Team RIVAL can, wants and dares

In the beginning of the year, we carried out an employee satisfaction survey with a really good result. Both the motivation, the culture and the job satisfaction were high. We were confirmed that we are a good team, where everyone prioritises teamwork and is ready to take on responsibility and realise our goals.

More responsibility in the organisation
In continuation of the survey, we chose to focus on some areas, we could work further on to strengthen our business. These are related to training the organisation’s competences and getting the decision-making and responsibility further out in the organisation.

“We invited a representative part of our employees to participate in the process of interpreting the results of the satisfaction survey in order to come up with ideas on how to make it even better,” COO Thomas Timmermann says. “We pointed out several focus areas e.g. predictability, role allocation and development opportunities, and at the same time we received concrete suggestions on how to handle optimisation and improvement. We are now in the process of implementing those. It is fantastic to experience our employees’ wholehearted commitment and to see that everyone is ready to take on more responsibility – and dares to put it into practice. Specifically, we have relaunched our LEAN strategy with a focus on clear communication and close daily follow-ups and dialogues across the entire organisation.”

Involvement strengthens job satisfaction
More decisions are now made in the organisation to a much greater extent on a daily basis. It happens e.g. at board meetings in the individual groups, where there are close follow-ups on the planned tasks and a focus on constant improvement on how we work. Everyone thinks it’s great to know that it’s been a good day because we’ve achieved what we had to – together.

Important elements on the future growth journey
Our overarching goal is to make the organisation more self-driving via increased digitization. It is a crucial strategic element in our continued growth journey.

There is a great will and ability to take on responsibility and ownership in the organisation, and the management must let go on some and give more space for involvement. It is a demand from both current and future generations of employees, and at the same time it makes us even better at honouring future demands from our customers. Furthermore, we have experienced that it has a positive effect on attracting new colleagues. We have just hired a new production engineer and a project manager, who positively commend on our team spirit and approach to continued growth.

We are on an exciting development journey, and it is fantastic to have employees, who can, wants and dares to take on responsibility in the journey.