H1N1 leads to healthier kids

SCA’ssustainable home

The innovation guru:

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LIVING STANDARDS ON THE RISE

6

Contents N 1 2011

Starbucks wants to recycle its paper cups, a lousy economy increases the risk of incontinence, and how many stamps do you get from a tree? Get the details on the Shape up pages.

When incomes rise, the consumption of personal care products increases. Read about the countries that are climbing the hygiene pyramid.

Society gets healthier when children wash their hands. Also: read about how diapers follow trends, becoming thinner.

In Asia they called him “Doctor Beng” – a name that stuck with SCA innovation guru Bengt Järrehult.

Paper is a material inspiring a lot of artists, and its possibilities appear to be endless.

Cooling energy from a nearby lake, tracking waste and warming windows are examples of smart technology at SCA's headquarters.

A new sales office opens in China, and incontinence products for active people – get SCA news here.

Despite higher raw material costs and negative exchange rate effects, SCA's earnings rose.

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24

Cup

has

found a strong correlation be-

tween fi nancial diffi culties and in-

continence. Of the roughly 4,600

women who took part in the study,

30 percent suffered from inconti-

nence. The women who said they

had problems with urine leakage

also said they had experienced

daily fi nancial worries for the last

three months, the Swedish

newspaper Svenska Dagbladet

reports.

“The correlations we found

were not previously known,” says

Karin Franzén, a researcher at

Örebro University. Earlier stud-

ies found that advanced age and

excess weight increase the risk of

incontinence for women.

Consumption of personal care products

has a strong correlation with income level. Picture a pyramid, with toilet paper on the bottom

and incontinence products at the top. More and more countries are now climbing up the personal care pyramid.

the pyramid

ore and more

countries are

climbing up the

personal care

pyramid. People have access to basic

personal care products and can raise

their quality of life.

When people have income of even

two US dollars a day, they start using

their money for more than food and

housing – for personal care products

in particular.

Countries whose citizens are rap-

idly climbing the personal care pyra-

mid include Brazil, Colombia, Tur-

key, Saudi Arabia, Russia, Mexico,

Malaysia, South Africa, Chile, India

and China.

“There is a very strong correlation

between GDP per capita and con-

sumption of personal care products,

and all these countries are experienc-

ing strong growth right now,” says

Ian Bell, head of home care, tissue

and hygiene research at Euromonitor

International.

A study by the Japanese personal

care company Unicharm found that

purchases of feminine care products

rise sharply when GDP per capita ex-

ceeds USD 1,000. As the level reach-

es USD 3,000, people also begin to

buy diapers and wet wipes, and at

USD 8,000–10,000 demand for in-

continence products rises.

“There is, of course, consider-

able variation within countries,”

Bell says. “Many high-growth and

developing countries have relatively

high use of personal care products in

cities, whereas use in rural areas is

almost nonexistent. That’s the case

in China, for instance, where many

personal care products are generally

available in Shanghai and eastern

China but not at all in the interior of

the country.”

A great many people in the world

deal with daily budgets and have to

shop for everything they need that

day, every day. The main reason for

this is that their incomes don’t cover

anything beyond their daily bread.

But another reason is that many peo-

m

ple have limited space at home so there

is nowhere to store products and they

cannot stock perishable items because

no refrigeration is available.

There is a major difference between

earning a dollar a day and 10 dollars a

day.

“With just one dollar, people have to

put all their money towards food and

housing costs,” says Victor Niembro,

SCA’s category portfolio director femi-

nine care Americas, MEA & Asia. “But

as soon as they make two dollars a day,

there’s something left over that can be

used for entertainment and consumer

goods. If you make 10 dollars, that

portion is fairly large. And priority is

often given to hygiene products rather

early on.”

If money is lacking, then a good deal

of inventiveness goes into fi nding sub-

stitutes for different personal care prod-

ucts. Used newspaper is transformed

into toilet paper, pads and incontinence

protection, cornmeal is used for deodor-

ant, and scraps of fabric are used for dia-

pers or sanitary protection.

“Especially where feminine care

products are concerned, that can be a

problem, because dirty rags and paper

can cause infections,” Niembro says.

“Good hygiene products therefore have

a positive impact on public health, par-

ticularly for women. Moreover, access

to sanitary protection is a way to in-

crease effi ciency because absence due to

illness at work and in school declines.”

In most high-growth and developing

countries, demand for feminine hy-

giene products is for a completely dif-

ferent type than in the West. Tampons

and panty liners are rare, and sanitary

pads are often thick. A large percent-

age of the products sold are sanitary

napkins for nighttime use, even though

they are used during the day.

a

chance to change during the day when

they’re at work,” Niembro says. “So

they want feminine care products they

feel they can depend on. But as a coun-

try develops and experiences a higher

standard of living, demand for thin

pads and tampons usually increases.”

In high-growth and developing

countries, products are often sold in

smaller packages. Many people can’t

afford diapers every day but buy them

for use at night or at a wedding, party

or other festive occasion when they

want to be sure to avoid leaks. The

same is true for feminine care. In the

past, small corner shops often sold sani-

tary products one at a time, opening the

packages and selling the items over the

counter, but nowadays feminine care

products are sold in small packages.

Consumers with low incomes also

look for products that can be used for

multiple purposes. “One example is

when packaging can be reused as a

container or for storage afterwards,”

Niembro explains.

“It’s easy to draw the conclusion that

people with the lowest incomes would

choose low-priced products and the

chain stores’ own brands, but that’s

not the case at all,” he says. “If they’re

going to put their money into person-

al care products, they want to be able

to rely on the quality. So most people

choose the best-known brands.”

When people have income of even two US dollars a day, they start using their money for more than food and housing – for personal care products in particular.

Th e hyg ienepyramid

here are many similarities in

the economic growth taking

place in Russia and Mexico.

Both countries are major

oil producers, both have enjoyed rapid

growth over the last decade, and both

were hit harder than other countries

by the economic crisis that began some

two and a half years ago.

“In Mexico, the recession had a huge

impact on the growing middle class,”

says Boris Planer, a research director at

Planet Retail, a provider of retail analy-

sis. “Most consumption other than the

most basic goods came to a standstill.”

hit hard. In a

country that places a high value on per-

sonal care and beauty products, there

was still a market for these products,

albeit at a lower level. “Many people

also abandoned their old brands and

started buying low-priced products in-

stead,” Planer says.

Since the economy started picking up

speed again, Russia is one of the coun-

tries that recovered fastest. Because it is

a major exporter of oil and steel, rising

commodity prices are a signifi cant con-

tributing factor. Mexico’s consumers

have some advantages that Russia does

not have. Good infrastructure and a

high population density make it easy to

distribute goods throughout the coun-

try. In contrast, Russia has hardly any

chain stores outside the major cities.

Somewhat surprisingly, panty liners

top the list of personal care products

purchased in Russia, with one panty

liner per woman per day. In most other

high-growth countries, that’s a product

found at the top of the personal care

pyramid (see introductory article).

“The frequent use of panty liners is

probably because it’s extremely impor-

tant for Russian women to feel fresh

throughout the day,” says Yana Yaki-

mova at SCA’s marketing department

in Moscow.

So far, relatively few people in Russia

use incontinence products. But with an

aging population, Bell thinks demand

will increase. “In recent years, they’ve

put a lot of money into pension plans in

Russia. That means older people will

be better off and can afford this type of

product.”

In Mexico, growing demand for in-

continence protection is already appar-

ent despite a younger population than

in Russia. “A lot of that is because a

number of groups have worked hard to

break the taboo associated with incon-

tinence,” Bell says.

As for feminine protection, the mar-

ket is growing steadily at 4-5 percent a

year, while population growth is about

1.7 percent. One important reason is

that more and more women in Mexico

work for a living so they need access

to feminine care products. More than

half of women choose thick pads, and

a quarter of them pick nighttime prod-

ucts for daytime use as well. Only

2 percent use tampons. “Many women

don’t get a chance to change at work

so they want to be sure they can get

through the day with one pad,” says

Victor Niembro, category portfolio

director feminine care.

Roughly 70 percent of Mexican

households with children buy dispos-

able diapers. “There are still a lot of

people who use cloth diapers or buy di-

apers only occasionally,” Bell says. “So

there’s also good potential for growth

here as well.”

CLIMBERS:

t

or many people with low

incomes, using hygiene prod-

ucts on a regular basis is too

expensive. That’s the case

with diapers, which many children use

only at night or on special occasions. In

Latin America SCA produces individu-

ally packaged diapers, each sealed in a

thin layer of plastic.

“SCA was the fi rst in Latin Amer-

ica with this innovation,” says Jan

Schiavone, division president of SCA

in South America. “Business owners

often break open packages and sell the

diapers individually, which is less hy-

gienic.”

In Asia, too, SCA sells diapers in

small packages. As in Latin America,

more than half of sales are to consum-

ers in “mom-and-pop” stores, local

service outlets with behind-the-coun-

ter sales. These stores usually carry a

broad range of products with limited

space available, highlighting the need

for small packages.

Late last year, SCA started a pilot

project selling feminine care products

in single packs in Peru and three-packs

in Nicaragua. The project is intended

to make feminine care products avail-

able to women in low-income groups.

In western Europe, a woman of fertile

age consumes around 352 feminine

care products in a year on average. The

corresponding fi gure for Peru is 73 and

is 46 in Nicaragua. “There are a num-

ber of reasons for this, one being that

women give priority to buying products

that are for the whole family,” says Vic-

tor Niembro, SCA’s category portfo-

lio director feminine care, Americas,

the Middle East and Asia. “Sanitary

protection is seen purely as a women’s

product, and therefore not the fi rst

choice if resources are lim-

ited.”

Another problem is that

the products have tra-

ditionally been hidden

in stores. Many women

fi nd it embarrassing to

have to ask for femi-

nine care products. “Our goal is that it

should feel completely natural, so we’re

trying to break the trend by making

the products more visible in stores with

different types of product displays,”

Niembro says.

of this line

of products is the price. With small

packages, the price can be kept low.

“The packages hold a day’s worth of

pads or panty liners and cost no more

than a piece of candy, so then it isn’t

such a big deal,” Niembro says.

After the project is assessed, small

packages of feminine care products

are likely to be launched in more Latin

American countries. Similar projects

are being planned in Africa and the

Middle East. “For toilet paper as well,

we have product lines that especially

target people with low incomes,” Schia-

vone says. “In general, this means small

rolls that are sold individually, usually

sealed in simple paper packaging.”

Last year, SCA partnered with

Wal-Mart in Mexico to exclusively

sell small packages of Saba products

at their Bodega Aurrera stores. The

giant retailer focused on providing

low-priced lines, with all products in

a given space carrying a unit price of

about a dollar. The chain’s new stores

sell familiar brands at low prices, but

with less shelf space and smaller-sized

packages than in their tradition-

ally large stores. “The results of

this collaboration include a 20

percent increase in sales of

feminine care products

in Mexico,” Niembro

says.

f

Every other hour a Mexican wom-

an dies of breast cancer, according

to the Mexican NGO Fundación

Cim*ab, which is fi ghting for timely

detection of breast cancer. More

than 60 percent of breast cancer

cases are not detected in time. The

consequences are more ex-

pensive treatments and a

lower chance of recov-

ery and survival. Saba,

SCA’s leading feminine care brand

in Mexico and Central America,

has joined forces with Cim*ab. Saba

will donate one Mexican peso to

Cim*ab for each person who joins

the cause’s page on Facebook (www.

facebook.com/Saba.mx). The page

was launched in January 2011,

and the target for 2011 is 500,000

fans, which means 500,000 pesos

(27,700 euros) to Cim*ab.

“In North America each child consumes 1,900 diapers per year, in Western Europe 1,700 and in Latin America 850.”

A pe so for

with bett er hyg iene

n owadays, children line up

to use the sink at their pre-

school. Growing numbers

are washing their hands

regularly and drying them with paper

towels. The outbreak of swine fl u two

years ago gave hygiene routines in pre-

schools a push in the right direction.

But there’s more to be done.

The risk of a child’s catching an

infection in preschool is seven times

greater than for a child at home. And

when an infection breaks out at the

daycare center, not just children are

affected. The disease spreads to staff,

siblings and parents, and on to their

schools and workplaces.

Better hygiene in preschools can

save society serious money. In Sweden,

the days that a parent stays home from

work to care for a sick child cost 4.2

billion kronor a year.

In recent years, awareness of the

benefi ts of better hygiene has grown

rapidly in Europe. The attention given

to swine fl u meant a major push for-

ward for preschool hygiene in the Nor-

dic countries, Germany, Switzerland,

the Netherlands, France and Britain,

among other places.

Gothen-

burg, a project has been under way for

a number of years in which nurses have

visited preschools and trained staff in

routines and ways of working to reduce

the spread of respiratory and gastroin-

testinal infections.

“Above all, we’ve developed hand

hygiene routines for both children and

adults and tightened procedures for

changing diapers,” says Sofi e Arfvid-

son, who works at the city’s Bakgården

preschool.

Stringent rules now in place require

that children wash their hands after go-

ing to the bathroom as well as before

and after meals. The children dry their

hands using disposable paper towels,

not terrycloth. Viruses and bacteria

multiply in damp towels made of cloth.

“We also use disinfectant on our

hands every time we blow a child’s

nose,” Arfvidson says.

When stomach fl u breaks out, one of

the fi rst steps is to load all the stuffed

animals into the washing machine.

They are not brought out again until

the risk of infection has passed.

The number of days lost due to ill-

We use disinfectant on our hands every time we blow a child’s nose.

Swine fl u brought at least one thing for the better – preschools improved their hygiene habits. And when children get better at washing their hands, fewer people in the community become sick.

ness, for both children and staff, has

fallen since the new hygiene routines

were introduced at the preschool.

“Stomach fl u especially has gone

down by huge amounts here,” Arfvid-

son says. “We’ve been able to stop it at

one or two children, with no one else

picking it up.”

In Denmark, similar projects have

helped to improve hygiene in pre-

schools. A Danish study showed that

absence due to illness fell 34 percent

after hygiene routines were improved.

A study from Finland showed that ill-

A Danish study showed that absence due to illness fell 34 percent after hygiene routines were improved.

ness and the use of antibiotics among

preschool children could be reduced by

about 26 percent through more strin-

gent hygiene rules.

Yet even though awareness in gen-

eral has improved considerably, there’s

a long way to go. Many preschools still

have inadequate procedures. An inves-

tigation of Swedish preschools found

that a third of them did not know that

it was compulsory to have routines to

reduce the spread of disease. More

than half do not train their staff

in hygiene.

certifi ca-

tion symbol of the Forest Stewardship

Council (FSC) is increasingly common

on magazines and printed material. Still,

only a small proportion of publishers use

it to label their products, even though

their paper often meets the requirements.

“Some of our bigger customers ex-

press a genuine increase in eco-labeled

paper,” says Hans Engström, CEO of

Sörmlands Grafi ska, a printing house

in Katrineholm, Sweden. “But few of

them are prepared to pay for certifi ca-

tion and labeling. Still, we think that

over time this will be a critical issue

that may determine whether a company

wins printing jobs or not.”

third of the paper the

Sörmlands Grafi ska printing house

purchases today is certifi ed for trace-

ability in compliance with the FSC, but

only 8.3 percent of the publication pa-

per used in 2010 was FSC-labeled.

“We think they will play an increas-

ingly important role in the choice of

raw materials as well as producers,”

Engström says.

In Britain, use of FSC-certifi ed paper

increased from 1 percent in 2008 to 7

percent in 2010, according to

Helen Henderson, at the printing house

Elanders.

“Factors like paper, transportation,

energy consumption and the carbon

footprint for the process will also carry

signifi cantly more weight in the fu-

ture,” she says.

o

trends is to start by look-

ing back in time,” says

Hans Andersson. “You

can then observe how diapers have be-

come thinner, softer and drier, and that

will continue to be the case.” Anders-

son, of the advertising fi rm Forsman &

Bodenfors in Gothenburg, Sweden, has

worked in marketing communication

for diapers for 14 years.

Technological development is a

major force in diaper trends, but so

are other factors around the world.

These include megatrends such as

environmental concern, household fi-

nances and changes in parental roles

and gender equality, but also trends

that are specific to the product.

One example of a category-specifi c

product that has created a trend is pant

diapers. This model has affected the

whole approach to diapers, Andersson

says. Now diapers are more like under-

wear, because they’re thinner and less

bulky, absorb better and allow babies

to move more freely.

kind of

functional underwear,” he says. “The

smaller the diaper and the more like un-

derwear they become, the more parents

consider them clothing and think along

those lines. In children’s wear, the fash-

ion component has increased dramati-

cally. That’s true of diapers as well.”

In recent years, diapers have added

more features, such as interesting col-

ors and patterns. Libero, SCA’s diaper

brand, has its own limited “Design”

edition for pant diapers that change

every year.

Diaper development benefi t the en-

vironment by reducing material con-

sumption that leads to fewer transports

and less waste after use. As in most

areas, environmental sustainability is a

strong trend in diapers.

“Parents need diapers for their ba-

bies,” Andersson says. “So it’s essential

as a diaper manufacturer to do

everything you can to reduce their

environment impact. People expect

you to do that.”

a century

ago, a 6-year-old boy was

walking past the herring

boats in Härnösand har-

bor in northern Sweden. He marveled

at the seemingly imperturbable boats

fl oating on the water, moored to wood-

en posts.

The young boy took hold of one of

the heavy ropes and pulled to test it.

Nothing happened. So he got a really

good grasp, pulled and strained. After

half a minute, the heavy boat moved

gently through the water.

“That made a big impression on me

– that, with persistence, you could ac-

complish what seems to be impossible

and move something enormous,” Bengt

Järrehult recalls.

the SCA

Group, he is best known as the man be-

hind “Dr. Beng’s Innovation Blog.” On

the company’s intranet, Järrehult dis-

cusses innovation in instructive, clearly

reasoned installments. Portions of his

popular blog will be published for a

wider audience in April at sca.com/

DoctorBeng.

“The blog is proof of an impressive

openness on these issues,” Järrehult

says. “Many colleagues from other or-

ganizations are impressed that there is

so much leeway at SCA.”

Järrehult has played a key role in

placing innovation at the forefront at

o

“By all means, fail and fail often – but do it early on, so it costs less. Combine chess and poker, and realize that your

natural instincts can be completely misleading.” Meet SCA’s Bengt Järrehult – innovation guru, two-time professor and

the man behind “Dr. Beng’s Innovation Blog.”

SCA, as a strategically important area

of operations. In the last few annual

reports, innovation has had a section of

its own (read more in the 2010 annual

report at sca.com).

“My role as ‘wise man’ in the com-

pany is really nice,” Järrehult says.

“I have influence without any formal

power base.”

Along with the blog, lectures and his

job at SCA, he is also an adjunct pro-

fessor at Lund University’s Faculty of

Engineering and a visiting professor at

its School of Economics and Manage-

ment.

“One of my bosses said that I must

either work very efficiently or else sleep

really quickly,” Järrehult says.

From the fishing harbor of

Härnösand, the road led to Chalmers

University of Technology and then out

into the world. First to Germany as a

technical sales representative for the

chemical group AkzoNobel, then on to

Asia with responsibility for an enor-

mous geographic region – the triangle

between India, Taiwan and New Zea-

land.

It was in Taiwan that Dr. Bengt Jär-

rehult became “Dr. Beng.” “The Chi-

nese have a hard time pronouncing con-

sonants at the end of words,” he says.

“They were given my business card

with all the appropriate ceremonies,

and when they read it I became ‘Doctor

Beng.’ They thought it was pretty funny

when I explained that it was slang for

Doctor Stupid in my language.”

passion

for innovation and development with a

healthy dose of humor and self-depre-

cation.

“People I meet briefly will prob-

ably remember me as a short guy with

a slight stutter and a bow tie,” he says.

“In Asia, I always got food stains on my

nice ties, so since then I always wear a

bow tie on special occasions.”

Järrehult came to SCA in 1997. One

of his first projects was developing a

more energy-efficient way of producing

paper towels and toilet paper.

“We failed, and we failed expensive-

ly,” Järrehult recalls. “It’s a credit to

the company that they took it so well,

that we were able to give it a try and fail

without being cast aside.”

He keeps coming back to the impor-

tance of having the courage to risk fail-

ure as a key to successful innovation.

“One of the most important conclu-

sions in this field is to fail early and at

a low cost in order to succeed faster,”

says Järrehult, who does not equate

successful innovation with the amount

of capital invested.

“Innovate or die!” Most organiza-

tions subject to competition have heard

this slightly intimidating dictum – pref-

erably in combination with some uplift-

ing account about charismatic entre-

preneurs who by dint of hard

work and personal brilliance

achieved enormous success

(and riches) more or less

overnight.

While Järrehult subscribes

to the view that innovating

is necessary for long-term

survival, he has a much more

nuanced understanding of in-

novations – both in the way they

are sparked and who is behind

them.

“It’s rarely a lone Einstein that’s be-

hind an innovation,” he says. “Studies

of primitive peoples living isolated in

small groups indicate that they often

develop much more slowly than larger

groups.”

SCA,

as a complement to its in-house work,

practices what is known as open in-

novation, where employees collaborate

with organizations outside the com-

pany.

Innovations come in many shapes

and sizes – from small improvements

that save money to larger-scale im-

provements to major breakthroughs,

milestones that change the rules for the

entire industry.

“Every type of innovation is im-

portant,” Järrehult says. “But it’s the

big breakthroughs that create major

opportunities. Today many – mainly

large – companies invest only in small

successes and miss the big opportuni-

ties.”

One reason is that people are biolog-

ically programmed to put a far higher

value on what they have than on what

they might get, which means that we

cling to the one bird we have in hand,

even though the odds are good that we

can grab a whole fl ock in the bush.

“Researchers have shown that most

people make illogical choices when

they assess risk and opportunity,”

Järrehult says.

The same is true of compa-

nies, which he divides into two

categories: chess players, whose

strategy is to play in order not to

lose (and win by surviving), and

poker players, who play to win

(and willingly put up with losing

a little in order to win big time in

the end).

“Most companies are chess play-

ers,” Järrehult says. “But to be success-

ful today requires the ability to com-

bine chess and poker – learning to lose

a little in order to win big.”

Szenfeld’s fashion collection “Sur la

plage” (At the beach) features hand-

made paper costumes based on images

from the seashore (see picture). “I dis-

covered that I could construct new and

interesting finishes with paper that I

couldn’t with fabric,” she says. “I can

also make everything myself. The only

things I need are scissors and glue.”

Singapore designer Hans Tan says

paper is at its most beautiful when it’s

lying there level and still, with its enor-

mous whiteness staring at you, waiting

for your imagination to set off on a new

of pa-

perboard,” says the Swedish fashion

designer Bea Szenfeld. “At the same

time, I’m fascinated by the fragility of

silk paper and the everyday blandness

of A4 paper.” She started using paper

instead of fabric several years ago to get

people to see fashion in another light.

“Paper doesn’t withstand water or

humidity,” she says. “Sunlight and

touch destroy paper, slowly but surely.

It’s a challenge working with paper. I

have to adjust. It’s really an exciting

process.”

adventure.

“I discovered paper was a wonderful

material when I was little and crumpled

it into a ball that I played with, ” Tan

recalls.

Tan is one of 12 designers working on

the annual wall calendar for the paper

wholesaler Antalis. Each year Antalis

asks an advertising agency somewhere

in the world to develop a calendar with

paper as its theme. In 2010 the Singa-

pore agency Silnt got the invitation.

As Germaine Chong at Silnt Studio

explains, “With more and more focus

on digital production, many kinds of

paper and ways of processing paper are

disappearing. The only thing left will

be boring A4 copy paper. The 12 art-

ists featured in the calendar are there

to inspire and remind people about the

endless possibilities of paper.”

is widely avail-

able in the form of newspapers, advertis-

ing flyers and packaging, and the graphic

artist Randi Antonsen from Norway has

used this idea in her project “How to read

a magazine”.

“Unlike a lot of other materials, paper

doesn’t weigh much, it’s easy to fold and

shape, and you can easily put your stamp

on it,” Antonsen says. “I work with all

kinds of paper with different finishes and

structures. Paper is beautiful, and paper

represents possibilities. Just by folding

a sheet of paper and refracting the light,

you can create an amazingly simple and

beautiful work of art.”

in green building

he view from the top fl oor of

the newly built Stockholm Wa-

terfront Building is breathtak-

ing. To the west, Lake Mälaren

winds its way inland. To the east, the

labyrinth of the archipelago islands

begins to stretch into the Baltic Sea.

Below is Lake Klara, with the architec-

tural icon City Hall off to the side.

But the view and the nice neighbor-

hood were simply bonuses when SCA

decided to move its corporate head-

quarters here last year.

“It was a requirement from the very

start that the building had to be as

‘green’ as possible,” says Johan Olsson,

facility manager at SCA’s headquarters

and project manager for the move.

deciding the

issue were Stockholm Waterfront’s lo-

gistics and green technology, he says.

The location, next door to Stockholm’s

central train station, a local and nation-

al hub for mass transit, fosters effi cient

and environmentally friendly travel.

And the building more than meets the

requirements of the EU’s Green Build-

ing Program, which specifi es that en-

ergy consumption per square meter

should be less than 75 percent of

today’s average. It is estimated that

Stockholm Waterfront will have half

that level.

One factor contributing to the low

level is the design of the building,

which consists of three parts: a confer-

ence center, a hotel and offi ce space.

“They have different energy needs

during the course of a day because they

house such different activities,” says

Magnus Eriksson, project manager

with the real estate development com-

pany Jarl Asset Management. “So there

is an integrated heating system for all

t

Everyone seems to have understood that we need to reconsider how we use our limited resources.

three parts that can direct heat or cool-

ing to where it is most needed at the

moment. That is what allows the build-

ing to be so energy-efficient.”

Stockholm Waterfront has other

smart technology solutions for energy.

Ventilation and lighting can be con-

trolled with a motion sensor that indi-

cates when offices are empty and thus

need less light and fresh air. The confer-

ence center has a large southern facade

with double-glazed windows.Still, de-

spite Stockholm’s far northern location

on the globe, the demand for cooling

is greater than for heating throughout

the year. That is because people and

machinery heat up the premises. As a

result, heat pumps continuously collect

cooling energy from the water in Lake

Klara and store it as a buffer in a 250-

ton layer of ice in the basement. The

system is thus able to handle variations

in cooling needs throughout the day.

But beyond considerations of operat-

ing expenses or investment costs, green

buildings are about much more than

just money.

“Everyone seems to have understood

that we need to reconsider how we use

our limited resources,” Eriksson says.

Quel était votre objectif en revisitant l’étui premium

de Moët et Chandon ?

Nous voulions un étui esthétique et fonctionnel qui corres-ponde à une consommation estivale de notre champagne. En jouant sur les notions de fraîcheur et de nomadisme, nous voulions faire que nos packagings ne soient pas uniquement beaux, mais proposent un vrai plus à nos consommateurs. L’étui isotherme du Fresh Pack apporte une double valeur ajoutée : la conservation au frais de notre champagne pendant deux heures et la réutilisation possible de la cale hermétique dans d’autres circonstances. Ce deuxième point nous importait particulièrement pour inscrire le Fresh Pack dans une notion de développement durable.

Pourquoi avoir fait appel à SCA Packaging Nicollet pour

la réalisation du Fresh Pack ?

Ce que nous attendons d’un fournisseur, c’est qu’il soit capa-

ble de nous apporter de l’innovation. Et c’est là le point fort de SCA Packaging Nicollet. Le process en quatre étapes du Design Centre est une vraie recherche appliquée : quand les équipes de SCA nous proposent un projet, nous savons qu’il est réalisable industriellement. Pour nous, c’est un gain de temps. Nous pouvons aller plus vite au développement pour satisfaire au mieux nos clients.

Quelles portes a ouvert le Fresh Pack pour vos prochains

étuis ?

Le Fresh Pack correspond à une tendance de la maison Moët et Chandon qui, depuis deux ans, innove dans les expériences qu’elle fait vivre à ses consommateurs. Nous sortirons des versions festives du Fresh Pack pour la fin de l’année. Pour celles-ci, il nous paraît essentiel de travailler encore d’avantage sur les qualités écologiques de notre étui. Demain, certainement, nous utiliserons un film polyester biodégradable, ce qui était impossible au moment de la réalisation du Fresh Pack. Notre objectif est de continuer à faire grandir l’association du plaisir, du beau et du fonctionnel.

Le Fresh Pack de Moët et Chandon, Quatre étapes d’une innovation signée SCA Packaging Nicollet

The Fresh Pack by Moët et Chandon Four stages of an innovation by SCA Packaging Nicollet

Ses innovations rythment les saisons du luxe. Cette année, c’est le Fresh Pack des champagnes Moët et Chandon qui permet à SCA Packaging Nicollet de souffler un vent de fraîcheur sur les créations. Un étui à double ouverture offrant une isothermie toute nouvelle, dont la création, en quatre étapes, révèle la philosophie du fabricant : faire que le design ne soit pas que design. Retour sur une success story.

SCA Packaging Nicollet innovations set the pace for the luxury goods season. This year, it’s the Moët et Chandon champagne Fresh Pack, which allowed them to blow a breath of freshness into their creations. A premium case with a double opening giving a brand new insulating quality, whose creation, in four stages, reveals the ma-nufacturer’s philosophy: to make design that is not just design. It is the return of a success story.

RESEARCHÉpouser l’univers d’une marqueBien plus qu’une recherche de données, la phase Research est un premier moment d’écoute et d’échange. Etape fondamentale de tout projet, elle permet aux équipes de SCA Packaging Nicollet de s’imprégner de l’esprit du client. «Ici, nous connaissions déjà l’univers des champagnes Moët et Chandon, précise François Bouneau, responsable développement luxe. Nous nous sommes donc concentrés sur le brief qui nous avait été soumis.» Un brief très large dans lequel la maison champenoise laisse à son fournisseur le soin d’innover sur l’aspect visuel de son étui pre-mium de Moët Impérial et Rosé Impérial. Seule contrainte : donner à ce nouvel emballage une fonctionnalité identifiable en accord avec l’idée de nomadisme. Au Design Centre, la réflexion sera rapide : «Qui n’a jamais souhaité apporter un jour, chez des amis, une bouteille parfai-tement fraîche ?» Le futur étui ne s’appelle pas encore Fresh Pack, mais, déjà, l’isothermie s’affirme comme une piste majeure.

RESEARCHBringing together the worlds of a brandMuch more than informational “research”, the Research phase is an initial moment of listening and sharing. It is a fundamental step for any project, and it allowed teams from SCA Packaging Nicollet to immerse themselves in the mind of the client. “Here, we already knew the world of Moët & Chandon champagnes, says François Bouneau, luxury development manager. We therefore focused on the brief that was submitted to us.”A very wide ranging brief in which the cham-pagne house left their supplier a free hand to innovate on the visual aspect of its premium case for Moët Impérial and Rosé Impérial. Their only constraint was to give this new packaging a recognisable functionality related to the idea of nomadism. At the Design Centre, their thin-king would be rapid: “Who has never wished to bring their friends a perfectly cool bottle of Champagne?” The future case was not yet named Fresh Pack, but insulation was already establishing itself as a major line of thought.

Jean-David Jacoby, international brand manager Patrice Baraud, responsable développement packaging et POSM

VALIDATEConcrétiser un designLe Design Centre n’en a pourtant pas encore fini. En lançant une succession de préséries jusqu’à la première série industrielle, SCA Packaging s’assure que ses concepts fonctionnent en mécanisation à grande échelle. Parés d’une liste de risques à analyser, les services de production de SCA Packa-ging associés à ceux de Moët et Chandon vérifient les derniers détails : la cale est ajustée directement sur les machines de fabrication pour parer à tous soucis d’étanchéité. Le travail de précision de la phase Validate vient éclairer en final toute la philosophie du 4 Step Process : «Il fait de nous autre chose qu’un simple bureau d’études, analyse François Bouneau. Au Design Centre, le client et nous vivons ensemble, jusqu’au bout, le lancement d’une aventure.»

VALIDATERealising a designThe Design Centre had not yet finished. By launching a series of pre-series right up to the first industrial series, SCA Packaging Nicollet ensured that their design concepts worked in large-scale mechanisa-tion. Kitted out with a list of risks to analyse, the production departments of SCA Packaging, together with those of Moët et Chandon checked very detail: the insert was adjusted directly on the manufacturing machinery in order to meet all concerns with air-tightness. The precision work in the Validate phase reflects the philosophy of the 4 Step Process: “It makes us more than just a design department,” says François Bouneau analysis. At the Design Centre, we and the client experience the launch of a project together right to the very end.”

EXPLOREEmbracing inventivenessAt this stage, anything is possible. The Explore phase puts the teams at the Design Centre into full swing. Materials, opening systems, insulating techniques... everything was considered in the totality of ideas. Fifteen concepts emerged from this dynamic brainstorming. “We worked on an opening of the pack in two motions in order to give a uniqueness to the movement,” continues François Bouneau. The idea would stick.But it was above all the idea of the insulating package that would soon be the focus of the thoughts of the engineers at the Design Centre. Several ideas were identified: that of polyurethane foam and that of a cardboard insert with insulating properties. The two projects were presented to teams from Moët et Chandon.

EXPLOREFaire place à l’inventivitéA ce stade, tout est envisageable. La phase Explore fait entrer les équipes du Design Centre en pleine effervescence. Matériaux, systèmes d’ouver-ture, techniques d’isothermie... tout est étudié dans la pluralité des idées. Une quinzaine de concepts sortiront de ce brainstorming très poussé. «Nous avons travaillé sur l’ouverture en deux mouvements du pack pour lui donner une singularité dans le geste», reprend François Bouneau. L’idée restera. Mais c’est surtout sur l’isothermie du futur pack que se portent très vite les réflexions des ingénieurs du Design Centre. Plusieurs pistes sont identifiées : celle d’une mousse en polyuréthane et celle d’un insert carton aux propriétés isothermes. Les deux projets sont présentés aux équipes de Moët et Chandon.

What was your goal in redesigning the premium

Moët & Chandon case?

We wanted an aesthetic and functional case that matches the summer consumption of our champagne. In playing with notions of freshness and nomadism, we wanted our packaging to be not only beautiful, but to offer a real plus to our consumers. The isothermal case of our Fresh Pack provides a double value: keeping our champagne cool for two hours and its possible reuse in other circumstances. This second point was particularly important for us in order to include the Fresh pack within the framework of sustainable development.

Why did you call upon SCA Packaging Nicollet to

design the Fresh Pack?

What we expect from a supplier, is for them to bring us

innovation. And this is the strong point of SCA Packaging Nicollet. The four-step process at the Design Centre is genuine applied research: when the teams from SCA propose a project to us, we know that it is feasible industrially. For us, that saves time. We can go faster in development in order to better satisfy our customers.

What doors has Fresh Pack opened for your next

cases?

The Fresh pack corresponds to a trend at Moët et Chan-don, where, for the last two years, we have innovated in experiments with our consumers. We will release festive versions of Fresh Pack for the end of the year. For those, it seems essential to us to work even more on the ecological qualities of our case. In the future, for sure, we will use a biodegradable polyester film which was not possible at the time of the design of the Fresh Pack. Our goal is to continue to increase its association with pleasure, beauty and functionality.

CHALLENGEConcevoir un sur-mesure industrialisableLa maison d’Epernay n’hésite pas : le projet de cale insérée dans un étui extérieur, plus écologique, est retenu. Reste à tester la meilleure méthode de réalisation. C’est la phase Challenge : un moment charnière dans la conception du pack, qui permet au Design Centre de présenter un produit qui ne soit pas que joli sur le papier. Les tests s’enchaînent, sur maquette ou prototype. Les difficultés aussi : «L’isothermie est une science très pointue, avertit la chef de projet Frédérique Sementery. Une fuite d’air au niveau de la fermeture de la cale aurait nuit à l’hermétisme. Il a fallu mettre au point chaque détail juqu’au pli de la cale.» Même chose pour l’étui extérieur : «Moët et Chandon a adapté sa création graphique, commente Jean-Charles Moras, responsable commercial Grands Comptes de SCA Pac-kaging Nicollet. Les flocons, découpés dans le carton extérieur pour laisser apparaître le gris métallisé de la cale intérieure, étaient à l’origine trop sty-lisés et donc impossibles à réaliser en machine.» Chaque élément est réglé au millimètre près. Un perfectionnisme qui permet à la trentaine de chercheurs du Design Centre de Rochechouart de concevoir pour chaque marque un étui unique en son genre prêt à passer en phase d’industrialisation.

CHALLENGEDesigning a premium made-to-measure industrial product The house from Epernay did not hesitate: the insert encased in an exterior ecological case, was retained. Now what remained was to test the best method of production. It is this Challenge phase - a turning point in pack design, which allows the Design Centre to present a product that is not just pretty “on paper”. Tests followed, on a prototype model. And difficulties too: “Insulation is a very exact science,” says the project manager Frédérique Sementery. An air leak at the closure of the insert would have affected its hermetic qualities. It was necessary to design every single detail right up to the fold of the insert.” It was the same thing for the external case: Moët & Chandon adapted their graphic design,” says Jean-Charles Moras, Key Accounts Sales Manager at SCA Packaging Nicollet. The snowflakes, cut into the outer box to reveal the gray metallic interior of the insert, were origi-nally too stylized and therefore impossible to achieve industrially. “Each item is set to millimetre precision. A perfectionism which allowed the thirty researchers at the Rochechouart Design Centre to design a unique case in its field.

Incontinence care pants are a good

solution for active consumers who do

not want bladder weakness to stop

them from having a dynamic lifestyle.

Leakage security and perfect fi t

are the most important features con-

sumers expect from their preferred

incontinence product. “But some

consumers fi nd pant products bulky

under their clothing,” says Duncan

Phillips, European marketing direc-

tor for SCA’s brand TENA. “And

when the pants are too loose they

worry about leakage.”

For a more secure feeling, SCA

has launched the new TENA pants.

Their improved elasticity ensures

that the product fi ts closer to the

consumer’s waist and belly and stays

in place.

Magic Corner, an ingenious

shelf-ready pack developed

by SCA in collaboration with

Mars Western Europe, won the

Deutscher Verpackungspreis,

the top prize at the German

2010 Packaging Awards, in the

Displays and Promotional Pack-

aging category.

Magic Corner has side and

back openings, combined with

an open tray facing to ensure

optimal product visibility. As

well as maximizing consumer

impact, this new packaging and

display solution also reduces

complexity for the customer and

is optimized for the entire logis-

tics chain.

This is an important consid-

eration for SCA Packaging and

Mars as they strive to develop

sustainable packaging solutions

together.

SCA’s feminine care brands Libresse and Bodyform launch

free tin boxes for your pads. The tins are designed by seven

different designers and represent seven deadly sins - wrath,

lust, greed, vanity, excess, laziness and jealousy.

- seven sins

Increased earnings despite higher raw material costs

before tax

of 8.5 billion Swedish kronor, exclud-

ing restructuring costs, in 2010, an in-

crease of 6 percent compared to 2009.

“We increased volumes in all busi-

ness areas and raised prices in Tissue

and Packaging,” said SCA’s CEO Jan

Johansson when presenting the Group’s

year-end report. “Combined with cost

savings, this compensated for more than

5 billion kronor in higher raw material

costs and negative exchange rate effects.”

SCA succeeded in increasing its mar-

ket share for the company’s global brands

TENA (incontinence care products) and

Tork (Away-From-Home tissue).

“In incontinence care, we increased

our global market share from 24 to 25

percent,” Johansson said. “In Europe,

it increased from 39 to 41 percent.”

In Packaging, SCA increased oper-

ating profi t by about 1 billion kronor.

The improvement in earnings was the

result of higher prices and volumes as

well as savings from the restructuring

program. The program was implement-

ed as planned, and by the end of 2010

annual savings amounted to slightly

more than 1 billion kronor.

was success-

ful with its priorities for 2010 – reduced

costs, strong cash fl ow, higher capital ef-

fi ciency, a higher rate of innovation and

growth. Excluding exchange rate effects

and divestments, the Group’s revenues

increased by 5 percent, cash fl ow was

7.4 billion kronor, and net debt de-

creased by 6 billion kronor.

Earnings per share, including re-

structuring costs, increased by a full 17

percent to 7.90 kronor. The Board pro-

poses raising the dividend by 8 percent

to 4.00 kronor per share from 3.70

kronor.

Johansson said SCA is a much

stronger company today than a year

ago. “We anticipate good demand in

all of SCA’s business areas and are con-

fi dent we can increase both profi t and

sales in 2011.”

SCA’s profi t rose in 2010 despite sharply higher raw material costs and negative exchange rate effects.

The first step to corporate sustainability is one you take with your hands.Tork 100% recycled paper towels.Better. Hands down.

We have some simple, easy ways to help you improve the sustainability of your business and improve your bottom line.

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Tork is a registered trademark of SCA Tissue North America LLC or its affiliates.