THE SWEDISH CHAMBER OF COMMERCE FOR THE UK
MEET THE BOOTCAMPERS
Swedish tech leaving a footprint in London SWEDISH WINEMAKERS Growing on British soil ELECTROLUX Celebrating 100 years in business ISSUE 347 - SEPTEMBER 2019
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The Swedish Chamber of Commerce for the United Kingdom is the ultimate business platform for Swedish and UK businesses. We help businesses establish, grow and develop, through our wide range of business services, matchmaking, events and programmes. We represent some 400 businesses, from start-ups, to SMEs, unicorns and large multinational corporations, from across all sectors and industries. Founded in 1906 - by business and for business - we have connected the Swedish-British business community for over a century. Join us today, if you haven’t already.
S C C PAT R O N S
IN THE LINK 80 YEARS AGO
THE LINK ISSUE 347
“Judged by the trend of prices on the London Stock Exchange, there is a spirit of moderate optimism in financial and investment circles.” These were the initial words of the November issue of ‘The Anglo-Swedish Review’ (predecessor of the Link) in 1939. The main item on the financial agenda in the Link 80 years ago was a Government loan. There was much speculation and discussion in the city regarding its probable terms. The most general opinion was that the borrowing programme would take the form of two loans, one of medium or short currency at a low rate of interest to appeal to the banks and insurance companies, the other to attract private investors.
Editors: Jonas Eklund, Sara Apéria and Erica Möller Cover photo: Renz Andres Meet the Bootcampers on page five.
NOT A MEMBER YET? Visit www.scc.org.uk or contact the Secretariat on +44 (0)20 7224 8001 / email@example.com
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Dear Members, Just returning from a short summer break, and summarising what has been an impactful spring. We are passionate about what we do, and hope this comes across in the many projects and activities we undertake, all focused on, and with the help of, our members. We are here to provide value for our members, to connect Sweden and the UK, and to help businesses establish, grow and develop. That is what we do. We are back on the Brexit bandwagon again (not that we ever got off). With the election of Boris Johnson as new leader of the Tories, and as such new Prime Minister, the ‘leaving with or without a deal’ trumpet has prompted action in the business and political world. Leaked papers indicate areas of particular concern to the UK with a no-deal Brexit, but the government has reassured that it is better prepared than it was in March. For businesses however status quo remains. Many – most hopefully - had prepared for an exit in the spring, and now eagerly and anxiously await the unravelling of the political game which awaits us. It is safe to say that whatever happens, it will be an interesting autumn. The Prime Minister leads a government with a technical majority of just one. Will there be a new election, a new referendum, a vote of no confidence, will Parliament shut down for 31 October… time will tell. As always, the SCC continues hosting Brexit events, and our online Brexit portal provides a quick and useful guide. Let us know if we can be of more help. On the topic of providing more value, the SCC is proud to launch ‘Financial Centre Access’, a cooperation between the Swedish Chambers in the leading financial centres of the world; London, New York and Hong Kong. As part of the partnership, locally based members of each Chamber are able to join activities and events and utilise services of the other two
Chambers when visiting the different continents. The aim is to provide more value to our city-based members who frequent the cities, and to broaden their global networks. Read more about this initiative and eligibility on our website. Swedish Chambers International (SCI) – the association for Swedish Chamber across the world – is increasingly focusing on how Chambers can learn from each other, become more integrated and produce common platforms for those businesses present on several markets, or indeed globally.
firmed in the calendar online for the autumn. We hope to see you all. Lastly, the network is growing at an equal pace, and we are thrilled to welcome the following new members in this issue: IPscreener, Splitsign, Northfork, Precisely, Voxo, Togee Technologies AB, Mercur Solutions UK, Cevian Capital, Safelift UK, Kinnevik Capital and The New Leadership.
We love helping businesses grow, and we love connecting Swedish and UK businesses. The Growth Readiness Programme does just that. Launching this autumn, the programme will connect Swedish start-ups and SMEs with London’s investment community, in the world’s largest financial centre. The twelve months programme is supported by seasoned and experienced mentors from the venture capital world, and will help the businesses understand the financing options available for growth, what investors are looking for, how to get their ducks in a row, and most importantly provide them with unique access to an extended network of investors. We hope the programme will be a launch pad for Swedish businesses, and is good news in these Brexit-times. Another effort to bring the community together is the Swedish-British Summit on 5 December. Themed on 21st century leadership – ‘Outer Thinking , as it’s called – will discuss the big issues facing business and society in both Sweden and the UK, whether it’s technology, trade wars, climate change or leading a new generation of workers. With a stellar line-up of speakers, from business, politics and academia, we are preparing for some great discussion. Don’t forget to secure your place before it’s too late. If you are not able to join, there are some 20 other events already con-
Peter Sandberg, Managing Director Swedish Chamber of Commerce for the UK firstname.lastname@example.org
ALEKSANDAR TRKULJA EVENTS & PROGRAMMES INTERN
ANNA CRONA BUSINESS SERVICES MANAGER
ANNA DAHLQVIST THURESSON EVENTS & PROGRAMMES SCHOLAR
CARINA DIOS FALK EVENTS & PROGRAMMES MANAGER
EMILIA NORDIN MEMBERSHIP & COMMUNITY INTERN
ERICA MÖLLER MARKETING & COMMUNICATIONS INTERN
HENRIK BARKMAN MEMBERSHIP & COMMUNITY SCHOLAR
JONAS EKLUND MARKETING & COMMUNICATIONS MANAGER
MADELEINE HJALBER BUSINESS SERVICES SCHOLAR
PETER McNAMEE FINANCIAL CONTROLLER
SARA APÉRIA MARKETING & COMMUNICATIONS SCHOLAR
SOFIA LARSEN MEMBERSHIP & COMMUNITY MANAGER
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CONTENTS THE LINK • ISSUE 347 • SEPTEMBER 2019
05 Meet the Bootcampers Northfork and Togee on the experience of London Bootcamp
09 In conversation Birgitta Albåge Gough-Cooper and Sina Saidinayer on leadership
13 With customers at the heart of business How Electrolux brings life improving appliances after 100 years in business
37 Meet Lyndsey Loyden-Edwards Key Account Manager at SCC patron TetraPak
Lindex at the centre of fashion
Your first point of call when coming to the UK
Lena Provén, Regional Manager, on exporting the Swedish mentality to the British market.
Anna Crona, Business Services Manager, on redefining the business services proposition of the SCC.
31 Swedish winemakers The Link met with SCC members Busi Jacobsohn Wine Estate and Chilworth Manor Vineyard to unravel the burgeoning success of the British wine industry.
34 International experience - a competetive advantage The Link met with Karin Ehnbom -Palmquist, Chairman of Scholarship Fund for Swedish Youth Abroad.
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MEET THE BOOTCAMPERS In June, twenty brave Swedish tech businesses joined London Bootcamp, a one-week acceleration programme during London Tech Week, to meet with and get first-hand advice from leading tech experts and investors. The Link caught up with two of the Bootcampers, Northfork and Togee, to discuss their experiences from the programme and what’s in store for them in the near future. BY: JONAS EKLUND
of energetic days filled with networking, knowledge sharing and meetings. From both a personal and a business perspective, it was a great experience. Along with the scale-ups that were taking part in the programme, who shared similar challenges that Northfork does, the programme gave us insights from companies that have actually made it in the UK and the issues that they were facing along the way,” Erik says and continues: “One of the eye-openers was understanding the differences in business culture between Sweden and the UK. To build personal relationships is an important aspect of succeeding in the UK. For example having a pint with a business partner is time well invested.”
Robin Rendahl, CEO and Erik Wallin, CMO and co-Founder of Northfork. Photo: Northfork.
Northfork: Online grocery shopping made easy After recently closing a deal with Walmart, Northfork, a personalised shop-by-recipe platform for grocery retailers, is making a mark in the US. Now, the company is looking at expanding to the UK market, and participating in London Bootcamp has helped open doors. “An immediate result was initiating talks with potential partners. The network of the Chamber proved to be very valuable in making those connections happen,” says Erik Wallin, CMO and co-Founder of Northfork. Northfork’s technology allows consumers to buy groceries at online retailers by recipes and meals, instead of adding single items to their shopping carts. According to Erik, this technology revolutionises online grocery
shopping, making the consumers happier and creating more revenue for retailers: “We help retailers add value to their online stores. Shopping by recipes adds inspiration, speed and a more frequent communication with users, which enhances the shopping experience. In fact, shopping by recipes decreases the number of clicks by 80 %, compared to traditional grocery shopping online. By connecting the Northfork platform to their online stores, retailers can focus on other things such as performance, traffic and conversion.” Networking and knowledge sharing Taking part in London Bootcamp provided the team at Northfork with many valuable insights and eye-openers. “We had a couple
Connecting Walmart stores to recipe shopping Earlier this autumn, Northfork revealed closing a deal with the world leading American retail corporation, Walmart. Robin Rendahl, CEO at Northfork fills us in on the details: “Northfork is the technology behind the new Walmart and Buzzfeed Shoppable Recipes feature in the Tasty app. The new feature enables customers to purchase recipe ingredients for pickup or delivery from Walmart stores across the US. It is designed to increase conversions, adding new revenue and building customer loyalty through tailored shopping experiences.” Now, Northfork has its eyes set on the UK market. “We see huge opportunities in the UK. Despite a decreasing number of people shopping groceries online, the sales are increasing. We believe that Northfork can assist retailers to build new momentum and reach a wider audience. When we have proof of concept both in the US and the UK, it will be the stepping stone for the company’s continued expansion.”
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Meet some of the Bootcampers. Standing from left to right: Marcus Jacobsson, Tipser; Sebastian Karlsson, HomeMaker; Rosanna Thun, Tourn International; Johan Envall, Covr Security; Robin Stenman, Tourn International; Simon Fouladi, Precisely. Sitting from left to right: Filipp Slaouk, Tipser; Anette Nordvall, Covr Security. Photo: Renz Andres.
Togee: Redefining the meaning of sharing For Togee Technologies, taking part in London Bootcamp has led to a number of new opportunities in the UK. “We immediately gained interest from several world-leading companies within several industries. I also got the chance to pitch at Google, a great opportunity to present Togee to the tech community,” says Peter Andersson, CMO at Togee Technologies. An inconvenient and hectic work environment, where lack of direct and personal communication became an aggravating issue, gave Togee Technologies’ CEO Daniel Diegelmann an idea of a mobile application that would replicate the personal meeting in a digital shape - mobile to mobile to ease and enhance the shared experience at both ends of the screen. Shared screen experiences The idea developed into Togee, an app in the social media segment, that enables mobile users to communicate and share screen experiences with one another in a completely new way. “The users have the ability to video chat, doodle and comment simultaneously in an interactive screen sharing format,
thus optimising the screen time. No other mobile app on the market today allows such a personal and advanced experience,” Peter explains.
understand one another. With Togee, we challenge and redefine the true meaning of ‘sharing’”.
A rewarding experience For Peter, London Bootcamp has been one of the most rewarding programmes he has experienced as CMO of Togee Technologies: “I appreciate all individual meetings with a wide range of tech professionals, investors and brands, many of whom are close to signing considerable game-changing deals with us. World-leading telecom companies, renowned media houses and the largest football clubs in the world, to mention a few.” Redefining the meaning of ‘sharing’ The company is currently beta testing the app, with nearly a thousand test pilots providing feedback before the official launch. “We are extremely satisfied with all the positive reviews so far. Upon our initial release on App Store and Google Play later in 2019, mobile users no longer have to send countless screenshots or write a lot of lengthy texts in order to communicate and
Peter Andersson, CMO at Togee Technologies. Photo: Kamil Janowski.
Donâ€™t just hope for a better future. Plan for one. The LINK FEATURE
What does the future look like for you and your loved ones? We are all about helping you achieve your aspirations, and we acknowledge that everyone has a unique set of challenges. That is why we are genuinely committed to understanding you and your ambitions for the future. To find out what we can do for you, contact Helena Whitmore or Daniel Wikehult on +44 (0) 20 7246 4225 or email@example.com
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Participants at London Bootcamp 2019, a Business Services project.
YOUR FIRST POINT OF CALL WHEN COMING TO THE UK THE SWEDISH CHAMBER OF COMMERCE IS REDEFINING AND SHARPENING ITS BUSINESS SERVICES OFFERING FOR MEMBERS AND BUSINESSES BY: ERICA MÖLLER
Helping businesses establish, grow and develop is at the very core of the Chamber’s operations. With a revamped business services proposition, the Chamber is well equipped to nurture innovation, provide valuable connections and help develop businesses. “By using our local presence and long experience of the UK market, we can assist both Swedish and British businesses within a range of fields, and as a not for profit we do it with our whole heart”, says Anna Crona, Business Services Manager at SCC. Anna has a long background within IKEA, where she mainly worked with developing global projects for different markets, both in online and offline shopping. “The last few years I have been helping other Nordic companies set up here in London. It has made me very aware, humble and curious about the importance of being relevant on a personal level.” Redefining the business services proposition When Anna joined the Chamber as Business Services Manager earlier this year, one of her first challenges was to redefine and position the service proposition: “Based on benchmarking and analysing our areas of strength, we have defined four categories of business services; business support, introductions and matchmaking, acceleration and growth programmes as well as delegation programmes
and study visits. Within this framework, we can assist businesses with market research, set up meetings with stakeholders, arrange specific company visits, and create in-depth programmes for start-ups and businesses to grow and develop.” High entry barriers When speaking about the UK market, Anna emphasises the importance of having a great network: “It’s easy to think that our countries being close to each other, speaking English and having a great product is enough to make it. But the reality is that the UK market is signified by high entry barriers and the business culture differs a lot from Sweden”. She continues: “Becoming successful here requires a strong foundation in relationships, presence and trust, and this is where the Chamber has considerable advantages”. More than a hundred years of experience The rich heritage of the Chamber is an important aspect that distinguishes its offer compared to other similar organisations: “We have over a hundred years of experience of supporting Swedish-British businesses, which illustrates our abilities and focus on futureproofing. With the collective knowledge of our members and our extended network, we know every aspect of setting up and running a business in the UK”.
Anna Crona, Business Services Manager, SCC.
Call us for: Business support Introductions and matchmaking Acceleration and growth programmes Delegation programmes and study visits +44 (0)20 7224 8001
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IN CONVERSATION ON LEADERSHIP WITH BIRGITTA ALBÅGE GOUGH-COOPER AND SINA SAIDINAYER In conversation is a feature series, and podcast, where two seemingly different members of the Chamber network meet to explore different topics close to heart. This time, Birgitta Albåge Gough-Cooper, Director and Head of Operations at Lazard, and Sina Saidinayer, Head of Business Development at Fidel, met to discuss leadership, the importance of business culture and how to attract and retain talent. BY: JONAS EKLUND
Birgitta: I´ve been with Lazard for over twenty years. Lazard is an investment bank, which means that we are involved in financial advisory which is the part that I work for, as well as asset management. We advise large and medium sized companies, governments, private equity and hedge funds, to do primarily mergers and acquisitions, but also fundraising, IPO listings on the capital markets and so on. My role is to head up the operations side in the UK. I work very much with the recruitment of talent, with promoting them, retaining them, as well as trying to determine budgets and cost allocations and so on. It’s sort of a busy role at the heart of the business. Sina: I head up business development at Fidel. Our mission as a company is to democratise on transaction data, to provide value back to our customers. We make transaction data from Visa, MasterCard and American Express accessible for third parties through one single API. Our clients today, just to mention a few include Avios, British Airways, Klarna and Royal Bank of Canada. Birgitta: Clearly, we have very different backgrounds in the sense that I work for a company that has been around for more than 100 years, whereas you work for a start-up and that brings presumingly its own challenges. So, in terms of leadership, being a young
company, I’d be very interested to know how you’re structured. Sina: Our Founder and CEO is a very hands-off leader. Get the right people, make sure that they do their job and don’t micro-manage. As you grow and scale the company, you still need to give people that relaxed approach but at the same time make sure that things are done. We are a company where you can come and go as you want, you can work from anywhere in the world and you can take as much holiday as you want. It’s working very well. Birgitta: Is there such a thing as career progression in your industry? How does it work? Sina: I think that everyone that has ever joined our company, comes in with a totally different job description. We’ve done a very good job empowering them and bringing out what is important and what they want to do. Someone comes in at a junior position, and very quickly we would support that person to excel. That’s what we want to do with all of our employees. Birgitta: So leadership then in your book, what does that mean? Sina: For me, a leader is someone who can find that intrinsic motivation in the team and align that with the vision of the company.
It’s someone who supports, motivates and encourages people to be happy. I believe that work is something you do, not somewhere you go. It should be aligned with your own work-life balance but also with the company’s vision. A good leader would be able to accommodate all of that. It is very hard to do, but I think that we are on a very good path in our company. Birgitta: When you think about leadership, you think about the most senior part of the company, the top management, the CEO, CFO and so on. I agree with you that it is important that you as an employee know what the vision is, the objective of the company and that someone is thinking about where we want to be as a business in the next five to ten years. My experience, and I’m sure it’s the same in modern industries as yours, is that all employees in one way or another are leaders. The skills that you need in top management, you need to display them at less senior levels as well. I think that you need to hone in on those skills very early on. Nowadays I don’t think that there are any industries where you are expected to just be told what to do and then you do it, and that’s it so to speak. I’m sure that in your line of business, there’s a lot of creativity, a lot of flexibility, ability to step sideways and do other things and so on. Sina: That is a very good point. What we see is that when you give people the ability to lead and decide, they will step up and take responsibility. The team value is basically to speak up and take responsibility for your tasks. And when you instil that thinking in the team members, the dynamic changes. People don’t just leave at 5.30, they want to leave when the job is done. That has been one of the ingredients to our success so far. Birgitta: When I was young, I don’t think I knew even who our leaders were and I certainly didn’t speak to them. I wouldn’t have known what the objectives were, there wasn’t that kind of interaction. You obviously had immediate seniors and you went about your job to the best of your ability but you didn’t get that wider picture and I think that has completely changed. I don’t know whether it’s the fact that communication has become easier these
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The podcast The conversation goes on beyond what you can read in the Link. Listen in on the whole conversation between Birgitta and Sina at scc.org.uk, on Spotify or Apple Podcasts.
Birgitta Albåge Gough-Cooper, Director and Head of Operations at Lazard and Sina Saidinayer, Head of Business Development at Fidel.
days, or that the slightly younger workforce is simply demanding to understand more as to what we are trying to achieve. To be a leader today means that you have to be visible, you have to be present, you have to be approachable, walk the floors, be human, as well as being tough and neutral, take difficult decisions when needed. Would you agree? Sina: All of that you mention is sort of the old legacy system of being a leader, you have this top level that is untouchable. We have a very flat hierarchy. You sit in a room and someone brings you a coffee, and that happens to be the founder of the company. You mentioned the heritage of the company that has been around for a hundred years. How would you see the leadership here versus other corporates that you’ve been working with? Birgitta: We have a very visible leadership nowadays. There’s a conscious effort that this is what is required. And again, the communication is more frequent, it’s better, it’s more honest and less glossy perhaps. I certainly see that in the feedback that we get from our younger recruits, it’s that they want honesty, they want feedback, but they don’t want the gloss. It has got to be backed up by real evidence and something that makes them feel that they understand what you are saying. Again, I think leadership today is not easy, you have to be a very multi-faceted individual. Sina: For us, I don’t know how it is in your industry, but it is about finding the right talent. It comes down to the leadership, the culture and who they want to work with. Being a startup, we don’t pay Google or Facebook salaries. We are looking for the right fit, but the right fit doesn’t necessarily chase just the pay check. You want people there because they see the vision. For us that has been very challenging, especially in London, finding the right tech talents and resources. Hence why we have now expanded and set up an office in Lisbon. Do you have the same sort of challenges, finding the right people?
Birgitta: Yes, there is more competition for talent, primarily actually from people like yourselves, that do want to attract the best talent, and so do we. 30 years ago, you guys didn’t exist in the same manner as today. There are a lot of interesting opportunities for young people today. My experience with trying to recruit is that people are more adventurous today, they’re more able to seek out opportunities and try it out. They’re not afraid of changing their minds or failing. They are very confident in their own ability to move along to the next thing. I’m not sure I had the same level of opportunity really, like 30 years ago. Sina: Especially when it comes to developers, they can work wherever they want so we also have to adapt and be flexible. At the end of the day, what is important is the person’s well-being, that they are happy where they are and get the job done. That’s why we have people working from Dubai who come here for a week, we’ve got people working from Slovenia, Canada, west coast in the US, Portugal, Sweden. It’s working, but the challenge is to sync the team meetings. Birgitta: That’s an interesting point. It sounds to me that you are very modern, in the sense that you are completely flexible in terms of hours and locations. But how do you then create that loyalty? Sina: That’s definitely one of the challenges being so spread out. It comes down to communication first of all. The communication needs to be spot on for everyone to understand what is going on in the office. But also there are North American colleagues that travel in once every month for a couple of weeks in the office. We go over to Lisbon to meet the guys, so we’re still trying to keep an over-arching company atmosphere.
so I think that’s one of the biggest corner stones of decision. Birgitta: Again, I come back to my initial stance that there is a leader in all of us. It’s not in my view just on the senior leadership to walk the floors, everyone can do it. Everyone should do it. If you’re a team leader and you have say 1015 people in your team, there’s still a communication to be done. The size of the company should not be an excuse for leadership to be invisible. You drip feed the leadership skills into the next layer down. Sina: I couldn’t agree more. The fact that everyone has the capability within them. You just need to facilitate the environment where they can bring that out. Birgitta: The Chamber has matched us to very different experiences and businesses. Obviously, you see the differences, but you can also see similarities. Maybe, as you grow you may have to introduce some structure, because ten years from now you are not going to look the same and people want progression of some sort. Equally employers like us probably need to embrace some of your experiences, so there’s a happy medium somewhere. Sina: The take away is that we are very different but it was interesting to see if a bit of startup mentality could help bigger organisations to work with work-life balance, or how to find that internal motivation to retain staff so they don’t come to start-ups like us. Birgitta: We obviously compete for the same talent. All of us need to understand what that talent wants in a working environment and I think it’s pretty clear that we all want more flexibility, more responsibility and be able to deliver.
Birgitta: If you were to look for another job, is the leadership style and the culture important to you? Sina: 100%. Because it’s so contagious. I think it comes down to the leadership, the environment it creates, the atmosphere they create,
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LINDEX AT THE CENTRE OF FASHION BY: SARA APÉRIA
Lena Provén, Regional Manager of Lindex UK. Photo: Anna Sigvardsson.
In March 2015, the fashion retailer Lindex set up its premier brick and mortar store in the United Kingdom. The Link met with Lena Provén, Regional Manager at Lindex UK, to follow up on their success in not only delivering Swedish fashion, but also exporting the Swedish mentality to the British market. Preparation is key to entering new business markets. Lindex decided to collaborate with the Chamber in the initial phase of expansion to the UK market. According to Lena, the market research performed by the SCC was of great value. “It helped us in many ways to get a smooth and nice first establishment. The launch is important, because you only launch once, so you need to do it right from the beginning,” Lena says. “Initially it was very important for us to receive advice and support in launching. Thereafter it has been more about networking, sharing ideas and meeting colleagues from different businesses.” A centre of fashion London is often referred to as the European metropolitan capital of fashion. To enter the market was a natural step in the global expansion strategy of the brand. “To establish in the United Kingdom was vital in making sure that we are growing as a fashion brand. This is a good place to grow and to be visible for new business partners from different parts of the world,”Lena explains. From the point of view of Lindex, the attractive traits of the market are many. “It is an attractive market because it is a centre of fashion. We can reach a lot of customers here, so it is important to be where the right customers are.” Apart from the e-commerce unit, there are two brick and mortar stores in London; one
in Westfield London and another one in Westfield Stratford. “We have covered both ends of the Central Line. That is a good location for us to be, so that is why we chose to start in those places from the beginning.”
“The most important part is to keep the mindset that we believe in people” Believing in people In Lena’s opinion, it is important to maintain both the business culture of the brand as well as the Swedish mentality when expanding to new markets. “It is very fast-paced here, but we still want to keep our original routines and values. We meet people in a way that is specific for Lindex and care about them in a very Swedish manner,”Lena says. When more specifically describing the soul of Lindex, Lena puts a lot of emphasis on reciprocal reliability. “To keep the soul of Lindex is important. We want to communicate that we are reliable and that you can trust us. We act as a team, as well as empower and support each other. The most important part is to keep the mindset that we believe in people.” When coming to the UK, it was essential to attract, recruit and retain the right co-workers. “The most important part is the people. It was a challenge to explain what we stand for and why they should come to Lindex, especially since we were not well-known in the beginning,”Lena continues. Fortunately, the brand succeeded in realising this and have managed to preserve a high employee retention rate. “The employees have stayed
with us for a very long time, which is not that common here.” An ambitious sustainability agenda The sustainability agenda of Lindex is divided into three focus areas, which Lena elaborates on: “Firstly, we empower women by taking lead in creating fair and equal workplaces for women, advocating inclusiveness and body positivity and by supporting a sustainable lifestyle. Secondly, we respect the planet by effectively taking climate actions, working for a circular business approach and by being a water responsible company. And thirdly, we work to ensure human rights,”Lena says. The ambitious sustainability goals have resulted in favourable attention of Lindex as a brand. “We have had a lot of interest from magazines, such as Vogue, when we have spoken about sustainability. We will continue to raise awareness and act as role models for a sustainable future.”
About Lindex Ingemar Boman and Bengt Rosell opened the lingerie store Fynd in Alingsås in 1954. Eventually, the company Lindex from Gothenburg was acquired, which named all the succeeding stores of the chain. During the 1960s, the product assortment expanded to include all kinds of women’s wear. In 2015, the brand opened its first independent store in the UK. Lindex is today one of the largest European fashion retailers with approximately 480 stores in 18 countries.
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WITH CUSTOMERS AT THE HEART OF BUSINESS HOW ELECTROLUX KEEPS BRINGING LIFE IMPROVING APPLIANCES AFTER A CENTURY IN BUSINESS BY: ERICA MÖLLER
This year SCC Patron Electrolux is celebrating 100 years in business. For 100 years, Electrolux has provided people with life improving appliances - helping them to create great tasting food, care for the clothes they love or to help them clean and improve the environment in their homes. The Link spoke to Peter Spencer, Managing Director of Electrolux UK and Ireland about their rich heritage, shaping living for the better and giving back to the community. Peter Spencer started his career working for Esso Petroleum in 1989, after graduating with a degree in Mechanical Engineering from the University of Leeds. At Esso Petroleum, Peter developed a further interest for the commercial side of the job and has since then held sales and commercial director roles at companies such as Gaymer Cider Company, Coca-Cola and AkzoNobel Decorative. In March 2014, Peter joined Electrolux where he has had the role to set company direction for the local market and enable his team to perform to their maximum potential. His strong personal engagement with the culture of the organisation and its inspiring purpose was what attracted him to Electrolux. “Work/life balance is often referred to, but given we all invest a lot into our working lives, for me the split is very blurred. It’s about overall balance, and I enjoy working in a business where the values and behaviours are aligned to my personal ones”, Peter says.
100 years in business Electrolux was one of the first companies to provide home appliances such as the mobile vacuum cleaner and air-cooled fridge. The global takeover was initially achieved through acquisition, but over time, Electrolux has moved its focus onto world-class design and world-first technologies. Nowadays, Electrolux works heavily with both investing in R&D and consumer insights. “Once we’ve identified the needs, we then innovate to find the solutions”, Peter explains. Putting the consumer at the heart of the operations has always been a trait of Electrolux, but particularly over the last decade it has played a key role in defining what they bring to the market. “Whereas others may invest in new technology and then find a consumer need that can be addressed by it, at Electrolux we start with that deep consumer insight as to what are the significant pain points in creating great tasting food or being able to wear their most favourite clothes as often, or whenever, they want”.
However, he also points out the component of having great products in combination with great people. Although Electrolux operates in different markets, everything they do as a company is built around the consumer and how they can fulfil their purpose, Shape Living for the Better. “In as much as leadership is important – and a significant focus for Electrolux – it is important to have a unifying, relevant clarity of purpose from the very top of the business that we can all strongly relate to”. He elaborates: “At the same time we have a culture of continuous improvement that both enables and empowers the organisation at every level to continuously challenge
The LINK PATRONS HIGHLIGHT and refine our ways of working – from the shop-floor to the boardroom. Everyone has the right to challenge how we work and suggest ways to improve the outcome for the customer and the consumer. It helps us be a more agile organisation, despite our size.”
“We can’t shape living for the better without considering the impact on the planet” One of the most competitive markets According to Peter, the UK market is certainly one of the most competitive markets in the world with multiple players looking to take market share. “We must ensure we are constantly pushing the consumer-centric agenda to stay at the top of the game”. With the increasing pace of developments within technology in complement with a competitive market, Electrolux makes sure to invest in partnerships with companies that can help add value for the consumer. Electrolux has worked with both technology giants like Google but also with startup companies like Innit in order to drive its thinking on how to develop in the future. Peter also states that the UK is one of the most advanced markets from an online perspective. Electrolux has a very strong proportion of online sales in their mix, with more than 60 percent of their UK customers going online at some point in their purchase journey. “This is very different to markets like Italy or even Ireland, where it is more traditional retail, but we see it as a great opportunity to demonstrate our digital expertise to customers and to reach
The patronship The SCC patronship consists of a core group of SCC member businesses committed to supporting the Swedish-British business community. The patronship comes with a range of added benefits - if you would like to know more, please contact firstname.lastname@example.org.
consumers online to help with every part of their purchase or post-purchase journey”, Peter explains. Concerning Brexit, Peter emphasise that Electrolux will be prepared to sort out any challenges that may appear. “Clearly Brexit is front-of-mind when it comes to current business challenges, but regardless of the outcome over the next few months we will be prepared to work through it. One thing we can guarantee is that the Swedish DNA in our culture won’t be impacted”. Sustainability in the DNA Electrolux was recently recognized as a leader in the household durables industry in the Dow Jones Sustainability Index (DJSI) for the 12th consecutive year. “Focus on sustainability and having a positive impact on the environment and community we live and work in is at the core of our business and is built into our purpose of shaping living for the better”, Peter says. He elaborates: “We can’t shape living for the better without considering the impact on the planet – whether that’s trying to deal with microfibers created from washing certain fabrics in our washing machines or considering how we bring sustainable materials into our manufacturing, Electrolux has been recognised time and again as the most sustainable company in our industry. I would say it goes to the heart of our DNA as a Swedish company and is embedded in our working culture”. Inspiring children to better food habits In the UK, Electrolux has partnered up with Cook School to actively contribute to inspire children, consumers and professionals to develop better food habits. “Diet, food awareness and the relationship that children in the UK have with food has become a major problem in the UK, which is contributing to a crisis in childhood obesity”, Peter states. The goal with the partnership is to positively impact the community that they have existed in for nearly 100 years. “In the UK, obesity rates are highest amongst children from low-income backgrounds, and deprived neighbourhoods. These children are three times as likely to become obese before the age of 11 than children who belong to more well-off families. The Luton area, where our office has been based for nearly 100 years, contains five council areas that are among the 10 percent most deprived in England.”
Peter Spencer, Managing Director of Electrolux UK & Ireland. Photo: Electrolux.
Rather than using traditional recipes, the Cook School re-write the instructions using language that children more readily understand. The Cook School’s mission aligns with Electrolux’s own Food Foundation, addressing health and nutrition, with the objective of educating around sustainable food consumption. “Through an active partnership with the Cook School, we can inspire better food choices for children and families across the UK, giving them the life skills to make better decisions in the future, and in turn make a real difference to the cause of childhood obesity”, Peter explains.
“We have made choices over the years to continually reinvest in improving every aspect of the business” With a rich heritage and an aim of always shaping living for the better, Electrolux looks forward to another hundred years in business. “Our expertise and experience over the last 100 years has allowed us to become a trusted brand across the world and allows us to keep growing. We are genuinely excited for the next 100 years and the future innovations we can bring to our consumers”, Peter concludes.
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CREATING SUSTAINABLE BRAND CAPITAL DR TONY APÉRIA, STOCKHOLM UNIVERSITY, ON BUILDING SUSTAINABLE BRANDS BASED ON PERCEPTION AND REALITY Sweden is perceived to be in the forefront of sustainability in a global perspective. Recent research indicates that 40 % of the Swedish population has attitudes and behavioral patterns that make them part of the demographic group called Lohas (Lifestyle of Health and Sustainability). In 2017, the Swedish government issued new legislation that demands Swedish companies with more than 250 employees or a certain turnover to annually report their sustainability efforts and their connection to the business model. Sustainability has become more important in both practice and research. During 2004-2018, I have conducted the Swedish Sustainability Ranking; an annual sustainability survey among the general public in Sweden, which showed that Swedish retailers are perceived as the most reputable and sustainable of all companies. Renowned Swedish retailers such as Ikea, Apoteket, ICA, Coop, Max Burgers and Clas Ohlson have gained international recognition regarding their strong brands as well as their good practices within sustainability. What lessons can be learned from these Swedish retailers? According to the ranking, the most sustainable brand in Sweden is Ikea. In twelve out of fifteen annual surveys, Ikea has been nominated as the nationally strongest brand in terms of sustainability. The main characteristic is that Ikea is strong in both perceptions and reality, which is the winning formula. Reality is the foundation, while perceptions drive business results. What characterizes a strong brand? Firstly, the brand must have awareness and strong, favourable and unique brand associations. Furthermore, it must have an emotional bond with the public. Finally, the company must first be strong in core business and thereafter boost its reputation by effectively communicating sustainability. Ikea delivers successfully on all these levels. A strong brand in combination with strong sustainability activities will create supportive behaviors. In my research, I measure the benefits as a result of sustainable brand equity. Some examples of supportive behaviors that we measure are buying intent, recommendation and trust in that the company does the right things when facing problems with products and services. Ikea is the strongest of all
companies in Sweden in this aspect, not only among retailers. A strong brand in combination with strong sustainability activities will create supportive behaviors. In my research, I measure the benefits as a result of sustainable brand equity. Some examples of supportive behaviors that we measure are buying intent, recommendation and trust in that the company does the right things when facing problems with products and services. Ikea is the strongest of all companies in Sweden in this aspect, not only among retailers.
“Reality is the foundation, while perceptions drive business results ” If the perceptions are strong but the reality is poor, internal improvement is required within the company. On the other hand, if the operations are strong but the perceptions are poor, there is an opportunity to communicate ones efforts within sustainability. Finally, if the company is strong in both perceptions and reality, it can benefit from a strong sustainable brand equity. In this position we find Ikea, that is by far the most sustainable brand in Sweden.
dimensions of corporate communication. It must be trustworthy that the company “walks the talk” and speaks with a clear voice on sustainability. 7. Being perceived as profitable does not build reputation nor perceived sustainability. Being perceived as too profitable can even weaken the reputation, since it may be interpreted as exploitation of society and the customers. 8. If the brand does create value for society or the climate it should be clearly communicated. 9. Companies with a we-oriented brand personality have an advantage over companies with an ego-oriented personality. 10. The right brand alliances add energy, as well as builds reputation and perceptions of sustainability. The idea is to use secondary associations, i.e., to borrow associations from organizations, people and other companies and connect these associations to the brand.
In conclusion, the lessons I have learnt from 15 years of reputation and sustainability research in Sweden can be summarized in 10 takeaways: 1. The importance of reputation and sustainability is increasing in a global perspective. 2. Sustainable brand equity leads to benefits called supportive behaviors. 3. Local/national companies tend to have better reputation than global ones. 4. Different categories and sectors will affect the reputation. In Sweden we “love” our strong retailers. 5. The country of origin will affect the purchase intention. Sweden is one of the strongest country brands in the world, which enables companies to use the Swedish origin as a unique selling point in their communication. 6. Honesty, transparency and sincerity are key
Tony Apéria, Doctor in Marketing and Brand Management at Stockholm University.
Tony Apéria, Doctor in Marketing and Brand Management at Stockholm University, is responsible for the Swedish Sustainability Ranking. The Swedish Sustainability Ranking is the largest study of sustainable brands in Sweden. Tony Apéria has together with Stockholm University launched the SU Business Model Cup, an annual competition for students and researchers developing sustainable business models.
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CASALL IS PACING UP IN THE UNITED KINGDOM THE SWEDISH FITNESS BRAND PARTNERS UP WITH SELFRIDGES AND DAVID LLOYD BY: SARA APÉRIA
2019 has turned out to be an eventful year for the Swedish fitness brand Casall. After a re-launch on the British market in January, the brand will enter exciting partnerships this autumn, such as with Europe’s largest gym chain David Lloyd and high-end department store Selfridges. The Link met with Mikael Angesjö, UK Agent at Casall, to disclose the key factors behind the rapid growth in the UK as well as the importance of incorporating sustainability and corporate wellness in the business culture. The vision of the re-launch was to reposition Casall as the main Scandinavian designer sportswear brand in the United Kingdom. ”Re-entering a market is a rare opportunity to create new brand associations,” Mikael states. Fortunately, the vision is turning into reality as the SS20 collection will be found on the shelves and racks of Selfridges’ Body Studio on 1 November. Mikael regards the retailer as an attractive and appropriate business companion. “It is a natural destination for the best premium and designer activewear - an ideal location for us to present Casall to our core consumer. In UK, we do not need to be everywhere as long as we are where our core consumer is,” Mikael says. As a matter of fact, the lucrative collaboration was initiated thanks to the SCC network. “One of the SCC Business Breakfasts provided the vital initial introduction to Selfridges, that allowed for a dialogue to start,” Mikael explains. Business relationships and local presence According to Mikael, building solid business relationships is crucial when entering new markets. “Relationship building is key and it requires people on the ground. Tying those connections requires time, but when you have gained trust, they often last,” Mikael says. In his opinion, this is specifically the case on the large and complex UK market. He continues: “UK and London especially, can be a jungle. Organisations such as the SCC then become crucial in bringing success, while rarely getting the attention they deserve.” In other words, the return on investment is high when it comes to establishing long-term business
relationships. “For an investment incomparable to the potential return, it is a no-brainer,” Mikael says. Furthermore, Mikael describes the stepping stone of success in the market as a combination of local representation, accurate brand positioning and hard work: “The right people on the ground, investment and guts to wait out the break-through; that would be my advice to any business trying to make it here.” High ethical standards in every step The sustainability agenda of Casall is most accurately described as creating “high ethical standards in every step”. Mikael elaborates: “Casall is taking an active approach, which is natural when coming from Sweden where sustainable innovation is at the global forefront.” Moreover, timing is a consequential aspect of entering a new market. “The fact that we are pioneering in sustainable active wear at a time when the UK consumer is starting to emphasis much more on where and how products are produced, is a game changer,” Mikael states. Consequently, he believes that also retailers like Selfridges can benefit from positive spillover effects when collaborating with sustainable brands, such as Casall. “By stocking Casall, the reseller can follow its strict sustainability pledges.”
“One of the SCC Business Breakfasts provided the vital initial introductions to Selfridges, that allowed for a dialogue to start” Sustainability permeates the assortment of fabrics which are used in production of the garments. The most recent collections are to the greater part made of recycled polyamide and Econyl fibres, from recycled plastics from the ocean, old fishing nets and other post-
Mikael Angesjö (to the right) at Balance Festival.
consumer materials. “We proudly call this our conscious choice. By 2025 it will be the entire collection,” Mikael reveals. Corporate Wellness Another positive outcome of the Swedish heritage of the brand is the strong emphasis on corporate wellness. “Sweden is probably the shiny good example of where wellness is encouraged,” Mikael claims. Moreover, the concept of corporate wellness is versatile and can include a wide spectrum of characteristics. Due to the nature of business, physical activity is closely intertwined with the core values of Casall. However, mental or psychological wellness is just as important. “We aim to produce tangible activities that companies can perform to make wellness a part of their business culture. Wellness is not going to be a part of the business culture just because you put it in your value statement. It is a journey and it needs to take all your employees into consideration.” More specifically, Casall strives to be an inspiring role model that demonstrates the potential of corporate wellness. For instance, many companies normally provide new employees with technological devices like laptops or phones as they join a workforce. In a new initiative, Casall seeks to extend this offer, by also supplying collaborative corporations with kits of designer activewear
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“Mind of a champion. Heart of a warrior” - Supermodel Caroline Winberg wearing the AW19 collection of Casall. Photo: Casall.
for their newly recruited employees. “The aim of this initiative is not to force people to exercise, but to enable the company to make a statement that physical activity is encouraged and something they want their employees to do,” Mikael says.
“Authenticity cannot be bought or created overnight, no matter the marketing budget” Furthermore, an increased focus on work-life balance is an essential result of the steadily increasing retirement age of the current generation. In order to enable people to work past the age of 65, a healthy balance between office hours and leisure time must be an integral part of the business culture. The satisfactory outcome of a healthy workforce is definite. “Employees will be happier, and happy employees are more innovative, efficient and loyal.” A holistic approach The increasing pace of competitiveness in business has in many cases resulted in that an excessive focus on financial profitability has overrun the well-being of the human
capital. “Everyone is pushing the limit to reach margins and profits. But at some point, there is a line on how far you can push people. I think that line unfortunately has been reached in some areas,” Mikael states. Casall wants to battle this mentality of working exaggeratively hard by being a holistic training brand. Taking on a holistic approach in this sense conveys the message that exercise can be performed not only at the gym, but also in the workplace and at home. In this way, physical activity can effectively be incorporated in the lifestyle of a modern business professional. For instance, a concept that has elevated drastically in popularity are co-working spaces, which often host joint yoga sessions for its members. These sessions are generally held at the office, which facilitates exercise in the everyday life of employees. Casall contributes to making these activities feasible by supplying the offices with necessary tools such as yoga mats, elastic bands and pressure point balls. Forever Better Casall envisions a future as the leading holistic training brand. “We achieve this by following our mantra Forever Better -
to be a little better today than we were yesterday,” Mikael says. In relation to this mantra, a fundamental core value of Casall is authenticity, which is derived by the fact that Casall still is a family-owned business after 35 years in business. According to Mikael, the value of genuinity is vital for success: “Authenticity cannot be bought or created overnight, no matter the marketing budget. This connects us with our consumers, on a personal level, and allows focus to stay on becoming a little bit better every day.”
About Casall Carl-Axel Surtevall founded Casall in Norrköping, Sweden in 1984. Initially, business was born when establishing Athena, one of the world’s first female fitness centres, which was based on Swedish values and a great emphasis on qualitative fabrics. When the female instructors requested beautiful garments to work out in, the original concept of Casall was born. Casall has concept stores in Stockholm, Copenhagen and Helsinki and resellers in 22 countries.
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BOOTCAMP 10 - 13 JUNE The one-week accelerator programme brought together twenty Swedish businesses who met with leading experts and took part in group workshops and seminars aimed at preparing them for London’s business landscape.Hosted in partnership with the Swedish Agency for Economic and Regional Growth.
Arash Sangari (Tillväxtvärket)
Benjamin Webb (Deliberate PR), Andreas Sjölund (Quinyx), Josef Darmark (Trustly)
Alex Harrison-Spain (Karma), Rob Gregory (Tobii)
Mark Prisk (Member of UK Parliament)
Jenny Wuori (Your PDi), Hanna von Oelreich (Ingager)
Clare Matheson (Hogan Lovells), Paul Maynard (Hogan Lovells), Josefine Crona (Hogan Lovells)
Marcus Jacobsson (Tipser), Robin Stenman (Tourn International)
Triin Linamagi (Founders Factory), Jenny Tooth (UK Business Angels Association)
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TECH FORUM 13 JUNE On 13 June 2019, 200+ attendees including 40+ investors gathered at the SCC Tech Forum and Tech Fest at Google headquarters in London, with the aim to explore the future of the tech landscape. Sponsored by Danske Bank, Goodwille, Google, Hogan Lovells and Trustly.
Peter Sandberg (SCC)
Thomas Rubens (DN Capital)
Andrea Spaccapietra (Ericsson)
Philip Maurer (Google), Edward Chessman (Peltarion), Oliver N Oram (Chainvine)
Paul Murphy (Northzone)
Magda Lukaszewicz (Balderton Capital)
Josef Darmark (Trustly), Luke Griffiths (Klarna)
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Suzanne Bolinder (Consido)
Tatjana Choudhary (Tillväxtverket), Anna Crona (SCC), Arash Sangari (Tillväxtverket)
200+ joined for this year’s Tech Forum
Jan Ankarcrona (LEXA UK)
Tech Fest at Google’s rooftop
Nick Nicksan (VE AND VILE), H.E Ambassador Torbjörn Sohlström
Erik Berggren (Volpi Capital), Cecilia Luras (Rowan Tree Capital)
Rufus Wiena (Neuromagician & Educator), Nelson Graca (Business Sweden)
Sina Saidinayer (Fidel), Henrik Löfgren (Centigo)
The LINK PREVIOUS EVENTS
COUNCIL AND PATRONS FORUM IN STOCKHOLM 17 JUNE The Forum brought together the Chamber’s Council and Patronship to jointly discuss future challenges and opportunities, and how we best can add value to our efforts within the Chamber network. The forum was followed by a reception at the British Ambassador’s residence and a gala dinner hosted by EF with guest speaker Magnus Hall, President and CEO, at Vattenfall.
Peter Burman (EF Education First) with team
Camilla Carlbom Flinn (Humber Chapter Chair)
Anne Lewis-Olsson, Peter Högström (Cirio Advokatbyrå AB)
Eirik Winter (BNP Paribas)
Karin Ehnbom-Palmquist (Scholarship Fund for Swedish Youth Abroad) with Magnus Lewis-Olsson (Saab Technologies)
Bo Lerenius CBE, Magnus Damberg (SEB)
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Jan Olsson (Deutsche Bank AG), Christer Gardell (Cevian Capital), Sara Forsström (Gull och Stellan Ljungbers Stiftelse), Steve Angus (DIT Sweden)
Maria Strannegård, Sofia Larsen (SCC)
Johan Roth (Nordea)
Maria Dahl (AstraZeneca)
Reception at British Ambassador’s residence
Peter Nyllinge (PwC)
Peter Ruskin (Deputy Head of Mission, British Embassy in Stockholm)
Magnus Hall (Vattenfall)
Katre Saard (Alpcot Capital Management)
The LINK UPCOMING EVENTS
Link Up Drinks with Home Grown 17 Sep | Home Grown, 44 Great Cumberland Place, London SCC member price: FREE Non-member price: £45 Welcome back after the summer to our September Link Up Drinks, hosted by SCC member Home Grown; a stylish members club for high-growth entrepreneurs and investors, located in the heart of Marylebone. Home Grown offers space for like-minded people to network, entertain and grow in beautiful surroundings.
Business Breakfast on Brexit 9 Oct | Danske Bank UK, 75 King William Street, London SCC member price: £25 Non-member price: £75 The Swedish Chamber of Commerce for the UK is once again hosting a Brexit Update event in the presence of H.E. Torbjörn Sohlström, Ambassador of Sweden to the United Kingdom. The Brexit update is an opportunity for larger Swedish corporations in the UK to participate in open discussions and to ask questions regarding the ongoing Brexit negotiations. The roundtable breakfast is intimate, with limited space and under Chatham House Rule.
Business Breakfast on the UK’s Industrial Strategy
17 Sep | Danske Bank UK, 75 King William Street, London SCC member price: £25 Non-member price: £75 Mark Slaughter, Director General for Investment at the Department for International Trade gives an overview of the industrial strategy, where investments in skills, industries and infrastructure are being made in sectors as diverse as artificial intelligence, green economy and future transport systems.
Business Breakfast feat. Julian David, CEO, techUK
10 Oct | Charlotte Street Hotel, 15-17 Charlotte St, London SCC member price: £25 Non-member price: £75 Welcome to this roundtable discussion featuring Julian David, CEO of techUK. Julian is also currently serving as the Deputy President for National Trade Associations on the Executive Board of DIGITAEUROPE. Julian was appointed as the director-general of Intellect in March 2012 and led its transformation to techUK in November 2013. Julian leads techUK’s 60 strong team in representing 900 member companies comprising multi-nationals and more than 500 SMEs to ensure that the digital tech industry is at the heart of modern society and economy in Britain. He is a member of the government and industry Cyber Growth Partnership and Digital Economy Council.
The LINK UPCOMING EVENTS
5 Dec | The Ham Yard Hotel 1 Ham Yard, Soho, London SCC member price: £90 Non-member price: £270
Nordic Chambers Business Forum 28 Oct | European Bank for Reconstruction and Development, One Exchange Square, Spitalfields, London SCC member price: £36 Non-member price: £54 Join the Swedish Chamber of Commerce for the UK in a joint collaboration with the Nordic Chambers at the Annual Nordic Chambers Business Forum 2019. This year marks the sixth forum with a focus on “Investing in Sustainability”. The Nordic countries are recognised by the international community as today’s leading actors in sustainable development. The non-profit forum provides the audience with valuable knowledge and experience directly from leading actors in the field, including business executives.
Sweden and Britain celebrate centuries of friendship and trade, and our business and political spheres are tightly interlinked as a result of it. At the SwedishBritish Summit we look at our joint future ahead, the challenges, and how we can learn from each other. “Outer Thinking” is about 21st century leadership, bringing together business leaders, entrepreneurs, politicians and academics from both Sweden and the United Kingdom, to address the greater trends facing us, from tech to climate change, the future workforce or global trade. Speakers include but are not limited to:
Master of Cermonies Héléne Barnekow, CEO Microsoft Sweden
Håkan Buskhe, President and CEO, Saab AB
Dame Carolyn Fairbairn, Director-General, CBI
Dr. Katarina Gospic, Director of Neuroscience, Spinview
Linda Griffin, VP, Public Policy, King
Luke Griffiths, General Manager, Klarna
Fraser Nelson, Editor, The Spectator
Marie Wall, Deputy Director Startups, Swedish Ministry of Enterprise
Dr. Stephen Lorimer, Smart London Strategy and Delivery Officer, Greater London Authority
Business Breakfast feat. Miles Celic, Cheif Executive Officer for TheCityUk
25 Nov | 1 Lombard Street, London EC3V 9AA SCC member price: £25 Non-member price: £75 Welcome to this roundtable discussion featuring Miles Celic, Chief Executive Officer for TheCityUK. Miles has held this position since September 2016. He is also a member of the HM Treasury Financial Services Trade and Investment Board (FSTIB) and a member of the board of UK Finance.
Sponsors: Book your tickets on: www.scc.org.uk or contact email@example.com
UNCERTAINTY PREVAILS AS BREXIT DEADLINE DRAWS CLOSER BY: ERICA MÖLLER
In a historic move, Prime Minister Boris Johnson prorogued Parliament, on 28 August. With MPs returning to Parliament on 14 October, they have effectively less time to debate and pass laws to stop a no-deal Brexit on 31 October. “At the time of printing, uncertainty still prevails and all the signs indicate the makings of an eventful autumn. We might even see a snap general election”, says Peter Sandberg, Managing Director at SCC. In a 2016 referendum, the United Kingdom voted to leave the European Union, and the British exit was initially scheduled to take place on 29 March 2019, but has since been delayed until 31 October. “A no-deal scenario means the UK immediately leaves the EU with no agreement about the exit-process, leaving a
lot of uncertainty. Deal or no-deal, we are here to support Swedish businesses already here or looking to enter the market, where the key is understanding what the different scenarios will mean for your business. Regardless, we hope that Swedish businesses will continue to make their mark in the UK,” says Peter Sandberg, Managing Director at SCC. Long-standing history of trade Sweden and the United Kingdom have a longstanding history of trade. Ever since the two nations signed the treaty of commerce and friendship some 365 years ago, Swedish businesses have been present in the UK and have contributed to the economy. “Even after the United Kingdom leaves the EU, I’m certain we will continue building on that close relationship, in one form or another,“ Peter says.
Keep updated on Brexit Both UK and Swedish governments have issued continued advice for businesses on how to prepare if the UK would leave the EU with no deal, but status quo remains. “Many companies prepared for an exit in the spring and assessed their exposure based on different scenarios, however we still don’t know the outcome of this. We encourage our members to seek out information and advice relating to Brexit and their exposure, and welcome them to our Brexit related events throughout the autumn. Also, make sure to visit our Brexit portal for the latest information and useful links and by all means give us a call if we can be of more help.”
14 Nov | Deutsche Bank, 1 Great Winchester Street, London SCC member price: £90 Non-member price: £270 Biology and technology are becoming more closely intertwined, with opportunities emerging to improve healthcare through innovative digital technologies and dramatically impacting on the health and wellness of people. The Swedish Chamber of Commerce for the UK is proud to welcome you to our Life Science Forum to discuss the development and future of healthcare and pharmaceuticals. Speakers include but are not limited to:
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CONCEPT DEVELOPMENT & ART CONCEPTS Leif Johansson, Non-Executive Chairman of the Board, AstraZeneca
Dr. Johan Christenson, Partner, HealthCap
Book your tickets on www.scc.org.uk or contact firstname.lastname@example.org.
Kristina Lagerstedt, CEO, 1928 Diagnostics
SCC member price: £90 Non-member price: £270
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The LINK YOUNG PROFESSIONALS
Dear YP, It is finally September and the leaves are about to fall. A beautiful British summer has passed us by and we are quickly approaching an eventful autumn. Likewise, a new chapter in our lives is about to commence, and we are beyond excited to embark on a new journey together with the Young Professionals. We feel immensely honoured and privileged to take over the responsibility for this fantastic organisation. During the summer, the YP has organised two social networking events, which were truly successful. On 30 July, friends of the YP got together at the Summer Afterwork at The Royal Oak in Marylebone and on 27 August, the YP Autumn Kick-Off was arranged at Mr Fogg’s House of Botanicals in Fitzrovia. Thank you to everyone who made these happenings memorable. Most importantly, the sunny days of the previous months have been spent planning for enjoyable events of both social and business-oriented character. For instance, the YP Annual Crayfish Dinner will take place on 14 September at Scandinavian restaurant Ekte Nordic Kitchen in the heart of London’s financial center. Furthermore, a wine tasting and company visit at Deliberate PR, a cocktail escape room at The Grid as well as a blissful Christmas Dinner are just a few of the numerous joyful gatherings that will occur this autumn. In addition, our members will proudly be given the chance to attend a selection of the exclusive SCC events.
Sara (Handelsbanken UK Scholar), Henrik (Gull and Stellan Ljungberg Foundation Scholar), Madeleine (Stena Scholar) and Anna (Swedish Youth Abroad Scholar).
We hope that you are just as excited as we are for everything that the future of the Young Professionals will bring. Please feel free to stay in contact with us on Facebook, LinkedIn and Instagram, in order to get informed about the latest news. We look forward to seeing you soon. Yours sincerely, Anna, Henrik, Madeleine and Sara Scholars 2019/2020
UPCOMING YP EVENTS AUTUMN 2019
Cocktail Escape Room at The Grid
An immersive and interactive cocktail event that challenges your skills in problem-solving.
Mentorship Programme 2020 The Swedish Chamber of Commerce’s Mentorship Programme offers a unique opportunity for young professionals in the UK to benefit from a twelve-month programme of individual mentoring by experienced and successful senior industry professionals from across the SCC’s network of patron and member companies. The mentors are leading lights in their respective industries, with decades of experience in creating innovative products and services, nurturing talent within their businesses and growing successful businesses. The Mentorship Programme provides a unique opportunity for ambitious young professionals to: (i) learn from the best in order to advance their career goals and aspirations (ii) develop the knowledge, skills and tools needed to succeed in the exciting business environment of today; and (ii) extend their professional network.
Wine Tasting with Deliberate PR
The Young Professionals welcomes, in collaboration with wine distributor Unscrew Me and Deliberate PR, to wine tasting at the offices of Deliberate PR.
The applications for The Mentorship Programme will open this autumn and is open for both members of the Young Professionals as well as for non-members. The programme will start in January 2020 and will finish in December 2020.
The LINK YOUNG PROFESSIONALS 30 JUL
Summer After Work with the YP
During the warmest days of summer, the YP organised a summer afterwork at the traditional British pub The Royal Oak in Marylebone. The evening offered a great vibe and social networking opportunities.
Autumn Kick-Off at Mr Foggâ€™s House of Botanicals The Young Professionals welcomed both loyal members and their friends to the Autumn Kick-Off at Mr Foggâ€™s House of Botanicals. During the evening, the guests enjoyed delicious Rekorderlig Botanicals Ciders, amazing networking and a grand raffle with extraordinary prizes from our generous sponsors.
More photos available on our Facebook page. Young Professionals of the Swedish Chamber
Young Professionals of the SCC
English wine production will develop similarly to the one in Australia, that came from nowhere and suddenly became a very important producer”, Douglas continues. Swedish heritage and sustainable business models The brand of Busi Jacobsohn is decidedly influenced by its Swedish-Italian cultural background. According to Douglas, the Scandinavian heritage stands for high-standard design, culture and quality, whereas the Italian background brings about an artistic element. “I see Sweden as a multicultural, talented and creative country in many aspects. That is because of the influence of the foreign spices into the Swedish roots, which we use as a unique selling point”, Douglas describes. Susanna Busi Jacobsohn and Douglas Jacobsohn, founders of Busi Jacobsohn Wine Estate.
SWEDISH WINEMAKERS GROWING ON BRITISH SOIL BY: SARA APÉRIA
Just an hour by train outside of the bustling metropolitan city of London, the urban citizens can escape to a significantly more harmonical oasis. Located in the heart of East Sussex and Surrey Hills, surrounded by teeming woods and deep valleys in areas of outstanding natural beauty, the British wine-enthusiasts can encounter one of the fastest growing wine regions in the world. The Link meets with SCC members Busi Jacobsohn Wine Estate and Chilworth Manor Vineyard to unravel the burgeoning success of the British wine industry. Global warming undoubtedly has a predominantly negative connotation. However, the climate change also results in positive outcomes
for the British wine region. The increasingly warm weather conditions in traditional wine regions in Southern Europe have prompted Champagne houses to look for business opportunities in cold climate wine growing areas overseas. In consequence, prominent brands like Taittinger and Pommery have invested in massive amounts of land in the English countryside. “Interestingly, we see more and more French champagne producers extending their vineyards into Britain to benefit from the comparatively cooler ripening conditions here. This is a great indicator that our climate is increasingly suited to the production of sparkling wines”, says Mia Wrigley, co-founder of Chilworth Manor Vineyard. Douglas Jacobsohn, co-founder of Busi Jacobsohn Wine Estate, describes the explanatory factors behind the geographical expansion of popular wine regions. “An increase in the temperature implies an excessive increase in the sugar levels, which makes the wine too sweet. Sparkling wines are now better produced here than in Champagne”, Douglas explains.
The most classic grapes. Photo: Chilworth Manor Vineyard
The optimism about the great potential of the area is shared by the Department of Agriculture of the UK Government, that regards the British wine industry as the new success area for agriculture. A comparable development has previously taken place in Australia, that emerged as a new market and quickly turned into a world-renowned success. “I believe that
Moreover, the concept of sustainability is often closely associated with the Swedish way of leading a business. Consequently, to manage sustainable business approaches is vital for the everyday operations of the respective businesses. “The Swedish background is especially significant in terms of caring for the environment. Understanding how Chilworth Manor can operate sustainably is a central goal. For instance, we do not use chemicals in weedmanagement, rainwater is collected to use in our sprayer and the electricity is home-grown from an array of solar panels”, Mia explains. Busi Jacobsohn performs similar sustainable activities, by optimising the use of energy as well as restricting the use of chemicals to a bare minimum. “Solar energy is the main source of our energy consumption. Also, we have not used any chemicals containing copper, which is common to use in preventing diseases in the vineyard. Copper is non-degradable, so it poisons the soils in the end. We have forbidden copper and do not use it at all”, Douglas says. Quality above quantity The view on long-term commitment and outstanding quality is a common denominator between the two wine producers. “We are involved in the process from A to Z. Since we are a family-business, we do not have any equity holders or board of directors, so we can be long-term. This is a long-term commitment and we will only stand for top quality”, Douglas states. Similarly, Mia emphasizes the prioritization of quality above quantity regarding production at Chilworth Manor. “Firstly, our aim is to produce a very high-quality wine – we are not aiming for quantity. Secondly, our vision is to manage the vines in a sustainable way.Thirdly, it is fundamentally a family enterprise, that with a lot of external help is able to make a quality wine”, Mia describes.
The LINK FEATURE Busi Jacobsohn Wine Estate Founders Douglas Jacobsohn and Susanna Busi Jacobsohn are experienced international business professionals.The life-long dream of managing their own vineyard was realised in 2015. The Busi Jacobsohn Wine Estate is in Eridge, located outside Tunbridge Wells in East Sussex. Busi Jacobsohn will kindly sponsor the Link Up drinks with Home Grown on 17 September. www.busijacobsohn.com The team at Chilworth Manor Vineyard. Photo: Julie Skelton.
Putting soul into business Furthermore, Mia highlights the historical heritage of the vineyard as a central part of its identity. “The colourful history of Chilworth over the last 1000 years gives us a unique profile. By introducing a vineyard to the estate and managing it sustainably, we hope to keep the past alive, preserve the beauty of the area we live in and pass something meaningful on to those who come after us. We wish to add another layer to the history of Chilworth Manor”, Mia continues.
Finally, Douglas communicates a clear vision of the characteristics, needs and demands of their target customers. “We want to target people at members’ clubs like Home Grown, people that are urban and fashionable, like ourselves. We are not only doing business; we must also put our souls into the wine and like it ourselves. If we like it, we stand behind it and that obviously points out the arrow in what direction we are entering the market and who our clients are”, Douglas concludes.
Chilworth Manor Vineyard Founders Graham and Mia Wrigley became inspired by cold climate wine growing after visiting a Swedish vineyard in Skåne. The Swedish-British couple founded Chilworth Manor in 2014. The property is more than 1000 years old and is located in Surrey Hills. Chilworth Manor Vineyard generously sponsored the Annual General Meeting on 5 June. www.chilworthmanorvineyard.com
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The LINK FEATURE
International experience - a competetive advantage BY: ERICA MÖLLER The Swedish Chamber of Commerce is proud to collaborate with the Scholarship Fund for Swedish Youth Abroad. This year the fund is enabling the SCC to welcome Anna Dahlqvist Thuresson to join the Events department for a whole year. The Link met with Karin Ehnbom-Palmquist, Chairman of the Scholarship Fund for Swedish Youth Abroad, to find out more about the scholarship’s history and purpose of its existing. Karin Ehnbom-Palmquist has plenty of experience working abroad. Karin has both worked as diplomat and Ambassador for Sweden in different countries. Until recently she served as Secretary-General for Swedes Worldwide. Karin emphasises that organisations have a lot to gain from working with young professionals. “I have always had young students as interns in the embassies, as well as in Swedes Worldwide. I have seen what an asset they can be to our organisations. They bring enthusiasm and energy at the same time as they gain very important first-hand work experience”. The Scholarship Fund for Swedish Youth Abroad was created at the 50th anniversary of
the Swedish Export Association in 1937. 200 members contributed with 800 000 SEK that allowed the Fund to grant ten scholarships the first year. This sum has since then increased considerably and so has the amount of scholarships awarded every year. For 2019 the Fund has given 15 students the opportunity to serve as interns at different Swedish Chambers of Commerce’s abroad. The primary thought behind the scholarship was to enable Swedish business people working for Swedish companies abroad to send their children to boarding school in Sweden. The Fund’s purpose has now been widened to include also scholarships abroad for Swedish students. The Fund wants to give Swedish students more first-hand work experience, and today interns work at Swedish chambers in Europe, the United States and Asia. “We will now consolidate this branch of the organisation to increase it in the future and also reach chambers and associations active in developing markets further away”, Karin explains. She elaborates: “The Scholarship Fund is very pleased to note that our scholars can make a difference for the individual chambers and
Karin Ehnbom-Palmquist (Fund for Swedish Youth Abroad), Anna Dahlqvist Thuresson (SCC).
also that the students that get this opportunity get an excellent start of their career. Hopefully they can go on to rewarding jobs for Swedish industry abroad or back in Sweden”. Karin highlights the importance that Swedish companies take advantage of experiences from abroad. “For Sweden, it is very important to take advantage of the knowledge and international experience that returning Swedes can contribute with. Swedish business has a lot to gain from this and should promote international exchange even more”, she concludes.
Opening of the Buzzing Garden at Saltwell Park
SAS launches direct services to Scandinavian Mountains Airport
On 18 August, the Swedish designed Buzzing Garden at Saltwell Park was opened to the public. Saltwell Park is a Victorian park located in Gateshead, Tyne and Wear in the North East of England. The garden is the result of the Cultural Links programme, a collaborative project between the National Garden Scheme North East, West Sweden and Gateshead Council. The aim of the programme is to symbolically mark the cultural and business links between the North East and West Sweden. Caroline Theobald CBE, Honorary Consul and Chairwoman of the SCC Northeastern Chapter, has contributed to the project with project management and fund-raising. In addition, SCC member Husqvarna has sponsored the project financially.
On 12 August, SCC patron SAS announced the establishment of Scandinavian Mountains Airport, a new airport located in Sälen/Trysil in Northern Scandinavia. From 28 December 2019 until Easter 2020, Scandinavia’s largest and most popular ski resorts Sälen and Trysil will be quickly and conveniently accessible to the British ski enthusiasts, as SAS launches direct flights from London Heathrow to the new airport. Just a short distance from the airport, snow lovers can experience and enjoy more than 250 Swedish and Norwegian ski slopes in an entirely new way. Moreover, the two-hour flights from London to the Scandinavian mountains will operate with the new and innovative SAS Airbus 320neo aircraft, which is the industry’s most fuel-efficient plane, that reduces carbon emissions by up to 18 percent.
Johnny Mattsson, Anna Brodin, Conny Brannberg, Caroline Theobald, George Plumptree.
The new SAS Airbus 320neo Aircraft. Photo: SAS Group Imagebank.
The LINK NEW MEMBERS AND PATRONS
NEW MEMBERS The Swedish Chamber of Commerce for the UK is the ultimate business platform for Swedish and UK businesses, representing some 400 companies from across all sectors and industries, and from start-ups, SMEs, unicorns to large corporations. Membership comes with a suite of benefits for you, your colleagues and your business. If you would like to find out how you can maximise your membership, or to enquire about joining, please do get in touch at firstname.lastname@example.org. But first, a warm welcome to our newest members.
New members Cevian Capital Cevian Capital is an international investment firm acquiring significant ownership positions in European public companies where long-term value can be enhanced through active ownership.
IPscreener With IPscreener, anyone may validate ideas in the innovation process. A text is enough for the semantic AI to automatically present a dashboard of the state-of-the-art, with relevant patent documents and technology trends. This helps to identify cases with business value, and avoid investing efforts in â€œreinventing the wheelâ€?. IPscreener was ranked as the best in the Austrian Patent Office Study in 2018.
Kinnevik Capital Kinnevik is an industry-focused investment company with an entrepreneurial spirit. Our purpose is to build digital businesses that provide more and better choices. We do this by working in partnership with talented founders and management teams to create, develop and invest in fast growing businesses in developed and emerging markets. We believe in delivering both shareholder and social value by building companies that contribute positively to society.
Mercur Solutions Headquartered in Stockholm, in 1976 we began providing what was known as decision support solutions. Today we deliver business performance management solutions, integrated business intelligence from our in-memory; reporting, planning and forecasting platform, Mercur Control. Our goal is to release the finance function from managing cumbersome error-prone spreadsheets, complex erp systems or collecting data from disparate systems.
Northfork Recipes is the future of online grocery shopping. Northfork seamlessly integrates with grocery retailersâ€™ apps and websites through an advanced, custom algorithm that translates recipes into full shopping trolleys, scales recipes to any portion, optimizes product combinations for minimal waste, organic options or the lowest price and also recommends products based on an analysis of historic purchases.
The LINK NEW MEMBERS AND PATRONS
Precisely Precisely lets business professionals focus on what really matters by automating the contract lifecycle, all the way from initiation to termination or renewal. Through modern functionalities such as automated contract creation, e-signing, streamlined approvals, digital archiving and smart monitoring of all of your contracts, Precisely minimizes the time spent on repetitive administrative contract-related tasks.
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The New Leadership The New Leadership is a modern Swedish concept for personal leadership. With a unique and well-documented programme, combined with professional leadership consultants with extensive managerial experience, we can help companies and their staff grow and achieve long term positive results.
Togee Technologies AB Togee unifies people in remarkeble mobile sharing experiances, a social plug-in to any application, content or media that enable friends to see, hear and experience exactly the same in real-time.
VOXO Voxo is a Swedish-based tech company specialised in solutions and services within voice-based conversational technology. Voxoâ€™s main solutions capture conversations, extract all available data and metrics and leverages this data into actionable intel through cutting-edge technology within machine learning and AI. Other services include conversational chatbots and a portable version of the solution on smartphones.
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The LINK MEET
Lyndsey Loyden-Edwards KEY ACCOUNT DIRECTOR AT TETRA PAK BY: SARA APÉRIA
SCC patron Tetra Pak, founded by Ruben Rausing, began its journey of protecting what is good in Lund in 1951. Nearly seven decades later, the organisation has grown into the most well-known distributor of processing and packaging solutions, with business branches all over the world. The Link met with Lyndsey Loyden-Edwards, Key Account Director, to explore the Tetra Pak legacy, as well as the organisations quest to promote sustainable initiatives in favour of the environment. Lyndsey commenced her career within the retail industry. However, succeeding her graduation from the University of Derby, she had a complete change of direction as she moved into a marketing and sales role within an engineering company. Later, she altered professional focus once again into a role within magazine promotions, that eventually brought her across the world to Sydney in Australia. After spending a good couple of years in the land Down Under, she went back into corporate roles upon her return to Great Britain. Eventually, an opportunity came along as the Head of Sales for the UK and Ireland at DS Smith, a British-based international packaging business, which initiated her career within the packaging industry. She was thrilled by the ever-changing nature of the industry landscape. “I think that within the packaging and containers industry, there is a huge constant evolution of innovation - it does not stand still. It changes every single day and it supplies ultimately every other possible industry you can ever think of. I believe that the packaging industry is a constantly evolving, innovating and growing business,”Lyndsey recalls. Joining Tetra Pak In the pursuit of new career opportunities, Lyndsey came across a job advert for Tetra Pak, which was her first initial point of interest for the corporation. The traits of Tetra Pak that caught Lyndsey’s interest was that it was a
global, secure and innovative business with a major focus on sustainability. From the company’s point of view, the ideal applicant would be an entrepreneurial business professional, seeking to operate with freedom within the Tetra Pak scope. The description suited Lyndsey perfectly, as her ambition was to make her own mark within her profession. “My attraction to Tetra Pak was based on that it is a very well-known, well-trusted and wellrespected global player. However, the fact that they embrace an entrepreneurial spirit was the most important part,”Lyndsey says. In addition, she believes that the strong encouragement of entrepreneurship is derived from the Swedish heritage of Tetra Pak. “Individually, I very much regard the entrepreneurial spirit as a Swedish trait. There are numerous Swedish brands where the entrepreneurship is shining through,”she continues. In accordance, Lyndsey began her position as a Key Account Director at Tetra Pak in September 2018. When describing the business culture at Tetra Pak, Lyndsey highlights strong values of loyalty and mutual respect on all levels. “Honestly speaking, I found my home in Tetra Pak. It suits my career aspirations and it can supports a career growth for me. Also, it is very much aligned with my own personal principles. For me, joining Tetra Pak was like joining a family,” Lyndsey explains. She describes Tetra Pak as a place where everybody trusts, support and listen to each other. The unique part of this devoted culture is that it is maintained although Tetra Pak is an enormous global organisation. “Everybody is looked after within the company; everybody knows each other and there is a huge network of people. Still, there is such a respect for everybody within the business. And that goes from our newly appointed CEO to our graduate schemes and our intern schemes. There is a huge respect for everybody and for what they bring within this organisation,”Lyndsey describes. According to Lyndsey, an essential driving force behind the appreciated business
culture is effective and inspiring leadership. As a matter of fact, she even refers to the leadership as an important reason why she made the decision to join the corporation in the first place. “I am lucky to work with an extremely inspirational team of leaders. I truly trust their leadership and direction, as they are committed and involved in all areas of the business. It is a very nice place to work and you feel like you are a part of a difference,”Lyndsey continues. Protect what is good All elements and operations of the business are closely intertwined with its vision to “Protect what is good.” This permeates and acts like a cohesive force within the entire organisation. “Every single part of our business are derived from that motto. Although we might have different variations within the direction, we all move towards the same direction in our quest to protecting what is good,”Lyndsey states. Fundamentally, the core of the motto is getting food and drinks protected in a sustainable fashion to the end-consumer. “Making food safe and available for everybody is a clear mission of Tetra Pak. We can protect the food, which enables it to be produced in one location, but then transported safely maintaining its sterility and best-before dates to a completely different location,”Lyndsey explains. A key example of this business model is the School Milk Programme - a programme aimed at packaging and delivering milk to African school children, who effectively receive a clean, safe and good product on the other side of the world. Moreover, another part of protecting what is good is protecting the people that are somehow involved in the value chain of the business operations. This includes protecting and supporting both employees and customers, thus enabling them to develop and grow. “Protecting what is good is what we live and breathe by within the Tetra Pak
The LINK MEET business. It is not just about the products that we produce,”Lyndsey accentuates. A value chain approach to sustainability Tetra Pak acts on a value chain approach to sustainability, which implies that the concept of sustainability is incorporated in all elements of business for the organisation. “When we say value chain, we refer to all areas of our business from the beginning to the very end. We make sure that we make sustainable choices in everything we do,”Lyndsey says. Furthermore, this outlook correlates with the entrepreneurial spirit of the organisation, as sustainability activities are managed on a local level. “Again, that comes down to the entrepreneurship. You empower people to take responsibility and make the right choices,” Lyndsey continues. The sustainability agenda of Tetra Pak includes three main areas; food, people and futures. First of all, a key area is the sourcing, traceability and transportation of raw materials. Another important area is managing sustainable business operations, which includes how the factories are run in the most sustainable way, as well as how Tetra Pak supports the personal development of its employees. Also, a central element is the sustainability of end-packaging. “We do not only look at sustainability in terms of where materials are coming from, we look at it how we run the entire business in a sustainable way,”Lyndsey explains. An important awakening During the last decade, tremendous changes have occurred in the customers’ view on sustainable production and reduction of plastic in packaging, directly in alignment with dramatic climate changes. “It all comes down to the fact that there is a huge environmental impact that people now have woken up to. The important awakening that has taken place during the last five to ten years is that humans realise that the choices that they make have a huge effect on the future,” Lyndsey describes. The evolution of the customers’ demand can be summarised in three main challenges; sustainability, circular economy and traceability. A key movement is the progressively influential use of multiple use packaging. “Gone are the days of using a box once. How can we reuse this box as many times as possible and how do we build longevity?” Lyndsey says. Another current important trend that is hugely focused on is the elimination of plastic. However, Lyndsey has a nuanced perspective on the usage of plastic and claims that it must be adjusted, rather than entirely terminated. The transforming attitudes towards the controversial material is somewhat similar to the previous change in opinion regarding
paper. Last decade, people were not aware of the negative consequences of deforestation. However, the conscious consumers of today request paper extracted from ethical sources. “People have become aware of how plastic production is affecting the environment, so they want to make smarter choices. But it is also important to understand that eliminating something entirely may cause unintentional consequences that come from making a very quick change without understanding the implications,”Lyndsey explains.
“Protecting what is good is what we live and breathe by within the Tetra Pak business. It is not just about the products that we produce” Working together for the sake of the world From Tetra Pak’s point of view, cooperation is key to promoting sustainable development. In consequence, the corporation collaborates with various institutions, authorities as well as the general public in creating better environmental circumstances for future generations. For instance, the recycling activities of Tetra Pak encourage consumers to recycle, by optimising consumer messaging on packaging and educating people on recycling through consumer press. “We want to clarify that Tetra Pak is a recyclable commodity and a renewable resource,”Lyndsey states. Furthermore, a strategic move is to ally with local governments and councils. For instance, the organisation has a constant dialogue with MPs at Westminster and Edinburgh,
striving to raise awareness of what Tetra Pak is trying to do. Tetra Pak takes pride in developing new products and being at the forefront of development and innovation for the future of the packaging industry. An important example of this is the development of the paper straw, which is very popular in both use and in production. Tetra Pak has recently launched a field test with limited volumes to evaluate the performance and to gain consumer insights of the new straw. “With the support of two customers, we are testing to see how the paper straw attaches to cartons, the distribution implications, and the reaction of consumers to the product. This is an important step in our vision to deliver a package made entirely from plant-based packaging materials, contributing to a low-carbon circular economy,” Lyndsey says. Moreover, Tetra Pak has decided not to apply for patent protection on the technical improvements and instead put their innovations into the public domain. “A change needs to happen, and Tetra Pak is working with that change - not only to benefit our business, but also the entire industry and most importantly the environment,”Lyndsey concludes.