December 4, 2025 Promeco Group Oy

Promeco Looks Ahead: A New Strategy Built on a Strong Foundation and Employee Involvement

Promeco defines its strategic direction in three-year cycles, reviewing progress annually. During 2025, it was time to set new targets for the 2026–2028 period. The strategy work began early in the year with broad employee involvement at its core. While the management team led the process, representatives from across the organization also took part.

Evolution, Not Revolution

Promeco’s new strategy does not signal a major shift in direction, but rather a determined continuation of development in the company’s established areas of strength.

“This was not a revolution but an evolution,” says CEO Ville Ritakorpi. “We reviewed what works, where we are moving in the right direction, and identified what should be strengthened and further developed.”

The strategy continues to emphasize Promeco’s key business areas: marine, energy, rail, and manufacturing industries. Promeco serves as a long-term partner in these sectors, combining electrical and mechanical expertise to deliver solutions that support customers’ production and system integration needs. In addition, the company has identified that its service offering, and technical capabilities are well suited to the defense industry as well.

The focus areas are growth in both contract manufacturing and project business, where customers seek comprehensive solutions and long-term, trusted partnerships.

Combining Electrical and Mechanical Expertise for Competitiveness

Promeco’s core strength lies in its ability to integrate electrical and mechanical expertise – providing versatile and technically demanding solutions.

“Combining electrical and mechanical know-how is an important competitive advantage for us. It allows us to deliver more efficient and higher-quality solutions to our customers,” notes Sales Director Hanna Pahkala.

One of Promeco’s key values is responsibility, which is strongly reflected in the new strategy.

“It is important to us that our customers find it easy to operate responsibly with us. We’ve taken many steps to strengthen our work in different areas of sustainability, and we will continue to invest in it,” Pahkala adds.

Employees Involved in Planning

A defining feature of this strategy process was the broad involvement of employees. Every team had the opportunity to discuss the company’s future direction and share their insights.

“Teams were given the freedom to shape the discussions in their own way. We received many valuable ideas and concrete development proposals,” Ritakorpi explains.

Pahkala sees participation as an important way to engage the entire organization in a shared direction:

“The strategy doesn’t stay on paper when it’s genuinely implemented in everyday work. We have identified key development areas, so-called must-win battles, that we focus on systematically.”

From the production perspective, employee involvement took a very practical form.

“We discussed with sales what our customers want and how our capacity and capabilities align with those needs. The most important outcome was establishing a shared situational understanding,” says Production Line Manager Mikko Kohtamäki.

Long-Term Partnerships and Careers as Cornerstones of Success

In the new strategy period, Promeco is investing strongly in both people and technology.

“We’ve invested in competence and production technology more than ever before. That’s essential to staying relevant and finding smarter ways to do things,” Ritakorpi says.

Kohtamäki adds: “People tend to stay with Promeco for a long time. We have a strong culture of doing and a genuine desire to serve.”

This dedication is also reflected in customer relationships.

“We have customer partnerships that have lasted for decades. That tells a story of trust, expertise, and continuous development together with our clients,” Ritakorpi continues.

Promeco Moves Forward Guided by Its Vision

With this strategy work, Promeco continues a path of growth and development – confident yet realistic. The strategy is not set in stone, but is an evolving tool. Key objectives are monitored monthly and quarterly and adjusted when needed. Metrics provide clear insight into where the company stands and what requires fine-tuning.

“The foundation of the company is now strong. We’re moving exactly in the direction outlined in our vision, and we can demonstrate this progress with measurable results. The future looks positive,” Ritakorpi concludes.