Relatorio de gestao_2010_INGLES.indd - Efacec

The organization of each of these BAs, BUs and MUs is the one that
best meets the model considered, in each case, to be in conformity
with the specifi c business characteristics and conditions of the
activities. This way, it is possible to maintain a balanced approach to
common requirements and priorities, in order to create the synergies
necessary to obtain greater value added in the management of each
business. Each area has its own management, planning and business
control structure and is responsible for managing its Annual Budget,
which is prepared and updated throughout the year.
The BUs are complete structures of business, engineering, R&D,
production and logistics resources designed to supply solutions,
services and products by developing their value chains.
The MUs hold a signifi cant presence in their region. They provide
a complete portfolio of solutions, services and products, develop
businesses, establish the necessary relationships and identify
opportunities.
Besides that, they have the production capacity and skills necessary
to develop new products, services and solutions.
Along with this matrix organization that groups BUs and MUs, there
are Shared and Corporate Services that group support services for
business development and are shared by the Business and Market
Units.
The global strategic orientation, coordination and communication
are ensured by the Group’s holding company and the common and
cross-services are organized in the Efacec Group’s Shared Services.
The most important strategic decisions for a specifi c area and/or
with consequences for the Efacec Group as a whole are made or
ratifi ed by its holding company.
For Efacec it is important to respect and maintain an internal
corporate environment that supports a business culture and
corporate practices that encourage and enable the adoption of
proper management and behavioural practices, ethics and respect
for the established rules.
In addition, the Board of Directors has underpinned its management
with a special focus on internal and external communication,
creation of a safety climate, transparency, loyalty and confi dentiality
at every level of the organization, as well as awareness for applying
and following obligations from diligence and prevention duties and
the safeguard and prevention against the improper use of business
opportunities and assets of the company.
As such, the following specifi c committees were created and/or
have remained active in the Efacec Group since earlier years:
• Cost Analysis and Process Improvement Committee (Overhead
Management; Process Optimization; Purchasing and Supply
Management);
• Strategic Management of Human Resources Committee.
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In the last years, Efacec’s activities have had a large impact on
the development of our society, especially regarding social and
environmental aspects.
Thus, Efacec has been present in every area involving large
economical, environmental and social changes.
The basis of Efacec’s strategic decisions is its Strategic Planning
process, which is part of Efacec’s current management model (in
place since 2007).
In 2010, by following the model usually used for this process, the
Strategic Planning (SP) cycle was initiated in March with the launch
meeting of the SP concerning the time period of 2011-2015.
A quantitative and qualitative performance analysis was made for
the previous fi nancial year. Then, after a detailed analysis of the
internal and external expectations, the medium and long-term
strategic challenges for the next 5 years were given by the Executive
Committee (EC) to the several Units of the company.
In May, bilateral meetings (BUs and MUs) were held and the
objectives for the time period of 2011-2015 concerning Orders,
Business Volume, Gross Margins, CAPEX and Headcount were
presented to the EC, as well as the Strategic Planning of each BU.
The corporate Strategic Planning, along with the consolidation of all
the BUs’ and MUs’ strategic objectives, was presented to the Board
of Directors in June and to the shareholders in September.
In October, following the Strategic Planning process, the
launch meeting of the Budget was held. With the support of the
Administration and Financial area, each BU worked together
with each MU in order to prepare (after these bilateral meetings
were held) the fi rst draft of the Budget for 2011, which outlined
the growth objectives of Efacec’s 10 businesses, in the 7 markets
chosen by the company and also in the rest of the world.
Between October and November, the BUs, MUs and Shared Services
analyzed their budgetary objectives with the EC. In December, the
Budget was presented to Efacec’s Shareholders. At the same time,
the Performance Meetings of the BUs (monthly) and MUs (fourmonthly)
and the HR Performance Meetings (four-monthly) were
held. These allow to control the company’s Management thoroughly
and based on quantitative and qualitative analyses.
In accordance with a study made in 2009 and detailed in the previous
report, 6 strategic priorities proposed by Efacec’s interested parties
were identifi ed.
In 2010, these priorities became part of company’s set of strategies.