Page 23 - KELAG Annual Report 2019
P. 23

As  an  industry  leader,  the  company  aims  to  make  a
           To be best equipped as one of the leading energy service   significant  contribution  to  the  regional  value  added  and
           providers for the challenges associated with the extensive   offer skilled jobs as an attractive employer in future as well.
           changes in the European energy markets and in customer
           requirements,  new  technologies  are  evaluated  and
           innovative  services  and  products  are  continuously  being   The  group-wide  kelag2025  development  project  ensures
           developed.  The  strategic  orientation,  which  combines   the  Group’s  future  sustainability  and  competitiveness  as
           tradition  with  innovation,  focuses  not  only  on  a  future-  one  of  the  leading,  green  energy  service  providers  in
           proof and secure infrastructure but also innovative services   Austria.  The  programme  of  measures  includes  the
           and comprehensive energy management solutions which   enhancement  of  performance  and  innovation  culture  as
           facilitate  a  decentralised  energy  future.  Cooperation  and   well as the pursuit of key areas of innovation related to the
           open innovation activities with universities are pursued to   core business, such as business development in the areas of
           accelerate  implementation  and  benefit  from  external   e-mobility, broadband, photovoltaics and energy services.
           knowledge.                                    The pillar of “value management” is optimised by extensive
                                                         performance  measures  in  the  area  of  cost  and  business
                                                         process management as well as the optimisation of capital
           The overarching objective of the Group’s approved strategy   allocation.
           focuses  on  value-based  management.  In  this  context,
           creating value for investors, customers and employees is
           the  core  benchmark  for  entrepreneurial  activities.
           Corporate  activities  are  also  planned,  managed  and
                                                         Digital  transformation  is  one  of  the  key  factors  for
           controlled based on a value-driven management system.
                                                         remaining competitive in future. Digitalisation is therefore
           Taking the strategic objectives as a starting point, value-
                                                         a central element of the kelag2025 development project.
           based operational measures are derived and implemented
                                                         The  focus  in  this  project  is  on  process  optimisation  in
           as part of the management concept.
                                                         conjunction with the automation of operational processes,
                                                         the evaluation and application of new technologies and the
           The  sustainable  and  balanced  business  portfolio  –  from
                                                         development of smart services and digital business models
           production  and  distribution  to  the  sale  of  renewable
                                                         in an energy-related context.
           energy as well as of comprehensive energy solutions – is
           designed  to  secure  financial  stability  also  in  future.
           Investment in growth is measured based on clear return
                                                         The  long-term  group  project  fit4future  was  initiated  to
           requirements.  Additional  value-based  criteria  such  as  a
                                                         create  a  structured  database  for  further  digitalisation
           solid equity ratio and a suitable rating have to be observed.
                                                         projects and make the core business processes of the Group
           In  the  financial  year  2019,  Standard  &  Poor’s  confirmed
                                                         more efficient in the context of digitalisation. The project
           KELAG’s  “A/stable”  rating.  This  favourable  rating  is
                                                         also serves to prepare for the implementation of the new
           necessary to obtain the best possible terms on the capital
                                                         ERP system SAP S/4 HANA.
           market, with which the objective of an optimal financing
           structure can be reached.
                                                         Based on a series of interviews to assess digital maturity, a
                                                         package  of  recommendations  for  courses  of  action  was
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