no. 2 • 2016 the magazine from fkg – the scandinavian ... · become the commuter’s best...

Autonomous cars put pressure on investigators

The questions of liability that must be resolved / 26

New twists surrounding outsourced development

External know-how a threat to the manufacturers / 24

Secure success for your company in the future

Traffic queues a pure pleasure How Volvo’s Drive Me car plans to become the commuter’s best friend

FEATURE: Autonomous and connected vehicles FEATURE: Autonomous and connected vehicles

Fredrik Sidahl calls for action for growth

We have the people – where’s the plan / 3

A four-page gear up prior to the Automotive Strategy Seminar in Stockholm on April 28 Ann

ika

Stei

ber

125 years since the automobile’s Swedish debut (Do you know what the brand was?)

Look, no hands!

No. 2 • 2016 Price: 69 SEK

The magazine from FKG – the Scandinavian Automotive Supplier Association

VEHICLEVEHICLE COMPONENT THE

The Vehicle Component 2 / 2016 3

AFTER PRIME MINISTER Fredrik Reinfeldt more or less declared the Swedish industrial worker dead at the World Economic Forum in Davos in 2013 when he stat-

ed ”We used to have people in the industry, but they are basical-ly gone”, a radical change in attitude has taken place at the Government offices at Rosenbad and in the Swedish Parliament.

The country’s politicians have, insightfully, understood the connection between a high added value export industry and tax financed welfare. An understanding that should really be obvious, but that has certainly not been the case for the last 10–15 years as displayed by a lack of interest and instead belief in grocery bags, e-shops, cafes, ROT and RUT (tax deductions for work on or in the home) sectors etc.

UNDER THE POLITICIANS’ Radar industry has fought on, espe-cially after the crippling blow of the Lehman Brothers’ demise in 2008. Automation was our saviour, which is manufacturing with considerably less manual labour and more with robots and intelli-gent production systems. This is something that is clearly reflect-ed in annual retained personnel in simultaneous growth thanks to increased productivity and improved resource utilization.

However, a higher level of ”Smart Factory”, which is the Min-ister for Enterprise and Innovation Mikael Damberg’s name for the plant in the new industrialisation strategy, also leads to higher demands for competence and perhaps, above all, a different type of competence. This something that is in jeopardy, especially now when the warning signals from the entire educational system is being sounded more and more frequently.

THE SWEDISH EDUCATION system seem to lack the ability to commit and educate for industry, and industry seems to lack the ability to inspire and alluringly pick out trainees. The entire situ-ation is even more worrisome at this point when we, somewhat like a gift from above, have taken in more people into the coun-try than what the birth rate would be able to provide; during 2014 our population growth was at 1.1 percent and today, as we all know, it is a totally different story.

Sweden must, as fast as possible and from many perspectives, retrain those new arrivals into adequate industry workers, but at the same time also educate with respect to the cultural and social values that we share. Replicate Germany’s apprenticeship system and add education and language training, our values and how Swedish society functions.

I’ll repeat the classic question from the Swedish TV show På Spåret, "Where are we heading"? Food on the table and security in the country financed by export – not by home delivered groceries and development of apps! It’s not too late to regroup, just almost – its about the future in our country!

SIDAHL april 2016Fredrik Sidahl is CEO for FKG. He can be reached at [email protected]

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Time for nominations for the Annual Suppliers’ Award 2016! DISTINCTION Which supplier company will win the Annual Suppliers’ Award 2016? FKG and its board are extremely knowledgeable about Swedish supplier companies, but will gladly accept proposals for nominees with adhering motivation for why a particular achievement should be rewarded. Last year Leax won the first Annual Suppliers’ award. FKG’s informal jury rewarded the path from small local supplier of mainly axles to global supplier of components with extremely high added value and therewith know-how mainly within transmissions.

Leax’s CEO, Roger Berggren, accepted the award, an honorary plaque by Håkan Matson, Automotive Editor at Dagens Industri and also the Swedish representative on the jury for Car of the Year (sv. Årets bil).

The Annual Suppliers’ award will be presented at the Annual Suppliers’ Forum on October 13 at Lindholmen Conference Centre, Göteborg.

Joint Swedish participation in the IZB fairINVESTMENT Germany is an interesting country for Swedish suppliers. In October Business Sweden in collaboration with FKG will offer Swedish suppliers the opportunity to take part in the rapid-ly growing IZB fair in the VW city of Wolfsburg.

“We previously received a value subsidy from the Agency for Economic and Regional Growth’s supplier program that made it possible to exhibit under a Swedish collective stand during the IAA Truck Exhibition in Hannover. Business Sweden, within its framework for its automo-tive program, is now the coordinator for the Swedish participation during IZB in October 18-20. The exhibition is just as important for business as the massive and costly IAA,” says Peter Bryntesson from FKG.

Although the fair was initially organized by VW today the other German carmakers, BMW and Daimler as well as a number of other Eu-ropean and Asian passenger carmakers are in attendance for purchasing and other business discussions. In 2014 IZB attracted 820 exhibi-tors from 29 countries and 51 000 visitors. Each exhibitor must be approved by the VW Group.

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Texla’s CEO inspired at the year’s first network gatheringWomen in the industry met in Göteborg

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Susanne Johansson, CEO at the laminate company Texla, held a fantastic inspirational presentation at FKG’s third network get-together for women in the supplier industry. This time the meeting was held at Arken Art Garden SPA in Göteborg.

More than 30 women came together for the meeting and no one was left untouched by Susanne Johans-

son’s presentation. The participants were taken on her journey that started when she, as a 20-year-old and purely by chance, started at Texla all the way to how she took the step to management and today influ-ences the development in a company with a turnover of SEK 500 million.

She gave examples of comical and no

so comical situations that male colleagues would never have gone through.

During her career, she has fought for equality for women both in Sweden and in Texla’s plants abroad. The fact that statistics show that some ground has been lost with respect to the share of female CEOs in Swe-den makes her concerned.

“Why don’t we stand up and help our-selves, what do we think is standing in our way,” she asked, among others, those in attendance.

Texla has been in business for more than 50 years and is more successful today than ever. The company has four plants in Europe and continues to grow.

The next network gathering is on May 18th at Leax Arkivator in Falköping. For more informa-tion/registration, contact Gabriella Banehag at [email protected]

Image 1 and 2. Well attended. The year’s first network gathering attracted many participants. Susanne Johansson, CEO for Texla, held an inspiring presentation.Image 3. On site. Jennifer Ottosson and Lena Paulsson came from Leax Arkivator. Photo 1, 3: Gabriella Banehag

2

4 The Vehicle Component 2 / 2016


At the same time as the number of technologies within the Volvo Group are greatly expanding “open innovation” is becoming increasingly more interesting in order to be able to cover a greater range of technology. “We used to do more develop-ment work in-house. Today the suppliers’ development compe-tence has increased and they are often incorporated into projects early,” says Trobjörn Holmström, Chief Technology Officer and member of Volvo Group’s manage-ment.

At the same time as the number of technologies within the Volvo Group are greatly

expanding “open innovation” is becoming increasingly more inter-esting in order to be able to cover a greater range of technology.

“We used to do more develop-ment work in-house. Today the suppliers’ development competence has increased and they are often incorporated into projects early,”

says Trobjörn Holmström, Chief Technology Officer and member of Volvo Group’s management. A few examples of how ”open innovation” is already being used within Volvo are the electric buses (within the framework for the collaboration Elec-triCity) like the many research pro-jects within the strategic automotive research program, FFI, where suppli-ers, academia, the public and, at times, also competitors participate. Another way for Volvo to find and learn new technologies is to invest venture capital in smaller companies, which they have done for example in the USA. Many ideas also come from the suppliers. For the suppliers it is therefore very important to be knowledgeable about their own technology and to really understand what makes us customers successful, and then one needs to be close,” says Torbjörn Holmström.

Lacking infrastructure It is also about the ability to follow the customer abroad.

“Many small, Swedish suppliers possess cutting edge technological

Volvo Group welcomes the suppliers

competence, but lack the infra-structure required when it comes to starting manufacturing in the countries where Volvo has produc-tion facilities. The suppliers must have both the competence and the infrastructure in order for it to work,” says Torbjörn Holmström.

The area where the suppliers currently have good possibilities to work with development together with Volvo is technology that covers mechatronics, electronics, software and artificial intelligence. It may be with respect to fuel cells, batteries, charging stations, automation, cam-eras, radar sensors, ultrasound sen-sors and signal management. When all systems are connected together in this way, then Volvo becomes more and more a system integrator.

“Digitalisation and the devel-opment on the emissions side are without a doubt the most revolu-tionary changes that I have experi-enced technology-wise,” says Tor-björn Holmström.

Data quantity has exploded When he started at Volvo in 1979 he was part of the introduction of the first microcomputers in cars. Today more or less everything in a vehicle is connected to software. The avail-able quantity of data has literally exploded and it is therefore essential to find what is relevant with the help of smart algorithms.

“What the Germans refer to as “industrie 4.0” is also extremely important for us, our suppliers and Sweden. We need to gather our pro-duction competence and improve the prerequisites on the cost side. Both car manufacturers and sup-pliers must furthermore become better at communicating how important the automotive industry is for Sweden, and especially how it drives innovation and the level of technology.

We want the suppliers to feel that there is a future in symbiosis with the big companies in Sweden. I would therefore like to invite the supplier to get closer to the Volvo Group,” says Torbjörn Holmström.

YA S E M I N H E PE R M Å R T E N SS O N

Stockholm • Thursday April 28

Automotive Strategy Seminar 2016 Expansion through product development, research and innovation

Learn more about the mega trends that can completely change the prerequisites for your business!

On April 28 FKG will hold the third Automotive Strategy seminar in Stock-holm, this time with focus on growth

through product development, research and innovation.

“The revolutionary new technologies and innovations that now affect companies mean completely new challenges and possibilities.

You really need to have a clear picture of where our industry is heading and actively form a strategy.

The seminar participants will receive a good overview of the automotive industry’s development and possibility to be inspired of both the industry’s leading future observers/scouts and some of the most innovative companies,” says FKG’s Yase-min Heper Mårtensson, Project Manager for the seminar.

During the day-long seminar the participants will meet strategy consultants from Roland Berger Strategy Consult-ants, Boston Consulting Group and IHS and: • Annika Steiber, Author and Researcher with experience of how Google and Tesla work.• Torbjörn Holmström, Chief Technology Officer (CTO) in the Volvo Group management.• Pontus Broddner, Head of Innovations and Technology at 3M• Lars Dahl, CEO Sibbhults-verken Group.• Carola Öberg, member of the government’s Innovation Coun-cil and Project Manager for Innovationsfabriken.

They will reveal the mega trends that are impacting the automotive suppliers’ business focus and need of investments within product development and R&D up to 2040. The sem-inar will be held at the Clarion Hotel Sign in Stockholm. Regis-tration via FKG’s website.

www.fkg.se/aktivitet/strategy-seminar

Torbjörn Holmström is the Executive Vice President at Volvo Group Trucks Tech-nology and Chief Technology Officer (CTO) in the Volvo Group. Torbjörn is part of the Group Executive Board and Volvo Group Truck Executive Manage-ment Team. His previ-ous positions within Volvo Group include CEO for Volvo 3P, Manager for Engine Development and Head of Transmis-sions Development at Volvo Powertrain as well as Head of Driveline Develop-ment at Volvo do Brazil. He started at Volvo Group in 1979. Torbjörn graduated from Chalmers with a masters of engineer-ing in mechanical engineering.

Meet Torbjörn Holmström at FKG’s Automotive Strategy seminar on April 28 in Stockholm, where he will speak about “De-veloping technologies for the future – our common challenge”

Yasemin Heper Mårtensson

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Pontus Broddner

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Quiet ride. The electric bus that operates along route 55 in Göteborg is a concept vehicle that was developed to test and evaluate new, environmental-ly-adapted technology and different solutions that can increase the appeal of public transportation. Photo: Volvo



3M places great importance on inno-vation. Each employee is able to use 15 percent of their working hours to work with ideas. “What distinguishes 3M is the very special culture of innovation that stretches far back in time. It has received additional reinforcement since the company’s Swedish Group GEO Inge Thulin entered the spotlight a couple of years ago,” says Pontus Broddner.

Customer interaction has landed more in focus and today there are applica-tion departments in more or less each

country. 3M is ranked as one of the world’s

most innovative compa-nies and the company’s Scandinavian customer innovation center is locat-ed here where one works alongside customers with respect to product design or production challenges.

Almost ten percent of the more than 1 000 employees in the Scan-dinavian countries work with development while six percent of turnover is invested in research and development.

The well-known Post it notes is one example of a product that was produced because for decades the employees have been permitted to use 15 percent of their working hours to work with new ideas,

even outside their own areas of responsi-bility.

The 3M innovation capacity has been systemised by visualising its 46 technology platforms in one ”periodic system”. It facili-tates things in discussions and development projects internally and with customers.

Products to the automotive industry is one of the company’s most important industrial appli-cations. All Scan-dinavian OEM’s and many of the automotive suppliers belong to the clientele, which means that the products are

Innovation culture takes 3M to ne w heights

Many traditional manufacturing compa-nies need other kinds of competences and another type of leadership to be able to ensure success for the company in the long run. This is according to Annika Steiber, who has researched Google’s and Tesla’s, among others, leadership and innovation models.

Many manufacturing companies today often focus on increasing productivity and profitability,

according to Annika Steiber. The dilemma is to preserve the business and simultaneously generate completely new innovations.

“In Silicon Valley it is common with dou-ble leadership. One leader focuses on the operative management of the core business and that that part of the company should be ”lean and mean”, says Annika Steiber.

“One way to do it is to strive for a high degree of automation with the help of IT, but also to efficiently utilise the possibilities with artificial intelligence, Big Data and everything that can make them better. The

other leader remains focused on develop-ment of the company, for example in new products and services. New products often receive focus from the absolute highest company management and often the found-er is still with the company.

The top management are, in other words, at the core still entrepreneurs.

“Balancing the long-term perspective against short-term profitability require-ments can be a conflicting relationship, but it cannot be.”

Without the long-term the company will sooner or later become a low margin player.

“One example is Sweden, which is or has been leading in many areas such as digital-isation and environmental technology, and we must continue to invest in leading the development globally through, so-called “disruptive” innovations, not only improve current products,” says Annika Steiber.

Greater margins Innovations that improve on current products mainly focus on improving margins and tak-ing market share. They rarely result in more growth. Innovations that improve efficien-cy mainly provide lower costs and therewith

frees up more capital.They can in the best case be a way to

create a financial space for investments in long-term innovations.

Disruptive innovations are, on the other hand, totally new products such as the arrival of the passenger car, personal com-puter and cell phones. They create growth and provide jobs for an industry and a country. They require capital and they can originate from universities, start-ups or bigger companies. They often create or demand a transformed industry logic and sometimes completely new eco systems consisting of players with compatible world class competence.

Open innovation One possibility for companies that have dif-ficulties procuring funding to develop dis-ruptive innovations is to work with “open innovation”, that is to develop together with partners. One thus shares the risk and “the innovation burden”, but it demands a new method of working. Companies also require a new kind of competence in order to effec-tively be able to work in this type of open net-work. Another type of competence that will be required is a higher level of entrepreneur-ship in their own company. When they try to recruit their way to this new competence new challenges will arise.

in, more or less, all vehicles. Includ-ed in the products are tape and glue, weight reducing materials for injection moulding or casting as well as com-ponents for acoustic control. Some of the company’s products are manufac-tured at the three Swedish production facilities in Gagnet, Värnamo and Västervik. “The most import thing for a strong innovation capacity is to create an effi-cient exchange of ideas between differ-ent areas of technological development within the company and to participate in each others’ projects,” says Pontus Broddner.


“In the future competence within software will also play a central role. It is no coincidence that Tesla mass recruits personnel from Apple,” says Annika Steiber.

Clear strategy required Almost all companies will be a software company of sorts, and portions of the hardware will be at risk of becoming “dumb” low margin products that are continuously under pricing pressure.

“Swedish automotive suppliers need to establish a clearer picture of how the automotive industry will develop and then come up with a clear strategy for the future that is based on reaching this new “world”, not on today’s busi-ness logic.


Automotive suppliers need a new kind of leadership

Annika Steiber

Pontus Broddner

Annika Steiber has spent almost six years in Silicon Valley within, among others, Google and Tesla. She holds a masters in engi-neering with twenty years of experience of hi-tech companies and consultancy. Annika has a doctorate in “Management and Or-ganization”, with focus on entrepreneurship and innovation within companies. She has, among other things, written the book ”The Google Model”, about how Google propels innovation from a man-agement perspective. At the end of 2015 her second book was published; “The Silicon Valley Model - Management for Entrepreneurship”. She is the founder and CEO of the compa-ny INNOWAY.

Get updated in the latest development of the automotive industry and meet Annika Steiber at FKG’s Automotive Strate-gy seminar on April 28 in Stockholm. Her presenta-tion is entitled ”Man-agement for Innovation: What can we learn from companies like Google and Tesla?

Pontus Broddner is the Head of Innovation and Technology for 3M Nordic. He has been a develop-ment engineer within Linde gas AGA in Sweden and Latin America, CEO for the Swedish-Brazilian Chamber of Commerce in Brazil, Trade Secretary in Spain, Entrepreneur and Strategy and Management Consultant within BTS in Finland. Pontus has a masters of engineering in Chemistry from the Royal Institute Technology.

Be inspired and hear more about 3M’s culture of innovation at FKG’s Auto-motive Strategy seminar on April 28 in Stockholm. Pontus Broddner will speak about ”Culture of Innovation at 3M – when focus meets freedom”.

Automotive Strategy Seminar 2016 Stockholm • Thursday April 28

Register at

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10 The Vehicle Component 2 / 2016 The Vehicle Component 2 / 2016 11

This autumn BASF Coatings inau-gurated a training and education center for auto body painters in Hisings Kärra in Göteborg.

“Modern car lacquers are tech-nically advanced products. The correct technique for usage is a prerequisite for a first class result,” says Jonas Brick, Sales Manager at BASF, owners the Glasurit brand.

BASF would, understandably, like for the customers who buy Glasurit and R-M lacquer to be able to use them as opti-

mally as possible. The training center in Göte-borg – BASF Refinish Competence Center – is therefore a logical result of that outlook.

“Modern lacquers are hi-tech products and in many ways semi-manufactured. A first-class lacquer demands that the user has knowledge and training so that the products are used correctly,” says Jonas Brick.

Goes faster today The time interval that the auto body paint-er has to apply the lacquer is much short-er today compared with the older genera-tion products, which naturally makes train-ing even more important. BASF Coatings therefore invest considerable resources in spreading professional know-how to those who actually use car paints.

“The educational training in our train-ing centers is only one of several initiatives in order to secure that our customers receive top notch lacquer result, at the same time as they can carry out the lac-quering rationally and safely.”

Primarily for Scandinavian users The center in Hisings Kärra in the north of Göteborg mainly caters to the Scandinavian Glasurit and R-M customers, but auto body painters from the UK and Poland will prob-ably also come here.

“BASF Coatings have educational train-ing centers all over the world and we open a new one globally each year. That says quite a bit about our view of education and training, which is a central part of our strategy. We chose Göteborg because, among other things, it is the site of the big-gest automotive market in Scandinavia,” says Jonas Brick.

Glasurit/R-M has developed an entirely new line of clear lacquers.

“With this the garages can achieve per-

fect results faster, more reliably and more economically.”

Something else new is the Daisy Wheel, an automatic mixing machine. Users only need to retrieve a mix recipe from the computer, push the start button and then the Daisy Wheel does the rest.

“A new technology that will facilitate the daily work for our customers,” says Jonas Brick.

MATS EKENDAHL

Footnote: The lacquers from Glasurit and R-M are for the car aftermarket and are sold to auto body paint workshops around the world by BASF Coatings.

New education for auto body pain ters in Göteborg

With steady hands. Jukka Markkanen and Renne Kovalainen learn to apply the modern lacquer in the right way.

Colour. Tiia Toivanen (below) gathers the right mix of colours. Photo: Jeanette Larsson

“We chose Göteborg because, among other things, it is the site of the biggest automotive market in Scandinavia”

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There are two zones on the side for prepa-ration work – one of which is specially designed for so-called Smart Repair work.

◗ The mixing room is especially big and it is possible to carry out testing and training in chromatics.

Course program ◗ Basic courses and expert courses. ◗ A special course called garage technol-

ogy course and is for experienced auto body painters who could function as a type of “in-house technician” in bigger lacquer workshops.

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◗ Course duration from 1 – 4 days.

Jonas Brick.

Autonomous vehicles

Volvo Cars is investing SEK 500 billion in the project Drive Me to develop driverless cars on commuting zones and ring roads in Goteborg where there are no road crossings and oncoming vehicles. “The products will be safe and sturdy that we can stand behind,” says Marcus Rothoff, Project Manager for Volvo Drive Me.

From stealing time to highpointWith Volvo Drive Me Volvo’s driverless car will change our view of commuting

Phot

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eane

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Lars

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The Vehicle Component 2 / 2016 13 12 The Vehicle Component 2 / 2016


It sounds a little like a technology game. Is it actually realistic to believe in driv-erless cars by 2020?

“We need to first establish confidence with the customers for driverless cars by proving that the level of safety is high. We believe, however, that it is possible to achieve in order to later create something that liberates time during a car commute, and that also reduces the frustration that can arise when there are traffic jams. Our focus is customer benefit, to put a value on commuting. For some it is perhaps the only time they have to themselves. And after Håkan Samuelsson’s stated in Wash-ington that Volvo takes full responsibility for safety when the car is in Autonomous Drive mode, we have taken over liability, and the customers expect that. If we as manufacturers should try to avoid this responsibility when things start to become complicated for the driverless car we end up in an impossible position. However, with auto-mode exclusively on “safe” roads all should go well.

What traffic environments will the driver-less cars be able to function in? “Highways with a max speed of 70 km/h without oncoming vehicles, pedestrians and cyclists. It is mostly on roads that are commuter zones that we see the biggest need. It is also, from a psychological per-spective, easier to transfer responsibility to the car there.”

How does the transfer to Autonomous Drive or autopilot mode work in practice? “The driver drives manually to the highway.

Once there s/he switches to autopilot. There are certain marginal conditions, like for example, extremely slippery roads, where the car will not allow it, but otherwise will ask the drive for approval for auto mode. The car will not continue in AD mode if it loses contact with the cloud for a prolonged period, shorter breaks can, however, work. In addition the driver gives an ok for road sector. This means that the risks can be managed gradually and if conditions change for the worse driverless mode can therefore be stopped. Now the driver can read the paper or shave… One minute prior to the time to exit the highway the driver will receive a preliminary warning that it is time to return to manual drive again. If the per-son does not give his/her ok the car will stop safely at an appropriate place.”Do you think that people will really dare

to relinquish responsibility? If they don’t do this is the entire project a failure…“We have statistics from insurance compa-nies that show that many accidents happen when drivers text, use laptops, watch tv, etc. when there are traffic queues and it feels like time goes slowly. That time dis-traction will be replaced by our tools in the form of driverless cars. We think it is better to investigate how people behave in reality and see if they adjust rather than ask peo-ple ahead of time when the solution is in future and risk that people responding will incorporate notions about wholly auton-omous cars in their imagination. Because that is a totally different thing.”

The greatest customer benefit will be seen in commuter driving under certain con-ditions where driver time can be liberat-

ed. Are you also investing in expanding the scenario to include “all” roads?“Perhaps when the first immediate custom-er need is solved, but it will not happen as part of this project. If it happens at a later date many factors will arise that are diffi-cult to overcome like country roads with oncoming traffic, risk for animals and peo-ple on the road, bad weather etc. When the contemplated solution is ready we will use iteration on the first customers and find out what else they would like have, what they would like to expand in the driverless func-tion with, for example maybe allow higher speed.”

What is the biggest technology challenge? “It is to develop the complete functions, system solutions, that will be so sturdy and safe as required in order to manage the con-templated scenarios.”

How can the traffic and queues be reduced with autonomous vehicles? And what are the advantages to the environment with driverless cars versus of conventional cars?“The flow of traffic goes in waves since peo-ple gas, break, gas and so on. Autonomous vehicles can drive more evenly in relation to each other and road maximum capacity

will not occur as frequently. People as driv-ers are not capable and cannot continuously maintain energy efficiency, but an autono-mous car is able to continuously and opti-mally parry fluctuations in the traffic flow.”

What use, from a pure business perspec-tive, would FKG’s members have of Drive Me?“The cars require stable and thorough sen-sors, and hardware and software that have considerable calculative capacity. As such, electronic companies that manufacture cameras, radar, processors and laser sensors will be relevant to Volvo. The electric cables and electronics will be doubled since we will have parallel systems for the brake and steer functions in order to increase safety. One can also imagine that drivers’ needs change with driverless cars, for example they will maybe want to have another type of seat, extra surface space, comput-er screens and more. We also have many consultants involved in the project within the area of software, which from a general perspective is an area of vigorous growth within the automotive industry.”

M AT S E K E N DA H L

Autonomous vehiclesProject Drive Me◗ Drive Me is a combined initiative by The Swedish Transport Administration, The Swed-ish Transport Agency, Lindholmen Sciene Park Göteborgs Stad, Chalmers and Autoliv ◗ The purpose is to study the advantag-es to society with autonomous driving and that Sweden and Volvo Cars will be-come leaders within sustainable mobility. ◗ Project started in 2014 with customer surveys, technology development and development of user interface and cloud services. ◗ 100 pilot cars of the hybrid model XC90 T8 will be rolled out on chosen stretches of road where normal cars will also be in traffic, in Göteborg with start in 2017. Will begin with Lundbyleden, Söderleden and the E 6 through Göteborg.◗ The cars have steering wheels and pedals and are developed from Volvo’s architecture SPA (Scalable Product Ar-chitecture) so that they are prepared for continuous integration of new support and safety systems all the way up to new technology that makes autonomous driving possible. ◗ The cars are driven by ordinary drivers, will be equipped with seven radar, eight cameras, GPS, a lidar (measures distances with laser/3D scanning), a number of ultrasound sensors, high definition maps, cloud connectivity. ◗ The navigation takes place with help from lane markings on the road and high definition maps. ◗ The cost for extra equipment in each car is below SEK 100 000◗ The project “Drive Me” focuses on a number of areas, for example:- How autonomous cars can provide societal and economic advantages in the form of improved traffic flow, the environment and safety. - Infrastructure demands for autonomous driving.- What traffic conditions are suitable for driverless vehicles. - The customers’ confidence for driverless vehicles.- How drivers in the surroundings can easily integrate with a driverless car.

From stealing time to highpoint

1 2 3

Solves a need. Marcus Rothoff is the Project Manager for Volvo Drive Me. According to him Volvo’s half billion kronor project Drive Me is, above all, about resolving public issues like traffic flow and safety hand in hand with customer demand, to create time during boring commutes. Photo: Jeanette Larsson

Image 1 and 2: Map in real time. A technological total solution that provides exact positioning and a complete 360- degree view of the car’s surroundings. This is possible through a combination of several radars, cameras and a laser sensor. A network of computers processes the information and generates in real time a map that show both moving and stationary objects surrounding the car.

Image 3: Radars describe the environment. A radar (76 GHz frequency module) on the windshield com-bined with a camera discovers objects on the road. Four other radars each in a corner of the car behind the front respectively the rear bumpers, can detect objects in all the car’s directions. A long distance radar placed on the back of the car guarantees good ability to detects cars in parallel lanes from the rear.

Trifocal camera. Three lenses in one camera. Is mounted on the upper section of the windshield and checks a 45 degree wide dito, and a long, narrow view of 34 de-grees. This improves the driverless car’s depth perception and the camera can detect pedestrians and other unexpected objects that turn up suddenly.

Photo: Jeanette Larsson


The research project goes by the name COPPLAR (Cam-pusShuttle Cooperative Per-

ception & Planning Platform) and as part of it cooperative driverless cars in an urban environment are stud-ied, where cooperative means col-laboration between autonomous vehicles in road crossings.

“A solution for cooperation between vehicles in such a compli-cated scenario must be extremely sturdy and safe. The problem mainly is about what information must be exchanged between the vehicles in these environments,” says Lars Hammarstrand

In addition to his coordinator’s role he researches on behalf of the project on how the rest of the world should be described to the vehicles and how a positioning system will work.

“The cars must know where they are, be able to plan a safe route for a certain time period, be able to steer according to the route and contin-uously update all of this,” says Lars Hammarstrand.

This means considerable data pro-cessing and more scenarios than are part of the Volvo project Drive Me, which is about freeing up driver time through driverless cars on prede-termined stretches of road like ring roads and commuter zones.

“The biggest difference is sim-ply that we need to position the car much more carefully when intersec-

tions are added to the equation. We will then need to maintain order of more landmarks like traffic signs and what they say, be able to manage any disturbances for the GPS, take into consideration trams, buses, cyclists, pedestrians, parked cars and much more.

The GPS, however, provides a rough estimation of where the car is on the map so it also requires refined instruments. The sensors can deter-mine where the lane demarcations are and then compare the car’s dis-tance in relation to them with infor-mation from the map, and can then adjust the position of the car lateral-ly or sideways in the lane. Longitude positioning, or lined up in the lane, is not as important until the vehicle approaches for example a stop line or traffic light.

The complicated calculations allow the positioning to probably take place in both a processor in the car and in a server that is located elsewhere. It is also fair to believe that the car down-loads both two and three dimensional map information from a server,” says Lars Hammarstrand.

The FFI project used a XC90 with sensors, radar, cameras and comput-ers for technical testing in a laborato-ry by the name of ReVeRe at Chalm-ers Lindholmen. They also drive the cars at AstaZero, a hi-tech test facility for development of active road safety in Hällered outside of Göteborg.

!"#

would be no one to take control of the car in a crisis situation.”

The project is not carrying out any clinical testing with autonomous cars on real roads only on test tracks. On the other hand, the researchers have a con-templated user case, which is that the driverless car should succeed in driving between the two Chalmers campuses in Johanneberg and Lindholmen in Göte-borg.

“That will serve as inspiration in our research.”

An account of the final result of the project will not be presented publical-ly by instead via computer. So at the end of 2018 Lars Hammarstrand and his col-leagues on the project hope that they can prove that it is possible to plan safe routes and position driverless cars cor-rectly in difficult traffic environments.

“We are also examining how we can be resilient in various outdoor condi-tions, like in daylight and at night, in the rain and fog.”

MATS EKENDAHL

Researchers in an FFI project go a step further than Volvo’s Drive Me project when it comes to where autonomous cars will be able to drive.

“Our project studies autonomous cars in a more complicated city environment than intersection devoid commuter stretches and ring roads,” says Lars Hammarstrand, Assistant Professor at the Chalmer’s Institute Signal Processing and coordinator for the project.

In Volvo’s Drive Me project the most important thing is probably to create trust with the customers, the drivers, of the driverless cars.

Volvo thinks that they can suc-ceed with it since there is consider-able customer demand to be spared working the pedals in traffic queues. And then time can be spent on other things like work, surfing the net, etc.

“Our project can provide addition-al customer benefit by the car really driving itself from point A to point B irrespective of the traffic conditions, for example the entire distance from home to work while the driver is pro-ductive or free for the duration of the trip.”

Lars Hammarstrand also points out that the driverless car without restric-tions can be positive for groups of people who are currently not permit-ted to drive.

“Handicapped, like the blind, can perhaps “drive”. That, however, is in the future and is not encompassed in our project since in this case there

Driverless cars that are wholly autonomous can be positive for groups of people are currently not permitted to drive.

Go for broke. Lars Hammarstrand and the other researchers in a FFI project study autonomous cars in a more complex urban environ-ment than Volvo does in its Drive Me project. Photo: Jeanette Larsson

!"#

The project Cooperative driverless cars in an urban environment.

◗ FFI project with Chalmers University of Technology, University of Gothenburg, Volvo Car Group, Autoliv, AstaZero and ÅF.◗ Three project groups work at Chalmers, the signal processing group where Lars Hammarstrand is responsible for the project, the mechatronics group with Paulo Falcone, and the communications group with Henk Wymeersch. At the University of Gothenburg the software group is working with Christian Berger responsible for the project.

Vinnova and FFIVinnova operates programs to reinforce the innovation force in Sweden. The program has different focus areas and is spread out over several civil areas and branches of industry. Vinnova’s program has three main focus areas: strategic important areas, in-novation ability with specific target groups and cross border cooperation. FFI – Strategic Vehicle Research and Innovation, is a collaboration with the Government and the automotive indus-try to jointly finance research, innovation and development activities with focus on the areas of Climate & Environment and Safety. The background is that development within road transportation and the Swedish automotive industry has great importance for growth.The investment means R&D operations for approximately SEK 1 billion per year whereof half is publically funded.At the moment there are five partial programs and strategic investments: En-ergy and Environment, Road Safety and Automated vehicles, Electronics, Software and Communication, Sustainable produc-tion, Efficient and connected transport systems and Strategic investments.

The possible benefits of the project for FKG’s members

◗ In the future new types of advanced com-putation units/car processors that are able to satisfy new standards than those expected of them today, will be needed in cars. ◗ The sensor technology that is required can mean that new types of sensors will need to be produced and therewith provide business opportunities. ◗ The actuators, which steer the car with the help of servos, perhaps also need to be developed. They are required mainly for the car to be able to park itself.

Autonomous vehicles

FFI project wants to incorporate autonomous cars into urban traffic


Discover the car fleet’s hid den reserve force Autonomous cars can be a boost for Miveo; would like to beco me leading within commercial car sharing The business idea for Miveo Car- sharing Technologies AB is to pro-vide owners of car fleets flexible access to its car pools. The objective is to become a leading supplier of solutions for commercial car sharing.

“Our cloud-based offer is interna-tionally scalable and can be used immediately for most car brands,” says Erik Nordenfelt, CEO.

Car pool operators, leasing companies, car rental companies and people who are responsible for different company’s

car fleets all have in common that they satisfy the demand for mobility, transport with the help of cars, by offering access to vehicles.

“However cars are expensive and tie-up capital at the same time as they are under used. By letting employees, for example, in a company or within municipalities share cars, the degree of utilisation increases sub-stantially while as the total cost for mobility is reduced,” says Erik Nordenfelt.

Car use becomes therewith both more sustainable and efficient. In order for car

sharing to work without complications on a larger scale, a technical solution is required that can process all the cars’ positions, fuel or charging requirements, authorised driv-ers, kilometers driven, pick up and drop off times and payments for use, etc. Miveo has the solution.

“We offer a cloud-based car sharing tech-nology that is proven to work. The actors that have a car fleet can simply add our solu-tion for their current cars so that they will be divisible, without the complication of keys, both during work time and leisure time. And the scalability makes it as simple to start up the project in Spain as in Älmhult,” says Erik Nordenfelt.

Miveo can irrespective of car brand and model ensure that the vehicle becomes con-nected to, respectively works in the smart car sharing system. The industry has, so far, relied on subsequently installed equip-ment in order to solve the communication between cars and the cloud services.

With the car manufacturer’s own solutions for connected cars, which now, at an increas-ingly higher pace, are being rolled out, it is sufficient to integrate Miveo’s car sharing system with the car manufacturer’s so-called

connected car-system.“So we are in discussions with OEMs

regarding data sharing at an early stage. It is therefore more about discussing support for business development than about technology support,” says Erik Nordenfelt.

No need for modification A big advantage with Miveo’s technology is that it can be applied ”on top” of car manufac-turers’ own so-called Connected Car-systems.

“Miveo’s solution becomes like an addi-tional function without the hardware in cars requiring modification or replacement of others,” says Mikael Jagelid, PR/IR Manager at Miveo.

There are many possible user areas for car sharing: Hotels that offer guests access to shared cars, flight passengers’ cars that are parked and unused for x number of days for the duration of their travel.

And a company can buy fewer company cars than required, but still provide them through employee car sharing. The company can then also allow a portion of the collec-tive benefits for tax assessment to be distrib-uted to all employees,” says Mikael Jagelid.

Miveo is focusing, primarily, on sales to

Autonomous test car crashes Google’s autonomous test car caused a minor collision on February 14 in California.

When their Lexus SUV was round-ing an obstacle with sandbags it stopped and subsequently drove slowly out to the left where a city bus came from behind at about 25 km/h. The test driver thought that the bus driver would break or slow down, but when that didn’t happen there was a minor collision. There were no injuries.

In Google’s statement about the incident the company says that it clearly has a certain responsibility for the events. Google’s autono-mous cars have been involved in 17 accidents previously, but the company has always maintained that it has not been due to their technology but rather human fac-tor, for example that other drivers have driven into the rear of the car at a red light. However, after this incident the technology giant can perhaps not claim this any longer.

Google’s test cars have driven over two million kilometers since 2009 and it is said can under-stand a traffic police’s hand sig-nals and come up with solutions faster than a person would be able to. The company hopes that the first commercial model will be ready by 2020.

In this context it is interesting to establish how The National High-way Traffic Safety Administration (NHTSA), a department of the USA’s Department of Transporta-tion, views who has responsibility for autonomous cars’ performance. NHTSA is responsible for ques-tions that concern regulations for motor vehicles. In response to a question from Google the govern-ment authority responds that they will consider an autonomous car’s ”driverless system” (technology, hardware, software) the driver of the vehicle, and not any of the people in the car since they cannot impact the performance when there is no steering wheel and pedals. Source: Wired

Miveo Car-sharing Technologies AB

◗ Headquarters in Göteborg. Purchased in 2015 from previous parent company Pilotfish Networks AB by the current owners. More than 10 years experience of telematics and solutions for car-pooling/car-sharing.

◗ 16 participants, whereof five work in the company. Nine employees. Half are marketing managers/sales, half JAVA developers often with telematics background.

◗ Turnover SEK 3 million in 2015. Negative cash flow at present because the company is in a heavy investment phase to push increase in sales.

◗ Has its market in the USA and six EU countries. Direct sales from Göteborg. At present approxi-mately 800 shareable cars in seven countries have generated 1 250 000 bookings.

◗ Miveo business model is to charge for the num-ber of cars connected to the cloud solution.

◗ Business advantages: Miveo’s “Time To Market ” is

short and the solution brand independent so that different car brands can be mixed into the same fleet. Geographically independent, big customers with international operations can formulate offers for all markets and as the car fleet is scaled up the coverage subsidy increases substantially.

How it worksThe cars are equipped with telematics (from the car manufacturer, Miveo or a third party) that with GPS and GSM connection communicate the car’s position and other parameters, for example fuel level to Miveo’s cloud service over the internet. Via the cloud they can connect people, book keyless cars with the help of a web interface or an app for smart phones, and the responsible oper-ators can monitor the car fleet, maximize usage, plan for other cars, produce statistics, etc. The equipment in the car can unlock the car and release the start lock when the driver that has booked the car, is in place and the system has con-firmed the driver’s identity. It is easy to scale up the business by increasing the number of cars, which can be different varieties, and the base language is English in the interface and can, when needed and fairly simply be translated to other languages.

leasing companies, and secondly to car pool operators.

“We have packaged offers for them, and so-called New Entrants, for example hotels, are increasing as customers all the time, says Erik Nordenfelt.

The biggest rental car companies have usually invested in their own IT systems for their services.

Choose the right customers For Miveo the most important thing at the moment is to choose the right customers to invest in.

“We are actually in the pleasurable situ-ation that we get more requests that we are able to manage!” says Mikael Jagelid.

The company became members of FKG in February.

“Sweden is a small country, but which has a great deal to give in the area of automo-tive. As long as we are a Swedish company we think that it is therefore important to be a part of the leading industry organisation here,” says Mikael Jagelid.

Miveo hopes to be able to use the member-ship to expand its network and create meet-ings with interesting players.

“Maybe FKG can support us with advice and knowledge in our quest for establish-ment internationally. If it is to the advantage of both parties we will happily collaborate with FKG member companies abroad,” says Mikael Jagelid.

Autonomous, driverless cars, connecting car pools with public transportation and cars that self transport to users are additional exciting factors that affect Miveo’s future.

“We have a bright view of it. Our techno-logical solution is on the cutting edge and the concept is right in time,” says Erik Nor-denfelt.


Mikael Jagelid, PR/IR Manager, och Erik Norden-felt, CEO, på Miveo. Foto: Jeanette Larsson

Perfect timing. Miveos cloud-based car sharing solution allows existing vehicles to be used smarter. “The trend is that ownership and features change to sharing and service,” says Miveo's Mikael Jagelid, here with a couple of cars that are part of the car sharing solution that Elbilspoolen in Gothenburg buy from Miveo. Photo: Jeanette Larsson

Autonomous vehicles


Go Global

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Optimised Motion Series – Kostnadsoptimerade elektriska rörelserKonceptet gör positioneringen enklare än någonsin tidigare och är väsentligt billigare än traditionella elektriska positioneringssystem – Modulerna kan enkelt kombineras och sammanfogas utan extra monteringsbeslag. Motorstyrningen kan anslutas till alla ledande industriella nätverk. www.festo.se/oms

When it became official that Volvo Cars would build its first North American plant in South Carolina the planning began at FKG: How can we help our members that are contemplating doing business with Volvo in the USA?

The answer was a Go Global trip at the beginning of February.

The first visit in South Carolina was to Boeing where production of the 787 Dreamliner impressed us. The next

day NowSoTech AB, a member of our dele-gation, met their purchasing department. NowSoTech has a special technology for titan processing that Boeing was interested in. Go Global simply creates business!

We also visited the harbour in Charleston and Husqvarna’s plant with 2 500 employees.

The visit to Volvo Cars in Charleston was the highpoint of the week. The new plant will have its first car ready at the end of 2017, and production of a new global model will begin in the summer of 2018. In addition a considerable amount of new infrastructure will be built up; supplier network, delivery solutions, IT structure.

On Wednesday we met the Governor, Nikki Haley, with Indian-American roots, in the South Carolina State House.

She has contributed to the creation of

annual growth of approximately 12 per-cent in the State.

Next was BMW’s impressive plant in Spartenburg where all the X car models are produced.

The last visit in South Carolina was to Dräximaier, manufacturers of interior details. The work Just In Time in a tough pace for BMW.

Thursday afternoon was spent in Georgia

since the State competed with South Caro-lina for Volvo’s favour, where the Governor took the time to meet tour delegation.

Georgia has many automotive com-panies and the concept QuickStart. It means that the State helps companies, at no charge, that want start up and find and train a workforce. We can certainly learn something from this in Sweden.

PE T E R B RY N T E SS O N

Member companies probes terrain in the USA

Hub for export and import. The Swedish delegation visits the harbour in Charlston, the city where Volvo Cars is building its plant.

In conversation. Fredrik Sidahl, FKG, with Hilding Keussen, ACTIA AB, (left) and Nathan Deal, Gover-nor of Georgia (right). Photo: Peter Bryntesson

Vi har rätt kunskap att hjälpa dig med korrosionsprovning och materialanalyser.Våra ACT-kammare uppfyller branschens krav enligt Volvo och Scania.

Vill du veta mer, kontakta mig på telefon 036-37 38 53,eller e-post: [email protected]

RÄTT PROVNING AVDIN YTBEHANDLING

1975ISO/IEC 17025 www.protontechnology.se

NYHET! Från juni 2016 kan vi även erbjuda ACT II-provning. Välkommen till oss!

Soon new and improved Mahle pistons in FerrariCOLLABORATION The Ger-man components manufactur-er Mahle intensify its collabo-ration with F1 Team Scuderia Ferrari. The collaboration pri-marily concerns optimising of components surrounding the crank mechanism. Mahle, mainly known for its pistons, have a long tradition within motor sport.

57procent is a good figure – the value that passenger exports have increased in 2015, according to the Swedish National Board of Trade.

4 806 000

F1 order. German Mahle intensifies in-volvement within motor sport. Photo: Mahle

The number of people employed in Sweden in February 2016. That is an increase of 76 000 people compared with the same time last year, according to the employment office. A growing problem is mismatch-ing between manpower and what is demanded by employers.

Make sure you’re visible…...in the industry magazine The Vehicle Component/Fordonskomponenten. The next issue will be published prior to the following events:

• IAA Commercial Vehicles, Hannover, September 22–29

• SLD2016 – The Annual Suppliers Forum 2016, October 12–13

• IZB, International Suppliers Fair, Wolfsburg, October 18–20

FORDONSKOMPONENTEN

Advertising: Fredrik EckerströmPhone: +46-8-505 667 81 [email protected]

VEHICLECOMPONENT

THE

The city’s leader-ship. There was also a visit to the South Carolina State House under the leadership of Governor Nikki Haley (right).

Great meetings. Some of the participants on the Go Global trip to South Carolina, which included a visit to CU-ICAR, Clemson University’s International Center for Automotive Research, South Carolina. Photo: Fredrik Sidahl


We ask:Increasing numbers of cars are connected to the car manufac-turers’ ”cloud”. What do you feel about that?

THOMAS JOHANSSON, CEO, Conpipe (Bending/welded piping products)

“To me it is safety. I already have such a solution. If anything should happen to me or if I was stranded I can quickly get help if my position is known. Sure, there are certainly disadvantages too with being ”visible”, but the advantages outweigh the disadvantages.”

STEFAN JANOLS, Sales Manager, Plastal (Plastic products)

“I’m positive about the development. We will learn to use several new servic-es, especially with respect to navigation and decision-mak-ing support. Another good thing is to be able to independently, not having to visit the garage, be able to upgrade the car’s software and in that way enhance some functions. The risks? I am not wor-ried. I see bigger risks with banks and payment services over the internet.”

SUSANNE JOHANSSON, Managing Director, Texla (Laminate technology)

“Today we are surrounded by cell phones, apps, Google and more that store and send information about us. I don’t see it as a problem that the car will do the same thing, just the opposite. I already use Volvo’s assistance program Volvo on call and see it as a security.”

April 14, 2016One day course in Göte-borg in Logistics assess-ment MMOG/LE Arr: Odette

April 19, 2016Seminar South Carolina & the new Volvo plant, Gothia Towers, Göteborg

April 28, 2016Automotive Strategy Semi-nar 2016, strategy seminar by FKG, Stockholm.

May 11–12, 2016Production cluster’s Confer-ence in Katrineholm.

May 18, 2016Women in the Supplier in-dustry, network meeting with FKG and LEAX, Falköping.

September 22–29, 2016IAA Commercial Vehicles, Hannover, Germany.

October 12–13, 2016SLD2016 – The Annual Suppli-ers Forum, Göteborg.

October 18–20, 2016IZB, The International Suppli-ers Fair, Wolfsburg, Germany.

January 18–21, 2017The Auto Trade Fair , Scandi-navian’s biggest meeting place for the automotive and repair shop aftermarket, Svenska Mässan, Göteborg.

.....................................................................More about arrangements on the website: fkg.se/aktuellt/aktiviteter

"Don’t tell a cop you haven’t been speeding, because your car won’t back you up"

The percentage that the biggest brand, John Deere, has on the European tractor market.

The magazine Jordbruksaktuellt, which together with media companies in Europe surveyed the fifteen largest farming markets in Europe (which makes up approximately 80 percent of the Euro-pean total market). There are, however, some disadvantages with being the biggest. Thieves also like John Deere. In the same issue as the magazine presents the results of the survey it is revealed that thefts of John Deere tractors in Sweden have risen sharply during the previous year from 13 thefts in 2014 to 51 in 2015.

Time to celebrate:125 years since the car made its debut in Sweden This year will mark 125 years since the first car drove on Swedish soil. The year was 1891 and the brand, a Peugeot. To find out more about this we asked Peu-geot fanatic and the former chairman of the Swedish Peugeot club, Tore Thallaug.

“In 1891 the industry exhibition was held in Göte-borg and the engineering comapny Zacco, Bruhn & Co took the opportu-nity to show something really spectacular. Over the years, however, much of it was forgotten and for a long time the wrong information was circu-lated that the car was a Panhard or Daimler since they built the engine. Among other things, the wrong information is on Wikipedia. It was not until 1989 that motor historian, Björn-Erik Lindh corrected all the ques-tion marks when he found the delivery information from Peugeot to Zacco in a French archive. This will now be corrected and the Peugeot club will, among other things, produce a special magazine during the year in which the whole matter will be highlighted.”

How did your own passion for the brand start? “I was stationed in Göteborg many years ago. When I was at a tyre company I happened to see, by coincidence, something I have never seen before, a Ferrari inspired sports car. It turned out to be a Peugeot 504 Coupé. A flame was lit immediately. I had heard of the brand earlier from my father among others, who during the 50s used a lottery win to buy a car; a Peugeot 203.”

You have three Peugeots yourself, all sporty, special cars designed by Pininfarina. With your hand on your heart, which one is your favourite?“It changes. Right now its my 404 Coupé from 1964. The design is exqui-site, almost more beautiful than the cabriolet version and it feels really modern with good roadholding and high level of comfort.”

Which one attracts the most attention when you are out driving?“Without a doubt the 403 cab that I previously owned. It was extra equipped with spoke rims and a Weber carburettor, but the real reason was that peo-ple recognized the model from the tv show Columbo. That association is virtually impossible to avoid when one is dealing with old Peugeots.”

And Sweden’s first car, the Peugeot from 1891, is it still around? “No, judging from everything it ended up at a car scrapyard in Norr-köping. ”

Robert P. Hartwig, CEO for the American insurance industry organisation III*, reveals a lesser known effect of new cars’ advanced surveillance and data storage system. He made the statement at a seminar at the technology festival SXSW in Austin, Texas in March this year. Photo: III * Insurance Information Institute

THE FIRST CAR IN SWEDENModel: Peugeot Type 2 Quadricycle, of year model 1891 and number two of only four built.Top speed: Just over 20 km/h.Engine: Water-cooled two cylinder gas engine; Peugeot’s first (Type 1 from 1889 was steam fuelled). The engine of the 565 cc was mounted between the rear tyres. Reception: The reporter from the local newspaper was moderately impressed over what many other visi-tors to the Industri Exhibition saw as a sensation, and described the car with the following dry statement; ”A four-wheel vehicle, the first of its kind where a sort of engine replaces draught”.” That’s how is was with that! Source: The magazine Lejonet 1/2016.

TORE THALLAUGAge: 60 years.Resides: Bromma.Employed: CEO for SWED-MA, industry and interest organisation for companies within direct marketing (dm).Peugeots currently owned: 404 Coupé (1964), 504 Cab (1970), 504 Coupé (1973).Everyday car: Lexus, a dependable quality car, but there are cars with more charm.

60It happened

years ago: March 1956

Stockholm’s international car show, Bilsalong 56, is taking place March 16-25 and It will be opened by the eternally engine interested H.R.H Prince Bertil. The 10 000 m2 launch of the new exhibi-tion hall in Storängsbot-ten is ”Northern Europe’s biggest exhibition hall.”

From the stylish exhibition catalogue we cut out the following:■ ■ ■ A brand new SAAB 92 B 1956 can be yours for SEK 6 700. Tax and excise of SEK 110 respectively SEK 600 will be added as well as delivery costs. However, you also get 28 healthy horses under the hood (image 1). Porsche shows, among other things, a Speed-ster 356 A/1600 Super, but you will have to add an extra SEK 10 000 to the price…

■ ■ ■ Exhibition visitors can also be temped by the advertisement for AB Falk’s Bil-skola in Stockholm, which promises cheap drivers licences thanks to the company’s new methods ”Driver training” (image 2).

1 2

Tractor’s top five:1.John Deere (18.6)2. New Holland (15.8)3. Fendt (8.7)4. Massey Ferguson (7.4)5. Case IH (7.3)

Valtra – number one in Sweden – is found at 10th place with a market share of 4.6 percent.

The countries with the biggest tractor markets:1. Frankrike (28 625 tractors)2. Tyskland (24 448)3. Italien (18 428)4. Polen (12 313)5. Storbritannien (11 858)

Source: Jordbruksaktuellt

Heavyweight. John Deere has a tight hold on the Euro-pean farmer, here a 623R front loader. Photo: John Deere

Robert P. Hartwig

Tore Thallaug

Foto

: Kar

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WED

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noted Text and summary: Tommy Apelqvist


Gnutti Carlo Sweden AB supply its products to most OEM’s within commercial vehicles. We therefore invest in following our customers out into the world,” says Jörgen Oldenstedt, CEO Gnutti Carlo Sweden AB.

Gnutti Carlo shares FKG’s view of globalisation, but have yet to, for example, participate in a Go Global

trip. However, Gnutti Carlo nevertheless works continuously with internationalisa-tion, and it is an ongoing process for the company to set up new production sites around the world.

“Our biggest OEM customers are locat-ed in different geographical markets and since we want to be able to support them all in the best ways possible we want to be in the same place. It is extremely impor-tant, if not simply necessary and a strategic decision that we have made,” says Jörgen Oldenstedt.

Increasing importance The fact that “local-to-local-business” in increasing in importance almost everywhere in the world makes it even more important to be in the same place as where the custom-ers have their production.

“Wherever they start up operations we

start there too.”For the moment

Gnutti Carlo has no start-up projects in the works. However, when the time comes Jörgen Oldenstedt believes that there are three ways to build up new operations.

• Green-field.• Acquisition.• Joint Venture.It is about assessing the alternatives that are

most effective and are most suitable at each respective moment in every single market.

“One must have good knowledge respec-tively a great deal of respect for how busi-ness in conducted in different parts of the world, in different cultures because there are often quite big difference compared with Sweden,” says Jörgen Oldenstedt.

It is, for example, easier to start up in Europe and the USA than in India and China.

“We always make a huge effort to keep costs down in new places until we really have sufficient business since it is of great importance to quickly move into the black on the income statement.”

Takes place on the local companies’ termsTo be alert rather than over enthusiastic about the possibilities is another guiding star for Jörgen Oldenstedt and Gnutti Carlo.

“One should not forget that competition takes place on the local com-panies’ terms. It is, in addition, a reason to understand the market and the players cultural-ly, socially and professionally, both on a company level and often even on an individual level,” he says.

In order to have an efficient establish-ment process it is useful with local support on the different markets. It often requires expertise in the specific markets to build long-term relationships, which are impor-tant in many regions. Internally create, operate Gnutti Carlo establishments through a project organisation for the respective foreign projects.


“Strategically important to be in the customers’ markets"For Gnutti Carlo Sweden local presence is necessary

Jörgen Oldenstedt

Products Gnutti Carlo Sweden AB◗ Develop and manufacture complex preci-sion parts, components and partial systems for fuel injection, valve mechanisms and other parts to the driveline.◗ Focus is on engine and transmission prod-ucts connected to diesel engines for heavy vehicles.

"Where the customers establish operations we also start up."

On site. Gnutti Carlo’s facility in India, one of many places where the company has chosen to start up abroad to be close to its customers.. Photo: Gnutti

In time with the growing demands for external technology engineering consultant services within the auto-motive industry more and more technology knowledge and know-how has been gathered by the external consulting firms.

The solicitors Fredrika Hörlin and Peter Bengtcén Hummelblad at the FKG partner Wåhlins in Göteborg discuss this matter.

The advantages of the decentralization and outsourcing of technological development with external specialists

is that the technological development goes faster and becomes more cost effective than if conducted in-house with the customer.

However, even if the results of the consultants’ work in principle always, in accordance with the standard terms of the industry, belongs to the customer it is unavoidable that the consulting firms build up an increasingly bigger and in many segments invaluable knowledge bank, not only within their respective areas of exper-tise but also with respect to the customer’s products and technological solutions.

This is a development that the big cus-tomers within the automotive industry it seems have started to perceive as a problem and that even in the long-term can become a dilemma for outsourcing as such.

Competition restriction clause From an historical perspective a purchaser of technology development services has pri-marily focused on becoming the owner of the result as well as by way of confidentiality agreement be ensured that confidential

information is not disclosed by the consult-ant in question to a third party.

The latest trend that we now see is that the customer by way of far-reaching com-petition clauses attempts to bring about a situation where the supplier also under-takes to more or less work exclusively for the customer. From the customer’s per-spective this is of course understandable since one, as far as possible, wants to pro-tect their product and their technological successes. However, from the consulting firms’ perspective it is an unacceptable competition restriction that risks quickly constraining them.

Agreement against spreading knowledge To an outside spectator, however, the latest development agreement appears as a first sign of outsourcing’s inbuilt dilemma.

The customers have for a long period successively released more and more know-how and knowledge about its own products to external parties and let the same parties take considerable responsibility for the technological development of their new products.

By releasing the control of the infor-mation and the development one has also indirectly made it available to its com-petitors. Because even if one enters into a confidentiality agreement it does not pre-vent a consultant from making use of the public knowledge and experience s/he has obtained in development in an assignment

when carrying out another assignment with the competitor.

The fact that customers have now start-ed to introduce strict competition clauses can be seen as a way to try and contain the damage and limit the spread of informa-tion.

Done in-houseIt is impossible to predict how the contin-ued development will look. If the customers do not feel that they have successfully restricted the risk for spreading of informa-tion the pendulum can very well swing from increased outsourcing to an increasing por-tion of the technological development tak-ing place in-house once again.

The most likely, from a short-term per-spective, is however that the customers increasingly and in different ways, will demand that the suppliers accept compe-tition restricting terms. If one is uncertain of the scope and the meaning of a specific competition term one should always con-tact an expert since competition conditions can have devastating consequences not only for the supplier but also for the indi-vidual consultant.

Outsourcing’s dilemma Stricter competition clauses pressure consultants

“The pendulum can very well swing from increased outsourcing to an increasing portion of the technological development taking place inhouse once again. "

Confidentiality agreement does not prevent a consultant from making use of the public knowledge and experience s/he has obtained in development in an assignment when carrying out another assignment with the competitor, Illustration: Pixhill

Counselor’s corner


Fredrika Hörlin and Peter Bengtcén Hummelblad.


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The Government wants to unite national venture capital SUPPORT FKG is partially positive to the Government bill for future national venture capital, the Government and the capital.“In our opinion it is good to unite the national venture capital,” says FKG’s CEO Fredrik Sidahl in a comment regarding the Government bill. “On the other hand we see considerable danger in the vote, that one rather takes simple investments in start ups within IT and growing companies within life science, ahead of long-term and job creating investments

within the technology industry,” continues Sidahl and emphasizes FKG’s and Sinf’s com-mon opinion campaign ”Zero vision for lost industrial jobs”. He points out, for example, Fouriertrans-form’s mission to begin with was dedicated to the automotive industry only to be later expanded somewhat. Now the Government is proposing that Fouriertransform and its investments are successively phased out. Polit-ical debate is expected, especially from FKG.

Patents carry weight. Erics-son tops the list in Europe. Sara Mazur is Director of Research at the company’s 5G lab (image). She is a doctor of fusion plasma physics and at last count a couple of years ago, held 69 individual patents. Photo: Daniel Roos/Ericsson

Several Swedish Euro-pean patents grantedINNOVATIONS Ericsson is still the Swedish company that applies for the most European patens, according to statistics from the European patent organisation EPO. Ericsson with 1 283 applications place far above the Swedish number two SKF (223), Electrolux (211), Volvo (152) and Scania (150). Happily the number of granted Swedish European patents increased by 14 percent to 1 936 in 2015. The number of Swedish applications for European patents declined, however, from 3 879 in 2014 to 2 876 in 2015. The European company that has submitted the most applications to EPO in 2015 is the Dutch electronics company Philips.

Lack of competence results in high personnel turnover EMPLOYMENT MARKET The new report the Investment Signal (sv. Investeringssignalen) from The Swedish Federation of Engineers and Archi-tects, STD, show that the industry continues to have tailwind and a strong order book. Eight of ten companies need to recruit new em-ployees. Since the lack of competence is considera-ble this leads to increased competition for existing personnel. This increases in turn personnel turnover and puts additional pressure on salary development according to the employer organisation in its report.

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THE FINAL WORDTHE FINAL WORD

FKG HEAD QUARTERS: Bror Nilssons gata 4,SE-417 55 Göteborg, SwedenTel: +46-31-711 89 01.website: www.fkg.seE-mail: [email protected]

FREDRIK SIDAHL Managing Director FKG, publisher Phone: +46-31-711 89 01 +46-706-805 953E-mail: [email protected]

GABRIELLA BANEHAGCoordinatorPhone: +46-31-711 89 01+46-725-14 55 14E-mail: [email protected]

KURT MYHR Senior-Advisor (FFI)Phone: +46-730-21 63 02E-mail: [email protected]

PETER BRYNTESSON Senior-Advisor (FFI)Phone: +46-709-66 67 08E-mail: [email protected]

LEIF OHLSSON Senior-Advisor (FFI)Phone: +46-705-83 43 33E-mail: [email protected]

PhotoJEANETTE LARSSON Newsroom Phone: +46-31-712 40 16E-mail: [email protected]

LayoutTOMMY APELQVIST Newsroom Phone: +46-31-712 40 15E-mail: [email protected]

ADVERTISINGFREDRIK ECKERSTRÖMAd 4 You Media Phone: +46-8-505 667 81E-mail: [email protected]

THE VEHICLE COMPONENT Editor-in-ChiefGÖRAN BJÖRKLUND, Newsroom, Göteborg Phone: +46-31-712 40 06,+46-705-28 17 51E-mail: [email protected]

Project ManagerLEIF SIMONSSON NewsroomPhone: +46-31-712 40 11 +46-70-607 43 08E-mail: [email protected]

Reporter MATS EKENDAHL Newsroom Phone: +46-31-712 40 12E-mail: [email protected]

The Vehicle Component is issued four to five times a year in Swedishand English. FKG is the Scandinavian automotive supplier association Photo page 1: Photo: Volvo Car Group. Printed copies: 3,200 Swedish and 500 English. Audited circulation: 3,700. Print: Billes

VEHICLECOMPONENT

THE

AUTOMATION OF CAR fleets are becoming hotter than ever. The possibility to let your car take

over steering, navigation and other parts of driving is alluring. Many positive effects with driverless cars are empha-sized. Availability to all, better utilisation of capacity of the infrastructure, road safety and positive environmental effects are the most common arguments for automation of our cars.

I have been charged with the task by the Government to investigate test opera-tions with driverless cars in general traf-fic and introduction of such vehicles in the Swedish transportation system.

For the next few years I am counting on a great deal of new knowledge in the area to be generated. From test operations in Sweden and abroad, with new research and with a continued development of regulations, there will be new solutions in a few years to many of the questions we have today. Some will, however, probably be more difficult than others to answer in a universally applicable way.

In the work so far I have been able to see the following:

• Expectations for what an autonomous car fleet will have for effects are often on a high level. It is not always the case that the various expec-tations can be recon-ciled. The question of

whether there will be more or less vehicles in total is an example of how conceptions can differ. • The area of road traffic is a very regulat-ed branch of law where a comprehensive international work in a number of organ-isations is continuously ongoing. How and what can be done is to a high extent depend on how the international rules and regulations are drafted and interpreted.• Questions of collection and storage of data and integrity demand a number of difficult adjustments. • One of the big challenges that many see is to design a transport system that for many years, allows a mix of traffic with whol-ly automated vehicles, partially automated vehicles and more traditional vehicles with-out or with limited driver support.

ONE OF THE absolute trickiest questions in my opinion is the question of how the driver responsibility will be formulated. To begin with one can reflect on how one should define a driver.

Must the driver be a person? Can one equate a technical system or a computer with a driver? And must the driver be in

the car?What requirements

of control can one put on the driver, irre-spective of whether it is a person or not? Is control an active or passive term and should a driver be

able have control of several vehicles simultaneously, for example in a convoy?

DEPENDING ON OUR stance to these ques-tions, how we allocate responsibility will also follow. The punishable responsibil-ity in domestic legislation, for example the traffic offences act, is central. Owner-ship responsibility or product responsibil-ity also arises in the context. And under-standably damages responsibility and insurance holders’ responsibility.

How this will be formulated in test operations and in the long-term, when tests transition into daily transports, remain to be seen.

The fact that the question of responsi-bility is one of the bigger challenges for the introduction of driverless vehicles on the road is however easy to see already.

Jonas Bjelfvenstam, General Director The Swedish National Road and Transport Research Institute

More questions of liability than answers concerning autonomous vehicles

"Can one equate a technical system or a computer with a driver?”

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