We are
Söderbergföretagen

We are a family-owned group, with companies in the fields of industry and technology trading. We invest in niche market leaders that we develop further through long-term ownership.

Most importantly, we invest in drive, entrepreneurship, intelligence, commitment and great Monday feelings. To put it simply, we invest in people. We call this “Progression through people” and this truly makes a difference – it makes a difference for you, for us, for companies and for our surroundings.

We are
Söderbergföretagen

We are a family-owned group, with companies in the fields of industry and technology trading. We invest in niche market leaders that we develop further through long-term ownership.

Most importantly, we invest in drive, entrepreneurship, intelligence, commitment and great Monday feelings. To put it simply, we invest in people. We call this “Progression through people” and this truly makes a difference – it makes a difference for you, for us, for companies and for our surroundings.

Reaching growth together

We acquire and refine profitable small and medium sized companies. Our success is the result of our genuine interest in developing companies, along with our conviction that it is people who make the difference. We are actively and long-term committed to our subsidiaries, not least when it comes to refining their business concepts and finding new business opportunities.

We are no faceless owner operating from afar. We participate, listen and provide advice and support. We do this because we know that together – owners, management and employees in combination – we can make companies more successful and better able to benefit from creativity, potential and growth opportunities at all levels – internally and externally, from management teams to individual employees.

To us, it is crucial that employees are empowered and able to make decisions – an approach that we believe provides us with the best opportunity for successful growth, both of companies and as individuals. This is why we constantly strive to make our processes more effective and people centric, allowing an equal give and take of responsibilities, and providing an opportunity for development. When we acquire companies, we like them to be able to retain their business identities and for the entrepreneurs in question to remain in the business. We work together because things tend to become more fun and successful when we do so.

Long-term owner equals successful ownership

Söderbergföretagen is owned by the Jan Söderberg family, who have been industrialists and entrepreneurs for many years. Being a family-owned business means close cooperation and constructive dialogue with the owner. Here at Söderbergföretagen, the short decision paths, openness, flexibility and entrepreneurship, typically found in small companies, are combined with resources befitting a large company.

"We invest in companies which are, or will become, market leaders within their field of expertise."

- Mattias, CEO Söderbergföretagen

  • Founded: 1995
  • Turnover: SEK 1,3 billion
  • Employees: 400
  • Business areas:
    Components, , using design-in competence to manufacture customer-unique OEM components
    Electrical Power, components and systems for electrotechnical applications
    Infrastructure, products and solutions that make road traffic and the city smarter and safer
    Technology Trading, trading in industry-specific niche products that require unique expertise
  • CEO and President: Mattias Sonnenfeld
  • Chairman: Jan Söderberg
  • Owner: Familjen Jan Söderberg
  • Head office: Malmö

This is how we work – our philosophy

Active & long-term ownership
Our business concept is to acquire and improve profitable small and medium-sized companies in the fields of industry and technology trading. As active owners, we build strong, long-term positions within industry-specific areas and niches.

A group of market leaders
The aim is for our subsidiaries to achieve market-leading positions within their respective field of competence.

Clear economic goals
The Group’s long-term financial goal is profitability in excess of 18% EBITA/operating capital (equity plus net debt).

Six cornerstones to success
Our strategy for achieving our goals is based on six cornerstones:

  • The cultural values and views on profitability of our company group are central to the operations of the subsidiaries.

  • Subsidiaries are steered towards clear and concrete goals based on both individually tailored and agreed-upon growth and profitability ambitions.

  • Methodical work in order to improve the profitability of units within the group which may be underperforming.

  • Focus on growth, organic development and additional acquisitions, in companies which meet established profitability requirements.

  • Continual development of subsidiaries’ business concepts in order to capitalise on new business opportunities

  • Find and acquire companies according to internal criteria.

Values that make you look forward to another day at the office

Our business is based on values that are guiding stars in our work and in our contact with both our corporate environment and our colleagues. Together, these values create a culture that is characterised by entrepreneurship, openness, enthusiasm and drive – an environment in which the individual, on their own or working with others, is essential for growth and success.

Customer benefit
How do we create value for the customer? This question is the starting point for everything we do. We aim to always keep a close and an even pace with the customer in order to better understand their reality. This allows us to develop customer-specific solutions that include better products and improved performance. The success of the customers is our success.

Management by objectives
Our subsidiaries are steered towards clear and concrete goals based on historical performance and agreed growth and profitability ambitions. Each company has individual goals depending on the situation and industry, and it is the companies themselves who decide how to achieve them.

Freedom, responsibility & progress
Our work is based on the principle of freedom with responsibility, with all our co-workers contributing and creating value, while simultaneously developing both themselves and the business. Those who work with us are able to make decisions and feel empowered whilst performing their daily tasks, as well as in dealings with both customers and suppliers. Being free to make decisions creates value not only for the business and our stakeholders, but also creates commitment among individuals.

That family feeling
At Söderbergföretagen, our communication is upfront, and doors are open. Alongside freedom and responsibility, community is another cornerstone for our success. We always encourage employees to find inspiration, advice and assistance from their colleagues in sister companies as well as in the parent company. We are a family where every member counts. We encourage people to take on responsibilities and we allow them to grow by confronting challenges. This results in dedicated employees, who feel emboldened and comfortable when they turn up for work on Monday.

Entrepreneurship
Our culture is characterised by an entrepreneurial spirit both at the level of the parent company and that of subsidiaries, where management has always been entrepreneurial – an approach that will remain unchanged during our ownership. Decision-making power, forward movement and courage are words that we are happy to put into action at all levels of our business. In addition, it is often non-standard thinking – taking place outside of the famous box – that enables new business opportunities to flourish. The entrepreneurial spirit also means that we trust the individual’s drive, always encourage proactivity and welcome individual initiatives.

Historical milestones

1995

Söderbergföretagen is established.
Acquisition of Svenska Industriplast.

1996

Acquisition of Semi Plast.

1998

Acquisition of Elisolation.
Divestment of Semi Plast.

2004

Acquisition of STI Plast.

2005

Acquisition of Meco Pak (incl. Markjet).

2006

Acquisition of Andrén och Söner.

2007

Acquisition of Henjo Plåtteknik.

2008

Divestment of Meco Pak.

2009

Merger of STI Plast and Svenska Industriplast.
STI Industriplats is established.

2011

Acquisition of Molybon.

2012

Nordic Plastics Group is established through a merger of STI Industriplast, Molybon and Andrén & Söner.
Divestment of Markjet to Boxon.

2013

Acquisition of Blinkfyrar.

2014

Acquisition of ProVia.

2016

Founding of Blink Services.
Acquisition of Focus Electronic.

2017

Acquisition of SEAB Nordic with the companies SEAB AB, SEAB OY, SEAB A/S, Auto Care AS and Constant Clean AB.

2019

Divestment of Henjo Plåtteknik.
Divestment of Blink Services, which goes on to form part of Netmore Group (publ).

2020

Acquisition of Formteknik i Gislaved.
Acquisition of Olssons Elektromekaniska.
Acquisition by Blinkfyrar of the fellow subsidiary Focus Electronic.

2021

The group is organised into four business areas.

The board

Jan Söderberg, founder and chairman of Söderbergföretagen. Previous positions include President and CEO of Bröderna Edstrand and senior positions within Dahl Invest AB, Fosselius & Alpen and Esselte. Jan Söderberg is a member of the board of Ratos and a member of the Advisory Committee at the School of Economics and Management at Lund University. Jan is also a member of the board of the foundation My Special Day (Min Stora Dag).

Mattias Sonnenfeld, CEO, President and member of the board of Söderbergföretagen. Previous positions include President and CEO of G&L Beijer Import & Export and Deputy President of Lagercrantz Group and senior positions in the Bergman & Beving Group.
Lars-Åke Rydh, member of the board of Söderbergföretagen. Former President and CEO of NEFAB and Chairman of the board of OEM International. Lars-Åke Rydh is Chairman of the board of Danfo Investment AB Chiffonjén, Prototypen, Schuchardt Maskin and Kooperativet Olja and a member of the board of NEFAB, Nolato, Garo, Spectria Invest Fond, Hjo Verktyg and Östrand & Hansen.
Andreas Söderberg, member of the board of Söderbergföretagen. Previous positions in the financial markets in Frankfurt and Stockholm, including investment banking and working as a company analyst with multinational and medium-sized Swedish companies. Andreas Söderberg is currently taking leave for further education.
Markus Söderberg, member of the board of Söderbergföretagen. Previous positions in communication strategy and PR at JMWGolin and INGO, among others. Markus Söderberg is Marketing Campaign Lead at Kry and a member of the board of Ready Digital.

Invested in society

We want to have an active role in society. We recognise the value of being a part of topics that branches beyond our core business, which is why we are involved in several projects.

As of now, we support and engage in the fundraising foundation My Special Day (Min Stora Dag) that makes the dreams of seriously ill children come true. Each year, hundreds of children in Sweden suffer from serious diseases. The goal is to give these children something wonderful to dream about when the days are long and the treatments are tough. Söderbergföretagen's founder Jan Söderberg is also a member of the board.

The Jan Söderberg family is passionate about the School of Economics at Lund University and as a result to this, the Jan Söderberg Family Prize in Economics and Management has emerged. Every year, outstanding and pioneering research is awarded with one million SEK in prize money. The purpose of the award is to act both as a motivation as well as a boost going forward, both for the individual on a personal level and as a researcher.

Our hopes are for this to engage the school as a whole, as well as leaving a mark on a national, and hopefully, an international level. Jan Söderberg is an honorary doctor at the School of Economics and a member of the school's Advisory Committee.