Akademiska Hus Annual Report

Empowerment and leadershipWe are working actively to co-ordinate work within the Group inorder to achieve a higher level of efficiency and be able to profileAkademiska Hus as a cohesive company. Through AkaVision wewill achieve a common course of action which is firmly establishedand accepted by all employees.Our actions should be on business terms and with a focus onthe customer. The demand for business thinking is just as importantas ensuring in our relationships with customers and personnel thatwe live up to the demands regarding ethics, morals and opennessthat ensue from our position as a public company.Akademiska Hus will be perceived as an attractive, stimulatingemployer.Objectives and fulfilment of objectivesThe Akademiska Hus accounting and financial objectives have beenestablished to provide a combination of a high return on equity, highgrowth capacity and financial stability. Other aims have been establishedto ensure that customers, employees and other interestedparties perceive Akademiska Hus as a leader in its field.Marketing objectivesAkademiska Hus runs its relatively extensive customer surveys as wellas smaller ’event surveys’, following redevelopment for example.In a survey of over 630 decision-makers and operationalrepresentatives, it emerged that they were just as satisfied withAkademiska Hus has a landlord as they were the previous year. TheNKI (Satisfied Customer Index) was 69 for the second year in successionand this outcome was not in line with the target of 71.However, 94 per cent of the respondents stated that AkademiskaHus was as good as or better than in the previous year. The factorsthat had the greatest impact on the NKI are property management(good collaboration operating and maintenance collaboration, goodhandling routines for fault reports and maintaining assurances regardingservice quality), construction operations and personal service.Objectives for properties and sustainabilityFollow-up of electricity, heating and water consumption is reportedtogether with other overall environmental objectives in the Environmentsection.The overall environmental objectives for energy managementhave been established for the coming year and in the long term – inthe case of energy management through to 2025. The long-termobjective is that the volume of purchased energy, stated in kWh/m 2 ,is reduced by 30 per cent compared with 2000.Profitability objectivesThe owner’s overall financial objectives are that the return (profit aftertax) on average equity over a business cycle shall be the equivalentof the five-year government bond interest rate plus four percentagepoints. For 2007, the return on equity was 4.9 per cent comparedwith the target of 8.2 per cent. The interest rate trend during 2007has meant that the average five-year government bond interest ratewas 4.2 per cent. In addition, the dividend should be 50 per cent ofthe profit after financial items, excluding unrealised changes in value,with a deduction for current tax. The equity ratio ought to be at least35 per cent.Employee and leadership objectivesThe Satisfied Employee Index (NMI) describes how satisfied theemployees are with their working situation. The survey for 2007, witha 94% response rate, showed that the Group’s employees havebecome considerably more satisfied with the working situation comparedwith previous years. The outcome, with an improvement ofthree units, was in line with the target of 69.The factors which had the greatest impact on the NMI are theemployer, duties, competence, development and information.The total attendance at work was 96.7 per cent and was animprovement on last year’s figure of 96.0 per cent.NKI (Satisfied Customer Index)NMI (Satisfied Employee Index)8080606040402020020032004200520062007020032004200520062007OutcomeTargetOutcomeTargetAkademiska Hus Annual Report 2007 | Business concept, visions and objectives