Page 111 - KELAG Annual Report 2017
P. 111

and a suitable rating have to be observed. In the financial
                    To further strengthen its position as a customer-focused   year 2017, Standard & Poor’s once again confirmed KELAG’s
                    energy service provider, new business models and   rating of “A/stable”. This favourable rating is necessary to
                    technologies are continuously evaluated. The strategic   obtain the best possible terms on the capital market, with
                    orientation, which combines tradition with innovation,   which the objective of an optimal financing structure can
                    focuses on the sustainable and secure energy supply to   be reached.
                    customers along with very promising infrastructure,
                    innovative services and smart energy management
                                                                  As  an  industry  leader,  the  company  aims  to  make  a
                                                                  significant  contribution  to  the  regional  value  added  and
                                                                  offer skilled jobs as an attractive employer in future as well.
                    The overarching objective of the Group’s approved strategy
                                                                  With  the  long-term  group-wide  development  project
                    focuses  on  value-based  management.  In  this  context,
                                                                  “kelag 2020” initiated in 2014, the Group ensures its future
                    creating value for investors, customers and employees is
                                                                  sustainability and competitiveness as a green and digital
                    the  core  benchmark  for  entrepreneurial  activities.
                                                                  full-service energy provider. The programme of measures
                    Corporate  activities  are  also  planned,  managed  and
                                                                  includes the enhancement of performance and innovation
                    controlled based on a value-driven management system.
                                                                  culture, the pursuit of key areas of innovation related to the
                    Taking the strategic objectives as a starting point, value-
                                                                  core  business  as  well  as  the  preservation  of  economic
                    based operational measures are derived and implemented
                                                                  performance.  The  pillar  of  “value  management”  is
                    as part of the management concept.
                                                                  optimised by extensive performance measures in the area
                                                                  of cost and business process management as well as the
                    The  sustainable  and  balanced  business  portfolio  –  from
                                                                  optimisation  of  capital  allocation.  In  light  of  extensive
                    production  and  distribution  to  the  sale  of  renewable
                                                                  changes  in  the  business  environment,  the  development
                    energy as well as smart products and services – is designed
                                                                  project  was  extended  last  year  to  include  the  strategic
                    to  secure  financial  stability  also  in  future.  Investment  in
                                                                  planning horizon up to 2025.
                    growth  is measured  based  on  clear return requirements.
                    Additional value-based criteria such as a solid equity ratio
                    Again  in  the  financial  year  2017,  a  number  of  measures   broadband  services  and  energy-related  services,  among
                    were implemented to enhance the innovative capacity of   others, are to be developed.
                    the Group and to support the development of innovative
                    and  customer-focused  products,  services  and  processes.
                    Starting  with  raw  ideas,  a  structured  innovation  process
                    supports  the  implementation  of  innovation  through  to
                    market maturity. Highlights of the past financial year were
                    the installation of the digital lab as well as several “open
                    innovation”  initiatives  with  universities  and  the  “KELAG
                    GreenUps   Challenge”.   To   promote   the   Group’s
                    development into a comprehensive and innovative energy
                    service provider, strategic areas of innovation were further
                    prioritised.  Building  on  these  innovative  objectives,  new
                    strategic  business  divisions  in  the  area  of  e-mobility,
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