BAM Abbreviated Annual Report 2011 - Siteseeing in the world of ...

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2011
Core of BAM’s strategy
Core of BAM’s strategy, mission, vision, ambition for 2020
and update of strategic agenda 2010-2012
BAM’s aim is to achieve strong growth in its activities. In
this context, reinforcing BAM’s market position in all the
home markets is the highest priority. The second priority
is to fill BAM’s activity matrix by taking activities that are
already successful in one home market and establishing
them in other home markets as well. The third priority is
to develop new concepts or products in segments with
growth potential.
This policy is based on four pillars:
1. Expertise at all levels continues to be the basis for the
primary process. BAM is an organisation of highquality
professionals and is in a permanent state of
development. The Group will make optimum use of
the advantages offered by virtual and lean
construction as regards preparing and carrying out
projects.
2. All employees must have access to the knowledge and
experience that are widely available within the Group
in order to make BAM stronger. The Group’s potential
(people, knowledge, expertise and equipment) must
be utilised in full.
3. Human resources management will create the
conditions for the availability of sufficient expertise
and the development of management potential at
every level in the Group. The focus will be on the
development of skills and the expansion of knowledge,
diversity in the workforce and recruitment and
selection.
4. The policy regarding corporate social responsibility
will focus on promoting good health and safe working
conditions throughout the entire construction
process, reduction of BAM’s carbon footprint and
responsible reduction and separation of waste.
Mission
BAM aims to become one of Europe’s best construction
organisations, known for the combined strength of its
constituent parts as well as for its services at the local
level.
By taking responsibility for people and the environment
the Group can respond to the expectations of both
current and future stakeholders in a world of rapid
economic, political and ecological change.
Vision
A number of global trends are directing long-term
developments. For example, the existing built
environment determines energy needs to a significant
extent.
Climate change – and the transition to sustainable energy
sources – is another consideration that has significant
consequences for the design and construction of
buildings and infrastructure.
The attitude to health and wellbeing is changing from a
demand-driven approach to ensuring that people make
the necessary changes in their way of life.
A constantly changing society expects an active
contribution from the Group, not only in the form of
products and services, but first and foremost in the way in
which BAM’s operating companies take part in the
construction process and take responsibility for the
consequences of their activities.
Ambition for 2020
BAM’s ambition is based on the position that the Group
intends to occupy in the medium term.
In terms of turnover, BAM will be in a strong and
independent position in the European construction sector
by 2020. The Group is aiming to achieve a leading position
in Europe, with high-quality operating companies and a
strong balance sheet and a level of profitability among
the highest in the sector.