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A management system brings freedom and certainty to take responsibility
Protect was awarded ISO 9001 and ISO 45001 certifications at the beginning of 2020, a prestigious recognition of its long-term efforts to improve its operations. As a result of the work done in building the management system, quality and safety are now seen more clearly in practice, both in management and in the day-to-day work of experts: responsibilities have been clearly allocated and self-management has been given a better framework through the creation of new structures and processes. Protect's management is committed to all its policies and to seeing for itself the positive impact of this commitment on efficiency and development. -We have been systematically building management practices for a long time. We have tested different practices and now we can see that our own management system can serve as an example to others. We didn't just want the certificate for the paper, we acted on it," says Miia Laakso, Protect's Business Director.
Sharing responsibility and creating boundaries creates a sense of safety
At Protect, in addition to assigning responsibilities, processes have been created for different types of situations. The guidelines also clearly specify what needs to be authorised and what can be done on your own. In growing companies, the issue of responsibility sharing becomes relevant when one person's time is no longer sufficient to handle everything. When people dare to give and take responsibility, they become more flexible. Decisions are not stuck in the hands of one person and work efficiency improves. The fact that the company's management follows the same guidelines brings clarity and creates a secure environment - A climate of trust is created when everyone can be confident that things will be done as originally agreed. Clear operating models eliminate unnecessary questions and uncertainty and free up time for productive work," says Laakso.
Better customer service through clear frameworks
Quality systems are sometimes seen as rigid and restrictive. Protect wants to refute this claim with its own practical experience. The goal is a situation where people act in accordance with quality and safety guidelines but can implement them in the way that suits them best. Protect has therefore created a clear framework to support a self-directed and creative way of working. The operations manual produced for staff clearly communicates the company brand and policies. The company's values and practices, embedded in the workplace, determine the level of customer satisfaction. The management system therefore has a strong impact on recruitment and induction. The operations manual allows us to mirror the willingness of new employees to act in line with our values, and thus to find the kind of people who thrive in our company.
Continuous improvement requires a willingness to change
Pertti Salo, CEO of Protect, is committed to adhering to the agreed management system models. He is pleased with the outcome of the certification process and the development work that preceded it. “Clearly defined processes and responsibilities make everyone’s work easier and reduce the workload, especially for those in management roles. When roles and responsibilities are clear, you can trust that work will get done even in exceptional situations,” Salo says. Salo also points out that the management system and development work are never finished; they must be evaluated regularly. — This is an ongoing process. If there is a need to change operating methods, we must be ready to adapt.