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YIT Management System GRIP / HP&AH&TT 2019

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YIT Management System GRIP / HP&AH&TT 2019 YIT management system GRIP / HP&AH&TT 2019 YIT Company-Wide Management System for Project Business JOHANNA AROLA , DEVELOPMENT MANAGER, YIT SUOMI OY 2019 Creating better living environments We develop and build apartments and living services, business premises and entire areas. We are also specialised in demanding infrastructure construction and paving. Together with our customers, we create more functional, more attractive and more sustainable cities and environments. MERENKULKIJANRANTA, HELSINKI, FINLAND The history of YIT 1910–2019 1960 2018 1920 1930 1940 1950 1970 1980 1990 2000 2010 1910 1912 2019 1970 2013 LEMMINKÄINEN SALE OF NORDIC YIT GROWS YIT UNDERGOES A 1990 AND YIT MERGE PAVING AND 1920 to become the DEMERGER 1960 THE MODERN PROJECTS AROUND Stronger and MINERAL FINNISH BUSINESSMEN largest construction to form two separate YIT IS FORMED THE WORLD more AGGREGATES ESTABLISH YLEINEN 1950 company and IN THE 2000s, companies. YIT continues by Perusyhtymä, By 1994, the Group stable together BUSINESS 1910 INSINÖÖRITOIMISTO THE COMPANY construction YIT EXPANDS its construction operations, Yleinen 1980 operates in 11 Announced in LEMMINKÄINEN to continue the EXPANDS ITS exporter in Finland. operations to building while its building services 1930 Insinööritoimisto, HOUSING countries. Foreign July, estimated to IS ESTABLISHED operations. The CONSTRUCTION services in the Nordic are transferred to a newly Asfaltti Osakeyhtiö DEVELOPMENTS IN Pellonraivaus Oy CONSTRUCTION BEGINS business accounts take place company grows to OPERATIONS 1975 countries and Central formed publicly listed Lemminkäinen is PAVING and Insinööritoimisto Operations are more than half of January 1, 2020 become Finland’s and starts to export STRONG GROWTH Europe. Housing and company, Caverion. established in 1910. It The first roads are Vesto Oy. expanded in 1984 to the Group’s total leading builder of construction services BEGINS business premises paved in 1930. include housing revenue. initially operates in the water supply and to the Middle East Lemminkäinen construction is 2014 1960 construction in Finland. waterproofing, bitumen sewerage plants. until 1990. acquires the expanded to the CHANGE IN CONSTRUCTION 1995 and concrete products construction Baltic countries and DIRECTION OPERATIONS 1987 YIT-YHTYMÄ businesses. 1920 company Oy Central Europe. Focus on a strong EXPANDED YIT AND is listed on PRODUCTION OF Alfred A. balance sheet and Emerges as PERUSYHTYMÄ the stock 1912 ROOFING FELT Palmberg Ab. 2000 operational Finland’s largest MERGE exchange. ALLMÄNNA BEGINS The acquisition THE SECOND-LARGEST efficiency. Followed paving operator at forming INGENIÖRS- The production opens up export ASPHALT CONTRACTOR IN later by the pursuit the end of the YIT-Yhtymä Oy. BYRÅN AB of roofing felt opportunities. THE NORDIC REGION of growth. decade. The service offering is (AIB) opens starts in 1920. 1989 expanded to include an office in LEMMINKÄINEN building systems. Helsinki. is listed on the stock exchange. 2018 in figures* REVENUE* ADJUSTED OPERATING PROFIT* 3.2 132.0 EUR billion in 2018 EUR million in 2018 NET PROMOTER SCORE EMPLOYEES** (NPS) 7,600 52% in 10 countries SCALE: -100%–100% YIT announced on July 4, 2019 the sale of its Nordic paving and mineral aggregate businesses. * Pro forma restated ** Continuing operations BUSINESS CENTER B66, KAUNAS, LITHUANIA We are the largest Finnish and a significant North European construction and development company Restated revenue by geography, EUR million, 2018 Personnel figures: continuing operations FINLAND FINLAND Revenue: 2,300 NORWAY RUSSIA Personnel: 4,400 SWEDEN SCANDINAVIA ESTONIA Revenue: 100 LATVIA Personnel: 200 LITHUANIA RUSSIA Revenue: 300 POLAND Personnel: 1,400 CZECH BALTIC COUNTRIES REPUBLIC SLOVAKIA Revenue: 300 Personnel: 1,300 CEE COUNTRIES Revenue: 200 Personnel: 300 6 YIT announced on July 4, 2019 the sale of its Nordic paving and mineral aggregate businesses. Structure of Management Systems Management systems describe agreed management and operational practices; Values, Vision, common ways of working. Mission It defines how performance is evaluated, managed and continually improved. Policies, Through the management system, we Principles, ensure that our competitiveness develops according to our goals and objectives. Processes and performance indicators Management Systems are based on legal requirements, standards, business best practices and operating models. Documents and IT-systems Structural hierarchy of Management Systems 7 Common management system in YIT With a common management system we can • Lead our business more effectively • Common processes → common key results and performance transparency • Respond to external requirements and regulations • Continuously develop our way of working (efficiency) • Share best practices • Break down silos for better cooperation throughout the company • Implement change in agile way • Appear to customers as one company What is GRIP? #together “We will succeed if we work together with the agreed new YIT ways, with a common management approach and a common goal, with a good grip on our own responsibilities and team achievements.” -Kari Kauniskangas, YIT CEO We use “GRIP” to describe new YIT's management system and common ways to operate, as well as the work that aims to harmonize both of these. GRIP also describes well our culture – the will to find and continuously develop common smart ways of working, and active approach to solving challenges together. Video of YIT Management System GRIP Customer focused and continually improved common ways of working Management System Procedures, instructions, templates Processes show what Best practice sharing to do and when and improvement suggestions Project execution and daily work Regular evaluation of performance GRIP auditing Management reviews Evaluation of operations and management against Reviews of performance by management to ensure that regulations (laws, standards, etc.), stakeholder GRIP and ways of working are effective and compliant requirements and GRIP practices. with organization's objectives and requirements • Third-party GRIP audits annually by certification • Customer and stakeholder feedback company • Performance measurements • Second-party GRIP audits on request by customer/ • Risks and opportunities contracted organization • Resource requirements and performance of suppliers • First-party GRIP audits regularly by defined YIT personnel (internal and supplier audits) • Changes in operating environment • Audit results → Fact based and up-to-date information of performance, degree of compliance and way → Decision making regarding management system of working to different management forums change and development actions. and annual planning process. Continous development of Management System Yearclock for Management System development INTERNAL AUDITS according to the yearly T planning. ANNUAL PLANNING OF AUDITS Repeat the cycle N-times within year T to support continuous development. OCTOBER Country –level Q4 Q1 T T Management Review and changes APRIL Management Review including development proposals with Management resources and needs for changes. Implementation and Deployment System Implementation and Deployment T OCTOBER Management Review Yearclock T including development proposals with resources and needs for APRIL Country –level Management changes. Q3 Q2 Review and changes Segment Management Review Participants: • Segment Management Responsible for the Management • Segment MS Representative System is responsible to lead the operations within the yearclock. T EXTERNAL AUDITS according to the yearly planning. ISO 45001 implementation requires participation of representatives of workers to Management System development. Roles in maintaining and developing Management System Management GRIP user • Ensures that resources required by the management system are available. • Follows way of working, • Responsible for realisation of set policies, principles and GRIP practices. GRIP practice. • Ensures that GRIP operates in target oriented and effective way. • Proposes and participates in improvement actions. Process owner • Defines way of working for a process and is responsible for the process meeting set targets as well as fulfilling stakeholder and business requirements. • Develops process performance continually, in alignment with interfacing processes and process owners. Development Engineers • Trains and supports implementation and Management system responsible maintenance of GRIP • Facilitates and coordinates development and evaluation of GRIP in area of practices. responsibility and supports implementation of ways of working. • Auditing. • Supports management and employees in maintenance and improvement of effectiveness and performance of the management system. Johanna Arola Development Manager YIT Suomi Oy, Infrastructure Projects [email protected] 040 8269379 Panuntie 11, Helsinki /Finland facebook.com/ Twitter.com/YITGroup yitsuomi Instagram.com/ Linkedin.com/ raksaduuni company/yit.
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