Relatorio de gestao_2010_INGLES.indd - Efacec

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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. 24 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.
EFACEC’S CORPORATE STRATEGIES Corporate Strategy Focus on Business Internationalization and Optimization Focus on the Sustainability of Activities and their Impact on the Planet Focus on the Development of growth support Strategies Expectations from Interested Parties Invest in a sustained business internationalization Follow the best corporate governance practices Contribute towards the reduction of energy consumption Promote RDI activities and results Optimize and take full advantage of Human Resources Regularly communicate with and engage the Interested Parties Strategic Guidelines (2011-2015) • Achieve an important position in international markets; • International development aimed at a set of geographies (Efacec Markets) of greater potential for the company, where the purpose is to replicate the business portfolio currently held in Portugal; • Proactive internationalization beyond those markets focussed on businesses where Efacec develops distinct technical activities; • Regarding the development of business opportunities, reduction of risk exposure by establishing joint ventures; • Develop processes with the purpose of reducing costs and working capital and to optimize the resources available. • Improve management and internal control procedures; • Fulfi l all local legal requirements and adopt the best reporting practices (fi nancial and nonfi nancial); • Develop the internal compliance roles, with visibility and management support; • Proactively use criteria of excellence and promote the standardization of initiatives the best improve the processes; • Adopt the best practices for management of suppliers; • Optimize processes and available resources. • Be present in the chain value of environment friendly businesses; • Reduce the environmental impact of activities. • Develop and introduce new systems, solutions, products and services in the market that support Efacec’s sustained growth objectives, in both Portugal and the International market; • Promote the visibility and availability of R&D results as well as knowledge share within the company. • Ensure high levels of employee satisfaction and motivation; • Recruit employees suitable for the internationalization process; • Develop the talent of Efacec employees; • Promote an adequate balance between the employees’ work and life. • Establish cooperation ties with society by means of proactive courses of action and by supporting projects/initiatives and other relations of citizenship; Report and Accounts 2010 | 25
Page 3: technology that moves the world Sha
Page 6 and 7: Message from the Chairman of the Bo
Page 8 and 9: Message from the Chief Executive Of
Page 10 and 11: Mr. Luís Filipe Pereira during the
Page 12 and 13: exploring opportunities in the mark
Page 14 and 15: Governing Bodies 12 General Meeting
Page 16 and 17: Governance Activities and Model and
Page 18 and 19: Maria do Rosário Ventura | Artur F
Page 20 and 21: Daniel Bessa Fernandes Coelho Does
Page 22 and 23: Governance Activities Risk Manageme
Page 24 and 25: 22 SUSTAINABILITY POLICY Efacec’s
Page 28 and 29: Efacec often communicates with its
Page 30 and 31: Macroeconomic Environment The year
Page 32 and 33: Computer rendered image of the new
Page 34 and 35: MOBI.E - Electric Car TR&D (technol
Page 36 and 37: Economic and fi nancial situation T
Page 38 and 39: • Efacec received an order from K
Page 40 and 41: Servicing • Important maintenance
Page 42 and 43: Inauguration of the small hydro pow
Page 44 and 45: Substation of Taubaté - Brazil •
Page 46 and 47: Transports • The Unit concluded t
Page 48 and 49: Logistics • The Unit received an
Page 50 and 51: Power Plant - Nacogdoches Power, a
Page 52 and 53: Strategic Management of Human Resou
Page 54 and 55: Efacec Day at MU (Minho University)
Page 56 and 57: the Engineering Business Unit (in t
Page 58 and 59: Milestones 2007-2009 These past yea
Page 60 and 61: 58 2009 In 2009, Efacec made a subs
Page 62 and 63: Own Shares The company does not hol
Page 64 and 65: The data concerning Efacec’s sust
Page 66 and 67: New Data Center 64 Results obtained
Page 68 and 69: Strategic Management of Purchases I
Page 70 and 71: Efacec`s presence at fairs (Germany
Page 72 and 73: Focus on the Sustainability of Acti
Page 74 and 75: Small Hydro Power Plant of Meimão
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In fact, water and waste treatment
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Transports The Unit carried out the
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energy recovery system that signifi
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Environmental impact of domestic ac
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and efaPI). Coordinated by the Stra
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Efacec Introduction Programme Eface
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Still during that day, they interac
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Sustainability Commitments 88 SUSTA
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Annexes of Sustainability Strategie
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Sustainability Performances Sustain
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Emissions Direct - use of natural g
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96 Deaths #Employees Portugal 0 0 0
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98 4. GOVERNANCE 4.1 Governance Str
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100 7. OCCUPATIONAL PRACTICES AND F
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Acknowledgements 2010 was another y
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104 The following procedures were p
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