Fra lokal til Global virksomhetsstyring

Transkript

1 Fra lokal til Global virksomhetsstyring Peter Lerche Raadal Senior Vice President Finance - CFO 1

2 Agenda hvem er vi? Strategiarbeidet i før og nå Teori og dagens strategimetode Utfordringer Språk Kultur Avstand Cognos: One way One Oppsummering 2

3 Kort om 50/50 eierskap 2000 ansatte 18 produksjonsenheter 8 land Ca. 75% eksport utenfor Norden (Fi-Sv-No), ca 15% sivilt Kjerneprodukter og teknologier: Ammunisjon Rakettmotorer Demilitarisering Skulderfyrte systemer 3

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5 Geographical distribution of Sales 2011 NO/SE/FI 31 % 33 % USA/Canada Europe 33 % 3 % Others 5

6 Company Legal Structure Canada Inc. Australia AS Inc. Buck GmbH Lapua Oy Talley Inc. 90% NAD AS Nordic Distribution Oy Composite Solutions LLC 1) Artillery Center Oy Demil LLC Germany GmbH T actical LLC Lapua GmbH 50% N2 Defense LLC 65% ND PressTec GmbH Raufoss AS Bakelittfabrikken AS MTH SA Sweden AB Vingåkersverken AB Demil Division AB Vanäsverken AB Hansson PyroTech AB LIAB AB Norabel Ignition Systems AB 50% SN Technology SA 6

7 s Business Units Small Caliber Medium & Large Missile Products Demil Talley Talley 7

8 Agenda hvem er vi? Strategiarbeidet i før og nå Teori og dagens strategimetode Utfordringer Språk Kultur Avstand Cognos: One way One Oppsummering 8

9 Strategiarbeid i : : Fokus på legal organisasjon Fokus på restrukturering : Divisjonalisering Egne strategiplaner for hver divisjon Corporate med sin strategi : Ny visjon og verdier Fokus på Cross divisional culture Fokus på One 9

10 Agenda hvem er vi? Strategiarbeidet i før og nå Teori og dagens strategimetode Utfordringer Språk Kultur Avstand Cognos: One way One Oppsummering 10

11 Teori Bygget på teorien til Kaplan and Norton Balance Scorecard 4 perspektiver (pillarer) Finance Market Innovation Organization Strategy Map 11

12 s Vision Securing the Future s Values Dedication We are enthusiastic and creative Always searching for the best solutions Precision We are reliable and accurate Both in technology and business Care We are inclusive and open-minded Encouraging team spirit and co-operation 12

13 Strategy Map Group Vision & Values Securing the Future Dedication Precision Care FINANCE MARKET INNOVATION ORGANIZATION Strategic Goals Grow value to shareholders through increased share value and paid dividend Pursue acquisition growth by improving our sales with MNOK within 2015 Improve organic sales with at least 5% per year CSF Critical Success Factors Adequate Adequate level level of Working of working Capital capital Available Available Cash cash for growth for growth ROS ROS > 13% > 13% in the in the period period Sustain position in in the the Nordic Market Market Solid Solid local local presence presence in key in key markets markets Entering Entering new markets new markets Diversified product portfolio in various stages of life cycle Improve process control, from contracting to delivery Secure intellectual property rights (IPR) Sustain a positive Company reputation Strong focus on HESS (H-value and sickness) Visualize Corporate Social Responsibility (CSR) Reach at least 200 MNOK in EVA with 11% required rate of return within the within period the period Secure level playing field field in in s available markets Secure and improve an effective infrastructure infrastructure Increase female presence at all levels Identify Identify acquisition targets targets and execute and execute Further development of the One project Higher standard of leadership 13

14 Strategy map En rød tråd fra divisjonenes strategikart til konsernets SCD MLCD MPD Demil NT 14

15 Internal Control System 15

16 Directives, procedures and instructions - design, implementation and monitoring of execution Procedures: How are the directive statements to be implemented Owner Directives Procedures Instructions Directives: Who is responsible for what in a management perspective Instructions: More detailed descriptions for control execution, only defined when required 16

17 Balance Scorecard Group Perspective Finance Market Innovation Organization KPI's Target this period 2012 Actual this period 2012 Status Trend Return on Sales (ROS) EVA (Economic value added) Return on Capital Employed (ROCE) Working capital Working capital in % of sales Order intake in % of sales Order stock Number of qualified tenders Sales in divisions Nordics Europe North America Cost of rework Spread of product portfolio over life cycle (index) Internal and external R&D as % of total revenue Internal R&D costs External R&D costs Productivity rate productive time/available time Net Profit/ man year Sales/ man year Corporate Social Responisbility (CSR) - nivå Sickness (short and long term) Number of critical incidents (H-value) Reputation Long term target Actions 17

18 Agenda hvem er vi? Strategiarbeidet i før og nå Teori og dagens strategimetode Utfordringer Språk Kultur Avstand Cognos: One way One Oppsummering 18

19 Hvilke utfordringer har vi Språk Kultur Avstand Leve Toten drit i resten Quickly! Stop that stranger 19

20 Språk Språk i Norsk Svensk Finsk Tysk Fransk Engelsk Broken English 20

21 Kulturelle forskjeller 21

22 Avstander Store avstander mellom selskapene Forskjellige tidssoner Behov for å møtes Skape troverdighet 22

23 Agenda hvem er vi? Strategiarbeidet i før og nå Teori og dagens strategimetode Utfordringer Språk Kultur Avstand Cognos: One way One Oppsummering 23

24 Cognos: One way - One Cognos: Business Intelligence-løsning Planning Controller (konsolidering) Perspective Finance KPI's Target this period 2012 Actual this period 2012 Status Trend Return on Sales (ROS) EVA (Economic value added) Return on Capital Employed (ROCE) Working capital Working capital in % of sales Order intake in % of sales Order stock Number of qualified tenders Long term target Actions Market Innovation Organization Sales in divisions Nordics Europe North America Cost of rework Spread of product portfolio over life cycle (index) Internal and external R&D as % of total revenue Internal R&D costs External R&D costs Productivity rate productive time/available time Net Profit/ man year Sales/ man year Corporate Social Responisbility (CSR) - nivå Sickness (short and long term) Number of critical incidents (H-value) Reputation 24

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26 Agenda hvem er vi? Strategiarbeidet i før og nå Teori og dagens strategimetode Utfordringer Språk Kultur Avstand Cognos: One way One Oppsummering 26

27 Oppsummering En god metodikk på plass Strategien godt forankret i de ulike ledergruppene Implementert Cognos som beslutningsstøtteverktøy for å hjelpe oss med å lage målesystemer, rapportering og oppfølging Gjenstår å få hver enkelt medarbeider til å forstå: Hva betyr dette for meg => One prosjekt 27

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29 Eksport Securing the Future 29