84 organisation we should mirror society. We need to understand our customers and we need to look like them. The bottom line is that it’s about making Stena Line better and stronger. Many studies have demonstrated that diversity, equity and inclusion are directly linked to profitability. A better workplace guarantees higher employee satisfaction which boosts customer satisfaction and profitability. It’s all very connected and it benefits the balance sheet.” Derenstrand agrees and calls for more women to be appointed to company boards. “The number of female board members are still few and far between. And the same goes for CEO and key commercial positions.” To help increase diversity, Stena Line has evolved from a Sweden-centric to a pan-European organisation. “Diversity is about having employees with a range of thoughts, perspectives and backgrounds,” says Jensen Dickson. “As a company we should mirror our customers, who are from all over Europe. Physically the headquarters are still in Gothenburg but emotionally we are Europe-wide. This has made us stronger and more successful because we are now closer to where the action is – it’s crucial to keep your ears to the ground.” Stena Line’s leaders count multiple nationalities within their diverse management teams and many of these employees work flexibly. “Essentially, I’m based where I’m required,” says Lönne. “I travel a lot, meeting colleagues in different locations, so I consider myself to be based in Europe rather than in Sweden. After Covid-19, we launched flexible working for all our office employees who can now work two days per week from anywhere. This is our mindset, yet another part of our recipe for commercial success.” All three women agree that Stena Line has adopted a new mentality and identity under Mårtensson’s leadership. “I remember my first leaders’ conference many years ago,” says Derenstrand. “Out of about 150 leaders, there were just five women. The picture looks really different today, something which makes me so proud – although men are still in the majority.” Jensen Dickson adds: “Our leaders’ conferences are a far cry from when I joined Stena Line nine years ago. The discussions are also totally different. Gender no longer matters – it’s all about the actions we take, the way we act and our behaviour.” Under Mårtensson’s impetus, Stena Line has also launched a diversity, equity and inclusion council comprising employees from different departments and regions. The LGBTQ+ community has always been well-represented in hospitality and Stena Line is no exception. “While we cannot generalise, historically we are the sort of industry that attracts members of the LGBTQ+ community,” says Jensen Dickson. “Although coming out is much easier today than it used to be, employer surveys have told us that there can still be issues with bullying and harassment, especially in more conservative countries. It’s very much generationrelated and, with younger people joining, things are fortunately changing for the better.” Responding to customer needs Stena Line is adapting its services to meet the ever-evolving needs and expectations of its diverse customer base. Over the past 25 years, ferry companies have been fighting a losing battle against the low-cost airlines that offer cheap flight policies, so who are the customers Stena Line wants to attract? “Times have changed,” explains Lönne. “We no longer offer a cruiseferry-type product. We are a critical part of the European transport infrastructure, connecting people, places and societies, hence the ‘Connecting Europe for a Sustainable Future’ slogan painted on our ships’ hulls. Many of our passengers travel for work purposes, but they are not always like the typical business traveller who sits in an airport lounge. It’s people driving vans and trucks, but also FEATURED INTERVIEW “ Diversity is about having employees with a range of thoughts, perspectives and backgrounds” Margareta Jensen Dickson
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