Quality of products and services

Our quality focus embraces the whole organization. Every year, we run quality programs to address specific development needs. In 2015, we conducted several ISO 14001 certification projects to meet the environmental requests from stakeholders. Today, 95% of employees are covered by these certificates. We also continued adapting our Tieto Way business system to support business in a disrupted digital world.

For us, active quality work serves many purposes. It provides business value for our customers, pride to our employees and value to owners and investors. It also provides a continuously improved quality platform for business operations, and helps to govern our processes and quality. In addition, it provides corporate-level measurements to facilitate the suggestion of necessary actions with regards to deliveries and our quality platform. Furthermore, quality focus helps to ensure that we adhere to and comply with relevant regulatory systems and industry standards.

During the past years, the interest for sustainability, and environmental issues in particular, have increased among our stakeholders. As a response to these requirements, and evidence of our commitment to conducting our business responsibly, we conducted several ISO 14001 certification projects (Environmental management system) during 2015. As a result of these activities, ISO 14001 certification coverage increased from 62% to 82% at the end of the year. At the end of January 2016 the coverage was 95%, thus reaching our target to certify all units above fifty employees. We also made progress in other ISO certification areas. Based on our targets to conduct ISO 9001 and 27001 certifications based on business needs, 73% of our business was covered by ISO 9001 certificates (Quality management system) at the end of 2015, and 48% by ISO 27001 certificates (Information security management system). Coverage is measured in terms of employees.

In audits, our external certification partner, DNV GL, reported eight major non-conformities. All were in the area of Information Security Management. After root cause analysis and implementation of corrective and preventive actions, all non-conformities were closed. In these audits, DNV GL also identified a number of strengths across Tieto, such as achievement of energy saving goals, good project monitoring and control, and effective utilization of automated tools.

Driving quality in daily business operations

Our Quality Policy applies to all operations and employees, and the purpose is to state what benefits quality has, what the objectives are with quality, and how we understand our customers’ experiences of our quality.

Tieto Way is our group-wide business system and process library. This system contains four business processes - Offering Development, Sales and Customer Relationship Management, Project Delivery, and Continuous Service Delivery - forming the main vehicle enabling our operating model to realize our chosen strategy, together with roles, tools and competences. In Tieto Way, our staff finds the end-to-end business processes needed for developing, selling and delivering our products and services to customers. Tieto Way also enables internal knowledge transfer, and the reuse of best practices.

To ensure continuous quality in products and services, and operations as a whole, our Tieto Way business system and process asset library was further developed in 2015. Among other things, four core processes within our Sales and Customer Relationship Management process were merged into one simplified and holistic process, enabling a seamless end-to-end flow and integration between the activities.

The new era of digital disruption is setting new end-user demands on our business system. To address these demands, we will take the first steps in 2016 towards a guiding business system based on “invisible” processes, i.e. where business support is provided through operative tools rather than a static process repository. In addition, Tieto Way needs to support different ways of working. We are also aiming to optimize and harmonize the process roles in Tieto Way with other Tieto roles.

Despite attention to high quality and a proactive approach, unexpected incidents might occur, having an impact on deliveries and customer assignments. During the past years, several initiatives have been deployed within proactive risk management in projects to strengthen and support a more predictable delivery performance. Activities have included collecting experiences of the sales and delivery process and characteristics in order to identify potential risks more proactively. In 2015, proactive risk management in our Sales process was further developed through better scoping of sales cases and identifying the critical parts of the sales cycle.

The Tieto Way business system is continuously benchmarked and compliant with many international standards and frameworks. In addition to  complying with the ISO 14001, ISO 9001, and ISO 27001 standards, the Tieto Way business system complies with ITIL (IT Service Management), Project Management Book of Knowledge (PMBOK), and Capability Maturity Model Integration (CMMI). Furthermore, compliance is ensured with selected industry standards, e.g. ISO 13485:2003/AC: 2007 for medical devices, and PCI-DSS for payment card data security.

Tieto Way is developed and managed by a network of process managers and process owners in the company, and governed by the Head of Processes and Quality. To manage the process and quality system, and to make sure it is aligned with the needs of business, there is a corporate-level core team. This team works closely with business units also providing support on performance monitoring and compliance with selected standards. The objective is to be able to maintain, develop and keep up to date the relevant quality tools and processes.