Annual Report 2006 (pdf) - EuroMaint Rail
Annual Report 2006 (pdf) - EuroMaint Rail
Annual Report 2006 (pdf) - EuroMaint Rail
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<strong>EuroMaint</strong> in brief<br />
Business concept<br />
<strong>EuroMaint</strong> strengthens its customers’ competitiveness through<br />
tailored maintenance and technical solutions, primarily in rail traffic<br />
and the engineering and processing industries.<br />
Vision<br />
<strong>EuroMaint</strong>’s vision is to be the leading innovative maintenance<br />
partner for increased efficiency.<br />
Core values<br />
• Business oriented<br />
• Responsible<br />
• Innovative<br />
A Group in development<br />
<strong>EuroMaint</strong> is a maintenance group that unites creative thinking with<br />
long experience, enabling it to offer innovative, customised total<br />
solutions. Industry-wide issues that help to safeguard and develop<br />
<strong>EuroMaint</strong>’s position as a leading maintenance supplier are dealt<br />
with at Group level – irrespective of the business area they relate to<br />
– as is the development of collaboration with strategic partners.<br />
The subsidiaries focus on the customers and their needs.<br />
Historical development<br />
Both subsidiaries, <strong>EuroMaint</strong> <strong>Rail</strong> and <strong>EuroMaint</strong> Industry, have a<br />
history that dates back to the 19th century. Both companies have<br />
developed from being an internal resource within their former owner<br />
organisations – the Swedish State <strong>Rail</strong>ways and Volvo respectively<br />
– to becoming commercial companies on a competitive market.<br />
<strong>EuroMaint</strong> <strong>Rail</strong> was formed at the beginning of 2001 when the<br />
Swedish State <strong>Rail</strong>ways public enterprise was converted into companies<br />
and SJ Engineering became <strong>EuroMaint</strong> AB.<br />
<strong>EuroMaint</strong> Industry was established in 2000 when the Automation<br />
business unit within the Volvo Group was converted into a company<br />
and named Euromation.<br />
The Group was formed at the beginning of <strong>2006</strong> following<br />
<strong>EuroMaint</strong>’s acquisition of Euromation in 2005.<br />
Strategic goals<br />
<strong>EuroMaint</strong>’s strategic goals are to<br />
• satisfy owner demands on profitability.<br />
• develop long-term relations through partnerships<br />
with customers and suppliers.<br />
• be the most attractive employer in our area of operation.<br />
Strategic themes<br />
In order to achieve the strategic goals <strong>EuroMaint</strong> shall<br />
• expand within current business units and new sectors.<br />
• develop the brand and relationship with stakeholders<br />
and the outside world through strategic communication.<br />
• develop new maintenance engineering solutions as well<br />
as joint processes for the Group (structural capital).<br />
• ensure success through dedicated, motivated<br />
personnel with the right knowledge and attitudes<br />
and a common value foundation (human capital).<br />
KEY RATIOS, GOALS AND RESULTS <strong>2006</strong><br />
Strategic goal Key ratio Target <strong>2006</strong> Outcome Comments<br />
<strong>EuroMaint</strong> Industry <strong>EuroMaint</strong> <strong>Rail</strong><br />
Improve profitability Operating margin, % 6.5 6 Measures in progress<br />
More flexible and cost-effective production Productivity improvement, % 3 Below 3 Measures in progress<br />
Further develop domestic market Growth, % +3 Above 3 Target achieved for <strong>2006</strong><br />
growth and expand internationally<br />
Right delivery quality Customer Satisfaction Index, CSI 24.5 25.4 (2004) Next CSI measurement in 2007<br />
Proud, dedicated employees Employee Motivation Index, EMI 2.9 2.4 (2004) EMI results due 2007<br />
Strengthen market position Turnover, SEK mn 260 231 Measures in progress<br />
Become customers’ natural, preferred partner in Customer satisfaction, % Above 80 76 Up but further improvement<br />
production streamlining progress<br />
needed, measures in progress<br />
Fulfil our owners’ demands on profitability Operating profit, % 5.4 -3.5 Measures in progress<br />
Be an attractive employer Leadership style Above 4.0 4.0 Target achieved for <strong>2006</strong><br />
Secure flexible production capacity and an Quality index Above 500 470 Measures in progress<br />
operation focused on continuous improvement<br />
and process orientation<br />
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