Bjarne Foldager: Two-Stroke occupies a unique position on the market
and in relation to the customer. We have a strong brand and a competitive
portfolio. We also have a strong team in Denmark and around the world. Our
brand has been built up vis-à-vis engine builders, shipyards and shipping companies
over many years. This has given rise to a relationship of trust with customers,
which may be our most important asset.
The market is
recovering. We experienced several years in which the situation for newbuilds
was bad, but now we are sensing an upturn. In part, the market recovery is also
being driven by the legislators, however. On 1 January 2020,
the 0.5 percent sulfur limit comes into force, for example. This fact, combined
with the relatively low price of newbuilds, means that a lot of new ships are
being built at the moment.
the relatively low price of newbuilds is putting pressure on suppliers’ prices on a
broad front. We are feeling the pinch too, which is why profits are falling
despite the fact that our turnover
I don’t intend to
turn everything upside down, as a lot of things work very well. But there are
still areas where we could do better. There is potential for improvement when
it comes to cross-functional cooperation. A successful two-stroke product is
reliant on totally hitch-free collaboration in the company.
If that is the
case, maybe I’m modern in an old-fashioned way. I believe that no one can do anything
without the help of other people. For me, this means that respect for other
people’s work should be a matter of course. If trust and respect are the order
of the day for us, a lot of our rules are superfluous. Some people may believe
that trust is good, but control is better. But it might also be said that
control is good, but trust is cheaper. Is that modern? I don’t know. To my
mind, it is sound and timeless.
There will be
several information meetings in Denmark. I’ll do my best
to brief everyone as well as possible. And I also want to make sure that the
managers remain responsible for their respective areas. Our management
structure in Denmark is fairly flat, so I think this can have a good effect
quite quickly. I believe that having so many rules has a bit of a patronizing
effect on our managers. I’d like to help
change this. So that managers not only take charge, but are also given real
authority, enabling them to actually take responsibility.
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