The <\/strong>year started<\/strong> on a positive note. Expectations for the year were high,<\/strong> since this was going to be the first complete year after combining hydropower, <\/strong>engine & hybrid power<\/strong> as well as expert service units into Power Generation.<\/strong><\/p>\n Because VEO is a project-driven company, it is therefore vital that we have the ability to maximise the resource potential available in all of our core activities.<\/p>\n \u201cBy cross-utilising the personnel, we can maximise our expertise in projects. Resources are now more evenly distributed between business segments, and for example, we also utilise the know-how of the engine & hybrid power experts in hydropower\u201d says Jari Vataja<\/strong>, Vice President of Power Generation.<\/p>\n During the year, attention was also more focused on the main business segments of the Power Generation unit; hydropower and engine & hybrid power.<\/p>\n \u201cBy focusing our operations, we can improve the efficiency of our business. For example, we have now integrated the expert services and excitation departments as a part of Power Generation and brought the resources available for use in other projects as well. The changes we made regarding resource utilisation have had the greatest impact on the delivery side, where huge efficiency improvements were achieved in only one year,\u201d Vataja continues.<\/p>\n The better planning of resources combined with successful recruitments during the year meant that it was also possible to increase the number of deals we could sign.<\/p>\n \u201cThe challenge in the past was overcaution, due to a fear of not having enough resources to cover our needs. But now we have the confidence to take a bolder grip on our sales. We have also made changes to the bidding process and sharpened its content. In this way, we are able to successfully negotiate profitable deals, which is one of the biggest factors in improving our outcome.\u201d<\/p>\n Thanks to the above-mentioned improvements in operations and successful deals, the hydropower segment also saw some significant progress in the right direction and appears to be moving on an upward trend.<\/p>\n \u201cWe already made a turnaround in hydropower sales in 2018, and now we can see a significant improvement also in our deliveries,\u201d notes Vataja.<\/p>\n When heading towards 2020, the outlook for the Power Generation business looks even more positive than one year ago, thanks to the development and progress made during 2019.<\/p>\n \u201cIn conclusion, 2019 was a successful year for the Power Generation unit and VEO. The success of the changes and the performance of the organisation show that we can now counterbalance our actions if one segment faces challenges. For this, I can warmly thank each and every member of my knowledgeable team, who have given their all to achieve our common goal. I\u2019m happy to work in such a determined environment and confident to continue our journey together into the future.\u201d<\/p>\n","protected":false},"excerpt":{"rendered":" At the Power Generation unit, 2019 was a year of significant and rewarding development.<\/p>\n","protected":false},"author":1,"featured_media":227,"parent":77,"menu_order":6,"comment_status":"closed","ping_status":"closed","template":"","meta":{"_acf_changed":false,"footnotes":""},"class_list":["post-27","page","type-page","status-publish","has-post-thumbnail","hentry"],"acf":[],"yoast_head":"\nResource optimisation<\/h2>\n
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Efficient resource utilisation had the most significant impact on the delivery side, where huge efficiency improvements were achieved in only one year.<\/h3>\n<\/blockquote>\n
Bolder trading<\/h2>\n
A turnaround in hydropower<\/h2>\n
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\u201cDuring the year, we succeeded in making a noteworthy improvement in the hydropower business.\u201d<\/h3>\n<\/blockquote>\n
With confidence towards the future<\/h2>\n