Scope #19 (12/2024)

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WINTER 2 02 4 / 2 02 5

Prohoc United:

Beyond borders: developing services, elevating impact Prohoc’s ESG commitment: actions over obligations International O&M assemblers: Prohoc’s expanding reach

S CO PE #19

Contents 4

Strategy: From Vaasa to the World

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From the CoB: Building partnerships and elevating standards for a sustainable future

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Prohoc adopts a new common and uniform way of working

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Production: Continuous improvement yields results

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Sustainability: Doing good or just following rules?

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Mika Nykänen: Advancing project management services at Prohoc

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Strengthening Prohoc culture by empowering unity

20 O&M: Going international 22

Scope is a stakeholder magazine giving insight to the daily business and development of Prohoc Group and its personnel. PUBLISHER: Prohoc Group EDITOR-IN-CHIEF: Kimmo Kohtamäki ART DIRECTOR: Jonne-Pekka Stenroos/Make it simple COVER PHOTO: Outi Järvelä PRINTED BY Waasa Graphics, Finland. Papers and inks used are eco-friendly and produced responsibly.

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Wellbeing: Calm in the storm

K E YNOT E

A unified future for Prohoc A

s the year comes to a close, I find myself reflecting on everything we’ve accomplished together. For us at Prohoc, 2024 has been a year of big changes, meaningful progress, and, above all, care—a value that defines who we are and guides everything we do. As the new year approaches, it will also mark the start of our new strategy period and the official launch of the unified Prohoc Group.

The theme of this magazine, Prohoc United, perfectly captures our collective spirit. You’ll find interesting

insights into our Prohoc United program, which has a simple goal: to serve our customers even better in the future. We’ve broken silos and built bridges. I’m personally very excited, not just by the changes but by the promising outlook for Prohoc solutions.

Demand for the production and field services is growing, and technology companies are looking for trusted partners to support their operations. Our project execution service is a great support platform for companies looking for investments in new green energy production.

This year, we’ve taken important steps forward.

We’ve expanded our global reach, focused on sustainability, and strengthened our foundations for growth.

From the new production hub in Vaasa to our work in Industry 5.0, these milestones are proof of what we can achieve when we work together with care and purpose.

On a personal note, this year—my first as Prohoc’s CEO— has been a journey of learning and building connections with the people who make Prohoc what it is. I’ve been inspired by the resilience and dedication of the people I’ve met, whether in the factory, on global projects, or in the office. Prohocians are a remarkable group, and it’s their collaboration and commitment that have made our success this year possible.

To our customers, partners, and employees: thank you for making this year extraordinary. You are the heart of everything we do.

Wishing you all a peaceful holiday season and a fantastic start to 2025. Let’s make it another incredible year, together.

Kimmo Kohtamäki CEO

Outi Järvelä

BORN IN VAASA, EXPLORED TWO CONTINENTS — and

settled in Espoo. I run because I want to keep up with my wife. I find joy in helping others discover their potential and seeing the willingness and courage to try new things.

LI: Kimmo Kohtamäki 3

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The year 2024 has marked a pivotal turning point for Prohoc, as we have reshaped our strategy and organizational structure. Our goal is clear: to better serve our customers, reinforce our caredriven culture, and scale up our already strong service offerings.

Reshaping strategy, strengthening services, and expanding global reach Text Jari Kangasmäki, Kimmo Kohtamäki Illustration Visual Electric

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t the heart of Prohoc’s new strategy lies a commitment to enhance our services, expand our global presence, and support our customers in their decarbonization efforts.

Furthermore, we are positioning ourselves to lead the way in Industry 5.0 initiatives, working toward to becoming the best version of ourselves.

A key element of our mission is to contribute to a sustainable future by enabling our customers to succeed in their decarbonization journeys. More information on our Industry 5.0 initiatives and care-driven culture is available in this publication.

E X PANDI NG S E RVI C E FO OT PRI NT Central to our strategic focus is service development, with significant investments in global field service resources and project management contracting services. These areas present substantial opportunities within our core customer segments—technology OEMs and Owner-Investors—introducing new services to support their long-term success and sustainability.

As we strengthen our role as a global partner to OEMs and asset owners, we are expanding our service footprint through both organic and inorganic growth. →

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R ES HA PIN G ST R AT EGY

“As we want to go forward hand in hand with our customers, we will invest in building global service networks, expanding from our current footprint in the Nordics to Continental Europe, the UK, and Central and South America”, says Prohoc’s CEO Kimmo Kohtamäki Prohoc’s geographic expansion in 2024 has made significant progress, particularly in the UK and Guatemala, where sales, negotiations, and recruitment are actively progressing.

“Guatemala offers unique and exciting project opportunities for Prohoc’s professionals in Central America in the years to come,” Kimmo adds.

Prohoc has made a significant leap in expanding our production services by securing a new production hub in Vaasa.

PRO H OC’S NEW PROD U C TION HUB I N VAASA

As part of our new strategy, we are strengthening our operations in the manufacturing industry by offering services designed to enhance production efficiency and streamline operations. We have a proven track record with our existing global customer, providing valuable production optimization solutions and production resource services.

Our tailored production optimization and outsourcing services are customized to meet each customer’s unique needs.

While committed to supporting current partners, we are also well-positioned to collaborate with other manufacturers looking to improve their production efficiency.

“Our objective is to help manufacturers boost productivity, reduce costs, and focus on their core strengths while we handle key production operations”, Kimmo shares.

In line with this vision, Prohoc has made a significant leap in expanding our production services by securing a new production hub in Vaasa.

We have entered into an agreement to acquire approximately 6,000 square meters of flexible

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production space in the Järvikatu factory area.

The versatile and adaptable nature of the facility supports the development and scalability of a wide range of services. We will be able to broaden our service offerings, streamline daily operations, and deliver added value to our customers. These new premises provide Prohoc opportunities for expansion not only with our current partners but also with new customers, creating a foundation for innovative, customer-driven services in areas such as assembly and maintenance of industrial products – all under one roof.

STR E NGT HE NI NG PRO HO C ’ S T E A M Attracting and retaining top talent, both in Finland and at our international locations, is critical to our success. As part of our growth efforts, we have brought on board several new Prohocians to support these initiatives.

We have recruited exceptional professionals to bolster our team, enhancing our existing operations and paving the way for new opportunities in industrial services. The response to our updated communication and strategy was overwhelmingly positive, attracting top talent for key roles including Chief Operations Officer, and Senior Vice Presidents to lead the customer segments.

These strategic positions are now filled, and the selected individuals will be introduced through our channels in the coming months.

“I am thrilled to welcome these top professionals to our team. After extensive discussions with numerous high-caliber industry experts, I am confident these persons will enhance our capabilities as we move forward to next level of operations” Kimmo expresses.

FROM T H E DES K O F C O B

Building partnerships and elevating standards for a sustainable future As we enter into our strategy period for 2025-2027, Prohoc’s vision focuses on becoming a more valuable partner, a better employer, and a stronger contributor to society.

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ur journey, guided by the principles of Industry 5.0, emphasizes sustainability, resilience, and human-centered innovation.

Our goals for this period go beyond numerical growth; they center on the value we create for stakeholders, employees, and society. By 2027, we aim to be a leading force in Industry 5.0 in the Nordics, helping our customers navigate the changing industrial landscape and making a positive impact as a business citizen.

our customers’ needs while being mindful of our impact on the planet. We are committed to reducing our carbon footprint, promoting sustainable practices, and working closely with our customers in helping them decarbonize their industries.

We will leverage AI, process automation, and data analytics to drive innovation. At the same time, we ensure these technologies complement our workforce, creating a harmonious balance between human ingenuity and digital advancements.

A key focus of our strategy is expanding our global capabilities. We plan to establish regional service hubs to support customers with localized expertise. By offering a combination of global reach and local insight, we aim to become the preferred partner for OEMs and owner-investors, helping them manage complex projects and services more efficiently.

This growth will strengthen our ability to support our customers’ goals and solidify our position as a globally capable service provider.

Outi Järvelä

E XPANDING G LOBA L C A PA B ILITIES DR IVI NG S U STAI NAB I L I T Y A N D G OV E RNANC E

Our commitment to sustainability is integral to our strategy. We aim to lead by example in our sector’s ESG practices, with the goal of ranking #1 in ESG peer reviews by 2027. To support these goals, we will strengthen our governance, refine financial operations, and improve internal capabilities using Lean methods.

By building robust standards in these areas, we ensure sustainable growth and reinforce our role as a responsible corporate citizen.

W E AIM TO LE AD BY EXAMPLE IN OU R S ECTOR ’S ESG PR ACTICE S , WITH THE G OAL OF RA NKING #1 IN E SG PE E R REV IEWS BY 2 02 7

E MPOW ER ING OUR P EOP LE

Our internal growth is equally important. We are committed to fostering a “high-performance, high-care” culture, where employees can reach their full potential. Investing in skill development, leadership programs, and employee wellbeing will allow us to attract and retain top talent.

We aim to be an employer of choice, where people feel valued and inspired.

E MBR ACING INDUSTRY 5 .0

Industry 5.0 is at the core of our strategy. This framework combines advanced technology with a human touch, enabling us to create sustainable and resilient solutions that meet

LOOKI NG FO RWARD

The next few years are critical in shaping the future of Prohoc. By becoming a globally capable, expertise-driven, and customerfocused organization, we will continue to create value for all our stakeholders. Our mission is to be a trusted partner, a great employer, and a leader in sustainable practices in our industry, helping us achieve global partner status with several of our key customers.

We are excited about the opportunities ahead and are committed to achieving our goals with integrity and determination. Together, we will build a brighter future for our customers, our people and our society.

Matti Manner Chair of the Board

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M ANAG EM EN T T EA M U NI T E D

Prohoc adopts a new common and uniform way of working KIMMO

JA R I

J OHA NNA

IIRO

MATI AS

The increasingly customer-oriented way of working changes the organisation of Prohoc’s operations, but good service will continue to be the guiding principle of operations. The aim is to find new partnerships alongside the existing ones and to pursue growth through internationalisation.

Text Johanna Haveri Photos Outi Järvelä

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t has always been important to Prohoc that customers are satisfied with the services they receive, whether they concern projects, production or operation and maintenance. This principle still holds true: in its new strategy created this autumn, Prohoc places the focus of all its operations even more on the customers.

Due to strong growth in recent years, Prohoc has needed to develop its operations to better align with the current situation and future goals. In accordance with the new strategy, the company has developed a single operating model instead of the three different service lines operating as separate companies. Thanks to this shared use of resources, Prohoc can provide its customers with even better and more agile services that are designed specifically for their needs.

“Going forward, the customer account teams and key account managers will be able to offer the entire Prohoc portfolio, including project, production, and maintenance services for customers,” says Matias Träskbäck, Senior Vice President, Strategic Accounts.

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According to Matias, this is a clear change from the previous situation, in which the customer could receive offers from several Prohoc teams for different phases of the same project. From now on, all services will be handled by a designated account manager and their team.

This development step has been considered and planned specifically from the point of view of customer service, not of the organisation.

“We want to be closer to the customer and understand their needs so that we can serve them even better. At the same time, we will strengthen our position as an industry partner and highlight our desire to grow with our customers, also internationally,” says CEO Kimmo Kohtamäki.

TH E WAY O F WO RK I NG I S A L S O VI S I B L E WIT HI N T HE C O M PANY

Moving to the customer-oriented approach that pools the entire company’s offering has an effect on the entire company. It is the clearest in the customer interface and service production, but the

R IIT TA

Fundamental task of the management team is to calibrate its compass to point in this shared direction.

Jari Saaranen (left) and Matias Träskbäck are aiming for the same goal: to be closer to the customer and understand their needs to serve them even better.

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M ANAG EM EN T T EA M U NI T E D

common strategies and goals are also visible in administration and support services.

“The joint management model brings clarity and efficiency to decision-making, enabling us to set unified goals and track progress more effectively across the organization. By aligning our practices, we can optimize resource use and build a solid foundation for financial growth and long-term competitiveness,” says Chief Financial Officer Riitta Niemelä.

Chief Human Resources Officer Johanna Hämäläinen highlights the benefits of harmonizing organizations leadership and ways of working practices: “With a team of 400 talented individuals, we can better leverage everyone’s expertise and unique skills across departments. This approach encourages collaboration and knowledge-sharing, allowing everyone to learn from one another.”

The shared talent pool also opens doors to diverse career paths, providing opportunities for growth and development across all roles. “By breaking down traditional silos, we create room for innovation and meaningful connections within the company,” Johanna adds.

The migration to the new operating model is an investment, but Johanna and Riitta believe that it

Happy together, together stronger, says Prohoc’s team: Johanna Hämäläinen, Iiro Wesslin, Jari Saaranen and Riitta Niemelä.

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will provide cost savings, increase innovation and strengthen the “we” spirit.

MO RE PART NE RS HI P S A ND IN T E RNAT I O NA L I T Y

Being an industry partner requires Prohoc to have an excellent understanding of the needs of its customer companies. It requires a confidential relationship and good communication with the customer, but also Prohoc’s willingness to invest in the development of its service operations.

“Not all customers want a partnership that is built on extensive cooperation, joint development and measurement-based management, but we have identified companies in our customer base that would be willing to develop cooperation in this direction,” says Kimmo.

According to Kimmo, Prohoc is committed to serving existing customers, but is also ready and willing to invest in new partnerships. Prohoc’s goal is to become international by offering services to its international customers also in their foreign locations. This would probably mean establishing local service hubs in strategic locations around the world.

“Prohoc will continue to provide its customers with cost-effective, safe and high-quality services that will help them to succeed,” Matias promises.

PROD U CT ION S E RVI C E S

Continuous improvement yields results Continuous improvement has led to good results in Prohoc’s production services. Systematic development work will continue together with customers, learning from our own experiences.

Text Johanna Haveri Photos Outi Järvelä

PRO D U CT ION S ERV I C E S OP ERATIONAL EXCELLENCE

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rohoc has seen a major growth spurt over the past three years. The growth has been partly organic and partly the result of business acquisitions. Growth is a natural consequence of the company having recruited significantly more employees who, with their own expertise, help to meet the needs of customer companies.

The growth in production services has been almost explosive; the number of employees has quadrupled from approximately 50 to 200.

Naturally, this has also led to a multiplication of the number of roles that guide and develop operations. The organisational structure is now also easier to scale up to future needs.

Tools Process

People

R ESULTS ALR EA DY V IS IB LE

With the strengthening of the organisation, continuous improvement has been implemented more systematically in production services.

After the growth sprint, more proactive and systematic operations have been achieved, which reduces the need for “firefighting”. In addition to increasing the number of personnel and competencies, development capability has been strengthened by creating a clear operating method, providing the necessary tools, increasing transparency and employee involvement and arranging the necessary training.

“Clearly managed goal-oriented development activities, closer cooperation and strengthening of capabilities have relatively quickly resulted in significant improvements in performance, both in operations and in development activities and their quality,” says Lead Excellence Mikko Mattila.

Well-organised and continuous development is carried out in the long term, piece by piece, while analysing, reflecting and clearly prioritising. It is important that the development activities support Prohoc’s own objectives and those agreed with the customer. To support operations, better production performance

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metrics and illustrations have been developed to help to measure the achievement of goals and allocate measures.

“As a strategic partner, we are able to improve the production performance and provide added value to the customer.

Jointly agreed goals and clear operating models ensure long-term impact,” says Matias Träskbäck, who is in charge of customer strategic partnership.

The benefits of continuous improvement in production are straightforward to measure in financial terms, but development efforts also add value to the personnel, for example, by reducing overload and stress and allowing time to focus on meaningful activities.

1 0 0 - DAY G OAL S

Prohoc’s mission is to be a high-value partner and to continuously develop its processes, together with its customers. Customer orientation, openness and inclusion, the measurement of results and continuous learning are important factors on this journey. Success requires the right tools and a shared understanding of the application of Lean principles both with the customer and internally to make it possible to communicate in the same language, whether visualised, spoken or written.

So called 100-days plan, which is managed in a similar way as a project, has been implemented as an organised and structured way for the team and management to manage and monitor development measures. Preliminary discussions include reviewing the goals of the customer and Prohoc as well as previously identified development needs. The measures that will be focused on over the next 3–4 months are determined based on these. After this, each service focuses on achieving its own development efforts, and Mikko updates the prioritisation, goals and implementation of the development efforts with the customer in monthly development meetings.

L EAN TOO LK IT IN U S E

At the beginning of the development period, targeted value stream mapping is carried out at selected sites to identify factors that slow down, disrupt or prevent the flow. Such factors referred to as waste in Lean terminology may include waiting or stopping work, back and forth or unnecessary movement, corrective or repetitive work, or excessive work in progress (WIP). Based on the analyses, the target state is

outlined and a development plan is drawn up or a previous plan is revised or specified further.

To identify points of friction and bottlenecks in the process, long-term monitoring or simulation may be required to analyse the impact of different variables on production throughput.

Such variables may include different cycle times of manufactured products at different stages of the process and personnel resources, for example. Such cases require complex analysis models to understand the effects of different variables and the constraints imposed by production facilities on the production flow at a more precise level.

The aim is to have as little variation as possible in the main and support processes of production and to be able to anticipate and prepare for any upcoming disruptions and problems without them significantly delaying production.

A customer-oriented operating model resulted in a new role Matias Träskbäck, formerly Head of Business, Production Services, will take on the new role of Senior Vice President, Strategic Accounts.

“Going forward, I will be responsible for providing Prohoc’s full service offering to strategic key customers and developing them together with the key personnel team. In this role, it is important to have a broad understanding of the customers’ entire business, strategy and challenges so that we can offer tailored high-value services,” says Matias.

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ES G MAT T ERS → S USTA I NA B I L I T Y

Doing good or just following rules?

Text Ilkka Palola Illustration Jonne-Pekka Stenroos

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ustainability and corporate responsibility have become essential aspects of modern business. But is this drive to be more sustainable rooted in a genuine desire to do good, or is it simply a reaction to increasing regulation and customer demands?

For many companies, sustainability is a value-driven choice that reflects a commitment to the well-being of the people, environment and society. On the other hand, stricter EU sustainability reporting requirements, such as the CSR Directive, compel companies to act, even if their primary motivation may not be entirely voluntary.

Is corporate responsibility and sustainability more effective when it springs from a company’s internal culture, or is regulation the only way to achieve tangible change?

And what about economic growth and sustainable development — two cornerstones of business that are often at odds?

Traditional thinking has long emphasized that economic growth requires the intensive use of natural resources and sometimes the full capacity of human talents, leading to environmental degradation and workforce strain. Nowadays, however, many companies strive to balance economic development with sustainable practices, seeking an equilibrium between business efficiency and securing the foundations of a good life. Can companies grow responsibly, or does true sustainable development require giving up certain financial goals?

E S G AND HUM ANITY

The Dutch author and historian Rutger Bregman has explored in his book ‘Humankind – A hopeful history’ (Hyvän historia in Finnish), whether humans are fundamentally good or bad. His conclusion — backed by a com14

pelling amount of evidence — is that we are inherently good; that human nature includes community spirit and a fundamental capacity to act for the common good.

So, people are naturally inclined toward goodness. Regarding ESG, this is evident in at least two ways: through employees’ initiatives and commitment to sustainability measures, and through job seekers’ appreciation — companies that are genuinely sustainable are more attractive as workplaces.

People who want good wish to be on the side of the good.

But what about companies? Business activities are always driven by human actions, values, and choices. Although companies often appear as faceless systems of management structures, supply chains, and processes, at their core, they are fundamentally based on human action, cooperation, and trust. For companies, sustainability means, above all, building trust by committing to actions that enhance the well-being of the environment, customers, communities, and individuals.

EN FORC E D E S G ?

At times, EU regulations can feel like micromanagement, but in the realm of sustainability, this oversight is highly welcomed. Not only does it push companies to operate with genuine responsibility and eliminate practices of greenwashing, social washing, or marketing-based pseudo-sustainability, but it also makes corporate sustainability measurable and comparable. Starting in 2025, the EU’s Corporate Sustainability Reporting Directive will apply to selected medium-sized companies too. According to the directive, companies must report on environmental impacts, social responsibility, and govern-

ESG MATTERS at Prohoc. Our vision is to be stronger contributor to society. In this column, we will talk about current ESG issues and how the past year has gone in Prohoc’s ESG activities. Stay tuned!

ance practices based on a model defined by the European Sustainability Reporting Standards (ESRS).

F I NANC E AND E S G

Even though sustainability comes with a price tag, there seems to be a connection between sustainability and good financial performance too. Former Governor of the Bank of Canada, Mark Carney, says that “ESG is not about philanthropy; it’s about risk management.” By this, he means that ESG is linked to a company’s long-term success. This claim is also supported by facts: A study (The Comprehensive Business Case for Sustainability) by Harvard Business Review found that companies that prioritize sustainability outperform their peers in the long run, particularly in financials like sales growth, return on assets and return on equity.

Another study (MSCI ESG Research) found that companies with higher ESG ratings face lower capital costs, indicating that investors perceive them as less risky.

PE RM ANE NT LY RE S P O N SIBLE C O M PANI E S

The EU’s sustainability reporting requirements will apply to Prohoc in 2026, marking the beginning of our journey under the watchful eye of the EU “big brother.” However, we see ourselves as having already committed to ESG efforts for quite some time.

And we have already started our journey to CSRD compliancy. In addition, a strong, value-based culture of care and responsibility has been an essential foundation for us and a key competitive advantage. The owner’s desire — for a company we can truly be proud of — has long guided our approach. We want to be on the side of the good.

The CSRD will introduce more comprehensive metrics for us. Carbon footprint calculations and other significant data points are valuable metrics we are currently developing.

We also believe it is essential for our ESG program to focus on meaningful actions rather than unrealistic targets. Too many companies have had to retract ambitious ESG goals and sustainability pledges due to insufficient analysis of actual capabilities and genuine commitment to sustainability.

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PROJECT M A N AG EM E NT C O NS U LTANC Y

Advancing project management services at Prohoc Industrial project business has long been integral to Prohoc’s operations.

In recent years, the company has systematically enhanced its project execution services, now driving further progress under the guidance of a newly appointed head of unit.

Text Johanna Haveri Photo Outi Järvelä

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his summer, Mika Nykänen joined Prohoc as the new Head of Project Management Consultancy, immediately taking an active role in developing the offering and building a sales pipeline. While Prohoc has managed customer projects throughout its history, a new project management concept has been created in recent years, drawing on the company’s experience and responding to customer needs. This well-defined concept and comprehensive processes provide clear insights into project execution to meet customer requirements.

“The development work we’ve accomplished has been a significant step forward, and there’s more to come,” Mika says. “We help customers to find the most suitable implementation methods for their projects and execute the project accordingly. We ensure seamless project delivery by focusing on flexibility and providing the right expertise exactly when it’s needed. Our goal is to be one of the leading Nordic players in our field in the near future.”

BUI LDING LASTING CUSTOM ER R ELATION S H IP S

Prohoc’s Project Management Consultancy (PMC) team is focused on securing new customer projects in competitive markets while fostering longterm customers relationships. As the global industrial landscape evolves rapidly, new opportunities emerge continuously.

“To grow, it’s crucial to offer well-defined services that clearly communicate our value,” Mika emphasizes. “Prohoc has always excelled in project delivery, but enhancing project portfolio and highlighting service value are keys to driving growth.

Our flexible methodology adapts to customers’

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needs, enabling efficient project management and minimizing risks in any situation.”

Mika believes that planning, preparation, and experience-based development are essential for securing new projects. Maintaining close communication and truly listening to customers are equally important.

“Increasing growth requires a strategically defined service offering. Success relies not only on technical expertise but also on understanding customer needs and market dynamics,” he adds.

Health, safety, and environmental considerations are also essential elements of Prohoc’s project services. “We adhere to comprehensive company-wide policies on environmental, social, and governance matters, while also fulfilling our customers’ guidelines in each project,” Mika explains.

QUA L I T Y AND C O NS I ST E NC Y TH RO U G H STA NDA RD S

Project management services are now integrated into Prohoc’s management system, which complies with ISO 9001 (quality management), ISO 14001 (environmental management), and ISO 45001 (occupational health and safety management) standards. Additionally, Prohoc’s project management guidelines are aligned with the PMBOK Guide and general project management standards. This framework offers a structured view of core project management areas and provides detailed instructions for the necessary documentation at each project stage.

“By following these guidelines and using Prohoc’s processes and templates, our experts ensure consistent, high-quality, and reliable project execution, with comprehensive documentation throughout all project phases,” Mika emphasizes.

CU RRICU LU M VI TAE

Mika Nykänen Prohoc Oy 2024 Head of Project Management Consultancy AFRY 2023-2024 Manager, Construction Management 2021-2023 Area Manager (Uruguay) Konecranes 2017-2021 Project Manager 2015-2017 Project Engineer Wärtsilä 2014-2015 Site Engineer (Jordan) DHL, Högfors and others Logistics and manufacturing works for several years Education M.Sc. Industrial Management

MEET A P ROHOCIA N

Mika Nykänen: From vision to reality I’ve had the opportunity to work in various locations across the world, but now I’ve returned to my roots in Salo. I enjoy hands-on work, which is why I’m already renovating my second apartment. Unlike my professional work, where results take time, renovations offer the satisfaction of seeing immediate outcomes.

My role at Prohoc is mobile, but I frequently visit our offices in Ruoholahti and Vaasa. During trade fair season, you might also find me at industry events. With my background in customer projects, I’m naturally inclined to connect with people and engage in sales initiatives.

What drew me to Prohoc was the dynamic world of project business, particularly strategic planning, end-to-end project execution, and building strong customer relationships. I’ve had the chance to take on diverse responsibilities and I value the company’s relaxed atmosphere. While we’ve made significant progress already, development never truly stops as we strive to meet evolving customer needs and stay at the forefront of the industry.

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BU ILDIN G COM M U NI T Y

Strengthening Prohoc culture by empowering unity → One unified Prohoc marks a significant chapter in Prohoc’s journey → Our companies join forces to build a stronger, more competitive organization.

Text Johanna Hämäläinen, Jari Kangasmäki Illustration Atipo Illustrations

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hile this integration will improve Prohoc’s market reach, optimize resources, and strengthen operational capabilities, the key to success lies in uniting the teams, creating a cohesive culture of high care and high performance, and building a sense of One Prohoc community.

This cultural integration will drive the organization forward and inspire Prohoc employees to feel part of one shared purpose.

E MPOWER ING UNITY AS A C ATA LYST FOR PROHOC’S SUCC ES S

The transformation journey brings numerous benefits for both Prohoc Group and its people. ”The cultural aspect of this change is huge. It’s about building one Prohoc organization that feels unified, agile and ready for growth. Integration presents a powerful opportunity for Prohoc to strengthen our identity and empower our people to work together with a shared vision,” says Johanna Hämäläinen, CHRO of Prohoc Group. She continues, ”When employees feel part of a 18

unified organization, they share the same purpose and goals. This unity promotes collaboration and trust, which are essential for moving toward new strategic goals.”

The transformation enables Prohoc to streamline processes and operational efficiency under one umbrella. ”Standardized practices across teams create new efficiencies, allowing us to scale operations effectively, ensuring that the company can take on larger projects and better serve our expanding customer base. For employees, consistent processes simplify day-to-day responsibilities, creating a smoother workflow that enables them to focus on great work performance,” says Johanna and continues: ”Cohesive and integrated teams create successful operations and communication across the organization, fostering smoother operational success and efficiency as well as culture of high care and high performance.”

With one unified structure, Prohocians also gain access to broader career paths and new learning opportunities. One organization

A STRON G INTE R NAL TALENT PIPE LINE IS VITAL FO R OUR LON G -TE R M SUCCESS. WHEN WE HAVE ROOM FOR GR O WTH, PEO PLE REMAIN MOTI VATED, R EADY TO ADAPT TO CHANGI NG BUSIN ESS NEED S , AND PR E PARED TO STE P IN TO NE W RO LES AS TH E ORGAN IZ ATION SCALES.

structure opens doors for mentorship and internal growth, enhancing employee satisfaction. ”A strong internal talent pipeline is vital for our long-term success. When we have room for growth, people remain motivated, ready to adapt to changing business needs, and prepared to step into new roles as the organization scales,” promotes Johanna.

HI G H CAR E AND H IGH - P ER FOR MA N C E CULTUR E DR IVING C H A N GE

Prohoc United* is an exciting step forward, providing an opportunity to build a stronger, more connected organization. By focusing on community, Prohoc aims to create a supportive, collaborative, high-care culture but also setting a foundation for long-term resilience, growth, and high performance. ”We hope that employees gain a sense of security knowing that they are part of an adaptable, forward-thinking company. A cohesive and resilient organization is more responsive to external pressures as well. With a team that is prepared to support each other, we are better positioned to adapt the market shifts and

pursue new business opportunities,” says Johanna and continues: ”Culture of high care has always been part of Prohoc’s DNA, and we want to keep it that way also in the future.

However, to meet the evolving expectations of our customers, we’re also putting a lot of focus on building high-performance culture as well. We feel that a culture of high care and high-performance blends Prohoc’s commitment both for our people and for our customers perfectly.” ”The focus on high care ensures that employees can focus on excellence allowing them to bring their best selves to work each day. We have a culture where people are valued, trusted and supported. We prioritize well-being, growth, and satisfaction. At the same time, we embed high performance into our culture with clear expectations, accountability, target-setting, and cohesive leadership practices to achieve our ambitious goals. We believe this combination leads to a motivated workforce, exceptional collaboration, customer satisfaction and sustainable results that drive Prohoc success towards new heights”.

Prohoc United refers to the process of unifying the Prohoc Group by combining our strengths and expertise from different business areas and geographical locations. The goal is to strengthen collaboration, break down internal silos, and create a shared culture that supports customer focus, sustainability, and continuous growth.

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O PE R AT ION S & M A I NT E NA NC E

The work of assemblers is becoming international As maintenance operations are integrated into Prohoc’s customer-oriented turnkey service, the work of assemblers is also changing. Projects that last from weeks to months abroad are becoming increasingly common.

Text Johanna Haveri Photos Outi Järvelä Editing Jonne-Pekka Stenroos

P

rohoc’s maintenance business began with a team of 15 people in 2021. In summer 2022, Jari Saaranen was appointed as Head of Business, Operations and Maintenance Services, and the past few years have been a period of growth for the team, currently consisting of 45 people. Through recent recruitments, Prohoc’s team has gained a lot of new expertise and maintenance-related experience for the projects of customer companies both in Finland and abroad.

“Prohoc is an international company that wants to grow and expand its expertise, together with its customers. Therefore, we have developed our global field service operations to support our customers. As a result, operating and maintenance assemblers who are used to working in Finland have increasingly worked on projects abroad,” Jari says.

at a customer’s premises on a permanent basis, wanted to come and experience how such a large machine is dismantled. This will probably help him in his maintenance tasks later.

Mechanical assembler Tero Ruismäki also participated in the Italian project by clearing and dismantling the automated shelves.

“I had previously been on an assignment to install similar shelves in Sweden and dismantle punching equipment in Mexico,” he says.

This year, Hermanni Halonen has carried out electrical installations on cruise ships in the Caribbean and the Mediterranean, and next winter he will be on a short assignment to the South China Sea. Marine electrical installations are diverse, as vessels have a wide range of equipment and distribution boards to connect in a relatively small space, and the sea does not always make work easier.

DI S MANTIL ING WOR K IN ITA LY, I N STAL LATIONS ON T H E OC EA N S

N EW EXP E RI E NC E S F RO M AB ROA D

Over the past year, an increasing number of Prohoc’s operation and maintenance assemblers have worked on customer projects abroad for periods of varying lengths. Maintenance assembler Aki Laitila was one of nine Prohoc installers who took part in a major project in Italy to dismantle and relocate an approximately 32 metre long and 12 metre high gantry machine.

The assemblers worked together with employees of a German company working for the same customer, who had already begun to prepare the dismantling work before Prohoc personnel arrived. Laitila, who normally works 20

Jari says that the number of projects carried out abroad is likely to increase as the maintenance business is integrated into Prohoc’s turnkey service offering for customers. The length of international projects varies from a few weeks to a few months, and the assemblers’ willingness to participate in them is listened to.

“Projects abroad are suitable for different people in various ways, for example, due to their family situation. However, it’s worth trying. You will learn a lot by stepping out of your comfort zone,” Jari suggests.

Aki, Tero and Hermanni all agree that projects abroad have been a nice change from

working in Finland. They have learned a lot about the work itself, the working conditions and the working culture. At multinational sites, the common language is usually English, and work is carried out according to the customer’s rules. Colleagues at Prohoc have also been interested in hearing about the experiences of those involved in projects abroad.

“The best thing about working abroad is the experience. In a way, it is like a leap into the unknown, because the challenges that arise in the work must be solved quickly on site with the resources available,” Hermanni highlights.

A WO RK P L AC E T HAT TAK ES P EO P LE I NTO AC C O U NT

Prohoc’s Operations and Maintenance business includes mechanical, electrical and automation installations, commissioning, maintenance and operations. The tasks depend on the customer’s needs, and the tasks within the same customer company can also vary depending on the situation.

Both experienced experts and promising young people work in the maintenance unit, and the spirit in the team is good. There is usually always room for good new professionals to grow with the team.

Aki Laitila, who has worked as an assembler for close to 20 years, has now been a Prohoc employee over two years. For him, joining the company was a positive surprise.

“Here, people are taken into account, which is not necessarily the case in every workplace,” he describes.

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Text Anni Kemppainen

Calm in the Storm

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Illustration Jonne-Pekka Stenroos

How to keep your nervous system in balance A DEQUATE SLEEP

W E L L BE I NG

D

id you know that the autonomic nervous system constantly regulates your wellbeing? It is divided into two distinct parts: the parasympathetic and sympathetic systems, which affect different organs and related systems in opposite ways. The parasympathetic nervous system is responsible for calming down the body and taking care of important vital functions like breathing, blood circulation, and digestive function. The sympathetic nervous system activates the body and ensures we react quickly to situations and get things done.

Ideally, the parasympathetic and sympathetic nervous systems are balanced. This makes you feel relaxed and energetic in the right proportions. When the balance is upset, the nervous system can go into fight-or-flight mode, making the mind and body feel like they are in overdrive. It's hard to concentrate on work, and it's hard to relax after work.

YO U R N ERVOUS SYSTEM IS WORT H P ROT EC T I NG

A balanced nervous system contributes to work performance and well-being in many ways. It affects stress levels and helps you sleep and recover better. Nervous imbalances can cause physical symptoms such as headaches and muscle tension. If prolonged, it can even increase inflammatory reactions and slow down digestion.

A balanced nervous system improves concentration and resilience. The ability to face challenges and adapt to change is better. A calm and alert state of mind supports creativity and innovation.

A relaxed and calm mind improves interaction with colleagues and teamwork and creates a good working atmosphere. People can more easily control their emotions, which reduces conflict situations.

The nervous system recovers and regulates itself during sleep, so quality and adequate sleep is key.

Try to maintain a regular sleep rhythm and stick to an evening routine that supports calming.

REST BREAK S DU RING THE DAY

Small breaks during the day help your body and mind to recover and balance the nervous system, especially if you have an intense working day.

TAK E BREAK S FROM SCREEN TIME

Learn to use your devices consciously and take moments without smart devices to give your nervous system a breather from the constant influx of stimuli.

Uncontrolled, aimless browsing can keep your nervous system in a constant state of "standby". Many people find that screen-free time increases their presence and concentration in everyday life.

CONSCIOU S P RESENCE EXERCISES A ND BREATHING EXERCISES

Focusing on the present moment and calming the mind is one of the most effective ways to reduce nervous overload. Just a few minutes of meditation a day can help balance the nervous system. Calm breathing can be practiced even during the working day.

MOVING AROU ND IN NATU RE

Spending time in the woods or by the water has been shown to lower heart rate. It can even lower blood pressure. Exposure to nature is an effective way to relieve stress and promote mental balance.

COLD EXP OSU RE

Cold swimming has been shown to calm the nervous system. If you don't have access to a winter swimming spot or a cold water pool, a cold shower, or even just rinsing your face with cold water helps.

Remember, what works for one person may not work for another. Find the methods that work best for you. It is also important to note that an overactive nervous system doesn't calm down overnight. Be patient – the reward is no less than a better quality of life.

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Caring for our people, delivering on our promises C A R E A M P LIFIES G ROW TH

PRO HO C. F I