
Niklas Häger
Selected engagements
02. Shutdown, relocation, and disposal of Scandinavia’s last glass factory.
Scope and size of the project:
Value: EUR 120 million
85,000 square meter facility
270 FTE, round-the-clock production, year round
Approximately one year of closure
Challenge
The assignment involved the shutdown of Sweden’s only flat glass production facility. The impact extended far beyond the company itself. Jobs were lost. Suppliers were affected. The surrounding community was directly exposed.
The closure triggered a series of legal disputes, with the largest claim reaching approximately SEK 100 million. At the same time, the full industrial site had to be dismantled. More than 300 subcontractors were engaged in the disassembly work.
Production lines were relocated to other countries. Critical functions had to be maintained during the entire shutdown period to ensure safety, continuity, and control. The site, including land and buildings exceeding 85,000 square meters, was later cleaned and prepared for disposal following environmental requirements and permit expiry.
This was not a single event. It was a prolonged process requiring operational control, legal coordination, and continuous stakeholder management.
Lesson
A small, focused team can carry a large and complex closure if it is structured correctly.
The “stay-behind” organisation becomes critical. It holds the operation together while everything is being dismantled. It manages risk, maintains essential functions, and ensures that commitments are met throughout the process.
Leadership in this phase is direct. People need clarity, not messaging. Decisions must be taken close to the operation. Trust is built through presence and consistency over time.
Delegation is necessary. No single individual can control a project of this scale in detail. Responsibility must be pushed into the organisation, with clear mandates and authority to act. Mistakes will occur. The structure must allow the team to continue moving despite that.
Complex closures are not driven by plans alone. They are executed by teams that understand the work, the risks, and the sequence of events.
Final reflection
Large industrial closures are defined by execution.
When the structure is clear and the right people are in place, even the most complex shutdowns can be carried through in a controlled way.
270 FTE
​Scope of project
EUR 120 MILLION
Revenue
1 YEAR
Project Duration
SHUTDOWN, RELOCATION
Project Type
