{"id":9771,"date":"2022-07-02T10:49:00","date_gmt":"2022-07-02T08:49:00","guid":{"rendered":"https:\/\/www.ptg.no\/showing-the-way-forward-for-refrigeration\/"},"modified":"2022-11-08T14:18:29","modified_gmt":"2022-11-08T13:18:29","slug":"showing-the-way-forward-for-refrigeration","status":"publish","type":"post","link":"https:\/\/www.ptg.no\/en\/showing-the-way-forward-for-refrigeration\/","title":{"rendered":"Showing the way forward for refrigeration"},"content":{"rendered":"\t\t
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PTG has a very conscious attitude to its own business, CEO Terje Arnesen told the Norwegian Society of Refri\u00adge\u00adration in Troms\u00f8 earlier this year. \u201cWe\u2019ll be committed to Norway and we\u2019ll also ensure we educate our own people \u2013 not only up to quali\u00adfying as a refri\u00adge\u00adration technician but also if they\u2019re ready for a career which will develop them further. So we\u2019re now estab\u00adlishing our own internal school.\u201d<\/strong><\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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This is an edited trans\u00adlation of an article origi\u00adnally written for the Kulde og varme\u00adpumper trade journal by editor J\u00f8rn Wad.<\/em><\/p>\n

During the annual refri\u00adge\u00adration confe\u00adrence in Troms\u00f8, PTG attracted attention from the rest of the industry. The company is currently pursuing a relatively aggressive growth policy, including through acqui\u00adsitions. However, it is pursuing a long-term and carefully considered strategy throughout.<\/p>\n

Arnesen, whose background includes working in the oil and offshore business, believes the refri\u00adge\u00adration sector has a lot to learn from that business.<\/p>\n

Norwegian production<\/strong><\/p>\n

\u201cWe\u2019re going to produce our equipment in Norway,\u201d he empha\u00adsises. \u201cThat\u2019s been our policy since before Covid-19 and the war in Ukraine, and it\u2019s not exactly been weakened by what we see now.<\/p>\n

\u201cI believe it\u2019s important for us as a company, for the industry and not least for our customers that we\u2019re confident of being able to deliver solid quality \u2013 and that this is produced in Norway.<\/p>\n

\u201cThat gives us a number of benefits which aren\u2019t otherwise so easy to obtain. When you opt to manufacture elsewhere, you must be very aware that you\u2019re losing expertise. You quite simply can\u2019t access that knowledge if you\u2019re not producing your equipment at home.\u201d<\/p>\n

Asked why such loss of expertise is so damaging, Arnesen explains that this is first a matter of straight\u00adforward knowledge about production techniques \u2013 the hands-on familiarity needed to develop as a company.<\/p>\n

\u201cDemands for innovation are hardly going to diminish in coming years, which makes it important that we build the basic knowledge about what we manufacture here.<\/p>\n

\u201cIn addition, you get extra benefits from being able to develop an interaction between production, engineers, customer service and the refri\u00adge\u00adration techni\u00adcians. That\u2019s because all this belongs together when the goal is to grow as a company and not least to create jobs.\u201d<\/p>\n

Increased expertise<\/strong><\/p>\n

Arnesen dismisses assertions that production in Norway is incre\u00addibly expensive as a persistent myth, which is precisely that \u2013 a myth. \u201cPeople seize on the high hourly pay rates here, and form the view that it\u2019s impos\u00adsible to manufacture at prices accep\u00adtable to the market.<\/p>\n

\u201cNothing could be more wrong. The position is actually that a great deal of the equipment we need can be produced with the aid of robots. And these, of course, cost the same whether you\u2019re in Korea, China or Norway.<\/p>\n

\u201cIt then comes down to a question of how you can exploit closeness to the actual production, and not least the possession of expertise I\u2019ve already mentioned \u2013 which you acquire by devel\u00adoping and producing here.\u201d<\/p>\n

He notes that the oil and offshore industry has demon\u00adstrated that Norway can develop world-class expertise and products as long as people are willing to make conscious commitments.<\/p>\n

\u201cFrank Mohn in Bergen, of course, is among those who\u2019ve demon\u00adstrated that it\u2019s perfectly possible to make a commitment to Norway and nevert\u00adheless do very well. I\u2019m actually pretty certain that this a winner strategy.\u201d<\/p>\n

But Arnesen admits that, while the cost of labour is one thing, actually getting hold of personnel is another \u2013 and a problem PTG takes seriously for both production units and recruitment.<\/p>\n

\u201cWe\u2019ve now become a company with about 200 employees spread over large parts of Norway, although the centre of gravity for our opera\u00adtions is in the northern areas of the kingdom. As I see it, that means we have an extra responsibility.<\/p>\n

\u201cWe accept this respon\u00ads\u00adi\u00adbility, and therefore apply a self-imposed rule that appren\u00adtices will make up at least 10 per cent of our workforce at all times. That\u2019s a formi\u00addable goal, but we\u2019re well on our way to achieving it.<\/p>\n

\u201cRight now we actually have 18 appren\u00adtices on two-year programmes and, as far as I recall, 11 contracts with youngster who are ready and waiting to start their training with us.\u201d<\/p>\n

Own school<\/strong><\/p>\n

Asked why he thinks so few companies are making such an active commitment to appren\u00adtices, Arnesen says a number of reasons undoubtedly exist and that these perhaps differ from one company to another.<\/p>\n

\u201cTo some extent, it\u2019s a matter of having a critical size which gives you the capacity and resources to provide a good training. But I think part of the reason is that people haven\u2019t really sat down and thought this through. Because the moment you do that, you see a number of fairly obvious truths \u00ac\u2013 which have prompted us to go so far that we\u2019re actually starting our own school.\u201d<\/p>\n

He observes that the position for the industry is that it has pretty promising prospects, but a level of recruitment which gives every reason for concern.<\/p>\n

\u201cWe\u2019re experi\u00adencing a substantial need to increase seafood production in Norway with a low climate footprint, but labour and expertise are limiting factors. Nobody\u2019s going to solve this for us, we\u2019ve got to do it ourselves.<\/p>\n

\u201cSo the fact that it\u2019s practi\u00adcally impos\u00adsible to attract expertise from outside has prompted us to think. Both for our own part and not least for the individual employee, we\u2019ve got to establish an internal solution for those who want to continue to make progress.\u201d<\/p>\n

Arnesen says the company will have an offer and a career opport\u00adunity for all, whether they want to become a service technician, a foreman, a project manager, a product developer, a sales\u00adperson, a department manager or whatever.<\/p>\n

\u201cWe\u2019ll probably then be able to keep many more people in the company, and will moreover be building up a broader and more firmly founded expertise. Doing this from inside means we can ensure that we\u2019ve got experts at every level.<\/p>\n

\u201cSince we also handle manufacturing, we can create solutions for our customers which very few others can match. We can offer production which builds commu\u00adnities while simul\u00adtane\u00adously delivering profi\u00adta\u00adbility for our owners, and which means sound and secure jobs for the workforce. I think that\u2019ll remain important in the future.\u201d<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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\u201cWe\u2019re experi\u00adencing a substantial need to increase seafood production in Norway with a low climate footprint, but labour and expertise are limiting factors. Nobody\u2019s going to solve this for us, we\u2019ve got to do it ourselves.\u201d <\/em>PTG CEO Terje Arnesen at the Norwegian Society of Refri\u00adge\u00adration in Troms\u00f8 earlier this year.<\/em><\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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Own school<\/strong><\/p>\n

Asked why he thinks so few companies are making such an active commitment to appren\u00adtices, Arnesen says a number of reasons undoubtedly exist and that these perhaps differ from one company to another.<\/p>\n

\u201cTo some extent, it\u2019s a matter of having a critical size which gives you the capacity and resources to provide a good training. But I think part of the reason is that people haven\u2019t really sat down and thought this through. Because the moment you do that, you see a number of fairly obvious truths \u00ac\u2013 which have prompted us to go so far that we\u2019re actually starting our own school.\u201d<\/p>\n

He observes that the position for the industry is that it has pretty promising prospects, but a level of recruitment which gives every reason for concern.<\/p>\n

\u201cWe\u2019re experi\u00adencing a substantial need to increase seafood production in Norway with a low climate footprint, but labour and expertise are limiting factors. Nobody\u2019s going to solve this for us, we\u2019ve got to do it ourselves.<\/p>\n

\u201cSo the fact that it\u2019s practi\u00adcally impos\u00adsible to attract expertise from outside has prompted us to think. Both for our own part and not least for the individual employee, we\u2019ve got to establish an internal solution for those who want to continue to make progress.\u201d<\/p>\n

Arnesen says the company will have an offer and a career opport\u00adunity for all, whether they want to become a service technician, a foreman, a project manager, a product developer, a sales\u00adperson, a department manager or whatever.<\/p>\n

\u201cWe\u2019ll probably then be able to keep many more people in the company, and will moreover be building up a broader and more firmly founded expertise. Doing this from inside means we can ensure that we\u2019ve got experts at every level.<\/p>\n

\u201cSince we also handle manufacturing, we can create solutions for our customers which very few others can match. We can offer production which builds commu\u00adnities while simul\u00adtane\u00adously delivering profi\u00adta\u00adbility for our owners, and which means sound and secure jobs for the workforce. I think that\u2019ll remain important in the future.\u201d<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"

PTG has a very conscious attitude to its own business, CEO Terje Arnesen told the Norwegian Society of Refri\u00adge\u00adration in Troms\u00f8 earlier this year. \u201cWe\u2019ll be committed to Norway and we\u2019ll also ensure we educate our own people \u2013 not only up to quali\u00adfying as a refri\u00adge\u00adration technician but also if they\u2019re ready for a [\u2026]<\/p>\n","protected":false},"author":3,"featured_media":9773,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"wp_typography_post_enhancements_disabled":false,"footnotes":""},"categories":[59],"tags":[],"nyheter":[],"class_list":["post-9771","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-news"],"acf":[],"yoast_head":"\nShowing the way forward for refrigeration - ptg.no<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.ptg.no\/en\/showing-the-way-forward-for-refrigeration\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Showing the way forward for refrigeration - 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