How to make sure everybody does all the "other" things?

Middle management

Ensuring that these things get done properly is generally the job of a line manager/supervisor/team lead/etc. It is unclear what your current organizational structure is, but if you're trying to maintain that personally for 30 employees, that's generally above the ratio which one can maintain effectively, and it makes sense to explicitly delegate some responsibility for supervising the behavior of others.

You spelled your question incorrectly :). It should have read:

How do I implement quality-related processes in my company?

There is no single all-covering answer (because it is too big). However, here are some hints:

• hire one or more quality engineers; their first task will be to define "quality"; you will be involved, of course; also, maybe you want / need certifications;
• hire a few more managers. One person running the company and managing 30 people is too much for one person;
• do not do everything at once, chaotically; first define what you want to do, then decide how you want to do it, then do follow the plan gradually.

Additionally, you need organization in that company (re-read the "hire managers" part again). The way I understand your description, everyone is expected to do everything - good recipe, but for disaster.

The easiest way to design the processes from scratch is something like this:

• make the list of all activities that you have and all activities that you want to have;
• group these activities based on how similar they are: engineering, sales, marketing, cleaning, ...
• explain (in a document) what you already do;
• add information how things should improve (what has to be done additionally);
• over a few iterations, improve these documents; please remember to involve your people for reviewing and feedback, even for brainstorming;
• organize the people in teams according to the second step above;
• hand over to each group their specific document; organize a few training sessions on how to apply the new processes;
• improve the processes any time it is needed;
• include the "following the process" as a point in the yearly evaluation - to provide extra motivation to people to actually care about the processes.

In order to keep a large number of complicated things at the top of the minds of the workers performing the tasks, you have two options:

1. Employ very experienced workers who have been with you for a very long time and are very habituated to your company's practices (which of course, cannot be dynamic under this option).

2. Divide the labour up between workers, so that the clerk who fills in timesheets for everyone has timesheets at the top of his mind, and the clerk who communicates outside the organisation for everyone has diplomacy the top of their mind, and these clerks are not the same two people.

It's also worth noting that effective management is partly about designing methods, systems, and divisions of labour that reduce the complexity of any one task, so that the workplace resembles a well-functioning ship where some are rowing with oars, others are hauling ropes, some are keeping watch, and so on, rather than resembling a modern music video where there seems to be only one kind of labour doing everything, the dancers who are all running, spinning, and twirling in much the same way as one another.

Certainly what you list as "other things", with things as diverse as cybersecurity, could seem to form a job role in its own right, and I assume your staff actually have core jobs that are demanding and which compete for their skill and attention.

If you want somebody to do something in a specific way, you as a boss make it measurable, and then measure if they do it as you want, and take action if not.

Note that this may be considered annoying and will take time from other work, but if it is important enough to you it may be worth it.

"All the other things" is too broad to answer specifically. I'm going to focus on security, but the same general principles apply to all other business processes:

If you feel people need reminding, you schedule periodic reminders. Or aperiodic reminders. Many large companies have a process that periodically sends phishing emails to their own employees, for example, and requires that anyone who responds to them take a refresher security course. Many also require a yearly refresher.

If you feel people know but aren't complying, you make very clear that compliance is a condition of employment, and that being sloppy about it can cost them their next raise, their next promotion... or their job.

You put business processes in place to discourage/prevent folks doing the wrong thing, and make it easy for them to do the right thing.

If you can't do all of that yourself, you hire the people necessary to make sure it happens.

I'm reading between the lines here, and it appears that while you may have some technical knowledge, you lack experience and understanding on how to run a business when it comes to the non-technical aspects.

The good news is that this is not uncommon. There are numerous consultancy companies that will actually assist you in running the human resources side of the company. Some will even provide full-time or part-time human resources services.

Because running a business is a non-trivial thing, rather than consult SE for ideas, you really should be engaging with experts that can give you the skills and resources required to help you find your feet.