Main achievements in 2010

Laying the foundation for growth in Management Consulting:

- A new operating model was defined and the business group moved to a regional structure, supported by global practice areas that will both support the regions and develop knowledge, technical competence and new services in key growth areas.

Developing the Large Project function

- The core team specialists establishing the group wide Large Project Function were appointed. The first tasks for the Large Project Function cover harmonising and overseeing Pöyry’s large project global procurement processes & capabilities, as well as further development of EPC/EPCM services, supporting, structuring and supervising the implementation of EPC projects across the group. In addition, the establishment of  Pöyry’s Project Office activities, including groupwide harmonised PM processes, Pöyry’s Project Management Training and Career Path programmes.

Developing thought leadership and ways of working

- In 2010 many Pöyry employees contributed to defining the renewed value base being captured and launched as “Pöyry Way”. The key concepts and principles were communicated to staff in the autumn of 2010.

Knowledge @ poyry

- In order to better utilise the competence capital within the group, a Knowledge Management tool was launched at the beginning of 2010. The Knowledge@Pöyry -tool provides a platform for discussing and exchanging knowledge with experts with a longer-term objective to launch new projects, which may be related to widely different focus areas.

Operational excellence programme

As part of the strategy implementation in the autumn of 2010, a programme aiming at improving the efficiency and quality of operations to serve Pöyry’s clientele in an efficient way was launched. The groupwide Operational Excellence Programme will continue during 2011-2012.
To respond to changes in market environment, Pöyry started already in 2009 integrating detailed engineering resources into specific Engineering Centres (EC). ECs operate as cost centres serving internal clients across the company. The EC shall provide the right capabilities in a structured and predictable process with well-defined deliverables. As a first step, the decision was taken to consolidate ECs in Kouvola (Finland), Sao Paulo (Brazil), Lodz (Poland) and Jinan (China).

In late 2010 Pöyry took the decision to adapt capacity and to improve the operational model in Finland. As part of this process, statutory negotiations were held in Finland. The negotiations were concluded with a decision to reduce capacity in Finland by 400 persons.