Stena AB /

Stena Line

At year-end 2016, Stena Line operated 20 routes in Northern Europe, with 38 ferries. Stena Line also owns fi ve ports and is an important part of Europe’s trade and infrastructure. Managing this business in a cost-effective, safe and environmental way is a daily challenge for our dedicated employees at sea and on land.

Another year of increased profit for ferry operations

Stena Line has once again achieved an excellent year, both in terms of volume and results, with good growth. Much of the increase is attributable to strategic investment in marketing, and sales of network solutions enabling freight customers to use several routes in the network. One quarter of the freight is from customers with pan-European logistics systems. The vessels’ utilisation rates have increased from 56% in 2012 to 64% in 2016.

The business has also benefited from a low bunker price and the company has continued to strengthen its customer offering to ensure good profitability even when oil prices and the economy are less favourable.

In September 2016, Niclas Mårtensson took over the role of CEO of Stena Line from Carl-Johan Hagman.

“Connecting Europe for a sustainable future”

The vision “Connecting Europe for a Sustainable Future” summarises what Stena Line aims to accomplish: to enable globalisation and urbanisation by meeting needs to transport people and goods and benefit from new sustainable technologies.

Stena Line’s strategy is based on a strong belief in the RoPax concept – a combination of freight and passenger transport – in Northern Europe. The operations are characterised by customised solutions, quality and good service. 

Sustainability and digitalisation are important parts of the strategy, together with a constant focus on increasing efficiency by improving quality and reducing costs. The sustainability work is aimed at continuing reductions in fuel consumption and development of fossil fuel alternatives. Cost-effective and eco-efficient transport is not only a solution, but also a prerequisite for sustainable communities.

In order to deliver in line with the ­digital strategy, the company’s digital expertise is brought together and strengthened. Niclas Mårtensson took over as CEO at the end of September with the mission of ensuring implementation of the new strategy.

A customer-oriented organisation

To strengthen Stena Line’s commercial focus, a number of new functions have been established, with the aim of optimising each sailing based on the customers’ needs. Responsibility for income and expenses rests at local level, ensuring dynamic decision-making that is close to the market.

Stena has ordered four new RoPax vessels, with an option for an additional four, with a focus on flexibility and efficiency to meet future demand.

Revenue per activity

 

Niclas Mårtensson

CEO, Stena Line

We continue to see great potential in developing our freight customer and passenger offerings and the onboard experience, and being able to price our services more dynamically, which means that we can improve and increase the utilisation rate for our vessels. This requires close cooperation with our customers, a good understanding of their needs and continued streamlining of our processes.

During the last year, much focus has been placed on a new integrated booking ­system and the development of artificial intelligence to help the customer in the ­purchase process. We look forward to continued good relationships with our cust­omers and thereby a continued growth of our business.

STENA STORIES / STENA RORO

A journey with extra everything

We found three devoted Stena Line customers that we wanted to give an extra special journey!