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Key strategic goals of ELEKTROBUDOWA SA for the years 2016-2018

  • Strengthening the leading position in the domestic market 
  • Increasing the position in the market of complete facilities for power sector and industry
  • Expanding to foreign markets 
  • Improvement of operational efficiency 
  • Investment in product, competence and organizational development

In order to achieve general strategic goals, many targets have to be attained in various perspectives, including the perspectives of:

  • internal processes
  • employment
  • knowledge and development
  • customer
  • export
  • investing
  • finance

Strategic goals

internal processes perspective

  • Building the organization focused on synergy effect, increasing the efficiency and active risk management.
  • Development of the production activity and innovativeness of the offer.
  • Boosting the effectiveness of operating activity.

Employment perspective

  • Flexible employment policy.
  • Implementation of BSC-based motivating system focused on strategic goals.
  • Maintaining the productivity of employment (external sales/average paid employment) on the level around 600 - 625 thousand PLN.
  • Growth in profitability of employment (net profit / average paid employment) by 30%.
  • Maintaining the productivity of remuneration (external sales/remuneration fund, net of overheads) on the level 9 - 9.3.
  • Growth in net profitability of remuneration (net profit / remuneration fund, net of overheads) by 25%.

knowledge and development perspective

  • Implementation of corporate management support systems of ERP class supporting designing (3D) and materials management, documents management system DMS.
  • Development of employee competences. Maintaining the budget for training on the level of 1.5 - 2% of the remuneration fund.
  • Unification of the developed standards of managing and organization of activity in order to increase efficiency and quality of operation.
  • Implementation of lean management in the Production Division to streamline the processes and reduce costs.

customer perspective

  • Maintaining market share of the existing products and complete power facilities (average annual orders received target: ca. 500 PLNm).
  • Increasing the Company’s share in the market of complete facilities for power generating sector and the industrial sector (average annual orders received target: ca. 280 PLNm).
  • Scaling up the activity in foreign markets and increasing the share of export activity in the Company’s revenue (average annual orders received target: ca. 145 PLNm).

investing perspective

  • Investments in product development and extension of the production scope by including the devices increasing the standard and quality of products.
  • Development of the organization in the areas of marketing and export service.
  • Preparing the organization for acquisitions targeted at complementation and extension of its offer.

financial perspective

  • Orders received over PLN 1bn annually.
  • Average external sales on the level of ca. PLN 1.1bn annually.
  • Growth in net profitability from 3.9% to 5.0%

Strategic export goals

  • Significant growth in orders for products in the Russian-speaking markets
  • Dynamic development of winning orders from the Southeast Europe markets
  • Growth in orders from the Middle East markets
  • Development of competences in export of services

Growth in export orders up to the level of ca. PLN 177m

The strategy has been prepared basing on the following assumptions:

  • growth of GDP in the range of 3.6-3.8% annually;
  • increase in investment expenditure to the level of 6.6% in 2018;
  • inflation rate ca. 2% p.a.;
  • increase in electricity consumption 1.5% p.a.;
  • a drop in USD exchange rate to the level of 3.57 PLN in 2018;
  • a drop in EUR exchange rate to the level of 4.09 PLN in 2018.
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