This study examines how SSAB Special Steel Division handled the organizational and structural challenges that arose because of the COVID-19 pandemic. The focus is on how strategic decisions, work processes and support functions were adapted to ensure continuity, flexibility, organizational learning and resilience. The study is based on theories of Enterprise Risk Management (ERM), institutional theory, digital transformation and learning organization to analyze how the organization implemented risk management and adapted to external institutional requirements and norms in a changing context. The study is based on a qualitative research design with an abductive approach. Primary data was collected through semi-structured interviews with key people in HR, Task Force ,communication, work environment, supply chain and market development. To strengthen the credibility of the study, triangulation was used, as the interviews were supplemented with document analysis in the form of internal reports and policy documents from SSAB Special Steel Division. The analysis was carried out thematically and with careful consideration for research ethics principles. The results show how SSAB Special Steel Division's support functions operationalized organizational learning and risk management, and how these measures contributed to strengthening the organization's long-term preparation for future crises.