OurWay
SOYA
GROUP
NEWS
NEWS, VIEWS & INSPIR ATION FROM SOYA GROUP
SIGHTS ON
THE FUTURE
Wallenius Shipping is ready to take on
the opportunities that lie ahead
No.3
2016
BUILDING FOR
SUSTAINABILITY
Wallfast's most high profile
environmental project ever
PURE BUSINESS
SAVES THE SEAS
PureBallast combats the
threat of invasive species
COMPETENCE
AT THE CORE
Facility Services ensures
smooth operations
EDITORIAL
Embrace change!
HAVE YOU EVER SAID, “we have already done that”? Implying that
that “mainstream” is more comfortable. It is
probably more effective when you
want to get from A to B. A trodden
path is always welcome if you are
tired, or in a hurry. But sometimes
the situation requires a different
route. Especially if we want to go to
a place we don’t normally go to.
THERE ARE REASONS
DO YOU SOMETIMES FEEL a resist-
LET’S WELCOME
CHANGE, LET’S
TRY SOMETHING
NEW“
ance to take this new route? You’re
not alone. Everyone experiences it,
more or less. Change activates the frontal lobe, which works a
bit like the working memory in a PC. It is fast, adaptable and has
the ability to combine logical thoughts to perform quick calculations. But the body burns a lot of energy when the frontal lobe is
working. The brain prefers to use its hard drive, the basal ganglia,
instead. If you stay with the same routine you only use your hard
drive, which requires less energy than change, which involves the
frontal lobe. Resistance to change can be managed. The frontal
lobe may have its limitations, but it also handles new insights and
self-control. We need both the well-worn path and the opportunity to try new things.
PH OTO : A ND RE AS DAH L
BACK TO THE PHRASE “we have already done that”. Good – do
something different this time. To achieve this we need to train
ourselves to change. Let’s welcome change, let’s try something
new. A new form of exercise,
crosswords in a foreign language
(a major challenge) or perhaps a
fika with someone you’ve never
had fika with before.
2
OUR WAY 3/2016
RICHARD JEPPSSON
vice president &
head of group communications
OurWay
No.3 2016
Our Way is the magazine
of Soya Group. We aim to
show the diverse range of
­businesses and industries
that make up our world, how
and why. Our aim is to inform,
educate and inspire. Most
of all, we want to show how
proud we are, across all our
companies, of the way we do
things: Our Way.
Published by Soya Group
Editor-in-Chief & Publisher
Richard Jeppsson
Publisher ­responsible
under Swedish press law
Editorial production
Spoon, Stockholm
Editors Pia Adolfsson Jansson,
Meryem Can, Rob Hincks
Art Director
Josefin Tolstoy
OurWay
SOYA
GROUP
NEWS
NEWS, VIEWS & INSPIR ATION FROM SOYA GROUP
SIGHTS ON
THE FUTURE
Wallenius Shipping is ready to take on
the opportunities that lie ahead
No.3
2016
BUILDING FOR
SUSTAINABILITY
Wallfast's most high profile
environmental project ever
PURE BUSINESS
SAVES THE SEAS
PureBallast combats the
threat of invasive species
P H OTO : H E L É N P E
it’s not a new idea, implying that it’s not worth trying again.
Perhaps this is the case. The phrase “we have already...” is interesting to analyse. One interesting fact is that it’s a team we are
talking about – a “we”. That’s good because the team around you
is a success factor. Another interesting fact is that the team has
tried a new solution at some point. The phrase suggests that it is
time to try something different. Should we always follow in our
old footprints? The well-worn path, which is easier to walk? Or
should we try unspoiled ground, which is tufty and uneven? Both,
is my suggestion.
COMPETENCE
AT THE CORE
Facility Services ensures
smooth operations
Printer Trydells, Sweden
~
If you have any comments
or q­ uestions related to
Our Way, please email:
[email protected]
~
Copyright texts and images in
Our Way may not be republished
­without permission from the editor
or publisher responsible.
SOYA GROUP CONTACT DETAILS:
[email protected]
ABOUT SOYA GROUP
Soya Group is a generic name for a group of companies
active within mainly three business areas: shipping, real
estate and cleantech. Also included in the Group are four
more companies: administrative functions, internal asset
management, business ­aviation and trotting. In 1934,
when the first motor tanker was purchased, Rederi AB
Soya was founded. But the foundation of Soya Group
was already laid in 1922 when Olof Wallenius founded
a ­wholesale business. Today, some 1,500 people work in
Soya Group companies in Europe, the US and Asia.
A GREEN MAGAZINE
This magazine is produced in accordance with
the Nordic eco-labelling system, the Swan.
CONTENTS
4
AT THIS MOMENT
Engine room onboard
6
20
18
11
GROUP NEWS
A vision of an emissionfree ship, Wallfast partners with Stockholm City
Mission and other news
from around Soya Group
8
SOYA GROUP’S
CORE VALUES
Long-term Approach
permeates the entire
business
10
WORDS FROM
THE CEO
Change means
opportunities
11
SIGHTS ON
THE FUTURE
With its new strategy in
place, Wallenius Shipping is ready to take on
the challenges ahead
14
16
14
PURE BUSINESS
UV technology from
AlfaWall saves the seas
16
SERVICE IN FOCUS
Competence is at the
core of Facility Services
18
SUSTAINABILITY
Wallfast prepares for its
most highprofile environmental project ever
20
AT THE OPERA
110 school children tell
their stories
22
TROTTING LIFESTYLE
Prize-winning Lisa Skogh
grooms the trotting stars
of today and tomorrow
AT THIS MOMENT
And action! Engineer
Cadet Tom Molin (seated)
and Trainee Engineer
Dave Palatto try to go
about business as usual,
ignoring the photographer
Nils Petter Lotherington
documenting their every
move. The monitor
shows the Konigsberg
automation system
displaying the main engine
cooling system. A likely
scenario is that they are
discussing the main engine
temperature to decide
on necessary changes.
Or perhaps they're just
acting...
4
OUR WAY 3/2016
P H OTO : R AS MU S S O MME R S E TH
:
10 06
Engine room
onboard ANIARA
28 October, 2016
The past year has seen a number of changes within Wallenius Shipping. Many of
which are the outcome of the overall strategy for Tonnage Operation, presented in
May. One initiative is the Wallenius Culture Programme, a project initiated in May,
with its results launched in November. The goal is “Growing Great Together”, a
way to uniform communication, attitude and behaviour in the whole of Wallenius
Shipping, regardless of position, rank, department or location.
OUR WAY 3/2016
5
GROUP NEWS
NEXT STEP TOWARDS AN EMISSION-FREE SHIP
The next generation of PCTC vessels, the next step
towards the ZERO vision of an emission-free ship,
is now in focus at Ship Design & Newbuilding at
Wallenius Marine.
D
ifferent design concepts are now studied and
developed, one of which is called HERO 2.1. It is
based on the current HERO 1.0, now being built
at the Xingang shipyard in Tianjin, China. HERO
2.1 will incorporate a number of new features to
further reduce the environmental footprint. Most
important of these features is the natural gas propulsion
system. The system is similar to what was used for the
UECC BALTIC project. However, the main difference, compared with that project, is the much larger LNG capacity
I LLU ST R AT I ON : WA LLE N I U S M A R I N E
DESIGNING HERO 2
(~3,000 m3), allowing a distance of more than 12,000 nautical miles while running on LNG. This nearly eliminates
emissions of sulphur and particulates and substantially
reduces emissions of CO2.
The vessel will also comply with the new IMO requirements on reductions of NOx (Tier III). The capacity will
be about 7,500 RT and speed will be optimised for
16-17 knots. Other features may well include a new
revolutionary electrical distribution system and energy
storage to reduce auxiliary engine consumption by more
than 10 per cent.
Modifications are based on lessons learned from the
design and construction of HERO 1.0 and aim to take
every measure to reduce investment costs and environmental footprint.
The main difference, compared with the BALTIC project, is the much larger LNG capacity (~3,000 m3)
allowing a distance of more than 12,000 nautical miles while running on LNG.
Next time you visit the Soya Group
head office, finding your way around
the premises might prove a difficult
task. Due to a large number of new,
external tenants there is limited
access through parts of the buildings.
6
OUR WAY 3/2016
All of Swedenborgsgatan 19 has now
been let. Units not used by Soya Group
are let to external tenants and thereby
providing revenue. Well done, Wallfast!
All the new tenants will have moved
in by the end of 2016, but the passages
to these, now, external units have
already been locked.
The glass passage on the 6th floor,
between buildings 3 and 4, which is
accessed via the lift from the Reception
area, will remain open.
PH OTO: M ARIA MIKKO
Everything let at the Head Office
Wallfast partners
with Stockholm
City Mission
The project Särskildnyttan
seeks to provide a sustainable
solution for homeless people
in Stockholm.
“Having a roof over your head is one of the first
prerequisites for dealing with other issues. Once
a person has moved into a flat, we provide him
or her with extensive support from Stockholm
City Mission coaches from the Housing First unit
to help to start to rebuild their life,” says Thomas
Bjarke, Project Manager for the project Särskildnyttan at the Stockholm City Mission.
He explains that the
provision of homes is not
the ultimate objective, but
a means to an end.
According to recent
estimates, some 500
people are currently
Thomas Bjarke sleeping on the streets in
the Swedish capital. As a
non-profit organisation dedicated to creating
a more humanitarian society in Stockholm,
addressing the growing issue of homelessness is
a key priority for the Stockholm City Mission.
By August 2017, Wallfast will provide at least
three flats to the project Särskildnyttan, which
translates roughly as “special benefit”. The
project was launched by Stockholm City Mission
at the beginning of 2016, and its objective is
to create 250 new living spaces in Stockholm
by 2018. Wallfast is one of four Stockholm real
estate companies currently participating in the
project. Särskildnyttan is an extension of the
Housing First model that originated in the U.S.,
which provides homes to the homeless as a first
step towards helping them resolve other issues.
“Särskildnyttan provides a housing solution
for an initial 12-month period," Thomas says.
"If this goes well, the person is asked to pay rent
directly to the property owner for a trial period of
six months, after which he or she can apply for a
longer-term contract.”
While the project targets the most vulnerable
members of society, Thomas emphasises that
a person has to be motivated to change and
willing to participate in order to be eligible.
PH OTO: BJ ÖR N R A S MU S S EN
ILL
US
TR
IO
AT
N:
KJ
ELL
A
E
ND
JÖ
R S
BE
WALLFAST TAKES
PART IN CONSTRUCTION OF
GARDEN CITY
R
iddersvik in Hässelby, in western
Stockholm, was previously a tree
plantation of the City of Stockholm. Trees are no longer cultivated here. Instead, a new residential
area is being planned on site. One
of the companies that have acquired the right
to build is Wallfast, which is planning around
100 units, comprising both apartments to rent
or buy as well as 25 terraced houses.
The stunning surroundings are in close
proximity to water and there is also a
250-year-old mansion and an English park in
the area. The ambition is to build a modern
garden city with great consideration for the
surrounding areas.
Roger Mogert, city commissioner of city
planning, says in the Swedish daily newspaper DN: “It is a very delicate cultural
environment. My clear understanding is that it
will be an excellent and modern garden city,
and that the environment won’t be destroyed
by the new development.”
The area will feature highly innovative environmental solutions, with Wallfast’s properties
at the forefront. The buildings will have a
passive house standard, and in some cases
even be energy-plus buildings, i.e., they will
produce more energy than they consume.
The residents will have access to free bicycles
as well as a car pool of electric vehicles.
Wallfast is one of eight building contractors
given the right to build on the site, and the
project is developed in collaboration with
architectural firm Kjellander Sjöberg. Many of
the larger established property developers
were rejected, mainly because they wanted to
build too high and too tightly packed.
“To show that future Officers
conferences include both our shore
and sea co-workers, the new name is
Wallenius Shipping Conferences”
Jan Berglöw, Deputy CEO Wallenius Shipping
OUR WAY 3/2016
7
RG
SOYA GROUP CORE VALUES
PIONEERING SPIRIT
LONG-TERM APPROACH
Core Value:
Long-term Approach
by Soya Group
INTRODUCTION
Soya Group's five core values cover the entire business, from top to bottom.
The core value this time, Long-term Approach, focuses on property management at
Wallfast, and the optimal age of the ships at Wallenius Shipping.
“I
t is difficult to write about one core value
without immediately coming up with
more. The examples we have looked at to
illustrate the different meanings almost
always contain several core values, perhaps
even all of them,” says Pia Adolfsson Jansson,
Editor at Soya Group Communications.
Long-term approach can mean many things.
In our last issue, we wrote about PureBallast
to illustrate Pioneering Spirit, but it is also an
example of Long-term Approach. The story about
PureBallast began at the start of 2000.
“Going your own way requires hard work, a lot
of courage, perseverance and a long-term
approach. A clear goal might make the journey
easier, but you could be in for a bumpy ride until
you get there. Today, in 2016, the world has officially recognised the global need for ballast water
treatment, one that we’ve had on the agenda for a
long time. This can be summarised with just one
word – Long-term Approach,” says Ulf Arbéus,
acting President Wallenius Water.
SOYA GROUP’S FIVE CORE VALUES ARE:
PIONEERING
SPIRIT
We have courage
to try new paths –
technical, organisa­
tional or financial
– without taking risks
with the Group’s
continued operation.
LONG-TERM
APPROACH
We invest with a
long-term perspective
and we ensure
continuous operations
of the Group with
the same long-term
thinking.
SOCIAL
RESPONSIBILITY
As co-workers,
employers, partners and
suppliers, we all have a
collective responsibility
towards all parts of
society that we encounter and affect. We treat
people both inside and
outside our organisation
with respect.
T E XT G R O UP CO M M UNICAT IO NS
8
OUR WAY 3/2016
ENVIRONMENT
Every company within
Soya Group, regardless
of what its activities
are, should proactively
work to continually
reduce its negative
environmental impact.
We never solve an
environmental
problem with an action
that creates a new one.
QUALITY
Everything we engage
in should be seen
through a professional
manner and with high
quality, whilst at the
same time ensuring
we have a high cost
awareness.
SOCIAL RESPONSIBILITY
ENVIRONMENT
BUSINESS FOR
THE FUTURE
SUSTAINABLE
SHIPPING IS LONG-TERM
SHIPPING
Real Estate company Wallfast has owned and
managed buildings in Stockholm since the 1940s.
Environmental Manager Martin Ölmedal explains
that Wallfast is always looking for solutions that
are proven to be reliable and sustainable.
The meaning of Long-term Approach to Wallenius
Shipping is clear from its vision, which states that it is
to lead the way towards truly sustainable shipping.
“AS A PROPERTY developer, owner and manager with
a long-term approach, you always have to consider
the consequences of your decisions,” says Martin
Ölmedal, adding that, when chosing new systems or
materials, Wallfast never focuses
on the short-term gains.
“Instead, we always focus on
long-term use and performance
over 10 or 20 years. Minimising
maintenance and waste is key,” he
continues.
“SUSTAINABLE SHIPPING refers to every aspect of sustain-
ability, from environmental to social and economic
sustainability. Regardless of whether we’re projecting,
ordering, building or operating our vessels, we always do
so with long-term, sustainable shipping at the forefront of
our minds,” says Urban Lishajko, Head of Ship Design &
Newbuilding.
The normal service life of a Wallenius vessel is 30 years,
which is high compared with other ship types. Urban
says that this lifespan is
optimal both commercially “A GOOD
and technically.
INVESTMENT IN THE
“In theory, it would be
possible to keep a ship lon- LONG-TERM”
ger, but that would cause
high costs for maintenance and repairs. Moreover, the
function of a ship eventually becomes outdated in comparison with newer, more efficient vessels,” he explains.
Martin
Ölmedal
OVER THE YEARS, Wallfast has gained
a reputation as a sustainability
forerunner. The company has invested in numerous
smart solutions. For example, a heat-recovery system
that recycles heat from the ventilation system of its
buildings, energy-monitoring systems and its own
production of solar and wind power.
“We want to be at the forefront of innovation but
we’d never invest in anything that would jeopardise
the comfort of our
tenants or the opera“MINIMISING
tional reliability of our
MAINTENANCE AND properties. Meanwhile,
we’re open to testing
WASTE IS KEY”
new technologies in
the early stages to
obtain practical experience before they’re applied on
a larger scale,” he says.
Sustainable property management is not only good
for the environment, it also offers business benefits.
“Being socially and environmentally responsible
increases our chances when high-profile construction
projects are up for grabs.”
historically focused exclusively
on property management, it has now entered a new
phase as developer. Martin explains that the company
is involved in several new construction projects in
and around Stockholm that will add up to a further
1,500 apartments to the roughly 4,000 it currently
owns and manages.
“Having been given the opportunity to contribute
to these exciting projects, we’ll be looking closely
at even smarter solutions to enable us to construct
homes for a long-term sustainable future.”
WALLENIUS SHIPPING is committed to maximising the
efficiency of its vessels. Ship performance is continuously
monitored according to multiple parameters to support
ongoing improvements and ensure efficient and safe operations at all times. Problems that cause
substantial costs in the long-term are
identified and resolved in the shortterm to optimise uptime and reduce
maintenance. One such example is the
regular maintenance of ballast tanks,
which prevents rusting, thereby avoiding the huge potential cost of having to
Urban
replace the steel on the tank.
Lishajko
“We always select reliable suppliers
and coating systems and invest heavily in inspecting new
constructions, as well as checking our existing ships. This
all works out as a good investment in the long-term,”
Urban says.
P H OTO: SAMU EL UNÉUS
WHILE WALLFAST HAS
P H OTO: OLOF H OL DAR
QUALITY
SHIP DESIGN & NEWBUILDING also cooperates closely with
Ship Management to take advantage of its extensive
operational experience.
“In this way, we ensure that the equipment and
solutions we select, while maybe not the cheapest on
the market, are always the best from the point of view of
long-term, cost-effective, environmentally sound and safe
operations,” concludes Urban.
OUR WAY 3/2016
9
~ WORDS FROM THE CEO ~
T
Change means
opportunities
he announcement that Wallenius
Lines planned to merge its holdings
in WWL, EUKOR and ARC, as well
as large parts of its fleet, with Wilhelmsen gave the autumn a flying
start. A new, listed company will be the result
of the merger. The information was met with
great understanding, and even the occasional
“finally”. The collaboration we started with
Wilhelmsen has over the past 17 years grown
both in width and depth. It’s a good cooperation, which has been profitable for us. However, recent years’ challenges for car carriers and
the ro-ro market is nothing new, with reduced
volumes, tougher competition and declining
profitability. Our associates operate in rapidly
changing markets, and this calls for a much
more flexible and fast-moving business model.
THE NEW BUSINESS structure which we
plan to implement will affect us all in
different ways, and will also bring with
it opportunities. We have a long history
of pioneering spirit, and have continuously developed and improved our
range of services. This will continue
in areas such as construction and ship
management. We are now going to
prove that we can seize the
opportunities that arise in
the wake of this structural change.
OUR ABILITY to adapt
will be key to the
success of Soya
Group’s established
businesses. In
the increasingly
digitalised world in
which we operate,
we have to be prepared to change our working
methods and even our business models. And
digitalisation, just like any change around us,
will nourish new business ideas. At the same
time, it will relentlessly eradicate traditional
services and even entire companies. From an
ownership perspective, it is just as important
for us to continue to invest in new, interesting
projects that can become profitable over time,
as it is to continue to own and develop profitable existing businesses.
OUR PROPERTY BUSINESS is a very good example
of the latter. What began with one-off property
deals many years ago has gradually developed
into a highly profitable business that stands
tall on two very strong pillars: one for ownership and management, and the other for projects and construction. Today, Wallfast is
one of Stockholm's largest private property owners and a reputable player in
the construction project industry.
WE SOON LEAVE 2016 behind us, a year
in which we saw many positive developments and great efforts by our
employees. But in other ways, it has
also been a tough year for many of us.
Let's look forward to 2017. A
year that will mean great
change, but also opportunities. z
Jonas Kleberg
Chairman & CEO
P H OTO : O LO F H O L DAR
10 OUR WAY 3/2016
SHIPPING
Wallenius Shipping
sets its sights on the
FUTURE
In recent years the shipping market has grown more competitive than
ever before. However, with its updated strategy, newly developed series of
state-of-the-art systems and redefined corporate culture, Wallenius Shipping
is ready to take on the challenges and opportunities that lie ahead.
T E XT I S A B ELLE K LI G ER PHOTO HE L É N PE SE T DESIGN HE L E N A UL L STRA N D
OUR WAY 3/2016 11
SHIPPING
P HOTO : O S KA R O MN E
IN
“When we communicate with one anSeptember, Wallenius and Wilhelmsen
gramme, initiated in May this year. He says
signed a Letter of Intent through which
that the programme is the tool that will
other, share our successes and failures and
they established a new ownership structure
take Wallenius Shipping forward, to the
utilise them to make continuous improvefor their jointly owned companies. The
implementation of its strategy, ensuring its
ments, we ensure that our operations are
ownership of WWL, EUKOR Car Carriers
competitiveness for the future.
safer, more reliable and more efficient. This
and American Roll-on Roll-off Carrier
will not only benefit us but also improve the
(ARC) will be merged in one entity, to be
quality of our deliveries to our customers,”
ENTITLED “GROWING GREAT TOGETHER”, the Culnamed Wallenius Wilhelmsen Logistics
ture Programme seeks to create a corporate adds Martti.
ASA (WWL ASA) and listed on the Oslo
Another key component in Wallenius
culture that is professional and efficient,
Stock Exchange.
Shipping’s improvement work is the new
based on trust and customer focus. Perhaps
As a top-tier provider of ship manageBusiness Management System (BMS),
most importantly, Wallenius Shipping – an
implemented in June this year. Thomas
organisation that has traditionally been
ment and a world leader in ship design
Mårtensson, Head of Global Ship Managedivided between its co-workers on
and newbuilding, Wallenius Shipshore and at sea, and between its
ping will deliver services to WWL
ment, explains that the BMS replaced the
two offices in Stockholm and SinASA going forward. Per Tunell,
previous Quality Manual – a system that
Head of Tonnage Operation at
had been developed many years ago and
gapore – is preparing to meet the
Wallenius Shipping, admits that
was no longer fit for the purpose due to new
future as one united team.
the new set-up will place greater
demands on ship managers.
“The way to meet our future chaldemands on the company.
“The BMS is a process-based quality
lenges is through working together,
Per
“This environment will be more
system, based on our established best pracsharing best practices, communicatTunell
competitive and we expect that our
ing clearly, supporting one another
tice,” he says. “In order to give our co-worknew customer, WWL ASA, will ask us to live
and pulling in the same direction. That is
ers the prerequisites they need to deliver a
up to tougher expectations. We’re ready for
the true meaning of ‘growing great togethpremium product, we need to define what
the challenge and look forward to raising
this means to us, and that’s exactly what
er’,” says Martti.
the bar even higher,” he says.
we’ve done in our new BMS.”
Going forward, a series of monthly culThe BMS is linked to Wallenius Shipture meetings will be held at all Wallenius
Shipping’s offices and on board all its ships.
WALLENIUS SHIPPING is well equipped to
ping’s second new system, the FMS, or Fleet
The objective for these meetings is to build
meet these challenges as a result of the
Management System. Thomas says that
wide-ranging improvement work that it has and strengthen new culture through a
any market-leading ship manager needs a
variety of tasks and activities in each
undertaken in recent years. A key focal area
state-of-the-art Fleet Management
meeting. Other initiatives include
has been to redefine Wallenius Shipping’s
System, through which functions
a “culture toolbox” containing
corporate strategy, which is now centred
ranging from risk management to
culture films, newsletters and a
on four clear objectives: focus on efficiency,
purchasing and technical mannew culture booklet. Together,
focus on customer, sustainable shipping
agement can all be controlled.
they will be used to create a unified
business and motivated and empowered
“The FMS provides a struccompany culture, in which safety,
co-workers.
tured approach to everything from
quality and customer focus are the
Martti Simojoki is Project Manager for
safety to efficiency and environMartti
guiding stars.
the Wallenius Shipping Culture Proment, as defined in the BMS. By
Simojoki
12 OUR WAY 3/2016
PHOTO : MA R I A MI K KO
“WE ARE GOING
TO GROW GREAT
TOGETHER”
SUMMARY
implementing these processes, we will
ensure a uniform way of working in accordance with the established best practice,”
says Thomas, adding that a key advantage
of the new FMS is that it has been designed
to support continuous improvements.
launched
by Wallenius Shipping in the
last two years to enhance quality and efficiency include the
Crew Management Tool OMEGA and a major upgrade of the
Financial System AGRESSO M4.
Thomas
In addition, Wallenius Shipping’s
Mårtensson
data on bunker consumption is
best in class in the RoRo segment, while the
IT systems on board its vessels are based on
the most cost-efficient, cutting-edge technologies currently on the market.
“Through the combination of our new
strategy, new systems and new corporate
culture, we have all the preconditions for
creating the ship management business
of the future. By working together in an
environment characterised by continuous
improvement, where everyone is engaged
and involved, we’ll prove that we’re ready
for any current and future challenges,”
Thomas adds.
Per agrees that Wallenius Shipping is
well prepared for what lies ahead.
“Our new corporate culture will support
us as we seek to respond more effectively
to our customer, through professional,
efficient and high-quality deliveries. I’m
confident that we really are going to grow
great together,” he concludes. z
OTHER MAJOR PROJECTS
Wallenius Shipping has a
new strategy centred on four key
objectives: focus on efficiency, focus
on customer, sustainable shipping
business and motivated and
empowered co-workers. Meanwhile,
a new corporate culture will ensure
the engagement of the co-workers
to achieve these objectives, while
a series of new systems provide
the necessary conditions to make it
possible. Together, these measures
will ensure that Wallenius Shipping
is ready to take on the challenges
and opportunities that lie ahead.
WALLENIUS
SHIPPING
2012–2016
P HOTO: P IA JANSSO N
Five years ago, the shipping market was slowly beginning to emerge
from the crisis of the late 2000s. Wallenius Shipping had already worked
hard to reduce waste, cut costs and
improve efficiency, and in 2015, it
launched projects to upgrade its
Fleet Management System (FMS)
and Business Management System
(BMS). Both new systems were rolled
out in 2016. Following the completion of these projects, the Wallenius
Shipping Culture Programme was
launched in May 2016. The result is a
market-leading ship design and ship
management company, backed by
state-of-the-art systems and a strong
sense of cohesion, which is more
prepared than ever for the future.
OUR WAY 3/2016 13
CLEANTECH
Turning
PUREBALLAST
into
PUREBUSINESS
Invasive species are considered one
of the greatest threats to our seas
today, and also to the entire world
economy. One of the components
that will help to save the seas’ diversity
is PureBallast from AlfaWall.
T E XT KA RI N A A S E ILLU STR ATION J OSE FIN TO L STOY
SO FAR, 1,200 systems have been sold worldwide and PureBal-
last is now in its third generation. It is smaller than previous
versions, but has more capacity and is more user-friendly.
Anders Lindmark is President of AlfaWall, the joint
venture between Wallenius Water and Alfa Laval working
with ballast water treatment. He expects market activity and
inquiries to increase significantly in connection with the
Convention coming into force.
“Already in the first few weeks after the ratification, we noticed an increased activity among shipowners. And we expect
even more growth in the future,” he says.
The company has prepared itself by increasing the capacity of the Danish factory where PureBallast is manufactured,
and through active work with subcontractors. Even the glob14 OUR WAY 3/2016
al service organisation has been expanded, with increased
resources for technical support.
“Most of the world’s large shipping companies are pretty
well versed in the issue, but there are still many who will have
questions for us. A busy period awaits, but we are well prepared. I am confident that we will soon see positive effects on
the environment and reduced problems with invasive species.”
FOR YEARS, environmentalists, scientists and entire countries
have fought against the threat of invasive species. The problem arises when ships take in ballast water, and with it, its
inhabitants. The organisms are transported across the globe,
only to be discharged with the ballast water in an environment where they don’t belong.
“THE FACT THAT THE SYSTEM DOES
NOT USE CHEMICALS IN ITS CLEANING
PROCESS IS AN ADVANTAGE”
ON 8 SEPTEMBER 2017, the international Bal-
last Water Convention comes into force.
“Ships that sail internationally and are
built after this date must have a system
installed to clean their ballast water. Ships
that are already in service will need to be
equipped with a water treatment system
within five years after the Convention
comes into effect,” says Anders.
So far, the Convention has been ratified
by 53 countries, including Panama, which
together represent more than 53 per cent of
world tonnage*. “The Convention applies
when ships discharge ballast water in a port
of one of the countries that have ratified
it. But more and more countries will join,
and global shipping companies will have to
adapt to what the Convention requires to be
always compliant,” Anders explains.
PUREBALLAST from AlfaWall, one of the sys-
tems used to treat ballast water, is already
on the market. The method is based
on a combination of filtration and UV
technology. When ballast water is taken
in, it goes through a filter with holes no bigger than 20 micrometres. The water is then
treated by a UV reactor, both when entering
and exiting the tank.
ODFJELL MANAGEMENT AS in Norway is one
of the customers that has installed PureBallast on their vessels.
“We have been using PureBallast on five of
our ships since 2013, installed in connection
with reconstruction processes,” says Knut
Erik Fredriksen, VP Technology Management at Odfjell Management AS.
One reason why Odfjell Management
has chosen PureBallast is that ballast water
systems based on UV technology are suitable for the operating profile of chemical
tankers.
“The fact that the system does not use
chemicals in its cleaning process is an
advantage.”
PureBallast and AlfaWall are also suited
from a different aspect.
“As a supplier of various on-board
systems, Alfa Laval has a long history with
Odfjell. There is always a desire to minimise
the number of suppliers so as to have fewer
contacts and agreements, and thereby
streamlining operations and maintenance.”
PureBallast is available in various designs, the largest of which can treat up to
3,000 cubic metres of water per hour.
“AlfaWall is a market leader in ballast
water treatment. The fact that we can combine Wallenius Waters’ technical know-how
and Wallenius Shipping’s experience as
shipowner with Alfa Laval's good name as
supplier to the marine market has been key
to our success. Today, our work is market-leading, we have a straightforward and
user-friendly product and we have extensive experience in both new installations
and retrofits. Our customers can get all the
help they need,” Anders concludes. z
UV TECHNOLOGY
PureBallast uses
UV technology to clean
ballast water of invasive
species. The benefits
of this are:
I LLU ST R ATI O N : A L FA L AVA L
In many cases, the species have no natural enemies in the new environment, which
means that they take over and threaten the
ecological balance of the sea. This in turn
affects the economy of the people, companies and countries that depend on the sea
for their livelihood.
“Most people don’t spend time under
water, so they don’t see our effect on sea
life, but as a freediver I have seen changes
since the mid-80’s,” says adventurer Annelie Pompe.
She has spent her time freediving in
many of the world's seas. Through the
years, she has both competed and set a
world record, and has in connection with
this noticed how sea life has diminished.
“The sea is a huge ecosystem, greatly
affected by what happens on the surface.
The problem with species being carried in
ballast water is something that we’ve known
for a long time. I think it’s alarming that it is
only just now that we are making serious efforts to save the seas. But it gives me hope.”
• No additional power
required for operations in
waters with low salinity or
low temperature
• No need for planning
for cold water/low salinity
nor additional piping/pumps
for saltwater access via aft
peak tank
• No ventilation or
hazardous area installation
requirements
• Easy to install and operate.
PureBallast doesn't require
any additional hazardous
training of crew
*A term used in shipping to indicate a ship's size and cargo capacity.
OUR WAY 3/2016 15
SOYA GROUP SUPPORT
T E XT S U S AN N A L I N DG R E N PH OTO S A M UE L UNÉ US
SERVICE
IN FOCUS
1
The co-workers at Facility Services ensure that everything works smoothly and efficiently.
Meet a competent group who agree that the busier they are, the better.
T
he co-workers at Facility Services are flexible and often
work proactively with service, which is the core function of the department. They have a lot of knowledge
about a lot of things.
“The co-workers here are invaluable for Soya Group’s
operations to run smoothly, and therefore be sustainable
in the long run. We are the ones who first greet both colleagues and visitors when they arrive. We make sure mail gets
sent to the right recipient, that office supplies are ordered
and that our offices are equipped with ergonomic furniture.
We also sort our rubbish in an environmentally friendly manner,” says Eva Odelfelt, Head of Facility Services.
Five out of nine co-workers at Facility Services are brought
in from temping agencies.
“Agency staff provide security for both the employee and
the company, as we always have access to trained staff.”
Soya Group has a strong focus on contributing to sustainable development – through both social responsibility and
16 OUR WAY 3/2016
climate-smart work. All environmental work
should be based on an overall perspective.
This is where Facility Services has an impor­
tant function.
“Everything we do is permeated by an
environmental mind-set, and we work with
continual improvement when we select office
Eva
supplies, sort waste and choose suppliers who
Odelfelt
have the same environmental focus. We always
have to be at the forefront and take responsibility for the effect
our business has on the environment.”
The co-workers work for and with
all of Soya Group’s operations in
Stockholm. Conference services, the
“WE ALWAYS
conference chef and the adminHAVE TO BE
istration of business and leisure
AT THE
apartments are also part of
FOREFRONT”
Facility Services. z
Meet the Team members at
SOYA GROUP FACILITY SERVICES
2
3
4
FACILITY
SERVICES
in BRIEF
• Includes ­office service­,
reception, switchboard
and conference service
• Nine staff in total, of
whom five are employed
by a temping agency
• Part of Soya Group
Support, which brings
together the Group's joint
administrative functions
• Located at the head
office in central Stockholm
LILLEMOR TAPPERT
TORBJÖRN EDSTRÖM
22, HAS WORKED IN RECEPTION
57, HAS WORKED AT OFFICE
FOR A YEAR.
SERVICE FOR 17 YEARS.
“I work at the reception and
switchboard. I’m also part of
the support team that helps out
with conferences and bookings.
Eva and I both look after the
holiday apartments abroad
and the cabins in Järvsö. Any
suggestions for improvements
come to us, and we make
sure that things that break get
fixed. It makes the job fun and
varied.”
“As a fire safety representative, I keep an extra eye on
evacuation routes and see that
lights have the right design to
prevent any fire hazards. I also
handle shipments to our vessels, make sure that everything
is packed and shipped correctly
and with the correct paperwork.
Sending items to China is the
trickiest, as there are so many
regulations to adhere to.“
THOMAS “TOSSE” VIBERG
MAGNUS ROSÉN
45, CHEF AND CONFERENCE
40, HAS WORKED AT OFFICE
HOST FOR 15 YEARS.
SERVICES FOR FOUR YEARS.
“I work as conference host
and chef for the management
and the owners. If there is
time, I also help out during
special events. The food I cook
is organic with vegetables
from our garden plot in Ekerö.
I also serve a lot of game from
our own hunting grounds.
Although I am often on my
own in the kitchen, the job is
fun, especially as no two days
are ever the same.”
“I am everybody’s right hand
and try to help out with things
that others can’t or don’t have
time to do themselves. I also
change lightbulbs, move and
repair furniture and transport
things between our different
offices. Several times a week, I
take the electric car to our various offices, usually carrying IT
equipment. I like it best when
there’s loads going on and I’m
really busy.”
1. The team at Facility Services,
from left Benny Johansson, Torbjörn Edström, Markus Svanold,
Magnus Rosén, Lillemor
Tappert and Eva Odelfelt.
Additional team members are
also Mia Weimer, Agnetha Ekestam Lindström and Elin Lord.
2. The reception at the central
Stockholm headquarters is
staffed on weekdays. The
co-workers, here Mia Weimer,
ensures that calls are put
through, visitors are taken care
of and keys are signed for.
3. Magnus Rosén often runs
errands, mail and IT equipment
to the offices at Menhammar or
on Kungs­holmen. He always uses
the electric car, which is parked in
the head office garage.
4. Thomas Viberg, conference
host, is responsible for the head
office conference kitchen. He
organises food for conferences
and meetings when necessary.
OUR WAY 3/2016 17
REAL ESTATE
T E XT S U S AN N A L I N DG REN ILLU ST R AT IO N BS K A R K IT E KT E R A ND NIVÅ L A ND S KA P S A R K IT E KT UR
CONSTRUCTION IS
EXPECTED TO RUN
FROM 2019 TO 2021.
The City of Stockholm's
ambition to develop
Norra Djurgårdsstaden,
in which Södra Värta­
hamnen is included, to a
sustainable district has
attracted international
attention and is supported by the Clinton
Climate Initiative.
FOREFRONT
~ at the ~
WATERFRONT
Södra Värtahamnen is the largest waterfront property for development
in Stockholm. And right where land meets sea, Wallfast plans two new
blocks of offices and apartments. In 2019, the first soil will be dug for
the company's most highprofile environmental project ever.
18 OUR WAY 3/2016
The City of Stockholm will call the residential building Kvarteret Hull
(below) and the office block Kvarteret Gibraltar (left).
I L LU STR ATI O N C . F MO L L ER + D I N EL L J O HA N S S O N ARKIT EKT ER
T
he fact that it’s precisely here, where there is
more land bordering water than in any other
part of the sustainable urban development
project Norra Djurgårdsstaden, is no coincidence. For 10 years, Wallfast, part of Wallenius Real Estate, has been in discussions
with the City of Stockholm about building on this site,
where the city ends and the archipelago begins.
“It’s a great location where we, by building, can
connect our different business areas with both rental
properties and new office space,” says Jens Jenslin,
who along with Yuan-Chen Qian constitutes the project team at Wallfast.
WALLFAST HAS BEEN given the right to build on the
largest piece of land in this part of Södra Värtan,
with two whole blocks, and is currently working on
detailed planning. The City of Stockholm aims to
create a showcase for sustainable urban construction,
and wants the district of Norra Djurgårdsstaden to
be completely free of fossil fuels by 2030, which puts
high demands on builders and architects. The offices
are built closest to the quay and will have a great view
of the many boats that pass outside.
“Wallfast’s pronounced sustainability focus rhymes
well with the City of Stockholm’s ambition for Södra
Värtan in Norra Djurgårdsstaden, where we have
tough demands on sustainability,” says Jens Edholm,
project manager at the Norra Djurgårdsstaden development offices.
He continues: “Wallfast demonstrates a clear
commitment to sustainable construction and is a
good partner. The city welcomes the combination of
offices and housing in their projects, as it can provide
synergies for smart energy and parking solutions, for
example.”
WALLFAST HAS commissioned two different architec-
tural firms for the job. BSK Arkitekter will design the
office building, and Dinell Johansson in cooperation
with CF Möller will plan the hotel and residential
properties.
“Our ambition to create a world-leading environment-friendly district, where, for example, at least
30 per cent of the consumed energy is produced on
site, ensures we don’t choose simple or old solutions.
We really have to go for the newest technology. Energy from exhaust air as well as wastewater that leaves
the building can be recycled and reused in that same
building,” Jens Jenslin explains.
comes with a price tag, and
Jens expects the cost to be about 15 per cent higher
than for a traditional construction project.
“Energy consumption, however, will be considerably lower than in a traditional building. Many
office tenants also demand that their companies are
located in certified premises. The fact our properties will have the environmental classification gold,
which is the highest class, can be a great competitive
advantage for us.”
The environmental aspects equally apply to the
external environment. In addition to demands for
green roofs – which absorb rainfall and insulate –
and green terraces, there is a requirement to create
an area that favours pedestrians and cyclists over
cars.
“It’s great to be part of such an important project.
Our whole society is facing transition – from shortterm thinking and fossil fuels
to recycling and renewable
energy. We are in the middle
of a technological leap, and
Wallfast can contribute to
public welfare through this
and other new construction
projects in Stockholm,” Jens
concludes. z
BUILDING FOR THE FUTURE
“WE HAVE
TOUGH
DEMANDS
ON SUSTAIN­
ABILITY”
THE
PROJECT
IN BRIEF
The project will see the
construction of 10,000
square metres of office
space and between
100 and 150 rental
apartments, depending
on the size of the units,
as well as an apartment
hotel with 250 to 300
rooms. The two blocks
will also contain local
services such as shops,
cafés, restaurants and
fitness centres, to create
a neighbourhood that
thrives around the
clock.
Consultations will
commence at the end of
the year. If everything
goes according to plan,
construction will start
in 2019. In addition
to the project in Södra
Värtahamnen, Wallfast
plans to build another
2,400 rental units over
the next 10 years.
OUR WAY 3/2016 19
THE OPERA PROJECT
T EX T CECI LI A KO LGA PHOTO M A R KU S G ÅR DER
“Tell your story”
For up to four days this autumn, 110 schoolchildren
around Stockholm were given a completely new
timetable. Maths, English and PE gave way to another
subject – themselves and their stories.
W
ithout a given or guiding framework, the children’s stories
evolved. This was initially done with dramaturge Martina Montelius, who helped the children to verbalise their
thoughts. After that, musicians from the Opera put music
and added movement to the children’s stories.
Some children were shy, while others took the chance to stand out.
The classes worked together to create a show based on the children’s
own words. When the four days had nearly come to an end, they sang,
danced and rapped in front of their school friends.
Everyone contributed, each in their own way.
Working like this, challenging themselves and being more daring
with each other had a significant effect on group dynamics. The students became closely united, secure and more curious about each other.
The children will now continue to use the skills they picked up
during their time with Young at the Opera (Unga på Operan). Even
some of the teachers will continue down this path, by integrating
classes more in order for the spirit of cooperation to spread.
20 OUR WAY 3/2016
QUOTES FROM THE CHILDREN
WHAT WAS IT LIKE TO
WORK WITH YOUNG AT
THE OPERA?
“The best part was to
come up with the play,
to work out what it
should be about.”
“I have fulfilled my
dream of rapping. The
Opera is my angel.”
WHAT WAS IT LIKE TO
WRITE A STORY?
“I thought for a while and
then I wrote. It was quite
easy.”
“It was difficult at first, but
then it became easier.”
“I like writing stories and
there aren’t that many
who know that.”
THANK YOU!
“To all of you I want to say: Thank you for
everything. I have learned a lot and had fun.”
“Thank you for choosing our class. We had
great fun together and I can’t wait for the next
time we get to act in a play.”
“Thank you for everything you have done for
us, and I want to say that you are the best.”
~ THE 2016 ~
Opera Project
HOW DOES IT FEEL
WHEN YOU ARE ABOUT
TO PERFORM IN FRONT
OF AN AUDIENCE?
“A bit scary, but I can still
do it.”
“I feel nervous, because
I don’t know what people are going to think.”
“Like I’m going to die!
I’ll make sure I’m off sick
tomorrow.”
WHAT HAS YOUNG AT
THE OPERA TAUGHT
YOU?
“I’ve learned to create a
show for other children.”
“I've learned to relax
when doing a show.”
“I’ve learned to speak up
in front of the class and
I’m very proud of that.”
For the second year in a row, Soya
Group is sponsoring the Royal
Opera's visiting school project. This
year's project involved more schools,
but the work was more concentrated, with three to four days at each
school. A total of five classes in year
five, from five different schools in
Stockholm, were included in this
year's project: Höglundaskolan
(Jordbro), Annerstaskolan (Flemingsberg), Rågsveds grundskola
(Rågsved), Grimstaskolan (Vällingby)
och Tallbackaskolan (Solna).
A total of 110 students were involved
in the project, as were two teachers
from each school.
Three educators from the Opera
worked with each class, along with
dramaturge Martina Montelius.
OUR WAY 3/2016 21
TROTTING
T EX T SUSANNA LI NDGREN PHOTO S A M U EL U N ÉU S
T
he fact that her neighbour back home, in the
Swedish province of Värmland, had an old
trotting horse was probably significant. As
were understanding parents, who let her join a
riding school.
“And my friend’s grandfather had two trotters. I
was there all the time,” says Lisa Skogh, 33.
She has never regretted her choice of profession
despite the quite tough working conditions at times.
Three years at Lilleruds Naturbruksgymnasium in
Karlstad (a school focusing on the care for and use
of natural resources), specialising in horses, was
followed by work experience with several trotting
trainers. This led to a job as a groom with one of
them. When one of the stable’s horses was sent to the
United States, Lisa followed.
“I worked as a groom in the US for two years. I
thought it was a good idea to see something other
than Värmland. I learned loads about the lovely
horses I took care of, and about training, but I
probably learned most about myself. I really grew
up when I was there.”
It’s not a
PROFESSION,
it’s a
LIFESTYLE
From Värmland to the United States to
Canada. Lisa Skogh’s educational journey
brought her to the stables in Yttersta,
where she grooms the trotting stars of
today and tomorrow.
22 OUR WAY 3/2016
TWO PRIZE WINNERS
• In 2013, Lisa Skogh was
named “Groom of the Year”
with the most victories by
horse race giant V75, and in
2014 she won the Nordin
scholarship.
• Among Maharajah’s
greatest victories are Svenskt
Travkriterium 2008, Svenskt
Travderby 2009, Grand Prix
l’UET 2009, Prix de Paris
2011, Olympiatravet 2013
and Prix d'Amérique 2014.
BEFORE RETURNING to Sweden, she also spent six
months in Canada. After two and a half years of
working seven days a week without any leave at all,
she had her mind set on a holiday. Instead, she was
contacted by Yttersta and asked if she wanted the
job as a groom for Maharajah and other trotters. The
holiday had to wait. Seven years have passed since
then, which is a long time in the groom business, but
she loves the racing stables at Yttersta.
“At the moment, I am responsible for seven horses.
Looking after them involves letting them out, feeding
them, clearing out dung and training them. I don’t
design the training programmes, but it’s my job to
make sure that the horses are well, happy and get the
training they need.”
This means early mornings and late evenings, a lot
of training and always being outdoors, regardless of
the weather. And it means a lot of love.
“Being a groom is not a profession. It’s a lifestyle.
You give your soul to the horses.”
NEEDLESS TO SAY, Maharajah’s victory at the pres-
tigious Prix d'Amérique in Paris in 2014 was the
highlight of her career.
“It’s the toughest race in the world, so impressive.
Of course, I feel a part of that victory. I was the one
who took care of him in France during the weeks
before all four races in which he competed. When
you only have one horse to groom for several weeks,
you become very tight. He was both my child and my
partner.”
WHAT ARE YOUR FUTURE PLANS?
“I suppose my next career move should be to become a trainer, but I don’t really have that ambition.
I like my job as a groom. You learn new things every
day.”
SOYA GROUP BUSINESSES
WALLENIUS
SHIPPING
WALLENIUS
REAL ESTATE
WALLENIUS
CLEANTECH
W
­ allenius Lines &
Wallenius Marine
­Wallfast, Hässelby Hem
& Cisterna
W
­ allenius Water
The shipping division operates in
­cooperation with ­international partners
and forms one of the world’s leading
­shipping and logistics groups within
the RoRo segment. The global ocean
transport and integrated logistics solutions
are ­provided by our subsidiaries and
­associated companies that all operate
under their own, well-known brands.
Together we ­manage a fleet of 170 vessels.
Around 40 of these are owned or chartered
by Wallenius Lines. Wallenius Marine is
responsible for ship management, ship
design and environmental development
on board the Wallenius-owned vessels,
with a clear vision to develop completely
emission-free vessels.
The real estate operation was founded back
in the 1930s. With around 4,000 rental
apartments in its portfolio, Wallenius Real
Estate is one of Stockholm’s largest private
property owners. Wallfast maintains
around 1,500 ­apartments in central
Stockholm and their subsidiary, Hässelby
Hem, ­manages almost 2,500 apartments
in Hässelby, west of Stockholm. Cisterna,
also a subsidiary of Wallfast, designs and
builds high-quality, environmentally
sustainable properties in the ­Stockholm
area. The real estate division operates a
proactive ­environmental policy in order
to ­continuously minimise its ­impact
on the environment and since 2002 is
­environmentally certified to ISO 14001.
Wallenius Water has developed a method
of cleaning water without the use of
chemicals. From the start it was developed
for the shipping industry, in response to
its need for clean ballast water. The result
was PureBallast, a ballast water cleaner
that was launched in 2006 and that is
today sold around the globe by Wallenius
Water’s partner Alfa Laval. Since then, the
technology has been developed further
so that it can be used to clean water in
different industrial processes on dry land.
The system and its different applications
are mainly used to clean and ­reuse water
in the fish farming sector in China and to
clean cutting fluids within the European
­manufacturing industry.
OTHER COMPANIES
Soya Group ­Support
The hub in the Soya wheel, Soya Group
Support offers joint ­administrative functions
for the entire group. It is made up of Group
­Communications, Group Financial & Business
Control, Group Human Resources, Group IS/IT
& Facility Services, Group Security and Group
Treasury.
European Flight Service
& European M
­ aintenance
Service
Two companies that together form Scandinavia’s leading business aviation ­suppliers
of charter services, aircraft ­management and
aircraft maintenance.
Wallstreet
Soya Group’s internal asset ­management
company.
Menhammar Stud Farm
For nearly 70 years Menhammar Stud
has been breeding, training and racing
some of the world’s best trotting horses.
SOYA GROUP YEAR BY YEAR
Olof Wallenius
Oil storage
founded wholesale
(Cisterna)
business
founded
Rederi AB Soya
1922
1937
established
1934
Soya Group established
with Wallenius Lines,
Wallfast, Wallstar,
Menhammar & Cisterna
2001
Wallenius
Marine
founded
2002
Wallenius
Water
established
EFS included
2004
Hässelby
Hem
founded Soya Group
celebrates
2004
2008
80 years
EMS included
2008
2014
OUR
OURWAY
WAY3/2014
3/2016 23
I L LU ST R AT I O N : P I A AD O L F S S O N JAN S S O N
Season’s Greetings!
~ SEE YOU AGAIN NEXT YEAR! ~