The document provides an overview of Imtech's strategy update for 2011-2015. Key points include:
- Imtech's strategy from 2008-2012 focused on organic growth, acquisitions, and increasing operational EBITA margin to 6%, which was nearly accomplished.
- Trends in relevant markets show opportunities for growth in energy/environment solutions, care/cure technology, and traffic technology. Customers are demanding higher added value partnerships.
- The 2011-2015 strategy focuses on strengthening European positions, pursuing opportunities in new European countries, strengthening global marine positions, following key customers outside Europe, and growing energy/environment solutions.
- Financial targets for 2015 include €8 billion in revenue, operational
As a company, we provide sustainable process performance for the mining, construction, and oil & gas industries. We also serve the pulp and paper industry and some other selected process industries. Our unique offering of equipment, services, and intelligence is available to our customers around the world through our 18,000 talented professionals located in 50 countries.
As a company, we provide sustainable process performance for the mining, construction, and oil & gas industries. We also serve the pulp and paper industry and some other selected process industries. Our unique offering of equipment, services, and intelligence is available to our customers around the world through our 18,000 talented professionals located in 50 countries.
Agency for Innovation and European Cooperation (AIEC NGO)Jan Šašek
Non-governmental agency (AIEC NGO) aims to contribute to the development not only of Slovakia, but also of the whole region of Central & South East Europe by the realization of non-profit oriented projects addressing AIEC Vision:
Vision of AIEC is Central & South East Europe region as the region with:
- well developed infrastructure as the base for economic growth
- growing ratio of Knowledge based economy
- highly innovative enterprises focusing on providing of services and products with High Value Added
- friendly, simple, transparent and supportive frameworks for entrepreneurship activities
- to be the best region to live, work, study and do the business.
Tecnocampus is a triple helix model who combines knowledge and business . It is a reference in Catalonia due to the success of the companies located, its acceleration programs, the incubator and the entrepreneurial university model.
Dentro de este reportaje elaborado por el diario EXTRA ec , visita el sitio donde investigadores en sismo y condiciones del suelo, evalúan una posible falla en San Isidro (Manabí). Terremoto 7.8 Ecuador del 16 de abril 2016
Agency for Innovation and European Cooperation (AIEC NGO)Jan Šašek
Non-governmental agency (AIEC NGO) aims to contribute to the development not only of Slovakia, but also of the whole region of Central & South East Europe by the realization of non-profit oriented projects addressing AIEC Vision:
Vision of AIEC is Central & South East Europe region as the region with:
- well developed infrastructure as the base for economic growth
- growing ratio of Knowledge based economy
- highly innovative enterprises focusing on providing of services and products with High Value Added
- friendly, simple, transparent and supportive frameworks for entrepreneurship activities
- to be the best region to live, work, study and do the business.
Tecnocampus is a triple helix model who combines knowledge and business . It is a reference in Catalonia due to the success of the companies located, its acceleration programs, the incubator and the entrepreneurial university model.
Dentro de este reportaje elaborado por el diario EXTRA ec , visita el sitio donde investigadores en sismo y condiciones del suelo, evalúan una posible falla en San Isidro (Manabí). Terremoto 7.8 Ecuador del 16 de abril 2016
Find out more about Infineon on our Homepage: www.infineon.com
Find here Infineon's company presentation: Market and Business Development First Quarter FY 2015; Business Focus; Segments, Products and Technology; General Company Information
Delivering greater shareholder value - CEO Matti KähkönenMetso Group
This is the presentation of Matti Kähkönen, Metsoo's President and CEO at the 2014 Capital Markets Day event in Amsterdam. http://www.metso.com/cmd Metso has a solid strategy to drive growth and profitability and ultimately deliver greater value to shareholders.
See Tim Höttges, Deutsche Telekom's CEO for a review and outlook of the business. To download the presentation including the disclaimer in pdf format and to find further material please visit http://www.telekom.com/cmd15
Deutsche Telekom CMD 2015 - Cost and Portfolio TransformationDeutsche Telekom
See Thomas Dannenfeldt, Deutsche Telekom's CFO for a outlook of how DT focus on growth and value creation. To download the presentation including the disclaimer in pdf format and to find further material please visit http://www.telekom.com/cmd15
Lucia Cusmano is Senior Economist at the OECD Centre for Entrepreneurship, Small and Medium-sized Enterprises (SMEs) & Local Development (CFE) and Executive Secretary for the OECD Working Party on SMEs and Entrepreneurship (WPSMEE). Ms Cusmano has a PhD in Economics from the University of Pavia (Italy) and has completed a Master of Science in Economics at Warwick University (UK). She has published extensively in international journals on SMEs, entrepreneurship, innovation, structural change, institutions and economic development in advanced and developing regions.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
12. Acquisitions since blueprint 2007
Austria
Ireland
NordicBenelux
Germany
Spain
UK
Other: Seacoast Electronics USA (2007)
Pertec, South Africa (2008)
Romania
= Strong organic growth in Poland, no acquisitions
Imtech strategy update 2011 – 2015
Turkey
Swiss
= Existing = Acquisitions
14. EBITA growth: Organic and by acquisitions
54%
46%
54%
56%
Imtech strategy update 2011 – 2015
Focus on margin improvement:
Recurring business
Cross selling
Risk management
Project management
Procurement
15. Strategic plan 2008 – 2012 nearly accomplished
Imtech strategy update 2011 – 2015
ACTIONS STATUS
Base positions in ‘new’ Imtech countries ✔
Strengthening global Marine positions ✔
Strengthening positions in the UK and Spain ✔
Creating European ICT position, partnerships world market leaders ✔
Entering European Traffic markets ✔
Growth in Energy & Environment markets ✔
Strengthening positions in Care & Cure and Security ✔
TARGETS STATUS
Revenue: € 5 billion ✔
Operational EBITA margin: 6% ✔
17. GREAT OPPORTUNITIES
EFFECT FOR IMTECH
Solid base for further growth
Growing share ‘green’ solutions in total
revenue > 25%
Growth in Care & Cure technology
Growth in Traffic technology
Good acquisitions opportunities
Trends in relevant markets & technology
TRENDS
Demand for Technology and IT
is continuously growing
Structural growth Energy & Environment
Solutions
Ageing population
Mobility challenges
On-going consolidation
Imtech strategy update 2011 – 2015
18. HIGHER ADDED VALUE
EFFECT FOR IMTECH
Demand for partnering
Shift to core position in primary
processes of customers
Competitive advantage
Life cycle approach
Following customers
Trends with customers
TRENDS
On-going focus on core business
Shift in responsibilities customers - Imtech
Demand for financial strong partners
Focus on total cost of ownership
Globalisation
Imtech strategy update 2011 – 2015
19. EMPLOYER OF CHOICE
EFFECT FOR IMTECH
Employer branding
Smart recruitment
Retention focus
New way of working
HR values
Project management
Leadership development
Trends in labor markets
TRENDS
Shortage for technical specialists
on all levels
Balance Work – Live
Diversity
Imtech strategy update 2011 – 2015
21. Strategy 2015: Focus on added value
Added value
Integralcosts
Total Cost of
Ownership
LOW
HIGH
HIGH
Strategic partner
Strategic Core Partner
End-Customer
Own concepts
Manager
end-customer’s
technical assets
Life cycle approach
Core Relation
End-Customer
Functional bidding
Technology partner
of end-customer
Added value/
recurring business
Limited Relation
End-Customers
Preferred bidding
Multi-technology
Team member
Project Execution
No Relationship
End-Customer
Most competitive bidding
Single Source
technology solutions
ADDED
VALUE
22. Strategy 2015: Strong focus on strengthening European positions
= Focus on current countries and
strengthening positions
Imtech strategy update 2011 – 2015
European markets of Buildings, Industry,
ICT and Traffic
23. Strategy 2015: Looking for new opportunities in Europe
= Focus on possible new countries
Imtech strategy update 2011 – 2015
European markets of Buildings, Industry,
ICT and Traffic
24. Strategy 2015: Focus on strengthening global marine positions
Planning new outfitting centres
Present outfitting centresPresent services positions
Planning new services positions
To be extended
25. Strategy 2015: Following key-customers & export outside Europe
Imtech strategy update 2011 – 2015
Automotive Industry
USA, Emerging markets
Aerospace Industry
USA, Emerging markets
Oil & Gas Industry
Africa, Middle East, BRIC
countries
Food & Feed
Emerging Markets
Traffic Technology
Export of unique solutions
ICT Niches
Export of unique software
solutions
FOLLOWING
KEY-CUSTOMERS
EXPORT
26. Strategy 2015: Focus on Energy & Environment solutions
Imtech strategy update 2011 – 2015
GREEN STADIUMS GREEN FACTORIES GREEN SHIPS GREEN TRAFFIC
GREEN ICT GREEN BUILDINGS GREEN POWER PLANTS CARBON FOOTPRINT REDUCTION
27. Strategic 2015: Growth in specific technology domains
Imtech strategy update 2011 – 2015
DATACENTERS WATER & WASTE WATER CARE & CURE
Build, Maintain & Operate
Energy
CSR Driver Customers
Energy Generation
Exploitation Driver Customers
Unique technologies
28. Strategic actions 2011 - 2015
Imtech strategy update 2011 – 2015
Strengthening current European positions
Looking for new countries
Strengthening European Energy & Environment positions
Strengthening European ICT positions
Strengthening European and global Traffic positions
Strengthening global Marine positions
Following key-customers outside Europe
Focus on technology domains
Employer of choice
ACTIONS