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Comatec Group, Customer Magazine 1/2015 ® news Table of Contents news Editorial ................................................... Verso-Verkko – More Together ................................................... Engineering Manager Harri Haavisto – Certifi cation and Project Coaching .................................................. Comatec news .................................................. – Comatec Estonia OÜ at recruitment fair in Tallinn – ‘Yrityspäivät’ careers event in Tampere 5 February 2015 – New recruitment system taken into use – Tappara-Ilves derby at Hakametsä ice stadium in Tampere 14 January 2015 2 ComatecNews Editorial Boosting competitiveness he hot topic for dis- Strategic management theories state that four cri cal factors exist T cussion in Finland for companies that are successful. A successful company has a this spring is the parlia- clear strategy derived from its owner strategy and business idea, in par cular a compe on strategy. An eff ec ve organiza on strategy mentary elecƟ on. Day in, is needed to support this. Control and informa on systems serving day out the media remind management, and the knowhow of company management and us of the poor state of the economy, weak compeƟ Ɵ - personnel combined with smooth coopera on form the other two veness, the sustainability gap, employment, taxaƟ on, lists core factors in this concept for strategic success. of cuts and restructuring. Discussion about the economy In the past few years Comatec has put much eff ort into strengt- in Finland has focused almost enƟ rely on the public sector hening the four strategic pillars men oned above. In some areas and the role of government. However, the government and we have made good progress, in others we s ll have a lot to do. I the business sector, together, are responsible for economic consider the compe on strategy to be the most signifi cant and the company should be con nuously refi ning this. The elements in growth. In fact it is businesses that create economic growth an eff ec ve defi ni on of strategy are the business concept (what, and provide new jobs – the state only creates favourable for whom, how), basis for success (why customers buy from the condiƟ ons for this. The public sector lives on the tax income company), strategic business principles and ac on. An eff ec ve defi - from the business and private sectors. ni on of strategy is unique, incisive and clear, it safeguards a leading posi on and is drawn up from a global perspec ve. The poor state of Finnish exports is a par cularly worrying. De- velopments in Comatec’s most important customer sector, the Comatec is aiming to grow especially in the solu ons and project technology industry, have been even worse than average. The num- business. Interna onal expansion off ers new challenges for growth. ber of jobs at companies in the sector has fallen 15 per cent since Cleantech is a possible growth sector. Automa on, digitalisa on and the beginning of 2008. At the moment some 30 per cent of these the industrial internet will soon have a visible impact both on the companies are loss making. Fixed investments are as much as one design of our customers’ products and on the ways the company third down on their 2008 level. itself operates. Correctly targeted strategic measures will have a signifi cant impact on the company’s compe veness. It is possible Personally, however, I see signs of a turn for the be er. And not just to create compe ve edge for example with specialist knowhow, by because I think it is impossible to sink any deeper since we have opera ng in a diff erent way, or with outstanding service quality. now reached the bo om of the pit. There are slight indica ons of growth in our main export sectors. Crisis awareness is probably suf- Ul mately almost any business – even business to business – is per- fi ciently widespread among poli cal decision-makers and the par- son to person business depending on mutual trust. Developing cus- es in the labour market in Finland. I believe that during the term of tomer rela ons must remain a constant focus for our eff orts, with the new parliament we will fi nally move from words to ac on. priority on a service a tude. Moving into new areas means bigger risks, so we must also equip management personnel be er to take Whether the mes are good or bad, there are always some who risks and develop their ability to manage risks. To close I quote Sir manage be er than others. This is true for na ons, companies and Richard Branson, known for the Virgin brand and for risk taking on individuals. In most cases, behind the success lies ini a ve and a large scale, but also for his successes: “If somebody off ers you an determina on. Or as John F. Kennedy said in his inaugural address amazing opportunity, but you are not sure you can do it, say yes – in 1961: “Ask not what your country can do for you – ask what you then learn how to do it later!” can do for your country.” Too o en we expect “someone else” to look a er ma ers, or if things go wrong, it’s that same “someone Raimo Ylivakeri else” who is responsible. Board member Comatec Group Publisher EdiƟ ng and implementaƟ on Feedback, subscripƟ ons, Comatec Group Comatec Group cancellaƟ ons Kalevan e 7 C Taina Syrjänen Taina Syrjänen FI-33100 Tampere tel. +358 40 5931 259 tel. +358 40 5931 259 tel. +358 29 000 2000 taina.syrjanen@comatec.fi taina.syrjanen@comatec.fi www.comatec.fi Taina Syrjänen Andrew Fisher (Transla on) Cover: Karjalan Konepaja Oy ComatecNews 3 VVerso-Verkkoerso-Verkko – MMoreore TogetherTogether Verso-Verkko is a co-operaƟ ve network operaƟ ng in South Karelia. In 2014 Verso-Verkko provided employment for a total of 470 people. The network was started aŌ er the paper mills in the region began making major investments. Local metalwork companies and the Town of Imatra noƟ ced that the number of new contracts going to local companies was not as high as it could have been. The reason was the size of the companies and a lack of capacity. The Town of Imatra’s public development company introduced the idea of the co-operaƟ ve network; today, the Verso-Verkko network is made up of Karjalan Konepaja Oy, TM-Asennus Oy, Imatran Metalli Oy, Imatran Hitsaus-Asennus Ky and Insinööritoimisto Metso Oy. The Verso-Verkko co-operaƟ ve agreement was signed in 2003. AUTHOR: TAINA SYRJÄNEN “Before Verso-Verkko was formed we were Kai explains. network selects a company from among in a me of recession – similar mes to the its members to liaise with the prospec ve ”The big companies also hoped that the present. There wasn’t really much work. client, prepare the quote and take respon- local companies would network. Maybe Then the large paper mills opera ng in this sibility for the project. Other companies they thought that local manufacturing region began major investments. Karjalan in the network commi ed to a par cular would lower the costs, as it would eliminate Konepaja even successfully nego ated project off er their own prices and resources the need to pay the costs of transpor ng three contracts for Stora Enso. We made to the company that prepares a quota on products long distances,” Kai con nues. and fi ed over a million kilos of zinc-coated for the client. tubular bridge structures for them,” says Simo agrees. “We basically started to think “The companies within the network can Karjalan Konepaja Oy’s Managing Director about working together, so that the work also quote for contracts on their own if they Simo Salminen. wouldn’t go elsewhere. We wanted to be have suffi cient capacity to do so. At the in with a chance.” “While we were working on that project, same me other companies in the network Joutseno started their own project, and the What does networking can also quote, as Verso-Verkko, for the two projects overlapped,” Simo con nues. same contract; in such a case the company “I quoted for the Joutseno contract too. mean? quo ng on its own is not party to the Verso- We would have been compe ve and the The idea behind Verso-Verkko is that the Verkko off er. work would have suited us very well, but companies in the network work as indepen- “For example, Imatran Metalli Oy’s mana- we did not have the capacity to do two dent companies but get support from the ging director Ari Kos ainen and I could to- such projects at the same me. I had to network for larger projects. The network gether quote as Verso-Verkko for a project quote a price that included evening and comes into the picture when an individual that Karjalan Konepaja has the capacity to weekend work, which raised the price too company does not have suffi cient resources fulfi l on their own. Then Karjalan Konepaja much and it cost us the contract.” to quote for or carry out a project. Toget- off ers their own quota on for the contract “So a major factor in the crea on of the co- her, the companies within the network are and is not included in the off er made by the opera ve network was the fact that we, the able to off er a larger capacity. network,” Kai explains. companies that set up Verso-Verkko, were Verso-Verkko is not a legal en ty; it is not a “In the early days we were some mes missing out on large contracts because this registered associa on or a company.

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