The steel industry is not just about the steelmaking process, but also about people. This is why SSAB want to be a good workplace and an attractive employer. We want our employees to feel included, engaged and motivated to take responsibility for their own personal development.
In a fast-changing world requiring a high level of adaptability, we believe that everyone can, and should, be a leader. Leadership is more about supporting and coaching coworkers towards finding, developing and contributing in line with one’s unique drive. For the coworker, it is all about the will and courage to take responsibility for both parts and whole. To lead your-self and to lead others is what we strive for.
SSAB’s leadership takes it´s standpoint in our common management philosophy that makes us better day by day – The SSAB ONE. It contains SSAB´s vision, values and principles that together give a direction and framework for the company. We believe this way of thinking is not just something for managers to deal with but relevant to each and every one working in the company.
To comply with the SSAB ONE leadership approach to management, managers need to incorporate the illustrated attributes (see below) and character traits in their everyday lives. These attributes, SSAB’s Manager Critera, starts with the manager herself/himself as a human being and a leader. First off, by prioritizing self-awareness and putting forward personal development, the managers can lead by example and become an inspiration and role model for the people surrounding them. In effect, this step is the backbone of the self-improving system that SSAB aims to create.
Along with the first two attributes, to create a win-win situation between the development of the individuals and the organization, and give employees an opportunity to develop; SSAB’s managers will gain deeper knowledge of the employees, their talents and driving forces.
Objectively, this leadership approach will generate energy and drive improvement. Altogether, this, integrated with the structure of the improvement work will lead to achieving the desired result.
In SSAB we want to create a culture of high performing teams built on mutual trust and collaboration. Openness and trust are expressions that usually characterize well-functioning, harmonious and productive working groups. The following ten characteristics define a high performing team:
One important element in organizations that support innovation and values quality like SSAB, is to enable high-performing teams to develop and flourish. The key for the leader is to provide the team with a clearly defined mission together with objectives that are linked to the organization´s overall mission. But also to provide the necessary support and resources needed to achieve its mission and objectives. If the team’s objectives are clear to the rest of the organization, it will foster collaboration with other teams within the organization.