Building information models improve quality of construction

In infrastructure construction, information is increasingly being presented in the form of building information models (BIMs) rather than paper drawings. NRC Group uses BIMs in a variety of construction projects, significantly improving quality and productivity.

What is BIM?

Building Information Modelling or Building Information Models are known as ‘BIMs’ for short. In the infrastructure sector in general, BIM refers to a process spanning the lifecycle of infrastructure, and to management of the resulting information in digital format. BIM is also a way of working that emphasizes centralized information management, collaboration between actors, and visual modelling.

In practice, this can be seen in the increasing numbers of Finnish Transport Infrastructure Agency projects being completed — from planning to implementation — on the basis of BIMs. A good example of such a project is the improvement of the Pasila–Riihimäki track, in which the customer has reported savings of up to millions of euros with the help of BIMs: building information modelling provides a more accurate picture of what is being done and enables smart planning of work phases between multiple actors.

“Different programs can be used to visualize and analyze plans presented as building information models. Such models provide key information that can be used in the planning, implementation and reporting of a construction project,” says Jussi Heikkilä, BIM Production Manager. Heikkilä is responsible for the development and implementation of BIM-based construction at NRC Group Finland.

The right things in the right place at the right time

“BIMs provide a more detailed picture and calculations during the bidding and planning phases. With a mobile device, BIMs and other digital material can also be used during familiarization with sites in the field,” Heikkilä explains.

During the implementation phase, BIMs are primarily used for machine control (a feature of BIM-based construction) when creating earthworks. NRC uses this approach for all major projects. With the Infrakit tool, supervisors can monitor in real time what machine-controlled machinery is doing, and supervise the quality of work in relation to the plans. If the plans change, the machinery can be quickly updated accordingly. A faster response reduces construction delays and improves resource allocation: machinery utilization rates have increased as a result of BIM-based construction.

In fact, BIM has clear connections with the lean philosophy and goal of continuous improvement.

“BIM enables the realization of lean principles and continuous improvement in practice. It eliminates delays, waiting time and waste. It also makes work safer and more meaningful, as building information models provide better and more accurate plans for construction work. This means fewer surprises and conflicts between plans, and the implementation of projects as intended. So the right things are done in the right place at the right time.”

Effective information management

Building information models have been used in a number of ways at NRC Group, for example in the Mansikkakoski bridge project in Imatra, involving the construction of a new railway bridge over the Vuoksi river. BIMs have been used to check space reservations and ensure that a new bridge can be built across the Vuoksi as proposed by the designer. A combined model was used to ensure that the structures are compatible, and for clash detection.

“The overall project is much easier to visualize with a combined model, which facilitates the planning of work,” says Tiina Frilander, BIM Operator.

Picture: Finnish Transport Infrastructure Agency’s Mansikkakoski project/combined model of building plan
BIMs have also been used from the very start of the Kototolahti yard track extension project. Almost all construction — from cable routes to implementation of the track ballast layer — has been carried out on the basis of machine control models.

“Even during installation of track markings, done as additional work during the contract, we used machine control and the Infrakit application as a tool to ensure successful and precise installation,” says Samu Simonen, Project Manager.

Infrakit is the main tool used for BIM-based construction in both the Kotolahti and Mansikkakoski projects.

“BIM material and other construction data with coordinate information were exported to the Infrakit system during the Mansikkakoski project. Machine-controlled machinery, into which the BIM and construction material were wirelessly installed, was also connected to the system,” Frilander explains.

Information management is markedly eased by Infrakit, which enables the import of various documents and plans into the same tool. For example, Infrakit can be used to connect terrain photographs directly to the correct locations, easing overall project management. 360-degree panoramas and aerial photographs taken with drones were introduced last year. Drone images have been taken at different stages of the Kotolahti and Mansikkakoski projects, enabling easy monitoring and reporting of progress.

“Imaging material has also been used for the planning of work stages. The situation on the ground can be perceived in much more detail from a bird’s eye view,” says Simonen.

A drone orthophoto of the Mansikkakoski project

BIM-based construction has increasingly been used in non-construction work where, instead of three-dimensional BIMs, the most usable options are point cloud data concerning objects to be built or installed, or location-based digital project maps. In electrical construction projects, both supervisors and installation engineers use the Infrakit application, in which location-based project maps created using different technologies help supervisors to understand what is being built and ensure the feasibility of plans. At best, on a construction site installation engineers can use a mobile device with a separate GNSS receiver to view equipment installation locations with centimeter precision, without marking or measuring the terrain. The locations of installed structures can be documented immediately to enable the monitoring of progress and for the handover material.

Support for quality assurance

Continuous documentation of the progress of projects is also useful after their completion, since handover material is increasingly being provided to customers in digital format. Handover material is used to verify the quality of construction. Digital material is also easier to transfer to different systems, where information needed for care and maintenance needs in relation to construction projects can be found and used years later.

“The imagination is the only limit to the possible applications of BIM. Information management is the core around which everything else forms,” sums up Heikkilä.

This article was originally published on NRC group’s website in Finnish. View the original article here.

The Hämeentie Street Renovation – Towards Model-Based Production in Cities

In spring 2019, the largest street renovation in Helsinki’s history began on Hämeentie. In addition to surface structures, the renovation project include water pipes, tram rails, cables and sewers. Protective structures beneath street level, in the roofing of the Sörnäinen metro station, have also been renovated. In the future, there will no longer be passenger vehicle through-traffic on the street, which is now intended for public transport, cyclists and pedestrians. Of course, driving into building yards will still be permitted. The urban environment, pipelines dating back to the early 20th century, and pedestrian and other traffic posed challenges of their own for the project.

Hämeentie is being renovated and built by Destia. We discussed the project and, more broadly, the gradual shift of street projects towards model-based production with Destia’s Development Manager, Mika Jaakkola, Hämeentie Project Chief Surveyor, Tatu Kallas, and Destia Automation Operator, Mikko Kansikas.

Hämeentie as a development project

The renovation on Hämeentie is now in its final stages. Chief Surveyor Kallas describes the progress made as follows:

“The end is already in sight. Around 99% of the tramway is ready. But there is still quite a bit to do in surface structures, for example.”

For Destia, the renovation of Hämeentie is its largest street construction project to date. In addition, more lessons have been learned about using model-based production.

For Destia, the renovation of Hämeentie is its largest street construction project to date. In addition, more lessons have been learned about using model-based production.

Model-based production refers to a new method and form of data transfer in infrastructure construction, in which construction-related plans are digitally available to everyone. Another key element of model-based production is the existence, in digital form, of construction process data and, for example, as-built models. Together, these allow for a comprehensive situational picture of the project. Infrakit is a project management system used in model-based production.

“The Hämeentie renovation has been a learning and development project in terms of model-based production. After all, the project planning was not model-based. However, we have studied how to introduce proven, functional practices, such as machine control and total station positioning, for roads in street construction. In addition, drone imaging and modelling are part of everyday life in the Hämeentie renovation project,” Jaakkola explains.

Urban construction differs from road construction

In comparison to roadway maintenance and construction, a great deal of attention must be paid to various traffic-related issues during urban construction.

“Traffic is a major factor, of course. During construction, we have to take people and traffic into account at all times. Then there is the existing infrastructure underground, including pipes and concrete structures,” Kallas explains.

“Yes, they are the man-made things of the past that bring some very surprising twists and turns to today’s construction work. The difficulty is hugely increased by the fact that people started burying things underground in the early 20th century,” Kansikas adds.

However, not all findings are documented, as this would take up a lot of resources and time.

“Of course, we document all the structures that we handle. We also have a development project on a portion of one street, where we have surveyed and modelled all underground structures,” Kansikas describes.

Existing cables on the street measured and exported to the Infrakit combination model. Photo: Mikko Kansikas, Destia Oy.
Challenges and solutions for model-based production in an urban environment

Model-based production requires different skills to those deployed in traditional construction methods, and is still not used in all new projects. Plenty of plans are still prepared on paper. However, the model-based method enables 3D visualisation of the future structure, making it much easier to grasp the overall building. Planners also take centre stage in this new way of working.

“Model-based construction is not yet widely used, and we still have a lot to learn in this area, in order to build efficiently,” Kallas explains.

“Alliance projects also extensively allow for advance planning, data mapping, data transfer and cooperation. There is a lot of good in that,” Kansikas says.

“Construction sites often grind to a halt if you can’t get a fast answer to something. The alliance model is one solution to this challenge. During cooperation, the initial data can be mapped more comprehensively, enabling higher-quality model-based planning and production. For example, we are involved in the Kalasatama-to-Pasila project, which is based on an alliance model,” Jaakkola says.

Using digital information in traditional construction processes

Destia used Infrakit for data management in the Hämeentie project.

“Infrakit is a great platform to which items such as background maps, plans and drone images can be added,” Kansikas explains.

“Infrakit is a great platform to which items such as background maps, plans and drone images can be added.” – Mikko Kansikas

“Images are used a great deal in construction and are very useful. However, drone images are better than traditional photos, as they are more informative. One person may take around 5,000 photographs over the course of 18 months on a project, which is several hundred per month. When you use a drone to take, say, orthophotos or aerial photographs over a kilometre of terrain every two weeks, you learn a great deal about the overall development of the site,” Kallas says.

“By utilising Infrakit, plans and models can be made available to the entire project organisation, from project management to builders installing piping. Fewer mistakes are made when those involved in a project have up-to-date plans at their fingertips. Furthermore, digital information can be used in traffic management and project management in general,” Jaakkola adds.

The planned new pipeline will collide with existing infrastructure. Infrakit makes it easy to adjust the plan before implementation. Photo: Mikko Kansikas, Destia Oy.

Fostering closer cooperation in data management

Further development is currently required in data management and the sharing of information between design and construction. Many individual details and measured lines and points are still being sent between project actors.

“If there were model-based plans, we could build more rationally. There are no problems with the machines themselves, the models can be transferred to excavators,” Kallas explains.

“There is still a need for development on the street construction side in this respect,” Jaakkola adds.

“At Infrakit, the information is readily available. There are also plenty of opportunities that can be exploited when building with model-based design. We know what to do,” Kallas says.

“Information travels faster between actors,” Kallas sums up.

It is easy to see the overall benefits of a real-time cooperation model and platform for planning and implementation in roadway and street maintenance. Infrakit’s visual nature makes it easier to solve problems: it provides the same view on home-office displays as would be possible on-site.

Adapting the new to the old virtually with a browser. Photo: Mikko Kansikas, Destia Oy.
Model-based production renews infrastructure construction

Finland and the Nordic countries have made huge strides forward in model-based construction.

“We have come quite far in this, especially in Finland and the Nordic countries. Model-based production makes a number of things possible; construction will be of higher quality, less expensive and more sensible,” Jaakkola describes.

“Our work will be more efficient and we will have a much clearer overall picture of projects,” Kallas adds.

“I would add that operating through a model-based method allows us to plan work more efficiently and reduce emissions,” Jaakkola says.

“I would add that operating through a model-based method allows us to plan work more efficiently and reduce emissions.” – Mika Jaakkola

“Although the Hämeentie renovation project was not totally model-based, much has been learned along the way, and we have become more familiar with Infrakit. We have tried to gather best practices from model-based production for this project as well. Infrakit has also developed new tools for us, which we have been able to use. In general, I would say that we just have to take the decision to work with model-based planning in various projects. It’s easy to move forward when developers complete a smooth pilot and have good experiences,” Kallas says.

“Although the Hämeentie renovation project was not totally model-based, much has been learned along the way, and we have become more familiar with Infrakit. We have tried to gather best practices from model-based production for this project as well.” – Tatu Kallas

“The same initial challenges were faced in road construction, but this area has moved further forward and new practices have been learned. People are often wary of new things and it can feel difficult to discard what has worked before,” Jaakkola adds.

“Growing pains will be unavoidable for a while, but I think that everyone should use the same model to avoid the fragmentation of work and knowledge,” Kallas says.

“In addition, we already have work to do and the required know-how, and are able to use model-based planning – it’s not a problem,” Jaakkola says.

“To sum up, we have found that model-based production works at Destia, and it’s a big deal that we can also use it for urban construction in the future. Planning still plays a central role and new methods can speed up turnaround times and reduce costs,” Jaakkola summarises.

Recruiting Talented Developers – Interview with our VP of Engineering Sakari Maaranen

It is quite often said that IT recruitment and attracting right talent can be a challenge, especially with more experienced developers. I interviewed our Vice President of Engineering, Sakari Maaranen, about IT recruitment. We also discussed some specific needs developers might have, and organisation culture in general.

“Sakari, how long have you been in R&D?”

“I started my own trade name when I was 19 years old, before registering my trade name in 1996 while studying at Lappeenranta University of Technology. I have been in the business for 26 years. We started a company few years after that with ten fellow students. At that time Sonera was looking for developers and we got into bigger projects. Our network started to expand. My professional network has been developing ever since, and I have had the pleasure of meeting great, trustworthy people along the way. But I have to say, when you find those kind of people you want to hold on to them because you do not stumble upon them easily.”

“What was the developer recruitment like back then?”

“I worked as a consultant for several years back in 2010’s. Nowadays the systems are more specialized, there are more frequent technological changes. And more people entering the field of development. If before you got 60 applications, nowadays you get 160 applications. The recruitment services have also developed, and there are more channels for recruitment.”

“How do you find and recruit great developers?”

“I guess you just kind of have to know them. Of course, you can do things to attract great talent, but networking, participating in developer events and communities is the key. Guru level developers do not really need to search for jobs. Those who you can fully trust with systems architecture are few and far between, too.”

Guru level developers do not really need to search for jobs.

“This is a quite simplifying question, but what do you think developers appreciate in a work setting?”

“The opportunity to use state-of-the-art technology – The best ones want to do some epic, new and disruptive stuff. You cannot really do that with old software. Naturally, decent office facilities are a must, too. It is nice to know that employees are taken care of and there are some refreshments in the fridge, for example. But at the end of the day, when these things are taken care of, including competitive salary, the freedom and opportunity to work towards something bigger and completely different is the key to best developers in the market – at least that is the case with the ones I know and the ones I am working with. The whole team needs to be future oriented and willing to learn something new every day.”

– the freedom and opportunity to work towards something bigger and completely different is the key to best developers in the market –

“What makes Infrakit special is the freedom you have concerning your own work, and individuality. Your own impact is bigger, and here people are treated as individuals. The working hours are flexible, and nobody is micromanaging. We work based on certain themes. We have also certain perks – and competitive salaries”.

What makes Infrakit special is the freedom you have concerning your own work, and individuality. Your own impact is bigger, and here people are treated as individuals.

“How do you perceive the IT recruitment market at the moment, and where is it headed?”

“When you need someone for support or some entry level job, you can find the candidates. When you are developing new software and need the key people for it – that is trickier. In general, when you already have systems up and running it is easier to find people for various roles, but at the same time you will need people who can acquire the skills while doing things for the first time.”

“If you search guru level developers outside of your own network, there are of course certain invitation only events, fairs, open source communities, and other places where you need to attend to. I would say that advertising is not the way to do it but organizing and participating in these events and in open source development. Also being part of universities’ computing etc. associations is important, also sponsoring some events,” Maaranen sums up.

“What do you value in co-workers, team members and subordinates?”

“I value proactive people, who know how science is made. Software development does not work by handing out orders. It is more like gardening; you may plant seeds and people learn and grow along the way, and most importantly, think for themselves. It is no use expecting the supervisor to tell you what to do or where you should put your efforts into – other than perhaps on a general level.”

I value proactive people, who know how science is made. Software development does not work by handing out orders. It is more like gardening; you may plant seeds and people learn and grow along the way, and most importantly, think for themselves.

“So how should one lead this kind of team?”

“We make sure that the information is flowing, and descriptions are in place and interfaces are well defined. Documenting is important – engineering is science, after all. Even entry-level employees in research and development need to have that kind of mindset as well.”

“What do we have to offer for developers, here at Infrakit?”

“We have the growth. We have the freedom and flexible working hours, and great events like jet skiing and travel to events. People can choose freely the tools they need. Compensation is good. But probably the greatest thing is the growth story and everything that may entail. Every team member in every team is an expert – I like that, too. The sales team are experts, BIM Services team are experts, and so on and so forth. With our kind of product, you really need to understand what you are selling.”

Building Better Infra – Expert Interviews: Aki Kopra and Jero Juujärvi

The infrastructure sector and construction are in the midst of a transition with digital development. In our conversation with Kreate Oy’s Development Manager, Aki Kopra, and BIM Coordinator, Jero Juujärvi, we discussed the infrastructure industry, the changes it is undergoing and how, for example, new tools and themes of sustainability will also come up more and more often in infrastructure construction in the future.

“How long have you been in the infrastructure sector, and how did you get started?”

Kopra: “In 2010, I started working in infrastructure construction when I was accepted for a summer traineeship at Insinööritoimisto Seppo Rantala, an engineering firm. My career started at the bridge construction site as a foreman trainee and continued on in the same company over the summers that followed. Finally, I did my master’s thesis project for the company under the supervision of Sami Rantala.”

“In 2014, we started building the Isoisänsilta Bridge (Grandfather Bridge) for the City of Helsinki, which was a very ambitious BIM pilot project. The project went very well and afterwards we began to think about the possibility that I could get to work introducing and developing the practices of that project more broadly at Kreate. In the end, I ended up as Development Manager at Kreate and at the same time the job was expanded from bridge construction to more comprehensive model-based construction development, including machine control and positioning,” Kopra sums up.

“How did you get interested in bridge construction? Did you end up in the industry by chance or was it a goal of yours?

“Tampere had the construction of the Särkijärvi bridge underway, which was being handled by the engineering firm Insinööritoimisto Seppo Rantala Oy I mentioned before. I thought to myself that I would love to be a part of that construction project. Construction has been of interest to me from a very young age, and I’m especially interested in large projects, like bridges. I have to say that in spite of my youthful enthusiasm and a slightly naïve attitude, even today I would say at least 90% of my work is cool.”

“Jero, how did you end up working with model-based construction at Kreate?”

“I am a game designer by training. I’ve done all kinds of work, from programming to marketing, sales and so on. However, things changed when I started working at Infrakit as a salesperson in the infrastructure industry. I had the opportunity to learn more about earthworks and model-based production. It was an eye-opening experience. I was particularly interested in how large areas of land are built on the basis of model-based planning. It was like a game that unfolds before one’s eyes and, forming a concrete whole. My initial enthusiasm gave me the opportunity to gain a deeper understanding. I talked to experts in the field, and asked them how model-based production works, in its dynamics and as a whole. It wasn’t until later that I became acquainted with how traditional earthworks operate. I wanted to better understand the overall chain of construction. All in all, I would say that this is a country of opportunity in this area.”

“If you compare the current situation with the situation about ten years ago, what, in your opinion, has been the biggest change in working methods, attitudes or tools?”

“I don’t see major changes in construction as such; the materials are familiar, gravel is still gravel and concrete is concrete and the operating methods are the same. But of course, a lot of useful technologies and tools have made it easier to handle project management and decision-making. There has been a major increase in monitorability, transparency and visuality in projects. I think Kreate is doing well and moving forward in this; we have been able to maintain the engineering know-how that construction and our competitiveness are all about, but we keep ourselves competitive with digital development,” Kopra explains.

“How do you feel about the digitalisation of the industry?”

“When public construction projects are ordered by the Finnish Transport Infrastructure Agency, these may already be considered digital processes, but we are still regularly given calls for tender based on two-dimensional PDF materials. Building information models are only supportive materials for us, and are not always even calculated in the quote. However, digital tools have made project tracking easier. And machine control is already so commonplace that it provides more data and efficiency at the construction stage. In addition, drones have become a natural part of quantity surveying and capturing initial data. Speaking in general terms about data models, I believe that utilizing property data has enormous untapped potential in data collection and visualization. There is much to improve in terms of how data is transferred from acquisition to maintenance of the total construction project. In this area, the Finnish Transport Infrastructure Agency is making great progress with its new register of skills structures,” Kopra says.

However, digital tools have made project tracking easier. – Aki Kopra

“Is digitalisation also a challenge in the construction sector?

“I wouldn’t say that people have any sort of negative attitudes toward digitalisation. Construction is complicated and there are a lot of things to consider. Once you have found a happy medium that works, it is of course a challenge to bring model-based production into processes. It can easily feel that there is too much to learn, which also takes time. In our sector, I don’t see a radical rejection of digitalisation, but the key is to be able to find another middle ground and an effective approach specifically for model-based production,” Juujärvi emphasises.

In our sector, I don’t see a radical rejection of digitalisation, but the key is to be able to find another middle ground and an effective approach specifically for model-based production,” – Jero Juujärvi

“There are still concerns about new tools in the projects, namely that not all of them work together, links can break or that there are, so to speak, small vacuums in the flow of information. There’s also a lot of manual work. Infrastructure construction is a big, challenging body of work. With experience, new knowledge and skills, it would be great to find the same middle ground with new technology,” Juujärvi describes.

“All in all, I would say that training staff in an individual software is not the solution. There is still a lot of emotional thinking and fear of new things behind all of this. The idea of having to work more than before, and thinking about how we will manage to complete projects as smoothly as before while using new methods,” Kopra adds.

“How do you see the future of the industry over the next 5-10 years if, for example, we think about risks and opportunities?”

“In my opinion, not taking into account the importance of the big picture is a threat. If you do not see the entire chain of infrastructure construction, you can easily end up with only partial optimization. On the other hand, I see it as an opportunity if we can organize joint events and conferences to exchange ideas and reflect on the overall picture. This will create an ecosystem in which everyone can develop their activities to be more sensible. I am cautiously optimistic about the future. Drones have come into the picture, accuracy is constantly improving and soon the new tools will be perfectly suited for the job. The technologies of today are becoming commonplace,” Kopra says.

“I think AR has a lot of potential. We are able to detect clashes with the design data and reality better. I’m sure this would be very useful in the overall planning phase. Trimble’s Sitevision and other similar solutions are becoming more common and trusted. It is understood that the technology really works, which reduces fear of change,” Kopra says.

“There is fragmentation in every field. Some sectors have moved from the physical world to the digital, and developers are constantly coming up with new solutions. This can also be seen as a threat, which keeps us busy. On the other hand, it is also an opportunity for us to move from physical to digital. More and more digital methods are being implemented that allow for more efficient construction,” Juujärvi adds.

More and more digital methods are being implemented that allow for more efficient construction,” – Jero Juujärvi

“How are the changes in this area expected to affect your current company?”

“We need to understand the areas that are most beneficial to us, and make sure we know how to train our people in them. Time is limited, so in the case of new technologies, you also need to consider how they fit alongside older styles of working,” Kopra sums up.

“What is the most challenging thing about infrastructure construction?”

Juujärvi: “I would say that the greatest challenge comes if the processes or technology themselves do not support the overall picture. People wonder how much hassle and changes will come about if there are a lot of uncertainties. There will always be new changes that are difficult to add into an effective package. What can you do to prevent this? Most likely by maintaining an understanding of information on regional nuances, among others. Incomplete starting data are always a challenge that slow processes down.”

“There are many actors in construction; project owners, subcontractors and so on. Everyone has a slightly different way of working, different standards and rules. For example, when related to quantity surveying or data automation, you should always ensure that the data has been read correctly. There is a wide range of actors and practices. What is important is that you are interested in developing your own skills. However, every construction project is different, the conditions are different, and no two undertakings are completely alike. This challenge also keeps us on our toes and makes sure we engage in continuous development,” Kopra sums up.

“You have been using Infrakit at Kreate for quite some time. What do you think is most useful about Infrakit at the moment?”

“Visualization of As-built measurements on map. We can analyse the progress and quality of site easily. We can build things properly the first time around and get things out of the way. You don’t have to go back and check on things later,” Juujärvi says.

Visualization of As-built measurements on map. We can analyse the progress and quality of site easily. – Jero Juujärvi

“Jero put it very well, but also the fact that different devices are put in the same cloud,” Kopra adds.

“Do you think that sustainable development has been taken into account in the infrastructure sector? How can it be further improved?”

Kopra: “Yes, you can think about this from so many different angles. If you consider the environment, then construction is the kind of milling of land that consumes fossil fuels. So far, we can’t just dig with electricity, with zero emissions. However, material efficiency can always be considered, as well as the circular economy in general. We can make use of industry by-products for construction. For example, we can make use of concrete mash, ring granules, blast furnace slag, etc. I believe that in the long term, the sector will become more sustainable, and we at Kreate have also taken sustainable development on as a driving force. We have our own circular economy unit, led by Tuomo Joutsenoja.”

“All in all, we are not yet asking what the CO2 emissions of any specific project are, but in the future this will certainly be the case. Environmental certificates are also becoming more common,” Kopra adds.

“Kreate Oy has grown rapidly. What factors do you think have contributed most to growth?”

“We have competent management that have had the vision to move our cause forward. We’ve got like-minded employees involved in what we’re doing. Venture capitalists have had a desire to grow and take the company forward. Our expertise definitely leans on our extensive experience carrying out challenging projects. Good corporate governance and the desire to be among the best is at the heart of it all. Our motto, the future is built today, is very telling about our outlook on the future,” Kopra says.

“The working atmosphere here is great and makes you want to do better and better,” Juujärvi adds.

“For example, in the second stage of the Klaukkala bypass road and the Turku ring road, we got a very good quality score in comparison with our competitors, meaning we managed to win the project bids, even at a higher price. In other words, we will not compete on price alone if the customer emphasises other aspects of the bid, as well,” Kopra explains.

“What has been the greatest achievement in your career?”

Kopra: “I would say that every day some seeds of development are planted and they only begin to flourish later on. What matters to me is what kind of activity can be developed on a larger scale.” “Like a farmer who harvests crops over time?” “That’s right. And with Jero, I would say that he has adopted well the basics of construction in about a year and a half and understands the big picture, as well as digital tools,” Kopra says.

“There are a lot of nuances in the industry, and it seems that the bigger the challenge, the more enthusiastically we are ready to face it. We have a good atmosphere here,” Juujärvi sums up.

“How do you deal with mistakes in your career, and have you learned anything from them?”

“If I think about myself when I was younger, then whenever I made a mistake, I ended up mulling over it a lot more. Nowadays, you understand better that there are things you can’t always control, and also things you can’t do anything about. You start to think about your own screw-ups less and less. When you want to do good things, sometimes you mess up. Nowadays, it’s easier to say that lessons are learned and we can move on,” Kopra sums up.

“The more mistakes you make, the more you learn about what is the best practice. Then, of course, when a mistake is made in something with a lot of money involved, of course there’s more pressure,” Juujärvi describes with a twinkle in his eye.

“What does success mean for you and your business, if you’re not just thinking about financial success?”

Kopra: “I think unfair competition is a bad thing. If you have been able to succeed by honest means, and even on account of your own wit, that is the kind of success that also motivates you to do more.”

If you have been able to succeed by honest means, and even on account of your own wit, that is the kind of success that also motivates you to do more. – Aki Kopra

Juujärvi: “The opportunity to learn new things and face new challenges. Nothing beats that feeling. For the company, of course, world domination.”

“How would you describe your values and how do you see them in your work?”

“Kreate’s values are trustworthiness, an entrepreneurial spirit, humanity and straightforwardness. For me, trustworthiness and humanity resonate in particular. As I described above, I want to win in an honest game and act with humanity. In some sense, I also want to be the one to enable others to get more out of things, and why not push themselves forward, too,” Kopra sums up.

Juujärvi: “I appreciate pragmatic work. Diligence and dedication to one’s work are important to me, and I want to constantly develop.”

“What person or company would you like to hear from in our next interview?”

“I think it would be nice to hear from people who are not so digitally oriented, for example people working in management. How digitalism fits in with construction in their opinion,” Kopra explains.

Meet Our New Sales Director of Web Sales, Toni Lahtinen

I strongly believe in the destiny. Therefore, it feels like my previous positions have prepared me for my current role at Infrakit. After graduating from the Helsinki University of Technology in 2005, I got first job as a purchase engineer and then as a service engineer in Metso Automation. A few years later I was promoted as a Service Manager in Metso Endress+Hauser Finland. Metso Endress + Hauser was a joint venture between Finnish Metso Automation and Swiss Endress + Hauser. The company was a very unique combination of family owned Endress+Hauser and stock listed Metso Automation, which both were market leaders in their own business fields. Both business cultures had own benefits and I think our Managing Director was able to combine them both in a very delicate way.

It was a good start for my career. You learn a lot when you work in the customer interface in the multinational matrix organization, with the leading products and services of your own field. I feel very privileged that I got a change to work in such an environment and responsible role almost right after graduation. Working life is continuous learning, but the personal growth has been easy to build on that strong foundation. Therefore, I will always be thankful for those skilled colleagues and clients I got to work with during that time. I learned a lot from them.

In 2013 I experienced a crisis in my working life. First our highly respected and beloved Managing Director suddenly passed away, and right after that big changes happened. That made me think thoroughly the principles and values involved in work. We spend at least half of our waking hours at work – what if the end comes suddenly? My conclusion was that it is the journey which is worth of enjoying not only the target. I believe that back then I took my first step towards Infrakit.

I decided to join Sintrol Oy as a sales director. Sintrol is a family-owned company that sells products and services to the process industry, NDT solutions and the world’s leading dust measurement solutions. Sintrol was very flexible employer, had strong business in the background and I enjoyed my time there. All the elements for the pleasant working life was in place. So why did the journey continue towards Infrakit? I think it was because I needed new skills.

Over the years, I have made friends with many people who are more or less marinated entrepreneurs. All of them have a strong vision why their companies exist. They are also very flexible and dedicated. One of those people is Teemu Kivimäki, the founder of Infrakit. Maybe I became a like, but entrepreneurship had always been also something worth trying for me as well. I just never really had a chance to do it before. Thanks to Sintrol I got the change and I had a vision about digitalization.

I founded the company, eqTAG Oy, with five other people. Our target was to make the best SaaS based software for the Field service management for the small and mid-sized customers. For us it was obvious that the digitalization of field service processes would take place globally in the near future.

Four and half years later, after founding the company, we can say that the obvious became reality very quickly in our target market. Today the digitalisation level of field service processes is very high, regardless the size of a business. Therefore, the Corona came at the right time for us. It forced us to stop running and gave us time to think. When we started our business, our vision was to become the global and best system supplier in our field. Would it still be possible? What were the conditions in 2020?

When creating something new, there is always only limited time when the door is wide open for the success. Frankly, the momentum was gone. The reality was that within a few years the business had seen a tremendous change. There were many similar SaaS solutions available. Too many of those SaaS providers had also been able to raise millions of investor money and had tens of thousands of users already. But the thrill was still there and when one door closes another opens. It was time for Infrakit. My personal journey to Infrakit was needed that I could better understand how to digitalize complete industry processes and to get the needed skills to serve customers better.

Joining Infrakit feels like coming back to the roots, but with the boosted skills. The circle has closed. Here I am working again in the company which is the technology and market leader and has a very unique business culture. — Toni Lahtinen, Sales Director of Web Sales

Infrakit is a phenomenal company and has a groundbreaking service. It has revolutionary impact on the development of model-based construction, which plays significant role in the digitalisation of whole infrastructure construction business. Joining Infrakit feels like coming back to the roots, but with the boosted skills. The circle has closed. Here I am working again in the company which is the technology and market leader and has a very unique business culture. No wonder that I am as excited as I was back then in the early years. Digitalization and model-based construction is happening now in the infrastructure business. I am really happy to be part of the journey and looking forward to work with our customers.