Anton Svensson and Anders Cederquist – 20 Years of Service at EWES

A 20-year journey of development and collaboration

Anders Cederqvist and Anton Svensson are cousins. They are also the third generation to run the family business EWES, a responsibility they will have held for twenty years in 2024!

What is it like to run EWES? We sat down with company owners Anders Cederqvist and Anton Svensson to gain insight into their experiences after 20 years. Anders is the Development Manager of EWES Group, and Anton is the CEO. Two cousins, two determined entrepreneurs with different strengths. Here's how they describe each other – can you guess who is who?

Stubborn, analytical, and empathetic.
Stubborn, technical, and creative.

Both share the same stubbornness (perhaps it’s a family trait?), but their strengths complement each other. We asked them to describe the qualities they most admire in each other and why these traits have been so important.

Anders' superpower – analytical sharpness

Anton does not hesitate to express his admiration for Anders's analytical skills.

“Anders possesses an almost magical analytical ability. It is undoubtedly his superpower.”

“Anders can extract a wealth of valuable information from minimal data sets, and he always sees things from a new perspective. This has helped me tremendously in my daily work.”

At the same time, Anton acknowledges that Anders’s directness can sometimes present challenges.
“He says things as they are. Although we all know he is usually right, his honesty can occasionally be a bit… provocative,” Anton says with a smile before continuing, “In the long run, I’ve learned to appreciate the clarity and insight Anders provides, even if it sometimes requires a moment of reflection.”

Anton's superpower – brand creativity

When it’s Anders’ turn to highlight Anton, he doesn’t need much time to think.

“Anton is brilliant when it comes to branding. He knows exactly how to present EWES in the best possible way.”

Anders admits that he could never achieve what Anton does.
“I really admire him for his endless stream of ideas and vision.”

Pride in the global network

When asked what they are most proud of, both Anders and Anton pause for a moment. Then Anders says:
“The factories abroad.”

Anton nods in agreement.
“Yes, the subsidiaries in Serbia, Bosnia, and China are something we’ve built from the ground up. It’s been an incredible journey, and we are proud of what we’ve accomplished. It goes hand in hand with successfully implementing our ‘we-culture.’”

There is always a WE in EWES

The strong sense of unity at EWES is something both Anders and Anton emphasize as crucial to the company’s success. The employees are the company’s most valuable asset, and EWES has deliberately worked towards a flat organizational structure, free from unnecessary hierarchies.

“We care about each other,” says Anton. “‘The Power of WE’ is more than just a slogan – it’s a way of working together. For example, we let our machine operators visit the manufacturer during new investments, no matter where in the world the machine is made. Everyone should feel involved.”

Anders adds:
“We also try to give everyone the opportunity to attend trade fairs, and our cafeteria offers breakfast sandwiches as well as the option to order lunch. It’s all part of how we look out for each other.”

EWES' core business revolves around manufacturing a wide range of springs. The spring, this remarkable invention, is found in everything from communication equipment on aircraft carriers to light bulbs in your home. It’s a small yet crucial component that makes a big difference.

Three challenges – and two solutions

Just as much as EWES values its employees, finding and retaining the right people is a challenge. The onboarding process is one of the biggest hurdles.

“We have employees from many different nationalities, which requires us to carefully welcome and introduce them to our company culture,” explains Anders.

“One solution that has worked well for us is offering language training within the company.”

Another aspect to consider is sickness absence. In the past, influenza typically resulted in only a few days away from work, whereas today it can mean a week or more. This, Anders and Anton explain, gives EWES the opportunity to focus on the importance of good health.

Anton elaborates:
“It’s a chance for us to work on preventive measures and create a culture where we prioritise well-being, which in turn can contribute to increased productivity and job satisfaction.”

The final major challenge is technical competence. Anders clarifies:

“We see a skills gap among young people today. Digitalisation has led to many lacking practical experience, such as working on mopeds or understanding technology on a deeper level. To address this, we recruit based on mindset and attitude. We provide training in technology and programming on-site, giving our employees the opportunity to develop their skills.”

Inheriting a business – tips for the future

When it comes to handing over the business to the next generation, Anders and Anton are in no rush. However, they do have some valuable advice to share.

“Choose an HR person who doesn’t live in the area, and always keep the finances close to your heart,” Anders says with a smile.

“Remember – family ties are not enough to take over a business. Entrepreneurship is not an inheritance; it is more of a matter of the heart. To drive EWES forward, you need heart and passion. You really have to want to develop and lead EWES,” Anton emphasises.

Twenty years at EWES – in five words

We conclude the interview by asking Anders and Anton to describe their 20 years in five words. After a moment of reflection, they respond:

“Development, Courage, Pride, Respect, Innovation.”