Scania World - #3 2011

Primed forproduction

Page 8

Question everything. Laurence Medina and her cross-functional SRS team take nothing for granted.Page 23

Extreme conditions. According to Jean Falvy, Scania’s vehicles are perfect for Peru’s geography. 8

Pay check.Ann Proost makes sure employees get paid at Scania Benelux. Page 26

3/2011

A MAG A ZINE FOR SCANIA PEOPLE

Unveiling Euro 6 Page 4 Lobbying lessons Page 16 Sustainable fuels Page 20

Fitter Bolesław Malek, Scania Production Słupsk

SCANIA WORLD • 3/20112 www.scania.com

A heAlth progrAmme for service technicians is being designed by Scania’s Health and Safety group. Its aim is to inspire employees at service workshops to take responsibility for their health.

In conjunction with the Top Team competitions, ergono-mists, health instructors, company nurses and work safety engineers were on hand at the regional finals in Kuala Lumpur, Brussels and São Paulo and shared their advice.

Ergonomist Lena Nord-Nilsson has also visited Atteviks, the Swedish Top Team winner, in the team’s workshop. One improvement in the workshop that she would like to call attention to is the option of placing tools and hoses for all the necessary types of oil in the lube pit.

“This enables service technicians to avoid climbing up and down in the lube pit in order to fetch new tools and

order oil,” she says. “It saves time and is gentle on the knees.” Today Atteviks has its parts organised by part number,

which means that the heaviest parts may be located at the worst lifting level. There are plans to renovate the workshop, and one important improvement will be to make sure than the heaviest parts are located at an optimal lifting height in the warehouse.

“Personal working technique is also important,” says Nord-Nilsson. “Lifting objects close to the body is the right way to take good care of your back. Climbing down back-wards from a truck is better for your knees than exiting in a forward direction and jumping down.”

Text: Ylva CarlssonPhoto: Carl-Erik Andersson

Lift for service technicians Scania World is distributed in eleven languages to Scania employees and dealers.

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Ergonomist Lena Nord-Nilsson takes a closer look at the lube pit while visiting Atteviks, the Swedish Top Team winner. In the photo, she is conversing with service technician Johan Södergård (left) and foreman Gunnar Harrysson.

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www.scania.com • SCANIA WORLD3/2011 3

4 Early delivery Euro 6-compliant engines will be available even before the European emission regulations go into effect.

6 No more clouds A crane operator in a secret field test discovers that the new Euro 6 engine is a breath of fresh air.

13 Logistics logic Bring Frigo and Rotra are pursuing environmental strategies that are paying off in more ways than one.

16 Under the influence The key to effective lobbying is sharing relevant knowledge at the right time.

18 Peru in view Sales manager Jean Falvy hopes to repeat Scania’s bus and coach success with trucks.

Taking Scania to a new levelWhat does the development of Euro 6 mean for Scania?“Engine development now accounts for about half of R&D spending. Euro 6 is a drastic downward step in emissions compared to Euro 5. Development work began five years ago, and it is all being performed in-house. Essentially, our engineers are combining all the new technologies that Scania has developed in recent years and gaining tremendous know-how in the process. In all, Scania is spending about SEK 10 billion (EUR 1.12 billion) on these developments.”

What main engineering challenges have you encountered?“The various steps that we are taking to reach Euro 6 make this the biggest project so far in Scania’s R&D history. In addition to developing an entirely new engine platform, it involves revising cabs, chassis and fuel injection and cooling systems. We are also engineer-ing the electronic control systems ourselves, including the new, highly sophisticated exhaust aftertreatment system. We should be proud of these remarkable feats of engineering.”

What are the customer benefits?“Operators choosing Euro 6 will benefit from lower motorway charges and other incentives expected to be introduced by authorities to stimulate fleet renewal. In addition, vehicles with the latest emission standard always command a higher value in the secondhand market. In practical use, Euro 6 vehicles will provide the same performance and fuel efficiency as their Euro 5 counterparts. “

Per HallbergExecutive Vice President, Head of Research and Development, Purchasing

Read more about Euro 6 on pages 4–6.

The development of the new Euro 6 trucks is Scania’s most comprehensive R&D project so far, says Per Hallberg, Head of Research and Development.

Polish upgrade. Plant manager Per Hedlund oversees a big boost in bus production in Słupsk with recent renovations.

20 Plant power Biofuels represent a significant opportunity for reduced carbon dioxide emissions.

23 Systemic service Scania (Great Britain) Ltd applies SRS to its service network, with great results.

26 Pay pal Ann Proost makes sure employees at Scania Benelux get compensated for their work.

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Euro 6 engines on the way

Scania is launching its first Euro 6-compliant engines, featuring per-formance and fuel consumption that are as good as the earlier Euro 5 engines. In Europe, the new engines can be purchased long before the Euro 6 emission standards go into effect.Text: Åke R Malm Photos: Carl-Erik Andersson

Starting 31 December 2012, all new truck mod-els sold in the European Union must meet the new Euro 6 emission standards. A year later, the same will

apply to existing models, and sales of Euro 5 engines will be phased out. But even today – more than two years before the law requires it – Scania has two engine alternatives that fulfil the new standards and are ready for launch.

“We want to be ready as early as possible to offer these new engines to our customers, so that they can begin to take advantage of them,” says Gunnar Nyfjäll, Product Manager for long-haulage trucks. “Scania has always been good at engine development, and now we are once again showing that the company is in the front ranks.”

Six-cylinder 13-litre engines featuring 440 and 480 horsepower will be available in Euro 6 versions for the G- and R-series truck ranges. Thus Scania will cover a large proportion of customer applications in the long-haulage and construction fields.

When the current Euro 5 standards were introduced, early adopters received such benefits as tax rebates, invest-ment grants and lower highway tolls. Although nothing has been decided yet, according to Nyfjäll it is reasonable to assume that the same will be true this time around as well.

Scania’s Euro 6 engines are based on the new modu-larised platform that was introduced in 2007. The driving experience will be the same, featuring good torque at low revs. Building them with the Scania modular product sys-tem simplifies development work as well as servicing and parts management. The biggest difference is the entirely new exhaust gas aftertreatment system that is built into the silencer. This includes a particulate filter and twin selec-tive catalytic reduction (SCR) catalysts with an advanced AdBlue dosage system that reduces nitrogen oxide (NOx) content.

According to the Euro 6 directive, the permitted NOx level is only a fifth as much as with Euro 5, and the particu-late level is less than half. In addition, particulate matter will be counted according to a new method, and the limitation on the particle count will mean that a vehicle needs to be equipped with a particulate filter.

to operate the aftertreatment system and create favour-able conditions for exhaust purification, every detail in the engine has been examined closely and fine-tuned. As a result, the new engines will not use more fuel than current ones, as many observers had believed would be inevitable.

At the time of writing, the full details of the standards and any incentives connected to the introduction of Euro 6 have not been finalised.

“The EU directive and all related texts must be published before we can certify and sell trucks as Euro 6-compliant,” says Johan Björkegren, who is in charge of technical infor-mation in preparation for the launch.

But the emission thresholds have been set. They are at levels that the new Scania engines fulfil by a wide margin, he says. Given the currently forecast publication timetable, he believes that the first Euro 6 trucks will begin operating on European highways early in 2012.

elseWhere in the WorlD, there is also a trend towards stricter exhaust emission standards.

“We are now seeing markets outside Europe such as Brazil, Chile and Singapore adopting the Euro 4 and Euro 5 emission standards,” Björkegren says. “One problem in these countries may be finding low-sulphur diesel fuel, which is needed in order to meet the standards. This is why we are concurrently launching a series of new Euro 3, 4 and 5 engines based on the new platform and adapted for such conditions.”

“We want to be ready as early as possible to offer these new engines to our customers.”Gunnar Nyfjäll

Product Manager, Scania Trucks


Scania’s Gunnar Nyfjäll (left) and Johan Björkegren discuss details of Scania’s newest offering of engines, designed to meet the Euro 6 emissions standards scheduled to take effect next year.

The launch beginssales people around europe have already start-ed to receive training on the new euro 6 engines.

today scania offers two engines that meet the stand-ards of the new Euro 6 direc-tive for emissions from heavy trucks, even though the new standards do not take effect in the European Union until 31 December 2012. Although the details of the directive are

still to be set, the launch has begun. The starting signal came in Södertälje in late Feb-ruary 2011, when about 100 European sales managers and sales trainers had the oppor-tunity to learn more about Euro 6 and the new engines.

The next step will be for the sales trainers to pass on their knowledge locally. The coun-tries most affected include Germany, the Netherlands, Austria and Switzerland, since customers there are expected to be able to take advantage of some form of

early investment grants or lower highway tolls. The same applies to companies in other countries that often drive through Germany and will benefit from reduced highway tolls on their shipments.


Breathing easyCrane truck driver Kjell-Erik Nilsson has been testing a truck that uses one of the world’s first Euro 6 engines. It has resulted in a whole new working environment.Text: Conny Hetting Photos: Carl-Erik Andersson

For the past year, Kjell Öya Kranbilar in Charlotten-berg, Sweden, has had a Scania Euro 6 engine in one of its crane trucks. The purpose of this highly secret field test has been to evaluate the new engine in stationary operation.

“A crane truck doesn’t travel many kilometres, but it operates for correspondingly more hours,” explains Kjell Öya, owner of the company. “We often stand still an entire workday, with the engine running, to lift heavy objects. So for us, the most important thing is that the engine is reli-able. It mustn’t cause problems.”

the new euro 6 engine, which meets the new com-mercial vehicle exhaust standards that go into effect in the European Union at the end of 2013, has fulfilled all expectations.

“It’s a very calm engine that runs quietly and smooth-ly,” Öya says. “There’s obviously a lot of new technology behind it.”

Truck and crane operator Kjell-Erik Nilsson is even more pleased. To show what major improvements the new engine brings to his daily work, he takes Scania World with him on an assignment to remove equipment from a mechanical workshop. An old three-tonne lathe will be transported to a smaller workshop for a new life.

nilsson manoeuvres his crane using a radio remote controller in his waist belt, but he always has to be close to the truck and its exhaust pipe to see what he is doing.

“In this job, you get used to working in a cloud of exhaust gases,” Nilsson says. “But the exhaust fumes from this new engine have no effect on me. It’s incredible how important this engine is to my working environment. I feel much better, both at work and when I get home.”

For the casual observer, it’s impossible to see that this is an unusual truck. But Nilsson has been asked questions by colleagues, who have wondered what fuel he is using, since there do not appear to be any exhaust fumes.

Charlottenberg

SWEDEN

Casual observers likely won’t notice the effects of Scania’s new Euro 6 engine, but longtime crane operator Kjell-Erik Nilsson (below right) says the reduction of harmful exhaust fumes has changed his life. Here he stands with Kjell Öya, owner of Kjell Öya Kranbilar.


Anthony Gabard, Fit for Use Manager, Scania Production Angers, France

“Today we pick up the com-

ponents, cabs, electric har-nesses, engines and so on before the assembly line and make any requested adapta-tions earlier than before. We also integrate complete or partial adaptations per-formed by fitters on the assembly line. On top of that, four stations in the test flow are now wholly dedicated to Fit For Use adaptations.”

ShortSEditor: [email protected] Photos: Scania

Per Hillström, Head of Investor Relations

How was interest in Scania’s industrial engines among investors at the con-struction trade show in Las Vegas in March?“During the week of the trade show, Scania executives met more than 20 interna-tional analysts and investors. The press conference was well attended, which was encouraging since Scania is relatively unknown in North America, where there are numerous well-established competitors.”

What do investors want to know about Scania?“Many are interested in the technologies used to meet stricter emissions require-ments. Scania has solid expertise in both exhaust gas recirculation (EGR) and selec-tive catalytic reduction (SCR), which makes it easier for the company to adapt to differen-tiated customer demands.

“The company’s coopera-tion agreement with Terex, a major US-based manufactur-er of construction machinery, has attracted great attention. One frequent question is why Scania, which has not been so visible in the US, has inspired such confidence.”

What will happen now?“As Scania becomes more established as a brand in North America, we may see greater interest from American investors.Today a number of American mutual funds already own shares in Scania.”

questions for:

How do you cut delivery

times?

Auro de Brito, Head of Order Logis-tics, Scania Produc-tion São Paulo, Brazil

“Order Logis-tics has worked

together with Franchise and Factory Sales and Sales and Services Management to reduce delivery times to the end customer. Working cross-functionally makes it possible to identify priorities and speed up the order flow. The intro-duction of new concepts such as Fit for Use also reduces lead time and improves deliv-ery quality.”

Daniel Thelaus, Production Man-ager for Delivery and Workshop Engineer-ing, Scania Oskars-hamn, Sweden

“We continue to focus on quality and direct run. If we can avoid sending cabs to the pre-delivery workshop for adjustments, we save time and have a better margin for our deliveries. We do this, for example, by handling devia-tions during the flow. We use takt time, which makes it easier to achieve both volume and quality.”

The Aberdeen Harbour Board has chosen a new steel workboat from Macduff Ship-yards Ltd. The workboat will be used for general harbour activities, including surveying, plough dredging and debris recovery. The twin-screw ves-sel is powered by two Scania 12-litre marine engines, each rated 350 hp.

Mobilisation in SingaporeOne-time Guinness World Record holder Kevin Fast has been in action at The Float at Marina Bay in Singapore. This time he pulled two Scania P 310 car carriers with 10 Volkswagen cars loaded on them – a total weight of 50 tonnes. The pull took place in sweltering heat and on an uneven ground surface.

Dairy company goes greenFinland has become part of Scania’s ethanol market. The Finnish dairy company Valio has invested in a Scania P 270 distribu-tion truck that complies with “enhanced environmen-tally friendly vehicle” (EEV) requirements.

“We see the potential for having a couple hundred ethanol vehicles here,” says Mika Jukkara, Product Manager, Scan-Auto in Helsinki.

The distributor Scania Alsace has delivered 25 R 440 tractors to CL Alsace, an operator in international transport.

twin-Screw veSSel in AberDeen


Increased capacity in Słupsk

A new assembly line is increasing the capacity of Scania’s bus production unit in Słupsk, Poland, enabling it to fully implement the Scania Production System.Text: Åke R Malm Photos: Carl-Erik Andersson

T here is a feeling of anticipation in the air at Scania’s bus production unit for public transport buses in Słupsk, Poland. Today is the première of the

new assembly line that will boost capacity to 2,000 buses per year.

“Now it’s time to show what we can do,” says Plant Man-ager Per Hedlund. “Previously we could build three buses a day. Now we expect to handle four, but our next target is five buses per day.”

Hedlund, who has worked at the unit for three years, recently took over as manager. He succeeded Gert Flodkvist, who retired in 2010 after 17 years in Poland. The renovated line, which cost about EUR 3 million to complete, was in-augurated in September, but subsequently underwent a second stage of reorganisation.

“The second stage was taken because the demand for double-deckers is decreasing, and we found that it was pos-sible to build double-deckers on the same line as single-deckers,” says Hedlund. “That gave us the opportunity to rearrange our production line to create a single unified sta-tion length and takt time for all types of buses.”

The purpose of the new assembly line is to improve pro-ductivity and quality by means of a better flow throughout the plant. Greater flexibility is another important element.

“Each bus we build is unique, depending on how the cus-tomer wants it to look,” Hedlund says. “Many of the parts we order are only for that particular customer.”

production

A bus consists of some 12,000 parts, up to 20 percent of them customer-specific. In addition, it is possible to build different types of buses in Słupsk: from 10.7-metre single- and double-deckers up to 18-metre articulated buses. So it is not surprising that material flow was highly impor-tant when the renovation was being planned.

“We built a new warehouse outside the assembly hall, and this gave us much more space at the assembly stations,” says Production Engineer Miłosz Jankowski, who was one of the coordinators of the renovation.

Today The assemblers on the line pick up most of the parts they need from wheeled racks. Only the most com-mon parts are stored on fixed shelves. Yet the most impor-tant change has been the flow through the 17 stations in the hall.

“We wasted a lot of time moving bus bodies, chassis and buses sideways between the stations, due to limitations in the old layout,” says Jankowski.

Today’s production flow moves in three straight lines down the well-lit 200-metre hall and back.

Although the assembly line has just started operating, Production Manager Robert Wolski shows few signs of stress as he walks between the stations.

“I like being here, talking with the teams and helping them solve their problems,” he says.

For example, one supervisor explains that one station is

“The working station is much more comfortable after the change, with more space to move around and to keep parts,” says Bolesław Malek, who works as a fitter combining the front axle with the front module. A former bus driver and service technician, Malek joined Scania in 2007.


A prize-winning compAnyIn many ways, Scania is a model company in Poland. This is confirmed by the numerous awards that its Słupsk production unit has received over the years. Among the most recent:

Business Fair Play 2010. Awarded by the Polish Chamber of Commerce to a company that has dis-tinguished itself as a good employer, business partner and corporate citizen.

Reliable Company 2010. A certificate awarded by the Solidna Firma consumer- business association to companies that honour their payment obligations, follow environmental regulations and respect the rights of customers.

Solid Employer 2010. Awarded by the daily news-paper Rzeczpospolita for good labour relations in the vehicle industry.

White Raven 2009. Award from the Polish Catholic Church to companies that work proactively to improve health care.

“Now it’s time to show what we can do.” Per Hedlund

Plant Manager, Scania

Production Słupsk

www.scania.comSCANIA WORLD • 3/201110

missing a compressor that is supposed to be installed. They discuss the matter, and after a mobile phone call, Wolski is able to tell him that the compressor will soon be on its way.

But solving immediate problems is not enough. The unit in Słupsk is in the process of taking further steps in the Scania Production System (SPS), which demands a follow-up.

“We enter missing components in a database and discuss the most important deviations at our ‘pulse’ meetings,” Wolski says. “Then we need to find the root cause.”

This will be necessary in order to reach a production rate of five buses a day. Another important step towards that target will occur later this year, when takt display boards will be installed in the assembly hall, along with one board for each station. This will provide much greater opportunities to analyse deviations in the production flow. As a result of the renovation, all stations now also have the same takt for all bus types.

sylwesTer wojewódzki was the managing director of Polish vehicle manufacturer Kapena in the early 1990s when he heard that Scania was looking for a business partner in Poland. He decided to contact the company. The result was a joint venture agreement signed in 1992 with Scania, which has owned the entire business since 2003. As a result of the renovation, the plant will become more important to the Scania Group – but also to the Pomerania region of Poland, where Scania is already regarded as a major employer.

“We generate business for numerous manufacturing companies, and people are proud to work here,” says Wojewódzki, who today is Vice Plant Manager. “Scania offers good working conditions, and both the employees and the trade unions are aware of this.”

The biggest worry right now is that the bus market has been weak for a while. This has made some lay-offs neces-sary, but Scania has also used the slowdown in demand to carry out further training. So when the market rebounds, the Słupsk production unit will be well prepared to ramp up production.

green glueas head of the carpet instal-lation team, Andrzej Koczy-was needs to have an eye for detail.

“The surface has to be absolutely clean,” he says. “Otherwise every little gran-ule will be visible through the carpet, something that our customers will notice right away.”

To avoid health hazards, Scania uses glue without hazardous solvents.

“It is water-based and has almost no odour,” Koczywas says.

Helpful hostessmost visitors to the Słupsk production unit have prob-ably met Anna Nibelska. As secretary to the management team, she handles all visits and makes sure that guests are directed to the right per-son and place.

“I thoroughly enjoy meeting a lot of people from other parts of Scania,” Nibelska says.

She also enjoys meet-ing the constant flow of employees at Słupsk who drop by her office in search of information or for a par-ticular person.

“There is often a lot to keep track of, but I enjoy it when a little adrenaline flows during my workday,” she says.

P o l A n d

SW ED EN

CZEC H R EPU B L I C

L I t H UA N I A

słupsk

in figuresProduction capacity: 2,000 buses per yearnumber of employees: 700Suppliers: 600

Factory area: 2,500 square metresland area: 12,000 square metresUnits: Aluminium workshop, paintshop, chassis workshop, assembly line, delivery centre, inspection unitVehicles: Scania OmniCity and Scania OmniLink Biggest markets: Denmark, Norway, Great Britain, Sweden and Germany.


stable schedulemarian osinski began at Scania three years ago when the Polish army unit where he served as a fireman moved from Słupsk to a city 200 kilometres away. Today he assembles wheel housings and other components at the rear end of the buses.

“I like mechanical work and because our products look dif-ferent I don’t have to do the same thing all the time,” he says.

Osinski finds that the biggest difference between Scania and the army are the fixed working hours. At Scania he always works between 06:00 and 14:00, but in the army there was often unplanned overtime.

Double shiftMichal Grabowski works at the docking station where roofs and sides are put together to form a bus body. One of his tasks is to operate the overhead crane that lifts the roof into place.

“It’s important for me to be cautious and pay attention to everything happening around me,” he says. “The rest of the team is relying on me.”

In addition to his job, Grabowski is studying at Gdańsk University of Technology to become a mechanical engineer. This programme takes four and a half years, and he will soon be halfway through.

“We generate business for numerous manufacturing companies, and people are proud to work here.” Sylwester Wojewódzki

Vice Plant Manager,

Scania Production Słupsk

“We built a new warehouse, and this gave us much more space at the assembly stations.” Miłosz Jankowski

Production Engineer,

Scania Production Słupsk

Słupsk, situated between Gdańsk and Szczecin in Poland, is the centre for production of the Scania omniCity and omnilink models for public transport.

Scania established operations in Słupsk in 1993, and since then more than 3,000 buses have rolled off the assembly line to cities around the world.

Today the production unit handles the entire chain

from chassis assembly to completed vehicle, but it receives K-series chassis modules for the Scania omnilink from Södertälje.

The low-floor n-series modules for the omniCity are manufactured in Słupsk and are used both in the production unit’s own bus production and by independent bodybuilding companies.

Bus producTion HuB

quiTTing cAmpAignSince 2007, a campaign has been under way to

reduce smoking at the Słupsk production unit. More than 530 of the 700 employees have

pledged in writing not to smoke at all, for which they receive extra compensation

of 46 zloty (EUR 11) per month. According to Vice Plant Manager Sylwester Wojewódzki, the

majority of those who have signed the pledge keep their promise, and the number

of smokers is continuously decreasing.


To demonstrate the strengths and perfor-mance of its municipal and special vehicles, Scania Deutschland invited customers and

the press to Scania Orange Days 2011, which took place 5-7 April at Scania Demo Center Koblenz, Germany.

“Our strength is being able to offer individual solutions for a wide variety of purposes,” says Christian Teichmann, Director Sales Trucks at Scania Deutschland Österreich. “In the segment of municipal and waste-removal trucks, special vehicles and vehicles with specialised bodywork are needed, and they have to be efficient and robust. Our vehicle portfolio covers all aspects of this segment. In addition, because of our modu-

lar system we have excellent parts availability.” A dozen trade journalists attended the first

day, which included the presentation of 18 municipal and special vehicles. Volkswagen Nutzfahrzeuge partnered the event, bringing eight different vehicles to Koblenz.

“We Were pleased to be able to extend the scope of our event to show the press and the customers an even wider range of products than what Scania can deliver alone,” Teichmann explains.

On the second and third days, some 350 cus-tomers visited the exhibition in Koblenz. A team of specialists from Scania and bodybuilders

Scania Deutschland Österreich’s management was represented at Scania Orange Days by Managing Director Thomas Bertilsson and Sales Director Christian Teichmann, here together with Manager Henning Nathow from Volkswagen Nutzfahrzeuge.

Specialist media and hundreds of visitors saw some of Scania Deutschland’s municipal and special vehicles in action at Scania Orange Days. Text: Sieglinde Michaelis Photos: Martin Heying

were on hand to answer questions. The vari-ous vehicle concepts and specific bodybuilding solutions on display included vehicles such as a conventional road sweeper, a road sweeper with hydrostatic powertrain and five refuse collec-tors, one of which had a low-entry cab. There were also several highway maintenance vehicles with platforms and swap bodies – some of them with plough attachments – as well as a low-entry chassis with Scania’s new gas engine.

Read more at www.scania.de/orangedays and www.facebook.com/Scania.Deutschland

Scania Orange Days in Germany comprised a press day and two customer days, attracting more than 350 visitors.

Among the 18 municipal and special vehichle solutions Scania presented at the event was a Scania P 320 sweeper.

The sales representatives from Scania Deutschland Österreich took the opportunity to create personal contacts with interested visitors.

Test of strength


Sustainable solutionshere and nowEnvironmental demands are creating tough challenges for the transport business, but sustainable solutions already exist. Meet two Scania customers that successfully combine their efforts on the environment, growth and long-term profitability.

Doesburg, the Netherlands: Logistics service provider and biofuel pioneer Rotra has a vision that is both far-reaching and green and includes longer truck combinations and ethanol fuel.


Padborg transport and logistics centre in southern Denmark: An operator is lifting a semitrailer from

a train. The trailer is then attached to a truck that will drive it to a regional distribution centre. Loaded with fresh vegetables from southern Europe, the trailer has travelled from Verona to Padborg through Bring Frigo’s green corridors.

Specialising in food-related logistics, Bring Frigo is a company in the Bring group with 1,500 employees and some 1,300 vehicles. Intermodal transport is one of five action programmes in the company’s ambi-tious sustainability strategy.

bring Frigo believes the future will bring greater investments in green cor-ridors along cargo-dense routes. These will be broadened to include road and sea transports.

“To create environmentally efficient transports in green corridors, we must have effective terminals for cargo transfer, as well as adequate rail capacity for shipments of goods,” says Jörgen Stadler, the company’s quality and environmental manager. “The roads must also provide access to biofuel for our trucks.”

Stadler believes that all modes of trans-port will be needed in the future. “In a mar-ket where transport distances are increas-ing, we must be able switch back and forth

Green transportof green cargo

By working towards a 30 percent reduction in its carbon footprint by 2015, food transport logistics company Bring Frigo strives to secure its long-term profitability. Text: Per-Ola Knutas Photo: Bring Frigo Illustration: Johan Hallnäs/Svenska grafikbyrån

initiatives

wish list

efficiently between road, rail and sea trans-port without creating any significant differ-ences in quality and precision.”

“For inner-city traffic, we will soon be able to invest in hybrid vehicles and biofuel-powered vehicles,” he says. “We don’t have to wait for the definitive biofuel, instead we should drive using different bio-fuels in different regions.”

Padborg, Denmark: Multi-modal transport with a focus on green corridors is one of five action programmes that food transport logistics company Bring Frigo is using to reduce its carbon footprint by 30 percent.

Increased load factor by smart logistics solutions and highly skilled transport manage-ment personnel

Multi-modal transport with focus on green corridors

Green vehicles and technologies

Training, coach-ing and monitoring of drivers

Promotion of longer vehicle combinations.

1. Promotion of biofuel for cargo transport rather than passenger car traffic

2. Investment sup-port for transport

companies that use eco-friendly vehicles

3. Continued emphasis on green corridors through Europe.

So far, Bring Frigo has estab-lished two green corridors: Oslo–Rotterdam and Verona–Padborg (in Denmark).

Padborg


we aim to be most sustainable joint cargo forwarder in the Benelux, and that’s only possible

with a long-term policy,” says Machiel Roelofsen of Koninklijke (“Royal”) Rotra Forwarding BV in Doesburg, the Netherlands.

Founded in 1909, Rotra is led by Roelofsen and his brother, Harm. The company runs 350 trailers with joint cargo forwarding throughout Europe, and a complete range of logistics services to destinations all over the world. With nine warehouses in the Netherlands and Belgium, Rotra can pro-vide fourth-party logistics services, letting clients contract out their supply chain.

The Rotra sustainable business begins with education. The 550 employees are regularly trained at the Rotra Academy. To reduce fuel consumption and lower carbon dioxide emissions, the drivers learn anticipa-tory driving and to change gear at low revs.

In 2004, Rotra cooperated with Scania to introduce a heavier and longer truck com-bination with a favourable load/emission balance. The combination extended to 25.25 metres, the maximum allowed on restricted routes in the Netherlands at the time.

A think tank manned by four former logistics directors develops green plans for Rotra. As a result,the first ethanol-fuelled

Biofuel pioneer

A far-reaching green vision that includes longer truck combinations and ethanol fuel makes Dutch logistics service provider Rotra more competitive. Text: Rob Schoemaker Photo: Eric Bakker

Rotra provides fourth-party logistics for Gazelle bicycles, a traditional Dutch brand. “We use a Scania ethanol truck to distribute bicycles to 600 dealers,” says Machiel Roelofsen.

Multi-modal transport

Ethanol trucks

Long vehicles– 25.25 metres

Solar panels on warehouses

Slim road man-agement system for more efficient routing

Driver training

Fork-lift trucks running on hydro-gen gas

Warehousing system

Barge terminal for multi-modal transport.

truck in regular operation in Europe was introduced in 2008 in cooperation with Scania. Roelofsen says, “We are now work-ing on a truck engine which can run on liquefied natural gas.”

initiatives

wish list1. A dredged tribu-tary of the IJssel River in Doesburg, so that Rotra can build a barge terminal

2. A subsidy for the construction of solar panels on the roofs of the various Rotra warehouses

3. Tax reduction on ethanol.

Oslo–Rotterdamcorridor

Verona–Padborgcorridor

Rotterdam

Verona

Oslo


Shaping legislation

Scania’s product development is highly affected by European Union legislation. Those wishing to influence EU decision makers must have a broad contact network in Brussels and know when the time is right to initiate discussion.Text: Ylva Carlsson Photo: Carl-Erik Andersson, Istockphoto

How can the transport sector meet the challenge of combining new legal requirements with greater customer benefit? Both Scania and the industry are

struggling with this question. The company’s development work is regulated in many ways by product legislation that applies in the EU, which is among Scania’s most impor-tant markets. Scania needs to have a good relationship with EU decision makers so that it can help influence the future in ways that will benefit all affected parties while working towards their shared goal of sustainable development.

Scania has representatives stationed in the EU capital of Brussels, who track relevant items of business as they move through the decision-making process and who have built up a political contact network. As early as 1972, Scania began its collaboration with the Swedish-based communi-cations company Kreab, which then deepened when Kreab established an office in Brussels during the mid-1990s.

The goal is to initiate a dialogue with the right people at the right time. Experience has shown that clear, concise arguments have a greater impact than thick volumes filled with detailed technical explanations.

“Above all, lobbying is about providing new knowledge in a pedagogical way,” says Jenny Johansson, Scania’s Head of Public and Environmental Affairs. “An open dialogue with rational arguments can have a positive effect.

“Sometimes an issue can take an unexpected turn because there is a larger political goal,” she says. “Business representatives have to show that they understand this. It enables a company like Scania to be viewed as credible.”

During 2011 the major issue being pursued by lawmak-ers is the new EU emission standards known as Euro 6 (see pages 4-5). Legislation on reduction of carbon dioxide emissions from vehicles is also expected.

Johansson explains that Scania has already been involved in long-term efforts to reduce fuel consumption. “Lower fuel consumption means reduced carbon dioxide emissions,” she says. “We have already come a long way. And now that it will become more expensive to pollute, the pressure will increase further. The profitability aspect will become very clear.”

other proposed rules may also drive development work aimed at greater sustainability. A number of countries are examining the potential for introducing differentiated road tolls − the cleaner a vehicle, the lower the fee.

For its part, Scania has a recurring request as part of its dialogue with those in power: longer lead times for imple-menting new regulations. The company would like to know what the regulations will require at least 36 months before a law goes into effect. Otherwise there is a risk that there will not be enough time to adapt the technology and the sales and service network to meet the requirements, resulting in delayed vehicle deliveries and lower sales.

“Unfortunately lawmakers do not respect our three-year request,” Johansson says. “This is an issue we are constantly struggling with.”

Scania also wants legislation to be more technology-neutral than it is today. Generally speaking, the industry advocates less micro-management. Vehicle manufacturers believe that it would be sufficient if politicians established performance targets and then gave companies the freedom to devise suitable technical solutions.

“We need to become better at making it clear that Scania is a sustainable market player that takes great responsibil-ity for its employees from an economic, environmental and social perspective,” Johansson says.

Global contacts

In Brazil, where Scania has been in business for decades, there are numer-ous examples of successful cooperation with political leaders and public authorities.

To be a credible business partner in emerging mar-kets such as China, India and Russia, Scania works to create good relationships with those in power (see the interview about the Scania China Strategic Centre in Scania World 2/2011).

In practically all markets where there is a Scania-owned distributor, the company monitors product requirements.

Each year Scania representatives have meetings in Brussels with the relevant European Commissioners.


5 Good examples1. scania driver competitions At the time the EU was drafting legislation on mandatory com-mercial vehicle driver training, Scania and the European Com-mission developed the Young European Truck Driver concept in 2002. The competition, which began in 2003, focuses on efforts to promote road safety and more efficient driving and has now spread to Scania mar-kets worldwide.

2. czech tariffs When the Czech Republic was negotiating in 2003 to become a member of the EU, the country introduced an import tariff on trucks to protect its domestic industry. Scania informed the European Commission officials in charge of the negotiations. With the support of the Com-mission, the Czech government was forced to abolish the tariff, which violates EU free trade rules.

3. scania’s transport conference Convened in Brussels in late January 2011 for the fifth time. Target group: Political leaders and EU officials, representa-tives of special interest organi-sations, transport companies and researchers. This year’s theme was sustainable trans-port, with a focus on solutions for lowering carbon dioxide emissions while increasing transport capacity.

4. meeting with commissioners Once a year, representatives of Scania’s top management visit Brussels to meet the EU Commissioners in charge of portfolios that affect the vehicle industry.

5. acea The European Automobile Manufacturers’ Association seeks to enable decision mak-ers to broaden their perspective by working with public attitudes and infrastructure.

Lobbying is about pro-viding new knowledge in a pedagogical way, says Jenny Johansson, Head of Public and Environmental Affairs at Scania.


New heightsSales manager Jean Falvy attributes Scania Perú’s successful bus sales to a good product, a booming market and a country with demanding geography to Scania Perú’s successful bus sales. Now, as Scania’s bus operations celebrate their 100th anniversary, he hopes to repeat that success with trucks. Text: Cari Simmons Photos: Marco Simola, Istockphoto

Jean Falvy loves buses and coaches, but he only discovered this after he became a Scania sales manager.

Falvy began working at Scania Perú in 2006, destined for a position in services, but things changed when he was asked to take on responsibility for the bus department.

“It was a bit of a shock,” he admits. “My background was aftersales. However, I ended up really liking the bus and coach business. It has a very personal touch, and as a passenger myself, it’s something I can easily relate to. We have around 200 customers and most know each other, so it’s a nice familiar feeling.”

Today, camiones (trucks) have been added to Falvy’s sales management responsibilities, and he finds that his role is changing. “As the sales manager for buses and coaches I was like a sergeant,” Falvy explains, “out in the field, travelling with others and meeting a lot of people. I really like the hands-on nature of that. Since my promotion in 2009 I’ve become the general as well, moving troops forward and being more strategic. It’s interesting too, but I do miss the first-hand experience with customers – and the action!”

nonetheless, Falvy is pleased with the way things have turned out for him and says he wouldn’t change a thing. Having studied mechanical engineering, he expected to wind up as a production supervisor in a workshop, but

someone discovered instead that he had a knack for selling and working on the commercial side of things. He credits luck and caring mentors throughout his career. “I didn’t really plan my life, but I had very good mentors who saw things I couldn’t see; the only good thing I did was to be brave enough to trust them.”

Today, Scania has about a 50 percent market share in the long-distance coach market, and over the years, Peru’s passengers have become accustomed to travelling long distances in Scania’s comfortable double-deckers. Coaches account for more than 90 percent of long-distance transport in Peru, a country with few railroads and a challenging geography, including mountains and winding roads.

Peru is the “perfect market for Scania,” says Falvy, explaining that Scania has the products and features that Peru needs. “The geography is tough, and double-deckers are the rule, he says. “Everybody knows that Scania is at its best in extreme conditions.”

But in the city bus business, the need for a top-of-the-line vehicle like Scania is lower, so breaking in has been more difficult. That market is big and growing, and Falvy is certain that Scania will play a greater role in the future now that Peru’s economy is so strong and its gross domestic product high.

“Passengers are becoming more demanding,” Falvy says.

“Customers want their coaches to be like aeroplanes.”Jean Falvy

Sales Manager, Scania Perú

buses and coaches

The topography of Peru puts heavy demands on operating coaches. The Scania Perú organisation is looking forward to an expanding market for premium brands.


“Just 10 to 15 years ago, people settled for any bus, and the only thing that mattered was the fare. Now, with the economy booming, customers want their coaches to be like aeroplanes.”

Safety and comfort are features that have become increasingly important for passengers, and Scania can match such requirements perfectly, he says. “We already had a good reputation regarding safety, comfort and fuel consumption with the 4-series,” Falvy says. “The new K-series has outperformed its predecessor, making our lives a little easier.”

Gaining market share in the truck segment is an even bigger challenge. “We have a good, strong position in buses but are still building the image of Scania on the trucking

side,” Falvy explains. “We are not leaders there yet. Our goal is to be second to none, with the highest market share in the long-haulage segment and be first or second in the mining and construction segment, by 2013.”

Falvy has made great strides with bus and coach sales, but asked about his biggest achievement at Scania so far, he modestly says: “I’m proud that I administrated the bus and coach business in the right way, and I’m pleased with the good team I got. They taught me a lot, and I gave them back my total support.”

In future, he hopes to do more of that, returning the favour of previous mentors by helping members of his own sales group. “This is a challenge and a big responsibility, and I hope I can do it the right way,” he says.

quick FacTS

Name: Jean Falvyage: 37 Family: An 11-year-old son, a fiancée and a Shih Tzu Education: Mechanical engineering at the Catholic University in LimaFavourite pastimes: Spending time with family (including the dog); soft music; writing short storiescharacteristics: An early bird and an optimist Management style: Strongly favours the Swedish approach.


Fast forward with biofuelsBiofuel is a cost-efficient way to reduce carbon dioxide emissions from heavy vehicles here and now and on a large scale. Scania is focusing on bioethanol, biodiesel and biogas, says sustainable solutions director Jonas Strömberg.Text: Åke R Malm Photos: Göran Wink, Istockphoto, Carl-Erik Andersson, Dan Boman Illustration: Anders Humlebo, SGB

Between 1970 and 2000, the average carbon dioxide emissions from heavy goods vehicles decreased by 50 percent per transported tonne

of goods. Scania’s goal is to cut emissions by 50 percent again between 2000 and 2020, but this requires new tools. While engine and vehicle technology will continue to be important, the way forward also involves smarter logistics, improved driver skills and, last but not least, other fuels.

“Scania believes that biofuels are one of the fastest ways to reduce carbon dioxide emissions on a large scale,” says Jonas Strömberg, sustainable solutions director at Scania.

Speed iS of the eSSence since the transport sector is continuing to grow and relies on fossil fuel for 97 percent of its fuel needs. This has a negative impact on climate and air quality. The days of cheap fossil oil are coming to an inevi-table end.

trend

Biodiesel can be produced from such crops as rapeseed (above), jatropha and soya beans.


Fast forward with biofuels“Scania must find cost-efficient customer solutions to

these problems, and we have an important role to play,” says Strömberg.

He believes that in the future we need to use several fuels and that biofuels are realistic alternatives to start replac-ing fossil ones. Scania supplies vehicles for all three of the major commercial biofuels on the market today: bioetha-nol, biodiesel and biogas. Representing 90 percent of global biofuel production, bioethanol is dominant so far and available on many markets.

All three of these biofuels are renewable and offer reduced emissions of carbon dioxide compared to diesel. The reason is their non-fossil origin, which is sometimes turned against them. Biofuels are made from crops such as sugar cane, wheat, rapeseed and soy beans. Thus, critics say, biofuel production competes with food production. Today around 1.5 percent of all farmland is used for bioenergy, but Strömberg stresses that it is not a zero-sum game.

“Increased food production has and will come mostly from increased yield through more efficient farming, not from new land,” he says referring to statistics from the UN Food and Agriculture Organisation. “Actually, more land is used for golf courses than for biofuels.”

there iS plenty of land available – enough to produce both food and fuel. In addition, methods for producing biofuels from cellulose (wood) are developing rapidly.

However, a sustainable transport future is not limited to biofuels. Driver training and CO2-optimised vehicles can make big contributions here and now. When energy-saving hybrid powertrains become commercially viable, which they are not yet, they will also grow in importance.

“There is no ‘super solution’ that will take care of all problems,” says Strömberg. “You have to work in parallel with many different alternatives. All solutions are contri-buting, not competing.”

Type of biofuel Average saving of green-house gas emissions

compared with diesel fuel (%)

Sugar beet ethanol 52

Wheat ethanol, process not specified 16

Wheat ethanol, natural gas as process fuel 47

Wheat ethanol, straw as process fuel 69

Sugar cane ethanol 71

RME (rapeseed methyl ester) 38

Waste oil FAME (fatty acid methyl ester) 83

Biogas from organic waste 73

Life-cycle CO² reductions, according to Annex V of the EU Renewable Energy Directive

Big reduction in co²

Scania recommends three types of biofuels. Read more on next page.

2. The seeds or beans are fed into a press where the vegetable

oil is extracted.

1. In chemical terms, biodiesel is methyl esters made from vegetable oils. When the oil comes from rapeseeds, the fuel is referred to as RME (rapeseed methyl ester). The soybean equivalent is SME.

3. Certain molecules are removed from the vegetable oil, getting glycerine as a by-product. The process is called transesteri�cation and is triggered by mixing the oil with a catalyst dissolved in an alcohol, typically sodium hydroxide and methanol, and circulating the blend.

4. The blend is left to settle allowing the heavier glycerine to be separated from the crude biodiesel. From 100 units of vegetable oil and ten units of methanol you will get 100 units of biodiesel plus ten units of glycerine.

Sodium hydroxideand methanol

Glycerine

5. Crude biodiesel is re�ned in several cycles and distilled to recover excess methanol.

Methanol

6. When the re�ned biodiesel has been analysed and meets the speci�cations it is ready to use as fuel. One cubic meter of soy beans yields 150 litres of biodiesel.


Biodiesel Renewable liquid fuel that can be mixed freely with regular diesel or, in some cases, replace it entirely.

Application: All types of vehicles, including long-haulage and coaches.

Where: Produced and available in many countries around the world.

Plus: Easy-to-handle liquid fuel produced from multiple feedstocks

(e. g., rapeseed, jatropha and soya beans).

Minus: May increase NOx emissions; varying fuel quality.

Scania products: All Sca-nia Euro 3, 4 and 5 diesel engines can run on up to 100 percent biodiesel.

BioethanolRenewable liquid fuel produced from multiple feedstocks.

Application: Vehicles with short to medium operating range, such as city/suburban buses, waste collectors and distribution trucks.

Where: Produced mainly in the United States, Brazil, China and Europe; growing distribution in a number of countries.

Plus: World’s largest biofuel, produced from sugar cane, beets, cellulose and other feedstocks.

Minus: Requires a special additive to work in a specially adapted diesel engine.

Scania products: Five- cylinder, nine-litre engine with 270 horsepower work-ing according to the diesel principle.

BiogasRenewable gas produced from, e.g., biomass, sew-age, municipal waste, green waste and energy crops.

Application: Vehicles with short operating range, such as city buses and waste collectors.

Where: Cities or fleets with local biogas infrastructure

Plus: Local energy supply; can be made from sewage and waste.

Minus: Increased weight and space for fuel tanks; expensive infrastructure.

Scania products: Two five-cylinder, nine-litre engines with 270 and 305 horsepower.

Biodiesel – from field to fuel

Glycerine

Methanol

1. When the oil comes from rapeseed, the fuel is referred to as RME (rapeseed methyl ester).

2. The seeds or beans are fed into a press where the

vegetable oil is extracted.

3. Esterification, a chemical reaction between the vegetable oil, methanol and sodium hydroxide, produces a blend of biodiesel and glycerine.

4. The blend is left to settle, allowing the heavier glycerine to be separated from the crude biodiesel.

5. Crude biodiesel is refined in several cycles and distilled to recover excess methanol.

6. When the refined biodiesel has been analysed and meets the spec-

ifications, it is ready to use.

Sodium hydroxide and methanol “Scania believes

that biofuels are the fastest way to reduce carbon dioxide emissions on a large scale.”Jonas Strömberg Sustainable Solutions Director, Scania


Launching the Scania Retail System in the service net-work requires dedicated managers who support and

actively promote its improvement efforts. Scania (Great Britain) Ltd has come a long way in this process.

Text: Conny Hetting Photos: Carl-Erik Andersson

Breaking old habits

Scania’s global sales and service organisation has a comparatively flat organisational structure. The Scania Retail System (SRS), in which systematic

improvement efforts are pursued by employees on a broad front, is helping to flatten the organisation even more.

One key to success is solid backing from top manage-ment. In SRS, managers assume more of a coaching role. Without their support, SRS improvement efforts can easily lose momentum.

“After several years of work, we are now beginning to see impressive new management dedication, everywhere and at all levels,” says Hans Narfström, who is in charge of the support for the worldwide introduction of SRS. “In the past, perhaps we haven’t made it so easy for our managers to lead this process. Now we are showing more concretely what it’s all about – for example, through our role model workshops.”

During 2010, the Scania (Great Britain) Ltd management team decided to speed up the pace of SRS introduction. Late last year, the company established a separate SRS Office consisting of six employees (see page 24). Meanwhile it transferred responsibility for the Scania Training Centre in Loughborough, England, over to the established unit. Today all employees at the 43 Scania-owned workshops in the country have been trained in SRS thinking, as well as about half the employees at the 45 independent dealerships.

Hans-Christer Holgersson, Managing Director of Scania (Great Britain) Ltd, likes to emphasise the role of managers: “Without their whole-hearted commitment, we will not achieve the goals of our SRS work,” he says. “The most important task is to get rid of the limitations that can ham-per the SRS process. Employees think these limitations are carved in stone and don’t dare to break away from their accustomed way of working. In order for a commercial organisation to find new ways of working, people must con-stantly ask the question, ‘Why?’”

To observe how managers back the SRS process, Scania

Standards and procedures are fine, as long as they are continuously challenged, says Hans-Christer Holgersson, Managing Director of Scania (Great Britain) Ltd (right), shown here giving his support to SRS coordinator Kevin Wood at the role model workshop in Normanton, England.

ServiceS

In the grease pit: SRS coordinator Kevin Wood discusses a repair with service technicians Ashley Shaw and Brian Armstrong.

www.scania.com3/2011SCANIA WORLD •24

The six employees who run the newly created srs office in great britain have different backgrounds, which is considered a factor for success.

When the british SRS Office was established late in 2010, the task of its managers was to question everything.

That appealed to Laurence Medina, who is in charge of the new unit.

“It’s natural,” Medina says. “When I was growing up, my parents questioned most of what I did. ‘Why do you do it that way, not this way? Try a different way.’ They really taught me to constantly improve my work.”

If an SRS office is to achieve

“We make time for SRS by holding short meetings and getting help from the newly established SRS Office.” Paul Holden

Site Manager, Normanton,

England

“The whole idea behind SRS is to question established patterns.” Geoff Bell

North-East Regional

Executive Director, Scania

(Great Britatin) Ltd

AmbASSAdorS of A new mindSet

World visited a monthly meeting at Scania’s role-model workshop in Normanton, about 25 kilometres south-east of Leeds. Virtually all the managers concerned attended the meeting. In addition to Site Manager Paul Holden and local SRS coordinator Kevin Wood, Holgersson was there, along with regional managers Geoff Bell, Dave Williams and Allan Cathers. Also attending were Laurence Medina and Glyn Williams from the SRS Office.

Normanton was chosen as one of two British role models because it is a 24-hour workshop with some 40 employees. The SRS process there has led to, among other things, improvements in the sales-to-delivery process and an analy-sis of the far-reaching “L service” programme.

“It turned out that when the service technician per-formed an L service, he climbed up and down in the grease pit 14 times and walked 3.5 kilometres,” Holden explains. “The service tech himself was totally amazed when he saw our analysis and how many unnecessary movements had been made.”

The employees at Normanton have now identified and eliminated unnecessary steps in everything from workshop routines to administration.

“We also see many ‘softer’ gains,” Holden says. “Our per-ception is that everyone is genuinely interested in generat-ing change, and SRS gives them the opportunity.”

North-East Regional Executive Director Geoff Bell agrees. He has initiated the SRS process in a target-oriented way.

“When we start,” Bell explains, “the site manager’s first reaction is often, ‘Not another thing I have to do….’ Many are apprehensive when their established working methods are disrupted. But the whole idea behind SRS is, of course, to question established patterns. Those in charge rather quickly discover the gains that can be achieved. Then they become passionate about such improvement work.”

Bell also stresses the importance of a continuous interac-tion with the customers while working with SRS.

“The customer is the reason we are doing all this,” he says. “As an example, while developing the sales-to-delivery process, we introduced a number of new checkpoints, where the customer is contacted to ensure that he is fully satisfied.”

allan caThers, who often visits dealerships in northern England, points to the need to create a desire for change within the organisation. “Many people have been at the same place for a long time and have developed their own working methods,” he notes.

That is where the local SRS coordinator comes into the picture. Kevin Wood views it as his primary task to per-suade the five working teams in Normanton to change their way of thinking.

“Fundamentally, everyone wants to do the right thing the first time, working efficiently to increase customer uptime,” he says. “My task is to motivate the teams to feel that they can do this. After that, the SRS process takes care of itself.”

Glyn WilliamsProcess Improvement

Engineer. Provides central

support for SRS work at the role

model workshops in Normanton

and Swindon. Has previous

experience with work process

and production systems in

Japan.

Missing from the photo: Mark Oliver, Technical and Training Manager, Head of Training Operations in Loughborough.


positive results, according to Medina, it needs resources, empowerment and passion.

“It ultimately depends on what management wants,” she says. “Without a manag-ing director who genuinely believes in and is dedicated to SRS, this would not have been possible.”

The merger of SRS and the Scania Training Centre in

Loughborough is a positive step, says Medina. “There are major synergies in having SRS work and training activities under the same roof,” she says. “When we develop new pro-cesses and working methods, we can introduce this directly into the training programmes.”

The six specialists at the SRS office travel continually to the dealerships.

“But every Friday we have a meeting, usually on the phone,” Medina says. “It’s absolutely necessary to com-pare notes often, since we are developing new working methods all the time. After all, there’s always a risk that we will find different solutions for the same deviation, unless we continuously coordinate our experiences.”

She believes in cross-functional teams, and the SRS office is a good example. The employees have completely different backgrounds and complement each other.

“I see this breadth of knowl-edge as the key to succeed-ing with SRS in such a large organisation,” Medina says.

3 tipSLaurence Medina, who heads the British SRS Office, gives the recipe for success with SRS:

RESOuRCES

EMPOWERMENT

PASSION

AmbASSAdorS of A new mindSet

Mark LoraineNetwork After Sales Support Manager. Works together with Steve Clarke. Has previously served as regional parts manager.

Laurence MedinaHead of the SRS Office at

Scania (Great Britain) Ltd,

including the Scania Training

Centre in Loughborough.

Former Head of Scania Assis-

tance in UK and Belgium. Steve ClarkeSRS coordinator with a tech-nical focus. Constantly on the road to help dealerships with their SRS work. Works together with Mark Loraine. Background as a technical trainer.

Justine O’MalleyService Operation Develop-

ment Manager. In charge

of coordinating SRS work in the

British network. Has worked in

most operations at Scania

(Great Britain) Ltd.


my job

Two payrolls and changing legislation keep Ann Proost on her toes. She handles the payroll for Scania Benelux’s 500 Belgian employees. Text: Cari Simmons Photos: Marie Cecile Thijs

Payroll and Administration Coordinator Ann Proost knows how much everyone in the company makes, but she doesn’t

concern herself with who earns what. “I’m like a doctor who sees naked people all day,” she says. “My job is just to look at the numbers!”

But that doesn’t mean that she and the oth-ers working in payroll at Scania Benelux in the Netherlands only care about figures. “Although we work at the head office in Breda, I think it’s very important to have a personal relationship with the employees in the field, and I like to meet people face to face so they know whom to

contact if they have a question or a problem with their salary,” Proost says.

Her main challenge is to do “as perfect a pay-roll as possible” on two very different payrolls – the white-collar and the blue-collar payroll, each with its own unique rules and social legisla-tion. For example, one payroll is hourly while the other one is a monthly gross salary. To do her job well, she requires exact and detailed informa-tion from managers, the administration and the employees themselves.

Belgium’s frequently changing social legis-lation regarding such things as parental leave,

career breaks, premiums and so on means that Proost is constantly attending seminars and learning. “This helps ensure that my job is never boring,” she says.

A Belgian, Ann enjoys the atmosphere in the HR department in Breda, which includes about 12 people who speak two similar, yet different languages – Flemish and Dutch. “There’s a lot of laughter, and it’s very amusing when we use words that the Dutch don’t and vice versa,” she says. “I also think we have a different way of liv-ing, but in the end we can work together very well.”

Payroll and Administration Coordinator Ann Proost enjoys interaction with her colleagues at the Scania Benelux HR department in Breda, the Netherlands, including Belgian intern Carmen Van Dun.

Precision payment


ShortSEditor: [email protected] Photos: Scania

Luis Germano, Perfor-mance Parts Manager, Scania Portugal, Northern region

In a very short time, Scania Portugal’s Facebook page has become a success, log-ging 750 friends. Why?“The goal was to reach many people and organisa-tions with a link to the world of trucks. The Facebook homepage includes Scania pictures, news and other business highlights, and this combination seems to attract a lot of interest. There has been a continuous stream of friend requests since it was launched – a real snowball effect.”

What type of material gives rise to the most comments?“People seem most inter-ested in news about Scania and about the delivery of new trucks – as well campaigns and of course pictures.”

Have you noticed any affect on sales?“Sales of parts have come about through the Facebook page, as well as several quotations for new vehicles. All remarks, questions and quotations are redirected to the relevant contacts within the organisation. All in all, it’s been very gratifying.”

questions for:

Blue award to ZwolleAt the end of March, Scania Production Zwolle received Scania’s Blue Rating Environmental Award 2009–2010. Anders Nielsen, Head of Production and Logistics, handed over the prize to Leonie Flanderijn, Manager General Affairs and Communica-tions, Wim Swankhuisen, Head of Management Systems, and Fredrik Allard, Managing Director.

The Blue Rating was introduced by Scania in 2006, to replace the global internal ISO 14001 audit. An audit team determines the unit that has scored the best according to the assessment criteria.

FaceBook reinForceS the BrandBlack Brown White is a new feature film directed by Austrian documentary filmmaker Erwin Wagenhofer. It is about two truck drivers who smuggle African refugees into Europe. Scania contributed to the production by making two Scania R 620 trucks available.

News about the film was posted on Scania Austria’s Facebook page. When the film production was completed, one of the trucks was displayed for sale at a dealer. A Scania Facebook fan recognised the truck while driving by, and shortly afterwards the Scania R 620 was sold.

Power with a new lookStarting in March 2011 Scania Power joins Sca-nia’s family of customer magazines, following the same design and editorial concept as other customer magazines in the group. The 12-page Scania Power, which reflects Scania’s engine business and cus-tomers, is published four times a year. The magazine will be printed in both British and American English.

“It will be the most powerful V8 available, with a manual transmission – an R-series truck with 620 hp.”Andreas Söderström, winner of the Young European Truck Driver Competition 2010, vists the assembly line in Södertälje as his truck is being manufactured.

Scania has delivered 17 buses to Salamanca de Transportes to be operated in the city of Salamanca, Spain. The delivery consists of 17 Scania 280 hp low-floor city buses equipped with Castrosua City Versus bodywork.

POWER

A mAgAzine from scAniA engines Nº 1 2011

Industrial engines

rolloutA continental

Details that enhance performance

Movie starpoweredby Scania

Page 8–9 Page 2–3

Five greenconstructiontrendsPage 10

North American Edition

Ph

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: Pe

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Om

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Igg

n o rway

OsloPopulation: The 600,000th resident of Oslo was born in January 2011 Time Zone: GMT +1 Telephone dialling code: 47 Currency: Norwegian kronor (NOK)

RestauRants

EkebergrestaurantenFor the best view in OsloKongsveien 15Tel: +47 23 24 23 00

Theatercaféen In the Hotel ContinentalStortingsgaten 24/26Tel: +47 22 82 40 50

Pizza da MimmoFor Oslo’s best pizza Make a reservation Behrens’ gate 2Tel: +47 22 44 40 20

Yaya’s MajorstuaThai food.Industrigata 36Tel: +47 22 83 71 10

Don’t miss:Edvard Munch Museum Vigelandsparken The museums in Bygdøy Norwegian Wood festival The new Oslo Opera House

oslo

Sw ed en

F i n l a n d

When most people think of Oslo and Norway, they think of snow and skiing, but Marit Thorstensen likes the city best in the summertime. “I like to watch skiing on TV, but don’t do it myself,” says the Scania secretary. “In the winter I go to Thailand!”

In mild weather she likes to head out on her Harley-Davidson, and almost every Wednesday you can find her with her husband and many other motorcycle enthusiasts at Karl Johan Street in central Oslo. “I like to sit outside at restaurants along Karl Johan Street and watch all the different people walking past,” she says.

She loves Oslo’s many cosy restaurants and recommends eating shrimp at the Aker Brygge, an harbour area with cafes, restaurants and shops, or taking a ferry over to Hovedøya, with its summer restaurant and recreational area.

My city/Oslo

Marit Thorstensen likes to ride her Harley-Davidson in the city. Oslo’s sights include the harbour and city hall (behind Marit Thorstensen) and (right) Karl Johan Street with its many restaurants, Holmenkollen and the Vigeland park.

The Oslo Opera House, situated in the Bjorvika neigh-bourhood, looks like it’s rising from the sea with its exterior in Italian marble and white granite.

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if she’s not out on her screamin eagle ultra 2010, you can probably find marit thorstensen in the scania workshop, where she’s been employed since 1975.

Scania, Scania World, Corporate Relations, SE-151 87 Södertälje, Sweden

Hanging out in Oslo“Oslo is quite small, which makes it possible to see a big

part of it over a short period of time,” Thorstensen says. She also recommends strolling through the small and intimate streets of Vålerengas or taking in a festival at the old Middelalder Park. “There is also the Norwegian Wood festival in June, where famous artists come every year.”

There are plenty of museums, art galleries and attractions to keep a visitor busy, among them, Vigeland Park, with Gustav Vigeland’s 200 sculptures. Oslo also has the Edvard Munch Museum, housing a vast collection of the artist’s works, including his famous The Scream. Thorstensen also suggests a visit to nearby Bygdøy in the southwest, where there are a number of museums housing Viking ships as well as the Kon-Tiki Museum with original boats from adventurer Thor Heyerdahl’s voyages.

Text: Cari Simmons Photos: Henrik Thorstensen, Pixelio.de, Gettyimages, istockphoto

Scania World - #3 2011

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Transcript of Scania World - #3 2011