Annual Report 2006 - Euromaint

EuroMaint in brief
Business concept
EuroMaint strengthens its customers’ competitiveness through
tailored maintenance and technical solutions, primarily in rail traffic
and the engineering and processing industries.
vision
EuroMaint’s vision is to be the leading innovative maintenance
partner for increased efficiency.
Core values
• Business oriented
• Responsible
• Innovative
a Group in development
EuroMaint is a maintenance group that unites creative thinking with
long experience, enabling it to offer innovative, customised total
solutions. Industry-wide issues that help to safeguard and develop
EuroMaint’s position as a leading maintenance supplier are dealt
with at Group level – irrespective of the business area they relate to
– as is the development of collaboration with strategic partners.
The subsidiaries focus on the customers and their needs.
historical development
Both subsidiaries, EuroMaint Rail and EuroMaint Industry, have a
history that dates back to the 1 th century. Both companies have
developed from being an internal resource within their former owner
organisations – the Swedish State Railways and Volvo respectively
– to becoming commercial companies on a competitive market.
EuroMaint Rail was formed at the beginning of 2001 when the
Swedish State Railways public enterprise was converted into companies
and SJ Engineering became EuroMaint AB.
EuroMaint Industry was established in 2000 when the Automation
business unit within the Volvo Group was converted into a company
and named Euromation.
The Group was formed at the beginning of 2006 following
EuroMaint’s acquisition of Euromation in 2005.
STRaTEGIC GOaLS
EuroMaint’s strategic goals are to
• satisfy owner demands on profitability.
• develop long-term relations through partnerships
with customers and suppliers.
• be the most attractive employer in our area of operation.
STRaTEGIC ThEMES
In order to achieve the strategic goals EuroMaint shall
• expand within current business units and new sectors.
• develop the brand and relationship with stakeholders
and the outside world through strategic communication.
• develop new maintenance engineering solutions as well
as joint processes for the Group (structural capital).
• ensure success through dedicated, motivated
personnel with the right knowledge and attitudes
and a common value foundation (human capital).
KEy RaTIOS, GOaLS aND RESuLTS 2006
Strategic goal Key ratio Target 2006 Outcome Comments
EuroMaint Industry EuroMaint Rail
Improve profitability Operating margin, % 6.5 6 Measures in progress
More flexible and cost-effective production Productivity improvement, % 3 Below 3 Measures in progress
Further develop domestic market
growth and expand internationally
Growth, % +3 Above 3 Target achieved for 2006
Right delivery quality Customer Satisfaction Index, CSI 24.5 25.4 (2004) Next CSI measurement in 2007
Proud, dedicated employees Employee Motivation Index, EMI 2. 2.4 (2004) EMI results due 2007
Strengthen market position Turnover, SEK mn 260 231 Measures in progress
Become customers’ natural, preferred partner in Customer satisfaction, % Above 80 76 Up but further improvement
production streamlining progress needed, measures in progress
Fulfil our owners’ demands on profitability Operating profit, % 5.4 -3.5 Measures in progress
Be an attractive employer Leadership style Above 4.0 4.0 Target achieved for 2006
Secure flexible production capacity and an Quality index Above 500 470 Measures in progress
operation focused on continuous improvement
and process orientation
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