VALUABLE SUPPORT FOR REFUGEES
CLEAR PROCEDURES PROMOTE OPENNESS
IMPORTANT EXPANSION INSTILS OPTIMISM
Inventive solutions safeguard the future
Unease, war and delays sum up the year, along with expansion, investments and positive results.
“Be-Ge has coped very well with the challenges during the year,” confirms CEO Håkan Hjalmarsson.
Eventful is how Håkan Hjalmarsson summarises the financial year just ended (1 May 2021–30 April 2022) for the Be-Ge Group. However, this is not reflected in either sales or profit, which preliminary estimates put at SEK 1.2 billion and SEK 79 million respectively, on a par with the previous year.
"What the figures don't show is the component shortage, the long delivery times and the price increases for raw materials. We have been adversely affected by all of these and this will continue to be the case for a while still. But in the middle of all this, underlying demand has been good, which has meant that we have coped well," says Håkan Hjalmarsson, who sees another important explanation for the excellent result:
"Our employees have been fantastic and have really worked hard and been
loyal and flexible during the year. This has contributed to maintaining delivery capacity at a high level despite all the challenges."
During the year, we carried out or started a number of investments that constitute good examples of long-term development of the Group. In Vetlanda, for example, the truck business is being reorganised and expanded. Be-Ge Plåtindustri AB has built a new warehouse and invested in a new fibre laser machine. The workshop premises in Hultsfred are also being expanded. In addition, a decision has been taken to invest in photovoltaic plants at Be-Ge Lastbilar AB and Be-Ge Stece AB, as part of the Group’s sustainability work. "These are investments that exude confidence in the future. And despite the uncertainty in the external environment,
the outlook for the Group’s various operations remains bright. We are entering the new financial year, which has been shortened to eight months to align it to the calendar year, with high order backlogs and confidence in continued success for the Be-Ge Group. n
"Our employees have been fantastic and have really worked hard and been loyal and flexible during the year. "
Through their partly shared history, there is a high degree of solidarity between the countries of Lithuania and Ukraine. This is particularly evident at Be-Ge Baltic UAB, where several members of staff have welcomed Ukrainian refugees into their homes and where eight Ukrainians have been offered jobs in the business.
We really feel that we are close to each other. Lithuania has also been occupied and now the Ukrainian people are experiencing the same thing again. Since Lithuania is a member of NATO, the people here are not so afraid, but we are still very concerned about developments. That’s why we try to support both the people who come here and the people who remain in Ukraine in all kinds of ways," emphasises Vaida Vaičaitienė, CEO of Be-Ge Baltic UAB.
More than 55,000 refugees have crossed the border with Lithuania since the war broke out. These are large figures for a small country with just under three million inhabitants, who are not used to receiving so many people. One concrete way for Lithuanians to help has been to open up their homes, as many of the staff at Be-Ge Baltic UAB have done.
"Lithuania has established an organisation called Strong Together, where pri-
vate individuals can register to help out in addition to donating money. One such initiative could be to welcome refugees into their homes. Many people have also travelled to Ukraine and helped people in their homes or offered transportation in their cars from the border, where a huge number of people have gathered, for example families with small children," says Vaida Vaičaitienė.
Be-Ge Baltic UAB is also contributing to making a real difference by having eight Ukrainian refugees employed in production. They have all received a free health check and flexible working hours are offered to any women who need to take care of their children. In addition, the company has translated some of its documentation into Ukrainian.
"We in company management have also participated in demonstrations against the war. Instead of the ordinary ma-
nagement meeting, we gathered outside the Russian consulate and demonstrated. And in the long run, the demonstrations have led to the consulate now standing empty," confirms Vaida Vaičaitienė.
A monetary donation has also been made by Be-Ge Baltic UAB to the Red Cross to help Ukraine. Many employees have also made private donations, including to the Blue/Yellow organisation recommended by Vaida Vaičaitienė . This organisation was founded by a Swede, Jonas Öhman, and it is in direct contact with the Ukrainian Army, hospitals and the government in Ukraine. This means they know exactly where there is the greatest need. Be-Ge Företagen AB has also donated money towards Unicef’s work in Ukraine. n
What
Reza Shahrbani has been asking himself this question throug hout his career.
The journey to find the answer began in northern Iran in the 1970s, when a ten-year-old boy in a hurry in life took an interest in electronics.
Reza Shahrbani grew up on the southern shore of the Caspian Sea, where at an early age he set out on the path that would lead him to his role as IT Manager of the Be-Ge Group. After learning the basics of electrical engineering at a young age, he was eventually able to make a living by repairing advanced systems such as radars and switchboard telephones.
"At the age of 14, I started to create my own electronic designs by means of soldering, which led to me receiving small repair assignments and earning money from my hobby. Later, I got a job as an engineer to repair switchboard telephones alongside my studies. Also, in the port there were industrial fishing vessels with radar and sonar equipment that no one
else was able to repair because all the documentation was in Russian, but somehow I figured out how it was intended to work," says Reza Shahrbani.
With the money from the extra jobs in his pocket, Reza made the most important investment of his life when he acquired a Commodore 64. It was a newly released product that had come to revolutionise the computer market.
"I remember it cost 500 US dollars, which was a lot of money for an 18-yearold in Iran. It was two months’ salary for my sisters, who looked at me with astonishment," says Reza with a smile, and continues:
"On that computer, I learned how to programme my first programme. And it was also the first time I asked myself: what is this good for? It is important to me that there is a benefit – a result. My interest is not about IT in itself, but about what IT can do.
In parallel with training, working and military service, Reza was also political-
ly active. In 1979, Iran was shaken by a revolution in which Reza actively participated in the demonstrations. Initially, the revolution contributed to greater openness, but during the 1980s society became increasingly closed and was characterised by censorship, restrictions and persecution of people with different views. Millions of people were forced to leave the country due to the oppression from the new rulers.
"I stopped being politically active in
"At the age of 14, I started to create my own electronic designs by means of soldering, which led to me receiving small repair assignments and earning money from my hobby. "The Commodore 64 revolutionised the computer market and was an important tool in Reza Shahrbani’s early career.
Reza has been IT Manager of the Be-Ge Group for 22 years. “I’ve achieved a lot, but I’m not finished yet” he confirms.
1983, but my previous involvement would continue to haunt me long after that. In 1988, I felt forced to leave Iran because I didn't see a safe future for myself if I stayed," Reza explains.
Liked ABBA
When he arrived in Sweden and Oskarshamn, chosen at random, Reza didn't know much about either the city or the country.
"I was aware of Olof Palme,
Reza Shahrbani
Age: 57
Home: Oskarshamn
Family: Partner Elena
Works as: IT Manager of the Be-Ge Group
Hobbies: Spinning, travelling, music, building something with his hands
"Be-Ge was quick to understand IT and to realise that a separate department was needed for this."
who I was close to politically, and ABBA, who were my favourites at the time. But that was all," Reza says and continues:
"I immediately started studying Swedish and finished my education in computer science. In 1991, I got a job as a PC technician, even though there was a recession. I then became a sales engineer, with Be-Ge among my clients, and later I was operations manager at a data centre in Påskallavik. I was in the renowned dotcom industry, where I felt that we mostly only created work for ourselves without thinking about what the overall purpose of it was.
Therefore, Reza did not hesitate when he received the offer to become IT Manager of the Be-Ge Group. The task was to build durable systems that could grow with the company, while reliability was a top priority.
"Be-Ge was quick to understand IT and to realise that a separate department was needed for this. I was given the chance to redefine what IT can be with no prejudice to stand in my way. When I
started at Be-Ge in 2000, I was not entirely sure whether my IT philosophy was the right one, but now, with the benefit of hindsight, I know that it was," Reza confirms.
The IT department in Oskarshamn provides service and support to Group companies in six different countries, and the work is characterised by a major focus on security. Reza and his team have had to work hard to get users to understand the security aspects.
"It can sometimes be seen as slowing down development. But it’s about growing in a sustainable way without compromising on security. The more dependent we are on our digital systems, the more vulnerable we are to cyberattacks," Reza explains.
Just like the rest of the Group, the IT department measures its productivity. For example, the department keeps statistics on the number of disruptions and stoppages, which have been very few over the years, as well as the time it takes for the team to solve problems.
"The IT industry can learn a lot from the engineering industry. Because in the same way as there are goals for the production of seats or for car sales, there must also be goals for the IT strategy. Personally, I’ve also learned the importance of working as a team and I’m happy with what we’ve achieved together, but above all, how we’ve achieved it," Reza emphasises. n
"Personally, I’ve also learned the importance of working as a team and I’m happy with what we’ve achieved together, but above all, how we’ve achieved it."
Attempted attacks occur daily. But thanks to systematic work in the Be-Ge Group’s IT department, security threats can be prevented.
“Money is the driving force behind the attacks,” explains IT manager Reza Shahrbani.
With the digitalisation of society, businesses have become increasingly vulnerable to cyberattacks. This is used to a large extent by criminal organisations and there is a black market where hackers, among others, sell their services.
"In the past, robberies were carried out with the help of an AK4 rifle, now they’re carried out with a PC instead. But these attackers aren't as smart as you might think. Their method is to lay
out as many hooks as possible and see what they can catch. This is usually done by email. And when companies suffer an intrusion, it’s not because they have been outwitted, it’s about carelessness," emphasises Reza Shahrbani.
Due to the nature of the attacks, security work is just as much about training of personnel, customers and suppliers as about having advanced protection systems.
Internal meetings, training programmes, video guides and quick guides make employees and business partners aware of the risks that exist.
"In connection with the war in Ukraine, many people predicted increased activity from Russia, for example. But we haven't seen any notable change in attack profile. On the other hand, we have noticed a steady and constant increase in the number of attacks since 2018. Further-
more, attacks are becoming increasingly sophisticated, which means that there are reasons for concern about the future. The more dependent we become on our digital systems, the greater the risk that an attack will have major consequences," confirms Reza Shahrbani.
Since business downtime costs a lot of money, any company that wants to be successful must take IT security issues very seriously. Under Reza Shahrbani’s leadership, the Be-Ge Group has made sure that it is at the forefront in this field.
"Several of the measures we have taken during my time at the Group have become standard in the industry a couple of years later. This shows that we are far ahead in the way we work. At the same time, it’s important to take a critical approach and not jump on every new trend, because it could just as easily mean two steps forward and three steps back." n
A company on an upward trajectory that has outgrown its current premises.
Investments in a unique machine and a completely new warehouse building create confidence in the future at Be-Ge Plåtindustri AB.
The best type of investment generates benefits at several levels. A completely new warehouse of 1,380 square metres will simplify stock management at Be-Ge Plåtindustri AB, while at the same time freeing up valuable production space.
"The new building gives us a functional warehouse area, some of which can also be used for production in the future. But above all, it gives us the opportunity to move pallets and shelves that have taken up space in our production premises, where we have been overcrowded for a long time," says company CEO, Birger Andersson.
Large investment
The move will also make room for Be-Ge Plåtindustri AB’s largest investment ever: a fully automated fibre laser with integrated raw material storage. The machine will be installed in September and will be the first of its kind in the Nordic region. For the company, this means doubling capacity when it comes to laser cutting.
"This is an initiative that we strongly believe in and that further strengthens
our position in the market. With better automation and higher operational reliability, the machine will make a big difference in production," says Birger Andersson, who notes that continuous development of the business is necessary to keep up with developments.
"We must constantly innovate and think about how we can improve. Otherwise, we risk being left behind. Therefore, we need to make wise choices and be forward-thinking with our investments."
Positive year
Be-Ge Plåtindustri AB is doing well and the company has emerged from the pan
year, sales increased by as much as 42%.
“It shouldn't really be possible, but thanks to our skilled and flexible staff, we’ve made the business run really well,” says Birger Andersson, who explains that a large proportion of orders come from various Volvo companies and from sister companies within the Be-Ge Group.
Varying jobs
63 people currently work at the Oskarshamn plant and the workforce includes many long-term members of staff. One of the people who has worked longest in the company is Marie Lundgren, who works in administration and marketing. She was employed no less than 41 years ago.
"A lot has happened since then and Be-Ge is the fourth owner I’ve worked for. I usually say that I change owners instead of changing companies," she says with a smile.
When Marie Lundgren started at Be-Ge Plåtindustri AB immediately after
"We must constantly innovate and think about how we can improve. Otherwise, we risk being left behind."The new fibre laser will be installed at Be-Ge Plåtindustri AB in September and will be the first of its kind in the Nordic region.
upper secondary school in 1981, the company did not have a single computer. But despite the fact that the work today is digitalised and looks completely different, she is just as happy now as she was then.
"Because I do a lot of different things, it never feels monotonous. I like to have a lot of customer contact, both by phone and email, but also as a representative of the company at trade fairs. It’s a small, familiar company and I feel just as involved in our projects as everyone else." n
"It’s a small, familiar company and I feel just as involved in our projects as everyone else."
three years ago. I knew the company well and had some acquaintances who worked here.
Robot operator Morgan Fransson at Be-Ge Plåtindustri AB learns from his colleagues and teaches his robots –which is of great benefit to production.
How did you end up at Be-Ge Plåtindustri?
"My first job was also an operator for a welding robot, but at a heavy gauge plate industry where I also learned to do programming. I worked there for 22 years before becoming a machine adjuster at the envelope manufacturer Intermail, formerly OP Kuvert. My machine could produce 1,000 envelopes per minute and it was a really great job, but I was let go when they closed down the business in Oskarshamn. Then I briefly worked at Press Kogyo before starting at Be-Ge
What are the differences between Be-Ge Plåtindustri and your previous workplaces?
"There’s a big difference, especially when it comes to the company’s investments in the business and the positive results. I’ve never before worked for an employer who makes a profit year after year. And this in turn contributes to happy faces and a good atmosphere in the workforce, which does a lot for morale at work. It’s clear that there’s a belief in the future here and I’m delighted to be here.
What are your tasks?
"We robot operators work two days at each station before we rotate, which creates variety and makes production less vulnerable. At this welding robot, the job involves loading a fixture with pieces of sheet metal for the robot to weld
and then I unload it when it is finished. Before that, I have studied the drawings and learned the jobs. Together with my colleagues, I have also programmed the robot. It’s a question of substantial preparatory work, which is very rewarding when everything runs smoothly. When I’m at the robot, I’m constantly thinking about possible improvements, and I also learn a lot from my colleagues who are skilled welders. In total, we have six robotic cells and the hours we spend on programming and optimisation are quickly recouped in the form of more efficient production." n
Age: 53
Home: Oskarshamn
Job: Robot operator at Be-Ge Plåtindustri AB
Hobbies: Padel, exercise, music
A clever programmer who takes the view that everything is possible.Robot operator Morgan Fransson is happy to contribute well-informed ideas and is constantly thinking about new improvements. Here he can be seen at Robot 6 at Be-Ge Plåtindustri AB, a welding robot that produces sheet metal components for sister companies within the Be-Ge Group.
Eleanor Karlsson is the person who receives the reports made via the Be-Ge Group’s whistleblowing channels. The investigation is subject to a duty of confidentiality and there is a possibility of remaining anonymous.
Safe workplaces, equal treatment and a transparent corporate climate. There are many objectives behind the whistleblowing procedure that Group Management has drawn up.
“It is important that all employees are aware of this opportunity,” says Eleanor Karlsson, Head of Group Administration.
The opportunity to report irregularities has existed previously, but is now more clearly formulated in the whistleblowing procedure that is available in its entirety via the website be-ge.se. Eleanor Karlsson notes that the Group has so far been spared serious incidents.
"But the managers concerned aren't always aware that something isn't right. It is therefore important that it is clear to everyone in the Group how to report
serious deviations. And that’s exactly what we want to achieve with this new procedure," explains Eleanor Karlsson. Work on the whistleblowing procedure has been carried out for several reasons. This is partly as a result of an EU directive requiring a whistleblower scheme to be in place by December 2023 at the latest, and partly because the requirements for guidelines have increased from both customers and suppliers. And the possibility to raise the alarm is also available to external parties.
"However, it’s important to remember that the whistleblowing procedure is not intended for smaller issues. Instead, these must be reported to the line manager. Instead the scheme should be used for something that has caused or may cause serious damage to the business," emphasises Eleanor Karlsson.
The e-mail address and telephone number in the whistleblower procedure connect
Whistleblowers may report an issue by:
a) sending an email to whistleblower@ be-ge.se. Describe the case in as much detail as possible, and name people who have more information or may be relevant for further investigation.
b) providing a verbal statement by telephone or, on request, at a physical meeting. Call +46 (0)49145 46 17
c) sending a letter by ordinary post to Eleanor Karlsson, Be-Ge Företagen AB, P.O. Box 912, SE-572 29 Oskarshamn. Such a report, if anonymous, should be as detailed as possible, as follow-up questions or clarifications are not possible.
The whistleblower’s anonymity is guaranteed in all cases in the continued investigation, unless otherwise agreed. The investigation is subject to a duty of confidentiality. To the extent possible, from a confidentiality point of view, the notifier must be informed within seven days that the case has been registered.
only to Eleanor Karlsson, and the investigation will be conducted under a duty of confidentiality. It is also possible to submit a report by letter to achieve full anonymity.
"The opportunity to remain anonymous is extremely important in this context. And a whistleblower who has reported irregularities in good faith also has statutory protection against reprisals. In addition, the notifier is entitled to objective legal advice if the matter should lead to a legal case where witness testimony becomes relevant," explains Eleanor Karlsson.
Irregularities include incidents that violate the Group’s Code of Conduct. Irregularities may be aimed at the business or at individuals.
An investigation of the cases that are received must be initiated promptly, and if urgent action is required, it will be carried out before an investigation is carried out. Within three months, the whistleblower must be informed, where possible, of measures taken in connection with the reporting. n
From 1 May, Be-Ge Seating A/S will have a new ERP system, Monitor, in place. Thanks to a great effort from the employees in Denmark in documenting and implementing all processes into Monitor, the transition was completed on schedule.
The Board of Directors has decided to invest in the expansion of the Hultsfred truck facility. The expansion will enable the plant to build one or two new workshop bays. An extension of the truck facility in Vetlanda is already under way.
As of March 2022, the Board of Directors of Be-Ge Företagen AB has been expanded to include a new member, Ulrica Larsson. She currently works as a factory manager at Kiviks Musteri and has many years of experience from the manufacturing industry. Ulrica lives on a horse farm outside Hörby, in the middle of Skåne.
On 1 March 2022, Henric Arvidsson took on the role of General Manager/Site Manager and Sales Manager at Be-Ge Frapett AB. Henric joins us from SunRoof Sverige AB, where he worked as regional manager and built up his own sales organisation. We welcome Henric to the Be-Ge family!
Be-Ge has shown its support for Ukraine following the invasion by Russia by making a donation to UNICEF and UNHCR. Through an initiative by the Akelius Foundation, the amount has been doubled.
The Be-Ge Group's financial year has for many years run from 1 May to 30 April. The Group has now decided to change the financial year to coincide with the calendar year, i.e. 1 January to 31 December. The financial year will be adjusted in 2022, which means that the current financial year will be shortened and will cover the eight months from 1 May 2022 to 31 December 2022.
PRODUCTION KrePart AB, wwwkrepart.se PROJECT MANAGER Mikael Petersson PHOTO Curt-Robert Lindqvist, Dovilė Čižaitė - Jonikė