Business Segments


At the end of 2014 471 employees worked in Wireless Business Segment in Finland, USA and Singapore. The amount of personnel decreased by 29 employees from last year. The decrease occurred mainly in Finland. The average age of the Wireless Business Segment personnel was 40.8. R&D engineers and specialists constituted clearly the largest proportion of the personnel.

EBīs core competences in the Wireless Business Segment are radio technology, embedded software, electronics, and product integration. The development of engineering competences was further supported by virtual competence teams and technical trainings. The way of working in the Wireless Business Segment is based on the implementation of Lean and Agile methods.

During 2014 EB participated also to N4S (Need for Speed) program, where the operational models and methods of real time economy were developed and tested. One of the key focus areas during the year was so called experimental coaching, which aims at promoting a company culture with experimental operational models and methods. More than 10% of the personnel participated in this training of very practical operational model.

Other development models in 2014 were Nexten (focuses on managing networks) and Accelerate (aiming at creating and maintaining a growth basis for innovations). Related to Accelerate project, EB created an internal idea tool, through which the personnel can share ideas in a forum that enables discussing and co-developing of ideas further. Through an open tool the amount to present new ideas will increase and the ideas will be handled more regularly. The new tool also aims at pushing more ideas than before further to test their capabilities in practice.

During 2014, the focus in the personnel development was also in project management and supervisory work. 38 employees participated in internal project management training. The training aimed at improving the profitability and fluency of projects by increasing the competence of the project management i.e. in mastering also the financial aspects and processes, managing people and networks, as well as in communication. Training targeted for supervisors in 2014 focused on coaching managementīs methods, the role of a supervisor and on creating a dialogue. Approximately 20 supervisors and team leaders participated in the training.