SSAB's Vision
”A stronger, lighter and more sustainable world”
Together with our customers, SSAB will go further than anyone to realize the full potential of lighter, stronger and more durable steel products.
SSAB's Strategy
Global leadership within high strength steels
SSAB has developed specialized expertise within high strength and quenched steels to provide customers and end users with improved productivity and environmental advantages. This niche strategy has demonstrated greater growth and profitability returns than the steel industry as a whole. This strategic approach is based on the increased market demand for cost controls, energy savings and resource efficiencies.
Applications expertise
The Company has developed a high level of expertise regarding the manner in which high strength steels can create environmental and productivity advantages for customers and end users. SSAB cooperates with customers in the development and design of new products. This creates conditions for long-term relationships and increased sales of SSAB's products.
Active development of new markets
SSAB is constantly engaged in identifying new sectors and markets for high strength steels. There is a strong commitment to research and development projects to help identify new applications and focus on knowledge transfer between different market segments. The acquisition of the North American steel company, IPSCO, (known today as SSAB North America) has created a strong platform for increasing niche operations in North America.
SSAB is a leading supplier in a variety of markets and segments around the world. SSAB's customers can be found, for example, within the automotive industry where SSAB's products are used in a variety of collision protection and superstructures such as containers and dumper beds. Other important customer segments include mining and construction equipment, crane manufacturers, manufacturers of contracting plant, the recycling industry and the energy sector.
Leading and broad player on two domestic markets
SSAB has two domestic markets: the Nordic region and North America. In these markets, the Company has a strong market presence and can utilize the cost benefits afforded by production facilities located close to its customer base. For example, in the Nordic region, the subsidiary, Tibnor, is the leading complete range distributor in the market. While SSAB North America is one of the continent’s leading plate suppliers with strong positions within several important market segments.
The subsidiary, Plannja, is one of Europe's leading brands within processed strip products for the building market. Plannja processes building products and strip product systems using high quality Swedish steel and aluminum. The processing takes place through organic coating, cutting to size, pressing, bending, etc. The product range includes thin steel sheet building products, profiled wall cladding and roofing sheet, sandwich-type panels, roofing tiles, rainwater goods, flat sheet, roof safety components, and wall cassettes.
Strategic plan of action
SSAB has adopted a strategic plan of action for the coming years with the aim of further enhancing the Group's profitability and growth. The action plan has three main objectives:
To accelerate growth within the niche products
Growth within high strength steels will be accelerated through a series of strategic market initiatives. Extensive work is underway to improve the product and service offering in market segments where SSAB is able to develop, maintain and strengthen its leading position.
To increase profitability at current plants
A group plan has been implemented to improve profitability by approximately 5% annually. In addition, work is underway to reduce fixed costs, enhance the efficient use of working capital and realize economies of scale within purchasing, as well as strengthen the portfolio of customer service, technical support and applications development services.
To strengthen the organization
The Company is regularly engaged in realizing synergies between the Group's different units. At the same time, proactive measures are being taken to strengthen the organization within several key areas such as the manager development program. In addition, the Group's management and control model has been changed in order to further strengthen the operations.