Set of Emotional Tools

Emotional Intelligence (EI) and its state and development in the company has been brought up in Fortaco this year. Fortaco’s top 25 managers were assessed by using the EQ-i2.0 inventory which measures emotional intelligence. As a result, they got the level of their Emotional Quotient (EQ).

Developing EQ is important, as our emotions usually have a major influence on our decision making and actions. Some people are able to make their decisions based more on logic, but generally we can be taken over and directed too much by our emotions, if we are not conscious enough about them.

What might be important to note is that EQ and intuition are not the same thing. Intuition is a very potent and these days recognized tool and gift, but as intuition could be described as feeling – ‘having the gut feeling’ – EQ is more about the understanding – ’thinking’ – of our feelings and learning to process them. Intuition can be disrupted by heavy emotional package, so becoming conscious about our feelings when working with EQ, can also have a beneficial impact on our intuition.

Improved leading

Having a high degree of emotional intelligence is especially important, even essential, for leaders to ensure their team is motivated and efficiently working. At the end, leading is all about communication and getting our points out clear, so that the team is able to understand and trust us. For communication to be effective, the communicator must have some understanding about the listener’s feelings and motives. In a conflict resolution situation, having a high EQ becomes even more relevant.

People with high EQ tend to be successful in many things they do, and this is simply because they are the players people want to have in their team. They are able to make people feel good, and because they understand how other people feel, it allows them to manage relationships more effectively.

Tools to have in your kit

So, what are the tools and ways to reach more success and fulfillment in the area of emotions and understanding them?

1. Developing self-awareness
Self-awareness enables you to understand yourself and your behavior on three levels: 1) what you are doing 2) how you feel about it 3) what you do not yet know about yourself. With developed self-awareness you are aware of your strengths and weaknesses, and how your emotions and actions affect people around you.

Ways to develop self-awareness are:

  • Journaling – A good way to journal is to write the morning pages, which are three pages of longhand writing, strictly stream-of-consciousness with no censor. Write them first in the morning, when your mind is not hooked to any activities or information coming from outside of yourself.
  • Slowing down – When experiencing strong emotions, simply slow down, breathe and examine why you are experiencing them, and how to move forward with the emotions.
  • Clarify your values – Every once in a while, (every month, for example) take your time to reflect on what you are doing, and if feeling and thinking are aligned. If they are not, how can you improve the situation? What does really matter to you?

2. Channeling and regulation of our emotions
You are not able to control your emotions and that is not even the purpose – the goal is to control your reaction to them. People who regulate their emotions usually don’t make rushed or emotional decisions, attack other people verbally or compromise their values. There are no ‘good’ or ‘bad’ emotions – only effective or non-effective reactions to them. Emotions are important signals to pay attention to something.

How can you improve your ability to regulate emotions:

  • Know your values – Have a clear idea of where you will not compromise and what values are the most important to you.
  • Hold yourself accountable – Stop blaming others when things go wrong and be committed to admit your mistakes.
  • Have an empathy for yourself – Holding yourself accountable does not mean harshly criticizing yourself when things get heavy. Try to clarify why you are feeling like you do. Even anger is a good emotion if you can point out why you are feeling it and deciding to use it to correct injustices.

3. Motivating ourselves
Motivation is a popular word, but it definitely is not a magic word. The truth is we cannot be motivated all the time. For those times we must find our ways to keep going and show up for ourselves also when we don’t feel like it. With self-motivation we are able to work consistently to reach our goals and keep our standards high.

Some ways to improve motivation are:

  • Re-examine why you are doing what you are doing. Why did you wanted to have that job/ hobby/ routine and make sure you have clear goals regarding it.
  • Adopt an optimistic mindset, so whenever there is a challenge you can find at least one positive thing about the situation.
  • If you don’t feel like anything motivates you, do something. It could be anything from talking to a stranger, to writing a poem. The goal is to immerse your mind in something new and following the flow of it.

4. Recognizing emotions in others, having empathy
People with high empathy are able to put themselves in someone else’s situation. It is especially critical for leaders, and it helps them to develop the people in their team. The point of having emotional intelligence should ultimately be to create healthier relationships, and these relationships begin with recognition and respect of other’s emotional needs.

How to improve empathy:

  • Try being in someone else’s shoes – See other people’s perspectives, try to understand where they stand at.
  • Practice vulnerability – Share yourself honestly with others and take your time to really listen to the other person.
  • Remember the body language – It can be a real asset, especially if you are a leader, to understand your own and other’s body language, because you will be able to better determine how someone truly feels.

5. Directing our emotional energy to our core values
Emotional intelligence is meaningless if you are not aware of your core values. You have to be clear about them, because that is where your emotional energy will be directed. If you understand emotions well, both in yourself and in others, but use that information to manipulate people for your own personal gain, you might want to consider your values and how you show up in the world. Knowing what you value, is probably one of the most emotionally intelligent skills you can develop.

Ways to find out your core values:

  • Think of some of the people you most admire and the values they embody, write a list about these.
  • Identify the times when you were most proud.

6. Learning social skills
Great communication is reached with good social skills, and especially for leaders’ communication skills are crucial. Good social skills enable you to resolve conflicts and sail on the waves of change. Socially skilled people set example by their own behavior, be it at work or in closer relationships.

When improving social skills:

  • Learn to resolve conflicts – You don’t have to agree with everyone, but you must consider everyone’s opinion and sometimes step outside of your own box.
  • Remember or learn to give people positive feedback – People need to know where they have succeeded, and also what you value about them. Be curious about people and their motivations.

Value yourself

Obviously, there is a lot to cover regarding emotional intelligence. While we are all humans with our strengths and weaknesses, try not to compare yourself to any other person on your journey to a higher EQ (if that is your goal). Hold yourself accountable, but don’t aim for perfection, as it does not exist. There are many tools available, many possibilities, but whatever will be used and how it will be used depends also on your openness and willingness. You need to be honest with yourself and give the green light to changes and new ways of working. Most importantly, to try see the changes you are making as a way of respecting and valuing yourself – as a set of tools to enable you to become the higher version of yourself.


Manufacturer Sans Frontières

Erik Gustafsson, Fortaco Wroclaw’s Sales Director, explains why running a hospital in Liberia is not so different than running a factory.

“I did it for the adventure,” says Fortaco Wroclaw’s Sales Director Erik Gustafsson of his decision to volunteer with Médecins Sans Frontières. “I don’t want to leave the impression I was doing it only to benefit humankind.” In 2008, Gustafsson served as logistics director for a hospital in Monrovia, Liberia, where he was responsible for all non-medical activities of a pediatric hospital, two clinics, and a cholera unit, all with a non-medical work force of 130.

While Médecins Sans Frontières, or Doctors Without Borders, is often thought of as doctors and nurses, it is, in reality, a major organization active in 70 countries with over 35,000 personnel.

Hospitals and welding factories

“Running a hospital and running a welding factory have many similarities,” says Gustafsson. “I can’t treat patients and I can’t weld, but both require facilities and equipment. As a manager you’ve got to make sure money is used in the right way and make it possible for skilled people to do their jobs. You give people the tools they need and you track money and performance.”

Gustafsson, one of three Swedes in the Fortaco organization, moved to Wrocław, Poland in 2009 when the factory operated under the Ruukki banner. His task was to move production for two Swedish factories that had closed production. But his boss resigned, and he ended up staying to run the sales department. And he’s been in Wrocław ever since.

The Wrocław factory’s history is long and colorful, but its modern incarnation began in 1999 as a brownfield investment, making bus chassis for Volvo city busses. It soon was producing for other customers, such as Kalmar, Atlas Copco, and Konecranes. Ruukki acquired it in 2005, and in 2012 it became a part of Fortaco. Today it employs close to 500 persons and occupies a 22,000 square-meter footprint.

Today’s factory

“Our job is to start with a steel plate and deliver partly-assembled, painted, and machined products,” says Gustafsson. “We’re focused on complicated steel fabrications. Like mining machines. If it breaks down a kilometer below the earth’s surface, then that’s a problem. We’re making unique investments in machining centers and robots, which help us differentiate by adding value.” The steel plates eventually take the form of forklifts, reach stackers, harvesters, mining machines, structures for the energy sector, and straddle carriers.

Gustafsson’s vision is a future with more assembly. “Today, assembly is considered a core competency of the customer. But markets are growing and our customers need capacity. We believe assembly is not, in fact, our customer’s core competence. If we do it, there are huge consolidation advantages. Since all customers use similar components, we can produce forklifts next to mining machines and do it with less overhead than OEMs, also focusing on sourcing and production processes.”

Customers are gradually coming around to agree with him. Assembly is already started with one customer, and discussions are underway with others.

More with less

If Gustafsson says he can do something on the factory floor then we should be inclined to believe him. If there’s one thing he learned in Africa with Médecins Sans Frontières, it was how to be effective without unlimited resources.

He characterizes his children’s hospital in Monrovia as “basic.” The top three causes of death were malaria, diarrhea, and pneumonia. But despite these deaths, he did not find it to be a depressing environment. “Kids would come in with malaria and it was like they were in a coma. But two days later you’re playing with them on the playground! The effect of the treatment is sometimes amazing.”

What Gustafsson learned in Africa he still puts to use in his daily work. In Médecins Sans Frontières we had HR, finance, specialists, maintenance, construction, and lots of equipment. The skills managing those neatly transfer. “No organization has unlimited resources, and Africa taught me you can do a lot with limited means.”


Passionate to Push the Limits

Great things are accomplished with passion, and that passion is something, which can create great reflections around itself. At best, passions challenge us to develop persistence and commitment and help us to create our own, unique way to put ourselves out there in the world. Passions can also be very useful in a working life, since we can expand skills and mindset developed with passion to the way we work and solve problems.

Stanislav Bielak has put his whole heart, time, and mind into his passion. Being a professional welder & metalworker, Stanislav is also an active cycler, who continually competes in a beautiful landscape of Poland. Since 2017, he has taken a more serious approach to the sport, and been representing Janów Lubelski Bike Club, and taken immediately the third place in his first competition same year. The competition was organized by Cezary Zamana – a road cyclist, and the winner of Tour de Pologne 2003. After that, hunger for more has been gradually growing.

Share the support

The Bike Club is very active, and members organize rides on the roads, mountains, or forest areas around the year. Definitely, one of the best advantages has been an opportunity to meet new people, thinks Stanislav, and to be able to share the passion, and support each other in the face of success and challenges, in and outside the race. Support and assistance is important since everyone will encounter some obstacles and technical problems at some point in the course of competition.

In the beginning of 2020 Stanislav took part in the Biały Kruk winter race, and also the very demanding cycle of 12 MTB marathons Cyklokarpaty, organized from April to September. Routes are typically mountainous, and distances usually 30 - 50 kilometers. When riding just for recreation, Stanislav and his team mates can cover even 200 kilometer of routes.

Strength for challenges

There are some features, which are important when cycling in between mountains, through winding and dangerous roads, tens of kilometers. You want to be humble, have a great respect for the nature, and have a great technique to conquer roads safely and successfully.

Stanislav is taking a good care of his physics to ensure a smooth ride, but some routes can be really challenging. Like in the face of every challenge, it is important not to panic, but follow a plan created for these situations. For Stanislav, giving up is not an option. If any kind of breakdown happens, the most important is to pass the thought of not being able to carry on. In these kind of situations Stanislaw will slow down, drive at his own pace, and get some rest - and eventually, the strength will be restored.

Behind the passion is a dedicated team

Important qualities, valued in cycling, can be well adjusted to the way we would like to perform our daily work. Persistent attitude with a goal-oriented mindset will take you far and over obstacles in many cases. If you are well prepared, also for unavoidable challenges, and you see them as stepping stones to the success, and you are greatly committed to the journey, you will pass the finishing line.

A dedicated and supportive team behind the success is something not to be undervalued, neither in sports. The team must be able to see the set goal and offer the needed assurance. Stanislav’s family fully supports his passion and understands time and dedication to be needed to fulfill it. To see him to perform and witness the fun and pleasure cycling gives, is the source of boundless pride and joy for them.

Stanislav can clearly see cycling as a very important part of his future. He is excited and dedicated to improving and testing his physical and mental health, endurance, and limits. Every route cycled is a change to push limits even further and competing is definitely something he will put his heart on also in the future.

We wish Stanislav successful and safety rides and many years to come with his passion.


One thing in the world is certain – the summer season is here!

The last 18 months have represented lots of unpredictable happenings, both in the world and in business. The Covid-19 pandemic, as we all know, has been and still is a black swan, which came as an unwanted surprise and changed the world and the way we all live, interact, and do business.

Fortaco and our industry, amongst many others, was negatively impacted in 2020. With fast actions in the spring 2020 and onwards, the Fortaco team made a quick recovery securing the safety of our employees and deliveries in the difficult environment with a successful outcome. For more insights concerning year 2020, check out our Annual Report, which can be ordered from our web-page www.fortacogroup.com.

From decline to a clear growth trajectory

Subsequently in 2021, and despite the Covid-19 pandemic still present, the overall business outlook has changed, perhaps a bit surprisingly, from decline to a clear growth trajectory, which is further strengthened by ramping up additional business awards granted to us by our valued customers. Depending on the industry, the current level of demand is everything from high to low, and the constrained supply market, availability of people, and Covid-19 restrictions are adding a special flavor to the situation.

The ability to cope with uncertainties is one of the factors differentiating high quality companies from the rest. Our approach is “Master of Flexibility”, the Fortaco way of coping with volatility, enabling us and our stakeholders to be successful in different market environments. It entails an extensive focus on safety, delivery, and quality, added by a high level of flexibility, to address the changing needs. And all this in a collaborative spirit with our customers and supply chain.

We have set our bar higher

As a proof of our concept, our year to date delivery accuracy is >95% (note, measured strictly according to the first promise!) and lost time injury frequency is 2.0. Both already represent a solid performance, but we have set our bar higher. We aim for nothing less than 100% delivery accuracy. In terms of safety, our professional approach can be found from our fresh Safety Handbook. Our motto is clear: Go for Zero.

Green and sustainable future

During H1/2021 we have also been working with defining our approach on sustainability. We have several on-going initiatives addressing the global need to find new solutions, contributing positively to the greener and more sustainable future. We believe we have a good position to address the need to decarbonize the industry together with our customers. More info to come later on.

Second half of 2021 pointing towards more growth

As said, the marketplace is currently busy, and the demand outlook for H2/2021 is pointing towards more growth. Our May 2021 year to date financial performance shows further improvement towards our long-term target of delivering 7% EBITA over the cycles. At the same time, several factors, such as supply chain bottlenecks, increasing raw material costs, and people availability are causing issues to all companies in the industry. We need to continue addressing these issues as professionals, and we feel we are on the right track to secure the needed operational and financial performance in 2021.

I would like to thank our customers, suppliers, and the Fortaco-team of professionals. Have a great summer season – stay safe!

Kimmo Raunio
Senior Vice President & CFO


General manager

Two Journeys of Gruža

Aleksandar Djordjevic went from mergers and acquisitions to manufacturing. His factory went from making cannons to winches.

On March 19, 2021, Fortaco Gruža in Serbia was born from the acquisition of Rapp Zastava by the Fortaco Group.

What is now Fortaco Gruža may trace its history to October 1853, when Zastava Arms cast its first cannons and howitzers. Zastava would become a large holding company, its subsidiaries making military and hunting arms, as well as automobiles.

Zastava Machines would be created to provide parts and services to the auto-manufacturing subsidiary, and would be privatized in 2006 by Norwegian investors, who would convert the factory to produce deck equipment and winches for the marine industry.

A knack for the business

Aleksandar Djordjevic, Fortaco Gruža’s business site manager, entered the picture in the early 2000s, as Serbian companies were being privatized. Serbia’s privatization history began in 1990, but lack of legislation and other factors caused a decade-long delay before the process began in earnest.

Djordjevic represented Serbia’s privatization agency, overseeing the sale of companies, helping them restructure. “I noticed that I was providing advice to management teams that had been in place for 30 years,” he says. “I had no factory floor experience, but I had a knack for pinpointing important issues in their businesses. I thought I could be good at it.”

An opportunity arose for Djordjevic to move to China as the general manager of a Serbian-Chinese venture to galvanize steel. Eventually, the partnership dissolved and he found himself back in Serbia, this time running the M&A department at Société Générale. But he still longed for the factory.

Rapp Zastava

Zastava Machines was now Rapp Zastava, having been acquired by the Norwegian investors, Rapp Marine Group. The company needed help preparing a business plan to get grants from the state, and Djordjevic played that role. When the general manager of Rapp Zastava retired, the COO in Norway suggested Djordjevic for the job. “I had the skills which were needed at the time, like change management and financial analysis.” He took the job. Five years later Rapp Marine Group became part of Cargotec, whose policy was not to operate far-flung offices. Rapp Zastava was carved out of Rapp Marine Group and then sold to Fortaco in March 2021 by the Norwegian owners.

Expanding the footprint

What does Fortaco see in Gruža? Lars Hellberg, Fortaco Group's President and CEO, has remarked that the factory is aligned with Fortaco's strategy to be the leading partner to the off-highway and marine equipment industries. The acquisition, he's noted, “provides customers with increased value in steel fabrication and assemblies."

From the factory floor in Gruža, Djordjevic sees it as a great way for Fortaco to expand. “Cargotec is a large client of Fortaco. In my opinion, this acquisition allows Fortaco to expand its presence in a new market niche with known clients. By manufacturing winches, Fortaco now expands its footprint.”

It’s an acquisition that makes sense, even though Gruža’s business does differ in some key respects.

Fortaco Gruža operates a 10,000-square-meter modern factory and employs 150 employees, but it relies less on automation than other Fortaco plants. “There's really no such thing as a standardized winch,” says Djordjevic. “We do single pieces or small series manufacturing, where CNC equipment and automation are used less. It's a business where manual work still replaces modern equipment. And that’s also our competitive advantage."

Another difference is temperament. How do hot-blooded Serbians work with cool northern Europeans? "Countries like ours on the hot seas are accustomed to emotions and raised voices," laughs Djordjevic. "You can imagine how the Norwegians saw us – the loud bunch. And we saw them as too cold." But the two parties quickly learned to work together. "Bad news or criticism isn't meant to be taken personally. Because everyone wants the exact same thing: to have a positive impact."


Welding supervisor

Deep Roots In a Heavy Business

Fortaco’s Narva business site has a long history with various products and ownerships. It was established in 1947 and 2013 acquired by Fortaco Group. Business Site Narva is the biggest unit in Fortaco Group, manufacturing high quality steel fabrications for the off-highway equipment industry. Some of the employees have worked for the company a respectable time period, one of them being Nikolai Golubev, Welding Supervisor.

Mr. Golubev has worked at the factory for 47 years. Those decades are full of changes, growth, new products, machines, and also various scientific developments. He started as a mechanic at the mechanical assembly in a vacuum laboratory, at the time, when the plant was an industrial site for the various scientific developments of leading research institutes in the country (former USSR).

”It was an interesting time. We didn’t only work, but also studied, played sports and actively participated in the public life.” For several years Mr. Golubev was a member of the trade union committee, and the chairman of the workshop committee in the technical control department.

Years at the factory have not always been easy going – Mr. Golubev has definitely gone through both good and bad with the company. The huge reduction in the 90’ was dark time, also for those people who were able to keep their jobs. ”It was necessary to survive, and so we did - still, it is hard for me to remember that time”.

Values In Action

Our values define the way we work and solve problems at work and in personal life. Mr. Golubev knows well his values, and those are probably the ones, which have helped him and the team to manage harder times, and also grow during smoother sailing periods.

”What I truly appreciate in people are responsibility, integrity and the ability to quickly make right decisions, leading to the goal.” Those are the qualities, he aims to put into effect also at work. And this is probably why, he is leading the bottleneck areas these days. The team is ambitious. “When facing a challenge, people usually try to find solutions before heading off from work.”

Working in a leading position has provided him great tools to handle stressful situations at work, but also has taught him to pay great attention to find ways to release stress outside of work. Mental health is a forever important topic and cannot be underlined too much, especially during these days. Mr. Golubev has created a perfect recipe to take care of himself, he is relaxing at countryside with his wife, grow exotic vegetables, go fishing and hunt some mushrooms.

Merging For Future

Mr. Golubev is very optimistic about the process, which is laying ahead of everyone. The factory extension was built last year, and the team is excited about the new possibilities the extension will offer in the future. ”I believe that the merge of veteran experience, enthusiasm and knowledge of modern technology among young workers, combined with a thoughtful strategic leadership, are the key to success for the further development of our factory and its prosperity. I am absolutely confident about this!”


Emotional intelligence

Emotional Intelligence and the Bottom Line

I think highly of myself. I feel I have something to contribute. I am aware of the impact of my mood on others. I make rash decision when I am emotional. I perform well under pressure.

The way you react to statements like these shows a lot more than how you feel about yourself. The answers actually impact your company’s bottom line.

‘Covid opened our eyes’

“We’ve often talked about targets,” says Agnieszka Koziara, Fortaco’s Senior Vice President for People and HR. “But Covid opened our eyes about the fact that we need to be aware of what’s going on with our people. How’s the home situation? How’s the family?”

Koziara wasn’t thinking about the company’s bottom line. She was more concerned with the mental health of her colleagues. When she discussed the behavior she was witnessing with Lars Hellberg, Fortaco’s President and CEO. Hellberg suggested she get in touch with Dr. Margareta Sjölund, Founder and Chief Psychologist at EQ Europe, one of the pioneers in emotional intelligence.

More than hugging

Everyone is familiar with IQ – the intelligence quotient. In 1995, a bestselling book by psychologist Daniel Goleman popularized the idea of the EQ, or emotional quotient. “Research makes clear that EQ is not just about hugging people,” says Dr. Sjölund. “It’s directly related to performance. If you’re a leader who works on relationships, then your people feel appreciated, listened to, and respected. Through that you can motivate people to do their very best.”

Sjölund is quick to point out that the World Economic Forum lists EQ among the top skills employers are looking for. “How you relate to others is so basic to being human. Feelings drive behaviors. Behaviors affect your success.”

Not everyone, however, is good with feelings. But the good news is that EQ is not like IQ: EQ skills can be learned. EQ can be developed and improved.

Getting emotional

Fortaco decided to examine the emotional skills of its managers, and brought in a team from Sjölund’s company to help.

Fortaco’s top 25 managers were tested using the EQ-i2.0 inventory which measures emotional intelligence. The test measures 15 social/emotional competencies, including stress management, self-awareness, confidence, self-expression, and assertiveness. How'd the managers do, talking about themselves to strangers on a video call? “We were touched that people were so open,” says Birgitta Söderström, EQ Europe’s Senior Consultant and Master Trainer. “People shared in a courageous and vulnerable way.”

EQ-i2.0 scores subjects from 60 to 130, with scores below 90 and above 110 considered low and high, respectively. “Most important is the balance between the competencies,” says Söderström. “We look for gaps. If I’m high on empathy but low on assertiveness, what happens if I work to make this more balanced? How can it make me more effective?”

When you’re low on empathy

Scores were kept strictly confidential and not shared with management. “You’re the owner of your own results,” says Söderström. “You decide what to do with them.”

Generally speaking, Fortaco employees scored well in stress response, self-responsibility and self-awareness, with lower scores in in collaboration and empathy. “But this is completely natural,” says Agnieszka Koziara, “because people aren’t seeing each other anymore. Turn off the camera and we’re even farther from each other. Camaraderie, the team, the ‘we’ — these were weak.”

What’s the solution to improve weak areas in the time of Corona? “More camera is one,” says Koziara. “Seeing each other’s faces is important. Because of connection speed issues, we used to have meetings without the camera, but now we always turn it on.”

"We've got to consciously focus on having time together, since it doesn’t happen by the coffee machine anymore," she says. "We've got to create a virtual coffee machine.”

Profit and performance

Creating a virtual coffee machine to boost EQ scores has implications that go well beyond the world of psychology. The results achieved by Fortune 500 companies speak for themselves.

At PepsiCo, for example, executives with high EQ competencies generated 10 percent more productivity with 87 percent less turnover. In computer programming, research shows that the top 10 percent of EQ performers beat average performers in producing effective programs by 320 percent. Superstars, those in the top one percent, produced twelve times better than average

In manufacturing, research has shown that when supervisors are trained in emotional competencies like listening and helping employees resolve problems on their own, key performance indicators improve. In one company, lost-time accidents were reduced 50 percent, formal grievances were reduced from an average of 15 per year to three, and the plant exceeded its productivity goal.

Fortaco results

What should Fortaco expect? “What Fortaco is attempting to do is improve their culture,” says Sjölund. “We’re starting with the leaders, and we’re looking for it to trickle down, creating a successful organization with happy customers. How do you get happy customers? Through efficient and happy employees. This is only part of what you get with EQ-savvy leaders.”

Improving the bottom line was never one of Agnieszka Koziara’s goals when she began the current EQ project. If that happens, it will be an added bonus. For the moment, she’s putting into play what’s been learned and looking beyond Corona. “We’ve had some deep conversations. We’ve learned we can do more via video than we previously thought. And once Covid is over there will again be meetings. We’ll hug and drink wine. People are a lot like plants in the desert. We can learn to grow if we want.”

***

Want to learn more? Read Emotional Intelligence: Why It Can Matter More Than IQ by Daniel Goleman (Bantam Books, 1995). And forthcoming in autumn 2021 is EQ in Action by Dr. Margareta Sjölund (Black Card Publishing).


Cabin industry

What You Can Learn from Gelato

Enrico Scalzi, Fortaco Sales Manager in Holíč, Slovakia, sees gelato as a metaphor for flexibility and professionalism.

Gelato, the frozen dessert of Italian origin, is generally made with a base of a few percent milk and sugar, its density setting it apart from other ice creams. But despite gelato’s basic characteristics, it is different wherever you go in the world.

“Gelato is sold everywhere, from Italy to Germany to Indonesia, Kazakhstan, Colombia,” says Enrico Scalzi, Sales Manager at Fortaco in Holíč, Slovakia. “European gelato is different from Russian gelato or Japanese gelato. There are different grades of sweetness. What’s good for one country, isn’t necessarily good for another. Even among single countries gelato can change from north to south.”

Scalzi spent four years traveling the world as a gelato machine salesman. If gelato taught him anything, it’s that you have to listen to the customer and craft a solution to their particular taste.

The highest professional level

Work isn’t so different at Fortaco in Holíč, Slovakia, where the company produces vehicle cabins for the mining, forestry, and container handling industries. Holíč’s production is oriented toward flexibility, the ability to make what each client wants and produce large-scale production runs. “We can change frames, add doors, whatever the customer requires,” says Scalzi, who says a good example is the NCEA Cabin developed for the customer Hyster-Yale. Fortaco Holíč was involved in all project stages, from the initial sketch and design phase to the current series production. The new cabin was presented at the beginning of 2020, receiving very good feedback from end users on the market.

“What I’ve learned is that every situation is part of a continual learning process,” says Scalzi. “Our customers, suppliers, and partners are true professionals who can teach us. Our customers have been in the business thirty years. You can’t approach the business thinking you’ll teach customers something. Instead, you have to support them in what they want to do, and help them make things even better. Our objective is to deliver at the highest professional level.”

Scalzi’s target is for the Holíč facility to broaden its sector scope to serve customers in agriculture and construction. Geographically, he sees opportunities in Italy, Germany and France. “We have cross-sector experience. We’ve developed from scratch a variety of cabins working closely with our customers. We’ve got a highly trained labor force in welding and assembly, plus skilled engineers. And the Fortaco Group behind us gives us the stability to take projects without the risk that they’re too small or too big.”

Straddling two cultures

Scalzi studied economics at university, with a focus on planned economies transitioning to market economies. His course of study seems to reflect his personal history. The son of an Italian father and Slovak mother, he was raised in Italy, but spent summers with his mother’s family in the 1980s in then Czechoslovakia. Raised straddling the two cultures, he eventually entered graduate school to study diplomacy. “I learned conflict resolution and studied the differences in cultures,” he says, “all the things you need in business.”

Before he found his way to Fortaco, the cultural-straddling diplomat gained experience selling gelato machines. “It was a product that made people smile,” he says. “When it was minus 18 degrees outside in Kazakhstan I saw people in malls consuming gelato, which is served at minus 12. We used to joke that gelato is served hot in Kazakhstan.”


Picture of Marko Manninen, a Foreman at Fortaco Kalajoki Factory with Fortaco Logo in the background

Opportunities On Solid Experience

Marko Manninen, a foreman at Fortaco Kalajoki factory, needs no introduction. Known as a hardworking, responsible and straightforward person, he has worked at Fortaco for 22 years in various roles. Those roles contain positions in different industries and business sectors, including assembly, welding and warehouse operator in shipping, construction and energy businesses – he also has worked as a chief shop steward for several years. "I like my work being versatile. Every day is different, which keeps it very interesting and motivating."

Marko thinks the team spirit is good among employees at Business Site Kalajoki, cooperation and interaction with different employee groups is very enjoyable part of his work. Marko's superior says he is very committed and showing a great ability to develop his professional skills.

"Marko is raising necessary issues and works towards solving them. He is very focused on safety and production efficiency, as well as developing the daily production processes", says Jyri Paavola, General Manager, Fortaco Kalajoki. "He has a long experience, which certainly helps him to utilize his knowledge and capabilities in the current position".

This year, Marko was promoted to a foreman position in welding and surface treatment, he finished his foreman management studies at Central Ostrobothnia Vocational College as apprenticeship training program. The program was executed in cooperation with Fortaco, studies were performed both at the college and at work. As studies required a lot of work outside of office hours, time management and good organizational skills were necessary. With Marko's self-directed manner the planned schedule with studies was kept.

"During the apprenticeship training program, organizational changes were made at the Kalajoki factory and Marko's area of responsibility expanded from welding to also include surface treatment. “He succeeded in his role very well, even with the expanded responsibilities together with the studies”, Paavola commends.

Nowadays, Marko's responsibilities gather around the daily operations, monitoring of schedules, quality control, material flow control, development of work processes and interacting with production workers and supervisors at Business Site Kalajoki. Studies were a great continuum for his career and provided right tools for a supervisor's need at a work place.

"I really appreciate I have an opportunity to impact on business unit operations and performance, and also respect that the safe working environment is a high priority within Fortaco".

What does Marko do outside of work? Seems like he also likes his free time to be versatile, as he enjoyes different outdoor sport, dog shows, travelling around Finland; and is planning to start motorcycling hobby again after several years.


manufacturing

People of Steel

If you can dream it in high-strength steel, Fortaco Jászberény can probably make it.

If it’s made of high-strength or mild steel and weighs between 100 kilograms and 60 tons, Sebastian Kun and his team at Fortaco in Jászberény, Hungary, can probably manufacture it.

While the team mostly produces steel structures for customers in materials handling, energy, and mining, they can also make you a chocolate mixer.

Flexible enough for chocolate

Sebastian Kun, Fortaco Jászberény's sales manager, doesn't foresee a big future for Fortaco in the confectionary industry, but the manufacturing of chocolate mixers are what happens when being agile is in your DNA.

"We're a reliable partner for OEMs, because we’re flexible enough to withstand market fluctuations," says Kun. "In our three business segments we try to serve the top three OEMs. Each of these segments has different market fluctuations, and not being bound to one single segment allows us to balance capacity with demand."

Kun says the chocolate mixers are a real novelty for guests at Jászberény. “Visitors are baffled that the mixers aren’t stainless. But chocolate has so much fat that stainless isn’t required. The customer’s cost savings by not using stainless are significant. We grind the surface, treat it with food oil, and it’s ready to go.”

Secret tank manufacturers

Even before the Jászberény plant joined the Fortaco organization in 2013, it had a history of flexibility. Founded in 1951 under the name Aprítógépgyár, it produced stone crushers and classifiers. Unofficially, it also made military equipment. At one point in its history, it also designed and made its own rolling machine.

Kun joined the Jászberény plant in 2007. He combines a pedigree in steel fabrication — his father owned a steel fabrication company and machine shop — with languages. “Manufacturers in Hungary are very dependent on the German market,” he says, “and surprisingly few engineers of my age were fluent in German.” Born to a German mother, Kun found that his German, combined with his English, made him valuable to both suppliers and customers.

He started in the purchasing department for ready-to-weld parts, implemented the ERP system, and in 2009 switched from sourcing to sales, a move he jokes was “from the dark side to the light side.” He became a part of the cost calculation team, then a sales engineer, and in 2017 became Sales Manager. Kun runs a team of five, three in logistics and two in sales, backed by the plant’s other 400 team members.

Happy birthday, Jászberény!

Next year, Fortaco’s Jászberény plant will celebrate its 70th birthday. What would Kun like to receive as a gift? More customers is one thing. He sees capacity for taking on more clients looking for 20- to 30-ton products and seeking support from the design stage through to final production of plug-and-play equipment.

“We’re uniquely equipped to handle project- and serial business in manual- and robot welding, plus modular assembly,” he says, nothing that the plant is already doing modular assembly for clients like Komatsu and Liebherr. “We support the customer with ready-to-install modular products. When their product isn’t traveling from one factory to another, there’s a victory with reduced lead time and more flexibility.”