70 years of Ahola: our roots, our journey and our road ahead

Ahola celebrated its 70th anniversary last year. It is a milestone that invites us to pause and reflect on the past, while also inspiring us to keep moving forward. In the span of seven decades, the world, society and the transport industry have changed fundamentally, and Ahola has had to change along with them.

 

Ahola has always been more than just a business to me – it has been part of my life and part of Finnish society. I have been interested in societal issues and business for as long as I can remember, and both themes are intertwined in Ahola’s story.

 

My earliest memories from the 1950s are of the post-war era. Although the conditions were often difficult, there was also a strong sense of optimism regarding the future. In the transport industry, the challenge was the availability of vehicles: it was difficult to obtain good trucks, but if one could be acquired and there was enough work, the truck could pay for itself within a year.

 

My decision to enter the transport industry was made early on. I was about three years old when my father lifted me into the driver’s seat of a new truck. In that moment, I knew that this is my path.

 

I also remember the harsh winters, when we lacked transport assignments. My mother sewed leather jackets so that we could get by. These experiences taught me early on that in business, one must be prepared for ups and downs.

 

Finland and society advanced significantly in the 1960s: infrastructure developed, roads improved and the transport industry took on a more professional character. In 1965, with the start of fuel transports for Oy Union Öljy Ab, our operations became more clearly centred around the transport business. At a young age, I gained hands-on experience by working as a driver’s assistant.

 

First foreign transport in the midst of the oil crisis

 

The 1970s were a pivotal decade in many ways. Infrastructure development continued, while at the same time the first oil crisis emerged. Our first international transport in 1973 coincided with the crisis: streetlights went out, fuel was scarce and the feeling of uncertainty was palpable. For me, it served as a strong reminder of how quickly the operating environment can change. In the same decade, I joined the company as a driver and later as a partner. Financially speaking, it was a challenging time.

 

Over the next decade, we learned to lead operations in a more systematic way. We built simulation models to understand cost structures and profitability. It was the beginning of knowledge-based management, which has remained an integral part of Ahola and a cornerstone of our operations through the decades.

 

We made strategic choices, expanded our customer base and hired our first contract carriers. We understood that we could not build a sustainable future based on a single industry or customer.

 

Start of the digital era

 

Despite the recession, the 1990s were a time of digitalisation and strong growth for Ahola. We developed our own system, Attracs Online, because the market offered no solution that supported our chosen customer-oriented operating model. Even back then, discussions were already shifting toward emissions measurement and reporting.

 

Growth continued for quite some time, but we also made mistakes. The financial crisis of 2008 and the decisions made prior to it temporarily weakened our profitability. We also learned that volume alone is not enough; operations must be built on a sustainable footing. The solution was ultimately to further develop our service model and clarify roles. I would like to especially thank Åke Nyblom and his team at Ahola Transport for the significant role they played in developing the solution.

 

The road to the future is electric

 

The 2020s have brought new crises and transformations globally. The coronavirus pandemic demonstrated how crucial the transportation industry and logistics sector are to the functioning of society. At the same time, it accelerated a change that is now more visible than ever: the green transition, electrification and digitalisation are shaping the entire industry.

 

In 2022, Ida Saavalainen took over the role of Group CEO. The generational handover was a significant step for the entire Group, and it has allowed me to focus even more strongly on development work and future issues. It was natural to transfer operational responsibility to the next generation and to use my experience for long-term planning and promoting new solutions.

 

To support this development, we established the Future Lab innovation forum, whose mission is to support long-term business development and strategic renewal.

 

In recent years, the focus has been particularly on electrification. The goal is to develop scalable, energy-efficient solutions that promote the operations of the entire transport industry. One concrete example of this is the development of the e-trailer.

 

When I look at the development of the transport industry, one thing is certain: change is permanent. Technology, industry regulation and customer expectations are constantly changing. Successful operators are those who listen, learn and dare to develop their operations proactively.

 

Ultimately, however, it all boils down to people. Business is conducted between people, and long-standing partnerships and relationships are at the heart of Ahola’s success. We learn more by listening than by talking. This principle has guided me throughout my career, and it will continue to light Ahola’s path forward for the next 70 years.

 

Hans Ahola,
Chairman of the Board