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Our journey towards sustainability continues

Hans-Olov Blom, Group CEO of Ramudden
Despite the pandemic, 2021 was our best year ever. So not only have we maintained momentum, we have also grown geographically and increased our profitability. In parallel, we have continued to structure and drive our sustainability work. “Proud” barely scratches the surface!
 
I see this year’s results as proof that Ramudden’s business concept holds up even when times are tough. We exist to make sure that everyone at a site feels safe and can focus on their work, and that everyone passing through the site with cars, bikes and prams can do so smoothly and safely. This has been Ramudden’s starting point since the beginning.
 
During the year, we have worked hard to transform our culture and ways of working into more structured roles, procedures and processes across the company. This has become necessary as we grow, not least following our large merger in 2020. In line with this, we have implemented a major branding project in which we have tried to capture what we call the Ramudden spirit, and worked on an “employee value proposition” to give our employees a clear set of values.
 

Sustainability high on the agenda

Besides harmonising processes and introducing support systems, this year’s work is all about sustainability issues moving right up the agenda. The creation of the ESG Centre of Excellence, with representatives from all countries represented in the WZS Group, has given us a whole new level of ambition to drive our work forward. This includes, for example, development of group-wide governance, creation of sustainability key performance indicators and reporting in this area.
 

Digitalisation of work sites

An important part of our offering involves digitalisation of work sites. Our industry is generally still analogue, but we are now driving an urgent change by means of sensors and connected technologies.
 
In 2021, for example, we have launched smart batteries that help to make work sites safer and reduce transport. We also have connected message signs to facilitate efficient traffic flows, and have started real-time digital reporting from work sites. We are the market leader in this area, and we are seeing a lot of interest from customers.
 
During the year, we also launched the SVEA traffic barrier, part of an intelligent and safe product system for complex urban environments. Our offering must always be in line with – or ideally ahead of – the evolution of society. We are now looking at solutions for cyclists and pedestrians in order to deal with new behaviours in society.
 

An important social stakeholder

For me, safety is something that concerns everyone. Besides being involved in driving forward key industry issues, the year has provided further evidence that Ramudden is now seen as a key stakeholder in an ever-increasing context.
 
For example, we worked as a partner to the Swedish Police Authority and managed safety solutions in connection with the Holocaust Conference in Malmö. We also delivered a critical project in Finland, ensuring safety around a refinery – at the time, the largest construction site in the country.
 
The increasing trust being placed in Ramudden is due to the fact that we have matured as an organisation. When we provide safety, customers can rest assured that they are getting a partner who thinks one step ahead and goes the extra mile. The secret? The efforts of our staff, who have been particularly heroic in another pandemic year. To highlight their important work, we have introduced the WZS Award, which is presented to depots that excel in work site safety.
 

Increased governance empowers us

Governance is creating faster progress on our journey of growth. We made several important acquisitions during the year, including Trafino Oy and Westers Group TA AB, which together add new elements to our customer offering. We have also established a presence in Canada, which is a very exciting step.
 
Our journey ahead is all about leveraging the power of the Group’s strengths – but without losing our genuine consideration and focus on safety right down to the last detail.
 
Hans-Olov Blom, Group CEO of Ramudden - 2021
 
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CEO’s comments 2020

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Ramudden has consistently tried to maintain its focus on ordinary operations during the pandemic. We have followed all the rules, advice and recommendations from the public authorities without taking any shortcuts. At the same time, we have tried to continue as normal as far as possible. Our hard work meant that we also finished the year with higher profit and sales than in the previous year.
 
Our business model is inherently based on sustainability as we use resources efficiently throughout their useful lives, and also in the respect that we contribute to safer work sites. Our company aim is to make sure that everyone comes home safe and well every day. Consequently, we do our best to put safety issues on the agenda in all arenas. This naturally also means that our own employees’ knowledge of safety is a top priority. During the year, we invested heavily in internal training, which helps enhance safety out at the work sites.
 

Rapid digital transition

To their great advantage, our educators have switched to digital teaching methods both internally and with customers. It is clear that new technical aids and web-based training will remain a natural part of how we provide training after the pandemic. There are, of course, occasions on which traditional teaching works better, but I am convinced that this is here to stay, and it will also contribute to less travel and thus a lower carbon footprint.
 
Digitisation is also an important tool for improving safety. Our Group includes the British company HRS, which develops smart digital solutions and equipment that can increase safety, for example by warning road users about traffic conditions in real time. Our product development also uses other new technologies. In 2020, for example, we developed a remote-controlled barrier that replaces traffic controllers on the road, where it would be risky for people to work. We also use solutions in which connected sensors in the equipment report on whether everything is correctly installed in the work site.

Another example of smart new technology is our 3D-visualised traffic management plans. They help us optimise our solutions with our customers in the planning phase so that they both create a safe environment and maintain traffic flows as far as possible. We are seeing a general increase in interest in safety among our customers and greater desire to involve us at an early stage. This is always better in terms of costs, safety and traffic flow.
 

Focus on reduced emissions

In respect of the environment, Ramudden works to reduce its climate impact. Our owner Triton is involved in a quality-assured initiative for climate compensation for our carbon dioxide emissions. As the industry leader, we also take action directly in our own operations, for example by increasing our use of fossil-free fuel. To this end, we ordered six electric trucks during the year. They will be used to deliver equipment in metropolitan regions in Sweden. Electrical vehicles are now also part of our fleet in Norway.
 
Following a corporate merger in December 2020, Ramudden and its fellow subsidiaries now cover ten European countries. This entails new opportunities to see and learn from how things are done in other parts of Europe. We can study best practice from large parts of the continent, which will allow us to develop further in terms of both sustainability and operations in general. As we continue to advance, we will focus on exploiting all the advantages of the new Group to the maximum.
 
2020 was a difficult year for many, but we showed that Ramudden’s business model is correct and that we are able to maintain our focus on greater work site safety even in times of trouble.
 
Hans-Olov Blom, Group CEO of Ramudden - 2020