High-performing organization
A high-performing organization is one of the key elements in SSAB’s strategy and an essential enabler for achieving the company’s ambitious strategy targets.
SSAB and Rautaruukki merged in 2014. Since then, the organization has changed shape and been simplified so that SSAB is better equipped to meet market demand. At the end of 2016, the headcount had decreased by over 2,500 compared to the time of the merger.
A high-performing organization provides a structure that helps to align actions, behavior and skills with strategic direction and the competences needed by the business.
There are four main priorities toward achieving a high-performing organization:
- Improve safety with the focus to be the safest steel company in the world
- Enhance productivity by continuous improvements
- Strengthen the performance culture
- Develop leadership and employee engagement
Enhance productivity by continuous improvements
SSAB One – our shared management philosophy
SSAB One is our common management philosophy. It encompasses SSAB’s vision, values and principles, which together give a direction and framework for the company. Use of the word ‘’management,’’ does not mean the philosophy is exclusive to managers, but that it is relevant to each and every SSAB employee. Only when all of our employees have a good understanding of our management philosophy can we successfully involve everyone in SSAB’s development efforts. SSAB One provides us with a common framework and language between the different parts of our company.
SSAB One serves as a common denominator for our improvement structure at SSAB. We will succeed by ensuring we have an understanding of SSAB One and the company’s vision as our common purpose, living the values as standards for our convictions and behavior, and using our principles as the rationale to achieve our fundamental goals.
SSAB One has two objectives:
- Improve our flows based on customer demand
- Involve and engage all employees in continuous improvement
Principles:
- Normal state: We can only improve if we have defined and visualized the normal state. This makes it easy for everyone to see how safety, quality and efficiency reflect how we work. Any deviations can easily be recognized and immediately acted upon
- Right from me: Each of us ensures that we get things right the first time round. Errors are prevented from progressing in the production flow. We have a systematic way of dealing with deviations and errors and learning from them
- Learn and improve: Development is part of everyone’s daily work. Managers coach their teams and give all employees the opportunity to contribute with their knowledge and commitment
- Customer demand driven: We understand customer needs and focus on improving all the activities that create customer value
Strengthen the performance culture
Engaging SSAB employees for performance toward goals
Aligning individual performance with SSAB’s strategic direction is a central element in being a high-performing organization. Clarity concerning objectives and performance expectations, as well as feedback, are key enablers to effectively manage our change journey and to achieve results. In annual performance dialogs, all employees and managers follow up on results, provide mutual feedback, discuss the workplace atmosphere and plan future performance and individual development. SSAB continuously reviews and aligns reward structures to ensure performance management processes are effectively supported. Our employee and manager criteria are important elements to exemplify good performance. Matching potential candidates with development opportunities at different levels in the organization is important for developing a high-performing organization.
