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The Lapland UAS operating policy

The staff, students and partners of Lapland UAS form a multidisciplinary community where everyone plays their own valuable role. By working together, we create wellbeing, business, culture and know-how from our Arctic living environment.


Our values guide our actions

• We are a trusted partner
• We work profitably and responsibly
• We trust in our own competence and that of our partners

• We anticipate the future
• We see changes as opportunities
• We boldly try new things and learn from mistakes

Sense of community
• We operate openly and interactively
• We value ourselves and others
• We share our competence


Our operations are founded on quality work and enterprise resource planning

Quality means small good deeds in everyday life, and every member of the Lapland UAS community can contribute. Nevertheless, we need a quality system to help and support the everyday quality work and produce different kinds of information about our operations and achieved results to support development work. The Lapland UAS quality system is integrated as part of the management system and everyone’s work. The system is built according to the CAF and PDCA models and based on a strategy and a management system that supports the strategy.

Enterprise resource planning means management and decision-making based on the Lapland UAS strategy, and quality management refers to the practices, processes and systems that we use to maintain and develop the quality of our operations. The new strategy and organisational structure impacted the quality management practices in many different ways: we adopted new operating models and tools during 2014. At the same time, we also launched internal audits to support the development of our quality system. Based on the audits, our key development targets are supporting instruction and RDI activities, and the systematic development of feedback culture and co-operation with stakeholders.


Safety is an essential part of our operating policy

The development of the safety competence of Lapland UAS was launched as part of the strategic work with areas of emphasis. Four shared development themes were identified as safety competence strengths: Meeting of cultures, crisis management, risk management and operating in and managing networks. These common cornerstones of safety competence are being integrated into instruction and also strengthened with RDI activities. The multidisciplinary workgroup established for the development work identified strong safety expertise in each school within the university of applied sciences, which was also reflected in the service business offerings. The work in the safety competence area of emphasis is coordinated by the School of Hospitality and Tourism.

A TUKE group led by Vice Rector Reijo Tolppi was established for the development and coordination of the internal safety of the university of applied sciences. The workgroup drew up the Lapland UAS internal safety development plan, which describes the organisation, resourcing and actions of the safety work. The implemented actions included campus-specific safety information sessions, safety drills and a management crisis communications drill. Preparations were also made for the commissioning of the networked Avack Alert safety and communications system. The system will be introduced during 2015.