Annual Report 2006 - Euromaint

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New customer segments and markets The establishment in Gävle, combined with the fact that we took over sales and business responsibility for EuroMaint Rail’s industry service in Åmål during the year, means that EuroMaint Industry now has new customer segments and a broader market. The operations in Gävle and Åmål add new experience and customer relations in the energy and processing industry – and expand our market geographically. unique whole for component maintenance We are a supplier-independent partner offering a unique breadth in component servicing. We work with everything from heavy electrical components such as transformers, generators and electric engines, to mechanical processing, spindle renovation and circuit boards. Demand for electronic servicing, for example, is growing. Through technical counselling and logistics analysis we can act as a hub in the network, assuming total responsibility for ensuring the customer has the right component/reserve unit with the right function in the right place at the right time. The key ratios are easy to measure: reduced capital in the spare parts inventory as well as shorter waiting and action times, which have a direct impact on availability. Each operating hour is worth gold to Fortum An example: thanks to a close collaboration with EuroMaint Industry, Fortum Generation in Sunne receives emergency support within extremely tight time frames, regardless of when a stoppage takes place. “As each operating hour is worth its weight in gold, we value the collaboration highly,” says Tord Skymberg, Fortum’s Operations & Maintenance Manager for the Vänern area. New business opportunities Whereas in the past we have solely offered electrical and engine maintenance to customers in the energy and processing industry, we can now expand our offering to include all our product areas and a broader whole. Working with customers from different industries creates synergies. More and more companies are taking a processbased approach to maintenance and are seeing the productivityenhancing effects. Well-structured maintenance is a core business that has good potential for creating income. Bringing about the ‘hidden factory’ is the best we can offer to companies wishing to increase their capacity and competitiveness. We have done this in the past, and today we can do it even more clearly within the framework of outsourcing. To date only a few maintenance organisations in the industry have been outsourced. Placing such great trust in an external maintenance supplier is a major step. Confidence among new customers For a customer to sign a complete outsourcing contract, that customer must know us well and know that we keep our promises. We build up confidence among new customers with more limited offerings. Our entire offering can be applied to parts of the customer’s facilities and can also be structured as an availability contract for components/reserve units or production equipment. Each customer can choose the level that suits them best. 31
EuroMaint • The role of the Group management EuroMaint’s Group management drive overall development Read more on page 34 • Discretion – a natural part of the change process The consequences of changes in the operation are carefully analysed Read more on page 37 • The role of employees on the Board How does collaboration work between the union organisations and the Group? Read more on page 3 • Five-year summary EuroMaint’s development over the past five years in figures Read more on page 40 32
Page 1 and 2: EuroMaint annuaL rEPort EuroMaint u
Page 3 and 4: contents EuroMaint in brief 3 The y
Page 5 and 6: The past year • Maintenance of St
Page 7 and 8: The CEO’s comments During the pas
Page 9 and 10: EuroMaint Rail • Maintenance of S
Page 11 and 12: EuroMaint Rail During 2006, EuroMai
Page 13 and 14: EuroMaint Rail Maintenance of Stock
Page 15 and 16: EuroMaint Rail New interior for arl
Page 17 and 18: 16 Sweden Baltic sea Estonia Latvia
Page 19 and 20: EuroMaint Rail Refurbishment contra
Page 21 and 22: EuroMaint Rail Creative development
Page 23 and 24: EuroMaint Industry • Production s
Page 25 and 26: EuroMaint Industry The past year ha
Page 27 and 28: EuroMaint Industry Production strea
Page 29 and 30: EuroMaint Industry Establishment in
Page 31: EuroMaint Industry Specially adapte
Page 35 and 36: EuroMaint The role of the Group man
Page 37 and 38: EuroMaint Operational development M
Page 39 and 40: EuroMaint Personnel development Eur
Page 41 and 42: Five-year summary 40 PRO FORMa PRO
Page 43 and 44: E u r o M a i n t A n n u a l R e p
Page 67 and 68: Corporate Governance Report 2006 Eu
Page 69 and 70: Board report into internal control
Page 71 and 72: The Chairman’s comments In 2006 E
Page 73 and 74: The EuroMaint Board of Directors ST
Page 75 and 76: EuroMaint Rail management Back row:
Page 77 and 78: EuroMaint Group management INGELA C
Page 79: EuroMaint unites innovative thinkin

Annual Report 2006 - Euromaint

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