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Leadership at SSAB

A High-performing organization

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.

 

SSAB Leadership Criteria

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.

SSAB manager criteria

Has self-awareness

  • Understands own strengths and weaknesses
  • Has the patience to listen before sharing own opinion
  • Takes feedback as suggestions for development
SSAB manager criteria

Serves as a role model

  • Acts ethically and according to SSAB’s values and Code of Conduct
  • Respects people and strives for diversity
  • Shows commitment to the team and the employer
SSAB manager criteria

Gives employees an opportunity to develop

  • Provides individuals and teams with development opportunities
  • Provides constructive feedback and coaching
  • Shares own expertise and knowledge with others
SSAB manager criteria

Generates energy

  • Generates enthusiasm and inspires others
  • Creates dialogue
SSAB manager criteria

Drives improvement

  • Creates a work environment for continuous improvement
  • Promotes learning from successes and failures
  • Is curious and open-minded and takes initiative
  • Drives co-operation across teams and functions
SSAB manager criteria

Achieves results

  • Puts safety first
  • Establishes clarity around key objectives
  • Has the courage to make and implement decisions
  • Drives customer satisfaction

 

High-performing teams

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. 

High-performing teams

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:

  • Mission and tasks requires collaboration. A fundamental condition of an effective team is interdependency – the team members need each other to be able to perform the intended results.
  • Not more members than necessary. Successful team contains the smallest number of members necessary to fulfil the mission.
  • Agreed upon clear goals. Members are clear and agree about the team´s goals. The expectations are clear and realistic.
  • Roles are clear and accepted. Each member agrees with and accepts the assigned role and has the ability and skills necessary.
  • Leadership adapts to team needs. The leader´s style changes when necessary to meet emerging group needs.
  • Open communication and feedback. High performing teams have an open communication structure that seeks regular feedback about their effectiveness and productivity as a team.
  • Effective problem solving and decision making. The team spends time planning how they will solve problems and make decisions.
  • Implements and evaluates decisions. High performance teams implement the solutions and decisions made by members and hold each other accountable for acting accordance to decisions.
  • Effective conflict management. The team is highly cohesive and contains cooperative members with a clear strategy on how to deal with conflicts.