Core Questions (GSR Part 1 and GS-R-3) Primary Module ... - STUK

3;para 3.2
institutional values and behavioural expectations to
support the implementation of the Management
System.
The management group of STUK defined STUK’s vision originally in the strategic
planning process in 1998-1999. As regards values an inquiry was performed to clarify
the views of STUK’s personnel on the values. And staff members were encouraged to
participate the ‘value definition process’. Finally the values were approved by the
STUK’s management. Since then the vision and the values have been updated as a part
of the strategic planning process.
Behavioural expectations of the STUK’s management are published in a separate guide
(Hyvää päivää –ohje) Guide STUK 5.7 which is available also on STUK’s intranet. Guide
STUK 5.4 Equality plan gives guidance and rules related to equal and uniform treatment
of STUK’s employees.
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8 8.4 Text Safety Standards
Series No. GS-R-
3;para 3.2
Do senior managers of the regulatory body act
effectively as role models in the visible promulgation
of individual values, institutional values and
behavioural expectations?
SQID 8.5
Quality policy is signed by the STUK’s management and published in the intranet of
STUK and on STUK’s webpage( Guide STUK1.1)
This quality policy statement sets forth the fundamental principles STUK’s management
considers important and pledges to follow, expecting everyone at STUK to do the same.
As a means of achieving quality objectives, the management emphasizes good cooperation
with the personnel.
The prerequisites for high quality operation include the professional competence, work
motivation and service mindedness of the personnel. Everyone is expected to assume
responsibility for the quality of his/her own work.
The basic values which guide all operations are competence, openness, co-operation
and courage. Decisions, positions and other measures are based on professional
knowledge and competence. Actions are open and honest towards both stakeholders
and citizens as well as in internal communication. Co-operation within STUK is based
on good working relationships, empowerment and mutual respect. Stakeholders are
included in the preparation of actions. Identified problems and personal views are
rigorously brought up. Responsibility for decisions is acknowledged, and errors are
corrected.
The values have been actively implemented within STUK. Managers encourage staff
members to develop their competence and to cooperate extensively. Openness is
nowadays obviousness in all activities in STUK. STUK and its staff members have during
years explicitly expressed their position in safety issues .
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