Report and Accounts 2011 | 1 - Efacec

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42 STATUS OF THE MANAGEMENT SYSTEM CERTIFICATIONS Company Quality Environment Efacec Energia, Máquinas e Equipamentos Eléctricos, S.A. Power Transformers Business Unit Efacec Energia, Máquinas e Equipamentos Eléctricos, S.A. Distribution Transformers Business Unit Efacec Energia, Máquinas e Equipamentos Eléctricos, S.A. Switchgear Business Unit Efacec Energia, Máquinas e Equipamentos Eléctricos, S.A. Servicing Business Unit Efacec Engenharia e Sistemas, S.A. Environment Business Unit Efacec Engenharia e Sistemas, S.A. Automation Business Unit Efacec Engenharia e Sistemas, S.A. Engineering Business Unit Efacec Engenharia e Sistemas, S.A. Logistics Business Unit Efacec Engenharia e Sistemas, S.A. Transports Business Unit Efacec Engenharia e Sistemas, S.A. Renewables Business Unit Efacec Serviços de Manutenção e Assistência, S.A. ATM - Assistência Total em Manutenção, S.A. Brisa - Conservação de Infraestruturas, S.A. Efacec do Brasil LTDA Energy Service LTDA Bauen Efacec, S.A. Efacec Advanced Control Systems, Inc. Efacec Sistemas España, SL Efacec Central Europe Limited S.R.L. Environment, Logistics, Automation, Renewables and Transports Business Units Efacec Contracting Central Europe, GMBH Engineering Business Unit Efacec Power Transformers Inc. Occupational Health and Safety Research, Development and Innovation
3.6.5 Internal Audit �� performed audit work, are discussed with the auditees, giving them recommendations on how to best solve/improve them. These recommendations require an answer from the persons responsible for the audited areas, including actions and deadlines required to implement them whenever applicable. Internal Audit reports directly to the Executive Committee through a director in charge of that role. �� subsidiaries. Also, it greatly contributed towards the current distribution of powers (delegation of powers matrix). Internal Audit Activities 3.7 CORPORATE STRATEGIES The basis of the company’s strategic decisions is its Strategic Planning/Budget cycle, which is part of Efacec’s current governance �� Planning process with the Budget process. Strategic Planning (5 years) 1. Establishment of Strategic Challenges by the Executive Committee (February-March); 2. Establishment of Strategic Plans for the Business Units (April-June); 3. Quantitative construction of the Business Plan (October-November); 4. Presentation of the Business Plan of the Efacec Group (December). Monitoring meetings of the Strategic Plan and Budget �� Budget for the Next Year 1. Draw up the Departmental Budgets (October) 2. Discussion of Budget Goals for the Units with the Executive Committee (October-November) 3. Presentation of Efacec’s Budget to Shareholders (December) �� clearly the current Corporate Strategies of Efacec. Report and Accounts 2011 | 43
Page 1: Report and Accounts 2011 | 1
Page 4 and 5: 2011 Report and Accounts 4 Volume I
Page 6 and 7: Detail view of one of the buildings
Page 8 and 9: Message from the Chairman of the Bo
Page 10 and 11: Message from the the Chief Exeutive
Page 12 and 13: Aerial view of Efacec’s Arroteia
Page 14 and 15: 2.1 MACROECONOMIC ENVIRONMENT The y
Page 16 and 17: 2.3 ECONOMIC AND FINANCIAL SITUATIO
Page 18 and 19: 2.6 MOST IMPORTANT EVENTS Efacec ha
Page 20 and 21: 2.7 PUBLIC ACKNOWLEDGEMENTS 20 PUBL
Page 22 and 23: Detail view of one of the buildings
Page 24 and 25: 3.1 EFACEC 24
Page 26 and 27: ��
Page 28 and 29: 28 ACTIVITIES OF THE GOVERNING BODI
Page 30 and 31: 30 ACTIVITIES OF THE GOVERNING BODI
Page 32 and 33: Management strategies Material issu
Page 34 and 35: 3.4 CORPORATE STATEMENTS 34 Efacec
Page 36 and 37: 3.5 STAKEHOLDER ENGAGEMENT � �
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Page 41: 3.6.3 Corporate Committees With the
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Page 47 and 48: 4 Focus on Economic Sustainability
Page 49 and 50: Efacec Angola signed a supply contr
Page 51 and 52: Subestação de Ji-Paraná includes
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Page 55 and 56: Inauguration of the Photovoltaic pl
Page 57 and 58: 4.1.7 Maghreb ��
Page 59 and 60: Efacec was awarded the supply of PU
Page 61 and 62: Metro do Porto, yellow line ��
Page 63 and 64: Panoramic view of the Pedrógão Pu
Page 65 and 66: automation of power distribution gr
Page 67 and 68: 4.2 OPTIMIZATION OF ACTIVITIES 4.2.
Page 69 and 70: From left to right: ��
Page 71 and 72: Refurbishment of the Drying and Fil
Page 73 and 74: 4.2.4 Marketing and Image In 2011 t
Page 75 and 76: Important steps were given in the R
Page 77 and 78: 5 Focus on Innovation and Planet Su
Page 79 and 80: 5.1.2 Product Research and Developm
Page 81 and 82: Logistics PSI ��
Page 83 and 84: 5.2 ENVIRONMENTAL IMPACT OF ACTIVIT
Page 85 and 86: 5.2.4 Management of Emissions Among
Page 87 and 88: 6 Focus on People and Society 6.1 D
Page 89 and 90: Efacec has kept activities aimed at
Page 91 and 92: Efacec Academy training session, Au
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6.1.3 Internal Communication In 201
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6.1.5 Work-Life Reconciliation With
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6.2 RELATIONS WITH SOCIETY 6.2.1 Vo
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6.2.2 Public Presence In 2011 were
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6.2.4 Social Movement Efacec strong
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ANEXO I ABOUT THIS REPORT ANEXO II
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ANNEX II - PERFORMANCE INDICATORS E
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ENVIRONMENTAL INDICATORS - Continua
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SOCIAL INDICATORS - Continuation Tr
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Alberto de Freitas Martins Chairman
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Chairman of the General Meeting Boa
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ANNEX V- GRI CHECK MATRIX ITEM Page
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6. ENVIRONMENT PERFORMANCE ASPECT:
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ASPECT: SECURITY PRACTICES HR8 Perc
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ANNEX VI - INDEPENDENT VERIFICATION
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Report and Accounts 2011 | 125
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Report and Accounts 2011 | 127
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Report and Accounts 2011 | 1 - Efacec

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