From summer job to CEO

When Mats Andersson joined KUBAL at the age of 18, it was not the start of a planned career. It was a summer job, intended as a first step into working life. Today, more than three decades later, he is CEO of Kubikenborg Aluminium AB in Sundsvall, leading Sweden’s only primary aluminium smelter. His journey reflects something fundamental about KUBAL as a workplace: that knowledge is built over time, that responsibility grows through everyday work, and that development often begins close to the production process.

Mats describes the beginning without exaggeration—and without rewriting it in hindsight. “I didn’t think any further than that. I’ll work for the summer—June, July and half of August—and then I’ll find something else.”

When the summer ended, he was offered a permanent position. At the same time, military service was approaching. There was no defined plan, but there was security in knowing there was a job to return to. He stayed—first because it made sense, later because it became meaningful. Today, he often sees the same dynamic among new employees joining KUBAL in Sundsvall: people looking for available jobs, taking their first role in production, and discovering that the industry offers more opportunities than they initially expected.

One memory that has stayed with him is his very first shifts in the production hall—the heat, the noise and the level of concentration required to keep everything running. “You quickly learn that every step is connected. If something goes wrong in one part, it affects many others.”

The shop floor as a compass and why experience guides decisions

Mats’ leadership has developed from within the operation. He started in production and learned shift work, routines, risks and the practical coordination required when a plant runs 24/7. This continues to shape how he views responsibility today: quality, a safe working environment and stable operations are not determined in theory—they are defined in everyday work.

“The knowledge is on the shop floor. The people doing the job know best how it should be done safely and efficiently.”

This perspective is particularly relevant in energy-intensive aluminium production. In an aluminium smelter, stability is critical: when the process is stable, work becomes safer, energy use more predictable and results more consistent. When variation increases, everything from planning and maintenance to working conditions becomes more challenging. That is why experience, discipline and collaboration are directly linked to both competitiveness and sustainability.

This is also reflected in how Mats talks about change. For improvements to last over time, they must work for the people who use them. It is about listening, testing, adjusting and anchoring solutions—not introducing changes that are disconnected from reality. In practice, this results in leadership that stays close to the process while also maintaining a broader perspective: operations, safety, energy, competence and long-term investments.

One of the clearest cultural insights in Mats’ story is the importance of honesty. In shift work and demanding environments, there is little room for pretence. People work closely together, often over long shifts, and depend on each other’s focus. This creates a workplace where clarity and openness are essential—both towards oneself and towards colleagues. According to Mats, this is where real collaboration is built.

Being able to say “I’m not at my best today” or “I’m unsure about this step” reduces the risk of mistakes. When colleagues step in, support and remind each other, safety becomes something people actively practise together—not something they only talk about.

Mats has seen what can happen when safety is compromised. There are examples where shortcuts have been taken outside established procedures, leading to serious accidents. Burn injuries and other physical harm are reminders of why routines, discipline and the courage to speak up are essential.

“If you can say that you’re not feeling well today, the risk of mistakes decreases. That is also part of safety.”

Within this logic, it becomes clear why many people choose to stay long-term. The sense of community is not an added benefit—it is part of how the work functions.

“If you ask why people stay here for so long, I think most would give the same answer: their colleagues.”

For Mats, this is also a key explanation for why so many remain at KUBAL over time. In a working environment where people depend on each other in every step, relationships are built through actions rather than words. It is not about always agreeing, but about sharing a common focus: that the work should be done safely, correctly and together.

This culture develops over time. New employees quickly learn that there is no room for prestige or role-playing in production. If something feels unsafe, it must be raised. If someone needs support, others are expected to step in. For Mats, this is not only about workplace satisfaction—it is also about quality and responsibility.

That is also why experience is so central to the operation. When people stay long-term, collective knowledge is built around the process, the risks and how small deviations can have major consequences. For anyone considering a career at KUBAL, this is an important part of everyday work—you become part of a context where your presence and judgement matter, every shift.

From responsibility to a broader perspective – what the CEO role requires in an energy-intensive industry

Mats’ interest in leadership developed gradually. During the 1990s, he stepped into supervisory roles—first as a substitute shift supervisor and later in more permanent positions. His motivation was driven by curiosity and a desire to improve.

“I have always been curious about how things can be done better. That is probably where leadership started to become interesting.”

At the same time, he describes his journey without romanticising it. Competence is essential, but opportunities and timing also play a role. When opportunities arise, you need to be willing to take them—and to carry the responsibility that comes with them.

“It is not only about knowledge. There has also been some luck—doors opening at the right time. But you have to step forward and take responsibility when you get the chance.”

A broader perspective

As CEO, the perspective becomes broader. It is no longer enough to understand the details—you also need to see the bigger picture and make decisions that hold over time. This includes investments, competence development, safety, energy issues and how to maintain stable operations in a rapidly changing environment.

“The biggest mistake a leader can make is to think they can handle everything alone.”

In a complex industrial environment, there are specialists in every part of the organisation. The CEO’s role is therefore about building strong teams, creating clarity in responsibilities and ensuring effective communication across shifts, functions and levels. Even when operational demands are high, strategic work must continue. When major decisions are made, operations must be stable and based on well-grounded facts.

Safety is one of the clearest priorities in Mats’ perspective—not as a symbolic issue, but as a prerequisite for long-term operations.

“Nothing is so important that it cannot be done safely.”

In an environment with high temperatures, strong magnetic fields and energy-intensive processes, there is no room for shortcuts. At KUBAL, safety culture is part of everyday work—embedded in routines, behaviours and the courage to speak up in time.

As CEO of Kubikenborg Aluminium AB, the responsibility also includes navigating issues beyond daily operations. Energy supply, investments and long-term conditions for Swedish base industry are critical for maintaining competitiveness at the aluminium smelter in Sundsvall.

Mats describes how energy has become increasingly central. For an energy-intensive operation, stable access to fossil-free electricity is essential—not only for economic performance, but also for enabling continued development of sustainable aluminium production. This requires both technical understanding and the ability to engage in dialogue with external stakeholders.

At the same time, he emphasises the importance of staying grounded in the fundamentals. Regardless of external changes, safety, stable operations and competence must remain strong. For Mats, long-term success is not about quick fixes, but about building on what makes KUBAL resilient: skilled people, clear ways of working and shared responsibility.

This also connects directly to future recruitment. For those considering a career at KUBAL, it is important to understand that the industry offers more than just a job—it offers the opportunity to grow into responsibility, knowledge and a broader understanding over time.

Sustainability and energy

KUBAL is Sweden’s only primary aluminium smelter and a key industrial player in the region. For Mats, this also means a broader societal responsibility. The industry creates jobs directly—but also indirectly through suppliers, services, transport and competence networks.

Mats highlights that Kubikenborg Aluminium AB is among the aluminium producers globally with the lowest carbon footprint. A key milestone came in 2008, when the electrolysis process was upgraded to modern prebake technology. “That transformation was decisive for KUBAL’s continued operation.”

Sustainable aluminium production, however, is not a single initiative. It is the result of daily work—through stable operations, energy efficiency, process control and systematic safety practices. For the aluminium smelter, access to stable, fossil-free electricity is essential for long-term competitiveness.

Future industrial careers

KUBAL has long been an international workplace with many nationalities represented. For Mats, this diversity is a strength that contributes to problem-solving and continuous development. At the same time, he sees a need for more people to recognise the industrial sector as a future-oriented career path.

For those looking for a job or aiming to build a career in industry, the message is clear: the roles are demanding, but they also offer the opportunity to grow in responsibility and expertise over time. Career development does not necessarily mean leaving production—it can also mean deepening your understanding of the entire operation.

When Mats reflects on the future direction, it is clear: “I want KUBAL to become even safer, more environmentally responsible and to remain an attractive place to work.”

Why KUBAL?

Mats’ message to young people considering their first job—perhaps a summer job—is straightforward: “If you want to develop, all the opportunities are here. I’m a living example.”

After more than three decades, his commitment is personal—not driven by nostalgia, but by responsibility. “KUBAL means a lot to me. I want the company to continue—as a strong industrial operation and a good place to work.”

The story of the summer job remains, not as an anecdote, but as a reminder that leadership often begins in everyday work—in shifts, in collaboration and in the ambition to do the job right, safely and together, every day of the year.