Erillisverkot in 2024: contingency and preparedness developed, Virve 2 services available

“In 2024, we were challenged by both financial pressures and the tightening security situation,” says Timo Lehtimäki, CEO of Erillisverkot. “In the face of these challenges, our task of producing critical ICT and telecommunications services for security authorities and operators became even more important.”

The company’s financial situation improved, but the coming years will be difficult. “We are trying to have as good a starting point as possible for these coming years,” says Lehtimäki, adding: “So we have launched a cost-saving programme.”

Erillisverkot renewed its strategy in 2023 due to changes in the operating environment. In 2024, its implementation was continued by renewing the brand and organisation. The aim of the changes is to improve customer focus, the smoothness of the operations and awareness of the company.

The purpose is to guarantee the security of society

Erillisverkot produces ICT services for security operators. “We focused, in particular, on developing the reliability of our services. The contingency and preparedness work took into account both the technical capabilities and the competence of the personnel,” says Timo Lehtimäki. The operations remained reliable and services uninterrupted for the customers.

The development of the public safety network Virve into the broadband-based Virve 2 services is a long-term effort spanning several years. Another milestone was reached in this project, when functionalities similar to the current Virve were completed in Virve 2. Lehtimäki says that the next step is for the customer organisations to verify the functionality of the services at deployment: “All feedback is really valuable to us and our partners. Our shared aim is to complete the customers’ transition to Virve 2 services by the end of 2028.”

Erillisverkot operates as a high-level contingency network operator for the customers of the public safety network (Tuve) by producing network and infrastructure services in accordance with the Government Decree on information security. This customer base continued to expand, with approximately 40,000 users at the end of the year. The growth in the number of customers was also reflected in the subsidiary Leijonaverkot, in which Erillisverkot’s real estate business is located. According to Timo Lehtimäki, the growth is due to the fact that companies and authorities have become aware of the need to ensure the continuity of their critical operations under secure conditions.

Personnel satisfaction continued to improve, the NPS score decreased

Erillisverkot has worked systematically to improve the employee experience, and the results were once again evident in the personnel survey: the “Flame” Index (“Liekki”) was 79/100 and the employee net promoter score (eNPS) was 24. Both improved by one increment. “We have invested particularly in well-being, because we want people to have energy also after the workday,” Lehtimäki says. This strategic choice has also received recognition: Erillisverkot was awarded the Hyvän mielen työpaikka® label by MIELI Mental Health Finland.

Customer satisfaction experienced a downturn when the customer Net Promoter Score (NPS) fell from a record-high 48 points to 35 points. “We have room for improvement in operational efficiency and our ability to change,” Lehtimäki sums up. “We must continuously develop our operations to meet the customers’ expectations even better. Due to changes in the security situation, the requirements are becoming stricter and stricter, and we want to respond to them.”

A special-purpose company cannot compromise on sustainability

The handprint, or positive impact, of Erillisverkot is critical for the safety and functionality of society as a whole: the services enhance the operations of security operators and ensure equal access to help for all citizens.

Due to the continued strong demand for Erillisverkot’s services, the company’s greenhouse gas emissions increased by 22 per cent to 32,600 tonnes of carbon dioxide equivalent. The emissions caused by Erillisverkot’s own operations (Scope 1) are about one per cent, and the majority of the emissions are caused by the Scope 3 category, i.e. emissions in the value chain. “We updated our emission reduction plan for 2035,” says CEO Lehtimäki. “All the easy steps have been taken, and the next step is to work with partners to get rid of, for example, emission calculation that is based on monetary spend,” he continues.

Reducing emissions is essentially related to energy use. Erillisverkot achieved the goal related to energy efficiency measures, as set out in the energy efficiency agreement. This achievement is due to the long-term work of the subsidiary Leijonaverkot.

Diversity was one of the sustainability themes in 2024. In the summer, Erillisverkot published its views on human diversity, and at the end of the year, a report on the impacts of its operations on biodiversity was completed. “We see diversity as an asset in both cases,” says Lehtimäki.

The year 2024 was not only a busy one for Erillisverkot, but it was also a milestone year, as the company celebrated its 25th anniversary. “We celebrated through work,” Lehtimäki says happily. “I would like to warmly thank our employees for their commitment and professionalism and our customers and partners for their trust in us. Even though the world is in turmoil, we will continue our good cooperation in Finland.”

Suomen Erillisverkot’s group revenue in 2024 was EUR 140 million, and the number of permanent employees at the end of the year was 374 (2023: EUR 119 million and 370 employees).

Erillisverkot’ has published its annual report on the company’s website. The English version is a summary, see the Finnish site for the full story.