment was recognised by the award of the ”Collaboration Company of the Year 2024” prize presented by Värnamo Näringsliv.

measuring and monitoring our goals in the Society

CHALLENGES AND OPPORTUNITIES

focus area. Therefore, we do not show any key figures

The fact that Proton Group is seen as an active and

for them. We plan to design a system for measuring the

valuable force in society strengthens our brand among

number of community involvement activities and the

customers and stakeholders and makes it easier to find

value of these contributions during the course of 2024.

attractive labour. During the year, we will work through

The work of ensuring health and safety and environ-

and anchor our new core values in all parts of the

mental consideration in our value chains requires a

organisation. To strengthen the possibility of taking

careful analysis of our value chains to identify what

environmental, social and ethical social responsibility,

system we need to use. This is a long-term project that

work is under way on a double materiality analysis in

will take several years.

connection with the organisation’s work on adapting to the new sustainability legislation (CSRD), where risks

46

and opportunities from a sustainability perspective throughout the value chain will be identified.

ASSOCIATIONS AND ORGANISATIONS THAT THE PROTON GROUP CONTRIBUTES TO

• The Confederation of Swedish Enterprise

• Värnamo Näringsliv business association

• The Swedish Electroplaters and Surface

• Säker vatten (Safe Water)

Finishers Society (SYF) • The Scandinavian Automotive Supplier Association (FKG) • Lagans Vattenvårdsförening (River Lagan water conservation association)

• The Confederation of Swedish Enterprise Service • FTi (Förpacknings- och tidningsinsamlingen) • IFK Värnamo’s football school • Värnamo Hockey

• Forsheda business association

• Värnamo Tennis club

• The Hillerstorpare community association

• Värnamo GIK (hockey club)

• Nissans Vattenvårdsförbund (River Nissan

• HC Hockey Lidköping

water conservation association)

• Skara Handbollsförening (handball club)

• Anderstorp business association

• Lundsbrunns golf club

• Interior Cluster Sweden/Föreningen

• IF Hallby Football club

svenska möbelklustret • SPF (Svensk Pulverlackteknisk Förening) (Swedish powder coating association)

• Götaströms Golf club • Gislaved Hockey club • Lions Club

• Halland’s entrepreneurs’ network

• Active school

• El-kretsen

• Hjärta för barn

• Sveriges Elgrossisters Service (Swedish

• Lidköpings Riding club

electrical wholesalers’ network)

• Vandalorums Design school

• SIS Standards Institute JL Safety wants to contribute to the quality of life of young people through physical and social activities and therefore supports young people at Lidköpings Ridsklubb.

The collaboration between Proton Group and Vandalorum’s Design School gives students a unique insight into manufacturing and design.

47

PROTON GROUP

Behaviours that move us forward

A journey for positive change Over the past year, a new set of values has been developed for the entire Proton Group. The work includes the entire corporate group and means that all operations and companies have been highly involved in developing the new values and behaviours that will carry the group forward.

“The background to a new set of values is that Pro-

the ambitious targets we have set. Through this,

ton has set very ambitious growth targets to meet

we will double our turnover over the next ten years

future needs and challenges in our rapidly changing

and significantly increase profitability,” says David

world. Strategic and operational work will fail if we do

Gustafsson, CEO of Proton Group.

not have the right attitude and behaviour within the organisation. By living the values and letting them

From current to new situation

permeate our operations, I am convinced that we will

Around 50 leaders gathered for a few days in Sep-

get closer to the vision – which includes achieving

tember last year. Theoretical and practical exercises

All Proton leaders came together to start working towards a new set of values.

in groups and individually were interspersed with

urs. All to provide all leaders with the tools to put the

discussions about the current situation – with the

exercises into play in their respective organisations

common denominator of finding the way forward

and functions. At each session, we focused on two

for a new situation. What we came up with was

words and carried out exercises around them. When

documented and compiled – to finally result in four

the exercises were carried out in the teams at home,

concrete value words, where each of the words is

a focus area was set linked to each word on which

linked to some specific behaviours.

the exercise was based.

Back to the core

From project to process

Our leaders identified a number of behaviours that

It was a bunch of inspiring, energetic, and certainly

we need in our operations to move towards our goal.

somewhat tired, Proton leaders who went back to

It’s about our winning attitude, our will to perform

their organisations to set the game of exercises in

and to be first on the ball. It’s about job satisfaction,

motion.

how we care for each other and energise each other.

– What a force it is when you gather so many com-

It’s about challenging our courage, daring to inno-

petent and committed leaders. I am very hopeful

vate, seeing no limitations and constantly wanting

about what we can achieve together through this

to evolve.

work. Imagine several hundred employees, each of

And it’s about how we communicate, co-operate

whom will contribute to Proton’s growth journey.

and make each other better, how we win together.

That’s awesome! It is also important to realise that

We summarise these behaviours in four words:

this work is not a project that we implement now and

Proactive, Team Spirit, Challenge, Collaboration. In

then can check off, it is an ongoing process that we

Swedish, they form the word PLUS – which is the

should live in every day,” points out Mari Lundqvist,

essence of where we come from. A positively char-

HR Manager at Proton Group.

ged particle, a proton, that wants to make a positive difference.

– What got us here won’t get us where we want to go, so we have adopted this new set of values and behaviours that we believe are the recipe to get us to the vision and goals we have set. This is a journey that all 440 Proton employees need to help with, and everyone is therefore highly involved in the work.

All leaders in the Group were involved in setting the values and behaviours that would help us on this journey. And right now, work is underway with several exercises where all employees are involved and contribute,” says Mari Lundqvist, HR Manager at Proton Group.

Practise, practise, practise Putting the new values on boards is not enough.

Once the new values were agreed, the next step

The exercises resulted in a variety of ideas and plans for the

was to come together again – this time in smaller

future. Here from one of the exercises at Proton Finishing in

groups – to practice working with our new behavio-

Hillerstorp.

49

PROTON FINISHING

If the unthinkable happens

”Want to be the best in the industry 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 its sustainability measures as

materials and the right PPE, says Markus Wahren, marketing manager at Medical Care System.

part of its long-term strategy. Occu-

“We’ve assessed all of Proton Finishing’s facili-

pational safety is a top priority, Henrik

ties and examined safety when handling chemicals.

Dyberg says.

For example, we made sure that staff have the right

“It’s part and parcel of the job.

When you workwith surface treatment, harmful chemicals are used daily. Many of them can be lethal

PPE: gloves, coveralls, safety glasses, facemasks and visors.”

And should anything happen, the latest

if not used correctly. That’s why we’ve launched a

equipment must be on-site to neutralise the threat

project focusing on personal safety.”

or minimise the damage.

In collaboration with our supplier Medical Care

“These chemicals can penetrate the skin or

System, Proton Finishing has taken stock of all units

the eye and get into tissues, so it is extremely

to investigate whether our routines and PPE (Perso-

important to eliminate spills and splashes immedi-

nal Protective Equipment) can be

ately and use a hypertonic rinse. This means that

improved even more. All employees will also take

the rinsing solution extracts the chemicals from

a training course.

the tissues even if they have penetrated deeply.

“This isn’t about doing the bare minimum – we want to be the best in the business at personal

Chemicals that can penetrate the skin or eye can otherwise continue to destroy the tissue for days.”

safety,” Dyberg says. “Our aim is to have zero inci-

Carrying a personal eyewash with you that

dents and to make sure that everyone feels safe and

will neutralise the chemicals saves valuable time

secure at work.”

because it can be used immediately.

Immediate response is crucial

Vital knowledge

The top priority is to prevent accidents by

It is not enough to have safety equipment on site.

having the right training, the right handling of

The employees must also have the knowledge to

50

use it correctly.

“If you get splashed, you can strip down and

“You need different kinds of protective gloves for

wash it off immediately, instead of having to run off

different types of chemicals. You can’t just put on

to an emergency shower. This type of solution can

any glove and assume you’re protected – you need

make all the difference. Because even if we know

the right glove. Another detail that many people

what to do to work safely, accidents do happen.”

miss is that all gloves that have been subjected to chemicals must be considered single-use gloves.

You can’t put them down somewhere andlet the

Beautiful factories “Personal safety is one of the most important

next person use them, because they may have had

elements of sustainable entrepreneurship,” says

a breakthrough. Many people who develop skin

Maria Thom, quality and environment manager.

conditions have used old gloves where chemicals have broken through.

“We must be able to stand tall when we talk to our customers, end users and other stakeholders, and show that our work is sustainable and

Everyday safety Marie Askestam is a process and maintenance manager at Proton Finishing in Forsheda, one of the facilities with the most hazardous working environments.

“Our chemical baths range from corrosive to hot, alkaline and acidic, so you need excellent

that the people working in our factories are healthy and happy.

In our strategy, we talk about wanting ‘beautiful factories’ – which doesn’t just mean attractive on the surface, it means that everyone who works here is thriving.

safety procedures and emergency preparedness.

Now, we are equipping our factories with the

In our facility, safety glasses, gloves and the new

absolute best emergency preparedness, while our

eye washes are mandatory as soon as you enter

employees are being specially trained in how to act

the production line. It’s very important to us to know

if the unthinkable happens. Being able to offer a

that we have the absolute best equipment.”

safe and secure workplace where staff enjoy wor-

The production line is now also equipped with

king is vital in order for us to be able to recruit and

a Diphoterine® solution in the form of a portable

keep employees. Having a good reputation is very

full-body shower, not unlike a fire extinguisher.

important to us.”

Hazardous fluids and chemicals are handled both in Proton Finishing’s lab and out in production. Here Tomas Sceponavicius is working in the lab in Forsheda. The picture was arranged for the photo shoot, when only harmless fluids were used.

The eyewash is easily accessible in a holster.

51

”The focus has been on advanced control for high energy efficiency”

EXAKTOR

90 percent energy savings in Malmö harbour One control system – all the solutions. When Elinstallationer Södra Sverige’s “ Johan Olsson was commissioned to improve the energy efficiency of lighting in a complex project in the Port of Malmö, the choice was obvious:

E

Koolmesh from Exaktor linstallationer Södra Sverige handles

my customers’ wishes. My goal is for us to exceed

electrical installations for properties and

expectations, but also not to overshoot the target

offices throughout Skåne. The focus is

so far that we over-install,” says Johan Olsson.

on installations related to power, energy-

efficient lighting, IMD, data, control and regulation.

The sky’s the limit

At present, the company has eight employees,

The Port of Malmö has many attractive pre-

which means that they can easily take on larger

mises with a focus on warehousing and logistics.

projects while maintaining the close relationships

Here, Johan Olsson and Rickard Bengtsson have

their customers value. Johan Olsson, who founded

won the trust of several landlords with tenants in

and runs the business, says that his customers’

different industries. What do they all have in com-

interest in energy-efficient lighting has increased

mon? A focus on advanced control for high energy

exponentially.

efficiency.

“Often we deal with updating older lighting

“With the help of the Koolmesh control system

installations where you need to increase light levels

and the Tage LED luminaire, we’ve been able to

but but also save energy and reduce the energy

meet a wide variety of lighting needs spread over

consumption at the same time.”

two businesses and a total of 5,500 square metres.

The incredible advantage of this system is that it’s

Collaboration is key For several years now, Johan Olsson has been

really only your imagination that limits what you can do with it,” explains Rickard Bengtsson.

working closely with Exaktor’s Rickard Bengtsson.

Koolmesh makes it possible to cater for every

Together, they can keep up with the rapid techno-

possible solution in a lighting installation. The uni-

logical development in their field and ensure that

que thing about Koolmesh is that there is a sensor

customers get a lighting installation that is truly

in each luminaire, which provides great flexibility.

optimised in terms of both energy consumption and

The system also reacts at lightning speed, because

functionality.

it targets individuals instead of groups.

“For us, it’s important to have a partner who can do lighting calculations and planning that meet

Foresight with a forklift This is particularly evident at the logistics

53

company Nordanå Transport AB, one of the port’s

carbon dioxide emissions. In Nordanås’ warehouse,

tenants. Nordanå offers a complete, climate-smart

the control system really comes into its own. The

logistics set-up that includes transport and

fact that there’s a sensor in each luminaire ensures

warehousing. In its 4,000 square metre premium

faster and safer ignition, while maintaining energy

warehouse, it stores and reloads groceries for the

efficiency,” Rickard explains.

food industry.

“As soon as a sensor is affected, it signals to “Our transports are 100 percent fossil- free. Our

the next luminaire, which gives the lamps time to

deliveries are made with heavy, modern trucks in

illuminate in tandem with the forklift. You never have

southern Sweden, with a focus on sustainability. A

to worry about the lights not being able to keep up

sustainable working life is part and parcel of sustai-

just because the forklift is driving too fast. There

nability as a whole; our drivers always come home

will always be a wave of light that follows you as you

to their families every evening,” says Anders Clarén,

drive.”

head of the company’s operations.

Work light for the atelier Since the facility handles food,it is BRC-clas-

Another tenant is Rekomo, which sells new and

sified. Among other things, this entails lighting

used office furniture. They also have an atelier whe-

requirements. For example, there can be no risk of

re they renovate and reupholster used furniture,

glass splinters.

so-called “refurbishing”. Here, too, there was a wide range of lighting needs – from showrooms to ware-

“Since we’re certified and have a pronounced

houses and office lighting. As a circular company,

sustainability profile, it’s important for us to also

it was only natural that Rekomo also wanted an

have energy-efficient lighting that can minimise our

energy-efficient solution.

Johan Olsson at Elinstallationer Södra Sverige and Exaktor’s Rickard Bengtsson know all about energy-efficient lighting

54

”

The atelier is a very good example of how it is possible to combine light ergonomics with energy efficiency. around 85-90 percent. But Elinstallationer Södra

“Rekomo’s atelier is a great example of how you can combine lighting ergonomics with energy effi-

Sverige’s Johan Olsson also sees many other advantages.

ciency. Here, they wanted to have a 1,000 lux work light on the work surface so that the employees

“Since the control system is wireless, installing it is

would have a good light in which to do their sewing

a snap and requires less material and labour. That

work. That’s twice as bright as the standardised

means lower installation costs and less environme-

office levels. But Koolmesh control keeps them

ntal impact. Once the luminaires are up, it’s easy to

energy-efficient, because the lighting is turned

programme and control them with the app on your

off when you leave the workplace,” says Rickard

phone.

Bengtsson.

Safety is another important aspect Energy savings of 90 percent

“For us, it’s crucial that a supplier can be trusted in

Because the new lighting replaced old T8 lumi-

terms of the aftermarket and warranty. Whoever

naires, and these often lacked any control system

supplies our luminaires and control devices has to

at all, the overall energy savings in the premises is

take on their share of the responsibility.”

In Rekomo’s showroom and office, Exak-

In Rekomo’s atelier, staff have been pro-

tor’s LED luminaire Moln has been instal-

vided with extremely good working light,

led, naturally with Koolmesh control.

1,000 lux on the work surface, while maintaining energy efficiency

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.

E NV IRO NM E NT

Climate impact BEKÄMPA KLIMATFÖRÄNDRINGARNA

We want to contribute to the goals of the Paris Agre-

level and for organisations with significant energy

ement by reducing our climate footprint. As our first

consumption. We have installed electric car charging

step, we are doing climate calculations on each part

points outside most of our operations to facilitate

of our operations, after which we will establish a plan

electric car use for both employees and visitors. Cotec

for how to achieve our goal of being climate neutral

Labs, which handles many samples from international

by 2045.

customers, has reduced the number of outbound freights for which it also offsets. A first very important

OUR OBJECTIVE

step in our climate work is the climate calculations

Climate-neutral. Our goal is to be climate

that have been carried out and finalised for all of Pro-

neutral as regards scope 1 (direct emissions)

ton Finishing’s operations. This provides a good basis

and scope 2 (indirect emissions from electricity)

for improvements and the opportunity to report the

by 2035. In 2045 we will also be climate neutral

climate footprint to customers per surface treated.

as regards scope 3 (indirect greenhouse gas

The lessons learnt from this work form the basis for

emissions outside the realm of the company’s

the ongoing work to make climate calculations for

operations). Goal fulfilment will be measured

other Proton companies. These will be completed

using the key figure CO 2 per work hour.

during the year.

Energy consumption. The proportion of purchased electricity will have decreased by 40% by

CHALLENGES AND OPPORTUNITIES

2035. This goal will be measured in purchased

Carbon dioxide emissions from our operations make

kWh per work hour.

up the lion’s share of our negative environmental impact, but it is also the area where we have the

GOVERNANCE AND MONITORING

greatest opportunity to make changes. The energy

This work is governed by our policy documents

transition is a major challenge and at Proton Finishing

Sustainability Policy and Environmental Policy, and

in Forsheda we have decided to shut down the most

through our management system. The group CEO and

energy and power consuming flakes production in

the business area managers are ultimately respon-

2024. This creates great opportunities for alternative

sible and each manager is responsible for the work

energy supply going forward. At Proton Finishing in

in their organisations. For a monitoring tool, we use

Eskilstuna, a decision has been made to convert from

key figures that are monitored annually, with the

LPG to biogas. Energy meters have been installed in

aim of doing so at shorter intervals. The key figures

the Proton Engineering, Proton Finishing and Proton

on electricity consumption and CO2 emissions are

Lighting operations to identify energy efficiency

primarily based on purchasing data. The intent is to do

opportunities. Climate calculations will be carried out

climate calculations on all businesses in the Proton

during the year for the entire Proton Group, which

Group, after which we will establish an action plan for

will give us a good basis for identifying opportunities

how to achieve our goal of climate neutrality.

to reduce the Group’s total climate footprint. Several heat recovery projects are underway to reduce our

COMPLETED ACTIVITIES AND EVENTS

energy needs, but reducing the amount of purchased

Where we have control over purchasing, the entire

energy requires not only energy efficiency improve-

Proton Group has used only fossil-free electricity sin-

ments, but we also need to start producing our own

ce 2012, and since 2020 all electricity has come from

energy. This year, our first solar installation, at Proton

renewable sources. In 2022, Proton contributed to the

Finishing Anderstorp Stans 8, is planned to be com-

signing of a new contract for renewable electricity for

missioned. At Group level, we will introduce guidelines

Proton Finishing Stans 1 (operations in rented premi-

for sustainable investments and carbon offsetting.

ses). Energy audits have been carried out at group

We will continue to install charging points for charging

58

electric cars in connection with all Group sites.

Key figures CO2 FOOTPRINT (CLIMATE NEUTRALITY) CO2 footprint, emissions per work hour.

10

8,1*

8

5,6

6

5,1

4

2

0

0 OUTCOME 2021

OUTCOME 2022

OUTCOME 2023

GOAL 2035

kg CO2 per work

kg CO2 per work

kg CO2 per work

hour**

hour**

kg CO2 per work

(Scope 1 and 2)

(Scope 1 and 2)

(Scope 1 and 2)

(Scope 1 and 2)

hour**

hour**

* Adjusted value from previous 6.7 due to new knowledge about emission factor biogas ** Cotec Labs, Cedoc and JL Safety not included

ENERGY Energy, purchased per work hour.

GOAL 2035

-40% OUTCOME 2022*

-28%

OUTCOME 2023*

-27%

* Starting position 2021: 68 kWh per working hour

59

ENV IRONM E NT

Local footprint HÅLLBAR KONSUMTION OCH PRODUKTION

We want to contribute to a better use of resources by

in Forsheda have resulted in a process with lower re-

reducing our use of materials and preventing, reducing,

source consumption and reduced waste. Optimisation

reusing and recycling our waste. We also work to hand-

of the process at the treatment plant in Forsheda has

le chemicals responsibly to reduce negative consequ-

been implemented, which has meant that more water

ences to human health and to the environment.

streams can be handled in the internal treatment plant instead of being sent away as hazardous waste. During

OUR OBJECTIVE

the year, a collaborative project with a supplier resulted

Waste. Our goal is to have operations that by

in the installation of purification equipment for our

2035 do not generate any waste that is sent to

ZnNi rinses, which are currently sent as hazardous

landfill or energy recovery. Instead, we will be able

waste, continued tuning and adjustment is underway,

to recover materials, recycle, reuse or eliminate

which will lead to a significant reduction in hazardous

the waste.

waste. Exaktor has reduced water consumption in

Candidate chemicals. Our goal is that no listed

its paint shop and reduced the dust content in the

substances will be included in the chemical

exhaust air. The Group’s policy on the use of company

products we use or in the products we sell as of

cars has been adjusted with new conditions to increa-

2035.

se the share of electric cars and plug-in hybrids.

Company cars. Our goal is that all purchased company cars will be of the highest environmen-

CHALLENGES AND OPPORTUNITIES

tal class by 2025.

The major risks in the focus area are linked to chemical management in the operations of Proton Finishing and,

GOVERNANCE AND MONITORING

to some extent, Proton Lighting and Proton Engine-

This work is governed by our policy documents Sustai-

ering. Here, however, we have made some progress in

nability Policy and Environmental Policy, and through

creating even more efficient processes and control.

our management system. The group CEO and the

Among other things, we will take stock of the use

business area managers are ultimately responsible and

of listed substances in these three business areas

each manager is responsible for the work at their own

and work on their substitution. For example, work is

level of the organisation. For a monitoring tool, we use

underway to change all remaining cobalt-containing

key figures that are monitored annually, with the aim of

passivations to cobalt-free ones, and during the year

doing so at shorter intervals. Governance also occurs

we switched to cobalt-free processes in another line.

through checks and inspections regarding various

In order to create change, it is important that we are

environmental permits from authorities.

persistent and constantly implement projects that take us forward. One example is the improvement plan-

COMPLETED ACTIVITIES AND EVENTS

ned at Proton Finishing, which will establish a process

A large part of the activities carried out so far have

with only passivation in the drum for zinc castings,

taken place within the framework of Proton Finishing.

which means a reduction in the number of process

This is in part because Proton

steps that the goods go through, resulting in reduced

Finishing works intensively with chemicals, and also

resource consumption and waste. We continue to work

because the company very actively pursues change

hard to be able to treat additional water streams in our

measures with the aim of transforming the entire

treatment plants, recirculate streams back into the

industry. These measures include soil remediation

processes and increase the performance of the treat-

of a previously owned, now divested property in Marka-

ment plants to reduce emissions, hazardous waste and

ryd,renovated water treatment plants and improved

water consumption. Even the smaller measures are

management of processes and water treatment plants.

important, for example JL Safety and Cedoc will digitise

Investments in more resource-efficient membrane

their customer training materials to reduce paper

technology in the plating baths in the hanging lines

consumption.

60

Key figures WASTE Waste to landfill and energy recovery from the operations.

OUTCOME 2021

OUTCOME 2022

OUTCOME 2023

GOAL 2035

8,3% 3,6% 3,9% 0% waste to landfill and energy recovery

Waste 0,06% (0,14) and energy recovery 3,49% (8,2)

COMPANY CARS Percentage of purchased company cars that are electric..

100

75

50

25

0

40% OUTCOME 2021

60%

55%

OUTCOME 2022

OUTCOME 2023

100% GOAL 2025

CANDIDATE CHEMICALS LIsted substances in used chemical products

OUTCOME 2021

OUTCOME 2022

OUTCOME 2023

34 30 26

GOAL 2035

0

listed substances in used chemical products

61

CEDOC / JL SAFETY

Machine safety on the menu Cabbage rolls, meatballs and Karin’s lasagne... The dishes from Dafgårds in Källby in Västergötland are many. Homemade and familiar is the feeling that has always characterised the company - and this is also reflected in the work environment. Working at Dafgårds should be safe and secure, which is why extra focus is placed on machine safety.

00

Dafgårds was the first in Sweden to prepare and sell pre-packed meatballs and is now a global food company.

”We want to get even better and Cedoc and JL Safety are obvious partners on that journey.”

Robert Johansson is responsible for machine safety

Engineer Dan Assarsson co-founded JL Safety in

and is part of Dafgård’s newly formed work environ-

the mid-1990s after training in the then new CE

ment group:

marking at Chalmers. ”Many companies found it complicated to under-

”Machine safety is crucial for us to be able to create

stand and implement the new legislation and that’s

a good working environment where employees feel

where we found our niche. To make things easier for

safe, which ultimately contributes to a prosperous

our customers, we developed a checklist that they

company. In this work, we have chosen JL Safety

could follow to ensure compliance with CE marking,”

and Cedoc as our partners.”

says Dan Assarsson.

The heart of the business

The checklist eventually grew into a complete risk

A safe working environment is at the heart of JL Sa-

assessment software, Cedoc, which has now been

fety and Cedoc’s business. Together they help their

spun off into its own company.

customers to create safe workplaces. JL Safety trains and consults companies in risk assessments and machine safety and Cedoc complements the offering with its risk assessment software.

63

”

JL Safety has extensive knowledge of machine safety and provides support when our own expertise is insufficient, in day-to-day operations and through training programmes. ”We feel safe” The relationship with Dafgårds goes back more

is also involved in driving us forward. Together we have designed a safety pyramid that visualises the

than 20 years. JL Safety supports with training and

current situation and the targets we have for

risk assessment on site, both for new and rebuilt

improvement work,” explains Robert Johansson.

machines, and Dafgårds uses Cedoc for support.

The food industry is very different from the ”We feel very confident in this co-operation.

manufacturing industry.

JL Safety has extensive knowledge of machine safety and supports us in our daily operations and

”The main difference is the hygiene requirements,

through training programmes. We receive ongoing

which means that machines must be designed to be

support in interpretation issues, for example when it

easy to clean. For example, maintenance staff must

comes to arbitrary guards, distances to dangerous

be able to safely access machines in all nooks and

moving parts and different types of tables. JL Safety

crannies.”

Dafgårds has been cooking since 1937 and knows that recipes, flavours and trends change over the years.

However, it must be safe to work at the company and therefore great emphasis is placed on machine safety.

64

Ensuring compliance

”Many of our customers appreciate that Cedoc has

Risk inventory is done on an ongoing basis with the

a structure and flow that is easy to work with. Then

Cedoc software as support.

you can focus on the actual machine safety work and also avoid making mistakes just because it is

”We think it works really well because everything

complicated. You really know that you are ensuring

we need is gathered in one tool. The software is

compliance.”

structured and provides a good overview with tabs for the different areas we work with. If we just follow

New cooperation agreement

the document, we don’t miss anything and know

Conducting continuous machine safety work is

that we comply with the Machinery Directive at

crucial in order to keep up to date and comply with

every point. As soon as there is a new version of the

all new standards and directives on the market,

directive, the software is updated. We also someti-

says Robert Johansson. To ensure long-term

mes use Cedoc as an encyclopaedia, because the

machine safety work, Dafgårds has therefore

Machinery Directive and the explanations of the

signed a co-operation agreement, a so called

clauses are in the software itself.”

Safety Concept, with JL Safety.

This is a view confirmed by Max Dahlbom, key account manager at Cedoc:

”This is part of our major investment in the work environment. We want to become even better and JL Safety and Cedoc are our obvious partners on that journey.”

Food, bread and coffee are made from scratch in the kitchen in Källby.

65

PROTON FINISHING

The next step towards climate neutrality Proton Finishing is the Proton Group’s pioneer in climate calculations.

In the winter of 2021, the first climate calculation was completed at Proton Finishing in Forsheda. Since 2023, all Proton Finishing companies offer climate calculations.

- ”In addition to knowing in black and white where to take action, we can now give our customers detailed information about how the surface treatment they choose affects the climate,” says process developer and team leader Joel Pierre.

J

oel Pierre works as a process developer and

That sounds complex?

team leader at Proton Finishing. His mission

”Well, it is. The tricky thing is that climate calcula-

is to improve Proton Finishing’s work in the

tions are fairly new to everyone, there is not much

areas of occupational health and safety, environment and energy, and to run various development projects, including the organisation’s climate calculations. In the winter of 2021, work began on producing climate calculations for all of Proton Finishing’s units. At the beginning of 2023, all GHG protocols were ready and are used by customers in their sustainability reporting, for Proton Finishing’s own improvement work and are also included in quotations.

What is a climate calculation?

-”We calculate our carbon footprint by converting all the climate impacts of our activities into CO2 equivalents*. These calculations cover all our processes both upstream and downstream of the plant. They also take into account energy sources and what the products emit in CO2 before they reach us, as well as the climate impact of our waste”. * Conversion of the impact of all greenhouse gases, expressed in a converted common unit.

66

Joel Pierre is process developer and team leader for Proton Finishing’s development department.

to go on. But now that climate calculations have

What do the climate calculations show

been made for all companies in Proton Finishing,

now that they are all done?

we have set a structure that works and that we

”The use of LPG is a huge culprit, even if we knew it

can continue to work from, for other businesses in

before, we may not have realised what proportion

Proton Group. What we have learned is that a close

it actually accounts for. But powders and zinc balls

dialogue with our suppliers is required; the purcha-

are also heavy items, partly because they are the

se of chemicals and energy constitutes a large part

main products but they also have the highest emis-

of the climate impact for us. Many of our suppliers

sion factors, so this is something we will continue

have not had this information but have produced it

to work on. We have already changed the supplier of

at our request. And that takes some time and pa-

zinc balls and made climate benefits through that

tience. By making these demands on our suppliers,

change.”

we are also helping to drive development. Several of our customers have also started to make the same

Do you have any other projects underway?

demands on us.”

-”Because gas is such a large part of our climate impact, we are looking at alternative solutions, such

How do you handle questions about clima-

as electric boilers and district heating. We also have

te footprint from your customers?

several energy efficiency projects underway at the

-”We use the climate calculations to produce key

moment, for example, we have installed electricity

figures per surface-treated surface and line. This

meters and heat meters on all lines where we can

means that the customer not only gets to know the

plan and control the electricity load and heat use

average for the whole plant, but can get detailed

in a smarter way and thus reduce energy use. We

information about what differentiates the different

are also working on a project where we can reuse

processes and base their decisions on this. It’s

the heat from our curing ovens to heat the process

great to be able to provide customers with climate

and since powder coating requires a lot of energy,

calculations already at the quotation stage, and so-

we are also testing low temperature curing powder

metimes even earlier, which customers appreciate.”

where we hope that we will be able to cure the powder at a lower temperature to save energy.”

Surface treatment is in some cases an energy-intensive process.

67

”

We aim to secure the Swedish energy system and increase the resilience of society and businesses to disruptions, while promoting independence from fossil fuels.

Magnus Kranz, project manager at Weldin together with Martina Wettin, founder of Nilsson Energy.

68

WELDIN

Collaboration that generates positive energy Green hydrogen will play an important role in the transition to a fossil-free society. But the technology is still in its infancy and success requires many experts to work together. Hydrogen pioneer Nilsson Energy and pipe specialist Weldin have found the way forward, together.

N

Nilsson Energy started as a classic ‘napkin

the climate transition. Society and businesses have

idea’ in 2016.

realised that hydrogen will be relevant, both as a

– We – Hans-Olof Nilsson, Pontus Lund-

storage medium for renewable energy and as a fuel

gren and I – stopped for coffee at Café Nordpolen in

to phase out fossil fuels.

Vara after a business meeting in Mariestad. As we sat there with our coffee, we started talking about the role of hydrogen in the green transition. We saw

The portable fuel cell generator generates electricity where it is needed.

its potential and started sketching out the structure and vision for Nilsson Energy on a napkin. Since then, we have worked night and day to realise our vision,’ says Martina Wettin, who, in addition to being one of the founders, also works with strategic business and partnerships.

Today, the company has 35 employees with specialised expertise and also works with sub-consultants to create robust and safe hydrogen solutions.

– Green hydrogen and hydrogen solutions outside the industrial fence are a young industry, which means that we and the industry have had to learn everything from scratch – both what works and what does not.

But now the technology is maturing, and hydrogen has become accepted as an important solution for

69

Hydrogen turnkey solutions Nilsson Energy’s business concept is as simple as it is complex: design and delivery of turnkey hydrogen solutions, including hydrogen plants for small-scale and local production to large-scale hydrogen plants for hydrogen factories. The company’s offering covers the entire spectrum from consulting services and feasibility studies to customised design solutions, construction, installation, operation and service.

Customers include industrial companies currently using fossil gas in their operations, transport companies seeking their own hydrogen production for fuel supply, the automotive industry and research The hydrogen detector can be used to detect

activities seeking their own hydrogen production for

and measure the

testing or fuel supply, and public organisations se-

presence of hydrogen

eking to secure their energy supply, both in the short

gas in a space.

and long term.

Decentralisation is a key word – We aim to secure the Swedish energy system and increase the resilience of society and businesses to disruptions, while promoting independence from fossil fuels. By implementing many smaller localised systems using hydrogen as an energy source, we create a secure energy supply and reduce vulnerability to external influences. Our focus is therefore on developing robust and safe local systems for both business and society, explains Martina Wettin.

High standards of documentation Nilsson Energy has its development and design department in Lindholmen and an assembly plant in Säve, just outside Gothenburg. In Säve, components, control and regulation systems are assembled for hydrogen production in modular cabinets or in 20-foot containers. - ‘Installation and welding on site at the customer’s premises is carried out by us at Weldin, who also support the development of new solutions and documentation,’ says Magnus Krantz, project manager at Weldin.

Quality and traceability is a critical point because hydroAt the Säve assembly plant, details are finalised before being sent to the construction site for final assembly and welding.

gen is transported under high pressure.

The pressure in the pipes can be up to 500 bar, which places high demands on materials, assembly, welding

70

and documentation. Everything must be traceable down to the smallest detail. We have a slight advantage here because we have extensive experience of working with the pharmaceutical and food industries, which also have high documentation requirements. Because the technology is so new, each project can be considered a pilot.

– ‘Working closely together, combining our competences, is not only a prerequisite for success. It will also be our joint contribution to driving development forward,’ says Magnus Krantz

“Good partnerships” This is a view shared by Martina Wettin: ’The facilities we build are surrounded by complex legislation regarding fire and safety, so it feels safe to have

Martina Wettin is one of the co-founders of Nilsson

access to Weldin’s expertise. As we operate in an area af-

Energy and passionate about the green transition.

fected by climate policy, it is important that we work at a strategically high level and in good partnerships with our suppliers. For us, it is extremely important that we have a good dialogue and can follow each other’s technology development. Generosity and long-term relationships

Green hydrogen Hydrogen is an energy carrier, just like electricity.

are the prerequisites for us to succeed together,’ conclu-

As such, it can be used to transport, store and

des Martina Wettin.

provide energy.

Hydrogen can be produced from many different energy sources: fossil, fossil-free or renewable.

From a climate perspective, hydrogen has great potential when it is produced from solar, wind or water and can therefore be part of a renewable energy system. Today, however, almost all hydrogen used in industry is produced from fossil gas.

A more climate-friendly way to produce hydrogen is to use electrolysis, where water is converted into hydrogen and oxygen using electricity. If the electricity used comes from renewable sources, the hydrogen is then called ’green’ because it is fossil-free.

Source: Swedish Society for Nature Conservation ”One future use for hydrogen is as energy in fuel cells. A fuel cell is an energy converter that can be efficiently used to convert the chemical energy of hydrogen into electricity and heat. The residual product is clean water.”

Source: Energigas Sverige

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.

ECON O MY

Development HÅLLBAR INDUSTRI, INNOVATIONER OCH INFRASTRUKTUR

We want to contribute to inclusive industrialisation and

the installation of purification equipment for our ZnNi rin-

promote sustainable innovations. By developing sus-

ses, which are currently sent as hazardous waste, which

tainable solutions, we can add value to our customers’

will lead to a significant reduction in hazardous waste.

sustainability processes. With our own innovative deve-

Proton Lighting is developing more ergonomic and ener-

lopment projects, we can also make our own operations

gy efficient working environments through lighting con-

more circular.

trol combined with innovative LED products, effectively saving energy for customers. Within the framework of JL

OUR OBJECTIVE

Safety’s activities, we offer safer working environments

Sustainable products and services. In 2030 100%

and machine safety. Cotec Labs, a leader in corrosion

of the products and services we offer will be sustai-

testing, ensures through its work that customers can

nability declared.

develop products with better resistance and longevity,

Sustainability-promoting development

which in the long run can contribute to reduced material

projects from a brand and business perspective.

consumption and better resource management. Weldin

By offering our customers circular solutions, we

helps its customers with solutions for energy transition

make sustainability measures a natural part of our

and energy and raw material efficiency. The new brand

business development. In 2024, a new brand stra-

strategy decided for the group has been implemented

tegy will be implemented. .

during the year. To further strengthen the Group’s sustainability work, the organisation has been strengthened

GOVERNANCE AND MONITORING

in recent years with sustainability managers in Finishing,

Through internal development and improvement pro-

Lighting, Engineering and Group.

jects, we can contribute to improved sustainability for our customers and our employees alike. With more circu-

CHALLENGES AND OPPORTUNITIES

lar, resource-efficient and ergonomic solutions, we can

Being able to declare products and services as sustaina-

integrate the sustainability perspective in our business

ble is a strong competitive advantage. We will therefore

concept and create sustainable growth for ourselves

begin work on developing a system for sustainability

and others. However, we cannot report any key figures

declarations in the various operations. Examples of indi-

today for any of our focus areas, as we lack any tools for

vidual activities that can be mentioned are that Exaktor

systematic monitoring. The goal is to reflect the internal

will further develop the use of light control for lower

information flows that already exist at management level

energy consumption and increased comfort and work on

in our business areas and see how far we can build them

the development of products with more circular thinking.

up. One such example is Proton Lighting, which currently

Proton Finishing intends to develop a more environmen-

performs light and energy calculations for its customers

tally friendly pre-treatment for ED powder and a process

that concretely show the link between development,

with only passivation for zinc castings. In parallel, Proton

customer benefit and climate impact.

Finishing will also implement automation and AI projects for a more sustainable business process. Within the

COMPLETED ACTIVITIES AND EVENTS

framework of Proton Engineering’s operations, we intend

Proton Group’s businesses currently have many establis-

to introduce requirements for recycled materials in the

hed activities in this area. Proton Engineering’s develop-

metal raw material, increase prototyping activities and

ment team supports automotive customers in developing

review the washing process to be able to take on new

new solutions for fuel conversion, Proton Finishing’s

business. JL Safety has developed a concept, Safety

development team has been created to design new so-

Concept, where customers are given prioritised resour-

lutions for sustainability in all areas of the business and

ces to create the best conditions in machine safety. In

through this initiative, for example, customers of Proton

order to equip the entire group for future challenges,

Finishing now receive the climate footprint from their

a change of business system to Microsoft’s Dynamics

surface treatment directly on their quote. During the

system is underway.

year, a collaborative project with a supplier resulted in

75

ECON O MY

Growth ANSTÄNDIGA ARBETSVILLKOR OCH EKONOMISK TILLVÄXT

We want to contribute to sustainable growth, where we

Jonas Fasth to actively drive and develop the The Group’s

can continue to invest in new technology, develop new

management team and business area managers have

products and services and develop our employees’ skills

participated in workshops and strategy development, and

through profitable operations.

work is now underway to implement the lessons learned in the organisation. Our key figures for growth and equity

OUR OBJECTIVE

ratio in 2021 require a comment as they should be put into

Profitability. We have a profitability goal of 6–8% over

perspective with the pandemic. Growth in 2021 is strong

the business cycle.

in relation to the targets, but should be seen in the light

Growth. We have an annual growth goal of at

of the loss of turnover in 2020 and the recovery that took

least 7.2%.

place the following year. The strong equity ratio in 2021

Solidity. We have a solidity goal of at least 35%.

can also be related to the pandemic, among other things,

Ambassadors. We aim to measure customer satisfac-

the government support meant a dividend freeze, which

tion in all of our business areas and to achieve a cNPS*

had a positive impact on the equity ratio. Projects have

of 25 by 2030

been conducted together with customers and end customers to jointly find opportunities for better solutions and

GOVERNANCE AND MONITORING

growth. Proton Finishing’s customer event ’Sustainable

Our profitability is measured monthly, because the

together’ was a successful activity that we will continue

operating profit is measured the current month and the

and develop further.

cumulative value is measured throughout the year. In the future we will measure all figures monthly, but always rol-

CHALLENGES AND OPPORTUNITIES

ling. Until now, growth has been measured via a monthly

Proton Group’s strategic growth target is to double

report that compares with the previous year sales and

turnover every ten years. We can’t do this on our own; the

budget. From January 2023 we will measure growth rolling

shift must be made in collaboration with our customers.

over the last 12 months and in relation to the vision in

Our challenge right now is therefore to get closer to

the group strategy of a doubling of sales every ten years.

customers in order to develop new sustainable offerings

Solidity is measured once a year.

that support them both in their profitability and in their sustainability development. Among other things, we need

COMPLETED ACTIVITIES AND EVENTS In 2019-2020,

to get involved earlier in the customers’ product deve-

Proton Group made a series of acquisitions aimed at

lopment process to be able to meet and fulfil their needs

driving the Group’s growth by broadening its offering to

through development. In order to gain an understanding

customers. These included the acquisition of JL Safety

of how well we fulfil our customers’ expectations, we

and Cedoc, which specialise in consulting and software

will carry out measurements of customer satisfaction

in machine safety, and Anderstorps Lackeringsservice,

via NPS* in all companies. To grow and develop, we need

Alsab, which is now part of Proton Finishing. With the

to strengthen our sustainability profile through, for

acquisitions of Teknikrör in Kinna and Gunnar Hansson

example, increased information and communication via

Svetsteknik, we entered a completely new area of

customer meetings, social media and events. Based on

operation, focusing on advanced pipe installations and

the dialogue with our customers, we will then allocate the

infrastructure for the process industry. We believe that

development resources necessary to move forward with

demand for qualified services in this area will increase

our growth-promoting measures. Sustainable growth will

as customers rebuild their facilities and reorganise

not be achieved alone, but in collaboration and part-

their processes as part of their sustainability efforts.

nership, so a challenge going forward will be to find more

In 2023, the two companies were merged into Weldin

partners in many different areas to strengthen our capa-

Gothenburg AB to create better conditions for growth.

bilities for sustainable solutions, products and services.

In 2021, Proton Group initiated a project in collaboration

The Group’s new brand strategy will clarify our offer and

with the University of Gothenburg and growth researcher

create better conditions for growth.

76 * Net Promoter Score

Key figures ANNUAL PROFITABILITY As a percentage over a business cycle.

OUTCOME 2022

OUTCOME 2021

OUTCOME 2023

GOAL

6% 4,5% 2,2% 6-8% ANNUAL GROWTH Percentage per year.

10

5

0

6,3%

6,1%

6,8%

>7,2%

OUTCOME 2021*

OUTCOME 2022

OUTCOME 2023

GOAL

* Outcome compared to 2019 due to reduced turnover in the pandemic year 2020

SOLIDITY Percentage per year.

>35% 49% 52% 48% GOAL

OUTCOME 2021

OUTCOME 2022

OUTCOME 2023

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 person,

Economics and Law, where he focuses

for that matter, being able to make maximum use of

on strategy and change processes in growth com-

all the available resources – both those within the

panies. In his research, Jonas studies the dynamics

company and those in the world around them. The

of growth to develop knowledge about the activities

possibilities would be endless. It is theoretically

and processes that created it. His focus is on the

possible, but in real life no one manages it, because

actions of the managers and employees of growth

there is something in the way. I call it the ‘understan-

companies.

ding gap’. The understanding gap is the difference

In his collaboration with the Proton Group, Jonas

between where we are now and what we have the

was in charge of workshops and discussions that will

potential to achieve. It affects the way we think and

form the basis of our future change work. The project

our mental map, which is what we base our actions

was conducted at management level and resulted

on as individuals and as groups. When we realise

in a change project for which we will build support in

that we can do things differently, that we can change

the organisations in each of the business areas.

things, we reduce the gap and get a bit closer to that

“The core question I’m trying to answer is: What defines a growth company?” he explains. “Growth companies are good at handling change and thinking outside the box. These are insights that greatly benefit both employees in the company and private individuals. Change makes companies and individuals grow.”

78

optimal situation.”

What does it take to succeed with change?

“If you run a business, it’s important that you have the right people. It doesn’t matter how good your ideas are if you don’t have staff who can carry them out. But with the right people you can succeed, even

if the idea is only semi-good. As a business, you

ryone contributing in their own way. And finally, the

need to recruit, and keep, employees who have that

company must have the energy, the skill, the time

energy. Then, of course, not everyone has the same

and the money it takes to implement the changes. In

energy levels, and they don’t have them all the time.

a learning organisation, you create time and space

Some people are going through a difficult period in

for people to think, but unfortunately time is often

their personal lives, or have other reasons to resist

lacking in organisations.”.

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 eveJonas 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 Per Petterson.

P

roton Engineering is registered with NQC

and our customers’ carbon dioxide footprint, without

Supplier Assurance, a self-assurance ques-

in any way affecting the quality of the finished com-

tionnaire (SAQ) system for sustainability reporting.

ponent,” says Per Petterson

The system specialises in handling supplier risks in

“We do not use any environmentally hazardous

the automotive industry and according to Supplier

chemicals in our production and we monitor the lists

Assurance is the most frequently used self-assu-

of harmful substances.”

rance 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 conven-

In the latest report, Proton Engineering shows a

tions, laws and regulations. But we also want them to

total score of 82%, a strong result in national compa-

select at least three areas under the Global Compact

risons and even globally. The industry average

in which they regularly measure and demonstrate im-

in Sweden is 54% and the global average is 57%.

provements. We are still in the early stages of these

Proton Engineering’s CEO Per Petterson thinks that the good results are due to the company’s core

efforts, but we have begun doing regular follow-ups of our suppliers on site.”

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 rights

have taken it a step further and begun to measure

and health and safety in the workplace,

and understand our footprint on the world with the

says Per, 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 has

“For companies operating in Sweden, where we

succeeded particularly well is in the use of materials,

have exemplary labour laws, health and safety legis-

prioritising recycled and traceable metal.

lation and strong unions, it has not been deemed

“Being able to procure and offer our customers

necessary to establish management systems for

recycled materials is an effective way of reducing our

monitoring these things. Everything works well

81

anyway. But the lack of a management system

lighting. We have carried out a major investment to

brings down our points, so we plan to establish

recover heat from automatic welders and can thus

one, such as ISO 45001, which is the management

use the heat to heat the building. The next step

system for health and safety. But I can’t say when it

is to see what opportunities there are around our

will happen; nothing has been decided yet.”

compressors and recover waste heat.”

Per points out that Proton Engineering has a

Other improvement opportunities that Proton

long tradition as an industrial company with strong

Engineering has identified are in IT security,

roots in the local community.

although this is an issue related to group-level

“The people in and around the company are extremely important to us, and we have a long tradi-

management.

From a financial sustainability perspective, Pro-

tion of offering our employees growth oppor-

ton Engineering, like many other companies, faces

tunities, both in the form of CPD and in the

major challenges.

form of new tasks. We also work closely with the

“There is great uncertainty, with worries about

region’s universities and host at least one degree

rising inflation and prices of everything from mate-

project a year.”

rials to energy and transports. This is unfortunately a situation we can’t remedy just by saving; for us it’s

Future challenges During the course of the year, Proton Engine-

about working efficiently and balancing our costs according to what is reasonable. We have to find a

ering conducted an energy audit and identified

way to ensure that everyone in the supply chain, all

opportunities to save energy and reduce our climate

the way to the end customer, has the opportunity

impact.

to generate a profit and we can share the increa-

“The result is that we are currently replacing our old T8 fluorescent tubes with energy-efficient LED

sed 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 Per Petterson

82

82% +2%

Proton Engineering’s total score

54% -6%

National comparison

57% -10%

Global comparison

NQC Supplier Assurance, SAQ Self assurance system, 2023 result Company management

-10%

Working conditions and human rights

+27%

Health and safety

0%

Business ethics

+20%

Environment

-4%

Supplier dialogue

-4%

Responsibility when purchasing raw material

0%

90% 64% 68% 100% 89% 76% 100%

COTEC LABS

” Our skills contribute to products that last longer” The ability to create change through others is Cotec Labs’ 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 correspond to about three per cent of a country’s

Lasts longer For Stefan and his colleagues, the core opera-

GDP; the same is true in Sweden,” says Stefan

tions – the services – are Cotec Labs’ significant

Gustafsson-Ledell. “That’s a huge amount of mo-

contribution to a more sustainable society.

ney, and a massive environmental impact, when all those parts need replacing.”

“If we can verify the effect and the requirements for the surface treatment, we contribute to ensuring that our customers’ products last longer.

Great demands and tough conditions

Many of our customers have also started looking

Cotec Labs in Bankeryd is considered

at their surface treatment methods to see if there

one of the leading laboratories in the industry

are more environment-friendly processes that give

for corrosion testing. The business is based on the

the same or better results. Our tests help them with

concept of testing according to applicable require-

that. I also like to think that our flexible attitude and

ments regardless of where in the world the product

stringent requirements contribute to spreading

is used, whether for high temperatures and

knowledge and changing attitudes and methods on

humidity or cold climate and salted roads.

other markets around the world.”

The business is accredited to ISO/IEC 17025,

And Cotec Labs’ customers confirm this. Patrik

certified to ISO 9001 and 14001, and a member of

Gustafsson is Head of Cab & Bus Body, Materials

the international ILAC network. The facility in Ban-

Technology, YTMR, at Scania:

keryd has the equipment and expertise to conduct

“The market today has zero tolerance of

tests using over 200 different methods correspon-

corrosion damage, both aesthetically and in terms

ding to a variety of industry standards and require-

of corrosion affecting function. Scania is a premium

ments. Cotec Labs has customers in many of the

brand, so we do not permit any kind of corrosion on

world’s leading truck and vehicle manufacturers and

our products. Corrosion testing our components in

their customers worldwide. It also has customers in

different environments is necessary to ensure the

the furniture and manufacturing industries.

quality of our products over time, and therefore also

84

”

With our tests, we contribute to reducing the throw-away mentality worldwide.

an important part of our sustainability measures.

the operations that generates the greatest climate

By making sure that our components meet the

footprint, but there are no precise calculations of how

requirements of our standards, we can achieve the

great it is.

premium level we strive for. Scania has approved

“However, we do have established methods for

Cotec Labs to conduct corrosion tests because

limiting transport emissions as much as possible. We

they meet our extremely high demands for quality,

have extensive information routines to ensure that

reliability and delivery.”

our customers send us the right samples and the right

Thomas Rönnblom, Global Test Manager at IKEA, has similar thoughts: “Regularly testing the quality of our products’

number of them to avoid unnecessary transports. As standard, we do not send the samples back; we take it upon ourselves to recycle the materials. All transports

surfaces as regards corrosion and adhesion is a

are carried out by logistics companies that offset their

necessity for maintaining high quality, no matter

climate impact.”

where in the world the product will be used. There is

Because Cotec Labs is a service company, its

also a strong sustainability argument, because high

employees and their skills are a priority element of

quality means a long lifespan.”

sustainability.

“We have a major focus on the people in our organi-

People in focus

sation and work hard to be able to offer a good, safe

Environmental impact in the operations is limited.

working environment for the individual to be able to

“We use chemicals in some of our tests, but a very

develop. We want our employees to stay and contribu-

small volume and the handling is well documented

te for a long time.”

and regulated under our ISO 14001 certification. Salt water is our biggest consumable,” Stefan continues.

The transport of samples from Swedish and international customers to the lab in Bankeryd is the part of

CEO Stefan Gustafsson-Ledell

86

Cotec Labs in Bankeryd is considered one of the leading labratories 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@protongroup.com protongroup.com