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Under the roof of the parent company STRABAG SE, a number of legally independent subsidiaries are active in their respective national markets. The top level of organisation is the segment, each of which is headed by two management board members, one with technical and another with commercial responsibilities. This “four-eyes” principle applies not only at the management board level but at all management levels, and the dual management structure is an important aspect of internal control and risk management.
The management board of STRABAG SE exercises the coordinated management of the group, is responsible for maintaining its financial balance, and determines its strategic goals. During the execution of these tasks, the management board is supported by central staff divisions, central divisions (service companies) and the divisions.
The division managers coordinate and steer their sub-divisions and report directly to the management board member responsible for their division. The division managers manage their business independently and on their own responsibility within the framework of the group’s business policy, i.e. it is their responsibility to reach the objectives laid out in the strategic and operative planning and to realise the specified measures.
The operating business is managed by the sub-divisions, which in turn are organised into individual business units. They are responsible for the greatest possible success in their regional markets and are as a rule managed, coordinated and controlled by the business unit manager.
The central divisions are one of the main ingredients for the group’s success. They handle group-internal services in the areas of accounting, treasury, controlling, risk management, personnel development, technical development, equipment management, quality management and logistics. The central service companies support the operating units so that these can concentrate on the core business and deliver their services to the clients in an efficient manner. The uniformity of the organisation creates economies of scale and results in standardised controlling and reporting.
The central staff divisions are responsible for legal matters, contract management and internal auditing and report directly to the CEO.
In order to maintain an overview of the entire group, we have developed a management information system that helps us to ensure that the same standards apply in all regions where STRABAG is active. Clear criteria for the assessment of new projects and control systems serve as filters to avoid loss-bringing projects.
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