Jenny shares her thoughts on the importance of taking care of the employees.
A new chapter for Svizza
It is a sunny spring day when we meet Jenny and Thomas in the quiet workshop in Kil. The employees are out on assignments around the country, some in nearby Grums and others as far away as Vimmerby.
We are there to talk about the leadership transition and how Jenny and Thomas will now lead the company forward. As CEO, Jenny is responsible for overall management and administrative matters, while Thomas focuses on technical work and quotations.
Over the past five years, Jenny and Thomas have worked side by side with Lennart to prepare for the transition. They have gradually taken on greater responsibility within their respective areas and feel ready to take Svizza forward.
“It is a challenging role, but I feel confident in what I do,” says Jenny.
Maintaining more than machines
Svizza’s customer base ranges from global industrial groups to local mills. The assignments vary, but the requirements are always high. Thomas describes how every job demands precision and thorough risk assessments, not least in an industry where safety requirements are constantly becoming stricter.
For Jenny, it is about creating a sense of security, both for customers and employees. She actively works to combine the team’s extensive experience with ongoing skills development and relevant training courses.
In our conversation, we often return to something else: the people behind the work.
Thomas on site in the workshop.
Jenny and Thomas emphasise how crucial it is to take care of employees and ensure that everyday work within the team runs smoothly. When there is trust, it is also reflected in the work carried out at customer sites.
“It gives a sense of security that they have each other and trust one another on every level, including when it comes to protection and safety plans. If they work well together, they work well out on site, and that leads to fewer accidents,” says Jenny.
“Customers can see that we collaborate and know each other. I think they really appreciate that,” Thomas adds.
It is clear that care and consideration are not just something they talk about. When we sit down for the interview, Jenny proudly tells us that one of the employees built the table we are sitting at.
An oval table with rough, grey-toned planks, a metal edge and the Svizza name burnt into the centre, a piece of craftsmanship that carries the same sense of precision found throughout the business. To them, the connection is clear: when people are given the opportunity to grow, it shows in what they do.
“It is important to invest wisely in the boys. That is where our future lies,” says Jenny.
“We get work because the boys do a good job out on site,” Thomas adds.
Structure and order
Structure in the office as well.
The workshop is calm and orderly as Jenny shows us around. She stops by one of the machines and points out how the work has been structured.
Tools and materials have been given clearly defined locations through an initiative by Amanda Högefjord, the company’s Marketing Coordinator. Each machine also has instructions.
“Any one of the boys should be able to come in here and operate a machine. That is important so they feel like part of the team,” says Jenny.
This way of working is part of a broader focus on ensuring that everyone has the same conditions for taking on the job.
This is also evident in how skills development is managed, Jenny enrols all employees in training courses, even when only a few of them actually need them.
A (now) well-aligned team
Jenny and Thomas have found an alternative method for keeping the team grounded.
The collaboration between Jenny and Thomas has not always been self-evident. Outside the workshop, the spring sun falls across the yard as Jenny laughs, brings her fists together and recalls how they “butted heads” in the beginning.
Today, that is hard to imagine. They describe how, despite different ways of thinking and interpreting situations, they have found a way to work together.
“As in any relationship, it is important to communicate and compromise. When you are open and honest, it becomes easier to live,” says Thomas.
Over time, the tension between them disappeared, something both they and the employees noticed. Today, they complement one another instead, and look ahead together.
Jenny and Thomas have found an alternative method for keeping the team grounded.
A stable foundation for the next step
The workforce ranges from young interns to employees approaching the age of 70. Many have stayed with the company for a long time, several since its founding in 2003, something Jenny and Thomas highlight with pride.
The custom-made sign lets the spring sun shine through.
“It feels really good, and it is something we are very proud of. We have obviously done something right,” says Jenny.
This long experience also means that the company has a substantial knowledge base, especially since there is no formal training for the work that Svizza performs.
While the business stands on a stable foundation, there is a clear need to bring in new generations and pass the knowledge on.
“We need to rejuvenate the organisation and provide more training and support, so that we preserve and pass on the knowledge we have to the next generation,” says Jenny.
“At the same time, it is important that change takes place at the right pace, so that the knowledge keeps up and we retain what we are good at. It is about finding a balance,” says Thomas.
The custom-made sign lets the spring sun shine through.
They are taking on the task of leading Svizza forward with both respect for what has been built and a clear direction for the future.
“It is a major responsibility for both of us to carry this forward. At the same time, we are clear that we want to continue running Svizza AB as an independent company – we are not going to become part of a group,” says Jenny.
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