The Link No.366

LINK

Håkon Dammen, UK Managing Director at Position Green, on ESG reporting and how businesses turn data into actionable insights.

Dedicated to the Swedish-British business community since 1906.

366

We see a lot of businesses setting their own targets, aiming higher than required and wanting to do more than the bare minimum.

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ABOUT THE SCC

The Swedish Chamber of Commerce for the United Kingdom is the ultimate platform for entrepreneurs and businesses within the Swedish-British business community. Founded in 1906 – by business and for business – we have represented, inspired and promoted our members, extended commercial relations between our countries, and delivered first-class services and events for over a century.

THE SCC TEAM

Fredrik Warneryd

Chief Executive

EVENTS AND PROGRAMMES

Heledd Redondo

Head of Events & Programmes

Timoteo Harvey

Sparbanksstiftelsen Finn Scholar

Ebba Nyström

Sten A. Olsson Foundation for Research and Culture Scholar

Siri Attling Intern

MARKETING AND COMMUNICATIONS

Jonas Eklund

Head of Communications

Saga Palmér

Marketing Executive

Maja Stenberg

Scholarship Fund for Swedish Youth Abroad Scholar

MEMBERSHIP AND COMMUNITY

Hannah Carlsson

Membership & External Relations Manager

Patricia Malmström

Intern

BUSINESS SERVICES

Anna Crona

Head of Business Services

Molly Bohlin Hedström

Gull & Stellan Ljungberg’s Foundation Scholar

Axel Olausson

Elof Hansson Foundation Scholar

Nica Andrén

Intern

CONTACT US

Swedish Chamber of Commerce for the UK

Sweden House, 5 Upper Montagu Street, London W1H 2AG +44 (0)20 7224 8001, info@scc.org.uk

Swedish Chamber of Commerce for the UK SCCUK

Dear members,

After a few (much appreciated) weeks of summer comeback, the SCC team and I are ready to ramp up the work and prepare for our upcoming events. And what an autumn we have to look forward to! Kicking off with our annual sustainability conference, Impact 2023, we are honoured to have well-renowned names such as Rt Hon Sir Alok Sharma KCMG MP, Hans Beyer, Chief Sustainability Officer, SEB and Lykke Leonardsen, Head of Programme for Resilient and Sustainable City Solutions, City of Copenhagen, joining us on stage at the Ham Yard Hotel. Learn more about Lykke’s work with sustainable city planning on pages 22-23.

We will also continue highlighting the Swedish business footprint all around the UK –having just executed two successful events, one in Manchester and one in Edinburgh. In this issue of the Link, you will learn more about the Swedish businesses operating in Scotland, such as Vattenfall Heat, and get to know Mike Christopherson, Honorary Consul of Sweden in Edinburgh. Our next stop is Birmingham where we’ll gather the community to give our Midlands community some well-deserved attention.

We have a few exciting team changes at the Chamber, with both new and familiar faces taking on new roles this upcoming season. In this issue, you will meet the new SCC Chair, Peter Jelkeby, as well as our new cohort of bright scholars. Apart from these, we are delighted to welcome two new team members – our new Head of Events & Programmes Heledd Redondo, and our new Membership & External Relations Manager Hannah Carlsson.

Last but certainly not least, we’d like to welcome our newest members to the community: Corpay, Evelyn Partners, Georg Jensen, Pestokill - an Anticimex Company, Pricespy Ltd, Sana Labs, Sobi, Springy, Storskogen UK Ltd, Tecs Advisory, Translation Station, and Truid. Also in this issue of the Link, we meet Position Green’s UK Managing Director Håkon Dammen to learn more about ESG, speak to Dr Aarti Anhal about the role of mentorship in professional development, learn about Skanska’s ambitious net zero agenda and speak to Jenny Abrahamsson, headteacher at the Swedish School in London, about the school’s role in the Swedish community.

As always, the SCC team is honoured to represent the Swedish-British business community for another season.

Fredrik Warneryd Chief Executive Swedish Chamber of Commerce for the UK

Content

10-12

From gas to heating: How Vattenfall Heat is transforming Scottish homes

Swedish energy group and SCC patron Vattenfall Heat is playing a key role in the country’s shift from gas to green heating, aiming to transform the equivalent of 170,000 homes in Scotland alone.

22-23

City of Copenhagen: Sustainable city planning with its people in mind

Lykke Leonardsen, Head of Programme of Resilient and Sustainable City Solutions at the City of Copenhagen, on cities’ vulnerabilities in times of climate change uncertainty, and the role of city planning in reaching net zero targets.

08

Swedish businesses turning to Scotland: Seona Shand at the Scottish Chambers of Commerce, on business opportunities in Scotland, and how Scottish-Swedish relations expand beyond business.

14

A Swede among Scots: Mike Christopherson, SCC’s Chapter Chair in Scotland, on how Edinburgh came to be his new home.

Meet Peter Jelkeby: The CEO & CSO of IKEA UK and Ireland takes on the role as Chair of the SCC. 18

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Position Green chasing ESG: Håkon Dammen, UK Managing Director at Position Green, explains the importance of ESG and what it means for business success.

26

Raising the stakes in the race towards net zero: Construction giant Skanska UK is taking on the role to lead the decarbonisation of the industry and achieve net zero already by 2045.

36

Fostering global citizens: The Swedish School in London embraces Swedish heritage while supporting its pupils to navigate in a globalised society.

38

Unlocking potential: Dr Aarti Anhal, Programme Director of the SCC’s Next Generation Leaders mentorship programme, on the value of mentorship and its power to unlock potential.

THE LINK 366

EDITORS: Jonas Eklund, Saga Palmér, Maja Stenberg

COVER: Håkon Dammen, UK Managing Director at Position Green

PHOTO: Maja Stenberg

MEET THE PATRONS

The patronship of the Chamber consists of a core group of member businesses, all committed to the long-term support of the Swedish-British business community. The patrons are advocates for the members of the Chamber and in return, the patronship comes with a range of added benefits, exclusive access and invites as well as extended marketing and networking opportunities.

Founded in 1992, the patronship has grown steadily and consists today of a vast number of member businesses that represent a wide range of industries, from the financial sector and manufacturing, to retail and tech. The patrons reflect the strength of the Chamber’s business platform and represent some of the largest brands in Swedish-British business.

SWEDISH BUSINESS TURNING TO

SCOTLAND

TEXT: JONAS EKLUND

World-leading innovation, talent, and a supportive business environment, have all made Scotland a popular destination for businesses to grow. Today, there are some 346,000 private sector enterprises in Scotland, including many Swedish businesses such as Vattenfall, IKEA, Handelsbanken and Sweco – just to name a few. The Link spoke to Seona Shand, International Trade Director at the Scottish Chambers of Commerce, about business opportunities in Scotland, how Scottish-Swedish relations expand beyond merely business, and why Swedish businesses should be looking to Scotland when choosing where to invest in the UK.

We’re both nations of innovators. We’re known for our supportive business environments, our talented people and creativity on both sides. I think it’s a little bit like a match made in heaven.”

The Scottish government has outlined its ambitions to transform Scotland’s economy in a national strategy published in March 2022. In the next ten years, Scotland is aiming to deliver economic growth through a five-point programme focusing on entrepreneurship, productivity, skills, new markets, and economic equality. “The strategy sets out the need for a new culture of delivery, where partners come together with a ‘Team Scotland’ approach to deliver the actions that we need to really transform the Scottish economy. We want to embed entrepreneurial learning, get better across education and skill systems, and create a major world class entrepreneurial infrastructure,” says Seona Shand, International Trade Director at the Scottish Chambers of Commerce. “And there will be areas where the national strategy seeks to shift the dial.”

Building on Scotland’s strengths

The strategy seeks to build on Scotland’s strengths in energy, financial services, creative industries, and life sciences, while exploring opportunities in areas such as tech, space, and decarbonisation. “By far, the largest driver for the Scottish economy is the business services sector, followed by manufacturing, electricity and gas, construction, agriculture, and particularly with a rural economy, forestry and fishing as well,” Seona explains. “When it comes to new market opportunities in Scotland,

we want to continue building on our strengths. We want our businesses to win an even greater share of domestic opportunities, but very much looking internationally.”

Promoting international business relations

Seona comes with over a decade of experience in international trade, promoting business relations between Scotland and diverse markets across the globe. Before joining the Scottish Chambers of Commerce, a business network consisting of 30 local chambers and representing more than 12,000 companies, she worked with the Aberdeen and Grampian Chamber of Commerce. “I’ve been in my current post for a year, but I have actually been in the chamber network for about 14 years. I hope that I bring to the Scottish Chambers deep knowledge, real practical experience of trading internationally, and doing business in new markets.”

Scottish tech on the rise

Scotland is the most attractive location in the UK outside of London for foreign direct investment, according to the EY Attractiveness Survey 2022. And digital technology, including creative, games and space tech, is Scotland’s fastest growing sector for foreign investment. “I think that countries look very much to Scotland because there’s a cost effectiveness there. But actually, we also have the education and the skills.”

Around 100,000 people in Scotland are employed in the tech sector, contributing with a GVA of a whopping £6.5bn to the Scottish economy. “And the plan is to actually grow

SCOTLAND FACTS SHEET

Population: 5.4 million

Major cities: Glasgow, Edinburgh, Aberdeen, Dundee and Paisley.

Universities: Three Scottish universities (Edinburgh, Glasgow, and St Andrews) are among the top 100 QS World University Rankings 2022. Over half the Scottish population undertakes further education – the highest in Europe.

Business and productivity: There are around 364,000 private sector enterprises currently operating in Scotland. An estimated 99% of these companies are small or medium-sized enterprises, providing 1.2 million jobs. Scotland’s on-shore GDP of circa £160bn accounts for around 8% of the UK economy.

Travel: The three largest airports are Edinburgh, Glasgow and Aberdeen. Scotland is well connected with the rest of the UK by train. It takes just over 4 hours to travel from London to Edinburgh, and 4.5 hours to Glasgow.

that,” Seona says and explains that within fintech alone, the plan is to boost the subsector to 15,000 jobs by 2026.

Scottish-Swedish relations go beyond business Scotland’s total export to Sweden amounted to £585m in 2017, of which technology accounted for £165m, making tech Scotland’s largest export sector to Sweden. But, according to Seona, Scottish-Swedish relations extend beyond the exchange of goods and services. “We have a centuries long partnership with countries in the whole Nordic region. Culturally, societally, and linguistically –all traces of that can actually be found across Scotland.”

Apart from similar views on diversity and inclusion, Seona argues that Sweden’s and Scotland’s ambitious sustainability targets is another area that unites the two. “We share the same ambition to accelerate decarbonisation, and we want to work closely to exchange expertise on renewable energy technologies and sustainable economic development.”

The Scottish Chambers and the Swedish Chamber have worked closely for years and have organised several webinars and B2B meetings together. “It’s a good

relationship, and it’s gathering momentum. And I think that’s really important – how do leading organisations like ours come together for Swedish and Scottish businesses? Because there is a win-win for both nations.”

Support from the Scottish Government

The Scottish Government is committed to internationalising the Scottish business landscape and has partnered with the Scottish Chambers of Commerce in a long-term “International Trade Partnership”, enabling the Scottish Chambers to organise and engage in activities promoting international trade and investment. “This public-private partnership that we have with the government is quite unique. There aren’t a lot of organisations that do that.”

Recently, the Scottish Government extended the partnership for another three-year period. “It is great to have the support of the Scottish Government. For organisations like the Swedish Chamber, it allows us to continue this work for at least another three years and to keep the conversations and connections going. Let’s just make the world a slightly easier place to do business. And ultimately, that’s great for all of our economies.”

From top left to right: City-views of Edinburgh, Aberdeen and Glasgow. Photos: Unsplash. Bottom right: Seona Shand, Scottish Chambers of Commerce. Photo: Scottish Chambers of Commerce.

FROM GAS TO GREEN HEATING

HOW VATTENFALL HEAT IS TRANSFORMING SCOTTISH HOMES

TEXT: SAGA PALMÉR | PHOTOS: VATTENFALL

If the UK is to reach its target of becoming net zero by 2050, it urgently needs to switch to more sustainable heating solutions. Swedish energy group and SCC patron Vattenfall Heat is playing a key role in the country’s shift from gas to green heating, aiming to transform the equivalent of 170,000 homes in Scotland alone. The Link spoke with Paul Steen, Head of Business Development North at Vattenfall Heat UK, about the ambitious plans to turn the UK greener.

If the UK is going to reach the target of net zero emissions by 2050, it needs to accelerate the transition now, by lowering carbon and renewable energy for homes and businesses – ending its reliance on fossil fuels.”

Today, approximately 85% of British homes have a gas boiler, and together they produce 92 million tonnes of carbon dioxide each year – making up for 14% of the UK’s total emissions. This means, Paul explains, that if the country wants to reach its net zero targets, heating needs to be part of the plan.

“Heating is an often overlooked but crucial part of this change. In fact, the government’s own scientific advisors have highlighted the lack of progress on low carbon heating as a key concern. Hence, we want to unleash the potential of district heating networks as an essential means of decarbonising heating and hot water on a city scale.”

Paul believes that the UK has great potential to switch to more sustainable heating solutions, particularly district heating, as the placement of many buildings is advantageous for the infrastructure needed.

“In the UK, the opportunity to scale up district heating is huge; half of all UK buildings are in areas suitable for connection to a district heating network, and these networks offer a unique way to connect swathes of homes and businesses to local waste heat and renewable energy at once.”

Bringing Swedish heating solutions to the UK

Founded in 1909, Vattenfall has been operating in the UK since 2008, initially focusing on delivering wind energy and fossil free electricity. In 2018, Vattenfall Heat UK was set up as a specialist subsidiary, focused on creating a national district heating network by working with local authorities, commercial organisations and communities.

“Vattenfall already built and operated such networks in 25 cities across Sweden, Germany, the Netherlands and Denmark – with nearly two million end users. In the UK, we partnered up with three progressive places, in London, Bristol and outside of Edinburgh, to transform the way communities are heated, and help them deliver their net zero ambitions.”

Scotland is a key region in Vattenfall Heat’s plans, and in 2020, the company set up a 50/50 partnership with the Midlothian Council, benefitting from its long-term plan to invest £100 million in low carbon heating. The aim of the joint initiative, Paul explains, is to deliver district heating networks that will provide heating and hot water for the equivalent of 170,000 homes in Edinburgh and Midlothian by 2050.

Building smart and sustainable cities

The first project in Midlothian Council and Vattenfall Heat’s partnership is the design and construction of a district heating network for Shawfair Town – a sustainable new town currently under construction. It will be located

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Shawfair Town will be a community of around 4,000 homes, heated by a low carbon district heating network that will provide reliable heating and hot water at a fair price.

15-minutes by train from Edinburgh city centre and is one of Scotland’s largest planning and building projects at the moment.

“Shawfair Town will be a community of around 4,000 homes, with three new schools, extensive cycling and walking networks and large areas of public open space – as well as retail, business, and community facilities. It will be heated by a low carbon district heating network that will provide reliable heating and hot water at a fair price. “

The project is expected to save over 2,500 tonnes of CO2 per year – the equivalent of taking 1,200 cars off the road – by using local resources to generate more climate friendly heating.

“The district heating network will generate 160 gigawatts of low carbon heat each year. It will partly be powered by waste heat from Millerhill Recycling and Energy Recovery Centre – a new rubbish incineration plant – and the aim is to supplement it with other local sources of waste heat, including old mine workings and sewers.”

Scotland on the road to net zero

Like the rest of the UK, Scotland is working hard on reducing its carbon emissions, and the government encourages businesses who are helping the region in the right direction – such as Vattenfall Heat.

“Scotland has set legally-binding emissions reductions targets – 50% of its energy is to be low carbon by 2030 and its energy system is to be entirely decarbonised by 2050 – and its government is actively working to accelerate progress to this cleaner and better future. For example, our Shawfair project will benefit from up to £7.3 million from the Scottish Government’s Low Carbon Infrastructure Transformation Project.”

Thanks to the government’s high ambitions when it comes to reducing its CO2 footprint, Paul is optimistic about the concept spreading to more cities, and perhaps even to a national level.

“We hope the success of our district heating network at Shawfair Town will demonstrate to Scots the huge benefits of this kind of heating system. The idea is that demand will grow once people see how entire districts of towns and cities can be switched to affordable low carbon energy in one fell swoop.”

As the net zero deadline gets closer, Paul believes the need for sustainable heating will grow. “The climate clock is ticking – we urgently need to cut emissions. Bold action is needed now to transform and futureproof our energy system to achieve the goal of net zero emissions by 2050. District heating is the enabling infrastructure needed to get there in time.”

“We hope the success of our district heating network at Shawfair Town will demonstrate to Scots the huge benefits of this kind of heating system.

IN OTHER NEWS

Young adults eye northern Sweden for jobs and quality of life

Stefan Gullgren new Ambassador of Sweden to the UK

In early September, the Embassy of Sweden in London welcomed the new Ambassador of Sweden to the UK, Stefan Gullgren. “In the next few months, I am looking forward to meeting my counterparts from the diplomatic community here in London, representatives across UK Government functions, and Swedish businesses operating in the UK, to understand the opportunities and challenges laying ahead,” says Stefan. Most recently, Stefan served as Sweden’s Ambassador in Warsaw, Poland. He has also served as Sweden’s Ambassador in Kyiv, held various positions at Sweden’s embassy in Moscow as well as different roles within the Swedish Ministry for Foreign Affairs in Stockholm.

A recent survey conducted by Novus, on behalf of SCC patron LKAB Minerals, highlights a growing interest in moving to northern Sweden, and regions such as Norrbotten and Västerbotten. According to the survey, nearly two thirds of young adults are open to the idea of relocation, with factors such as proximity to nature, job opportunities and a less stressful lifestyle cited as the main reasons for considering a move. The survey also indicates positive expectations for future development in the north, with many respondents expressing optimism in growth and population increase.

Handelsbanken holds its status as favoured by British SMEs

For the 11th year in a row, SCC patron Handelsbanken has been appointed the best and most likely bank to be recommended for relationship and account management by British SMEs. These are the results of the Competition and Markets Authority’s (CMA) latest independent survey, in which 18,000 respondents were asked to evaluate their satisfaction with their business current account provider.

MIKE CHRISTOPHERSON A SWEDE AMONG SCOTS

Having spent his career in various countries and states, including Hong Kong, Singapore and France, it was Scotland that finally captured the heart of Mike Christopherson. Now, more than 20 years later, Mike is known by the locals as “Swedish Mike”, serving as both SCC Scotland Chapter Chair, and Honorary Consul of Sweden in Edinburgh. The Link met up with him in his new hometown to learn more about the Swedish-Scottish relationship.

The Scots really like Sweden, so it’s very easy to represent it. Many Scots want to belong to the Nordics in one way or another.”

According to Mike, there are about 4,000 Swedes living in Scotland today, despite a visible drop in numbers after Brexit. And as both Honorary Consul of Sweden in Edinburgh and SCC Scotland Chapter Chair since 2019, Mike Christopherson knows the community better than most.

“I think Swedes living here find value in having another Swede representing them. I meet a lot of Swedes who are married to Scots, as well as Swedish elderly people, who appreciate having a representative with whom they can speak Swedish.”

A crooked road from Sweden to Scotland

Originally from Stockholm, Mike has spent most of his life abroad. Starting out working for a UK insurance company, he spent the first years of his career in London, Singapore and Hong Kong. Some years later, Mike returned to Sweden to study economics, then found himself being part of the Stockholm startup scene.

“At that point, I was studying economics and thought I’d end up working for the World Bank or something like that. But I have quite an entrepreneurial spirit and ended up doing management consulting in the Stockholm startup scene instead.”

It wasn’t long before Mike felt another urge to live abroad. This time, he had his partner with him and his eyes on continental Europe.

“Me and my partner at the time both felt a desire to go abroad before settling down, so we decided to try life in Paris for a year. But soon we realised that it was difficult to do business there and we had a few cultural crashes that made us feel like it wasn’t the place for us.”

Instead, the couple decided to go back to the UK, and with Mike having been to London already, they decided to try a new city – Edinburgh. It wasn't long before they knew they had picked the right place.

“London wasn’t an option since we wanted to try something new, so we picked Edinburgh. We came here to try it out for a few weekends and immediately loved it – wherever you go, people are so friendly – in the streets, in the shops and the vibe is very relaxed. So, we decided to stay.”

Mike set up wine trading business, buying and trading fine wine from the Nordic countries, before going into the pub and culinary scene.

“One of the few things I didn’t love about Edinburgh, was that the pub scene was quite traditional, monotonous and sometimes even rough. There weren’t any places that would appeal to a different clientele, looking for something a bit more clean or contemporary.“

One day, a small pub came up on the market and the couple decided to give it a go. “Our vision was to set up a new type of pub with a Scandi-styled interior, with open spaces, candles and flowers. But I had never run a pub before and didn’t know how it works or what you need. But we were quite bold back then and decided to try it.”

TEXT: SAGA PALMÉR

Mike dove wholeheartedly into the new business, and slowly but steadily the restaurant started growing. 15 years later, it included nine restaurants and about 200 employees and an advisory business when COVID suddenly hit the UK. “Ever since we opened the first place in 2004, I’ve been saying that I’d do it for one more year only. And I ended up saying that for 15 years. By 2019, we had grown to include nine places and 200 employees, when we were struck quite severely by the pandemic.”

Writing a new Chapter

The timing seemed right to partly exit the restaurant scene when Mike was asked by the Embassy of Sweden in London if he’d be interested in taking on the role as Honorary Consul in Edinburgh, as well as SCC Scotland Chapter Chair. Although he’d never thought about it before, he found the idea tempting and well suited with his advisory business and decided to accept the offer.

“It’s an interesting job with a lot of variation – my role has both a legal and a promotional side to it. Part of my mission is to promote and represent Sweden and Swedish interests here in Scotland, while the second part is focusing more on legal and admin tasks.”

For example, Mike supports Swedish citizens with everything from passport renewal to registration of newborns. The promotional side, on the other hand, is more about building relationships and staying up to date with important issues.

“The relationship side is key. Today, I know most of the important people here, such as Scottish politicians and ministers, business leaders and other important stakeholders. I'm also secretary of the consular courts in Scotland, which includes 52 countries meeting once a month, where we can discuss current local and international issues. “

A Swedish-Scottish bright future

Looking at the presence of Swedish businesses in Scotland, Mike is optimistic about the future. A study by the SCC showed that Swedish businesses currently employ more than 5,100 people in Scotland, and that they plan to continue to invest in new jobs in the region. Mike says he has noticed both increased activity and interest in the last few years.

“More and more Swedish businesses are looking towards Scotland as they understand that the UK has way more opportunities to offer outside of cities like London and Manchester. Scotland makes up one third of the UK geographical area, with industries such as renewable energy and medtech growing massively.”

When it comes to his own role, Mike wants to serve as a bridge, helping Nordic businesses into Scotland.

“Personally, I am especially looking forward to supporting not only Swedish, but all Nordic SMEs into the country. I think the ones who get over here soon will have a massive potential to grow. ”

MEET PETER JELKEBY

New Chair of the Swedish Chamber of Commerce for the UK

After many years in leading positions at Swedish giants IKEA and Clas Ohlson, Peter Jelkeby is no stranger to brand Sweden. Currently CEO & CSO of IKEA UK and Ireland, he is about to add another Swedish establishment to the list, as he takes on the role as Chair of the Swedish Chamber of Commerce for the UK. The Link sat down with Peter to learn more about his background, experiences and his vision for the Chamber.

I’m taking on this role hoping to do it my own way. I’m quite an engaged person and I really hope to bring that energy into the Chamber,” Peter says. “Apart from that, I think I can contribute with the experience I have, coming from a global Swedish retailer. My background has not only taught me about the UK market, but it has also brought me all over the world.”

Born in Malmö, Peter grew up with his parents and two sisters in the Swedish city of Gothenburg. Later studying Marketing

Distribution, it was his weekend job, rather than his studies, that would lead him to where he is today.

“I started working for IKEA in 1983 as a part-time job, and it ended up taking me in a completely different direction than my studies; rather than doing marketing, I went into the sourcing side of the business.”

This wasn’t the last time IKEA would take Peter in a somewhat unexpected direction. As he was completing his degree, he

TEXT: SAGA PALMÉR | PHOTO: RENZ ANDRES

Going back to London was an easy decision – I love the culture and I really get on well with the British and Irish communities.

“The Chamber has a great community of young talents that I’m really keen on activating. That’s something that I’m personally devoted to.

decided to use the company as a case in his final thesis, not knowing it would change his life.

“I wanted to do my thesis focusing on IKEA in the Soviet Union, but instead of completing the thesis, I got a job offer.” Peter says and laughs. “I’m quite an adventurous person, so I decided to go for it. That was my first assignment abroad, living in Moscow for five years. It was a fantastic period –very challenging but extremely interesting.”

In the mid-1990s, Peter decided to continue his journey in Hong Kong, where he would work with setting up IKEA branches in a few surrounding countries.

“I wanted to continue working in this sort of entrepreneurial spirit, but in a new market, so I went to Hong Kong to work with the development of IKEA Vietnam and IKEA Philippines. This later brought me over to Vietnam where I stayed to set up the business and spent ten years working on the purchasing and sourcing side.”

After Vietnam, Peter was ready to return to Europe. This time, the location was London where he joined homeware retailer Habitat, at the time owned by the IKEA group, and later went into the sales side of the business.

“I spent my first year at Habitat, before going back to IKEA, where I started working in the sales department. I had various jobs during those years, everything from Sales Manager to Market Manager and Store Manager, then Deputy Country Retail Manager.”

In 2008, Peter left London and IKEA to go back to Sweden, where he joined Swedish hardware and home improvement retailer Clas Ohlson. He spent his next ten years working in various leading positions, ending up as Executive Vice President, before moving back to the UK, once again joining IKEA.

“Going back to London was an easy decision. We had a great time living here – I love the culture and I really get on well with the British and Irish communities. Apart from that, London is a fantastic retail market to work in; I’d say it’s the most dynamic in Europe when it comes to innovation, consumer behaviours and competition.”

Today, Peter lives in London with his wife Karin, while their three children are living in Sweden. When not in London, Peter likes spending time on the Swedish west coast, where the family tries to get together as often as possible.

“We have a house on this small island called Gullholmen, located a bit outside of Gothenburg. As we have been traveling and moving around so much through the years, we realised a long time ago that we need a location, a place, that would serve as an anchor for our family. This is it. And I love spending time there.”

Through all his relocations, Peter has kept his connection to Sweden, and when he moved back to the UK, he soon realised that he wanted to support the Swedish community in his new home country. First learning about the Swedish Chamber of Commerce back in Sweden, he decided to join the SCC community in London.

“My first encounter with the Chamber was during my time at Clas Ohlson, as our UK country manager had been in touch with the team. Then, when I moved over, I connected with then Chief Executive Peter Sandberg and thanks to him, I understood the important role the Chamber plays in the Swedish-British business community. This is why I decided to get involved.”

In 2021, Peter was appointed to the SCC’s Board of Directors and has since then played an active role in the community. As Jan Olsson was going to step down as Chair of the Chamber, Peter, encouraged by his fellow board members, thought he could make a valuable contribution as successor.

“The idea had grown on me over time. As a board member, I was impressed when seeing the work and the community around the Chamber. When I understood that it was all for a good cause, I felt like I had a responsibility to get involved even more. So, when the question came, I felt ready for it.”

After having been nominated by the Board, Peter was elected Chair at the SCC’s Annual General Meeting, on 8 June 2023. His first aim, he says, will be to broaden both the network and the SCC offering. Not only by adding more to the membership, but also diversifying what is already there.

“I want to stay on the course we’re on and keep building on the strong foundation that has already been made. I would love to grow the community by adding new members, hopefully from a wide range of sectors and of different sizes, creating sort of a balance within the membership. Last but not least, the Chamber has a great community of young talents that I’m really keen on activating. That’s something that I’m personally devoted to.”

CITY OF COPENHAGEN

SUSTAINABLE CITY PLANNING: WITH ITS PEOPLE IN MIND

Considered one of the most sustainable cities in the world, Copenhagen stands as a model of how green and resilient city solutions do not have to compromise with the quality of everyday life for its citizens. The Link spoke with Lykke Leonardsen, Head of Programme of Resilient and Sustainable City Solutions at the City of Copenhagen, to discuss cities’ vulnerabilities in times of climate change uncertainty, the role of city planning in reaching net zero targets, and integrated planning as a formula for success.

In our part of the world, we are living in a society where we have control of everything, and there is very little danger in our daily life,” says Lykke. In Copenhagen, reality hit as it got unexpectedly struck by massive cloudbursts in 2010, 2011 and 2014, leaving the

city enforced to reconsider the solutions to many key components in its infrastructure. “All of a sudden, we found that the city was much more vulnerable than we had anticipated. We had critical IT infrastructure and emergency electricity generators in basements that got flooded. We haven’t had these situations, at least not since we have had the modern cities as we know them now. It was not until the cloudbursts we had to learn to think ‘Okay, let’s make sure we are as safe as possible,’” Lykke explains.

Future-proofing the city

As a response to these events, the City of Copenhagen conducted the so called Cloudburst Management Plan –an initiative recognising the importance of flexibility in planning. Adaptive and surface-level solutions emerged as both efficient and cost-effective strategies to navigate the uncertainties of climate change and the everevolving urban dynamics. For instance, Copenhagen implemented walls with the capacity to contain water in case of flooding, which can be easily modified to store more water if the future would call for it. “We don’t know how fast or severely the climate will change and how the process will be. But the city is changing, the people are changing, so it’s important to have the opportunity to do these things,” says Lykke.

Another key component of the Cloudburst Management Plan, showcasing Copenhagen’s innovativeness, is the strong focus on implementing multifunctional spaces. Their purpose is to secure the city’s future resilience and

TEXT: MAJA STENBERG | PHOTOS: TROELS HEIEN

at the same time provide its citizens with pleasurable areas to enjoy. “The green spaces have a function when it rains too much and they have a function in the future with more heat in the city. But as a citizen, you just see a nice space to hang out,” Lykke explains.

Making the right choices easier

By integrating practical solutions into aesthetically pleasing spaces, Copenhagen manages to enhance the urban experience while also reducing climate-related risks. This so-called integrated planning, where various city components such as transportation, housing and green spaces are all interacting to create a city that not only functions efficiently but also offer its citizens a high quality of life, is key according to Lykke. “It’s important that we are looking at the people that are going to be in the city and can create a city which is liveable for them in a both sustainable and resilient way.”

An example of this approach can be found in Copenhagen’s bicycling culture. By investing in an intricate system of pedestrian and bicycle paths all over the city, Copenhagen has made the sustainable option the most attractive and convenient way of transportation. “I think that making the right choices easier, is related to the quality of life for the citizens,” says Lykke.

The importance of political commitment

Regarding the urgency of achieving net zero targets on a global level, it’s clear to Lykke that city planning plays an essential part. Being involved in C40, a global network united in action to make cities deliver on the Paris Agreement targets, the capacities and limitations of cities’ role in fighting climate change becomes clear. While cities hold the power to lead the change

towards sustainable futures, they are at the same time largely dependent on long term political dedication and commitment. “Sometimes it can be difficult for the cities to gain access to the tools that they need in order to reach their goals, and politicians sometimes need to be ready to make decisions that are not necessarily super popular,” Lykke explains. As legislation might influence the pace of change, she also promotes collaborative initiatives beyond the city administration as a way of reaching engagement across different stakeholders.

The Copenhagen way

As other cities might get inspired by Copenhagen’s success in climate change adaptation, Lykke points out several key takeaways to guide their own efforts. First of all, she stresses the importance of having a set plan in place. “Even if you don’t have the financial capacity to start implementing it, having a plan allows you to move ahead and ‘piggyback’ on other ongoing projects in the city.” Secondly, Lykke says that working with climate change adaptation can also unlock a more socially sustainable city in other aspects. “Making the city greener and more liveable in socially vulnerable neighbourhoods for instance, can also be seen as a way of fighting some of the cities’ inequalities.”

Copenhagen’s citizen-focused approach and emphasis on integrated and flexible planning, poses as an example of how it is possible for climate change adaptation to go hand in hand with both quality of life and cost-effectiveness. By embracing these principles, Lykke hopes to see more cities around the world get to work on creating their own future-ready urban landscapes. “The idea that fighting climate change and working towards zero emissions has to be a sacrifice, does not have to be the case.”

“Making the right choices easier, is related to the quality of life for the citizens.

POSITION GREEN CHASING ESG

Environment. Social. Governance. The use of these three words has skyrocketed in the last few years, and today most businesses have strategies devoted entirely to them. But how do you measure ESG and how do you put it into practice? The Link spoke with Håkon Dammen, UK Managing Director at SCC member and ESG powerhouse Position Green, about the importance of ESG and what it means for business success.

TEXT: SAGA PALMÉR | PHOTO: MAJA STENBERG

The interest in so called ESG has grown rapidly within the last few years, not least in the UK. Short for “Environmental, Social, Governance”, it is a way of assessing business performance, looking at how well it aligns with a company’s ethical aims. Fuelled by demands coming from lawmakers, investors, and clients, many businesses are setting up ambitious ESG goals, looking for new ways to turn promise into practice.

“All over Europe, the demand for ESG guidance is growing. Most businesses have both the willingness and the funds to make the necessary changes, but they lack the knowledge of how to do it. And compared to Scandinavia, ESG measuring is still a new thing here in the UK, so there aren’t many examples of how to do it successfully.”

Historically viewed as more of a goodwill gesture than a business strategy, today, prioritising ESG is strongly linked with profitability. From cost reduction and energy saving, to increased productivity and happier employees, studies made on the area all point in the same direction. Meanwhile, more and more countries are putting pressure on businesses to act responsibly.

“There are various drivers; the UK government’s ‘Net Zero by 2050’ pledge is of course an important incentive, but far from the only one. We see a lot of businesses setting their own targets, aiming higher than required and wanting to do more than the bare minimum.”

As the largest independent ESG consultancy in the Nordics, many businesses turn to Position Green for advice. Håkon believes that the company’s Swedish roots are an advantage, as the Scandinavian countries were early adopters when it comes to measuring ESG.

“Businesses in Scandinavia started looking into their ESG values way earlier than the rest of Europe, and they have way more experience when it comes to these transitions. When Position Green was founded eight years ago, it was due to the already growing interest in ESG within the Swedish business community.”

Founded in Malmö in 2015, Position Green started as a pure software company, collecting data for businesses who wanted to measure their ESG value.

“Founders Joachim Nahem and Daniel Gadd noticed the growing interest in sustainability at the time, and the need for a way to measure it. They realised that if businesses wanted to try to improve within the ESG and sustainability space, they would need good quality data to build their strategies on.”

Initially focusing exclusively on data collection, the business grew organically within Sweden. Five years later, the company had 40 employees and a continuously growing client base. But looking at the product offering, the team realised that the software could create even more value if it included an advisory service.

“At this point, we would only tell our clients what their situation looked like, not what to do about it, meaning they would have to look for an advisory firm to help them improve. So, we thought that we could keep the clients with us and, hence, boost the business by adding that service to our own product.”

Supported by Norwegian VC, Norvestor, the company decided to turn the software into a platform, with various features that could be used to improve ESG values. Today, users can both collect, analyse and report sustainability data, as well as access advisory services and e-learning academies.

“We wanted to support our clients through the whole journey – from inventory to policymaking. Using an investment we got from Norvestor, we acquired a Norwegian company called the Governance Group, mainly focusing on the ‘G’ in ESG, but also offering advisory services. This was the first step in the direction of where we are today.”

Earlier this year, Position Green entered the UK, and Håkon says that the response from the market has been outstanding. Currently working with entertainment business Abba Voyage, Position Green has already gained the confidence of some prominent brands.

“We had 10-12 customers in the UK before we decided to set up a branch here, so we knew the demand existed. And since then, growth has actually come easier than we expected.”

As demand keeps growing, so does the platform. Håkon mentions several projects coming up later this year, both in terms of the product itself, and its client base.

“We will keep expanding our offering. Our next addition is a service that will help businesses implement the necessary changes themselves, without having to seek help externally,” Håkon says and adds: “When it comes to collaborations, we are about to start working with a very large entertainment business, with operations in 36 different countries, which will be a major milestone for our UK branch. I really can’t wait to see what this year has in store.”

RAISING THE STAKES in the RACE TOWARDS NET ZERO

TEXT: JONAS EKLUND | PHOTOS: SKANSKA

The UK is driving an ambitious agenda to decarbonise all sectors of its economy by 2050, all mapped out in its Build Back Greener net zero strategy. SCC patron and construction giant Skanska UK is raising the stakes by taking on the role to lead the decarbonisation of the industry and drive the transformation across its supply chain to achieve net zero already by 2045. How is Skanska taking on this challenge? And what will it take to successfully reach the targets?

What will it take? Too many people are under the misapprehension that it will just take one change, or one single thing, to decarbonise an entire industry, or to decarbonise the entire world, which is what we’re trying to do – but it is more complex than that,” says Adam Crossley, Director of Environment at Skanska UK.

While it might seem overwhelming to grasp the full magnitude of this undertaking, Adam distils the challenge into two main components. “We need all the actors who use carbon emitting products and services to think about more efficient ways that they can use less of them. But equally, and perhaps even more important, the organisations that produce and manufacture those carbon emitting products and services need to decarbonise the things they offer to the market.”

Finding the balance

In other words, from cement producers and steel manufacturers to companies making cars or aeroplanes, they all need to review their environmental footprint and plan for decarbonising their businesses. “For us, that means thinking about what materials we procure, but mostly, it means how we can design and deliver our work using fewer materials and in lower carbon emitting ways.” In the end, it is about finding a balance between lowering demand and making demand more efficient, while reducing the carbon footprint of available products and services, Adam explains. “We all have a part to play in that, both as individuals and businesses, but the biggest actor is government. Government has an important part to play in terms of setting policies and investment direction.”

Major task ahead

The steel industry is the source of 7% of CO2 emissions globally, while cement, a key ingredient in concrete production, accounts for 8%. Around £60bn of global investment is now being put towards decarbonising steel and £40bn to decarbonise concrete. “Anybody that wants to throw stones at heavy industries probably don’t understand the challenges that those industries are facing. The suppliers of, for instance, steel, concrete, and cement, have an especially tough task ahead of them and the investment that is required to decarbonise those industries needs to be made.”

Supporting the supply chain

To support its suppliers and drive the transformation, Skanska seeks to procure lower carbon solutions across its supply chain and is already trialling different solutions in its projects. Ongoing efforts include a basalt reinforcement trial at the M42; procurement of lower carbon cement mixes on the HS2 project; and electric arc furnace produced steel bought for Skanska’s IPC Euston project for Network Rail. “We’re partnering with the concrete and steel suppliers to bring forward innovations, in order to send them signals that we’re willing to work with them on all of the low carbon innovations that they’re exploring,” Adam says.

Apart from encouraging its suppliers to continue exploring new low carbon options, Skanska has taken on the role of advocating and speaking on behalf of those industries. This to assure that it is clear that the cost of the transition needs to be spread amongst all stakeholders. “It’s impossible and impractical for the companies to foot

Watch Skanska's webinar discussing the company's progress towards net zero by 2045.

the investment bill to make that decarbonisation change. The companies will have to invest some themselves, but it has to be passed on to the consumer, to us as clients, but also to governments who will need to invest in this transition.”

Skanska has made a number of public commitments to decarbonise the procurement of steel and concrete by, for example, signing up to the Climate Group’s SteelZero and ConcreteZero initiatives, pledging to go net zero by 2050. “These are industry-wide commitments with a lot of big companies signing up to them. We will actually achieve those targets five years earlier.”

Evidence-based roadmap

Rather than worrying about target dates when comparing different organisations’ commitments, Adam argues that it is better to assess how good and credible the plans are. “Our target date of 2045 is five years ahead of the government’s and it’s towards the leading edge of our industry. Some organisations in our industry have target dates earlier than us, but I’m not sure that they have practical plans to achieve those targets. Certainly, the forecasted decarbonisation rates of things like steel and cement don’t support those target dates being achieved, unless organisations are going to purchase carbon offsets early to do that.”

Adam is convinced that Skanska UK has a solid plan in place to decarbonise. “We’re based in evidence, and we’re aspirational. We’re delivering against it now in 2023 and I’m confident we’ll achieve, or beat, our 2045 target.”

Systematic approach to reaching the target

With countless initiatives to launch within the next 22 years before hitting – or indeed exceeding – the net zero target, Adam explains that the challenge needs to be broken down into smaller pieces to be more digestible. “We have a very systematic way of approaching it. We use our carbon data to identify which of the big areas we need to focus on and make an annual plan of things we think we can achieve in that year. When we get to the end of the year, we look back, take lessons learned, and make the next annual plan. So, we try not to get overwhelmed by the challenge and try not to tackle it all at once.”

Driving the agenda from all angles

There are many things that need to fall into place to deliver decarbonisation, from the right people, culture, and skills to the right systems and processes. But in order to achieve those, there are two main ingredients that need to be in place. Adam argues that it all starts with customers who in fact want to decarbonise. “We do have very aspirational customers, and I’m happy to say that

despite current economic headwinds and the descope of some work in the construction market, we’re still seeing carbon reduction aspirations maintained and in some places even increased.” The other key ingredient is to have the leaders pushing for change. “When the CEO wants to drive the agenda, it will happen. I’m lucky to say that we have the key requirements to drive decarbonisation – the customers want it, we want it, and our CEO wants it. So, we are in a good place.”

Embedding the roadmap in all operations

Adam says that any company looking to prove that they are taking the climate threat seriously, needs to demonstrate that they are embedding their decarbonisation roadmap everywhere in the operations. This is why Skanska presented its roadmap to net zero at a webinar earlier this year, detailing all the steps the company is taking across the organisation to achieve its target. “If a company is talking about decarbonisation and is only showing one flagship project, you have to be led to believe that they are showing you that because they are not doing anything else. You want to be able to see evidence of decarbonisation happening right across the business and that’s what we were trying to achieve with the net zero webinar.”

Skanska’s roadmap details a whole range of issues, including how the company is decarbonising its electric vehicles, how it is trialling low carbon steel and cement, and how the team is working with design for more carbon efficient projects. “You shouldn’t have been able to leave that webinar with any doubt in your mind that we’re doing it everywhere – and we are taking it seriously. That’s the kind of evidence we want to see from any company, that they’re taking this seriously.”

Adam Crossley, Director of Environment at Skanska UK.

PREVIOUS EVENTS

Over the year, the SCC hosts a wide range of different events such as Business Breakfasts, Rountable Discussions and Business Insights for our Young Professionals community. Here are some of the events hosted in the previous months.

See more photos: scc.org.uk/events/gallery

1) Ranj Begley (Readly), Thomas M. Heneker (Readly), Sofie Nordgren (Vinge), Darren Wilson (LKAB) and Olga Beck-Friis (Pocketlaw) discussing differences in Sweden’s and UK’s negotiation practises.

2) The Swedish Ambassador H.E Mikaela Kumlin Granit discussing the role of diplomacy with members of the Young Professionals community.

3) The Young Professionals community networking at the Business Insights and Summer Kick-Off hosted by Carnegie.

4) Aswar Ubah Kadiè (Aswar Sports Agency) presenting at the Link Up Drinks event at COS.

5) Former employees, scholarship recipients and interns networking at the Alumni Reception event at White & Case in Stockholm.

6) Members of the Young Professionals community enjoying drinks and networking on Carnegie’s scenic summer terrace.

7) Joe Crolla (Greater Manchester Combined Authority), Jenny Cundiff (Handelsbanken) and Kimberley Roberts (Avalanche Studios Group) at the Swedish Business Footprint in the North West event.

8) The Young Professionals community at the Swedish Ambassador’s residence, engaging in conversations about pursuing a career in London.

9) The winning team at the Young Professionals Quiz Night event at the Harcourt in central London.

10) Carl Borggren (Carnegie) and Fredrik Warneryd (SCC) at Carnegie.

11) Steve Smith (Telecare and Telehealth Entrepeneur), Preeti Kaul, C. (Nordea), Molly Mortimore (SCC) at the International Business Academy.

12) Carl Borggren, Lina Björk and Henrik Livijn from Carnegie, hosts of the Young Professionals Business Insight event.

13) Olof Karp (PriceSpy) presenting at the Link Up drinks event at GANT.

14) Previous scholars Anna Dahlqvist Thuresson, Henrik Barkman and former intern Fabian Boström at the Alumni Reception in Stockholm.

From left to right:

BRINGING CROSS-BORDER EXPERTISE TO THE UK

TEXT: JONAS EKLUND

Building on its long presence in London, SEB in the UK is expanding its offering to entrepreneurs, private individuals, families, and foundations. We sat down with Stefan Stjerngren, recently appointed Head of the Private Wealth Management & Family Office division at SEB in the UK, to discuss the bank’s ambitious agenda, its cross-border expertise, and the long-term commitment to the Nordic UK community.

“SEB is very much a relationship bank, and that comes with a long-term commitment,” says Stefan Stjerngren, Head of Private Wealth Management and Family Office at SEB in the UK, an SCC patron. “I really like this way of having a long-term view and seeing results. That is what has kept me staying with the bank over the years.”

Stefan’s track-record with SEB goes back all the way to his uni-years when he joined its future leader and private banker trainee programme. After working for the bank for a few years in Stockholm, he was offered to embark on an international career in Luxembourg. “That is now more than 20 years ago,” he recalls. “I became this international banker, which has been extremely fun and challenging.”

Growing in the UK

SEB has been present in the UK since 1969, mainly as a corporate bank, but it was with the bank’s decision to further grow and develop its Private Wealth Management and Family Office business that Stefan seized the opportunity to make the move and join the London office. “The UK is a very special market for SEB. London is the meeting place for many of our clients, regardless of whether you live here or elsewhere.”

Not just a local presence

“What is new in our division is the focus on family offices where we are creating a stronger and more defined concept going forward, which will complement our

existing private wealth management services,” Stefan says. Through the London office, SEB will be offering the full capacity of the bank by cooperating with other parts of the SEB Group. “It is not just a local UK team. The global client responsibility will typically sit in Sweden, Finland, Norway, Denmark or Luxembourg and then we add competence and services locally to support our clients. Together with the understanding of cross-border complexity, this kind of strong combination is what will make our success going forward.”

Understanding the cross-border complexity

The bank’s Nordic roots combined with international expertise seem to be the winning formula that sets SEB apart from other suppliers in the UK. “We are a Nordic bank, supporting Nordic customers as well as the German family office segment. That is the starting point,” Stefan says about SEB’s ability to stand out from the competition. “We understand Nordic needs and co-operate with strong partners in the UK ecosystem to extend the client offering beyond what we can deliver ourselves.”

According to Stefan, the focus on cross-border and international needs is an offering which is not that common locally in the UK. “The local competitors are good at the UK needs, but as soon as a family has needs in or moves to another jurisdiction, they would probably need to go to another bank.”

Being part of the Nordic UK community

For Stefan, it is a matter of course that SEB continues supporting and being active in the Nordic community in London and in the rest of the UK. “We want people to know that we are here to stay, that we are growing, and that we understand the complexity of the new post-Brexit environment.” And the Nordic way of doing business is definitely something that clients take notice of. “What clients tend to appreciate is the high service level and our quick decision making. We are a flat organisation, and they see themselves in our values and culture.”

Co-creating with clients

Understanding and adapting to the post-Brexit environment is key to ensure success for the cross-border

offering, which, according to Stefan, has gone very well. “What adaptations, if any, do we need to make in the new environment? It’s not a revolution – it’s more a matter of an evolution that we are seeing here. But you have to be humble and do this in a correct and compliant way. It is in the DNA of SEB to deliver on that.”

In the end, it all comes down to listening to the clients and their needs, all whilst accounting for sustainability, which is an integral part of SEB’s offering. “What do the clients want? What passions do they have in life, and what do they believe in? Can we deliver on this, or do we have partners that can deliver around the green transition? It’s not always that easy, but I think it all comes down to cocreation with the clients.”

Meet SEB UK’s Private Wealth Management and Family Office team, from left to right: Daniel Wikehult, Senior Relationship Manager, Johanna Buremo, Event Coordinator and Business Support, Stefan Stjerngren, Head of Private Wealth Management and Family Office and Helena Whitmore, Head of SEB 1856 UK.

Photo: SEB UK.

REDEFINING the OFFICE SPACE

In the course of finding the right balance between working from home and a hybrid work model, listening to the employees, and understanding their needs is key to creating a well-functioning, flexible and attractive office space. “What we’re seeing is employers trying to pull employees back into the workplace with more collaborative spaces, with facilities and amenities that suit the needs of the employees today,” says Helen Beebe, Managing Director of AJ Products in the UK.

Founded in 1975 in Hyltebruk in Sweden, SCC member AJ Products has been offering workplace furniture and equipment to businesses for nearly 50 years. Today, the company is headquartered in Halmstad and is operating in 21 countries, including the UK. “We’ve been trading here for 24 years, and the business continues to grow, which is encouraging,” says Helen Beebe, Managing Director of AJ Products in the UK.

AJ Products manufactures most of its product range at its own production sites in Poland, Slovakia, and Lithuania. While specialising in office and industrial furniture, the range of more than 18,000 products encompasses areas such as reception spaces, sports facilities, changing rooms, and schools. “Any sort of workplace furniture and equipment that you might need, we most likely have.”

On top of the product offering, businesses in need of support are provided with bespoke and personalised service, ranging from advice and design of spaces, all the way to delivery and installation. “It is really an end-to-end service tailored to the customers’ needs.”

From WFH to hybrid working

Looking at office spaces and how people use them, it is clear that the Covid-19 pandemic turned everything we know upside down – something that Helen says was instantly noticeable in customer demand. “We were

selling an awful lot of smaller desks during the pandemic, because people were working from home. But that’s now slowing down.” Equally today, long after restrictions were lifted, the effects of the pandemic are still apparent but have taken a slightly different form. “People have started returning to the office, but there is still a big emphasis towards working from home or hybrid working. What we’re starting to see now is that people are realising that remote working isn’t always the best option, and that it comes at a cost.”

“From a personal perspective, people are seeing the impact on their wellbeing and their health. From a business perspective, businesses are always trying to develop their cultures and keep strong collaboration and communication amongst their teams, and that can be really challenging.”

Finding the right balance

Helen believes that there is an increasing need to find the right balance, both from the employee and the employer perspectives. “What we’re seeing is employers trying to pull employees back into the workspace with more collaborative spaces, with facilities and amenities that suit the needs of the employees today.” And the same tendencies are seen among employees: “I think they’re yearning more communication and stronger relationships that you just can’t forge over a zoom call.”

TEXT: JONAS EKLUND | PHOTOS: AJ PRODUCTS

Downscaling and flexibility

Since fewer people are spending time at the office, employers have started to downscale the amount of space they need. “But of course, this means that they have to make it more flexible,” Helen says. “Things like hot desking seems to be increasingly important. And with hot desking, you can’t personalise your desk as a permanent thing, you need to free up the desk for the next person to use on another occasion. Now we’re seeing increasing use of lockers, so people can lock their belongings away when they’re not in the office.”

The need of flexibility also comes with an increasing need of multifunctional spaces, such as meeting rooms that can be used as reception spaces, that can also serve as personalised workspaces. “What we are seeing from this development is that acoustics are an increasing challenge. We supply acoustic boards, desk dividers and acoustic booths for people to go and work in. I think they are becoming increasingly popular as this transition takes place.”

Involving the employees

Helen sees an emerging trend among businesses to not only accommodate working time requirements, but also the after-hours requirements of their employees. “People need a reason to travel into London. Having an office in the right location with the right amenities around it, and the right sort of vibe is really important. I think we’re only just starting to see businesses consciously considering that.”

Making sure employees have the right technology and equipment, and providing the environment for that to be used efficiently is, according to Helen, key to a wellfunctioning workplace. And involving the employees when defining the requirements is right on the top of the agenda. “Understanding who your employees are and what their needs are, requires you to engage with them to understand what is important to them. Otherwise, you’re not going to succeed in getting your employees to come in as and when you need them to.”

Helen Beebe, Managing Director of AJ Products in the UK.

FOSTERING GLOBAL CITIZENS THROUGH EDUCATION AND CULTURE

The Swedish School in London continues to hold its position as a provider of high-quality education in the UK. Combining the Swedish curriculum with the vibrancy of London, the school focuses on embracing Swedish heritage while simultaneously providing their pupils with the tools necessary to navigate in an increasingly globalised and interconnected society. The Link spoke with Jenny Abrahamsson, Headteacher at the Swedish School in London, to break down the recipe for the schools’ educational success.

Spanning two campuses in Barnes and Kew on the south bank of the Thames in West London, the Swedish School in London is, with its around 250 pupils aged from three to nineteen, one of the largest Swedish Schools abroad. Recently, the school received its fourth consecutive “Outstanding” rating from Ofsted (The UK Government’s Office for Standards in Education, Children’s Services and Skills), meaning it has been recognised as Outstanding for the last thirteen years. “Our first aim is to continue to remain as a school which offers outstanding education to our pupils,” says Jenny.

More than just education

“In the over hundred years we have been in operation, our school has been about more than just the education we provide”, says Jenny. Thanks to monthly activities hosted by the parents’ association, as well as participation in other public events and festivals, the Swedish School in London plays a significant role as a community focal point for Swedish families living in the area. In turn, it facilitates a way of living abroad while still maintaining a close contact to home. “Maintaining a connection to Sweden is important because it gives us an indisputable connection to the past, to social values, to beliefs, to customs and to traditions.”

TEXT: MAJA STENBERG | PHOTO: DAVID THOMPSON

London as an extended classroom

Flying the flag as the only Swedish school in the UK, the Swedish School in London benefits from collaborating with other Swedish Schools in Europe, as they share a lot of similarities. “However, unlike any other Swedish school, we have the added advantage of being located in one of the world’s greatest cities”, says Jenny. In order to get the most of its unique location, the pupils at the Swedish School in London are exposed to a wealth of educational opportunities, including visits to museums, theatres and sporting events. Combining Swedish education with the use of London “as a second classroom” is, according to Jenny, a way to foster connections with both Swedish and British values. “That is why our logo shows a Swedish blue book inside a British red cover – because our pupils benefit from both cultures,” she explains.

Evolving educational environment

The Swedish School in London has evolved significantly since its establishment in 1907. However, it’s not always been an easy street. “Brexit has been rather challenging for the school, in many aspects, from securing teachers, pupils and staff as well as Swedish teaching materials,” Jenny explains. Nonetheless, the school has worked diligently to overcome these obstacles, as well as adapting to the changing needs of its pupils and the society on a global level.

Facilitating global citizenship

Ongoing areas of focus for the Swedish School are inclusiveness, mental health, learning environments and the combination of academic and personal growth in education. Besides this, Jenny stresses the importance of providing their pupils with the tools necessary to navigate in the modern world. By fostering language skills as well as integrating digital technologies and connectivity in day-to-day educational practises, the school continuously strives to prepare its pupils for an increasingly globalised world. “Our vision is to grow global citizens,” says Jenny.

“Our pupils benefit from both Swedish and British culture.

UNLOCKING POTENTIAL : THE ROLE OF MENTORSHIP IN PROFESSIONAL DEVELOPMENT

TEXT: MAJA STENBERG

In times of a rapidly evolving business landscape, newly arrived young professionals in the UK face both great challenges and opportunities. The Link spoke with Dr Aarti Anhal, founder of before nine and Programme Director of the SCC’s “Next Generation Leaders” mentorship programme, about mentorship and its power to unlock potential, the value of relationships and how to navigate through uncertainty as a young professional.

With an extensive background in risk and crisis management and an ever-present passion for people, Aarti first encountered the SCC when growing the UK business of the Swedish startup, 4C Strategies. “When you think about Swedish businesses, and you think about what they're doing globally, in the UK, Sweden and elsewhere, they're really at the forefront of innovation and sustainability efforts. So for me, it’s always been really exciting to be a part of that chain.”

Her involvement in SCC’s Next Generation Leaders programme began when she was asked to become a mentor in 2017, and a year later took on the role as Programme Director. Since then, the mentorship programme has grown in profile, serving as a platform that provides opportunities for individuals to develop professionally as well as to connect with other young professionals and established business leaders. “If you believe in the power of network, and if you believe in relationships, then it's a no brainer.”

Passion for people

As the founder of before nine, a company dedicated to unlocking the resilience, transformation and optimal performance of businesses and their people, Aarti now gets to practise her passion for people more overtly. Having held various roles in different organisational settings, her commitment to empowering individuals has been a driving force. “Even when you're working in a role

where you're working with process and infrastructure and technology and systems, it's still really all about the people at the end of the day,” Aarti explains.

Mentorship – a mutual exchange

Aarti stresses the importance of mentors providing guidance, new perspectives and foster a sense of confidence for the mentee in a non-judgemental environment. “In life, it can be very easy to be judgmental about the routes that other people have taken or where they're at, or where you think they should be at. But being a mentor is a really great space for non-judgement and just going ‘oh, wow, someone's taking a really different approach from the one that I would take. And I really admire the fact that they're doing that’.” Contrary to popular belief, Aarti argues that mentorship is not solely about passing on knowledge. Rather, it is a valuable opportunity for mentors to gain insights from their mentees and understand their motivations, challenges, and aspirations. “I think that it's important for all of us, particularly leaders, to continue to be curious about other people, what drives them, and what they’re looking for in the workplace. Being a mentor has always been a fantastic way of just understanding the next generation.”

Pace management

“We live in such a challenging and competitive world that it creates a lot of pressure on young professionals,” Aarti says. In the last few years, she has sensed increased

impatience, higher standards and expectations from young professionals in relation to their careers. “The level and pace of development and success they expect of themselves can create a lot of stress.” On that note, Aarti views the role of a mentor as someone who can assist their mentee in managing the pace. “You want to see people achieve what they feel that they want to achieve. And you also sometimes want to give people the confidence and tools to step back and assess whether what they're trying to achieve is realistic, or even the right goal.”

Hands-on advice

When it comes to advising young professionals arriving in the UK today, Aarti emphasises the importance of consistent networking throughout one’s career. “Ultimately, your career is not a series of jobs, it’s a career of relationships”. Attending events targeted towards young professionals and building networks within that community is a great opportunity to forge connections and discover new opportunities. Besides that, Aarti encourages young professionals to engage in non-business-focused networks within the own organisation, focusing on topics such as diversity, inclusion, sustainability, or mental health. “Meet with

people who are similarly passionate about certain issues or topics, because I think that's another great way of making relationships”. Additionally, she highlights the importance of saying “yes” and embracing opportunities that feel right at that time, as it may open unforeseen career paths.

Potential pitfalls and challenges

“I think one of the pitfalls is probably that you crave safety and security – particularly when the world feels uncertain – so you don't put yourself out there, you stay in your comfort zone,” says Aarti. Becoming too fixated on a predetermined idea of success, often causes young professionals to miss out on the mistakes and detours that could lead to valuable lessons and growth. “It's very natural to be scared or to feel insecure about whether you have to make the right choice. But there's no such thing as the perfect job, and there's no such thing as the perfect choice. There's just the choice you make at the time because it feels like the right thing to do. Later down the line, you'll understand why that was the case and then you'll reflect on what you've learned. Trying not to perfect everything is really important.”

Ultimately, your career is not a series of jobs, it’s a career of relationships.

Learn more about SCC’s Mentorship Programme Next Generation Leaders:

MEET THE SCC’S NEW SCHOLARS

This is the Scholarship Programme:

Dating back several decades, the Scholarship Programme has served as a launching platform for many successful careers. The programme offers an exceptional opportunitiy to join the Chamber team for one year, gain international experience and fully immerse in the dynamic and influential financial centre of Europe’s business capital – London.

“I just finished my bachelor’s degree in financial economics at the School of Business, Economics and Law at Gothenburg University. Throughout my studies, I have always been fascinated by international markets, especially coming from a country which is so heavily reliant on its exports. I applied for the scholarship since I thought that it would broaden my perspective on which opportunities lie ahead for Swedish companies beyond our borders, but also what challenges might be expected. I look forward to meeting all types of exciting firms, from large scale corporations to startups. To hear all about their exciting ideas and to help them spread those ideas as easily as possible. I think that the SCC is a brilliant place to start my career as I will be taking on a lot of responsibilities and get to see firsthand what the SwedishBritish business community is all about.”

“I recently completed my Bachelor’s degree in Business Administration from the School of Business and Law at the University of Gothenburg. Throughout my education, my interest for entrepreneurship has flourished, and when the chance to join the Swedish Chamber of Commerce for the UK presented itself, I knew it was the ideal opportunity to further explore this interest and collaborate with talented individuals whom I am humble to learn from. I am eagerly anticipating the opportunity to meet a multitude of inspiring people and foster both my professional and personal growth. Joining the Business Services team fills me with gratitude and excitement as I look forward to making valuable contributions to the relations between Sweden and the UK.”

TIMOTEO HARVEY EBBA NYSTRÖM

“I have recently graduated with a BSc in Business and Economics from Lund University. Being half British I have always had the vision of further developing my roots. To fulfill this vision, the scholarship at SCC felt like a natural and excellent next step in my professional career. I am thrilled to have been granted this opportunity to develop my professional skills and am sure the upcoming year will be very fruitful in enabling me to achieve my vision of pursuing an international career in the UK. During my studies, I was very engaged in the student union including hosting and organizing the Annual Winter Ball which is their main annual social event. Being part of the Event & Programmes department feels like an excellent setting to exercise and further develop my skills within this area.”

“I have recently graduated from Gothenburg University of Business, Economics and Law with a bachelor’s degree in business administration, with corporate sustainability as my main subject. From the beginning of my studies, I have wanted to work in an international environment which is why I applied for the scholarship in the first place. I believe this opportunity will give me the chance to develop my language skills, work with people from all around the world and broaden my abilities within event planning, all of which will be valuable skills to come well in handy in my future career. I do look forward to my year at SCC as I believe the year will bring knowledge about the British market and how to cooperate with a variety of companies in an international context.”

“The past three years of my life have been spent studying at Umeå University, from which I recently graduated with a bachelor’s degree in media- and communication studies. During my second year of studies I spent one semester in the UK, an experience that really made me realise how international experience can serve as an asset in life – personally as well as professionally. Ready to kick-start my career as well as to thrive in an international context, it is with a great dose of gratitude and anticipation I’m taking on the year to come. I look forward to gain insight in entrepreneurship, develop my professional skills, connect with inspiring people and not least, together with the SCC take part in promoting the business relationship between two countries I hold very close to my heart.”

EVENTS & PROGRAMMES STEN A. OLSSON FOUNDATION FOR RESEARCH AND CULTURE

MAJA STENBERG

MARKETING & COMMUNICATION SCHOLARSHIP FUND FOR SWEDISH YOUTH ABROAD

PREVIOUS EVENTS

From left to right:

1) Masterclass with Kim A. Page, TEDx Speaker and Communications Expert, hosted by the SCC’s Young Professionals.

2) Link Up Drinks at COS concept store, bringing together the SCC community.

3) Dr Rajarshi Banerjee, CEO of Perspectum, at the Ecosystem Exchange: Life Sciences in Oxford.

4) The cohort of speakers at the Swedish Business Footprint in the North West event.

5) The Young Professionals Quiz Night gathered a great number of attendees.

6) Claus Andersen, Partner at Freeths at Ecosystem Exchange: Life Sciences.

7) SCC had the pleasure of inviting nine brilliant Swedish and Danish businesses to the world-renowned life science cluster in Oxford.

8) Carl Pihlgren (EY) and Jan Olsson (Deutsche Bank) at the Swedish-British reception kindly hosted at the Ambassador's residence in Stockholm.

9) Fredrik Warneryd (SCC) and the British Ambassador to Sweden Judith Gough, at the Annual Swedish-British Reception at the Ambassador’s residence in Stockholm.

10) Seona Shand, International Trade Director at Scottish Chambers of Commerce, Gordon McLarnon, Inward Investment Specialist at Scottish Enterprise, and Mike Christopherson, SCC Scotland Chapter Chair, discussing business opportunities in Scotland at the Swedish Business Footprint event in Edinburgh.

11) Members of the SCC’s Young Professionals community together with communications expert Kim A. Page.

12) Speakers Maria Norman, Global Chief of Staff and President of EF Pro Cycling at EF Education First, and Jonas Eidevall, Head Coach at Arsenal F.C WFC together with moderator Frida Fagerlund, Sports Journalist at the Swedish daily Aftonbladet at the Business Breakfast event hosted by EF Education First.

IT’S ALL ABOUT GEOPOLITICS

GUEST COLUMN: JOHAN SJÖBERG, SECURITY AND DEFENSE POLICY ADVISOR, SVENSKT NÄRINGSLIV

FOTO: ULF BÖRJESSON/ERNST HENRY PHOTOGRAPHY AB

Geopolitics is hardly a new phenomenon. It has been the rule, albeit with some glimpses of openness, for decades. Europe's colonial past, the Cold War between East and West, the more recent Chinese Belt and Road Initiative and most recently Russia's unmitigated war of aggression against Ukraine are just a few but explicit examples. With the Russian aggression, which to be honest shouldn’t have been a big surprise to anyone, geopolitics has once again come to characterise and effect international relations. Within the government policies in Europe as well as within the business community, some twenty to thirty years of Chamberlain-ish sunshine thinking has abruptly come to an end. The realpolitik has been given new points of departure where considerations of given circumstances and factors now equals explicit ideological notions and traditional power politics. This is not something which only affects foreign policy or security policy. The idea or notion that international relations can be separated between government affairs and business interests is naive and counterproductive for anyone who would like to be prosperous in navigating in trade or any other policy area.

To be successful within trade policy, economic policy, climate policy, foreign-, security-, and defense policy, the realisation of how policy fields are interconnected is a must. This puts new demands on governments, authorities, and businesses. A deeper understanding of how geopolitics and security policy integrate with all other policy areas has become a necessity. We may like it or dislike it, but it is simply something we all must accept and deal with. This does not mean that we all should knock on open

doors. It does not mean that we all have to be experts in all policy fields. But it does mean that we need to be much better at understanding the context in which we work.

The former US Secretary of Defense Donald Rumsfeld once stated we need to be prepared for both “the known unknowns; that is to say we know there are some things we do not know. But there are also unknown unknowns— the ones we don't know we don't know. And if one looks throughout the history of our country and other free countries, it is the latter category that tends to be the difficult ones”. Maybe we don’t need to go as far as trying to figure out the unknown unknowns but we surely need to move in that direction. States as well as the private sector have to prepare for challenging times in a completely different way than in the past. For companies, a deeper understanding of how their business works in a new context is of profound importance. This includes keeping track of supply chains and supply flows as well as end user of export products, increased security protection and understanding of risks and vulnerabilities. Cyber –and information security as well as physical protection must become part of all companies’ continuity planning. Disinformation campaigns, cyber-attacks, deliberate disruptions in infrastructure, etc. is not a scenario in the future but a real threat here and now.

When countries or associations of countries experience an increased threat, the typical response is increased regulations, increased control, and intervention into the market. Based on good intentions and a belief in its necessity but hardly ever deriving from a close dialogue with the business community. Government affairs, it

seems, should not be coloured by the views of the market. This, however, does not mitigate the risks and threats. Instead, it will make it more difficult for companies to contribute to the resilience of a society due to increased regulatory burdens, less profit, and reduced incentives for investments.

In Sweden, the concept of Total defence was re-started a few years ago. This whole-of-society-approach is certainly the right way to proceed and promising steps have been taken. Today, no politician in Sweden is questioning that privately owned companies own and are responsible for many of the most important societal functions, regardless of whether it is a peacetime crisis or wartime supplies. At this year’s public event in Almedalen, the Swedish minister of civil defense, Carl-Oskar Bohlin, stated that there is not one single task that the Swedish total defense system can resolve without the participation of the business community. This manifests itself in the absolute immediacy and urgency that we are seeing in Ukraine right now, for example when it comes to delivery

of all kinds of material, including for the defense such as ammunition.

The role of companies in Sweden's crisis and war preparedness is central, and the business community must be a part of preparedness planning to a much greater extent. This however can only be done with a much closer cooperation and dialogue than the one we have today. It is not a question about how the business community can contribute to the total defence system. The business sector is already at the core of the system. Business is a prerequisite for society's development, ability and prosperity, i.e. the foundation of a robust society. Investments and trade flows must be able to be maintained and developed. Basic issues such as the division of responsibilities and financing of business' increased role in crisis preparedness and total defense must be taken seriously. The threat picture is broader and more complex than ever. Building a resilient society requires a joint approach. Now is the time to do it.

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The role of companies in Sweden’s crisis and war preparedness is central, and the business community must be a part of preparedness planning to a much greater extent.

NEW MEMBERS

Founded by businesses for businesses, the Swedish Chamber of Commerce for the United Kingdom is the ultimate business platform connecting Swedish and British companies and entrepreneurs across the North Sea.

We are a not for profit organisation, and help businesses establish, grow and develop. Our focus is on providing relevant and informative forums and meeting places, on forging new and exciting networks and ecosystems, offering valuable training programmes for personal and professional development and to deliver first-class business services tailored to your business needs.

We bring value to member businesses across all sectors and industries, from large corporates to SMEs, entrepreneurs and startups, in the United Kingdom as well as in Sweden.

WOULD YOU LIKE TO LEARN MORE ABOUT THE MEMBERSHIP? CONTACT: HANNAH.CARLSSON@SCC.ORG.UK

CORPAY

Global businesses trust Corpay Cross-Border to power their international payments, execute plans to manage their currency risk and support their growth around the world. We aim to deliver unmatched service and expertise with respect to moving money globally.

EVELYN PARTNERS

Evelyn Partners is the UK’s leading integrated wealth management and professional services group. It ranks as the second-largest UK wealth manager measured by EBITDA and the fifthlargest professional services firm ranked by fee income (source: Accountancy Age 50+50 rankings, 2022). Evelyn Partners’ is uniquely wellplaced to support clients with both their personal financial affairs and their business interests.

GEORG JENSEN

With a history that spans more than 100 years, the Georg Jensen brand represents quality craftsmanship and timeless aesthetic design, producing lifestyle products ranging from hollowware to watches, jewellery and home products. The philosophy of Georg Jensen himself was to create democratic designs possessing both functionality and beauty.

PESTOKILL

Pestokill started in 1985 and is now part of the Anticimex Global network. Our technicians are throughout England, Scotland, Wales and Northern Ireland. Pestokill has the complete solutions including bed bug heat treatments, falconry, bird netting and dispersal solutions, ants, wasps, moths. Smart Digital pesticide free solutions are now available in the UK. It is not rocket science, why the rodents follow us. How we control them is!

PRICESPY LTD

In order to make the best decision, it’s good to have all the facts at your fingertips. PriceSpy is one of the world’s best price and product comparison services, with one single goal – to guide consumers to smarter buying decisions.

SANA LABS

Sana is an AI-powered learning platform that empowers organizations to find, share, and harness the knowledge they need to achieve their missions. Using state-of-the-art machine learning, Sana can create courses from scratch, summarize your live sessions and meetings, automate admin, and answer every work-related question. Backed by some of the world’s leading investors, operators, and founders, Sana has raised over $80m to date.

SOBI

Sobi is a specialised international biopharmaceutical company transforming the lives of people with rare and debilitating diseases. Providing reliable access to innovative medicines in the areas of haematology, immunology and specialty care, Sobi has approximately 1,600 employees across Europe, North America, the Middle East, Asia and Australia. In 2022, revenue amounted to SEK 18.8 billion. Sobi’s share (STO:SOBI) is listed on Nasdaq Stockholm.

SPRINGY

Springy matches professionals to their ideal workspaces for optimal efficiency and empowers small businesses to optimise costs by effortlessly booking on-demand workspaces. Our marketplace is designed to cater to diverse needs, preferences, and working styles, offering a range of work environments.

STORSKOGEN UK LIMITED

Storskogen is an international group of businesses operating with the vision to be the leading international owner of small to mediumsized businesses. We are uniquely positioned to identify, acquire, and develop market leaders with sustainable business models over an infinite ownership horizon. Storskogen creates value by providing access to capital and strategic direction with active governance and a decentralised operational model.

TECS ADVISORY

Dedicated to digital health and technology enabled care, we bring together extensive international expertise and experience. Our focus is on supporting clients across all sectors to develop, commission and deliver next-generation solutions that empower people, enhance and transform services and effect positive change.

TRANSLATION STATION

We possess the skills and experience necessary to produce idiomatic and fluent translations from and into native standard Swedish and English. We work with all types of text including reports, articles, marketing and legal material, including subtitles for audio content. Please get in touch for more information and a competitive quote. We’re based in London and available for in-person meetings in the UK. We’re happy to provide a short sample translation of your project for review.

TRUID

Truid is a global platform for end-to-end digital authentication. Truid manages data collection and ensures the right assurance level for your focus use case, while opening up the possibility to use the same instant method for other use cases. With Truid, you get access to rich data sets and our platform allows you to safely get access to any data point that your customer is willing to share. You can outsource authentication management and compliance risk and focus on your core business.

IN OTHER NEWS

Saab acquires BlueBear as part of its proactive strategy

Recently, SCC patron Saab announced the acquisition of the UK-based BlueBear Systems Group Ltd. As a world-leading provider of AI-enabled autonomous swarm systems for complex defence and security applications, BlueBear will contribute to Saab’s existing activities worldwide and serve as a powerful driver of Saab’s future capabilities. With new technologies on the rise – such as AI, machine learning and autonomous systems –Saab is embracing a proactive strategy of selected acquisitions in order to increase the comprehensive solutions offered for a wider range of defence needs.

BUSINESS CLIMATE SURVEY 2023:

The UK remains a key market for Swedish business

Recently, the results from both the UK and Global Business Climate Surveys were published. Despite the global growth dip, Swedish businesses operating abroad are continuing to do well, and a majority are sustaining their investments in the UK. Responses from the Global Business Climate Survey indicates that optimism is blooming in some emerging markets such as India, UAE, Mexico and Indonesia, and half of the 1,600+ firms surveyed plan to make new investments overseas. On the UK stage, an increasing number of businesses recognise the Swedish brand as a key advantage.

Read the Global and UK Business Climate Survey reports online.

“THE HEAT IS ON!”

Vattenfall Heat UK recently appointed Jenny Curtis as new Managing Director. Having worked with Vattenfall’s heat business for almost three years, most recently in the role of Interim Director for Bristol, Jenny brings a wide range of professional experience to her new role. For Vattenfall, the ambition forward is to by 2030 partner with the UK’s leading low carbon cities to deliver city-wide heat networks. Besides its obvious benefits like reduced carbon emissions, Jenny sees these joint efforts and investments as great opportunity for Vattenfall to deliver social value, economic growth, and new jobs to the communities. “Vattenfall’s heat business in the UK is going from strength to strength; the heat is on!” says Jenny.

19 October

Nordic Private Equity Forum White & Case, London

Join us at the Nordic Private Equity Forum which brings together stakeholders from the Nordic and UK-based asset management communities, from fund managers to banks, institutional investors and advisory firms, making it a great platform to connect with the Nordic PE ecosystem.

12 October

Swedish business footprint in the West Midlands

Savills, Birmingham

Welcome to an afternoon of sectoral insights, success stories, and high-level networking in Birmingham, as we look into the Swedish business footprint in the West Midlands.

21-22 November

Ecosystem Exchange: Sustainable Fintech

London

On behalf of the Embassy of Sweden in London, the Swedish Chamber of Commerce for the UK organises Ecosystem Exchange: Sustainable Fintech, to gather the brightest, most innovative and prominent Nordic and Baltic SME's to join the programme.

November

Outer Thinking: Swedish-British Summit 2023

Nobu Hotel London Portman Square

In a world where brands and businesses, business models and processes are constantly challenged and disrupted at a rapid pace, what makes good, sustainable and successful leadership? At Outer Thinking, we will be joined by business leaders, entrepreneurs, politicians and academics from both Sweden and the United Kingdom, discussing the world today and how we together can tackle the greater trends facing us – from global economic turmoil and the current security situation, to sustainability and people culture.

1 December

Annual Christmas Luncheon

The Landmark, London

The Swedish Chamber's Christmas Luncheon has a long history dating back over a century. Today, it is the pinnacle of the business calendar, bringing together business people from across the SwedishBritish community and is the largest luncheon of its kind outside of Sweden.