SSG has been undergoing reorganisation since 19 February, dividing its operations into two different divisions – Work Environment and Sustainability – with supporting functions.
“This is being done in order to create clarity for our customers, as work environment and sustainability summarise our respective service groups and service focus in a more obvious way,” says Mats Jakobsson, CEO of SSG.
The Work Environment division focuses on the work environment and safety.
“Safety issues are high on the corporate agenda nowadays. Our aim in this division is to assist and support our customers with regard to the challenges they face in respect of the work environment. We have our Safety Committee to help enhance understanding of the problems companies face and provide a deeper insight into these problems. As a result of the new organisation, this committee will be linked more closely to our service production and online training courses. This also means that our training portfolio SSG Academy, which includes SSG Entre, will become part of this division,” says Lena Wiig, head of the SSG Work Environment division.
The Sustainability division focuses primarily on productivity and efficiency.
“Our job involves – and will continue to involve – helping industry in its efforts to achieve more sustainable production and more sustainable maintenance. Industry production, procurement and maintenance are important customers for us, as are suppliers and technical consultants,” says Mats Ullmar, head of the SSG Sustainability division.
“We also have a number of supporting services and a large number of committees and workgroups, along with around 30 tutor-led training courses. We are also working actively with advisory services relating to our focus areas,” says Mats Ullmar.
The new philosophy is to for services within the divisions’ various focus areas to be depicted in the shape of a triangle, where cooperation in the form of committees, workgroups, user groups and various partner groups with customers, partners and academics forms the sturdy base of the triangle.
“The standards produced regularly by the committees with the help of their workgroups form the next layer. We have also used our committees’ needs scenarios to develop standardised services and training on the basis of our standards. Advisory services, which help to add value and develop our services among customers, then appear at the top of the triangle,” says Mats Ullmar.
“SSG’s aim is to develop standardised services for industry in combination with modern service development,” he adds. “The new organisation will help us to gather together our concept and toolkit and make it easier for us to clarify and explain them. This will also help us in-house to cultivate the expertise needed within each division to provide our customers with good support. Our job is to maintain an extensive presence among our customers, listen to their needs, look at the challenges they share and provide them with support and advice on our services.”
The structure of the cooperation of the future will present a major challenge.
“We have to reform the way in which we cooperate. We need to use various collaborative group and customer group types in future. Industry representatives no longer have the time required for all those face-to-face meetings. We have to create more virtual meeting forms with collective workspaces in the cloud. These committees, which adopt a more long-term approach to the major challenges facing industry, will still be important, but we need to supplement them with more alternative groupings and reference groups,” says Lena Wiig.
“With this new organisation, it seems as though SSG has a clearer composition now and has an even better ability to deliver customer benefits that make a difference,” concludes Mats Jakobsson. “For this, we need to have our own vision with our own concepts, making us even stronger as a whole.”