Logistics puzzles, extensive regulations, heavy investments and employees who are rarely gathered in the same place - all this is everyday life for Mats Andersson, who owns and runs BK Andersson, a successful haulage company in Insjön.
- There are challenges, but we also have many opportunities, not least in the area of sustainability, where HIT is now accelerating our efforts," he says.
HIT stands for sustainable, innovative growth and is a development program that Dalarna Science Park offers the county's small and medium-sized companies. Since its inception in 2021, some sixty companies have completed the program, of which BK Andersson Insjön Åkeri AB is one.
Ups and downs
The family business BK Andersson was started by Mats Andersson's grandfather in the 1940s. It was then run by Mats' father and uncles before it was time for Mats to take over in 2001.
- In the beginning I didn't listen to anyone, I ran my own race and it went completely out of control. But after a restart, things went pretty well until 2016, when it turned out that our financial consultant had embezzled large amounts. It came as a shock.
Thanks to support from the bank and other stakeholders, the business was still able to survive and today the haulage company has 47 employees and is one of the major shareholders in Dalafrakt, an association of about a hundred haulage companies.
BK Andersson's fleet consists of 27 trucks. Most are adapted to forest products, such as wood chips and shavings, while others carry containers.
-"The trucks cost around SEK 5-6 million to buy, but we also have specially equipped chippers that cost twice as much. So we run two shifts so that the fleet can be used as efficiently as possible," says Mats, who prefers to put together teams of both men and women.
- Mixed teams work best, in my experience. Today, around 20% of our staff are women, so we would like to see a more equal distribution in the future.
Best with mixed teams
For many years, Mats played hockey at an elite level, and perhaps this has influenced his leadership style and approach to business. He says he wants to move forward and is interested in technological development and sustainable solutions. At the same time, he has "the team before the self" in his spinal cord and is keen for employees to thrive and have the conditions to do a good job.
- We joined the HIT program to get a boost and to get access to new tools and that's exactly what we got.
- Now we can translate our ambitions into strategies and action plans. This company will be around long after I've left, so in many ways HIT is also future-proofing.
Mats has implemented the development program together with his colleague Anders Djäken, who is a team leader and traffic manager responsible for all personnel and trip planning
- Anders has a key role in the company and the fact that we both participated in the program has been a strength. It also confirmed that the two of us have a common understanding of where we are heading.
One of the haulier's sustainability goals is to have at least half of its fleet electrified by 2030, and another is about employee health.
Working as a truck driver means long hours, often at odd hours. The job is sedentary and requires full concentration, while it can be physically demanding if something goes wrong," says Mats.
- We want to give all employees the conditions to feel as good as possible. That's why we'll be raising questions and tips about sleep, exercise and diet more often in the future, but without pointing fingers.
Anders will now focus on a certification for commercial transport operators, while Mats is thinking about participating in the in-depth part of the HIT and receiving further coaching from Marianne Färlin.
- She has quickly familiarized herself with our industry and is incredibly good at coming up with relevant questions and ideas. In addition, she has connected us with a startup that is linked to Dalarna Science Park and which also works with forest products. We may have an exciting collaboration going on there.
