coastline 2006–2007

Business as a lifestyle

Business review: Close-up of the region’s export companies

COASTLINEL I F E A N D B U S I N E S S O N T H E F I N N I S H W E S T C O A S T 2 0 0 8

SECTION TWO – BUSINESS

Flourishing business calls for a functional infrastructure. Read

about the universities, polytechnics and organisations that provide Ostrobothnian companies with an educated workforce and other support.

Ostrobothnian busi-ness and trade is firmly anchored in

many sectors. Coastline presents all of the important export companies in the region. Metal, energy, forest and boats are just some of the sec-tors represented.

26

82

CON

TEN

TSSECTION ONE – FEATURES

Simple, clean and good – that is what Ostroboth-nian food is all about. The

long summer days in the northern latitudes give early produce a unique flavour. We head out to the archipelago to fix fish and new potatoes.

16

Entrepreneurship is a lifestyle in Ostrobothnia. Meet five people who

have adopted the philosophy heart and soul. One of them is Pia Simons, who combines a professional career as deputy CEO with her role as a mother of two.

10

Winter converts the sea into a white wilderness. Follow us

on a journey through the blue and white expanses and enjoy the land-scape. When the snowmobiles are turned off only a luxurious silence remains.

22

2 coastline • 2006

Coastline is regularly published by Guldkusten Ab in cooperation with the Ostrobothnia Chamber of Commerce. Office Runebergsgatan 11, FIN-68600 Jakobstad. Tel. +358 6 781 6400, Fax +358 6 781 6490, [email protected]. Publisher Peter Boström Editor-in-chief Bengt Jansson Executive editor Anna Jeanne Söderlund Editorial board Peter Boström, chairman, Bengt Jansson, Juha Häkkinen, Peter Appel, Jaana Nikkari, Anna Jeanne Söderlund, Petra Nylund. Project management Botnia Information, Storgatan 15, FIN-68600 Jakobstad. Tel. +358 6 781 0700. Fax +358 6 781 0705. www.botniainformation.fi Project manager: Peter Appel. Editors: Jaana Nikkari, Anna Jeanne Söderlund, Anders Vestergård, Petra Nylund. Art director: Glenn Nylund Layout: Annika Hellén, Janne Nylund. Translation: Nancy Seidel, Tina Seidel. Printing: Fram, Vaasa. All rights reserved. Reproduction, in whole or in part, without prior permission of Guldkusten Ab and the copyright holders, is strictly prohibited. ISSN 1235-6646.

The tenth edition of Coastline marks a good time to look back on the devel-opments that have taken place since

1988 when the first edition was published.Previously dominated by a handful of big

enterprises, Ostrobothnia is today home to many strong medium-sized companies. The region’s big enterprises have also pros-pered over the years. Add to this the nu-merous small companies that have always characterised life in Ostrobothnia and the simple conclusion is that we are doing well. Very well in fact.

Ostrobothnian trade and business is firmly positioned on many fronts, featur-ing strong clusters in several sectors: forest, energy, boat, metal and plastic, just to name a few. What the region does not offer is mass production of electronics, which, with Nokia at the helm, has driven Finland in the last decade. This makes it surprising, but all the more delightful, that the region has still been able to push ahead at the same healthy rate as the rest of the country. Ostrobothnia has long had the second lowest unemployment rate in Finland, which can be clearly attributed to successful companies.

Thanks to the particularly high export rates characteristic of Ostrobothnian trade and business, the deep recession of the early 1990s did not hit the region as hard

as other parts of Finland. The diversity of businesses also makes the region’s economy less vulnerable. At the moment all of Ostrobothnia’s main sectors are booming. This is reflected in construction, investments and growth, and surveys show that companies have a bright outlook on the future.

Without meaning to sound immodest, we can only repeat that the region, with the highest density of enterprises in Fin-land, is doing very well indeed. This edition of Coastline therefore puts the limelight on the keystone of our success – the Ostro-bothnian entrepreneur. Enjoy your read!

Bengt JanssonEditor-in-chief

Entrepreneurs through thick and thinWelcome to Ostrobothnia, the region with the highest density of enterprises in Finland. An exceptionally big portion of the companies work with export and therein lies the link: export and entre-preneurial activities go together.

History provides many explanations for the current situation. The region has direct access to the sea, the motorway of earlier generations. Untapped business and opportunities were to be found beyond the horizon. The independence of farmers is another explanation: peo-ple in the region have never been the subjects of a landed aristocracy, but have instead taken their destiny in their own hands. Who knows, maybe with a little help from the higher powers as well.

Farming in Ostrobothnia was by neces-sity a small-scale, single-family activity. Those without land had to look for other options, often on the other side of the sea. While many were drawn to America at the turn of the 19th century, Sweden became the dreamland fifty years later in time.

But many returned, bringing with them new experiences, language skills and an openness to new ideas: charac-teristics required for successful business.

Today, the psychological heritage seems stronger than ever. Ostroboth-nians have no trouble navigating in today’s global environment, simply because they have been doing so for centuries.

Peter BoströmPublisher

Steady on many fronts

EDITORIAL

Mat

s Sa

nd

strö

m

Mats Sandström

Mats Sandström

coastline • 2006 3

Three thirty a.m. Early birds have already started their game in Jakobstad.

Golf around the clock

HIGHLIGHTS

Mikko Lehtimäki

New art museum One of Finland’s most significant collections of contemporary art has finally been given a roof over its head. The Kuntsi museum for classical contemporary art is opened in Vaasa in 2006. Its collection, donated by the estate of the industrialist Simo Kuntsi (1913–1984), includes works by all the well-known Finnish contemporary artists, from Kain Tapper to Kimmo Kaivanto. The 900 works are mainly from the 1950s to the 1970s, some of them signed by international artists. More information: www.kuntsi.fi

Leena Luostarinen: Two Jaguars 1981

Mats Sandström

“Many players arrive

around 5 a.m. before their

children get up and daily

routines get going.”

In many countries golfers have to take time off from work to make it to the course before sunset. Not the Ostrobothnians. In fact, they can play all night in summertime.

“Foreign visitors call our conditions truly fantastic,” says Brita Gill-berg from Vaasa Golf.

Golf aficionados owe this pleasure to the northern latitudes: in June and early July the sun barely sets in Ostrobothnia, and it stays light all night long.

“Many players arrive around 5 a.m. before their children get up and daily routines get going,” says Svante Bergvall from Jakobstad Golf.

Early morning is a great time for golf in other ways as well: the sunrise is beautiful and the weather mostly windless. Since the course is not surrounded by fences or gates, players can turn up at any time. Many like to play late at night as well – even after midnight. Both Vaasa, Kokkola and Jakobstad have full-length 18-hole courses. The course in Vaasa will be expanded with nine more holes in 2006.


Functionality and femininityHow to still look fresh and smart after a bike ride to work? Designer Heidi Wikar from Jakobstad has just the answer. Her collection of practi-cal, yet elegant, clothes for cycling business women was considered so good it brought Wikar the 2004 title of Young Designer of the Year.

“More than anything, I want my clothes to be comfortable,” says Wikar, herself an active sportswoman.

Wikar has been sewing her own

clothes since childhood because her height (183.8 cm, or about 6 feet) made it difficult to find suitable clothes in shops. She is now a student at the University of Art and Design in Helsinki.

“Seeing that we are inundated with material things nowadays, it is important that the clothes I design are durable and have a clear func-tion. The cycling attire was a state-ment of a kind: I want to encourage people to bike instead of drive to work.”

To counterbalance the practical, Wikar also designs clothes that are pure artwork, such as dresses made of leaves and tissue paper.

Heidi Wikar from Jakobstad, pictured here in one of her own designs, was nominated Young Designer of the Year in 2004.

Inspired by willowThe artwork of Jaakko Pernu, an Ostrobothnian sculptor, can now be marvelled at in Milan and Rome. “Forest” and “Hedge”, environment art created by the internationally renowned Pernu, embellish the entrances of Burberry’s new boutiques in Italy. As is typical of the artist, the works are large and minimalist in style. The material chosen by Pernu is Finnish willow.“Willow is a versatile and flexible material that offers excel-lent durability in outdoor projects,” explains Pernu.

Settled in Kokkola, Jaakko Pernu has displayed his work in dozens of exhibitions all over the world since the mid-1980s. His production has been described as ingenious and emo-tive. Pernu’s favourite material is Finnish wood, such as larch, aspen and alder, and willow in particular.

Sculptor Jaakko Pernu prefers to use Finnish wood for his artwork. Here photographed with “Organ of Hearing”, made of larch and pine, on his shoulder.

Hand knit for HollywoodHelén Hirvelä from Vaasa engages in a special kind of business: she knits and crochets scarves, tops and other clothing for an exclusive clientele in Los Angeles.

“My products have been worn by Alanis Morissette and Janet Jackson, to mention a few. Big stars love to buy unique items since they don’t want to be seen wearing the same clothes as everyone else.”

Hirvelä got into the busi-ness by chance. When work-ing as a model in Los Angeles she took up her old hobby of knitting – and was showered with compliments for her beautiful sweaters. One of those interested in know-ing where Helén had got her sweaters was a boutique owner, who became Helén’s first retailer.

“I normally have many items I am working on at any given time. I make a sketch but it may change in the proc-ess. I don’t keep track of how many hours a day I work but rather knit at my own pace.”Hirvelä moved back to her hometown, Vaasa, a few years ago and is now a distance knitter. In Finland her work has been displayed in exhibi-tions and at fairs.

Helén Hirvelä from Vaasa hand-knits exclusive clothes for Hollywood stars.

Singing fills the air in Vaasa Libraries, schools, restaurants, concert halls, churches and streets – the city of Vaasa resounds with music on the week-end of Ascension Day every year. The annual Choir Festival brings choirs together from all over Finland and the rest of the world to rejoice in the gift of song. Nearly one hundred concerts are arranged over five days.

In 2006 choir music will be heard from the 24th to the 28th of May at the fourteenth Choir Festival. The main performers will be the male choir Orphei Dränger, and the mixed choir Amanda, both from Sweden, as well as the singing group Club for Five from Finland and Eva Female Singers from Belgium.

More information: www1.vaasa.fi/choirfestival/ Stewen Quigley

Mats Sandström

Mats Sandström


En t reprene urs all the way

A close-up view of six ostrobothnian entrepreneurs – at work and play.


En t reprene urs all the way

Finland is one of the world’s

most competitive economies.

Within the country, Ostroboth-

nia accounts for the biggest

share of entrepreneurs and

international companies.

Entrepreneurship is a way of life

here. The articles on the follow-

ing pages look into the secret

of Ostrobothnia’s entrepreneur-

ial activities and introduce a

number of entrepreneurs in the

region – at work and play.

Pages 6–15

A close-up view of six ostrobothnian entrepreneurs – at work and play.

c o v e r s t o r y


P eter and Henrik have changed course several times over the years they have led their company, KWH. To quickly

adjust to changing demands has become today’s mantra in the business world. KWH adopted the philosophy thirty years ago.

“We have worked with everything from fur to timber. As soon as a sector has shown signs of coming to a dead end, we have wound down business and started with something else instead,” explains Peter Höglund, President of the KWH Group.

KWH now engages in global business, and the net sales of the family enterprise have multiplied by thirty during the Höglund brothers’ reign.

Heading a company is like sail-

ing a boat. One must focus on

the goal and change course

if need be, but also enjoy the

journey. This as their motto,

twin brothers Peter and Henrik

Höglund steer one of Ostro-

bothnia’s biggest companies.

Navigating on the g lobal market

Not many managers are blessed with a stand-in. When Henrik Höglund (right) needed to step down from the Managing Director’s post he could confi-dently hand the wheel over to twin brother Peter.

Mats Sandström

co

ve

r s

to

ry


between different views. It often seems that psychological aspects are at least as impor-tant as financial skills,” says Peter Höglund.

Guided by emotions

Henrik Höglund has continued as Chairman of the company’s Board of Directors – a duty he enjoys.

“I no longer need to travel or put in long days. And it also feels good to know that the knowledge I accumulated will not go to waste since I now get to be a sort of mentor.”

What gives the brothers motivation to continue to work with KWH? Why haven’t they sold their share, relaxed and devoted their time to boating and other hobbies?

“Money may be the driving force in the beginning but then it ceases to be,” says Peter. “Being an entrepreneur is not a logical thought process. It is creative work driven not by thought but by emotions.”

“You could liken an entrepreneur to an artist and the company to the artist’s work. The staff, customers, assets and equipment are the paint colours, the tools needed for everything to work. Pencils, after all, will only produce drafts,” Henrik adds.

Narrow segments

The Höglund brothers’ artwork has grown into an international Group with widely differing, closely focused niche subsidiar-ies. The twins may seem harsh when teasing one another (for example, when arguing which of the two is the original, and which the copy), but they usually agree on the big picture.

“Our goal is to be the best in narrow seg-ments, such as plastic pipes and abrasives. Bigger turfs, with tougher competition and smaller margins, are best left to the big guys.”

Neither of the two has any plans to retire yet; when and how that will happen is a big question mark.

“With all the sisters and brothers, children and grandchildren, the company has some thirty shareholders. None of the younger generation has, yet at least, shown interest in taking over. It’s not an end in itself to keep the company in the family. We’ll see what happens.”

Boats take up the brothers’ free time: Peter sails and Henrik enjoys his motor boat.

“You’ve reached your goal as soon as you sit down in a boat. Open horizons work well against stress.”

anna jeanne söderlund

Lightning start

To learn how it all began, let’s go back thirty years in time.

Henrik Höglund, 25, has recently come on as assistant to the family company’s Managing Director. Without warning, both the MD and Henrik’s father pass away and Henrik is expected to take over. Was it a dif-ficult decision?

“It should have been, but I was young and enthusiastic. In any case, I probably would have assumed the position at some point; everything just happened ten years earlier than planned.”

Henrik Höglund worked as Managing

Director for over twenty years until recur-ring restructuring within the company and constant travel around the world took their toll.

“I began to have heart trouble and finally had to admit that the only way to reach retirement was to cut down on work.”

The decision was not difficult to make since a suitable successor (a clone, actually) was close at hand. Henrik’s twin brother Peter had held a variety of positions in the Group and was well prepared to take over. KWH has been under Peter Höglund’s lead since the late 1990s.

“Much of an MD’s work is about deal-ing with people and finding a compromise

Navigating on the g lobal market

“Being an entre-preneur is creative work driven not by thought but by emotions,” say the Höglund brothers.

Name: Henrik and Peter Höglund (1949)Family: Both have a wife and three children. Peter also has three grandchildren.Hobbies: Boating, exerciseProfessional roles: Managing Director and Board Chairman of KWH Group (main segments: plastic pipes, abrasives, plastic packaging and logistics).Motto: “Continuous change – develop or depart. This is true of both the company and our personal lives.”

Mats Sandström


Boss at work and at homeFor Finnish women, becom-

ing a mother does not mean

having to give up one’s career.

With small children at home,

Pia Simons still heads a big

company. But for everything to

work seamlessly Pia needs to

put every bit of her soul into

play – just like she does in her

favourite pastime: theatre.

Becoming Deputy CEO and having a child all at once made Pia Simons real-ise she had to cut back on leisure time

activities. One of the hobbies she has kept up is amateur theatre in the summer. For two years in a row she has played the lead role in a real-life-based play about Fanny Smeds, one of the first business women in Ostrobothnia.

“There are similarities between the two of us but Fanny was definitely a more robust and tougher person than me,” says Pia Simons, Deputy CEO of Simons Element, manufac-turer of prefabricated elements for houses.

In the 1950s, when Fanny Smeds went into businesses such as agriculture and banking, and later became a millionaire, many found it an unsuitable activity for women. Nowadays hardly anyone would react to Pia Simons, mother of two, taking

Mats Sandström

Pia Simons plays the lead role in a real-life-based play about one of the first business women in Ostroboth-nia.

co

ve

r s

to

ry


over from her father as CEO of the family enterprise with over 100 employees.

Feminine management

“I have worked at Simons Element in the summers since I was a teenager. Heading the company was not, however, an obvi-ous choice for me. I also wanted to try other things.”

Which is what she did. During her studies, Pia Simons lived abroad, working in finance at different companies and as a guide. Once back home, however, Pia returned to Simons Element.

“My head was full of new ideas that I had picked up in my other jobs. I introduced, for example, performance appraisals in the company. My approach to management is

probably feminine in the sense that I want people around me to feel good. People that don’t enjoy themselves don’t perform well either.”

Time off

Pia Simons’ biggest challenge right now is to combine family and work. When Elliot, now two, was born, she often took him with her to work, but when Elliot’s little brother Em-rik came along, it was not as easy any more.

“On the other hand, this helps me let go of work for a while. I plan to return when Emrik is ten months old, working four days a week at first.”

Thanks to well-organised childcare services, most Finnish women can combine family and business obligations.

Having worked as an employee in other companies, Pia now knows what is best about being an entrepreneur:

“The chance to make a difference! It is so frustrating to have ideas that you cannot realise. I probably would have put up a busi-ness of my own had there been no Simons Element. A hotel, maybe, or a home for the elderly.”


Boss at work and at homePia Simons in stage costume. Sons Emrik and Elliot tag along to theatre rehearsals and have often accompanied mom to work.

Name: Pia Simons (1972)Family: Married to Marko Koski; sons Elliot and Emrik.Professional role: Deputy CEO for Simons Element, manufacturer of turnkey homes and prefabricated elements for houses.Hobbies: Theatre, travel and gardening.Motto: “Feeling good at work leads to good performance.”

Mats Sandström Mats Sandström


With God’s blessing and hard workPelle Snellman’s career in the

family company started as

an errand boy and ended as

Board Chairman. Traditional

Lutheran values have always

guided him, his big family and

the company.

Atalk about the Snellman delicates-sen and meat company with Board Chairman Per “Pelle” Snellman is

bound to revolve around the family. The company was founded by Pelle and four of his brothers and it now employs many of Pelle’s relatives, including half of his chil-dren. At the mention of children, Pelle picks a small slip of paper from his wallet.

“Just to check their years of birth in case you know any of them.”

Pelle has eleven children and fifty grandchildren. He himself comes from a big family with twelve sisters and brothers, so the Snellman company has many family members on its payroll. The company is also wholly owned by the family.

But it is not a safe haven for relatives who cannot find a job. When Pelle and his broth-ers founded the company in 1951 the sausage company was one of many all around Fin-land. Today Snellman is one of the few that have survived and managed to grow big.

“One thing was clear from the beginning: simply being part of the family does not entitle anyone to a leading position in the company. To be part of it you have to educate yourself and be prepared to work hard. That is the way to preserve harmony,” says Pelle.

One with the company

Harmony has always been the lodestar for the founders. Traditional Lutheran values, such as working hard and assuming one’s responsibility, are a natural part of their lives from childhood.

“You don’t work to amass a fortune for yourself but to make the company successful. We have been one with the company,” says Pelle, explaining the brothers’ philosophy.

He was only 14 when the older brothers, Kurt and Lars, set up the company. Pelle worked as goods supplier, delivering sausages to the town’s shops by bike. He then became responsible for sales and marketing and also worked as managing director in later years.

“We have developed the company through our own work contribution. Early mornings, late nights and few days off. I have returned home to my family late on Christ-mas Eve and fallen asleep on the sofa from pure exhaustion. I’m not saying it’s sensible; that’s just the way it went.”

Christian faith and hard work

In recent years the company has made board membership open to non-family members. The owners, that is, the family, sit on the board with an advisory role. The family’s prominent role could lead to problems within the company, but according to Pelle

“It’s easy to say the people are a company’s main resource but at Snellman we really try to work in that way,” say Gerda and Pelle Snellman.

Mats Sandström

co

ve

r s

to

ry


With God’s blessing and hard work

everything works well. He credits a lot of this to the family’s Christian faith.

“Everyone makes mistakes and we are no exception to that. Nothing, however, works without forgiveness. We couldn’t have come this far without God’s blessing,” he says.

Pelle also believes he could not have sur-vived the company’s biggest crises had it not been for his faith.

“When we were hit by listeria in 1997 everything hung in limbo. We could have lost everything.”

Faith characterises the Snellman family’s concept of human beings. Pelle says the company takes people into consideration and emphasises communication with employees.

“We have a lot of respect for people. No one has the right to treat another badly and everyone is equally valuable. We want to communicate openly with employees and keep them informed about the company’s position and objectives.”

The company’s symbol is a drawn char-acter: the good-natured Mr. Snellman, a butcher with features reminiscent of those of the Snellman brothers. Despite the cute symbol, Snellman is no place for work-shy and lax behaviour. Mr. Snellman will not turn a blind eye to employees who do not follow the rules of the game.

“The food business is tough, and the only way to go about it is to work hard and be pro-

fessional in what you do,” says Pelle.He has now decided to let go. It is time to

leave the company, but that does not worry Pelle.

“This never was a one-man show. Now I’m going to travel with my wife and act as a mentor to other entrepreneurs.”

petra nylund

When Pelle Snellman’s children and grandchil-dren meet, one topic is off-limits: the company. “It makes everything more pleasant. Some of the children are fully involved while others work elsewhere,” he explains.

Name: Per “Pelle” Snellman (1937)Family: Wife Gerda, eleven children.Professional role: Board Chairman of Ab Snellman Oy, producer of luncheon meats and meat products.Hobbies: Family, summer cottage, travel and golf.Motto: “Don’t be too modest about your vision. Goals must be set high but the budget must be realistic.”

Mats Sandström


T he Managing Director of Laihian Mallas is a man of action – in the true meaning of the word. As a typical

Ostrobothnian, though, he does not make a big issue of himself. When something needs to be done you go out and do it. It’s as simple as that.

“You must be fast in the business world, there’s no point in chewing over setbacks.

Back to the woods if the berries spill,” says Koski.

Laihian Mallas is a nearly one-hundred-year-old family company established in 1910. The Toijala plant, acquired in 1999, produces mämmi, a traditional Finnish Easter dish, while the Laihia facilities make malt products for the bakery, brewery and confectionery industries. The lush fields

surrounding the plant in Laihia are familiar to Koski: this is where he has been driving since getting his first field car, a Vanguard Standard, for his eleventh birthday.

All kinds of management courses

Koski is not in the habit of analysing his own entrepreneurial and management style. Not even if asked. He deals with issues one at a time, as best he can or feels.

“Sure I’ve been to all kinds of manage-ment courses. A small company, however, cannot focus too much on strategies and visions – although they too are important. It is important to keep working, and the management has to stay in touch with work routines,” explains Koski.

When asked about the keys to success, Koski grows clearly uncomfortable. Ostro-bothnians do not brag about their achieve-ments.

“Don’t know that I’ve been particularly successful.”

Escape to exhaust fumes

When Managing Director Koski is not working he can be seen riding some type of a motor vehicle: snowmobile in the winter, boat and motorcycle the rest of the year. Old car rallies with a 1971 Opel Ascona take Koski’s thoughts away from work.

“High-speed hobbies are a good way to relieve stress. Inactivity doesn’t really suit me, that’s all. This is a hobby just like any other,” says Koski.

It all started with an airgun

Koski’s work career started in 1967 when he got a summer job helping his truck-driving father. As compensation, the eleven-year-old got a long-coveted airgun. The Koski siblings bought Laihian Mallas from their parents in 1990.

“The company is my lifestyle, which is true of most entrepreneurs. I am thankful for this opportunity.”

Koski does not spend his free time lazing around at home. To unwind he heads to-ward the sea, turns to motor sports or takes off to Lapland in wintertime. He has not spent many vacation days at home.

jaana nikkari

Speed in the blood Lasse Koski takes a straightforward Ostrobothnian approach to entrepreneurialism.

Managing Director Koski unwinds on a motorcycle or by driving his 1971 Opel Ascona in old car rallies.

Name: Lasse Koski (1956)Family: Three daughters and a wife, who is also an entrepreneur.Hobbies: Motor sports, snowmobiling, motorcycling, boatingProfessional role: Managing Director of the nearly one-hundred-year-old family company Laihian mallas, which makes malt products and other foods.Motto: “Back to the woods if the berries spill.”

Mats Sandström

Mats Sandström

co

ve

r s

to

ry


Unbending will to grow Olli Mäkipelto’s main mission is to create jobs.

It seems natural that Olli Mäkipelto’s Sesca Tech-nologies should sponsor the town’s soccer team, Jaro. “We cannot hide behind a façade of computer nerds. Entre-preneurs should develop society,” he says.

You cannot help but notice Olli Mäkipelto’s overflowing energy. He talks twice as much and twice as fast

as the average Finn.“Some are content to walk, others want

to run the marathon. I belong to the latter. I love working.”

Mäkipelto is Board Chairman, founder and former CEO of software company Sesca Technologies in Jakobstad. Sesca is the suc-cess story of three childhood friends, who got the right business idea at the right time. At the outset in 1998 the three founders were the company’s only employees. Today the company has a headcount of 120 and operates in six towns around Finland.

Mäkipelto was employed as an electrician for many years, but when the severe eco-nomic crisis hit Finland in the early 1990s he realised it was time for a change.

“I got enough of short stints and started to study instead,” he explains.

Mäkipelto graduated as an engineer right when Finland, with Nokia at the helm, took advantage of the IT and internationalisation boom. Founding Sesca was perfect timing.

“People laughed when we said the compa-

ny would have 30 employees in three years’ time. But we knew where we were heading.”

Mission: to create jobs

The drive to work hard is something Mäkipelto learned at home. His father owns an excavation company, which Olli has also been involved in. It was not quite right for him, though: Olli was looking for growth while his father and brothers preferred secu-rity. Sesca gives Olli the chance to create all the growth he can imagine.

“Our goal is to grow big in Finland and expand abroad. Our first target is Sweden, then some other European country and pos-sibly Asia.”

Companies in Sesca’s sector must run to avoid standing still says Mäkipelto. Growth is not an end in itself however. Mäkipelto’s main driver is his view on the entrepre-neur’s duty in society.

“My foremost responsibility is to create jobs, not to make money. In a healthy soci-ety people have work and income. Last year, for example, we could have employed just five people. Instead, we hired fifty.”

Too much success is forbidden

Mäkipelto sees money first and foremost as a growth tool for the company. He believes that the difficulty to find venture capital in Finland is a big problem for the society:

“It’s linked to the fact that we’re not al-lowed to fail in Finland. On the other hand, we’re not supposed to do too well either – at least not too quickly.”

People often look blindly at money but do not stop to consider what a successful person has had to give up.

“In my case it is the family that has had to pay. I’m glad we have managed to stay to-gether despite all my work,” says the father of two nearly full-grown children.

petra nylund

Name: Olli Mäkipelto (1961)Family: Wife Marja, children Jussi and TyttiHobbies: Guitar and song, chess, floorball and summer cottage construction.Professional role: Board Chairman and founder of Ab Sesca Technologies Oy, a software company targeting the IT and process industries.Motto: “A mind prepared for change is the best insur-ance for the future.”

Mats Sandström


Nowhere in the world can

strawberries and potatoes soak

up as much sun as in Finland.

It’s no wonder they are the

best in the world.

Chef Mikael Nabb at the Rewellsund restaurant in the Vaasa archipelago sets up the day’s ingredients on the

table. The white fish was supplied by a local fisherman. The vegetables were freshly picked only two hours earlier at an organic farm. The smoked lamb comes from nearby Oravais, and Nabb picked the common sorrel for the butter sauce just behind the doorstep.

“Fresh products are fundamental. If your ingredients are good you don’t need to com-plicate matters with elaborate seasoning and convoluted cooking methods.”

Asparagus of the North

Ostrobothnian food can be summarised in three words – simple, clean and good. New potatoes and grilled white fish are guaran-teed to whet the appetite of both Finnish and foreign guests at Rewellsund. The idyllic summer restaurant, owned by the Gustav Wasa restaurant, is only a ten-minute ride by boat from the city, yet out in the middle of nature. “People who come here rave about the food. But I can’t take all the credit. Food

simply tastes better in peaceful and beautiful surroundings,” says Mikael Nabb.

New potatoes are often called the “aspar-agus of the North”. When the first little potatoes are pulled up out of the soil in June, Finns become almost obsessed with them, and eat boiled potatoes as the main course at mealtimes.

“My advice is to put a bit of sugar in the cooking water. It brings out the saltiness and gives it balance. With desserts, on the other hand, I add a little salt.”

Dessert this time is a crème vanilla with strawberries. The taste of summer. Thanks to many hours of sunlight in the northern latitudes, Finnish strawberries are endowed with an exquisitely sweet aroma.

Local is best

Mikael Nabb places the unseasoned white fish fillets in a hot pan full of salt flakes. The salt is already brown and smoky.

“Salt tolerates just about any amount of heat,” Nabb says assuringly. “This cooking method is ideal – the salt adds flavour and functions as a bed for the fish, so no fat is needed during frying.”

New potatoes, on the other hand, need butter. Anything else would be unthinkable in Finland.

Is it really true that Finnish new potatoes are the world’s best?

“Local is best wherever one is,” Nabb answers diplomatically. “The main thing is that the potatoes are freshly harvested, and they should be scrubbed with loving care. Preferably a little more carefully than you would scrub yourself in the sauna!”


The taste of purity

Chef Mikael Nabb believes that local products are always the best, wherever you are in the world.

Mats Sandström


The taste of purityMats Sandström


At the Rewellsund restaurant in the Finnish archipelago, the raw ingredients used are farm-fresh. New potatoes are a delicacy in Finland, and eaten with reverence.

Salt-grilled white fish

2 white fish filletscoarse salt

Put a generous handful of coarse salt in a frying pan and heat it. Place the white fish fillets in it with the skin side down and grill for two minutes. Turn them and continue grilling for half a minute. Be careful not to overcook – the fish is ready at an inside temperature of 48 degrees Celsius, when the meat of the fish is opaque (white).

Boiled new potatoes

500 g newly harvested potatoes 1 litre water1 tablespoon salt1 teaspoon sugar 1 sprig dill

Scrub the potatoes clean leaving the skins on. Place them in a pot, cover with water and seasoning. Cook approximately 15 min-utes, or until tender. Test with a knife. Pour out the water, remove the dill and savour them with butter.

Recipe (2 persons)

Mats Sandström

MenuSmoked lamb roast

Grilled white fish with new potatoes

Strawberries with crème vanilla


How to do business with Ostrobothnians

Arrive on time with a healthy

stomach. These two tips will take

you a long way in doing suc-

cessful business in Ostrobothnia.

Despite internationalisation and

globalisation, cultural character-

istics live on, and awareness of

them may be the key to a profit-

able contract.

Speech…

Although Finns have trouble believing it, they really are good at foreign languages. Practically everyone speaks English reason-ably well, largely thanks to undubbed TV programmes. Ostrobothnians also have better language skills than Finns on average since the region is bilingual in Finnish and Swedish.

…and silence

While Ostrobothnians may feel slightly more comfortable with small talk than Finns from other regions, the culture is still rather sparing with words. Too much talk is interpreted as artificial behaviour since locals prefer to get straight down to busi-ness. Finns do not voice their opinion until they have carefully considered and reached a conclusion about a matter. Silence is not negative in this culture; don’t interpret it as impoliteness.

Stiff bodies

Body language is kept to a minimum in Finland: it is mainly the mouth that does the talking. Stiffness, however, does not signal aloofness or indifference. In Finland, and Ostrobothnia, it is considered a virtue not to make too a big deal about yourself. You will not see many people openly showing their feelings either.

Don’t come too close

Meetings start and end with a handshake. Other body contact is reserved for fam-ily members and good friends. Similar to Asians, Finns have a wide personal space, and people that come too close are consid-ered to be intrusive. Pats on the back or claps

on the shoulder seem unnatural – both for men and women.

Be on time

Arriving late, whether to a meeting or a pri-vate gathering, is very impolite in Finland. Ostrobothnians take this feature a step further, often showing up early! This means that people keep to schedules and deadlines and pay invoices promptly. If, for any reason, you are delayed (or your invoice is), you would do well to get in touch with the other party.

Straight to business

Ostrobothnians trust other people to be just as honest as themselves, which is why they rarely draft overly long agreements signed under the watchful eye of lawyers. Com-munication is open and honest: a “yes” is a yes, a “no” a no. And since the companies in Ostrobothnia produce such excellent prod-ucts, they believe it is far more important to emphasize technical finesse than come up with appealing ads and slogans.

Familiar companies

Many of the region’s companies are family enterprises. This has led to social responsi-

bility playing an important part in business, while quarterly capitalism is pretty much ab-sent. Companies do not favour hierarchies, and employees dress informally. Although entrepreneurs and the entrepreneurial spirit are highly valued in Ostrobothnia, it is not in good taste to brag about one’s success.

Strong women

If meetings are attended by women, do not assume them to be secretaries – for all you know they may be CEOs. Equality in Fin-land is among the highest in the world, and the majority of women participate in work-ing life. A good ground rule is to treat female business contacts in the same way you treat their male counterparts.

Friends for life

It may take a while to break the ice when dealing with an Ostrobothnian but once you have succeeded at it, you have a friend for life. Since everybody knows everyone else, it is best to keep your voice down when talking about confidential subjects, say, on the plane. The universal advice to avoid religion and politics in conversation works here too. A good joke about the Swedes will always earn you extra points though!

Coffee, coffee, coffee

Finns are some of the world’s most avid cof-fee drinkers – and Ostrobothnians make no exception to this. A well-prepared stomach is an asset, since coffee, and lots of it, will definitely be offered at meetings, whatever the time of day. Not to worry, though: it is perfectly acceptable to say no, or ask for tea instead.

Naked in the sauna?

Finns love the sauna and gladly invite friends and acquaintances to bathe. Many big contracts and political agreements have come about in the sauna. Finns take their sauna in the nude, but men and women usually take turns in going in. If the Finns’ natural attitude to nakedness makes you feel uncomfortable, you can always cover your-self with a towel – or simply skip the whole experience.


Sou

rces

: Ter

ttu

Har

akka

, Co

mm

un

icat

ion

s R

esea

rch

er, U

niv

ersi

ty o

f V

aasa

; Mar

kus

Juss

ila, M

anag

ing

Dir

ecto

r, V

iexp

o e

xpo

rt c

on

sult

ancy

.

Camilla Forsén


In the past few years schools

in Finland have seen a flood

of foreign visitors, all of whom

want to learn what it is that

makes Finnish schools the

world’s best.

Class 2A of the Skogsparken school in small-town Nykarleby is on class break. The August weather is perfect

for a game of soccer.“Children must be able to stretch their

legs during breaks but school cannot be just about play. Schoolwork is taken seriously in Finland,” says teacher Åsa Forsbacka.

Only a few of the fourteen hands go up when I ask the pupils who of them like to attend school. Their teacher, however, has a different view.

“It’s the name of the game not to like school. Parents, however, tell us how their children yearn to return to school towards the end of the summer holidays,” says Forsbacka.

When Forsbacka’s pupils started school a year ago at the age of seven, half of them could already read and the rest were well on their way. This is nothing special for Finnish teachers, but it often surprises foreigners.

“Support given at home is one of the explanations for the success of our school system. Many parents help and support their children with homework,” explains Professor Michael Uljens from Åbo Akademi in Vaasa, one of the Universities that offer teacher education in Finland.

Weaker students also manage

OECD’s latest PISA study showed that the Finnish school system is in many respects the best in the world. The study comprised over 200,000 fifteen-year-olds from more than 40 countries. Finland came out on top in every thing from mathematics and natural sciences to reading and problem-solving skills.

“One of the reasons for our good results is the fact that even the weakest students do relatively well in Finland. On the other hand, we do not have a group of elite students that would raise the level,” explains Uljens.

The principle of the Finnish school system can be recapped in a single word: equality. Differences between pupils are smaller than those in other countries. There are no elite

schools in Finland; all children attend the same kind of comprehensive school from first to ninth grade. Differences between schools around the country are also minor.

“Countries, such as Germany, that early on separate children on the basis of their performance have not done particularly well in these studies,” says Uljens.

Good status of teachers

The PISA study has brought Finland ex-tremely good publicity, and great interest has been shown in the Finnish school system over the past year. When journalist Robert G. Kaiser from the Washington Post called the City of Helsinki Education Department

The world’s best school s ystem swears by equality


in spring 2005 to inquire about a possible visit, the answer he got was: “Our schools are full of visitors right now. Would it be possible for you to come at a later time?”

Finnish schools have been visited by hun-dreds of foreigners eager to apply some of what they learn in their home countries. But to straight out copy the Finnish system is

impossible – attitudes cannot be transferred just like that.

“The school system is not independent of society but closely interacts with it. Finns simply value education, which can be seen, for example, in parents expecting results from their children and helping them with homework. The status of teachers in Finland

has not dropped as it has in other countries,” says Uljens.

Developing teacher education is some-thing that other countries could think about. Finland is alone in requiring lower grade teachers to have a Master’s degree (and kin-dergarten teachers a Bachelor’s degree).

“Finland has become a path setter in the school world. Sweden, for example, has adopted an approach similar to ours in the past few years,” Uljens points out.

Education builds a nation

Extensive teacher training has long tradi-tions. Finland’s first chair in pedagogy was created in 1852, long before most other countries, and much of the Finnish nation’s development has been propelled by educa-tion.

“Finland was part of Russia in the 19th century. The school system was one of the few fields we could control, which is why Finns focused on it,” explains Uljens.

Finnish politicians today believe that education, skills and knowledge will be important tools also in the future.

“Education is obviously vital in the post-industrial society. Finnish schools provide pupils and students with a good basic educa-tion, which is crucial for people coping with rapid changes in a society that expects them to keep learning new skills. Only reflective individuals with a good general educa-tion can act flexibly and adopt new ways of thinking without losing their footing,” says Uljens.

Finland usually does well also in inter-national surveys on competitiveness. It does not seem very far-fetched to draw the conclusion that a good education system promotes competitiveness. Michael Uljens points out, however, that the school cannot exist purely for a country’s economy.

“Producing good employees for the indus-try is not the school’s only task. Our goal is also to create a better world.”


The world’s best school s ystem swears by equalityMats Sandström

OECD´s latest PISA study showed that the Finnish school system is the best in the world. One of the reasons for the good result is the fact that even the weakest students do relatively well.


On an icy nort hern desert A snowmobile tour across the wintry Raippaluoto archipelago is a journey to the heart of silence.


On an icy nort hern desert A snowmobile tour across the wintry Raippaluoto archipelago is a journey to the heart of silence.

Mats Sandström


We are at 63°20.797’ northern latitude, 21°20.269’ eastern lon-gitude. The silence surrounding

the Björkö island off Vaasa in early spring is broken by the drone of eight snowmobiles heading towards the open plains of ice.

It is the last day of March and typical of this time of the year in Ostrobothnia, with tem-peratures jumping from a few degrees under zero in the morning to nearly twenty in the sun later in the day. Ahead of us is a ride over the ice from Björkö through the Mustasaari islands. The engines are groaning, eager to head off to the alluring icy plains.

The snowmobile riders from Mexico, Ja-pan, China, Germany and the Czech Repub-lic are warming up their vehicles, and when Jalle the fisherman waves his hand, all jolt off. We are leaving civilization behind us and setting off on what looks like an endless stretch of ice that disappears somewhere

into the horizon in the direction of Sweden’s eastern coast.

Natural works of art

The Mustasaari archipelago offers visitors a taste of real northern wonders. Its biggest is-lands, Raippaluoto and Björkö, are located in the middle of the Kvarken, within a stone’s throw of the eastern coast of Sweden.

“This ice would hold a pack of elephants all the way to the other side,” assures Jarl Kaarto, better known as “Jalle the fisherman”, a true Björköby resident, who is the leader of our snowmobile safari. To prove his words, Jalle bores a hole through the ice to measure its thickness. His verdict, nearly half a metre of solid ice, brings out a sigh of relief from Carlos Rubio and brushes away the worried look on the Mexican professor’s face.

“I always thought this was something only

the Eskimos do: walk on water,” says Rubio.Over the winter months the wind has

driven snow into large mounds of ice, all glittery in the sun.

“Out here Nature has formed the most beautiful works of art around,” says Jan Jonas, a student from the Czech Republic currently studying in Vaasa.

The archipelago gets much of its beauty from austerity and barrenness. Rocky is-lands and gnarled vegetation: simplicity and purity to perfection, room to breathe deep.

Silence as an added bonus

In the past few years, silence has become something of a luxury, even a commodity that sells well in many places. On this jour-ney silence comes as an added bonus. Once the engines are turned off we are engulfed by a silence so deep it is a shame to break.

Heading towards the sounds of silence


“Surrounded by endless noise pollution, I had really forgotten what silence, at its pur-est, is like,” says Lübeckian Britta Artfelt and closes her eyes.

“I think I can actually hear my heart beat.”Even the migratory birds are still in the

south. The only signs of life are animal tracks on the snow and ice.

Receding shoreline

The archipelago off Vaasa is one of the few places on earth where it is possible to observe the phenomenon of land uplift. Here, the shoreline recedes at an approximate rate of one metre per century.

“At this rate we’ll be able to walk over to Sweden in the year 5000,” says Jalle, who, along with his son, represents a dying occu-pation in the Björkö village: that of profes-sional fishermen.

“We are one of the few to hold out. In the winter we arrange snowmobile tours and in the summer boat rides,” Jalle explains.

Our journey continues towards the outer archipelago to the group of islands called Valassaaret (Whale islands). They have been a protected birdlife reserve since 1948.

“This place swarms with ornithologists banding and calculating birds every autumn and spring,” says Jalle.

The famous landmark of the islands is the red “Eiffel tower” designed by the self-same agency that later built the real Eiffel tower in Paris.

Soup melts the heart

For Mrs Ofelia Rubio, accustomed to the Mexican sun, all this takes some getting used to. The sun’s rays do not give off much warmth, and it is hard to come up with much

that this enthusiastic shopper could buy out here on the icy plains.

Back at the fishermen’s summer cot-tage we get hot perch stew, which cannot but banish even Ofelia’s numbness. By the steaming soup pot and warm fire this group of strangers almost feels like family. No one leaves the table hungry.

The topmost feeling on our way back is nostalgia.

“Sometimes time really could stop,” says Tokyoite Shun-Abe, summarising the group’s collective emotions.

The wind takes away the drone of our snowmobiles, leaving behind a luxurious silence.

A lone white-tailed eagle glides high up in the sky.

jaana nikkari

Snowmobile rides on the ice off Vaasa are safe. A borehole shows the ice to be nearly half a metre thick. Local fishermen also know the tricks of win-tertime fishing.

Winter winds transform the sea into true works of art. The icy plains seem endless to Tokyoite Shun-Abe.

Mats SandströmMats SandströmMats Sandström

Mats Sandström


Ostrobothnian grow how

Current competitiveness Finland’s competitiveness has topped global lists in the past few years. (Source: WEF)

2003 2004 2005 Finland 1 1 1 USA 2 2 2 Sweden 3 3 3 Denmark 5 4 4 Taiwan 4 5 5

Export orientation, strong clusters, highly niched companies – that is

Ostrobothnian business in a nutshell. In addition, trade and business shows

a great deal of versatility, as indicated by the adjoining graph.

The following pages of Coastline introduce all of the main export companies in the region. Many of them operate in strong clusters, such as energy technology, metal, forest and boatbuild-ing, while others have found themselves a niche in completely different sectors.

Ostrobothnian trade and business is charac-terised by diversity: the region houses differ-ent types of companies in a variety of sectors. Company sizes range from big to small and everything in between. Even relatively small companies invest big on global markets, made possible by niche specialisation.

This kind of versatility leads to diversified risks and security for the future. That’s why it seems appropriate to liken Ostrobothnian business to a lifebuoy.

The archipelago of Coastline region has more than 10,000 islands and a coastline totalling 5,500 km. A unique phenomenon is the geologi-cal uplift (about 1,000 mm/century), which continually alters the form and appearance of the shores.

Food, 8%

Textiles, 2%

Timber, 4%

Pulp and paper, 18%

Chemicals and plastics, 15%Metal, 17%

Machinery, 8%

Electricity and electronics, 14%

Vehicles incl. boats, 7%

Others, 7%

Structure of industry in OstobothniaAdded value by sector

Mats Sandström

BUSINESS REVIEW


Facts about Finland…GeographyFinland covers an area of 338,145 sq. km, 10 per cent of which is water, 68 per cent forest, 6 per cent under cultivation, and 13 per cent other. A third of the country lies above the Arctic circle. Finland has warm summers and cold winters, which are tempered by the Gulf Stream in the west.

PopulationFinland has approximately 5.2 million inhabitants. The average population density is 17 per sq. km. According to constitutional law Finland has two official languages, Finnish and Swedish.

…and the CoastlineOstrobothnia or the Coastline from Kristinestad in the south to Kokkola in the north covers an area of about 10,000 sq. km. About 200,000 people live on the Coast-line, giving an average population density of 20 per sq. km. The population on the Coastline consists of 51 per cent Finnish-speakers, 48 per cent Swedish-speakers, and 1 per cent other. A traditionally strong sense of entre-preneurship is the basis of economic life. Internationally competitive industries and small-scale artisan enterprises prosper side by side. Greenhouse vegetables and fur farming are the region’s specialities. Well developed service branches guarantee high living standards for the population and employ nearly half of the labour force.

AABB 34AGA 53Ahola Transport 68Alholmens Kraft 57 Axel Williamsson 70

BBackman-Trummer 60Baltic Yachts 44 Beamex 41Best-Hall 77 Blue1 67Boliden Kokkola 64Boatbuilding Technology

Centre (BTC) 92Botnia Marin 45

CCentral Ostrobothnia

Polytechnic 82Centria R&D 84Chydenius Institute 85Citec 40City of Vaasa 91Componenta Pietarsaari 31Componenta Pistons 31Concordia 92

DDermoshop 80

EEkeri 71Elkamo 38

F Finn-Marin 49 Finnvera 94Fluid-Bag 74

K Katternö Group 58Kemira 56Ketek 93Kokkola Industrial Park 96Kosek 106 KWH Group 60KWH Freeze 60 KWH Mirka 62KWH Pipe 60KWH Plast 60

L LKI Käldman 33Leinolat 75Limetec 73 Linex-Boat 46Logset 59

MMerinova 95Metsä-Botnia 54M-real Corporation 54

N Nautor 42Norcar-BSB 32Nordautomation 55Nordea Bank Finland 105Närko 72

O OMG Kokkola Chemicals 66 Optima 89 Ostrobothnia Chamber

of Commerce 98Outokumpu (OSTP) 65

P Port of Jakobstad 108Port of Kaskinen 108Port of Kokkola 108Port of Vaasa 108Prevex 60

R Rani Plast 63Regional Council

of Central Ostrobothnia 99Regional Council

of Ostrobothnia 100Rettig Värme 76Rolls-Royce 47

S Sarins Båtar 48 Sevecon Group 39Snellman 81 Solving 30Sundqvist Transport 69Swedish Polytechnic 88

T T&E Centre for Ostrobothnia 101

U University of Vaasa 86UPM Wisapulp 50UPM Wisapaper 50UPM Alholma Sawmill

and Planning 50

V Vaasa Engineering Group 37Vaasan Läänin Puhelin (VLP) 110Vaasa Parks 102Vaasa Polytechnic 87Vaasa Region Development

Company (Vasek) 104Vacon 36Viexpo 103Varax-Products 78

W Walki Wisa 52 Wedeco Group 107Westwood 79Wärtsilä 28

COASTLINE • 2006 27

Companies page by page

Government Finland has been a sovereign parliamentary republic since 1917. The President is elected every six years. The 200 members of Parliament are elected for four-year terms. Finland is a member of the EU and EMU. It is also a member of the UN, OECD and WTO.

EconomyFinland is an advanced industrial economy: the metal, engineering and electronics industries account for 48 per cent of the export revenues, the forest industry for 27 per cent.

Kokkola

Jakobstad

Vaasa

Närpes

Kaskinen

Kristinestad

Korsnäs

Malax

Seinäjoki

KorsholmVörå

OravaisMaxmo

Nykarleby

KronobyLarsmo

KaustinenPedersöre

Laihia

Kälviä Kannus

IsokyröVähäkyrö

NORWAYSWEDEN

FINLAND

RUSSIA

DENMARK

Th

eC

o

as t l i n e

W ärtsilä Finland’s new President Juha Kytölä took up his post at the begin-

ning of 2006 at an ideal time. Market demand is high and the future looks bright.

“We have been developing a variety of gas-based technologies for 15 years. This puts us in an excellent position, with gas engines on the verge of a huge breakthrough. We are pioneers in the field, and our competitors lie far behind,” says Kytölä.

Wärtsilä’s two main fields of operations consist of engines for ves-sels and offshore installations, and power plants for decentralised power production. Gas is making inroads as a fuel in both fields. The reasons are clear:

“Although gas is a fossil fuel it

Wärtsilä goes for ga sFluctuating oil prices and environmental demands pave the way for gas as an energy source.

is much friendlier on the environ-ment than oil. In addition, gas isn’t as politically sensitive as oil, since gas deposits are spread more evenly around the globe. Gas prices fluctuate on a clearly smaller scale than those of oil,” explains Kytölä.

Wärtsilä

Tel. +358 10 709 0000Fax +358 10 709 2590www.wartsila.com

Business sector: Ship power systems and service; decentralised power plants and operation and maintenanceNet sales 2004: EUR 2,2478.2 (whole group)Employees: 11,500; Wärtsilä Finland 2,053Export: 96.2%Major markets: Worldwide

Juha Kytölä, Wärt-silä Finland’s new President, heads a world leader in gas-powered power plants.

Mats Sandström


Wärtsilä goes for ga sFluctuating oil prices and environmental demands pave the way for gas as an energy source.

Leader in gas

Formerly best known for its diesel en-gines, Wärtsilä is now the company with the widest range of gas products. It has, for example, developed a dual-fuel engine for LNG carriers used for the shipment of liquefied natural gas. The engine uses boil-off cargo gas as fuel and switches to diesel fuel on the return trip after cargo delivery.

“We always try to find as economi-cally beneficial solutions as possible,” explains Kytölä.

The same principle holds in power plant operations. Wärtsilä’s power plants are often to be found in demanding environments, typical customers including power compa-nies and industries that prefer to have their own power supply.

“We can optimise the efficiency rate, for example, by recovering heat and offering perfect combustion. Our power plants feature an overall effi-ciency rate of 90 per cent, which is the highest one can get. Careful cleaning of emissions is also important.”

Overall responsibility

Not only does Wärtsilä supply products, but it also assumes overall responsibility for them throughout their lifecycle.

“Our customers don’t have to acquire expertise for product mainte-nance – that is what we are for,” says Kytölä.

As a part of this approach Wärtsilä has developed a system that automat-ically sends data on customers’ en-

gines and power plants to Wärtsilä. This enables Wärtsilä to customise the service according to actual needs instead of revising it, for example, on an annual basis.

Wärtsilä’s production sites are located in Finland and Italy.

It will also launch a joint venture plant for small engines in China in 2006.

“This brings us closer to custom-ers. Most of the world’s vessels are now built in Asia. Sustained growth in global transports means great demand for our products.” c

Wärtsilä is a pio-neer in gas engines and power plants. In addition to pro-duction, Wärtsilä offers customers comprehensive service for its products.


Solving is one of the world’s lead-ing manufacturers of handling equipment for heavy industrial

loads. Combining various state-of-the-art technologies, any load can be lifted and moved using Solving’s custom-designed products.

“We combine these technologies as building blocks to create the right solution for our customers,” says Managing Director Peter Björk.

The possibilities are endless, with wheels or air bearings, manual or au-tomatic control creating the first list of options available to choose from.

Creating movement

Air bearings have an established industrial track record, enabling loads of many hundreds of tonnes to be manoeuvred easily and precisely in any direction, but wheeled solutions are more suitable for lighter loads and longer moves. In either case, the Solving customer can choose from hands-on operator control, remote or fully automated systems. Solving’s strength lies in working with the cus-tomer to choose the right solution, drawing from a combination of these and other options.

“Our products are used mainly in the automotive, heavy engineer-ing, electrical, paper and graphic industries,” explains Björk. In paper mills such as Stora Enso, for example, Solving has installed manually oper-ated movers as well as sophisticated AGVs (automated guided vehicles) for handling large reels of paper.

The world’s aircraft industry also employs a large number of Solving systems. Forty-metre long wings for the new Airbus A380 super-jumbo are moved through the factory on a Solving AGV fitted with air bearings,

to provide safe, accurate and reliable transportation from the assembly area to the paint bay.

Smaller world

Solving is currently enjoying a period of significant expansion, which also benefits the surrounding area. Local suppliers and contractors are employed for sheet metal and weld-ing work before final assembly and testing take place in Solving’s recently extended factory.

Although many of Solving’s customers are in the Nordic region, sales are truly global. “Efficient travel and communications are making the world a smaller place, which is good for us.” c

Heavy load handlingSolving´s products are moving steadily towards more automation.

“We help our cus-tomers automate their industrial processes,” says Peter Björk, stand-ing here in front of Solving AGVs to be delivered to forest machinery manu-facturer Ponsse.

This wing is the largest in the world to be fitted to a passenger aircraft, the Airbus A380. Solving supplied the air bearing AGV movement system seen here.

Ab Solving Oy

Tel. +358 6 781 7500Fax +358 6 781 7510www.solving.fi

Business sector: Systems for heavy load handlingTurnover 2005: EUR 8 millionEmployees: 50Export: 85%Major markets: WorldwideQuality assurance system: Solving Quality System (based on ISO 9001)

Mats Sandström


speed diesel engines used in diesel power plants and ship engines all around the world. Pistons for diesel engines must meet stringent require-ments on quality and durability. They must endure more than ten years of heavy use. c

Casting future solutionsComponenta Pietarsaari and Componenta Pistons consolidate their position.

Pistons are crucial to the operations of medium-speed diesel engines. They must meet stringent quality and durability re-quirements.

Componenta Pietarsaari and Componenta Pistons are boosting their position

and volumes as manufacturers of components for diesel engines. The companies are part of Componenta Corporation, an important Euro-pean supplier of cast components.

Componenta Pietarsaari has invested millions of euros in modern multi-spindle machining technology. The new technology is four times faster than conven-tional single-spindle machining and clearly outperforms it in terms of automation. This results in im-proved production efficiency and competitiveness. The investment will have a significant positive impact on the production and turnover of Compo-nenta Pietarsaari. Com-ponenta and its custom-ers have been cooperating in investment-related development matters since the beginning of the 21st century.

“Our customers are outsourcing more and more of their engine part manufacturing to us. We see the use of investments to improve produc-tion efficiency as a way to compete with companies in low-production-cost countries,” says Hannu Jylhä, factory director of Componenta Pietarsaari.

Componenta Pietarsaari manufac-tures components for the chassis, en-gine, axles and power transmission used in the heavy trucks and off-road vehicle industry. The company’s goal is to handle the entire production chain from casting to ready-to-in-stall components and the customer’s assembly line. Componenta serves the European heavy truck, off-road vehicle and engineering industries.

Introduction of new piston

Componenta Pistons recently intro-duced a new gas engine piston with a diameter of 340 millimetres. De-signed by Componenta Pistons, the novelty was put into serial produc-tion in early 2006. The company’s turnover has seen strong growth in the last few years.

“As a result, we have hired new employees and expanded our pro-duction facilities. We now have a

total of 1,300 square metres at our disposal. We also invested in a new five-axis machining centre,” says Sakari Pisilä, Managing Director of Componenta Pistons.

Componenta Pistons designs and manufactures pistons for medium-

Componenta Pietarsaari Oy

Tel. +358 10 403 00Fax +358 10 403 3199www.componenta.com

Business sector: Manufacturing of cast iron components for the truck and engi-neering industriesTurnover 2004: EUR 34 millionEmployees: 270Export: 70%Major markets: Scandinavia and EuropeCertificates: ISO/TS 16 949, ISO 9002 and ISO 14001Parent company: Componenta CorporationTurnover 2004: EUR 320 millionEmployees: 2,200

Componenta Pistons Oy

Tel. +358 6 781 5600Fax +358 10 403 3530www.componenta.com

Business sector: Large pistons for medium-speed diesel enginesTurnover 2005: EUR 3.2 millionEmployees: 30Parent company: Componenta Corporation

Componenta Pietarsaari and Pistons make investments in order to satisfy customer needs. “Development cooperation with customers results in superior quality and competitive prices,” say Hannu Jylhä and Sakari Pisilä.

Mats Sandström


Norcar-BSB is pushing ahead with full construction work at its production facilities in

Nykarleby. To cope with all deliver-ies the company needs a new factory building.

“We have seen steep growth in 2004 and 2005,” says Managing Director Lotta Lindén-Svarvar.

Among other things, Norcar-BSB received its biggest order ever. Over a period of two years the company will supply approximately 100 truckloads of equipment to Quinn Radiators’ new plant in Great Britain.

“Once completed, the plant will be the most modern and efficient radia-tor plant in the world. The building itself covers eight hectares,” says Henrik Harald, Project Manager at Norcar-BSB.

The automation equipment that Norcar will deliver to Quinn Radia-tors will be used for proof testing, plugging, intermediate storage and paint line loading.

Replacement of manual work

Norcar-BSB’s production is divided into three areas: industrial automa-tion, miniloaders, and equipment for fur farms. The latter is what the

company started out with, but over the years fur farming products have fallen into the minority.

“All three areas are doing well right now but the future definitely lies in miniloaders and industrial automa-tion,” says Lindén-Svarvar.

Norcar-BSB’s miniloaders have traditionally been used in agriculture but the handy machines are finding new areas of use all the time.

“Miniloaders are popular, for example, among property caretakers and on construction sites where they can replace a lot of manual work. We also offer more than fifty different kinds of tools that can be attached to them,” explains Lindén-Svarvar.

Close to customers

The plant in Nykarleby, Finland, manufactures some 500 machines each year.

“We don’t use production lines. Each machine is made by a single person from beginning to end,” says Lindén-Svarvar.

Many of the components are deliv-ered by the company’s subsidiary in Estonia.

“We have also set up a sales office in Denmark and I believe it is one reason for the company’s current success. We have determinedly established ourselves near our customers.” c

Norcar expandsThe biggest delivery in the company’s history fills up the order book and factories.

Oy Norcar-BSB Ab

Tel. +358 6 781 2800Fax +358 6 722 1441www.norcar.com (working vehicles)www.norcar-bsb.com (industrial automation)

Business sector: Miniloaders and attach-ments. Industrial automation and robot applications.Turnover 2005: EUR 15 millionEmployees: 85Export: 55%Major markets: Northern and Central Europe, North America

Lotta Lindén-Svarvar is pleased to see that all of Norcar’s sectors are doing well at the moment.

Norcar-BSB’s miniloaders are constantly finding new areas of use.

Mats Sandström

Mats Sandström


LKI Käldman manufactures automation equipment for sheet metal handling. The company’s

latest product is a new high tower sys-tem (CS300), especially designed for lines manufacturing products made of thin sheet metal that involve cut-ting, punching, bending and welding.

“The CS300 saves floor space need-ed for material storage while at the same time achieving an effective and flexible manufacturing process,” says Managing Director Leif Käldman.

The system takes care of sheet stor-age before the machining process and provides a buffer storage between the different processes.

“Sales have risen in 2005, and the market outlook is very positive for the system,” says Käldman.

Strong growth

LKI Käldman saw explosive growth from the mid-1990s to 2000. Al-though the market stagnated during the first years of the 21st century, mainly due to the telecoms crisis, it got back on the growth track in 2004.

The company devised its own strat-egy to capture the European market.

“We realised early on that the most suitable way to market our products

was to develop partner cooperation instead of setting up our own sales offices abroad,” says Käldman.

Close partnership

The company partnered with Japa-nese Amada on the German market in 1995. Cooperation flourished over the next few years, and the companies managed to capture the European market.

“The strategy appears to have been very successful, offering mutual benefits to both companies. Our au-tomation equipment enables Amada to increase its competitiveness as a supplier of complete manufacturing lines. We, on the other hand, benefit from Amada’s large global sales net-work,” says Käldman. c

“Strategic partnership gives small companies excellent opportunities for globalisation,” says Managing Director Leif Käldman.

AB LKI Käldman Oy

Tel. +358 6 781 5400Fax +358 6 781 5433www.lki.net

Business sector: Automation for sheet metal handlingTurnover 2005: EUR 11 millionEmployees: 70Export: 90%Major markets: EU countries, USA

Smooth material handlingLKI Käldman presents a new automatic storage system.

LKI’s new storage system provides effective and flexible production.

Mats Sandström


ABB, the power and automa-tion technology group, is established locally in over 100

countries and on every continent. Globalization has been commonplace for the company for decades. For ABB customers this means strong support when venturing into new markets.

“Familiarity with global markets, a profound knowledge of technology and the skill of applying it in practice are the fundamental factors contrib-uting to ABB’s success. Ultimately it’s a question of quality, both in opera-tions and technology,” says Mikko Niinivaara, Country Manager, ABB Finland.

ABB produces automation and power technology products, systems and services for utilities and industry.

Special solutions

In Finland ABB manufactures hardly any standard products or bulk goods – just the opposite. The focus is on sophisticated speciality products

and demanding applications. Good examples of these products are special transformers, which generally serve the needs of utilities, industry, ship-ping or railway.

“In Vaasa we have also developed a new generation of switches which is being very well received by the mar-kets,” Niinivaara adds, as an illustra-tion of the fruits of product develop-ment efforts in the recent past.

Annually, ABB invests seven per cent of turnover or some 100 mil-lion euros in research and product development in Finland. This is the third highest in Finland after Nokia and Metso.

Close cooperation in research and product development with local uni-versities supports the availability of a skilled workforce.

The ABB way Innovative solutions meeting current and future challenges.

“In Finland we are focusing on devel-opment of products demanding high quality engineering competence,” says Mikko Niinivaara.

A considerable part of the world’s total generation of medium voltage power is managed by protection and control equip-ment from the ABB Distribution Automa-tion unit in Vaasa.

Thanks to technical solutions new low voltage products are state-of-the-art, with the widest field of applications on the market.

Mats Sandström


Energy-efficient

ABB Finland has almost doubled its exports in the past ten years. This growth is an answer to the increasing demand for electricity and productiv-ity improvements, which have en-couraged industry to invest in more energy-efficient solutions. The vigor-ous discussion going on about climate change has also heightened concern about the reliability of electricity.

“Our products designed for distri-bution automation enhance the reli-ability and efficiency of power grids, which in turn contributes to greater efficiencies in the use of power. Also, in severe industrial conditions, our products ensure top efficiencies.”

The high price of oil has accelerated investments by the oil and gas indus-

try. Growth in the demand for special motors designed for explosive areas is particularly strong. The motor factory in Vaasa is focused on the production of these special motors.

The cornerstone of the success is a certified and comprehensive product mix that meets the highest inter-national security standards. Recent deliveries include 1,500 special mo-tors and 86 frequency converters to

the Japan-based JGC Corporation for a gas treatment plant in Qatar.

New technology

In industrial drives for pulp and paper industries, marine and wind power applications, the permanent magnet technology is in a pioneering posi-tion. Demand for new solutions is growing steadily.

“ABB has all the prerequisites for building on its technology leader-ship,” Niinivaara says.

“Wherever customers may be, they can always depend on ABB tech-nology, quality, local presence and service.” c

ABB Oy

Tel. +358 10 2211www.abb.fi

Business sector: Power and automation technologyTurnover 2004: EUR 1.4 billionEmployees: 6,125Export: 70%Major markets: Worldwide

The increasing de-mand for electricity and enhancement of productivity have encouraged industry to invest in energy-efficient solutions. ABB’s offerings include direct drive ap-plications for paper machines.


T he surge in energy prices and the increase in industrial automation have boosted the

market for AC drives. This is nothing but positive for Vacon, an AC drives manufacturer based in Vaasa. The market is showing an annual growth rate of six per cent but Vacon’s order book is growing at more than double the speed.

“AC drives save electricity and improve and enhance the production process, which is why their demand rises with energy prices,” says CEO Vesa Laisi. Both of Vacon’s plants, located in China and Vaasa, are now being expanded.

“Production in China moved to more spacious facilities in October 2005. Our next step is to invest in developing the region’s sales and

Vacon in good formThe Vaasa-based AC drives manufacturer expands and internationalises operations.

maintenance network,” says Laisi. The production facilities in Vaasa

are currently undergoing expansion.“We now have two plants; possibly

more in a few years’ time.”

Broad product range

The dynamic company gets its com-petitive edge from focusing on AC drives, offering one of the broadest product ranges, having a wide cus-tomer base and investing in growth markets. While 70 per cent of Vacon’s sales go to big industrial countries in Europe, North America is its strong-est growth area.

“We grow on a par with our cus-tomers. Investments in sales have paid off,” says Laisi.

Ever since its inception Vacon has focused on developing a vast distribu-tion network. Its AC drives are sold through various distribution chan-nels, under many brands and as part of OEM products.

Product development

Vacon’s first generation of AC drives, Vacon CX, was launched in 1995. The first of its next-generation Vacon NX products were introduced in the early years of the 21st century.

“We are now developing two new product platforms. Our goal is to introduce new, innovative products in the near future,” Laisi reveals.

The company spends some eight per cent of its annual turnover on re-search and development. In addition to Asia, the company is looking to India and Eastern Europe for possible growth.

“Only about seven per cent of engines and motors worldwide are equipped with AC drives. This means Vacon still has a lot of room for growth.” c

“Only a fraction of engines and motors worldwide are equipped with AC drives. This gives us room for growth,” says Vesa Laisi.

Vacon gets its competitive edge from focusing on AC drives, offering one of the broadest product ranges, having a wide customer base and investing in growth markets.

Vacon Plc

Tel. +358 201 2121Fax +358 201 212 [email protected]

Business sector: AC drivesTurnover 2004: EUR 128.6 millionEmployees: 469Major markets: Europe, USA, Asia, Far East

Michael Weckström


T he need for electricity is growing faster than the global population, and the growth

rate keeps increasing. The rise in elec-tricity prices resulting, among other things, from emissions trade has increased the interest of the energy sector to invest in power grids and preventive maintenance. The trend has been very beneficial to Vaasa Engineering, supplier of automation and electrification systems.

“We have seen an increase espe-cially in projects related to green electricity, that is, wind, hydro and biopower,” says the company’s Presi-dent Mauri Holma.

Vaasa Engineering’s operations cover the entire power chain: electric-ity production, transmission, distri-bution and use. The company delivers automation and electrification systems to diesel, hydro and thermal power plants, power companies and the industry.

Wind power takes off

Vaasa Engineering is one of the three companies in the Arctic Wind Power consortium, which signed a multi-million contract in autumn 2005 with Scanwind from Norway. The deal involves delivering power systems to nine wind turbines under construction north of Trondheim. Worldwide, the volume of electric-

ity produced with wind energy is expected to see a more than fivefold increase, from current 50 GW to 270 GW, in the next decade.

“This growth is supported, among other things, by the Kyoto emissions protocol, big fluctuations in oil prices and the technological development in the field,” says Holma.

Vaasa Engineering wants to be involved and promote green electric-ity and the use of renewable energy sources. “Deliveries to the wind power industry will be an essential part of our business in the future.”

Steep growth

In addition to the power sector, Vaasa Engineering has also had success with

its industrial business. A good exam-ple of this is the big contract signed with Metsä-Botnia in autumn 2005. Vaasa Engineering will deliver the main power distribution and its scada systems to Botnia’s new pulp mill in Uruguay.

“We made our biggest deal ever with Fortum Oil, which is building a new production line in Porvoo,” says Holma.

Founded in 1989, Vaasa Engi-neering’s turnover has grown at an average rate of 20 per cent in the past years, and growth looks promising for the rest of this decade.

“We have process know-how, we are familiar with the equipment and components in the industry and we are good at project management. Add a dash of Ostrobothnian determina-tion to that and the result will be good,” says Holma. c

In a strong tailwind Vaasa Engineering sees growth especially in wind power.

“We want to take responsibility and promote green electricity and the use of renewable energy sources,” says Mauri Holma.

Vaasa Engineering Group


Business sector: Automation and electrification systemsTurnover 2005: EUR 45 millionEmployees: 250Export: 75%Major markets: WorldwideCertificates: ISO 9001, ISO 14001 (under construction)

Vaasa Engineering delivers total automa-tion and electrification systems comprising everything from design to training. The company delivered the automation and safety system to Outokumpu Stainless Oy’s Tornio steel works based on the turnkey model.

Michael Weckström


obligation,” Pihlajamaa points out.Elkamo supplies electricity distri-

bution systems to energy utilities, heavy metal, paper and chemical in-dustries, as well as for electricity dis-tribution in buildings. Many projects in Finland now involve moderniza-tion, which is ideal for Elkamo.

“You really need to get down to work in these projects. They call for innovation and new ideas, and that suits our philosophy.”

Elkamo’s products are individually designed for each customer.

“We’re not for mass production.” c

When Jouko Pihlajamaa, Elkamo’s Managing Director, sees the Hel-

sinki-Vantaa airport all lit up in the darkening evening, he is filled with warmth.

“The airport lights burn thanks to our products,” says Pihlajamaa. Ja-kobstad-based Elkamo develops and manufactures electricity distribution systems, its main products consist-ing of low and medium voltage equipment for industry and energy utilities.

Firmly positioned in the field, Elkamo has in recent years focused on products and solutions for energy utilities. It has strengthened its prod-uct range, for example, with compact secondary substations.

“Distribution substations are our speciality. We are the Finnish market leader in substation products for ener-gy utilities, and our home market will cover Finland, Sweden and Estonia in the future,” says Pihlajamaa.

Good looks

Compact secondary substations and distribution cabinets are expected to blend in with the built environment. Elkamo’s objective is to use colour and form to design products that suit the environment.

“We have replaced greyness with colour,” Pihlajamaa explains.

Where compact secondary sub-stations are concerned, change in appearance means designing them to look like buildings.

Customisation

Elkamo’s size makes it a dynamic and flexible company. Size also gives independence and power to make decisions, which ultimately benefits the customer.

“We can choose our cooperation partners and customers without prior

“We are enhancing export operations in electricity distri-bution systems for energy utilities. Our main export coun-tries are Sweden and Estonia,” says Jouko Pihlajamaa,

Compact secondary substations are the latest addition to Elkamo’s product range. Appearance is an important part of design. Distribution substa-tions must blend in with the environ-ment.

Smooth distribution of electricity Elkamo strengthens its position in electricity distribution for energy utilities.

Oy Elkamo Ab

Tel. +358 6 788 9551Fax +358 6 788 [email protected]

Business sector: Electricity distribution systems for the industry and energy utilities.Turnover 2004: EUR 7 millionEmployees: 40Export: 25%Major markets: GlobalCertificates: ISO 9001

Mats Sandström


Sevecon Group Oy

Tel. +358 6 282 8565Fax +358 6 282 8566www.sevecon.fi

Subsidiaries: Ab Sesca Technologies Oy, Avecon Oy Ab, Visetec Oy, Alma MarketingBusiness sector: Services and solutions for the IT, energy and process industriesTurnover: EUR 18 millionExport: 40%Major markets: Scandinavian countries

Sevecon Group joins the engi-neering skills and resources of four Finnish enterprises under

a single parent company. Founded in spring 2005, the Group enables its subsidiaries and affiliates – ICT expert Sesca Technologies, engineer-ing agencies Avecon and Visetec, and software sales and marketing com-pany Alma Marketing – to offer bigger turnkey solutions to their customers.

“Most of our subsidiaries’ custom-ers operate in the IT, energy and process industries. They have clearly indicated their preference for larger entities instead of part deliveries. The Group was set up to answer these needs,” explains Harri Niemelä, Industrial Counsellor and Chairman of Sevecon’s Board of Directors.

The company cluster model pre-serves the dynamic nature of SMEs, as well as their ability for quick deci-sions and rapid reactions. The parent company, on the other hand, offers security for the future and flexibility in terms of investments.

“This model does not kill the subsidiaries’ entrepreneurial spirit, which lives on strong in the compa-nies. More than anything, the cluster model is an excellent tool for invest-

ments, growth and development,” Niemelä points out.

New subsidiaries?

Each of Sevecon’s subsidiaries is a top name in its field in Finland, focusing on a niche sector that calls for special skills. Avecon designs and imple-ments production automation and

Power through centralizationSevecon brings together top engineering professionals.

electrification solutions for industry and construction, while Sesca Tech-nologies makes software for mobile terminals, customised industrial sys-tems and its own software products. Visetec specialises in automation and software design, and Alma Marketing in software sales and marketing.

Sevecon’s customers include several multinationals, such as UPM, Nokia and Outokumpu.

The Group currently employs 250 people and is on the lookout for new strategically suitable units, especially in Scandinavia, to give it a further boost.

“We haven’t seen the end of acqui-sitions yet,” says Niemelä. c

“The company cluster model is a tool for growth and development. It also preserves the dynamism of SMEs,” says Harri Niemelä.

Juha-Pekka Sundell, Wärtsilä Finland Oy’s General Manager presents Avecon’s information collection and control system supplied for the testing of Wärtsilä’s diesel engines. Sevecon Group brings together the engineering skills and resources of Avecon and three other Finnish companies.

Mats Sandström


Michael Weckström

T he trend today is for companies to focus on their core compe-tence and purchase everything

else as services, says Martin Strand, President of Citec Engineering, which offers technical services to industry. Companies get many benefits from using outside expertise. The ups and downs of business cycles can be evened out since the number of employees is not adapted to highest demand. New impulses and devel-

A house full of skilled peopleCitec offers expertise and flexibility to industry.

opment ideas also come from the outside world.

“It could be that a company cannot afford to employ a specialist in a very narrow field. Through us, many com-panies can benefit from the special competence of a single individual.”

Seeing the whole picture

Citec offers services, for example, in the mechanical industry, electrical and automation engineering and civil and structural engineering. Citec’s broad expertise in various fields enables it to offer comprehensive solutions to customers.

“The customer can purchase indi-vidual services in a special field or en-trust us with overall management of a complex project,” explains Strand.

Citec takes on everything from short ten-hour projects to big projects involving 30 man-years. It has a young staff representing over ten nationalities. The company also has a subsidiary in India. The group includes Citec Information, special-ising in technical information, and

Citec Environmental, dealing with environmental consulting.

Outsourcing trend

The strong outsourcing trend has benefited Citec, which has seen steep growth. Part of the growth comes from other companies outsourcing entire departments to Citec.

“The nature of purchasing services has changed. Companies used to hire people for in-house work but nowadays we take care of entire functions. This makes our work more independent and more interesting,” says Strand. c

“By purchasing technical services from us customers can, for example, even out the ups and downs of eco-nomic cycles,” says Martin Strand.

Citec Group

Tel. +358 3240 700Fax +358 3240 [email protected]

Business sector:Engineering, technical information and environmental consultingTurnover 2005: EUR 34 million Employees: 630Export: 10%Major markets: Finland, Sweden, EU

Citec’s young staff represents over ten nationalities.


Calibration-based measure-ments in industrial processes are a matter of cost-effective-

ness and the maintenance of high quality. In the pharmaceutical and food industries, for example, calibra-tion is actually regulated to prevent poor quality products from being sold to consumers.

“Measurement accuracy helps as-sure the high quality of products. Our

calibration equipment and software result in cost savings for the producer and reliability for the end-user,” says Beamex’s Managing Director, Raimo Ahola.

Beamex develops and manu-factures calibration equipment, software and systems to meet the high demands of a variety of process industries.

Accurately and efficiently

Today’s production must meet ever stricter requirements. Technology is advancing by leaps and bounds, and processes are being streamlined with the aim of maximum cost-effective-ness and high quality.

“Our products and services are designed to serve just these aims. Accurate measurements are the basis of all industrial operations,” Ahola points out.

Beamex equipment and systems are used to measure pressure, tem-perature and electrical signals. The company has set high quality stand-ards for its own products. Its 10,000 customer companies throughout the world are the best testimony to this uncompromising approach to quality, and Beamex is among the three major global players in its field.

“Our success depends on our skilled and committed employees, who are all world-class professionals in the field of calibration,” says Ahola.

Investments in product development

Beamex stands out from its competi-tors by concentrating on calibration and offering comprehensive solu-tions. In addition to equipment and software, Beamex sells calibration-related services. In other words, the company is a true master of calibra-tion. Because of its role as a front run-ner in its field, product development is a top priority in Beamex’s activities. The latest result of this is the MC2 calibrator series.

“It’s a simpler, smaller and more affordable calibrator family, and com-plements our product mix.” c

Measuring mattersBeamex’s solutions help companies to produce quality products.

“We are the only company in this field that produces comprehensive cali-bration solutions, not just single products,” says Raimo Ahola.

Accuracy, reliability and versatility are the decisive factors in calibration prod-ucts and solutions.

Oy Beamex Ab


Business sector: Technology and service company that develops, manufactures and markets high-quality measurement equip-ment, software, systems and services for the calibration and maintenance of proc-ess instruments.Turnover 2004: EUR 10 millionEmployees: 70Export: Over 90%Major markets: WorldwideCertificates: ISO 9001:2000, ISO 17025Parent company: Sarlin Oy Ab

Mats Sandström


It’s only a short distance from the sea to the new factory where Swan yachts see the light of day, which

makes it easy and practical to launch them directly from the production hall and sail the boats to their new homelands: England, Germany, Italy, the USA… the market spans the globe.

“The Swan trademark has an outstanding reputation, but we are never completely satisfied. The challenge we have set for ourselves is to continually improve on quality,” says Custom Yachts Director Tom Blomgren.

New milling robot

Nautor’s latest project in striving to become even better is an investment in a milling robot that helps produce plugs and moulds for new Swan models, as well as for details on other boats, and does this with utmost precision.

The robot is no small machine. It can handle a piece that is 30 metres long, 6 metres wide and 3.5 metres high.

“It can can work with greater accu-racy than the human hand. It’s not a question, though, of underestimating the dexterity of the craftsman. The robot only makes the plug or mould, while the hull itself is still built by hand. The quality of our yachts is in the hands of our skilled personnel,” comments Kjell Vestö, Technical Director.

The robot does the job faster, which means that new boat models come out on the market faster. Smaller-scale models of new products can also be produced easily.

Lifelong quality

Swan yacht hulls are being increas-ingly made of carbon fibre – a perish-able that must be kept frozen to avoid spoilage.

“Carbon fibre is highly durable but also light, and excellent for racing yachts,” says Vestö.

To attain its well known high quality, Nautor tests all its materi-

Toys for big boys Nautor’s exclusive Swan sailing yachts retain their value even after years at sea.

als itself. The famous durability of Swans was confirmed recently when Nautor bought back the very first boat produced at the factory.

“Her name is Tarantella and she’ll soon be 40 years old, if one can reveal the age of a lady. She’s still in prime condition, and she sailed a lot last summer. No one knows yet how long a Swan can remain seaworthy,” says Blomgren.

Because of its quality a Swan retains its value. This means that Nautor customers can count on a high second-hand value on their yachts.

Bigger and bigger

The Swan 36-001 Tarantella looks so small docked beside newer Swans. In her day she was considered a good-sized boat, but the trend has been consistently toward bigger and bigger yachts.

“In order to comply with demands for bigger boats we’ve begun making custom yachts. They’re unique, spe-cially designed yachts of 100 feet or more, and made completely according to customer specifications,” Blom-gren points out.

In order to build such big yachts, Nautor and the city of Jakobstad have

built a new factory by the sea. The complex is called BTC: Boat Building Technology Center.

“Some of the specially designed boats have become so popular we have had to make several of the same type. We’ve already built seven 100-foot Swans, a world record in this business.”

Many of Nautor’s customers are loyal customers, and it is not uncom-mon for them to visit the factory a number of times during the produc-tion process of their yachts.

“This is a fun and rewarding job. We are, after all, making toys for adults and helping them realize their dreams. There aren’t many branches of business that have been privileged with such engaged and eager custom-ers,” adds Tom Blomgren. c

Tom Blomgren is in charge of the sales and building of specially designed custom yachts.

TOP RIGHTSwan 100, one of Nautor’s many models.

BOTTOM RIGHT The company’s latest investment is a milling robot that helps produce plugs and moulds for new Swan models.

Oy Nautor Ab


Business sector: Luxury sailing yachts, 42–131 feet and biggerTurnover 2005: EUR 60 millionEmployees: 470Export: 95%Markets: Worldwide

Mats Sandström


Mats Sandström

Mats Sandström


T he inconspicuous facilities in the seaside community of Larsmo give no hint of the

work going on inside. This is where luxury yachts are built for customers with refined and selective taste.

“All of our yachts are built to order. The smallest are in the 50-foot class, and we are currently putting the finishing touches on our biggest project to date: a 152-footer,” explains Kenneth Nyfelt, Sales Manager.

Baltic cooperates with many de-signers and stylists around the world. The design and interiors of yachts range from trendy minimalism to a traditional classic style.

“Most of our assignments are from customers referred to us by someone else,” says Nyfelt.

Lifelong customer relationships

Baltic fosters special relationships with its customers, who often visit the yard several times during the yacht’s building phase to see how work is progressing. Many become regular customers: when their yacht grows too small for their needs they order a new one.

“Our relationship with customers does not end at delivery. We keep in touch and provide support and advice if customers face problems.”

Since its establishment in 1973, the company has built some 500 yachts, and the staff still keeps count of the location of each individual boat.

Increased size

A clear trend in the business has been the continuous increase in yacht size. In fact, a bridge on the road to Larsmo had to be reinforced for the latest big delivery. Apart from that, everything went fine, and Kenneth Nyfelt has no reason to believe that the 152-footer would remain the company’s largest yacht.

“There really is no limit to the size of yachts we can build. Bigger boats are technically more challenging but by no means impossible to make. A bigger restriction, in fact, is the scant availability of mooring for big yachts especially in the Mediterranean. c

A yacht for lifeBaltic’s custom-made yachts are handmade from beginning to end.

“Since we cannot compete in price, we offer customers exactly what they want,” says Baltic’s Kenneth Nyfelt.

Baltic’s yachts feature both high technolo-gy and true handicraft as in this 141-footer.

Baltic Yachts Oy Ab Ltd.


Business sector: Custom-made superyachtsTurnover 2004: EUR 17.5 millionEmployees: 130Export: 100%Major markets: Europe, USA

Mats Sandström


Many have copied the concept, but few have even come close. It performs as well among

icebergs as under the blistering sun. This was the accolade it received

when the Targa 42 was chosen as the Motorboat of the Show at the Scan-dinavian Boat Show in Stockholm in 2005. A smaller model, the Targa 27.1, won the same competition two years earlier.

“The Targa is a front runner among the types of boats that are often called ‘sea jeeps’. When the first Targa came out in the early 1980s, it represented a brand new philosophy. Today there are many who have copied the con-cept,” says Botnia Marin’s owner and Managing Director, Johan Carpelan.

Most characteristic of the Targa

are the open fore and aft decks, and the wide passageways, which make the boat practical and user-friendly. Its performance can be compared to a four-wheel drive on a car, and the model has been given many nicknames over the years: from “the Range Rover of the sea” to “Wasser-buffel” in German.

Strong 30-year-old

Botnia Marin celebrates its thirtieth anniversary in 2006. The company also made sailing boats earlier but sold this production in 2005. With the

exception of the deep recession in the early 1990s, Botnia Marin has grown at a steady pace.

“We survived the recession by de-veloping new models instead of react-ing with panic. This gave us a strong position when the markets came to life again,” says Carpelan.

The last twelve years have seen vibrant growth for the company, and the future looks bright.

Never ready

The Targa 42 is the latest and biggest model in the Targa family. The boats are bought mainly for pleasure, but also for professional use.

“Customer demands range from air conditioning to central vacuuming systems. Our task is to satisfy these demands.” Botnia Marin continues to develop the Targa model. One of the latest innovations in production is infusion lamination, which results in lighter weight and greater con-trol over the resin:glass ratio in the laminate.

“A boat model is never a finished product,” Carpelan adds. c

The Targa is the original among “sea jeeps”. In the photo, the new models for 2005: Targa 42 and Targa 25.1.

“Our aim today is not to produce as many boats as pos-sible, but to make the best possible boats,” says Johan Carpelan.

The 4x4 of the seaAward winning Targa 42 is the flagship at boat manufacturer Botnia Marin.

Oy Botnia Marin Ab

Tel. +358 6 211 2200Fax +358 6 365 1551www.targa.fi

Business sector: Fibreglass motorboats for pleasure and light duty professionalsTurnover 2005: EUR 20 millionEmpoyees: 150Export: 85%Major market: Europe

Mats Sandström


O lli Lindkvist, Managing Director of Linex-Boat Oy, is a sea person through and

through. He and his wife spend half of the year on their boat, from Mother’s Day in early May to October. In other words, Lindkvist knows the boat business.

“To draw an analogy to the car world, our boats correspond to a Mer-cedes off-roader,” says Lindkvist.

Boatbuilding runs deep in the Lindkvist family. Olli’s grandfather started the tradition in the 1920s and the skills have been transferred from father to son. In all, the Lindkvists have built over 3,000 boats for worldwide use. Today, Linex-Boat’s designs are created by Olli and his father, Rude.

Habitable boats

Linex-Boat’s model range goes by the name Nord Star. It consists of five boats: 24 Patrol, 24 Outboard, 28 Patrol, 31 Patrol and the brand-new Nord Star 26 Patrol. The company makes its boats of fibreglass.

“Safety and habitability are at the core of our models. Berths, galley and toilet – habitability depends on how well they work. Our core competence comes from combining this type of

functionality with a walkaround deck,” says Lindkvist.

The hand-laminated Nord Star models are equipped with powerful motors.

“We plan to introduce Finland’s biggest series-produced fast touring boat, a 43-footer, in late 2007, early 2008,” says Lindkvist about future plans.

More than a mere factory

In 2005 Linex-Boat invested in new production facilities to meet increas-ing demand. The facilities, built on

the border of Kokkola and Kälviä, are used to assemble Nord Star boats.

“Our boats are built industrially, and we personally train our staff. In this way we can ensure that our cus-tomers get the best possible quality,” explains Lindkvist.

Boat parts are acquired from sub-contractors in the region.

“You won’t find a concentration of boatbuilding skills like this else-where in the world. With traditions stretching way back in time, this place teems with competence and skills,” Lindkvist points out.

The comfort of employees was high on the list when designing the company’s new facilities. Underfloor heating, a squash court and gym: how many plants and facilities can offer such amenities to their staff? c

Luxury all-purpose vesselsNord Star boats emphasise habitability and safety.

“Thousands of fast motorboats all over the world have come off my father Rude’s drawing board,” says Olli Lindkvist.

Linex-Boat Oy


Business sector: Boat design and buildingTurnover 2005: EUR 5 millionExport: 75%Major markets: Finland, Sweden, Norway, Germany, RussiaCertificates: ISO 9002 under preparation

Nord Star boats offer living comfort and safe movement on board. Twin 320-horse-power engines push the 31 Patrol to speeds of nearly 50 knots.

Mats Sandström


Good manoeuvrability, energy-efficient operations and less engine wear. A waterjet has

many advantages compared to a traditional propulsion system with propellers.

“A boat equipped with a water-jet manoeuvres like a helicopter,” explains Tomas Renlund, Head of Rolls-Royce’s unit in Kokkola.

Market leader in the sector, Rolls-Royce makes waterjets in both Sweden and Finland. Kokkola is the northernmost unit of this distin-guished company that operates in the aerospace, marine and energy industries.

“The Kokkola unit is the Centre of Excellence for small and fast marine vessels. We have highly competent and dedicated employees, who are passionate about fast boats,” says Renlund.

New technology

Waterjet technology is a relatively recent innovation. It became a com-mercial product in the late seventies and has traditionally been used in military and coastguard boats.

“More and more owners of luxury yachts now want to equip their yachts with waterjets. Special solutions for a

variety of occupational fields, such as ambulance boats, constitute another growth sector,” says Renlund.

Rolls-Royce Kokkola manufac-tures waterjet propulsion systems for 10–30-metre boats.

“Some might claim that waterjets are more expensive than traditional propellers. In my opinion, they pay themselves back. Compared to conventional propeller systems the high efficiency of our waterjets means higher speed or better fuel economy. The engine also needs less mainte-nance since waterjets place less load on it. Should you run aground, the

damage will be significantly smaller since there are no protruding parts under the hull,” explains Renlund.

Joystick steering

Rolls-Royce’s latest novelty is an electronic manoeuvring system that enables the boat to be steered with a joystick. Professional users will see this as a big improvement as they can now concentrate more on their job instead of operating the boat.

Another novel feature is the integration of the next-generation Interceptors trim system with the steering system.

“In my opinion, professionals can-not afford to choose anything but a water jet,” says Renlund. c

Manoeuvres like a helicopterRolls-Royce waterjets are found everywhere from luxury yachts to military boats.

In Tomas Renlund’s opinion, a waterjet pays itself back quickly because it reduces engine wear, features high efficiency and is highly reliable. Rolls-Royce Oy Ab, Kokkola unit


Business sector: Waterjet propulsion units from 100 to 2,300 kWTurnover 2005: EUR 10 millionEmployees: 70Export: Over 90%Major markets: WorldwideParent company: Rolls-Royce Plc.Turnover: GBP 5.9 billionEmployees: 35,000

Waterjets have traditionally been used in military boats but are now making a major breakthrough in luxury yachts as well.

Mats Sandström


“The types of boats built here do not exist anywhere else in the world,” says Sarin.

Japan: new trump card

Earlier, the company focused on Northern Europe, but now Japan has entered the picture.

“Ten per cent of our exports now go to Japan. It’s a big market because boats with inbuilt engines are un-

common there despite the fact that weather conditions can be difficult,” Sarin explains.

The boat branch expects good things from the coming year.

“There’s confidence in the future and people are willing to invest in a boat. There’s also a large group with strong buying power. They are upper middle-aged with enough time and money to enjoy boating as a hobby.”

The company has set its growth target at 10–15 per cent a year, even though demand would allow for a faster rate.

“Stable and even-paced operations are more important for us than high growth figures.” c

Ab Sarins Båtar

Tel. +358 824 0700Fax +358 824 0721www.minor.fi

Business sector: Robust boats for year-round use Turnover 2004: EUR 4.3 millionEmployees: 30Export: 75%Major markets: Northern Europe, Japan

O ur boats can be driven regard-less of whether it’s +25 or –10 degrees Celsius outside,” says

Thomas Sarin, Marketing Manager at the family-owned business Sarins Båtar.

The company’s boats have always been known for strength and durabil-ity. Aesthetic ideals have not been highest on the priority list in product development.

“In the 1970s, when we started manufacturing boats with cabins in the back, many laughed at them. But today it’s become common because people have seen how practical it is; it rocks a lot less in the back of a boat,” says Sarin.

Year-round

All of the boats are made for year-round use. As a result, they are not only used for leisure activities, but also for professional purposes.

“The German police force, for ex-ample, has bought twelve boats from us. Our boats are also used as ambu-lance, patrol and taxi boats.”

Functions and design are based on the strong seafaring traditions in Ostrobothnia.

Active leisure on the seaSarins Båtar is making inroads into the Japanese market.

The Minor model from Sarins Båtar can take tough wear and weather.

“Our boats are made to be used, not looked at,” says Thomas Sarin.

Mats Sandström


After 15 years in the business, Finn-Marin in Kokkola breaks the waves with pride and

pleasure. Its flagship Finnmaster 31 OC was selected Motorboat of the Year at the 2005 Helsinki Boat Show. The increasing demand has inspired a brand new product family, turning the company into one of Finland’s largest and fastest-growing motor-boat manufacturers.

“We have invested boldly in prod-uct development. Thanks to our suc-cess we can present the most modern factory in the Nordic countries,” says Managing Director Osmo Roukala.

The 4,500 square metre facility opened in November 2005. With the 31 OC leading the way, a new big boat series is now taking shape: Grandezza by Finnmaster will include 23, 26, 28 and 31 foot WA, Cabin and DC boats. The goal is to please a widespread international clientele.

High-class product family

“Combining Scandinavian traditions and European design into a high-class product with top-modern equipment and special functions, our concept is

very strong,” says Roukala.The Finnmaster 31 foot OC is

praised for its innovations and use of the latest technology. ”A bright and airy boat, meeting any family needs,” noted the Helsinki Boat Show judges, also honouring the quality of finish, futuristic design and international appeal.

The results were soon to be seen, with a total of 1,200 Finnmaster boats expected to be produced in 2006.

“The award immediately boosted the demand for our other models, too,” explains Roukala, who founded Finn-Marin together with co-owner and Export Director Jarmo Kinnunen.

Rapid development

Thanks to top-designers, profession-al boat-builders and CNC technology, Finn-Marin’s product development is rapid. The new Grandezza 31 Day Cruiser was well received at the Scan-dinavian Boat Show in Stockholm in late 2005, and spring 2006 will see the launch of Grandezza 23 DC.

The Finnmaster series includes 16 boats, powered by Yamaha and Volvo motors. In Sweden, Norway and Den-mark, the Finnmaster boats are sold by Yamaha Motor Scandinavia.

“We have a good sales network in Europe, and are currently gaining ground in Spain and France,” Osmo Roukala notes. c

Grand Master of the seasAwarded breakthrough takes Finn-Marin to new heights.

“This is the most modern motorboat factory in the Nor-dic countries,” says Managing Director Osmo Roukala in the new facilities, where 1,200 boats will be produced in 2006.

Oy Finn-Marin Ltd


Business sector: MotorboatsTurnover 2006: EUR 20 millionEmployees: 150Export: 75%Major markets: The Nordic countries, Russia, Estonia, Latvia, England, Scotland, Ireland, Germany, Switzerland

Mats Sandström

Finnmaster 31 OC was elected Motor-boat of the Year at the 2005 Boat Show in Helsinki. The award has boosted Finn-Marin’s busi-ness and inspired the creation of the new boat family Grandezza.


UPM’s 200-hectare facilities in Jakobstad employ some 1,300 people in operations ranging

from the production of sawn goods to the manufacture of highly refined paper products. Concentrating the entire production chain in a single location brings many advantages. Wood can be used effectively, and the different units can cooperate, for example, in transport, services and energy production.

“Cooperation works better when people and units are physically close to one another,” says Jari Vainio, Vice President of Wisapulp.

Total integration

All of the units onsite are part of

UPM, one of the world’s biggest papermakers. At one end of the chain is the forest department that supplies wood to the facilities. The best and thickest logs are made into sawn goods at the Alholma sawmill, while the thinner “pulp wood” is processed into pulp by Wisapulp. Nearly one fourth of Wisapulp’s production goes to the Wisapaper mill that, in turn, uses it to make brown and white kraft paper. At the other end of the chain stands the paper mill’s biggest cus-tomer, Walki Wisa, which manufac-tures a variety of packaging materials.

The Alholmens Kraft power plant uses bark and other logging residue from the area to supply biofuel-based energy to the mills and the surround-ing region.

From wood to conver ted paper productsUPM’s mill in Jakobstad makes effective use of forest raw material.

Jari Vainio, Vice President of Wisapulp and Juha Hakala, Director of the Alholma Sawmill.

Pertti Puranen

Pertti Puranen

UPM is one of the world´s biggest papermakers.


“This kind of highly developed integration is relatively unique and provides many concrete advantages. The Wisapaper kraft paper mill, for example, benefits from having an in-tegrated pulp supplier since the pulp does not need to be dried before de-livery. Residue from wood processing can be burned to produce energy. We are self-sufficient in terms of energy most of the year,” says Vainio.

The site is also serviced by a har-bour located close by.

Pulp research

The site also houses Wisa Center, which does research in pulp. The unit provides services to all of UPM’s pulp mills, not only the one in Jakobstad.

The goal is to continue to optimize processes and improve pulp quality.

“We are currently experimenting on ways to replace spruce in pulp. There is simply not enough spruce available in Finland to satisfy our needs,” explains Vainio.

Wisa Center offers mill and labora-tory services in pulp cooking, bleach-ing and washing.

Eco-labelled sawn goods

The Alholma sawmill is a good exam-ple of the site’s excellent integration. Nothing goes to waste as there is an end-user for every log part. Those that cannot be sawn into boards are cut into chips for the pulp mill, while bark is used as biofuel by Alholmens Kraft.

“We supply sawn goods, for example, to the furniture industry and house builders. Our production is based on half spruce, half pine. We specialize in small and medium-sized logs, while UPM’s other sawmills deal with other sizes,” says Juha Hakala, Director of the sawmill.

All of the products made by the Alholma sawmill get a PEFC label indicating that they are made of material from sustainably managed forests. c

From wood to conver ted paper productsUPM’s mill in Jakobstad makes effective use of forest raw material.

UPM Wisapulp A profit centre within the UPM Fine and Speciality Papers Division

Tel. +358 204 16 113Fax +358 204 16 8803

Business sector: Bleached and unbleached chemical pulpTurnover 2004: EUR 168 millionEmployees: 450Export: 88%Major market: EU Certifications: ISO 9001, ISO 14001, EMAS, OHSAS 18001

UPM Wisapaper A profit centre within the UPM Fine and Speciality Papers Division

Tel. +358 16113Fax +358 204 16 8805

Business sector: Bleached and unbleached kraft and sack paper gradesTurnover 2004: EUR 120 millionEmployees: 190Export: 70%Major markets: Germany, Italy, FranceCertifications: ISO 9001, ISO 14001, EMAS, OHSAS 18001

UPM Alholma Sawmill and Planning A profit centre within the UPM Wood Products Division

Tel. + 358 204 14 143Fax. +358 204 14 142

Business sector: Sawn spruce and pine, planed timberTurnover 2004: EUR 42 millionEmployees: 85Export: 50%Major markets: Japan, Central EuropeCertifications: ISO 9001, ISO 14001, EMAS, PEFCParent company:UPM-Kymmene Corporationwww.upm-kymmene.comTurnover 2004: EUR 9,820 millionEmployees: 33,400

BOTTOM RIGHTThe Alholma saw-mill supplies sawn goods, for example, to house builders.

TOPConcentrating the entire production chain in a single location brings many advantages. Wood can be used effectively, and the different units can cooperate.

Pertti Puranen

Pertti Puranen

Pertti Puranen


W hen you open a ream of copy paper you will very likely be handling one of

Walki Wisa’s wrappers. The com-pany has a high market share in ream wrappers in Europe. Its other main product group consists of wrappers for paper reels.

“Some of our traditional markets are nearing saturation, which is why we now emphasise innovation and new markets,” says Bjarne Sjöblom, Deputy Group President of Walki Wisa Group.

One step in this process was the

spring 2006 launch of a new plant in China, which will serve Asia’s grow-ing paper industry. Walki Wisa’s six other plants are located in Finland, Germany, Sweden and Great Britain.

Less plastic

The list of new innovations from Walki Wisa’s central R&D unit in Jakobstad is impressive. Some of the innovations involve brand-new prod-ucts, while others are improvements to existing ones. As an example of the latter Bjarne Sjöblom names a ream wrap with dramatically less plastic.

“It will set a new standard in the field. Thanks to its low plastic con-tent, the wrap is accepted for paper recycling, which means that our customers in Central Europe avoid paying environmental tax for it.

Walki Wisa has also developed grouped packaging for copy paper to replace the traditional corrugated board box.

New fields

Ideas for new products come from many sources: from the staff and

customers or via new technology and materials.

Active product development also takes place in various types of barrier material for food, such as fish boxes and packaging for pre-cooked meals.

“Not all of our novelties deal with paper or packaging. We have lately been developing a range of new liner materials for the construction and insulation industry,” says Sjöblom. c

All wrapped upWalki Wisa’s innovations set new standards for packaging material.

A wrapper pack-age made of kraft paper is one of the fruits of Walki Wisa’s product de-velopment. It offers a lighter and more flexible alternative to the traditional corrugated board box.

“Active product development cre-ates new value for our business,” says Bjarne Sjöblom.

Walki Wisa


Business sector: Extrusion coated and laminated industrial wrapping and papers. The products can also be flexoprinted.Turnover 2004: EUR 300 millionEmployees: 1,000 Export: 77% (Walki Wisa Jakobstad)Major markets: Scandinavia, Central Europe, China, North AmericaCertification system: ISO 9001, ISO 14001, EMASParent company: UPM-Kymmene CorporationTurnover 2002: EUR 9,820 millionEmployees: 33,400

Pertti Puranen

Pertti Puranen


W hile a remote-control-led plant may sound like something from a sci-fi

movie, it has been part of gas supplier AGA’s everyday operations for years.

In 2005 AGA built a remote-controlled oxygen plant for UPM-Kymmene in Jakobstad to answer the pulp mill’s increased demand for gas. The oxygen plant is controlled from across the Gulf of Bothnia, in Avesta, Sweden.

“The staff there and employees on site look at the same picture on screen. We have aimed to concentrate competence and improve efficiency: a single centre can control several plants simultaneously,” says Pia Kon-tola, Marketing Manager at AGA.

Smaller energy consumption

Gas used to be delivered to Jakobstad in the traditional liquefied form in a tank truck.

“The new plant reduces the need for tank trucks by approximately two a day,” says Kontola.

When the demand for gas is big and continuous, this type of “on-site delivery” considerably decreases the energy consumed in gas deliveries. The liquefaction and pressuriza-tion required for transportation is no longer needed and the number of transports is reduced, all of which improves the competitiveness of the on-site method.

“On-site delivery is an environ-mentally friendly solution and has been seizing territory from tradi-tional methods for some 15 years,” says Kontola.

Truly international

AGA Region Europe North has cen-tralised its remote control of air sepa-ration plants to its facilities in Avesta, Sweden. Similarly, the control centre for hydrogen production is located in Harjavalta, Finland.

“Air separation plants are ideal for

remote control, since their operations are steady, as well as highly automat-ed. We built our first remote-control-led facility in Finland back in 1998. All of our new plants have been based on the same principle ever since, and we have also converted existing plants into remote-controlled ones,” says Pia Kontola.

AGA is part of the Linde Group, which is one of the world’s leading gas suppliers.

“Gas production skills are part of Linde’s core competence used world-wide. Our Pulp&Paper team also offers our competence in gas usage to customers’ processes across country borders. This means that we do not need to station experts in every field in every country,” says Kontola. c

Remote-controlled plantAGA’s plant in Jakobstad is controlled from Sweden.

Oy AGA Ab

Tel. +358 10 2421www.aga.fi

Business sector: Gas industryTurnover 2004: EUR 126 million Employees: 340Parent company: Linde AGTurnover 2004: EUR 9,421 millionEmployees: 41,300 The new plant was inaugurated in August 2005. On the left, Pia

Kontola, and on the right, Pauli Toiviainen from AGA. Jari Vainio from UPM in the middle.

The capacity of AGA’s oxygen plant in Jakob-stad replaces two tank trucks of oxygen a day. On-site delivery reduces transports, which makes it an environmentally friendly alterna-tive.


In the summer of 2005, a newly born global leader moved in with an ex-perienced 28-year old, well-known

in the European elite. The affair caught everyone’s eye in small-town Kask-inen, and even the Finnish President rushed in. Side by side, forest compa-nies Botnia and M-real now produce pulp for the international markets, raising all the standards for efficiency, quality and environmental protection.

“We want to be one step ahead, and teaming up has brought us consider-able benefits,” say Tapani Niskonen of Botnia and Marko Pekkola of M-real BCTMP, both Vice Presidents and Mill Managers in Kaskinen.

A brand new wood-processing line, common timber and pulp storage and inter-plant connections for chemi-cals, energy and water are only part of the functions that the two companies now share.

M-real tops the charts

The engagement between Botnia and M-real, both part of the Metsäliitto Group, is a result of Finland’s largest forest industry investment in recent years. M-real’s new plant, inaugu-rated by the Finnish President, is the world’s most modern for bleached chemi-thermomechanical pulp production. The capacity is 300,000 tonnes per annum of the BCTMP pulp required in M-real’s fine paper and paperboard production, making the company a global leader in this field.

“The BCTMP process gives the paper new qualities that improve our competitiveness significantly,” says Marko Pekkola.

Evergreen Botnia

While M-real has invested 185 million euros in the new plant, its neighbour Botnia has put 30 million into renewing infrastructure and processes. Metsä-Botnia – known on the market as Botnia – is Europe’s second largest pulp producer, with hardwood pulp for fine paper and folding boxboards being the special-ity in Kaskinen. This mill was the company’s first when it went on stream in 1977.

“Thanks to continuous develop-ment and the use of the best available technology, we have almost dou-bled our production capacity since. The current investments are small compared with what we gain,” says Tapani Niskonen. c

Controlling the global marketsPulp producers Botnia and M-real teamed up to become the world’s best.

Botnia is Europe’s second largest pulp producer and its neighbour M-real number one in the world in BCTMP pulp. Their activi-ties in Kaskinen are controlled from one room. Wood-handling plant operator Rauno Pöllänen watches the common wood-processing line closely.

”Our cooperation is very fruitful,” say Tapani Niskonen of Botnia and Marko Pekkola of M-real. The companies share a final prod-uct storage, with good transport links on rail, road and to the nearby harbour.

Oy Metsä-Botnia Ab Kaskinen Mill

Tel. +358 10 466 9999Fax +358 10 466 9421www.metsabotnia.com

Business sector: Chemical pulpTurnover 2005: EUR 1.0 billion Employees: 1,600 (Kaskinen: 300)Export: 20%Major markets: EuropeQuality assurance systems: Certified ISO 9002, ISO 14001, SMS 1003-1

M-real Corporation Kaskinen BCTMP

Tel. +358 10 466 5500Fax +358 10 466 5590www.m-real.com

Business sector: Fine paper and paperboardTurnover 2004: EUR 5.5 billionEmployees: 16,000 (Kaskinen: 50)Export: More than 90%Major markets: Europe, sales all over the globeQuality assurance systems: Certified ISO 9001 and ISO 14001

Mats Sandström

Mats Sandström


Nordautomation, the leading log-handling project supplier in the Nordic countries, con-

tinues to refine its activities. Now, the goal is set at increasing market shares also in veneer and pulp for the me-chanical wood-processing industry.

“Our expertise and continuous development have enabled us to take on new challenges,” says CEO Pauli Ojala, pleased to present the first big delivery, to Finnforest in Punkaharju.

Finding fields for expansion has been a clear strategy for Nordautoma-tion, long a market leader in log-han-dling for saw mills. While the saw industry has experienced a few years of downturn, the company has geared up for new opportunities.

Investing in personnel

“Others might have laid off person-nel, but we have focused on further education and thereby further growth. A skilful and highly motivat-ed staff guarantees successful product development,” Ojala explains.

Nordautomation is known and awarded for its personnel education efforts, and is also increasing its com-petitiveness through new partner-ships. A cooperation agreement with electricity specialist Schneider Elec-

tric Finland was signed in November 2005.

“Renewing certain equipment or even a production line is not enough to improve our customers’ business,” Pauli Ojala notes. ”Our product is a whole process, involving lots of knowledge as well as good personal relations. The goal is always to do things a little bit better, including

short delivery times and smooth ac-cess to support and service.”

Strong support and strategy

Nordautomation itself is strongly supported by its Swedish owner, Carl Bennett Ab. Thanks to investments and a modern strategy, the company heads for growth on the export mar-ket, especially in Sweden and Russia.

At the same time, Nordautoma-tion’s headquarters and staff in Kristi-nestad are expected to grow. The Kristinestad office handles design, marketing, project management and administration. The production unit is located in Alajärvi and there is also one sales office in Nyland, Sweden. c

Where competence growsNordautomation logs on to new markets through product development and knowledge.

“Our strength is a modern attitude, looking for the best and most profitable project solution for our customers in all situations and cir-cumstances,” says CEO Pauli Ojala.

Nordautomation Oy


Business sector: Projects involving machines and facilities for mechanical and chemical wood-processing, especially log-handlingTurnover 2005: EUR 15 millionEmployees: 90Export: 40%Major markets: Domestic markets: Finland and Sweden; main export markets: Russia and the Baltic countries

Nordautomation has vast experience from challenging projects. An example is the wood-processing unit at Stora Enso’s fac-tories in Varkaus, including an unmanned one kilometre log-transporter crossing the waters.

Mats Sandström


Adjacent to a lake and the forest on the outskirts of Vaasa, a brick building dating back to

the late 19th century houses top-modern research laboratories.

“We are very proud of our Pulp & Paper Technology Centre,” says Min-na Laine, Deputy R&D Manager at Kemira, the world’s largest producer

of pulp and paper chemicals.Thorough expertise and develop-

ment combined with successful acquisitions have brought Kemira its position.

New Technology Centre

“Quality and innovations is our recipe for staying in front. Kemira promotes good ideas and initiatives, and the spirit within the company is a very positive one,” Laine points out.

The Vaasa unit, with more than 50 years of experience in specialty chem-icals, focuses on developing chemi-cals which improve the runnability of paper machines and the paper quality. Almost a third of the increasingly well-educated workforce is involved in research and development.

Operating worldwide, Kemira hosts research units in countries in-cluding Austria, USA and France, but the Vaasa unit has a unique position, recently being named a Pulp & Paper Technology Centre.

Long-term views

Environmental protection and social accountability are core values for Kemira. Constantly searching for improvements and new solu-

tions together with the customers, Kemira’s researchers can look far into the future of pulp and paper thanks to the knowledge and technology found within the company.

Kemira’s development and long-term views have been well noted also on the Finnish stock market. According to Minna Laine, one reason for this is the fact that it is now the only Finnish-owned paper chemicals company in the world.

“The Finnish pulp and paper indus-try is recognised worldwide. We want this reputation to be maintained, at the same time securing a utilitarian use of wood.” c

Investing in a better futureIn steady growth, Kemira looks into tomorrow’s pulp and paper markets.

Thorough expertise and a good strategy have made Kemira the world’s largest producer of pulp and paper chemicals.

”In terms of quality and innovations, we want to be one step ahead,” says Minna Laine, Deputy Research and Development Manager in Vaasa.

Kemira Oyj Pulp & Paper Chemicals

Tel. +358 10 861216Fax +358 10 8627448www.kemira.com

Business sector: Pulp and paper chemicals Turnover 2005, estimated: EUR 700 millionEmployees: 1,728 (Vaasa unit: 270)Export: 45% (Vaasa)Major markets: WorldwideParent company: Kemira OyjTurnover 2005, estimated: EUR 2,000 millionEmployees: 7,500

Michael Weckström


Using bio-fuels to produce electricity is far from impos-sible. It is, in fact, productive

as shown by Alholmens Kraft in Jakobstad.

“We are bio-fuel pioneers and have the world’s biggest power plant of its kind,” says Stig Nickull, Managing Director.

Alholmens Kraft produces an annual total of some 2,500 GWh of electricity and district heating. Raw material for production consists mainly of forest industry by-products and logging residue, such as twigs, bark and stumps. The power plant has attracted a great deal of interest worldwide since it came on line in 2002.

“We have actually done better than expected in terms of process technol-ogy. Peat and bio-fuels make for a good mix that prevents corrosion at the facility and reduces emissions. We also use coal as auxiliary fuel,” explains Nickull.

Ecological fuel

One of bio-fuel’s biggest advantages is that it does not contribute to the greenhouse effect. The forest that grows in place of the felled one will

absorb the same amount of carbon dioxide produced by the combustion of the felled trees.

“The fuel we use is local and domestic so our operations also con-tribute to the region’s employment. Collecting logging residue instead of leaving it to rot has also improved the well-being of forests. Some forest owners were sceptical at first but have since noticed that removing twigs from the cutting areas makes replanting easier. It also improves soil preparation,” says Nickull.

Stumps and bark

The biggest challenge is to make bio-fuel recovery in the forests as efficient as possible. This means packing the fuel tightly for transportation and reducing the number of work phases. It is ironic that the price of bio-fu-els rises on par with oil prices since transportation and preprocessing call for oil.

Alholmens Kraft is located in the immediate vicinity of paper manufac-turer UPM’s mills in Jakobstad.

“One of the reasons for setting up this power plant was UPM’s interest in getting more use out of its by-prod-ucts, like bark and sawdust,” explains

Nickull. “Another reason was to get cheap district heat for the city of Jakobstad.”

Stumps, also by-products from log-ging, are the latest fuel type. In addi-tion, the plant is experimenting with reed canary grass grown in fields. c

Electricity from the forestAlholmens Kraft is a world leader in bio-fuel.

Oy Alholmens Kraft Ab

Tel. +358 20 416 115Fax +358 20 416 8550www.alholmenskraft.com

Business sector: Power production based on bio-fuel: electricity, process steam and district heatingElectricity production: 2,000 GWhHeat production: 560 GWhTurnover 2004: EUR 60 millionEmployees: 8+42 subsuppliers in produc-tion + 300 subsuppliers in fuel production

Collecting logging residue instead of leaving it to rot has improved the well-being of forests.

“The fuel we use is local so our opera-tions also contrib-ute to the region’s employment,” says Stig Nickull.

Mats Sandström


Understanding people in the region and having insight into the nature of entrepre-

neurship – that forms the basis of our activities, says Stefan Storholm, Managing Director of Katternö, the region’s leading power company.

Katternö celebrated its 50th an-niversary in 2005. The company has been characterised by cooperation ever since its inception, when the re-gion’s small power producers decided to jointly purchase electricity from the grid network.

“We realized you have to be big enough to survive and succeed in the energy market,” explains Storholm.

Self-sufficient in electricity

The company has made great strides since its humble beginnings. After twenty years in business, Katternö became a power producer, and twenty years later it came up with the idea for Alholmens Kraft, the world’s biggest bio-fuel power plant.

“Alholmens Kraft has made us practically self-sufficient in terms of electricity,” says Stefan Storholm.

Step by step Katternö has also expanded or purchased transmission lines in its region. This proved to be

a wise strategy when the Finnish elec-tricity market was deregulated in the mid-1990s.

“The key to success is to own the lines needed to distribute the electric-ity you sell,” explains Storholm.

He also believes that Katternö Ab’s success is indebted to local owner-ship, social engagement and the goal-oriented effort to always be close to customers.

“If we know what our customers

need we also make the right invest-ments,” says Storholm.

New jobs

Katternö’s strategy is to control the whole chain from production to distribution and, if possible, use local energy sources, such as bio-fuel from the forest. The next step is to start using refuse as an energy source at Alholmens Kraft.

Investments in local fuels have created hundreds of new jobs in the region.

“Locally anchored operations bring security to us and our customers. Should there be disruptions or crises out in the world we can still manage on our own,” says Stefan Storholm. c

Powerfully committedKatternö wants to develop alongside the region and its customers.

Katternö is basi-cally self-sufficient in electricity. The company controls the whole chain from production to distribution.

Stefan Storholm is delighted that Katternö has been able to create jobs in the region.

The Katternö Group

Tel. +358 6 7815300Fax +358 6 [email protected]

Business sector: Production, transmis-sion, distribution and sale of electricity.Turnover 2005: 75 millionEmployees: 230Customers: 60,000Own capacity: 180 MWPower transmission: 1.2 TWhDistrict heating: 0.25 TWh

Mats Sandström

Mats Sandström


Logset has always had strong and powerful machines, but in 2005 it raised the level even

higher with the release of the Logset 10F forwarder and Logset 10H Titan harvester. They are Logset’s biggest machines and were welcomed by an expanding international market for forest harvesting machines.

“The 10F and 10H Titan are built on the same principles as Logset’s other machines: the right solution for the right forest, comfort for all forestry professionals and quality design,” says Marketing Director Kristian Stén.

In total, Logset now has five for-warder models, five harvesters and seven different types of harvester heads.

Style and design

Logset emphasizes R&D and design – as proved by the Titan range of har-vesters. However, it is the ergonomic, comfortable and practical design of the cabins that ensures that forest machine professionals can work in safe and secure environments, in all weather and terrain.

“The attractive exterior design is the result of using a professional industrial designer as an integral part of the product development process,” says Stén.

Brains and teamwork

The company only uses quality parts from leading component suppliers, and all machines are tested in real for-est conditions before delivery.

“Our products are designed for a tree harvesting method known as the Cut-To-Length system (CTL) in which the tree is cut to lengths in the forest. The stem is optimized by one of the three on-board computers, which are connected via a CAN-Bus system and control all the functions of the machine,” says Stén.

Teamwork is the basis for many of Logset’s operations. The machines are manufactured, assembled and tested by teams of 2–3 people, increasing the individuals’ amount of responsibility, as well as their awareness of the qual-ity of the final product.

“We focus on making our machines user-friendly and easy to maintain. In addition we emphasize training and competence throughout the distribu-

tion network. And our international network of skilled dealers and service personnel means that customers not only get an advanced machine but also peace of mind when help is needed.” c

High-tech harvestersLogset makes its powerful move in the forest.

Logset emphasizes design. “Our machines must be attractive to buyers.”

Logset’s manage-ment team and main owners from left to right: Seppo Koskinen, Kristian Stén, Gustav Frantzén, Jukka Kivipelto and Kari Mikkilä.

Logset

Tel. +358 6 210 3200Fax +358 6 210 3216www.logset.com

Business sector: Forest machines; har-vesters, forwarders and harvester headsTurnover 2005: EUR 23 millionEmployees: 85Export: 85%Major markets: Europe, North America

Mats Sandström


KWH is today one of Finland’s biggest family-owned compa-nies. Ever since its inception

nearly 80 years ago, the company has lived true to its guiding principle, adapting operations to a changing environment. It now focuses on sub-sidiaries strongly established in niche markets, although in widely differing sectors.

“Renewal is our guiding light,” says Managing Director Peter Höglund.

The Group’s operations are divided into four main areas: KWH Pipe (plastic pipes), KWH Plast (plastic films and packaging), KWH Mirka

Expert in niche mar ketsThe KWH Group is always ready for change.

(abrasives) and KWH Logistics. “Spreading risks over different

sectors gives us stability and security. We can also make bigger and bolder investments in one sector at a time. Small and medium-sized, heavily specialised companies have proved to generate the biggest profits – while also running the biggest risks,” says Höglund.

Storage and traps

The jewel in the crown is KWH Mirka, manufacturer of abrasives (more on page 62). The company has

made considerable investments in product development and is now a world leader in its sector in terms of technology.

The KWH Logistics business group is also showing good profitability.

“We offer a comprehensive pack-age, including everything from trans-port to stowage and storage in ports. Cold storage of frozen goods is also available,” explains Höglund.

The latest addition to the Group is Prevex, manufacturer of HEPAC products (i.e. water traps for kitch-ens and floor gullies for bathrooms) which Höglund expects a lot of.

Spreading risks over different sec-tors gives the KWH Group stability and security.


Expert in niche mar ketsThe KWH Group is always ready for change.

“Prevex now accounts for a very small part of our operations but the company is full of ideas and great product development. It may yet grow into something big.”

Transition period

KWH is seeing something of a transi-tion in plastic pipes and foils.

“It would be an exaggeration to talk about a crisis, but the fact is that we now face increasing competition in the pipe sector. We have reformulated the company’s strategy to focus on pipes with bigger diameters, as well

as on new technological products and solutions.”

Hard times have also hit the plastic foil business. In just a few years, the use of office foils has dropped by 60 per cent in Europe. KWH Plast is the second largest manufacturer of office foils.

“We have rebuilt a number of pro-duction lines and specialised in tech-nologically more demanding foils.”

Constant renewal

Despite continuously renewing itself, KWH has rarely had to resort to dra-

matic staff cuts or dismissals.“The advantage of running a family

enterprise is that we can take a more long-term and carefully considered approach. This increases the likeli-hood for success while reducing risks. We can also focus our investments more precisely, which leads to bet-ter operations and higher return on invested capital.”

For more information about KWH, turn to page 8. c

KWH Group LtdParent Company

Tel. +358 6 326 5111Fax +358 6 315 4577www.kwhgroup.com

Turnover 2005 (group): EUR 474 millionEmployees 2005 (group): 2,650

KWH Pipe Ltd

Tel. +358 6 326 5511Fax +358 6 316 7115www.kwhpipe.com

Business Sector: Developing, manufacturing and market-ing of PE, PP and PVC and pre-insulated pipe systems. Machinery and technology.Turnover 2005: EUR 236 millionEmployees 2005: 1,370Major markets: Europe, Southeast Asia, North America.

KWH Mirka LtdSee next page.

KWH Plast LtdTel. +358 20 768 6111Fax +358 20 768 6222www.kwhplast.com

Business Sector: PVC and PP films for stationery and labels. PP films and injection moulded products for the food packaging industry.Turnover 2005: EUR 44 millionEmployees 2005: 198Major markets: EUExport: 88%

Oy Backman-Trummer Ab

Tel. +358 6 323 9111Fax +358 6 323 9150www.backman-trummer.fi

Business sector: International transports, forwarding, stevedoring and bulk storage.Turnover 2005: EUR 53 millionEmployees 2005: 235

KWH Freeze Ltd

Tel. +358 9 348 211Fax +358 0 348 212 28www.kwhfreeze.fi

Business sector: Storage and handling of frozen foods.

Oy Prevex Ab

Tel. +358 6 781 8000Fax +358 6 781 8099www.prevex.com

Business sector: HEPAC products and technical components for industrial use.Major markets: Nordic and Baltic countries.

Group manage-ment, from left: Tom J. Kronlöf (KWH Plast), Kjell Antus (KWH Invest), Peter Höglund (Group President), Jyrki Uurtio (KWH Pipe), Hannu Uusi-Pohjola (KWH Logistics) and Ralf Karlström (KWH Mirka).

Mats Sandström


Anyone familiar with sanding knows that the most irritat-ing part of the procedure is all

the dust in the air and the cleaning of surfaces afterwards. KWH Mirka is the world’s first abrasives manufac-turer to develop a system for dust-free sanding.

“Nobody should breathe in dust whilst at work and Abranet has

helped those responsible for em-ployee health and safety to overcome this problem,” says Ralf Karlström, Managing Director.

To demonstrate this, Mirka’s Technical Sales staff will often lay their dark suit jackets below an area to be sanded; once the sanding has been completed the jacket will be picked up ‘dust free’.

“Seeing the jacket look the same before and after sanding never fails to impress a doubting customer,” says Karlström.

Unique surface

The secret of Abranet is its unique sanding surface which is a polya-mide net coated with abrasive grain. During the sanding process the dust is extracted immediately through the thousands of net holes and into a vacuum dust collection unit.

“Our biggest customers are car manufacturing plants, bodyshops and the furniture industry, and we will soon launch a system for the home consumer / DIY market,” says Karlström.

Abranet is more expensive than traditional paper/cloth sanding products. However, the benefits of improved scratch patterns, greater durability and a cleaner working

environment more than compensate for this extra cost.

“For KWH Mirka, Abranet is showing fastest growth, but tradi-tional sanding products still account for the biggest volumes.”

Preferred location: Jeppo

KWH Mirka is the world’s fifth larg-est manufacturer of flexible sanding products and the fastest growing company in this sector. In sum-mer 2006 the company will further expand production with a new line, which will result in a 30 per cent increase in capacity.

“We have no outsourcing plans – our goal is to stay put in Jeppo and Oravais. We can retain competitive-ness by being innovative, automating production and investing in effective customer logistics,” says Karlström. c

Dust-free sanding KWH Mirka’s patented dust-free method revolutionises sanding.

Ralf Karlström heads the world’s fastest growing abrasives company.

During the sanding process the dust is ex-tracted through the thousands of net holes and into a vacuum dust collection unit.

KWH Mirka Ltd

Tel. +358 20 760 2111Fax +358 20 760 2290www.mirka.com

Business sector: Coated abrasivesTurnover 2005: EUR 127 millionEmployees: 670Export: 93%Major markets: USA, Europe, Far East

Mats Sandström

Mats Sandström


Rani Plast has a fairytale-like history. Set up in tiny Terjärv 50 years ago by a few active

and venturesome men, the company has grown into an international corporation. It has a broad product range and sites as far as Slovakia, Ukraine and India. Rani Plast is one of Europe’s biggest manufacturers of polyethene and polypropylene films.

“We are still too small though,” says Managing Director Mikael Ahl-bäck enigmatically.

Rani Plast makes plastic film, stretch film for fodder, insulation film, as well as tissue and mineral wool packaging, among others, for the construction, metal, chemical, paper and food industries and agri-culture.

Investments in Finland

Rani Plast has made big investments in its plant in Terjärv. New factory facilities with an area of 3,000 square metres came online in October 2004, raising overall capacity to 100,000 tonnes. Another corresponding ex-pansion was made in early 2006.

“Good machinery and an excellent sales force have enabled us to grow even though the markets have been shrinking,” says Ahlbäck.

Much of the strong growth comes

from new markets in Poland, the Baltic countries and Russia.

“Many print and conversion houses that call for prime quality have sprung up in the east. That’s our secret,” says Ahlbäck.

Capacity in India

The company is a global market leader in insulation films for high-volt-age capacitors. Terxpro Films Ltd, a joint venture established in India in autumn 2004, brings a further boost to the company’s position on global HV capacitor film markets. Rani Plast is currently the only Western player in India.

“This allows us to serve the grow-ing markets in Southeast Asia,” says Ahlbäck.

Ahlbäck has a ready answer to the question about Rani Plast’s competi-tive trump cards:

“The resources of a big company and the flexibility of a family enter-prise.”

Close contacts to partners and customers have always been a natural part of operations. And they are not just empty words in this company. The familiar and relaxed atmosphere greets you at the door and can be felt in the handshake. c

Growth in the eastRani Plast’s plastic films conquer new markets.

“Product develop-ment, machinery and a skilled staff. They are the secrets behind our suc-cess,” says Mikael Ahlbäck.

Rani Plast has expanded its plant facilities in Terjärv by 6,000 square metres in the past two years. The company is enjoying healthy growth although the markets are shrinking.

Ab Rani Plast Oy

Tel. +358 20 768 0111Fax +358 20 768 0200www.raniplast.com

Business sector: Production of poly-ethene and polypropylene films for pack-aging, agriculture and industry. Products are further processed by printing, weld-ing, metallizing and lamination.Turnover 2004: EUR 144 millionExport: 60%Investments: EUR 20 millionEmployees: 440Major markets: Europe, worldwideCertificates: ISO 9001:2000, ISO 14001

Mats Sandström

Mats Sandström


Kai Nykänen, Environmental Manager at Boliden’s zinc plant in Kokkola, is a satisfied man.

The plant has long been working to reduce emissions and enhance energy use, and the work is now bearing fruit.

“Plant emissions are clearly below allowed values and the content of foreign substances in the plant’s sur-roundings has been dropping stead-ily. We also have one of the world’s most energy-efficient zinc produc-tion plants,” says Nykänen.

Not only is the plant itself clean, so are its products. The zinc ingots

Pure and green zincBoliden Kokkola is one of the world’s most environmentally friendly zinc plants.

supplied by the plant meet the high-est purity grade of at least 99.995 per cent.

Vital substance

Boliden Kokkola and independent control authorities regularly carry out sea, soil and atmospheric measure-ments in the plant’s surroundings. They indicate that emissions of both zinc and other substances have dropped significantly in recent years even though production has increased. In 2004, for example, zinc emissions in the atmosphere amounted to 26.4 grams per tonne produced, which is only five per cent of the emission levels in 1990.

“We must not forget that zinc, a vital mineral to the human body, also occurs naturally in soil,” says Harri Natunen, President of Boliden Kokkola.

Protection for steel

Zinc is mainly used for corrosion pro-tection of carbon steel, with targets ranging from steel roofs to cars and bridge railings.

“Zinc is an environmentally friendly substance as it protects steel

from corrosion. Zinc-coated steel has a lifespan of 50 to 100 years. A similar level of corrosion protection is difficult to achieve at equal cost with other methods,” says Kai Nykänen.

Zinc is a metal that can be recycled an infinite number of times without its quality deteriorating. All of the zinc used in Kokkola, however, origi-nates from primary sources, such as Boliden’s own mines.

“It gives us a competitive edge since we have guaranteed access to raw material – even in times of zinc raw material shortage,” says Harri Natunen. c

Zinc is an environ-mentally friendly metal – Boliden Kokkola’s President Harri Natunen and Environmen-tal Manager Kai Nykänen are fully convinced of that.

Independent control authorities regularly carry out measurements in the plant’s surroundings. They indicate that emissions have dropped significantly in recent years.

Boliden Kokkola Oy

Tel. +358 6 828 6111Fax +358 6 6005

Business sector: Production and marketing of metallic zincValue of production 2005: EUR 330 millionEmployees: 660Export: 85%Major markets: EUCertification systems: ISO 9001, ISO 14001, OHSAS 18001Parent company: Boliden ABTurnover 2004: EUR 1,900 millionEmployees: 4,500

Mats Sandström


T he new investment means that two existing tube welding lines will be integrated and com-

pleted with laser welding, pickling and packing. This is a new concept of producing welded stainless tubes in dimensions of 125–500 millimetres, from strip to a finished product in a continuous production process.

“The target is to reduce production costs, increase capacity and introduce the inline concept into the lines,” explains Bengt Råbacka, General Manager.

The investment will more than double the capacity of the lines to 40,000 tonnes. The new capacity is scheduled to be in place by the end of 2006.

Tube family

The unit in Jakobstad was formerly known as JARO, but now operates under the name Outokumpu Stain-less Tubular Products. OSTP incorpo-rates many production units around the world, all of which have their own special fields. The sister plant in neighbouring Veteli, for example, manufactures elbows and tees.

“Here in Jakobstad we manufacture medium-sized stainless tubes with

a diameter of 125 to 500 millime-tres. Outokumpu decided to invest here because we had the best ideas on project implementation,” says Råbacka.

A variety of customers

The biggest customer groups for stainless tubes are paper and pulp mills.

“Our customers, however, come from various fields. Stainless tubes are advantageous in demanding environments that pose a risk for corrosion. Our tubes will be used, for example, in the new water treatment plant in St. Petersburg.

Bengt Råbacka describes the advan-tage of belonging to a big group like Outokumpu:

“We have a unique, end-to-end integrated chain stretching from the ore mine to the finished product.” c

According to Bengt Råbacka, being part of a big group of-fers big benefits.

Twice as many tubes: that will be the result of the investments made at Outokumpu Stainless Tubular Products. Faster with laser

Outokumpu invests in new laser welding of large diameter pipe in Jakobstad.

Outokumpu Stainless

Tubular Products

Tel. +358 6 786 5111Fax +358 6 786 5222www.outokumpu.com/ostp

Business sector: Longitudinally welded stainless steel pipes, tubes and fittings.Turnover 2004: EUR 116 millionEmployees: 240Export: 80%Markets: Worldwide; major markets in EuropeCertificates: ISO 9001, ISO 14001Parent Company: OutokumpuTurnover 2004: EUR 6 billionEmployees: 12,000

Mats Sandström


T he Kokkola region is home to the Nordic countries’ biggest concentration of inorganic

chemistry. This is where chemistries literally meet. OMG Kokkola Chemi-cals, the world’s leading producer of cobalt products, is part of the concen-tration. The company’s market share of global cobalt production is some 16 per cent.

“Markets are seeing good growth at the moment, and the demand for cobalt is increasing especially in the Far East due to rapid industrialisation in the region,” says the company’s President Jöran Sopo.

The chemicals, powders and metals produced by OMG Kokkola Chemi-cals are used, for example, in the

Full focus on cobaltOMG’s R&D operates in Kokkola.

batteries of portable equipment, such as mobile phones and laptops, hard metal tools and the production of low-sulphur fuel.

A clear focus pays off

The secret behind the success of OMG’s Kokkola plant is simple: cobalt. All of the company’s resources focus on developing cobalt markets and products.

“Cobalt production has always set the pace for us. For us it is the main product, whereas our competitors often produce it as a by-product of

other metals,” explains Sopo.The production process at the

Kokkola plant is fully automated, and the plant is one of the world’s most modern cobalt refineries.

“Our annual cobalt production to-tals some 8,000 tonnes, which would make approximately 2 billion mobile phone batteries,” Sopo calculates.

Product development in Kokkola

Most of OMG’s inorganic product and process development takes place in Kokkola. The company invests big in research and development.

“We have complete pilot product lines that help us to quickly commer-cialise new products,” says Sopo.

Product development currently focuses on chemicals for the battery industry, fine powders for the hard metal industry and chemicals used in the production of catalysts.

“To ensure that we have the lat-est competence and know-how in the field, we cooperate closely with research institutes and universities,” says Sopo.

OMG Kokkola Chemicals Oy is part of the international OM Group Inc. c

“The demand for cobalt keeps increasing every year. The use of cobalt catalysts in the production of low-sulphur fuels deserves special mention,” says Jöran Sopo.

The competitive-ness of the Kokkola plant is based on a fully automated process and quality products. Its extrac-tion plant is one of the most modern in the world.

OMG Kokkola Chemicals Oy

Tel. +358 6 828 0111Fax +358 6 828 1260www.omgi.com

Business sector: Metal-based speciality chemicals and powdersTurnover 2005: EUR 290 millionEmployees: 350Export: 99%Major markets: WorldwideQuality assurance systems: ISO 9001Environmental management system: ISO 14001Health and safety management system: OHSAS 18001Parent company: OM Group Inc.

Mats Sandström


O ver the past few years, the airline industry has been buffeted by turbulence. Yet

one company has come through the stormy competition and remained a winner: Blue1, SAS’s Finnish subsidi-ary.

“In order to survive, we have to for-get old traditions and listen to what customers want instead,” says Stefan Wentjärvi, who became President and CEO in autumn 2005.

In 2005 both SAS and Blue1 sub-stantially revamped and simplified their pricing policies. In principle, only single trips are sold. The tickets can be combined in any which way, and most restrictions have been removed.

“The success of this policy is apparent in booking volumes. I am convinced that other airlines will fol-low our lead.”

Seats cannot be stocked

Wentjärvi compares himself to a fishmonger: it’s a question of keeping an eye on supply and demand and set-ting prices on that basis.

“Airline seats are like perishables: they cannot be stockpiled,” says Wentjärvi.

Blue1’s strategy is to offer flights to all types of passengers, both business and leisure travellers. The passenger occupation rate is over 60 per cent. The company has grown during the past few years and now has around 120 daily departures, domestic and international. The overwhelming ma-jority of domestic flights are booked through the Internet.

“Without the Net, this growth would not have been possible. Our home page won first prize in an inter-national competition with 80 other airlines,” Wentjärvi adds.

Ostrobothnia is important

Blue1 has a strong presence in Ostro-bothnia. The whole company was in fact born here when SAS bought it – then called Air Botnia – in 1998. Today Blue1 has around ten daily departures from Vaasa to Stockholm, Helsinki and Copenhagen, and, ac-cording to Wentjärvi, it is only a mat-ter of time before a route is opened between Kronoby in Ostrobothnia and Helsinki.

“Ostrobothnia has a vigorous busi-ness life with many small enterprises. We found our niche from the very beginning by offering cost-effective

solutions that suit local needs,” says Wentjärvi, who was born and raised in Kokkola, Ostrobothnia. c

On sturdy wings Blue1 welcomes all kinds of passengers.

Stefan Wentjärvi is glad that customers have found the Blue1 home pages. “Without the Internet, our strong growth would not have been pos-sible.”

Blue1 and SAS carried out a total revamping of ticket prices in 2005.

Blue1

Reservations: +358 20 38 6000Tel. +358 20 585 6000Fax +358 585 6001

Business sector: Air travel Turnover 2005: EUR 180 millionEmployees: 500Major market: Europe Parent company: SASSAS Turnover 2004: EUR 6.4 billionSAS Employees 2004: 32,481


– was the one to set the wheels spin-ning when he bought a gravel truck and founded the company in 1955.

Common sense counts

Hans Ahola started as a fuel car driver in 1972, and soon suggested that the company would take up goods deliv-eries for the industry.

“My father handed me the tele-phone and encouraged me to find the customers myself. That was good training,” Ahola smiles.

He and his three younger brothers became co-owners of the company, and in the 1980s Hans Ahola followed his father as managing director. Com-mon sense and a personal relationship with the customers have remained the main principles for Ahola Trans-port.

Analysis and coordination

Today, the IT department is an important part of the company, as is its tailor-made Tactical Recognition Analysis and Coordination System, Attracs.

“This helps us to develop our con-cept – direct deliveries, from one cli-ent to another – minimising the time and handling needed in between,” Hans Ahola explains.

He thanks both existing and new customers for the current growth, recently as much as 25 per cent in one year. At the same time, he emphasises the role of a motivated staff.

“We value a clear strategy and organisation, where everyone knows his or her part,” says the managing director and former driver, happy to meet with all the company’s drivers at gatherings twice a year. c

W e believe in long-term planning, says Managing Director Hans Ahola at

Ahola Transport.Celebrating 50 years in a tough

business, the company is a major player on the Nordic and Baltic mar-kets, controlling a modern fleet of 150 cars. Its current vision runs to 2015, with well-defined steps towards further growth.

The expansion has been rapid in recent years, and could hardly have been foreseen by Ahola’s great grand-father Henrik, who manufactured saddles in 19th century Kokkola. In 1918, his son Lauri purchased two horses for wood transport and snow-plowing. Helge Ahola – Hans’ father

Visions on wheelsAfter 50 years in the business, Ahola Transport continues to set new records.

A successful concept has carried Ahola Transport through 50 years in a tough busi-ness, with rapid growth in recent years.

”Our 10-year vision includes well-de-fined steps towards further growth,” says Managing Di-rector Hans Ahola.

Oy Ahola Transport Ab


Business sector: Transport servicesTurnover 2006: EUR 42 millionEmployees: 100Export: 95%Major markets: The Nordic countries, the Baltic countriesQuality assurance systems: ISO 9002, ISO 14001


“Instead of whole trucks, we only ship trailers to Europe,” explains Sundqvist.

Sundqvist Transport aims at an annual growth rate of ten per cent. Except for high fuel prices, the future looks good.

“There’s an endless flow of goods in need of transport and an infinite number of new routes. We can also keep developing logistics.”

Focus on the environment

A transport company always has an impact on the environment, but Sundqvist Transport does its best to minimise any negative effects.

“We use new environmentally friendly vehicles and our drivers have navigators so that they can always find the shortest routes. In addition, our vehicles are always fully loaded,” says Sundqvist.

The company’s drivers attend courses in economical driving twice a year.

“We have monitored diesel con-sumption and found that training leads to fuel savings,” says Sundqvist. c

T ransports are an important part of our customers’ busi-ness, and we can help them

to improve cost-effectiveness,” says Jan-Henrik Sundqvist, Managing Director of Sundqvist Transport.

The company offers both regular and customised routes and special-ises, among other things, in tem-perature-controlled transports for vegetables. Dutch tomatoes find their way to Ostrobothnian stores in less than two days.

“Three years ago we set up our own transport terminal in Vantaa, in southern Finland, for reloading goods. It means greater efficiency for our customers,” says Sundqvist.

Another terminal is located in Jakobstad. Exports consist mainly of

trade and industrial products, while vegetables and mixed cargo are typ-ical import goods.

Leased cabs

In its striving for increased efficiency, Sundqvist Transport has let go of many of its trucks. It has instead opted for its own trailers driven by leased cabs, often acquired from the compa-ny’s subsidiary, Sundqvist Frakt.

Speedy and safe Sundqvist Transport carries goods between Finland and Central Europe.

“We offer both regular and cus-tomised routes,” says Jan-Henrik Sundqvist.

A transport company always has an impact on the environment, but Sundqvist Trans-port does its best to minimise any negative effects.

Sundqvist Transport Ab

Tel. +358 6 781 8800Fax +358 6 781 8822www.sundqvist-transport.fi

Business sector: Regular transports and customised routesTurnover 2005: EUR 11.5 millionEmployees: 14Certification systems: ISO 9001:2000, 14001:2003Export: 98% Major markets: Central Europe

Mats Sandström

Mats Sandström


With the industry aiming to minimise storage times, punctual and reliable

transports have come under increas-ingly heavy demand.

“It’s safe to say that the industry now has its warehouses on wheels on highways,” says Alf Norrgård, Man-aging Director of transport company Axel Williamsson.

The company specialises in trans-ports that do not involve unnecessary reloading. The goods are delivered quickly and securely within the agreed time period.

“We also offer express transports with two drivers so the journey can be made without stops. Transport of long goods, such as pipes and tubes, is another of our specialities. We always try to offer as flexible solutions as possible,” says Norrgård

New fleet

The company owns all of its twenty vehicles, which have an average age of just three years.

“Most of our drivers have been in the business for 30 to 40 years. They are well acquainted with our products

and customers, and that guarantees that the goods arrive on time,” ex-plains Norrgård.

Thanks to the experience of Wil-liamsson’s drivers, damage to goods is minimal. Another contributing factor is Williamsson’s general policy of us-ing the same vehicle from dispatcher to recipient.

The company’s fleet mostly oper-ates in the Nordic countries.

“Since we specialise in general cargo, a single vehicle can make de-liveries to some twenty recipients during one journey.”

Women as owners

Oy Axel Williamsson Ab is an exceptional company in the male-dominated transport business in that it is owned by two women, daugh-ters of the company’s founder Axel Williamsson. Lena Fant and Yvonne Williamsson are actively involved in daily operations.

“Competition is tough but we are positive about the future. Long expe-rience and a modern fleet are unbeat-able in our efforts to meet customer needs and retain their trust,” says Lena Fant. c

Warehouse on wheelsAxel Williamsson´s vehicles are an important part of customer warehousing.

Transport company Axel Williamsson is owned by two women, Lena Fant and Yvonne Wil-liamsson. Alf Nor-rgård is Managing Director.

The company owns all of its twenty ve-hicles, which have an average age of just three years.

Oy Axel Williamsson Ab

Tel. +358 6 317 1600Fax +358 6 312 0900 [email protected] www.williamsson.fi

Business sector: Transport servicesTurnover 2005: EUR 5.2 millionEmployees: 32Export: 98%Major markets: The Nordic countries

Mats Sandström

Mats Sandström


We lock our cars to protect our valuables. Why then shouldn’t we lock trailers

that carry goods worth millions?”These are the words of Mikael

Eklund, Managing Director of Ekeri, the leading Nordic manufacturer of box trailers and truck bodies. Thanks to big investments in R&D, the com-pany can now, as the first manufac-turer in the field, offer an electronic security system to its customers.

“We started developing the system when our customers signalled a clear need for one.”

Trailers fitted with the system can be locked by a simple push on a but-ton – exactly the same method used for passenger cars. A more advanced version of the system includes the op-

tion to remotely lock the trailer with a simple SMS message. Information on the location of the trailer can also be determined with SMS messages.

Open side doors

Ekeri has always manufactured customised trailers that include the exact number and type of features requested by the customer.

The fully openable side doors, in production for nearly thirty years, have become a favourite among cus-tomers. They enable Ekeri’s trailers to be side-loaded instead of using the traditional rear doors.

“This is particularly useful when loading long goods, such as timber and pipes. Side doors also enable goods to be unloaded in any order: there’s no need to always start at the rear,” explains Eklund.

Nordic countries as pioneers

While fully openable side doors are still relatively unfamiliar in conti-nental Europe, they have been used in Nordic traffic for years.

“The great distances up north

have made us northerners masters in logistics. Since long transportations are expensive, they must be handled as efficiently as possible.”

Mikael Eklund believes that customised trailers with a variety of features will eventually become the trend in all of Europe. Ekeri has al-ready visualized a future trailer where the rear will be covered with a screen showing the route and information, such as “Turning left 7 km”. A dream come true for everyone driving be-hind a lorry. c

Electronic security for trailersEkeri first to offer the new system.

Fully openable side doors have long been Ekeri’s speciality. Mikael Eklund, MD, says northerners have become logistics experts due to the great distances they deal with.

A simple push on a button locks the doors on the trailer.

Ab Ekeri Oy

Tel. +358 6 788 7400Fax +358 6 788 7412www.ekeri.com

Business sector:Trailers, semitrailers and truck bodiesTurnover 2005: EUR 29 millionEmployees: 160Export: 75%Major markets: The Nordic countries, Latvia, Holland and UK.

Mats Sandström


W hen you see a trailer on one of the Nordic high-ways, chances are good

that you’ll find the word Närko on it. Närko is the biggest trailer manufac-turer in the Nordic countries, which are also the company’s main markets.

“We have a different understand-ing of the Nordic climate and the long distances up here compared to manu-facturers from other countries,” says Kenneth Hellsten, Närko’s Managing Director.

Customer in focus

Närko specialises in solutions that are customised, yet series-produced at the factory.

“Customers get exactly what they want but we also offer new solutions that they may not come to think of,” explains Hellsten.

In 2004 Närko completed a big in-vestment in streamlining production.

“Our productivity has grown enormously. The same number of em-ployees now generates a turnover one third higher than a few years ago.”

Hellsten hopes to further improve productivity by making the company increasingly assembly-oriented.

Many of the company’s subcontract deliveries come from a component manufacturer that belongs to the same Group.

On many fronts

“We have also kept decreasing the weight of trailers. This means that we use less material and that trailers are lighter and use less fuel on the road.”

Närko’s advantage over smaller manufacturers is its ability to offer trailers for a variety of purposes, ranging from container chassis to a variety of truck bodies.

“Our annual volumes amount to as much as 1,200 units, which allows for advantageous procurement prices. In addition, our staff harbours a genuine interest and will to develop. This has me convinced that we will succeed in the tough competition,” says Hellsten. c

Steady on wheelsNärko’s customised trailers are produced in series.

Närko specialises in solutions that are customised, yet series-produced at the factory.

“Our productivity has grown enormously,” says Kenneth Hellsten.

Oy Närko Ab


Business sector: Development, production and marketing of serial and customised trailersTurnover 2005: EUR 36 millionEmployees: 148Export: 53%Major markets: Finland, Sweden, Norway, DenmarkParent company: Närko GroupTurnover 2005: EUR 71 millionEmployees: 330

Mats Sandström


Being close to the customer is a leading line of thought for Limetec, the Kokkola-based

planner and producer of trailers and superstructures.

“Our vision is to become number one in customer services on the Nordic market,” says Lars Ahola, Managing Director of the company, which already exports 70 per cent of its production.

Decades of experience in the trans-port business have enabled Limetec to add value to its products through sim-ple and tailor-made solutions, which ease the everyday work of its clients.

Demanding market

“We want to offer the smartest and lightest trailers and superstructures available, with a high quality all the way from technology to finish. This assists our customers in their efforts to increase capacity and effective-ness,” says Ahola.

Limetec’s first orders came from Sweden, which remains its main market. The high demands there were successfully met, and this set a stand-ard that the company has remained true to.

“Quality is what counts, and that is also what makes us competitive. Our products are long-lived, thanks to stainless materials, and built to survive in tough conditions.”

Increasingly customer-specific

The customers’ trust in Limetec has resulted in a steady growth, with 150 units produced in Kokkola in 2005.

A constant development process provides the market with new solu-tions for covered structures, smart and functional trailer doors – and customer-specific products.

“An increasing number of our products are tailor-made for the users, who praise the functionality and special solutions,” Lars Ahola notes.

Through a smooth service network, Limetec maintains good relations with its customers.

Detailed manuals accompany all products, spare parts are easily at hand, and continuous contact with clients inspires the company to de-velop new innovations.

“The best sign of success is a customer getting back to us with a new order,” says Lars Ahola. c

High quality on the roadLimetec keeps up the standards from start to finish.

Limetec is a major player on the Swedish trailer and superstructure market, thanks to its high quality standards.

”When it comes to innovations and effective solutions, we want to be a leading manufac-turer,” says Manag-ing Director Lars Ahola.

Oy Limetec Ab


Business sector: Superstructures and trailersTurnover 2005: EUR 6.7 millionEmployees: 32Export: 70%Major markets: Sweden, Norway, Finland

Mats Sandström


T ransportation of liquids in industrial quantities requires safe and secure containers.

Fluid-Bag offers 900 and 1000 litre flexible containers with ancillary filling, discharge and handling equip-ment. The multi-foil inner container is secured to a wooden or metal pallet using an outer transport bag. The in-ner container is generally used once, but the transport components can be reused. Interest in the system keeps increasing.

“After extensive research Exxon-Mobil in USA now use the system

Fluid transportation Fluid-Bag’s containers are used to transport liquids from skin cream to grease.

True to its name, Fluid-Bag offers a complete handling system for liquids, such as this Dis-charge Roller for use with high-vis-cous liquids.

“The Fluid-Bag container is certi-fied in compliance with international standards,” says Roger Nybäck.

Fluid-Bag Ltd.


Business sector: Transport system for liquidsTurnover 2005: EUR 5.7 millionEmployees: 35Export: 90%Major markets: Europe, North America, AsiaCertificates: ISO 9001, ISO 14001

to distribute grease and lubricating oils,” says Managing Director Roger Nybäck.

Based on lengthy evaluation, ExxonMobil issued a Letter of Rec-ommendation highlighting advan-tages such as avoidance of product contamination, and ease and safe handling and transportation, which combine to result in significant cost savings.

Replacing barrels

Liquids have traditionally been trans-ported in barrels or solid containers. The flexible Fluid-Bag container system offers major benefits. Stretch-ing the container during discharge allows the liquid to drain completely and without ingress of air into the container.

“This ensures that air, bacteria or particles cannot contaminate the liquid,” explains Roger Nybäck.

A discharge roller can be used to ef-ficiently extract high-viscous liquids. Despite containing less than 5 kilo-grams of foil material, the container is strong enough to be safely transport-ed as well as stretched during both filling and discharge.

The Fluid-Bag container complies with SP’s Certification rules for Flex-ible IBC for liquids, SPCR 131.

No air or moisture, please

If required the inner container can be irradiated. This, in combination with high-barrier composite foils, makes the container outstanding for transportation of reactive chemicals or foodstuff.

“Silicone and polyurethane adhe-sives are examples of sensitive liquids that require particularly good barrier qualities,” says Roger Nybäck. c

Mats Sandström

Mats Sandström


No holds barred at Vaasa-based Oy Leinolat Ab. When the company decided to invest

in the product development of access doors for ventilation ducts, it first considered all door models available on global markets and then got down to work.

“My instructions were to make better and more economic access doors that were faster to install,” says Raimo Leinola, Managing Director.

This resulted in the first product family of access doors with quick-release locks. Sales have soared at an incredible rate of 25 per cent. And no wonder, since the access doors can be installed in ventilation ducts in a mere second.

“We have reached a practical instal-lation time of zero,” says Leinola.

Oy Leinolat Ab installs ventila-

tion systems and manufactures sheet metal products ranging from ventilation doors and insulator ele-ments to the Bobi mailboxes popular all around Europe. The development and sales of the Bobi product family is handled by cooperation partner Bobicompany Oy.

Elements for nuclear power plants

In the last few years, Leinolat has also invested in the product develop-ment of industrial insulator elements designed for nuclear power plants and gas and oil refineries. Made of sheet metal, the elements reduce shutdowns caused by, for example, the dismantling and installation of

insulants in nuclear power plants to one tenth of previous figures.

“Clear savings, that is,” says Lei-nola.

The company is currently survey-ing potential export countries for both insulator elements and doors for ventilation ducts. Cooperation part-ner Adiabatix Oy is in charge of the sales and application of insulants.

“We are still developing our mar-keting, sales channels and exports. We have a strong will to grow,” says Leinola.

Acquisition doubles turnover

To stimulate growth, Leinolat acquired Uwira, a Vaasa-based company that manufactures indus-trial pipelines. Uwira makes fuel, water-cooling and compressed-air pipelines for engine manufacturers. The deal will double the turnover of Oy Leinolat Ab.

“The increase in size will also give us more market credibility,” says Leinola.

Throughout its 40-year history, the company has been known as a fearless risk taker.

“We are eager to take on challeng-es, we are quick to react and never say no,” says Leinola. c

Sheet metal with skillOy Leinolat Ab’s new access doors can be installed in a matter of seconds.

Oy Leinolat Ab


Business sector: Installation of air condi-tioning systems, sheet metal productsTurnover 2006: EUR 13 millionEmployees: 100Major markets: Europe, USACertificates: ISO 9001:2000, ISO 14001:2004

Leinolat knows sheet metal products. It recently expanded its product range with access doors for ventilation ducts that can be installed in a mere second. Its Bobi mailboxes are familiar all around Europe.

“Indirect exports make our sheet metal products available on all continents. We con-tinue to develop sales channels and exports,” says Raimo Leinola.

Michael Weckström


Some 40 per cent of the energy consumed in the EU is used for houses, mostly for heating. The

Union’s goal now is to improve the energy efficiency of buildings for eco-nomic and environmental reasons. After all, carbon dioxide emissions and energy production based on fossil fuels go hand in hand.

A recent EU directive obliges member states to develop the energy efficiency of buildings. The provi-sions of the new building legislation will take effect by January 2006.

“Water-based radiator heating is known to be an energy-efficient way to distribute heat. It is an environ-mentally friendly choice and follows the spirit of the Kyoto agreement: houses equipped with radiator heat-ing consume 30 per cent less energy than those equipped with underfloor heating,” says Reijo Haarala, Manag-ing Director of Rettig Värme Ab.

New Purmo Kon

Rettig Värme Ab manufactures and supplies some 800,000 water circu-lation radiators a year. The company’s radiator brand, Purmo, is a world leader in steel panel radiators.

“The new, more energy-efficient

approach to construction also puts health issues on the table. The low surface temperature of our radiators keeps indoor air fresh,” Haarala adds.

Rettig Värme contributes to the improvement of European energy efficiency through research and norm development and by enhancing the features of its own products. In au-tumn 2005 the company introduced a new-generation steel convector called Purmo Kon. The elegant product blends in well with modern interiors, is energy-efficient and has a good heat output.

“Purmo Kon’s heat loss to external walls is negligible and its energy ef-

ficiency shows a ten per cent im-provement over the previous model,” explains Haarala.

Radiator heating reacts quickly to changes in outdoor temperature. It is energy flexible and can use district and geothermal heating, as well as oil, gas or solid fuel as its energy source.

In addition to radiators, Rettig Värme’s product range includes a va-riety of products for interiors, such as towel warmers and design radiators.

“Today’s hectic world has made people appreciate our products, because they make their lives easier. We want to offer elegantly designed but increasingly practical products,” says Haarala.

Rettig Värme Ab is part of the international Rettig ICC Group. c

Energy-efficient heatingPurmo radiators follow the spirit of the Kyoto agreement.

Elegant towel warmers are ideal for hectic everyday lives. They also spread warmth throughout the bathroom.

“More energy- efficient construc-tion benefits all of us. Radiator heating is the choice of those thinking about the environment too,” says Reijo Haarala, Managing Director.

Rettig Värme Ab

Tel. +358 6 786 9111Fax +358 6 786 9222www.purmo.com/fi

Business sector: Radiators for hot water heating systemsTurnover 2004: EUR 46.4 millionEmployees: 226Export: 85%Major markets: The Nordic countries, Estonia, Latvia, Greece, Russia, JapanParent company: Rettig ICCTurnover 2004: EUR 605 millionEmployees: 3,500

Mats Sandström


Best-Hall’s products have found a new use. The 80-by-80-metre hall at the New York

Kennedy airport is one of the first examples of this. Infrared emitters mounted to the ceiling of the hall get airplanes ready for flight using hardly any glycol, thus helping to protect the environment.

“Thanks to this method, glycol use will drop to ten per cent of current figures, which translates to savings of approximately 70 per cent,” says Leif Kempas, Managing Director of Best-Hall.

Best-Hall’s product is also used to prepare planes at the Oslo Garde-moen airport.

“It took us only a few months to make the delivery to Oslo. We want to offer quality efficiently and punc-tually,” says Kempas.

Quality sells

Best-Hall designs, manufactures and erects its halls as turnkey deliver-ies. In addition to airplane deicing facilities, the halls are used as sports facilities, port warehouses, waste and recycling facilities and for timber storage.

Best-Hall’s halls can be found all

around the world. The company’s main export markets are Austria, Norway, France, Sweden and the USA. Exports are on a good growth track.

“The number of export countries has increased the more references we have got. Quite literally, quality sells itself,” says Kempas, satisfied.

To meet growing demand, the company has invested in a new 1,500-square-metre workshop and keeps enhancing production.

“We will next invest in our paint-ing shop,” says Kempas.

Millions of square-metres of cover

All in all, Best-Hall has made some 3,000 halls all around the world dur-ing its thirty plus year history. This means a cover for approximately three million square metres.

“Halls made of a steel frame and PVC fabric are convertible, suitable for various purposes and easy and fast to erect. We take care of the whole process from design to installation, which gives us a clear competitive advantage,” says Kempas.

Waste recycling has provided new uses for Best-Hall’s products. These

days, hazardous landfill waste and contaminated matter can no longer be left out in the open.

“New markets, uses and invest-ments will double our turnover in the long term.” c

Best-Hall Oy


Business sector: Sales, planning, manufacture and erection of PVC-covered halls with steel frameTurnover 2005: EUR 24 millionEmployees: 120Export: 50%Major markets: WorldwideCertificates: ISO 9001:2000

Environmentally friendly take-offsBest-Hall covers everything.

“Quality has begun to sell itself. Now is the time to invest in order to satisfy growing demand,” says Leif Kempas.

Airplanes at the Oslo Gardemoen airport are prepared for take-off in Best-Hall’s hall in an environmentally friendly way.

Mats Sandström


Bending, punching, robotic welding and powder lacquer-ing – Varax offers its customers

a variety of processing methods for tubes and sheet metal.

“Our customers come from widely varying sectors and many of them are export companies. Although we don’t have our own export operations our products can be found all around the world,” says Jens Högkulla, CEO of Varax.

The company recently invested in

a new bending machine that bends tubes to the required form quickly and with great precision.

“The machine can handle consid-erably more complicated bending tasks than previous machines,” says Högkulla.

One-stop shopping

According to Jens Högkulla, many customers value Varax’s ability to of-fer comprehensive solutions instead of just individual work phases.

“Being able to purchase bending and lacquering in the same place offers clear benefits. If our custom-ers ask for work that we don’t have machines for, such as laser cutting, we in turn buy the service from one of our subcontractors.”

One of Varax’s specialities is elec-

trostatic powder lacquering, which involves first applying powder to the product and then hardening it. The result is an extremely durable surface.

Origins in furniture

Varax manufactures components from steel, especially steel tubes, but also from aluminium and stainless steel. The list of products that the company’s components have been used for could run on forever: furni-ture, bicycles, snow shovels, clothes racks, heating elements…

Varax originally manufactured garden furniture but gradually got involved with more and more subcontracting. Garden furniture now accounts for 25 per cent of the company’s turnover.

“Competition from Asia is stiff but we have found our niche in high-quality furniture. A big advantage to customers is the fact that we also provide spare parts for furniture,” says Högkulla. c

Bending tubesVarax-Products supplies steel products to the export industry.

The new bending machine for tubes can handle long and variable radii, which makes it suitable for more demanding designs as well.

Oy Varax-Products Ab


Business sector: Bending, punching, welding and powder lacquering of metal products.Turnover 2005: EUR 4.12 millionEmployees: 41Major market: FinlandCertification system: ISO 9001

“Varax’s strength lies in its comprehensive solutions,” says Jens Högkulla.

Mats Sandström


Staircases used to be just a way up to the next floor. Now they are an important part of interior

decoration that must match the gen-eral style of the house.

This is how Managing Director Tomas Wargh describes the current business environment that West-wood, the leading staircase manufac-turer in Finland, operates in. Pine has traditionally been used for practically all staircases, but in recent years it has seen competition from a variety of colours, woods and other materials.

“People are out for more individual and customised solutions; standard items no longer satisfy their needs,” explains Wargh.

Next stop: Ireland

The company’s principal owner now is venture capital firm Wedeco, which has made it easier for Westwood to invest big in export. Its products used to be exported through agents.

“Our new owners brought a great deal of experience and competence into company management. After our earlier move from carpentry to indus-

trial operations we are now ready for the next step.”

Ireland is Westwood’s first target, not least because of the country’s cur-rent construction boom.

“Since the Irish build a lot of two-storey houses, staircases are in demand there,” says Wargh.

Westwood brings with it a new way of thinking. Staircases have traditionally been built on-site in Ire-land, which means that they cannot have the same finish as factory-built staircases.

Variety of customers

Westwood’s customer groups in Finland range from big construction companies to private customers.

“Not only do we manufacture staircases, we also install them. We also help our customers plan their staircases at as early a stage as possible to ensure that the end-product suits the intended purpose,” explains Wargh.

Westwood’s investment project in-volves further automating the factory by installing a new staircase machine,

the first of its kind. Wood material is fed in at one end, and out comes a sawn, rolled and drilled staircase ele-ment ready for installation. c

Westwood Oy Ab


Business sector: Staircases and staircase solutionsTurnover 2005: EUR 5.5 millionEmployees: 60Export: 20%Major markets: Europe, Japan, USA

Westwood takes the next stepNew owner plans to invest in staircase exports.

Staircases have become an impor-tant part of interior decoration, and must match the general style of the house.

“Supported by a new owner, we now feel more con-fident in making big investments in export,” says Tomas Wargh, Managing Director.

Mats Sandström


Seeing what a dominant role in-dustry plays in the Ostroboth-nian business life, Dermoshop

emerges as a foreign and fragrant flower. The company sells its own brand of skin and hair care products called Dermosil.

“Since we don’t have any middle-men, we can keep our prices low and product quality high,” says Henry Backlund, founder and Managing Director of Dermoshop.

The company markets its prod-ucts via the Internet and a customer magazine and delivers them by mail. Published once a month, the maga-zine is distributed to all big female-dominated workplaces in Finland, Sweden and Estonia.

“No other company in the field has our mix of sales channels,” says Backlund.

Close contacts with customers

Backlund got his business idea at the end of the 1980s when he ran a so-larium and sold skin lotion and cream to customers. The solarium boom died out but the demand for lotions and creams lived on. The company launched its home page back in 1996, and the Internet has been an impor-

tant sales channel ever since.“The Net allows us to maintain

close contact with our customers although we’re physically located out here in Korsnäs,” explains Piritta Hultholm, Creative Marketing Man-ager.

The company’s webshop also offers information about product ingredi-ents, and can be used by customers to ask for skin care advice.

New creams and soap

The product range now includes a little over one hundred products. Since the field is sensitive to trends,

new products are launched every two months.

“Some of the ideas for new products are our own, others come from customers and suppliers,” says Hultholm.

Dermosil products are produced by suppliers in various European countries but the actual “recipe” is developed by Dermoshop.

Dermoshop has seen an average an-nual growth of 30 per cent in the 21st century. It also has a subsidiary that sells hygiene products to hotels.

“Our goal is to maintain our annual growth rate at 30 per cent and ensure that some of it comes from the Swed-ish, Estonian and Russian markets,” says Backlund. c

Skin care by mailDermoshop found a unique business concept for its products.

Henry Backlund got his business idea at the end of the 1980s when he ran a solarium.

Dermoshop´s product range includes a little over one hundred products.

Dermoshop Ltd

Tel. + 358 6 280 4400Fax + 358 6 [email protected]

Business sector: Direct sales of skin care productsTurnover 2005: EUR 12.5 millionEmployees: 27Export: 15%Major markets: Finland, Sweden, Estonia, RussiaQuality assurance systems: ISO 9001:2000, ISO 14001


Oy Snellman Ab


Business sector: Meat and processed meat and food productsTurnover 2004: EUR 110 millionEmployees: 500Export: 6%Major markets: Finland, Sweden, Russia, JapanCertification systems: ISO 9001, ISO 14001

Smaller households and increas-ingly hectic lifestyles – two rea-sons for the continued growth

in demand for pre-cooked meals. Snellman’s meat processing company latched onto the trend and in late 2005 acquired a pre-cooked food fac-tory in Sweden.

“It produces good old home cook-ing of the highest quality packaged in a protective gas atmosphere. The products do not keep quite as long as other pre-cooked food but they taste like home-made dishes,” says Manag-ing Director Martti Vähäkangas.

The company also has far-reaching plans to introduce pre-cooked meals in Finland under the well-known Mr. Snellman brand, which Snellman also uses for its main products: luncheon meats and freshly packaged meat products. The company also makes products for private labels in both Finland and Sweden.

Looking outward

The factory in Sweden is one step on the road towards internationalisa-tion.

“The Finnish market is more or less saturated and competition is tough. If we still want to grow we have to look

elsewhere as well. Snellman’s board of directors has set a clear goal: focus on expansion,” says Vähäkangas.

Snellman has been growing at a steady annual rate of four per cent in recent years. The company exports some of its products to Asia, Sweden and Russia and is prepared to expand both export and cooperation.

Close contacts

Snellman’s brand has established it-self solidly on the Finnish market and it has come to represent high quality to consumers.

“Quality is more than a façade; it is firmly anchored in reality. The aim of our ‘Best farmhouses’ project, for example, is to ensure that we get prime quality meat from our suppli-ers. The meat we use comes from the healthiest animals in Europe,” says Vähäkangas.

Contacts with consumers are close and active, and Snellman gets very positive feedback.

“We have an intimate relationship with our customers. After all, our products go straight to their stom-ach.”

For more information about Snell-man, turn to page 12. c

High-quality convenience foodSnellman looks to internationalisation for continued growth.

New Managing Director Martti Vähäkangas says internation-alisation is a highly preferred growth option for Snell-man.

Convenience food is in great demand in today’s hectic society. Snellman offers meals of high quality.

Mats Sandström


In Cameroon, the native country of Nfonoyim Makia, there is a dire need for health care professionals.

Health problems in Cameroon and other third world countries are severe because of poverty, shortage of clean water, and lack of information.

“I want to contribute to improv-ing this situation,” says Makia, as an explanation for his decision to study public health nursing in the

English-language Degree Programme in Nursing at Central Ostrobothnia Polytechnic.

Not language skills alone

Nowadays, working life demands a knowledge of different cultures in ad-dition to language skills. Internation-al studies including student exchang-es offer this kind of competence.

“Both our teachers and students are on the move,” says Peter Finell, Head of International Relations.

Central Ostrobothnia Polytechnic is recognised as one of Finland’s most international polytechnics. It belongs to a cooperative network encompass-ing over 100 colleges and polytech-nics in almost 40 countries and on every continent.

“This was the best decision of my life. A graduate from an English-lan-guage study programme has a clear advantage,” says Fabian Sander, a German student of Chemistry and Technology. He especially appreci-ates the professional competence of the teachers, even though studying in English is very challenging.

“I’ve even learned to like Finland’s cold winters,” he laughs.

Internationally at home

One doesn’t necessarily have to go abroad to find an international atmosphere and fellow students and teachers from other countries. “Since hundreds of foreign students and teachers study and work here, a multicultural environment is on offer to those students who do not want to go abroad,” says Finell.

Also, many international coopera-tive projects and visits to trade fairs abroad give the taste and experience of cooperation over borders. c

International professionalsEnglish-language education enhances language skills and cross-cultural understanding.

Central Ostrobothnia Polytechnic

Tel. +358 6 825 0000Fax +358 6 825 2000www.cop.fi

Exchange students 2005: 80Foreign degree students: 70Foreign teachers and lecturers: 70English-language study programmes: • Degree Programme in Nursing • Degree Programme in Business

Management • Degree Programme in Chemistry

and Technology

Peter Finell thinks that internation-alisation within the borders of one’s own country – which he calls ‘internationalisa-tion at home’ - is a good alternative. “Our many foreign students and teach-ers have created our school’s inter-national atmos-phere.”

Students and teachers in the English- language study programmes agree that it pays to study in English. Both the language skills gained and learning in a multicultural environment help teach the cultural under-standing needed in working life.

Mats Sandström

Mats Sandström


Nothing is as sure as change. This also applies to work-ing life where needs have

changed radically as a result of glo-balisation and an increasingly tech-nological operating environment. The new postgraduate polytechnic degrees offered by the Central Os-trobothnia Polytechnic (COP) were specifically designed to meet new labour market needs.

“We educate professionals for prac-tical managerial and development duties,” says Pekka Nokso-Koivisto, Principal Lecturer at COP.

COP currently offers postgradu-ate polytechnic degrees in two fields: Social Sciences, Business and Ad-ministration, as well as Technology, Communication and Transport. The offering will be expanded in 2006.

Close cooperation with working life

Postgraduate polytechnic degrees are mainly taken while working. This offers added value to companies and industry as it raises the region’s level of competence.

“We design the content of the degree programmes in cooperation

with companies,” explains Principal Lecturer Janne Lehtinen.

One third of the degree pro-grammes is taken up by the thesis, which is a practical development project carried out for the student’s employer.

“The degree programme in entre-preneurship and business manage-ment educates business management professionals,” says Lehtinen.

The courses deal with customer relationship management, sales, marketing, financial administration, production control, and many other topics.

“Software is developing rapidly, and people sometimes find it difficult to keep up with the pace. We show them how to use systems and educate skilled professionals who understand the big picture,” says Lehtinen.

From engineer to human being

The degree programme in technol-ogy management provides engineers with a broader view of management and the business environment. In other words, the programme offers professional growth from technology to management.

“In humorous terms, from engi-neers to human beings,” says Nokso-Koivisto. c

Top pros for the labour marketPostgraduate polytechnic degrees to satisfy changing labour market needs.

“Postgraduate polytechnic degrees satisfy the chang-ing needs on labour markets. The de-gree programmes have been designed jointly with work-ing life organisa-tions,” explain Janne Lehtinen and Pekka Nokso-Koivisto.

Central Ostrobothnia Polytechnic

The Central Ostrobothnia Polytechnic has units in four towns: Kokkola, Jakobstad, Ylivieska and Haapajärvi.

Tel. +358 6 825 0000Fax +358 6 825 2000www.cop.fi

Business sector: Educational organisation, research, development, regional impactStudents: 3,300Employees: 270

Postgraduate polytechnic degrees are usually taken while working, which serves both the students’ and companies’ interests. Olli Nathan and Sari Karvonen are studying for a post-graduate degree in the programme for entrepreneurship and business management.

Mats Sandström

Mats Sandström


Information technology is on a rapid growth track. As a result of falling prices, more and more

SMEs are acquiring modern and ver-satile software and ERP (Enterprise Resource Planning) applications.

“Profitability statements, man-agement of thousands of items in production and ordering, actual cost calculations… ERP systems offer masses of options, but are rarely put to full use. Since companies don’t have time to get acquainted with all of the systems’ subtleties, resources are left unused,” says Lasse Jansson, R&D Manager at CENTRIA.

Improved competitiveness

CENTRIA engages in ERP research, development, training and consult-ing. Its service range also includes lab-oratory testing of various ERP func-tions. The goal is to help companies to improve the design and management of their operations.

“ERP enhances operations and competitiveness, and has a signifi-cant impact on business success and profitability in this way. It seems

that companies participating in our projects can’t get enough but just want to learn more,” says Jansson.

Competence accumulates

CENTRIA is a part of the Central Os-trobothnia Polytechnic. Cooperation between the research and develop-ment centre, the region’s educational institutions and companies in the

neighbouring areas benefits the whole region.

“We use the knowledge and skills acquired from projects and the busi-nesses we cooperate with for educa-tional purposes. The way in which competence accumulates when trans-ferred from one company to another is also an interesting phenomenon,” says Jansson.

CENTRIA carries out over 70 an-nual projects in the fields of technol-ogy, business, health care, social serv-ices and culture. Its units are located in Kokkola, Jakobstad, Ylivieska and Haapajärvi. c

For better businessCENTRIA educates, develops and does research to benefit the region’s companies.

Centria Research and Development

(Central Ostrobothnia Polytechnic)


Business sector: Research and developmentTurnover: EUR 5 millionEmployees: 70

Limetec, manufacturer of trailers and truck bodies, uses an ERP system for produc-tion planning, materials management and financial administration. CENTRIA helped the company with system implementation. Here, Johan Djupsund from Limetec and Janne Lehtinen from CENTRIA.

“We work in research and educa-tion to support the development and growth of the re-gion’s companies,” says Lasse Jansson.

Mats Sandström

Mats Sandström


How does the use of distance learning to enhance pro-fessional skills sound? Or

network and video courses that can be taken alongside one’s regular work? At the Chydenius Institute studying is everything but the passive recep-tion of new information. Since most of the students are adults, course content and learning methods are customized to suit students who are already active professionally.

“We do not copy university study programmes. Instead our courses and study methods are guided by the needs of our students and the region,” says Mikko Viitasalo, Director of the Chydenius Institute.

The Chydenius Institute - Kok-kola University Consortium offers university-level degree programmes, Open University courses, continuing education and R&D services.

Top experts

Companies in the Kokkola region are in a phase of strong growth nowadays, and there is a real need for highly educated experts. Often,

however, recruiting people with competence from outside the region has proved difficult. “At this point,” says Viitasalo, “we step in and train the experts needed.” Proof of their success are the national recogni-tion and awards that the Chydenius Institute has received for high quality teaching. Another sign of success is that virtually no one drops out of the study programmes.

At present, the Institute offers three different Master’s degree pro-grammes in education, information technology and social work.

“Our aim is to expand our offering by the end of this decade to include

two more Master’s programmes, in chemistry and business administra-tion.”

Doctoral studies

Activities at the Chydenius Institute include research as well as education. On average one PhD a year is earned at the Institute’s multidisciplinary school of doctoral studies. “Along with basic academic research, we also carry out applied and practical re-search that serves the region’s needs.” The Institute cooperates closely with the Vaasa, Jyväskylä and Oulu univer-sities. An average of 45 Master’s de-grees, three licentiate examinations and one doctoral degree are conferred annually. c

Learning for life The Chydenius Institute offers tailored education for mature students.

The Chydenius Institute offers many study methods. A variety of distance courses and the use of appropriate teaching technology give students with regular jobs a chance to enhance their level of education.

“We offer alterna-tive paths to a Master’s degree. It’s never too late to re-educate one-self,” says Mikko Viitasalo.

Chydenius Institute • Kokkola University Consortium

Tel. +358 6 8294 111Fax +358 6 8294 202www.chydenius.fi

Business sector: Education and researchNumber of students: 6,000Employees: 103Budget: EUR 6.5 million

Mats Sandström


T he University of Vaasa is an internationally respected uni-versity that offers many fields

of study and is active in high-quality research. In order to stimulate this research, the University is focusing on still larger research groups, the aim being to create extensive univer-sity-based communities of research-ers with a stronger global presence.

“For example, the Centre for Im-mersion and Multilingualism, as well as the Business Finance and Interna-tional Management units have done well in networking,” the University’s Rector, Matti Jakobsson, explains.

The University’s four faculties are centres for the study and research of public administration, languages, culture and communication, busi-ness and technology. The University works closely with the business sector, other institutions of learning and partner universities throughout Europe.

New professorships

The Vaasa region is a front runner in energy technology and the location of over 800 companies in the field. In fact, the field of technology at the University centers its attention on questions concerning energy and production.

This research competence has been further strengthened at the Faculty of Technology by two new professor-ships in electrical engineering and en-ergy technology, both financed by in-dustry. “The new posts will facilitate the start-up of joint research projects with the region’s leading players in the field,” Jakobsson emphasizes.

High rating for internationalism

The University’s broadly based cooperation with universities outside Finland means that just about any student can participate in an exchange

programme. Reciprocally, some 200 international exchange students ap-ply to the University each year.

Every faculty has at least one Master’s programme conducted in English, and more study programmes with English as the teaching language are being planned.

The present programmes are the International Programme in Finance, International Business, Intercultural Studies and Telecommunication Engineering.

“They are immensely popular. We have many more applicants than we can take,” Jakobsson says.

In 2006 the University will arrange its 3rd Conferment of Doctoral Degrees. The University’s young doctors and honorary doctors from Finland and abroad will participate in the ceremonies. This year will also mark the 40th anniversary of the founding of Vaasa University. c

The power of researchUniversity of Vaasa invests more in research.

“Our aim is to create extensive university-based communities of researchers with a stronger global presence”, Matti Jakobsson says.

Tritonia is a joint science library established by the Vaasa University, Åbo Akademi and the Hanken Vaasa unit. It provides services to university students, teachers and re-searchers, as well as everyone else looking for information.

University of Vaasa

Tel +358 6 324 8111Fax +358 6 324 [email protected]

Business sector: Innovative research and educationStudents: 5,200 degree studentsEmployees: 440Budget: EUR 25 million

Mats Sandström


Vaasa Polytechnic produces both skilled professionals to meet the demands of the

regional labour market, and applied research. Application translates to a practical orientation in which research and project activities find solutions to everyday challenges in the business world.

“SMEs often do not have enough capacity and resources to hire their own salaried personnel in research and development. That’s why we’re close by,” says Jouko Paaso, Rector of Vaasa Polytechnic.

Research projects are always based on the region’s commercial and industrial needs. Close and recipro-cal cooperation in research activities keeps the education up to date and links students to working life.

“There are concrete benefits: often clear product innovations or new in-novative enterprises,” adds Paaso.

Higher polytechnic degrees

Vaasa polytechnic educates an increasingly knowledgeable student body for meeting the needs of compa-nies in the region. In addition to the undergraduate degree and continuing education, as of autumn 2005 stu-dents can also gain a higher polytech-nic degree in the degree programme “Entrepreneurship and business know-how”. The higher polytechnic degree is a professionally oriented graduate degree, which is equivalent to a university Master’s degree.

“Also starting up is a higher polytechnic degree programme in de-

For high-level practical purposesResearch at Vaasa Polytechnic serves industry and commerce.

velopment and management of health care,” Paaso adds.

At the moment educational paths are being planned to make it easier for graduates of polytechnics to transfer to master’s programmes.

“Joint cooperation between the region’s polytechnics and universities is close and fruitful, and the best way to serve the region.”

Compass in hand

Jouko Paaso is a new face in Vaasa. He became the rector of Vaasa Polytech-nic in July 2004. Jouko Paaso has an impressive background in research, having earlier worked as director for the Raahe unit of the University of Oulu and as head of the Pehr Brahe software laboratory.

During his free time, this doctor of technology enjoys having a compass in hand. As an orienteer he has be-come well acquainted with the forests around Vaasa.

“If you stick with me, you won’t get lost,” he promises. c

The polytechnic’s strength, in addi-tion to a profes-sional education, is applied research and development benefiting teach-ing and working life. Jouko Paaso believes in the ad-vantages gained by pulling together.

Vaasa Polytechnic

Vaasa Polytechnic offers education and research services in technology and com-munication, business economics and tour-ism, and health care and social services.


Business sector: Education and researchNumber of students: 3,000Number of personnel: 240

Mats Sandström


T he Swedish Polytechnic, Finland in Ostrobothnia can be proud of two nice records

in its technology education. Between 2002 and 2004, no other polytechnic in Finland had such a low dropout rate. In addition, no other graduates from polytechnics have found jobs as easily, according to statistics from 1999–2003.

“We have succeeded in creating study programmes that match the needs of working life. Our students have good language skills, an impor-tant consideration since business life in Ostrobothnia is internationally

oriented. Of course, we can’t take all the credit ourselves. It is also a sign that business is thriving in our region,” says Örjan Andersson, Presi-dent of the polytechnic. Andersson also believes that the low dropout level is a reflection of the good contact between teachers and students.

Creativity has prestige

Besides studies in technology, the polytechnic offers Bachelor’s and Master’s degree programmes in cul-ture and health care & social welfare in line with the European Bologna model of higher education. The school’s aim is to be innovative, with a low threshold for experimenting with new ideas. One prestigious word is creativity, and the Swedish Poly-technic, Finland tries to include it in teaching activities in various ways.

“We have, for example, begun to give joint courses to students studying to become designers and engineers. I think this can lead to fruitful cooperation and new ways of thinking,” says Andersson.

Entrepreneurship encouraged

Students are also offered courses in entrepreneurship, and get advice and support if they are thinking about starting their own business.

“In ten years, one hundred former students have established their own firms,” says Andersson. Applied research is also done in cooperation with regional business life, one exam-ple being a project in which industrial companies receive help in design.

“The whole idea behind poly-technics is the maintenance of close contacts with business life and the surrounding world, and in this re-spect I feel we have done well.” c

Swedish Polytechnic

Tel. +358 6 328 5000Fax +358 6 325 5110

Business sector: Education, research and development servicesStudents: 1,800Employees: 180Quality assurance system: ISO 9001:2000

Record in activitiesEngineers from the Swedish Polytechnic, Finland have no problem finding jobs.

Rector Örjan Andersson has every reason to be satisfied. Of all graduate engineers in Finland, students from his school find work most easily.

Along with other nearby educational centres, students at the Swedish Poly-technic have access to one of the best teaching laborato-ries in the country: Technobothnia.


Director Rabbe Ede does not hesitate to outline the vision for vocational education in

the Jakobstad region.“Optima wants to provide the best

upper secondary education in this region. That is our goal and guiding principle.”

And these are more than just words: statistics show that students who have attended any of Optima’s schools easily find work after their studies and that few drop out.

“I think we get good results because of the close contacts between students and teachers. One of the staff ’s main duties is to motivate and support our students and to help them develop a healthy professional identity.”

Symbiosis with working life

Optima offers 28 study programmes ranging from boatbuilding to cosme-tology and computing.

“Our broad offering is one of our strengths. We continuously review and revise our study programmes since one of the goals for vocational education is to satisfy the needs of

the local labour market,” says Tiina Sjölund, Head of Administration.

The municipalities that own Optima understand the importance of investing in vocational education. Good interaction with trade and in-dustry in the region enables Optima to quickly react to new labour market needs.

“If we are to offer the best possible education, we have to keep moving with the times, and preferably stay one step ahead.”

Close contacts

Irrespective of how working life evolves, the importance of a solid

education will never decline. On the contrary.

“Our main task at Optima is to provide students with this tool,” says Ede.

Part of the students’ studies consists of practical training at work, which leads to close and natural contacts with the region’s employers. Class instruction must also be closely anchored in practical experience.

In addition to providing education for young people Optima also caters for adults. Its adult institution offers continuing education to working adults, the goal being for participants to document their competence with a degree.

“Work with adult students also gives us valuable contacts with trade and industry.” c

Optima


Business sector: Vocational educationStudents: ca 1,400Employees: 230

Lifelong learningOptima aims to give its students a healthy professional identity.

Located in the centre of the facilities, the café at Optima’s vo-cational school in Ja-kobstad has become a natural meeting place for students.

Rabbe Ede and Tiina Sjölund aim to provide students with professional pride combined with a sprinkling of healthy humility.

Mats Sandström

Mats Sandström


T he city of Vaasa has been a lively centre of commerce throughout its colourful his-

tory. The shipbuilding and tar trade of the 17th century have evolved into today’s metal and electrical engi-neering industries, as well as energy technology.

“Our task is to promote entrepre-neurship and produce fertile ground for company growth, and as a result, more jobs,” says Mayor Markku Lumio

The Vaasa region is the most entrepreneurial in Finland. It is the location of nearly 7,000 enterprises, with the city itself, soon to celebrate its 400th anniversary, as the hub of this activity.

Energy technology competence centre

After a tragic fire in 1852 the city of Vaasa was moved seven kilometres closer to the sea. Today it is known as a focus for energy technology and media communication competence. The city provides special support to entrepreneurs in these businesses.

“Our region has a concentration of

metal, electrical and energy engineer-ing companies. Global firms ABB, Wärtsilä, KWH Group, Vacon and Vaasa Engineering have created wide networks of small and medium-sized companies and subcontractors in this area,” Lumio adds.

The city also wants to profile its solid competence in media com-munication. The Vaasa unit of Åbo

Akademi, MediaCity, is unique in Finland, and has spurred growth in this field in Vaasa.

“Vaasa is a youthful 400-year-old, where the past and present shake hands amicably. A good example is the old factory buildings, which have been renovated to address the needs of education, and the stylish facelift of the city centre over the past few years

Youthful 400-year- oldVaasa nurtures business life.

Vaasa’s location by the sea offers a host of possibili-ties all year round. The whole town comes to the inner harbour for the autumn fish fair.

Jaakko Salo

Jaakko Salo


has done much to enhance the city’s profile.

Cradle of civilization

In addition to the concentration of international enterprises in the city, Vaasa is also a centre for schools, sci-ence and art. Twelve thousand college and university students make Vaasa truly a centre of learning, and its bi-lingualism makes it one of Finland’s most international cities. Markku Lumio describes his hometown po-etically as a cradle of civilization. The description is apt in view of the city’s past and present: a trivium school moved there in the 17th century, and Finland’s first library was opened there in 1794.

“Nowadays we have a wide array of educational institutions: the Uni-versity of Vaasa, Åbo Akademi, the Swedish School of Economics, West Finland design centre Muova, Finnish and Swedish polytechnics and train-ing institutes all educate profession-als to meet the needs of the region’s working life,” Lumio says.

Workable logistics

Vaasa supports the development of national and international air, sea, rail and road transportation. From the Vaasa airport, located a good ten kilometres from the city centre, there are direct connections for passengers and freight to Helsinki, Stockholm and Copenhagen. Almost 800 tonnes

of freight passed through the airport in 2004, and passenger traffic grew to over 260,000 passengers.

“The latest investment at the Vaasa harbour is a new 200-metre bulk dock with an operational depth of nine metres,” Lumio adds.

A total of 1.5 million tonnes of freight travels through the harbour each year.

And what about the citizens of Vaasa?

“Entrepreneurial people who love their beautiful archipelago and are crazy about soccer.” c

The City of Vaasa


Year founded: 1606Founder: Karl IXPopulation: 57,000, of whom 25% Swedish speakingWorkplace self-sufficiency: 129%

Youthful 400-year- oldVaasa nurtures business life.

“We’re strongly supporting the growth and internationalisa-tion of the region’s business life,” says Mayor Markku Lumio.

The city of Vaasa will celebrate its 400th anniversary this year. The central mar-ketplace, pictured here in 1903, is now a modern, dynamic shopping centre.

Mats Sandström

Ostrobothnia museum archives


F avourable winds have followed the Ostrobothnian boatbuilders into the 21st century. While an

increasing fleet finds its way from the region to the seas of the world, the business has grown from a branch into an industry cluster with signifi-cant employment effects.

Twenty-five Ostrobothnian yacht and motor boat manufacturers are backed up by more than 40 enter-prises, providing them with compo-nents, equipment and services. Now, the heart of the Finnish boat industry pumps even stronger, thanks to extensive cooperation.

New markets ahead

“Our networks are improving the efficiency of product development and production processes. This helps us to reach new markets and invest in the skills of the staff, new models and production technology,” says Bo Forsström of the Business Develop-ment Centre Concordia.

Together with Ketek in Kokkola and its Regional Centre Programme, Concordia in Jakobstad coordinates a regional boat industry development project.

This enables the manufacturers to cooperate with the most skilful developers in the business when ob-taining new technology and putting

it into practice. A national network of universities, technology centres and VTT, the Technical Research Centre of Finland, are all involved.

In Ostrobothnia, the recent results of networking in the boat industry cluster are promising.

Design and 3D-development

“We have seen growing coopera-tion to further improve design and 3D-planning, technical performance, business skills and education,” notes Jarl Ljungeld, Programme Director of the Regional Centre Development Programme.

The public sector and its Regional

Centre Programmes are important players in the process.

“By strengthening the networks and focusing on research and de-velopment, favourable winds will continue to blow among the Ostro-bothnian boatbuilders,” says Juhani Kuusilehto at Ketek, the Technologi-cal Centre of Central Ostrobothnia. c

Conquering the wavesOstrobothnian cluster dominates the Finnish boat industry.

The Boatbuilding Technology Centre contributes to the favourable winds for the Ostroboth-nian boat industry.

”Through a strong network, we can invest in skills and reach new markets,” say Bo Forsström of Concordia, Karl-Erik Westö, BTC, and Jarl Ljungeld of Ketek.

Boat Production Coordinatorof the Regional Centre Programme’s yacht manufacturing sector

Jarl Ljungeld Tel. +358 6 724 3434Mobile +358 44 725 [email protected]

Boatbuilding Technology Centre (BTC)Karl-Erik Westö Tel. +358 6 760 1207 [email protected]

Business Development Centre Concordia LtdBo Forsström Tel. +358 6 724 3436 [email protected] www.concordia.jakobstad.fi

The Technological Centre of Central Ostrobothnia KETEKJuhani Kuusiluoto Tel. +358 6 825 3303 [email protected] www.ketek.fi

Mats Sandström

Mats Sandström


Laser technology is a powerful instrument in the development of Central Ostrobothnia. Thanks

to brave companies, educational insti-tutions and the Central Ostrobothnia Technology Centre Ketek, the region has become a front runner in a field with a bright future.

“Our research in laser technology started in 1998, in order to improve the competitiveness of the engineer-ing and metal industry in the area. Now, all the main national actors are our customers and we have clients as far away as in the USA,” says Tuomo Peltola, Development Manager of Ketek Mechanics in Kokkola.

Skilful staff and partners

In Ketek’s new facilities, Pelto-la’s team runs an internationally recognised unit for laser research and processing. Cooperation with Tampere University of Technology and a shared professorship in surface engineering have made the Ostro-bothnian laser beams spark brightly.

“A skilful staff is our most im-portant resource. We work in close cooperation with the companies,

providing them with knowledge and expertise,” Peltola explains.

Companies such as Kokkola LCC, Hiltop Oy and Mac-Steel Oy have in-vested a great deal in new technology and competence, and together with Ketek have turned Central Ostro-bothnia into one of Finland’s most well-equipped areas within laser technology. The specialities include laser welding, cladding and cutting.

Extensive education and events

In addition to boosting the regional industry, Ketek has teamed up with the polytechnic universities and institutes, offering basic, postgradu-ate and further education in the field. The most significant among a number of special events is an annual Laser Cladding Technology Seminar with international lecturers.

“The exchange of know-how and innovations with leading players such as the German car industry is also most valuable. We work on a long-term basis, and the prospects for laser technology – and continuous regional development – are very positive,” says Tuomo Peltola. c

Powerful beamsKETEK boosts regional development through research and laser technology.

Ketek’s new testing facilities and labo-ratories provide services to all fields of laser technol-ogy and industrial chemistry. Janne Näkki is one of the Research Engineers in a skilful team.

“The use of laser technology is con-stantly increasing,” says Development Manager Tuomo Peltola at Ketek, which serves all the main national players in the field, as well as clients in the USA. Project Engineer Jouko Riihimäki demonstrates the robot-based laser multi-work station.

KETEK


Business sector: R&D in business management, laser technology, industrial chemistry and boat technology, development of products and manufacturing methods.Turnover 2006: EUR 3.4 millionEmployees: 40

Mats Sandström

Mats Sandström


F ew people know as much about the Ostrobothnian SME sector as Jan-Christer Eriksson in

Vaasa. He works as regional director at Finnvera, a state-owned company that has provided financing and support to small and medium-sized companies for 35 years.

“Most of the big companies in this coastal region once started small. I have had the good fortune to follow development over a long period. In some family-owned companies I am now in contact with the third genera-tion,” says Eriksson.

Finnvera has traditionally offered its customers direct business loans and guarantees for financing. It has now started to develop venture capi-tal products to strengthen the capital of start-up companies. This kind of investment is channelled through the regional venture capital firm Wedeco.

Venture capital on the rise

In the USA and Great Britain venture capital has long been the dominant form of financing for small compa-nies.

“New businesses are often set up using risk capital from private inves-tors who are looking for good return and growth in value. That makes venture capital a good growth instru-ment,” says Eriksson.

Venture capital traditions are not as strong in Finland.

“Risk-oriented private capital still expects a state-owned partner to get involved in small start-ups. We are convinced, though, that this type of financing will grow more popular and we want to develop it,” explains Eriksson.

Growth in the service sector

Eriksson believes that the financing services Finnvera has on offer are pos-sibly more important than ever, with an increasing share of companies now operating in the service sector.

“Industrial companies outsource everything from cleaning to ICT services. This means that 60–70% of start-ups provide services to other

companies. Getting bank loans for such operations may be difficult since service companies rarely have enough collateral to secure a loan. That is where both venture capital and Finnvera’s other financing services step in. c

Pioneer in venture capitalFinnvera finances Ostrobothnian industry.

“There is still too little private venture capital for small companies in Finland. That is why business needs Finnvera,” says Jan-Christer Eriksson.

Nearly 70 per cent of Finnish start-ups are set up in the service sector. That is why the demand for Finnvera’s services is greater than ever.

Finnvera Plc

Tel. +358 204 60 11Fax +358 204 603 849www.finnvera.fi

Business sector: Risk financing for small and medium-sized companies.Regional Offices: 16Outstanding commitments (credit and guarantees): EUR 2.1 billion; the Vaasa office EUR 136 millionEmployees: 410; the Vaasa office 11Customers: 27,100; the Vaasa office 1,700

Mats Sandström


T he EU alone accounts for sever-al annual development projects in energy technology, with

research results in the field published at regular intervals. However, infor-mation about the projects or research does not always reach SMEs. The joint European Synergy project involving Merinova and VTT Processes seeks to alleviate this bottleneck. It aims to distribute information about energy technology development projects car-ried out in the EU to European SMEs.

“We also search EU and other databases looking for research results that may benefit companies in the field. Synergy’s goal is to make first-class European energy technology competence serve SMEs,” explains Kari Luoma, Division Director at Merinova.

Technology Centre Merinova is a powerful developer and compe-tence centre that focuses on energy

technology skills in the Vaasa region. Merinova’s networks also enable it to work on broader international forums to enhance the operating conditions of companies.

Channel to the world of research

The Synergy project offers compa-nies a channel to the EU’s research environment. The content of projects and research carried out in the field is summarised in K-Pills (Knowledge Pills) and published at www.synergy-project.org.

“The site requires users to sign in. This enables us to collect information about companies and help them to find one another. The goal is to create a marketplace that will function as a meeting place for companies in the field,” explains Luoma.

The project will survey the devel-opment needs of a total of 100 SMEs in energy production and energy sav-ing all around Europe.

“We then aim to find EU projects that match the needs of SMEs,” says Luoma.

Energy clusters meet

The Cence project aiming to bring together energy clusters in Vaasa and elsewhere in Europe involves ten

partners in eight different countries. Its goal is to help clusters come into contact with each other. Exchang-ing experiences, knowledge and skills will lead to an accumulation of competence.

“We document clusters, create common indicators and thus also promote the creation of new energy clusters,” explains Yrjö Halttunen, Managing Director of Merinova.

The Vaasa region features a top-class cluster of energy technology competence in Finland. The region houses 800 companies, which together account for an industrial production value of 1,788 million euros. Export accounts for 67 per cent of production. The companies’ annual product development costs in the Vaasa region amount to 35 mil-lion euros. c

Energy technology in K-PillsMerinova spreads the latest research information in energy technology.

Technology Centre Merinova


Business sector: Development of energy technology: research projects, business consulting, incubator activities, development and construction of operating environmentsTurnover 2004: EUR 3.5 millionEmployees: 17

Vaasa has become the centre for top-class energy tech-nology competence in Finland. Merino-va is an important developer for this cluster. It creates the right conditions for new innovative business.

Mats Sandström

“The Synergy project gives SMEs access to the EU’s latest research information in en-ergy technology,” say Kari Luoma and Yrjö Halttunen.


Next to an expanding port, well-connected by air, rail-way and highways, an area of

70 hectares is ready for new establish-ments. With a power-plant and nec-essary infrastructure already at hand, Kokkola Industrial Park is proud to welcome partners on virgin soil.

“The best site available in Finland,” says Development Director Jarmo Nissi at the City of Kokkola, referring especially to the basic and chemical industries.

The newly prepared sand-bottom land is part of a 400-hectare area, with a tailored plan for the chemical industry – as such one of the largest in Europe.

Expertise and infrastructure

Kokkola hosts a national Centre of Expertise in Chemistry and is inter-nationally renowned for its highly

developed chemical industry. The neighbours in the Industrial Park in-clude Boliden, OMG, Fortum, Neste Oil – and OnePoint.

Kemira-owned OnePoint is a service and infrastructure provider, working to improve the competitive-ness of the companies in Kokkola Industrial Park. OnePoint assists its customers with technical services, material, research, administration and infrastructure.

“In fact, you could come here with only one employee, as all the services you need are available. We are well-connected with authorities as well as shipping operators, and the syn-ergy among the actors in the area is considerable,” says Vesa Pihlajamaa, Managing Director of OnePoint.

Newcomers impressed

Logistics, information, security and

environment issues are handled in working groups, which have been formed spontaneously.

“Cooperation runs very smoothly, and there is great interest to develop this area,” Pihlajamaa notes.

By 2010, the goal is to create 300 new jobs in the Industrial Park, through 10–15 company establish-ments.

“We hope to attract one or two big-ger enterprises. The first newcomer has already arrived – and increased its investments when noting the opportunities that we can offer,” says Jarmo Nissi.

c

Ready for conquerorsKokkola Industrial Park welcomes companies to an area of opportunities.

Kokkola Industrial Park offers infra-structure, services and expertise – and 70 hectares of land, tailored for industrial establish-ments. Kokkola Industrial Park is marketed by local industry, the City of Kokkola and the regional develop-ment company Kosek.


Left: The OnePoint laboratory offers versatile analysis services.

Left: The Neste Oil Oyj terminal in Kokkola is the biggest terminal for oil products in Finland outside the refineries. The storage capacity is 275,000 cu-bic metres and annual oil deliveries amount to 550,000 tonnes. Ter-minal services include storage, additives and distribution to all oil companies in Finland.

Right: Potassium sul-phate from Kemira GrowHow Oyj is loaded onto a ship in the OnePoint Oy harbour in Kokkola Industrial Park.

Kokkola Industrial ParkCity of KokkolaTel. +358 6 828 9111Fax +358 6 828 [email protected]

KOSEKTel. +358 6 824 3400Fax +358 6 822 [email protected]

OnePoint OyTel. +358 10 861 330Fax +358 10 862 [email protected] sector: Infrastructure and industrial servicesTurnover 2006: EUR 15 millionEmployees: 150

Fortum Power and Heat OyTel. +358 10 454 9491Fax +358 10 454 9420 www.fortum.fi [email protected] sector: EnergyEmployees: 66

KemFine OyPart of the KemFine Group Tel. +358 10 861 220Fax +358 10 862 [email protected] sector: Production of organic fine chemicals Turnover: EUR 60 millionEmployees: 180

Kemira OyjKokkolaTel. +358 10 861 217Fax +358 10 862 [email protected] sector: Chemical industryTurnover: EUR 12 millionEmployees: 26

Kemira GrowHow OyjTel. +358 10 215 111www.kemira-growhow.comfirstname.surname@kemira-growhow.comBusiness sector: Fertilizer products, plant nutrition products, industrial chemicalsTurnover: EUR 80 millionEmployees: 61

Neste Oil OyjKokkola terminalTel. +358 10 458 9070 Fax +358 10 458 [email protected] sector: Storage and distribution of fuelEmployees: 10+2 (Pietarsaari terminal)

Nordkalk Oyj AbpTel. +358 20 455 3480Fax +358 20 455 6038www.nordkalk.com [email protected] sector: Limestone quarrying and refiningTurnover 2004 (corporation): EUR 270 millionEmployees 2004: 1,400 (Kokkola unit: 5)

Oy Polargas Ab/Air LiquideKokkola CO2 and O2 plantTel. +358 40 518 5663Fax +358 10 862 [email protected]

Oy M Rauanheimo AbPort Operator www.rauanheimo.comBusiness sector: Stevedoring, for-warding, shipping agency, shipping servicesTurnover 2006, estimate: EUR 35 millionEmployees: 106More facts in the presentation of the Port of Kokkola, page 108.

Tetra Chemicals Europe OyTel. +358 10 861 550Fax +358 10 862 8575www.tetrachemicals.fikalsiumkloridi@tetrachemicals.fiBusiness sector: Production and marketing of chemicalsTurnover: EUR 10 millionEmployees: 48

Boliden Presented on page 64.

OMG Presented on page 66.

OnePoint Presented on the previous page.

Mats Sandström

Right: “This is the best site available for the chemical industry in Scandinavia,” say Jarmo Nissi and Vesa Pihlajamaa.


Corporate social responsibil-ity is one of the Ostrobothnia Chamber of Commerce’s

slogans. “We want to prove that industry

can be self-regulating,” says Bengt Jansson, Chief Executive.

In Jansson’s opinion, his main duties include creating networks between the region’s companies and extending them to the rest of society and farther out into the world. Jans-son and Director Juha Häkkinen know all of the region’s important players, both in business and the public sector.

“We are a lobbying organization for

our members. Our task is to protect their interests, to attend important meetings so that our members can focus on their own operations,” explains Jansson.

All sectors

The Ostrobothnia Chamber of Commerce has over one thousand members, including all of the region’s leading enterprises, from all imagina-ble sectors.

“Many small companies have also joined in. They benefit from our network of business-to-business contacts,” says Häkkinen.

The Chamber of Commerce does not receive public support; its opera-tions are financed through member-ship and service fees.

“This gives us many advantages since we can plan operations based on our members’ needs. If needed, we can also be critical of authorities since we don’t depend on them financially,” explains Jansson.

Strong together

In addition to interest promotion, the Chamber of Commerce is involved in

education and communication. Jans-son names the Coastline magazine as an example of the latter.

“Coastline is a good example of the kind of project that no company can carry out alone but that all benefit from. This region is home to an incredible amount of experience, and we should let others know it as well. We make the world’s best sailboats and boat engines – why not proudly tell others about it.” c

Active player in societyThe Chamber of Commerce builds relationships and safeguards the interests of businesses.

Corporate social responsibility is im-portant for Bengt Jansson and Juha Häkkinen.

The Ostrobthnia Chamber of Commerce does not receive public support; its operations are financed through membership and service fees.

Ostrobothnia Chamber of Commerce

Kokkola officeTel. +358 6 832 6400Fax +358 6 832 6490

Jakobstad officeTel. +358 6 781 6400Fax +358 6 781 6490

Vaasa officeTel. +358 6 318 6400Fax +358 6 318 6490

[email protected]

Business sector: Lobbying, information, trainingTurnover 2005: EUR 1 millionEmployees: 8

Mats Sandström


Successful strategies and coop-eration with companies have turned Central Ostrobothnia

into a leading employment creator in 21st century Finland. After tough times in the 1990s, the number of jobs in the region has recently increased by more than twice the Finnish average.

“We have looked into the future and focused on the true needs of the employers. A new challenge is to provide the fastest-growing sectors with a skilled workforce,” says Erno Hyvönen, Project Manager at the Regional Council of Central Ostro-bothnia, based in Kokkola.

ICT, metal and chemistry

ICT became a regional target area in the mid-1990s and has continued to grow. While other sectors experi-enced a setback, re-education for tra-ditional industries such as chemistry and metal was organised. Thanks to strong entrepreneurship, new, per-manent jobs have been created.

“The metal industry has expanded enormously in five years, mainly through small companies. Soon, there will be a need for an additional

100 employees a year, while 30 gradu-ate annually from the institutions in our region,” Hyvönen notes.

In a two-year project, co-funded by the European Union, Hyvönen has launched an employment strategy guiding Central Ostrobothnia into the 2010s. Now, his work continues in order to match the education possibil-ities with the needs of the employers – and increase their attraction.

New image

“One of our successful metal com-panies produces gym equipment of the highest quality in top-modern facilities, with equal job opportuni-ties for women and men. This is the metal industry of today, and it is time to update the traditional images.”

With well-developed social serv-ices and good communications, the region of Central Ostrobothnia also welcomes new establishments.

“The average age in the region is currently the third lowest in Finland. There is definitely good potential for growth and development,” says Hyvönen. c

Successful strategistCentral Ostrobothnia creates new job opportunities and growth potential.

Central Ostrobothnia tops the Finnish statistics in creating new jobs during the 21st century. Fitness and rehabilita-tion equipment manufacturer HUR in Kokkola is one of the successful companies.

“With a young population, this region has good growth potential. It is also a market for a well-educated workforce,” says Project Manager Erno Hyvönen.

Regional Council of Central Ostrobothnia


Business sector: Regional council for 17 municipalities in Central Ostrobothnia. Regional develop-ment and regional planning. Distribution of regional funding for the development of the region’s business and industries. International matters and contacts.Turnover 2006: EUR 1 millionEmployees: 15

Mats Sandström


O ur region has strong indus-tries and an excellent range of educational opportunities, as

well as good communications. Ostro-bothnia is characterised by its driving force and entrepreneurial spirit.

So says Olav Jern, Executive Direc-tor of the Regional Council of Ostro-bothnia, an organisation entrusted with the task of ensuring that the Ostrobothnian engine keeps running smoothly in the future.

There are, however, a few small clouds in sight.

“The region has many big com-panies and several small ones but

not that many in the medium size range. Many small-company owners are at the age at which investment in growth is no longer a priority. And the younger generation may not be all that interested in setting up a busi-ness.”

Predictability in entrepreneurial activities

Entrepreneurship always involves risk-taking. A well structured society keeps risks at least partly at bay, which is what the Regional Council of Os-trobothnia has set out to do.

“We create a framework for com-panies, for example, by ensuring the availability of land and good commu-nications,” explains Olav Jern.

The Council takes care of regional development planning and draws up land use plans for the region. This involves predicting and anticipating the future but also forming it.

“A more or less predictable future is a necessity for all enterprises. In the absence of clear rules, compa-nies hesitate to invest and establish themselves. Cautiousness feeds off insecurity.”

Out in the world

The Regional Council of Ostroboth-nia is also involved in establishing a Brussels-based EU office to represent the five regions of Western Finland.

“A Regional Europe is already real-ity even though it has not been fully understood in Finland. A Regional President is higher up the ladder than an EU MP.”

Another international project that the Council is working on is the attempt to get the Ostrobothnian landscape and the phenomenon of land uplift on UNESCO’s World Heritage List.

“Our chances look good now,” says Jern. c

Regional Council of Ostrobothnia


Business sector: Regional council for 18 Ostrobothnian municipalities. Regional development and spatial planning. Distribution of regional funding for the development of the region’s business. International matters and contacts.Turnover 2005: EUR 5 millionEmployees: 25

A national prime moverWithout Ostrobothnia Finland’s pace would be slower.

A future World Heritage property? Ostrobothnia is unique in geologi-cal terms: the land has continued to rise since the Ice Age.

Olav Jern’s task is to make the future as predictable as possible for busi-nesses. Insecurity causes hesitancy to invest.

Michael Haldin / Forststyrelsen

Mats Sandström


Administratively speaking it has never been this easy to establish a company. On the

other hand, coping with competition is more difficult than ever before.

So says Kaj Suomela, Director of the T&E Centre for Ostrobothnia, a regional representative of the Minis-try of Labour, the Ministry of Trade and Industry, and the Ministry of Agriculture and Forestry. The Centre provides advice, support and financial assistance to companies looking for development in various sectors.

“Financial support often proves to be less important than the opportu-nity for companies to investigate and discuss issues with an outsider,” says Suomela.

All industries

Suomela is convinced of the great importance of the T&E Centre’s support. Not long ago the founder of a very successful company told Suomela it would have been impos-sible to launch operations without the help received from the Centre.

The T&E Centre is also responsible for the regional employment policy and the employment agencies that help job seekers. Ostrobothnia and central Ostrobothnia have long had the second lowest unemployment rate in Finland

“We expect to see employee short-age in the future so the development of companies depends on their ability to attract the best of the labour force,” explains Suomela.

The T&E Centre’s fields of respon-sibility also include primary industry, such as agriculture and fishing.

“The Ostrobothnian countryside is immensely vigorous and has an unwavering belief in the future,” says Suomela.

Innovations

Suomela and his colleagues have lately put strong emphasis on innova-tion.

“We tour the region to activate companies that have good ideas. They can submit an application that will be assessed and compared to other ideas from elsewhere in Finland,” says Suomela.

The best ideas are granted subsi-dies from TEKES (Funding agency for technology and innovation), so that they can be developed into

innovations. The Centre’s work has been fruitful: the sum distributed in Ostrobothnia rose from 7 million in 2004 to 10 million in 2005.

“There’s still a lot to do. Ostroboth-nians have traditionally been good at applying inventions but we could do with more of our own innovations.” c

T&E Centre for Ostrobothnia


Business sector: Governmental employment and economic development centre for Ostrobothnia and central OstrobothniaTurnover 2005: EUR 200 millionEmployees: 130

The government’s representativeThe T&E Centre provides support and financing to Ostrobothnian companies.

Kaj Suomela wants to help Ostroboth-nian companies to generate innova-tions.

Media production is one of the new sectors the T&E Centre is helping to develop in the region. Kimmo Rautanen is manager of TV and film producer Mediacity.

Mats Sandström

Mats Sandström


Speed is crucial in today’s busi-ness world. Goods and spare parts must be shuttled off from

production to customers without ex-pensive interim storage. To meet the heavy demands this puts on logistics, the City of Vaasa came up with an ingenious solution: it reserved land for companies literally next to the airstrip. Located in the immediate vicinity of the town’s airport, Vaasa Airport Park houses a total of 2,000 employees from different companies. The business park is unique in Fin-land – possibly in the whole world.

“I think companies will value this opportunity even more highly in the future. International companies

working in the business park, such as Wärtsilä and Vacon, attract new enterprises into the area, as shown by the high utilization rate of our two technology houses, Futura I and II,” says Ulla Mäki-Lohiluoma, Managing Director of Oy Vaasa Parks Ab.

Vaasa Parks Oy coordinates the construction of new business premis-es in the City of Vaasa and especially in and around Airport Park, Science Park and Strömberg Park.

Flight logistics zone

“DHL’s express cargo line operates on a daily basis between Vaasa and Stockholm. From Stockholm the goods continue to Central Europe later the same day,” says Mäki-Lo-hiluoma.

The flight logistics zone planned for Vaasa will link the companies in Airport Park more closely with flight cargo activities. Producta I, a new pro-duction and logistics hall completed in late January, is the first solution in Vaasa Parks that has been customised for logistics operators and production lines.

“We look forward to constructing similar premises for other companies – quickly, if needed,” says Mäki-Lo-hiluoma.

Promoter of strong growth

The Vaasa region is known in Finland as a strong competence centre for energy and electricity technology. Big players also provide the vast network of subcontractors with good growth conditions.

“We’ve seen fast growth in the last years, especially in Airport Park. The number of employees in the area has increased by hundreds since the turn of the century,” says Mäki-Lo-hiluoma.

Airport Park is located in the im-mediate vicinity of the airport and close to a motorway. The port and railway station are 20 minutes away.

“Airport Park still has a lot of land for office, production and logistics facilities,” Mäki-Lohiluoma points out. c

From production onto airplaneVaasa Parks offers growth opportunities to companies.

Airport Park’s location in the immediate vicinity of the airport and motorway leads to cost and time savings.

Oy Vaasa Parks Ab

Tel. +358 6 2828 282Fax +358 6 2828 499www.vaasaparks.fi

Business sector: Marketing and development of business environments, business facilitiesTurnover 2004: EUR 1.1 millionEmployees: 3

“Airport Park’s unique location in terms of logis-tics gives a clear competitive edge to companies in the area,” says Ulla Mäki-Lohiluoma.

Mats Sandström


Language barriers, confusion, in-security – the first steps in a new market may sometimes seem

difficult. This is where Viexpo can be of great help to companies.

“We offer support in internation-alization to small and medium-sized businesses in nearly all sectors,” explains Markus Jussila, Managing Director.

This covers everything from trans-lation services to practical advice. Viexpo also arranges Fact Finding visits to foreign companies and trade fairs, which have kept increasing in popularity. In 2005 Viexpo organised more than 20 such visits.

“Our Fact Finding trips give com-panies an opportunity to find new business contacts,” says Jussila.

Looking east

Viexpo also works as a link in the op-posite direction, providing assistance to foreign companies that need help in Ostrobothnia.

“We give advice, provide contacts and offer translation services.”

Ostrobothnian businesses have always been export-oriented – not least because of the short distance, both geographically and culturally speaking, to Sweden. Viexpo is now

actively looking for new markets outside Scandinavia and Europe.

“We are putting heavy emphasis on Russia and the Far East,” says Jussila.

Long experience

The language skills of Viexpo’s staff are impressive, ranging from Russian to Chinese. Yvonne Strömberg is responsible for Russian contacts at Viexpo.

“The main problem for companies seems to be finding a reliable first

contact in the new market. Fluent in Russian, I can call Russian contacts on the companies’ behalf. I can also give practical advice, for example, on the documents needed for Customs.

Viexpo has been in business for 35 years. Its operations are partly financed by the State and munici-palities. Companies get basic services free of charge, while trips and long consultations are offered at an inex-pensive price. c

Experts in export Viexpo is a gateway between Ostrobothnia and the rest of the world.

Markus Jussila and Yvonne Strömberg create contacts be-tween Ostroboth-nian and foreign companies.

Viexpo

Main office in JakobstadTel. +358 6 781 6440Fax +358 6 781 6450

Kokkola officeTel. +358 6 832 6440Fax +358 6 832 6450

Vaasa officeTel. +358 6 319 9250Fax +358 6 319 9260

Närpes officeTel. +358 50 342 1091Fax +358 6 224 1288

[email protected]

Business sector: Assistance in international trade for small and medium-sized companiesEmployees: 9

Russia and the Far East are still virgin territory for many Ostrobothnian busi-nesses. Viexpo is now opening doors to the east.

Mats Sandström


T he Vaasa region is doing well – extremely well in fact. Big international energy compa-

nies and a wide network of SMEs fol-lowing in their lead are growing and developing, and export is thriving. In addition to the energy industry, the region’s strengths include metal and wood products industries, as well as media.

“There is no lack of dynamism around Vaasa,” says Pekka Haapanen, Managing Director of the Vaasa Region Development Company, VASEK.

The general spirit is favourable to business and the region is one of Finland’s most entrepreneurial.

“Ostrobothnian determination and perseverance provide a good founda-tion for the region’s success,” says Haapanen.

One-stop shop

VASEK works over municipal borders to improve the operating environ-ment of companies in the Vaasa region. It is a true one-stop shop, a regional business service point that offers the services of dozens of expert organizations to companies. VASEK

provides tools for micro enterprises and small and medium-sized com-panies.

“We don’t do everything ourselves but can point the customer to infor-mation sources. We coach and advise new entrepreneurs, support existing companies, help businesses to find the right sources for funding and par-ticipate in training and development projects. We also create links between entrepreneurs,” says Haapanen.

VASEK’s main task is to develop a business network where companies, education and research institutes and public service experts can meet. Such a network benefits the whole region’s well-being.

“We also act as a gateway for foreign enterprises and manage the region’s company, land, facilities and project registers,” explains Haapanen.

Everywhere in 20 minutes

From the airport to the city centre, city centre to harbour, harbour to air-port – all of the distances in Vaasa can be made in 20 minutes or less. These logistically unique conditions bring clear benefits to the everyday opera-tions of companies in the region.

“The Vaasa airport alone offers 50 domestic and 31 international flights a week,” says Haapanen.

Upper-secondary and vocational schools, as well as seven University and Polytechnic units that offer a to-tal of 36 major subjects and 62 degree programmes, provide the region’s companies with skilled employees.

“This is also a region where people feel good. The sea, wide culture and sports offering, magnificent nature – they all contribute to families’ well-being. We are fluent in the region’s two languages but are of one opin-ion: everyone is heading in the same direction. Good language skills also facilitate contacts with our Scandina-vian neighbours.” c

Vaasa Region has energyVASEK drives development in the Vaasa region.

Vaasa Region Development Company


Business sector: Promotion of regional business, marketing of region, develop-ment of regional strategy

Pekka Haapanen and his team at VASEK promote the growth and development of the Vaasa region. “We want to ensure the best possible op-erating conditions for companies in and around Vaasa,” says Haapanen.

Mats Sandström


Nordea combines a strong physical presence in the Baltic region with the world’s pos-

sibly most advanced network banking services. The Bank has 1,150 branch offices in the Nordic and Baltic coun-tries, as well as in Poland. Nordea is also a Nordic leader in telephone banking services.

“Altogether, Nordea has about four million e-customers. For several times in a row, we have won The Bankers Award as the world’s best Internet bank,” says John Erickson, Senior Manager for the Corporate sec-tor at Nordea in Vaasa.

The Nordea Way

Nordea’s netbank service has offered the entire banking world an example of the opportunities provided by network banking services. Account services enable payments to be han-dled quickly and easily. Invoices can be paid as quickly between Nordea offices located in different countries as between those within one and the same country.

One of the latest services offered to corporate customers is the sending and receiving of online invoices. This

new opportunity has quickly grown in popularity.

“Information from invoicing can be transferred automatically to account-ing, which can bring considerable savings in routine work and reduce accounting costs,” says Erickson.

E-invoicing is also possible over Nordic country borders.

“We have invested heavily in network security, and our customers trust us.”

Regional presence

Besides the world’s most advanced online services, Nordea has also in-vested in personal service. In coastal Ostrobothnia, the Bank serves the area between Kristinestad in the south to Kannus in the north with a total of 14 offices. Corporate custom-ers are served by a staff of more than 30 with good language skills.

“A company wishing to interna-tionalise can greatly benefit from our international banking network,” says Erickson. c

World leader in Net bankingNordea’s e-invoice service reduces routine work and saves accounting costs.

“E-invoicing brings considerable sav-ings to routine work,” says John Erickson.

Coastal Ostroboth-nia is served by Nordea’s profes-sionals. In front, from the left: Tom-my Svartsjö and Cedric Frostdahl. In back: Stefan Gran-berg, Jan-Erik Rav-als, John Erickson, Veli-Matti Ylisalmi and Raimo Olli.

Nordea Bank Finland PlcCoastal Ostrobothnia

Tel. +358 6 325 5111www.nordea.com

Michael Weckström


Entrepreneurs in the Kokkola region are famous for having good business skills. Their

know-how, spiced up with a dash of good luck, has made the region into a dynamic and strongly developing trade hub.

“Finland’s wealthiest families lived in the Kokkola region way back in

the 18th century,” says Antti Porko, Managing Director of KOSEK, Kok-kolanseudun Kehitys Ltd.

Activities have evolved from tar trade in the Middle Ages to mod-ern-day ICT and laser technology, as well as the boat, metal, chemical and engineering industries.

“Business in and around Kokkola is very versatile. Strong players have put industry on a steep growth track,” says Porko.

Best in Finland and abroad

“Finland’s best”, even “the world’s best”, are frequent terms in Porko’s speech. And this is no exaggeration. For example, boatbuilding traditions in the region date back to the 18th century. Nearly half of the Finnish boat industry’s turnover is now gen-erated in the region around Kokkola and Jakobstad.

“The 2005 motorboat and sailboat of the year both came from Kokkola. In short, the world’s best motor- and sailboats in their own size categories are made here,” says Porko.

The Kokkola region also houses the biggest centre for inorganic chemistry in the Nordic countries. The three-year-old Kokkola Centre of Expertise for Chemistry was recently nomi-nated Finland’s third best Centre of Expertise

One stop

Kokkola has eagerly taken up the chal-lenges of globalisation. Finely tuned logistics – featuring an all-weather terminal, airport, railway, and a location at the crossing of arterial roads – ensure access to international markets. KOSEK and other expert organizations in the region focus on improving the operating conditions of companies. Close cooperation is an important resource.

“Open that door and get access to the expert services of ten organiza-tions. That is what the ‘one-stop principle’ is all about,” says Porko, signalling towards the main entrance of the Evald Business Service House.

Whether setting up a new business, changing owners, thinking about foreign trade or making investment plans, the same window provides all the help needed. It also answers ques-tions about research and development projects, training or facilities.

“Entrepreneurs simply cannot know everything – and don’t need to. We find the answers for them,” explains Porko.

KOSEK’s activities always aim to develop business based on the entre-preneur’s needs.

“We have a strong belief in our-selves, today and tomorrow.” c

KOSEK


Business sector: Business advice and re-gional development, assisting companies in the municipalities of Kokkola, Kälviä, Lohtaja, Himanka and KannusTurnover 2005: EUR 1.8 millionEmployees: 12

Kokkola – a region of tradesmen KOSEK promotes entrepreneurialism in the region.

In addition to KOSEK, the Evald Business Service House accommodates ten other expert organizations offering help and sup-port to entrepreneurs. “Pulled by strong companies, the rate of growth is dramatic,” say Antti Porko and Satu Kungsbacka, PR and Information Officer.

A region of trades-men, Kokkola is characterised by its dynamism. It has gone from tar trade in the Middle Ages to modern ICT, chemical and metal industries, and boatbuilding. The KOSEK team ensures good oper-ating conditions for entrepreneurs.

Mats Sandström


In autumn 2005 Oy Wedeco Man-agement Ab, a regional venture capital firm operating in Ostro-

bothnia, along with Aboa Venture Management Oy, based in Turku, and Teknoventure Management Oy from Oulu acquired 85 per cent of Nordea Capital Oy. This led to the birth of Profita Group, the leading venture capital group for the Finnish SME sec-tor. The group manages fund capital totalling 150 million euros.

“Profita Group will give a signifi-cant boost to our regional venture capital investments. Wedeco is now a partner in a nationwide cooperation network and can use the network’s resources for the benefit of our target companies. We can also make bigger individual investments in our own region,” says Keijo Kangasluoma, Wedeco’s Managing Director.

Profita Group plans to set up a new venture capital fund in 2006, which will focus on expansion, buy-outs and generation changes.

No forced marriages

Wedeco has holdings in 30 compa-nies with a combined turnover of approximately 130 million euros in 2004. In all, the companies employ over 800 people. The relationship between the venture capital firm and its target companies follow the prin-

ciples of a good marriage: no hasty decisions, a long enough courtship, no forced marriage.

“We always make equity-rated investments and act more like owners than financiers. As owners our goal is to actively support and develop the business of the target companies,” explains Kangasluoma.

Majority shareholding also an option

Ostrobothnia has experienced a mas-sive generation change among entre-preneurs in the last years. However, not all entrepreneurs find successors within the family or the company.

“Wedeco is also interested in acquiring a shareholding majority in companies. We have our own chan-nels that we use to find buyers for companies,” says Kangasluoma.

Wedeco wants to see a viable busi-ness plan and possibility for profitable growth before it makes an invest-ment.

“And, above all, a competent, com-mitted and experienced management team,” says Investment Director Mikael Still.

The goal is to improve the com-panies’ competitiveness and profit-ability.

“We also want to ensure that jobs remain and increase in the region.” c

Wedeco GroupOy Wedeco Management Ab


Business sector: Venture capital

More muscle – more opportunitiesWedeco is also interested in majority shareholdings.

Wedeco is located physically close to its target compa-nies in Ostroboth-nia. “This allows us to handle matters faster,” say Manag-ing Director Keijo Kangasluoma and Investment Director Mikael Still.

As a member of Profita Group, one of Finland’s leading venture capital firms, Wedeco is now even better prepared to invest in the growth of Ostrobothnian com-panies and thereby to promote the region’s well-being.

Mats Sandström


W ith increasing volumes and a strong belief in the future, the Ostroboth-

nian ports have made notable invest-ments in the last few years. More than eight million tonnes of goods are shipped through Kokkola, Jakobstad, Vaasa and Kaskinen every year. The ports have recently spent 40 mil-lion euros gearing up to serve their customers in the best way.

The northernmost, the Port of Kok-kola, has seen its volumes grow by 25 per cent during the last two years. New features, such as a 13-metre-deep port, 30 hectares of asphalted area, nine cranes and a brand-new all-weather terminal tailored for ef-ficient goods-handling, have enabled this growth.

“Everything is part of a long-term development strategy, planned to-gether with the local authorities and

expanding industry,” explains Port Director Torbjörn Witting.

The Port of Jakobstad, specialised in serving the wood-processing in-dustry, expects a steady growth of ten per cent per annum in its plan for the years to come. This includes a dock enlargement or alternatively a new dock by 2008.

“Looking at raw-wood volumes, our focus has shifted from export to import, and this requires more space,” says Port Director Kristian Hällis.

In Vaasa, Port Director Lars Holm-qvist is pleased to note the growth of the daily freight and passenger traffic to Umeå in Sweden, now comple-mented by a weekly freight route to Sundsvall.

“With a new dock and further in-vestments by the operators, all parts of the Vaasa port are in good shape to meet customer demands.”

The Port of Kaskinen continues to expand, boosted by the forest in-dustry. The berth space has been en-larged, and a new liquid bulk terminal of 50,000 cubic metres and a 10,000-square-metre dry bulk warehouse are under construction.

“We are big on export, assisting our customers in bringing their products to the market smoothly and competi-tively. When it comes to sawn timber, we serve more than 100 mills in Finland,” says Harbour Master Timo Onnela in Kaskinen. c

High profile customer serviceFurther investments keep the Ostrobothnian ports modern and busy.

Harbour Master Timo Onnela and Port Directors Lars Holmqvist, Kristian Hällis and Torbjörn Witting are proud to welcome customers to the expanding ports in Ostrobothnia, well-geared for the future.

Mats Sandström


High profile customer serviceFurther investments keep the Ostrobothnian ports modern and busy.

BOTTOM LEFTBottom left: The Port of Kaskinen grows with the for-est industry.

BOTTOM RIGHTThe Port of Vaasa handles both freight and passenger traffic.

TOP LEFTThe Port of Jakobstad cooper-ates closely with the wood-processing industry.

TOP RIGHTThe Port of Kokkola is big on transit traf-fic, with good con-nections to Russia.

Port of Kokkola

Port AuthoritySatamakatu 53FI-67900 Kokkola, [email protected]

Port DirectorTorbjörn WittingTel. +358 6 824 2400Fax +358 6 824 2444

Main areas: Deep port: Dry bulk and liquid bulkGeneral port: All-weather terminal, general cargo and container handlingChannel depths: 13 m safe waterTotal berth space: 1,971 mVolume 2005: 4 million tonnesOpen: Throughout the year

Port OperatorOy M Rauanheimo AbDirector Joakim LaxåbackP.O. Box 254FI-67101 Kokkola, FinlandTel. +358 6 826 5300Fax +358 6 826 5320

Port of Kaskinen

Port AuthorityInland portFI-64260 Kaskinen, Finlandwww.kaskinen.fi

Harbour Master Timo OnnelaTel. +358 40 726 5740Fax +358 6 220 [email protected]

Main areas: Specialised in handling pulp, sawn timber, dry and liquid bulk, mixed goodsChannel depths: 9 mTotal berth space: 1,000 mVolume 2005: 1.4 million tonnesOpen: Throughout the year

Port OperatorsOy Silva Shipping AbTel. +358 6 280 2200Fax +358 6 222 8064

Baltic Tank and Baltic BulkTel. +358 2 822 1727Fax +358 2 822 6296

Port of Vaasa

Port AuthorityLaivanvarustajankatu 3FI-65170 Vaasa, [email protected]/port

Port Director Lars HolmqvistTel. +358 6 325 4500Fax +358 6 325 4514

Main areas: Passengers, oil, bulkChannel depths: 9 mTotal berth space: 1,615 mVolume 2005: 1.4 million tonnesOpen: Throughout the year

Port OperatorsBackman-TrummerManaging Director Hannu Uusi-PohjolaTel. +358 6 323 9111Fax +358 6 323 9150

Blomberg StevedoringTel. +358 6 323 9211Fax +358 6 323 9224

Port of Jakobstad

Port AuthorityLaukkovägen 1FI-68600 Jakobstad, Finlandwww.portofjakobstad.fi

Port DirectorKristian HällisTel. +358 6 723 [email protected]

OfficeTel. +358 6 723 6128Fax +358 6 723 [email protected]

Main areas: Specialised in han-dling pulp, sawn timber, paper and mixed goodsChannel depths: 9 mTotal berth space: 880 mVolume 2005: 1.4 million tonnesOpen: Throughout the year

Port OperatorOy Botnia Shipping AbManaging Director Bjarne SjöholmP.O. Box 50FI-68601 Jakobstad, FinlandTel. +358 6 781 3600Fax +358 6 724 [email protected]


O nly slightly more than six millimetres wide, it can hold nearly limitless amounts of

data. We’re talking about the fibre network that the VLP telephone company is building in the inner city of Vaasa.

“We’re killing two birds with one stone. The new ‘city network’ will re-place both the old telephone network and the cable TV network,” explains Jari Nikko, Section Manager.

Vaasa will have the biggest fibre network of all Finnish towns when the project is finished in late 2006. The main reason for network devel-opment came from the town’s old cable network being out of date and in need of renewal.

“VLP has always been eager to test new technologies. We like to think of ourselves as forerunners,” says Nikko.

Great advantages

When Finland in 2007 goes over to fully digital television broadcasting, networks will face big challenges. The advantage of the new network in

Vaasa lies in cable being able to carry huge amounts of data – up to 10 Gbps – despite its small diameter.

“As a company, we clearly benefit from having one network instead of two to manage. It will result in cost savings,” says Nikko.

Customers may not see any differ-ence – at first at least.

“In the future, however, all of the houses and buildings linked to the network will have a whole new range of opportunities for sending

Building information highways Vaasa to become the first Finnish town with a fibre network.

“The new fibre network will re-place both the old telephone network and the cable TV network,” says Jari Nikko.

The fibre cable can hold nearly limitless amounts of data.

Vaasan Läänin Puhelin Oy (VLP)


Business sector: Telecom and cable television servicesTurnover 2004: EUR 70.6 million Employees: 565Subsidiary: Kokkolan Puhelin OyTel. +358 6 833 1111Fax +358 6 822 [email protected]

Mats Sandström

and receiving huge amounts of data,” explains Nikko.

Fibre across the town

The basic difference between fibre and traditional cable is that fibre opera-tions are based on light waves instead of electricity. The technology has been around for twenty years, but it is only recently that it has been drawn all the way to end-customers.

“We have used fibre to connect our exchanges but drawing optical cables across the whole town has been too ex-pensive until now. We are now bring-ing fibre closer to our customers. c

Mats Sandström


Finnvera plcVaasa Regional office

As a specialised financing company owned by the State of Finland, Finnvera plc provides services to supplement the Finnish financial market. Finnvera’s task is to promote business and regional development, and the exports of Finnish companies. Finnvera carries out this task by improving the range and versatility of financing options available to enterprises through loans, guarantees and export credit guarantees.

Finnvera grants loans to enterprises and entrepreneurs, and issues guarantees and export credit guarantees to enterprises and financiers. Finnvera plc’s credit portfolio as of June 2005, stood at about 2.2 billion euros for credits and guarantees and about 4.8 billion euros for export credit guarantees and special guarantees; the number of clients was close to 27,100. Finnvera serves its clients through 16 regional offices in Finland and through the representation office in St. Petersburg.

Pitkäkatu 55FI-65100 VaasaTel. +358 (0)204 60 11Fax + 358 (0)204 60 3849www.finnvera.fi ContactsJan-Christer ErikssonRegional Manager

Viexpo

Viexpo was founded in 1970 and is the oldest regional foreign trade promotional organiza-tion in Finland. The aim of Viexpo is to offer small and medium-sized companies services in all stages of the foreign trade process, rang-ing from market research and finding contacts to practical sales work.

Head officeRunebergsgatan 11FI-68600 JakobstadTel. +358 6 781 6440Fax +358 6 781 [email protected]

Regional officesHovioikeudenpuistikko 19 A P.O.Box 131FI-65100 Vaasa

Tel. +358 6 319 9250Fax +358 6 319 [email protected] Ristirannankatu 1FI-67100 KokkolaTel. +358 6 832 6440Fax +358 6 832 [email protected]

Contacts Markus Jussila Managing Director

Regional Council of Central Ostrobothnia, Kokkola, Finland

The Regional Council of Central Ostrobothnia is a versatile federation of 16 member mu-nicipalities. The Council represents more than 90,000 inhabitants.

Regional developmentBy co-operating with the municipalities, other regional organizations and entrepreneurs, the Council works actively on the develop-ment of the region. The influence of various operations on the environment and diversity are measured in rural and urban planning and land use.

Spatial planningRegional spatial planning is a large new sector of the activities of the Regional Council. It is made possible by good co-operation with the municipalities. The aim is to steer develop-ment and to save nature.

Nature and enterprises in harmonyCentral Ostrobothnia is an unpolluted, safe place in which to live, grow up and work. A strong cultural heritage forms the founda-tion of this bilingual (Finnish, Swedish) and enterprising region.

Rantakatu 14FI-67100 KokkolaTel. +358 6 860 5700Fax +358 6 868 0308www.keski-pohjanmaa.fi

ContactsAltti SeikkulaExcecutive director

Regional Council of OstrobothniaRegion of Ostrobothnia, Finland

The Regional Council of Ostrobothnia is one of nineteen regional councils in Finland. The coastal region of Vaasa with its 18 municipali-ties provides the setting for the council. The office of the council is situated in the town of Vaasa. The regional council has two main tasks: • regional development • physical planning

Regional developmentAccording to the Regional Development Act and Decree, the Council, in co-operation with the municipalities and several authorities of

the region, has drafted a number of objective programmes. The initiatives and ideas pre-sented in these programmes are summarized in the Regional Development Programme.

Physical planningRegional physical planning has been carried out for nearly forty years in the Region of Ostrobothnia, for the last 30 years as part of Finnish legislation.

Development Strategy The Region of Ostrobothnia should develop its knowledge, skills and contacts in order that it may fully utilise its human and natural resources now and in the future.

Sandögatan 6P.O.Box 174 FI-65101 VaasaTel. +358 6 320 6500Fax +358 6 320 6550 www.obotnia.fi

ContactsOlav JernExecutive Director

Ostrobothnia Chamber of Commerce

The Ostrobothnia Chamber of Commerce is the leading organisation of the business community on the western coast of central Finland. It is one of 21 local Chambers of Commerce in Finland, forming a nationwide network to promote the business point of view all over the country.

Kokkola officeRistirannankatu 1FI-67100 KokkolaTel. +358 6 832 6400Fax +358 6 832 [email protected]

Jakobstad officeRunebergsgatan 11FI-68600 JakobstadTel. +358 6 781 6400Fax +358 6 781 [email protected]

Vaasa officeRaastuvankatu 20FI-65100 VaasaTel. +358 6 318 6400Fax +358 6 318 [email protected]@multi.fi

Contacts Bengt JanssonChief Executive Juha HäkkinenDirector

T&E Centre for Ostrobothnia

The Employment and Economic Development Centre provides many kinds of assistance, advice and consultancy for companies. For example, the T&E Centre helps firms to set up, expand, and develop their business operations and personnel.

The Employment and Economic Develop-ment Centre is a joint regional service centre of three ministries – the Ministry of Trade and Industry, the Ministry of Agriculture and Forestry, and the Ministry of Labour. The T&E Centre provides services to business people, farmers and individuals in the region.

The technological work is done in co-opera-tion with Tekes, the National Technology Agency.

We help you to enhance your products and production techniques to an internationally competitive level by means of technology. Our technological expertise is versatile and we have a network of contacts at home and abroad.

Vaasa officeHovioikeudenpuistikko 19 A P.O.Box 131, FI-65101 Vaasa Tel. +358 10 60 28500 Fax +358 10 60 28970

Kokkola office Ristirannankatu 1P.O.Box 240FI-67101 KokkolaTel. +358 10 60 28500 Fax +358 10 60 [email protected]

ContactsKaj SuomelaDirector


coastline 2006–2007

Documents

ostrobothnian companies

s h w e s t c o

peter appel

petra nylund

edition of coastline

janne nylund

ostrobothnian trade

important export companies