Fra lokal til Global virksomhetsstyring
Peter Lerche Raadal
Senior Vice President Finance - CFO
Nammo
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Nammo Proprietary Information
Agenda
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Nammo – hvem er vi?
Strategiarbeidet i Nammo før og nå
Teori og dagens strategimetode
Utfordringer
– Språk
– Kultur
– Avstand
• Cognos: One way – One Nammo
• Oppsummering
2
Nammo Proprietary Information
Kort om Nammo
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50/50 eierskap
2000 ansatte
18 produksjonsenheter
8 land
Ca. 75% eksport utenfor Norden (Fi-Sv-No), ca 15% sivilt
Kjerneprodukter og teknologier:
Ammunisjon
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Rakettmotorer
Demilitarisering
Nammo Proprietary Information
Skulderfyrte
systemer
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Nammo Proprietary Information
Geographical distribution of Sales 2011
NO/SE/FI 31 %
33 % USA/Canada
Europe 33 %
3 % Others
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Nammo Proprietary Information
Nammo AS
Company Legal Structure
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100%
Nammo
Canada Inc.
100%
Nammo
Australia
100%
Nammo Inc.
100%
Nammo
Talley Inc.
100%
Nammo
Buck GmbH
90%
Nammo NAD AS
100%
Nammo
Lapua Oy
100%
Nammo Composite
Solutions LLC 1)
100%
Nammo
Demil LLC
100%
NammoT
actical LLC
100%
Nordic
Distribution Oy
100%
Nammo
Artillery Center Oy
100%
Nammo
Germany GmbH
100%
65%
Lapua GmbH
ND PressTec GmbH
100%
Nammo
Raufoss AS
100%
Nammo Bakelittfabrikken AS
100%
Nammo
MTH SA
100%
Nammo
Sweden AB
100%
Nammo Vingåkersverken AB
100%
Nammo
Demil Division AB
100%
Nammo
Vanäsverken AB
100%
Hansson
PyroTech AB
100%
Nammo LIAB AB
100%
Norabel Ignition
Systems AB
50%
SN Technology SA
Nammo Proprietary Information
50%
N2 Defense LLC
Nammo’s Business Units
Small
Caliber
Medium
& Large
Missile
Products
Demil
Nammo
Talley
Nammo
Talley
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Nammo Proprietary Information
Agenda
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•
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•
Nammo – hvem er vi?
Strategiarbeidet i Nammo før og nå
Teori og dagens strategimetode
Utfordringer
– Språk
– Kultur
– Avstand
• Cognos: One way – One Nammo
• Oppsummering
8
Nammo Proprietary Information
Strategiarbeid i Nammo:
• 1998 – 2002:
– Fokus på legal organisasjon
– Fokus på restrukturering
• 2002 – 2008:
– Divisjonalisering
– Egne strategiplaner for hver divisjon
– Corporate med sin strategi
• 2009 – 2012:
– Ny visjon og verdier
– Fokus på Cross divisional culture
– Fokus på One Nammo
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Nammo Proprietary Information
Agenda
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•
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•
Nammo – hvem er vi?
Strategiarbeidet i Nammo før og nå
Teori og dagens strategimetode
Utfordringer
– Språk
– Kultur
– Avstand
• Cognos: One way – One Nammo
• Oppsummering
10
Nammo Proprietary Information
Teori
• Bygget på teorien til Kaplan and Norton
– Balance Scorecard
– 4 perspektiver (pillarer)
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Finance
Market
Innovation
Organization
– Strategy Map
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Nammo Proprietary Information
Nammo’s Vision
Securing the Future
Nammo’s Values
Dedication
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We are enthusiastic and creative
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Always searching for the best solutions
Precision
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We are reliable and accurate
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Both in technology and business
Care
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We are inclusive and open-minded
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Encouraging team spirit and co-operation
Nammo Proprietary Information
Strategy Map – Nammo Group
FINANCE
MARKET
INNOVATION
ORGANIZATION
“Securing the Future”
Vision
& Values
Dedication – Precision – Care
Grow value to shareholders through increased share value and paid dividend
Strategic
Goals
CSF –
Critical
Success
Factors
Pursue acquisition growth by improving our
sales with 1 000 MNOK within 2015
Improve organic sales with at least 5% per
year
Adequate
level
of working
Adequate
level
of Working
capital
Capital
Sustain
position
the
Nordic
Sustain
position
inin
the
Nordic
Market
Market
Diversified product portfolio in
various stages of life cycle
Sustain a positive Company
reputation
Available
cash
for growth
Available
Cash
for growth
Solid
local
presence
in key
Solid
local
presence
in key
markets
markets
Improve process control, from
contracting to delivery
Strong focus on HESS
(H-value and sickness)
> 13%
in the
period
ROSROS
> 13%
in the
period
Entering
new markets
Entering
new markets
Secure intellectual property
rights (IPR)
Visualize Corporate Social
Responsibility (CSR)
Reach at least 200 MNOK in EVA
with 11% required rate of return
within
the period
within the
period
Secure
“level
playing
field”
Secure
“level
playing
field”
inin
Nammo’s
available
markets
Nammo’s
available
markets
Secure and
and improve
improve an
an effective
effective
Secure
infrastructure
infrastructure
Increase female presence at all
levels
Further development of the
One Nammo project
Identify
acquisition
targets
Identify
acquisition
targets
and execute
and execute
Higher standard of leadership
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Nammo Proprietary Information
Strategy map
• En rød tråd fra divisjonenes strategikart til konsernets
SCD
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MLCD
MPD
Demil
Nammo Proprietary Information
NT
Nammo Internal Control System
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Nammo Proprietary Information
Directives, procedures and instructions
- design, implementation and monitoring of execution
Owner
Procedures:
Directives:
Who is responsible for what in a
management perspective
Directives
How are the directive
statements to be implemented
Procedures
Instructions
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Instructions:
More detailed descriptions for control
execution, only defined when required
Nammo Proprietary Information
Balance Scorecard Nammo Group
Perspective
KPI's
Return on Sales (ROS)
EVA (Ec onomic value added)
Finance
Return on Capital Employed (ROCE)
Working capital
Working capital in % of sales
Order intake in % of sales
Order stoc k
Number of qualified tenders
Market
Nordics
North America
Cost of rework
Spread of produc t portfolio over life cyc le (index)
Internal and external R&D as % of total revenue
Internal R&D costs
External R&D c osts
Productivity rate – productive time/available time
Net Profit/ man year
Sales/ man year
Organization
Corporate Social Responisbility (CSR) - nivå
Sic kness (short and long term)
Number of c ritical incidents (H-value)
Reputation
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Actual this
period 2012
Status
Trend
Sales in divisions
Europe
Innovation
Target this
period 2012
Nammo Proprietary Information
Long term
target
Actions
Agenda
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Nammo – hvem er vi?
Strategiarbeidet i Nammo før og nå
Teori og dagens strategimetode
Utfordringer
– Språk
– Kultur
– Avstand
• Cognos: One way – One Nammo
• Oppsummering
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Nammo Proprietary Information
Hvilke utfordringer har vi
• Språk
• Kultur
• Avstand
• Leve Toten – drit i resten…
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Quickly!
Stop that
stranger
Nammo Proprietary Information
Språk
• Språk i Nammo
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Norsk
Svensk
Finsk
Tysk
Fransk
Engelsk
• Broken English
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Nammo Proprietary Information
Kulturelle forskjeller
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Nammo Proprietary Information
Avstander
• Store avstander mellom
selskapene
• Forskjellige tidssoner
• Behov for å møtes
• Skape troverdighet
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Nammo Proprietary Information
Agenda
•
•
•
•
Nammo – hvem er vi?
Strategiarbeidet i Nammo før og nå
Teori og dagens strategimetode
Utfordringer
– Språk
– Kultur
– Avstand
• Cognos: One way – One Nammo
• Oppsummering
23
Nammo Proprietary Information
Cognos: One way - One Nammo
• Cognos:
– Business Intelligence-løsning
– Planning
– Controller (konsolidering)
Perspective
KPI's
Return on Sales (ROS)
EVA (Economic value added)
Finance
Return on Capital Employed (ROCE)
Working capital
Working capital in % of sales
Order intake in % of sales
Order stock
Number of qualified tenders
Market
Nordic s
North America
Cost of rework
Spread of produc t portfolio over life c ycle (index)
Internal and external R&D as % of total revenue
Internal R&D c osts
External R&D c osts
Produc tivity rate – productive time/available time
Net Profit/ man year
Sales/ man year
Organization
Corporate Soc ial Responisbility (CSR) - nivå
Sickness (short and long term)
Number of c ritical inc idents (H-value)
Reputation
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Actual this
period 2012
Status
Trend
Sales in divisions
Europe
Innovation
Target this
period 2012
Nammo Proprietary Information
Long term
target
Actions
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Nammo Proprietary Information
Agenda
•
•
•
•
Nammo – hvem er vi?
Strategiarbeidet i Nammo før og nå
Teori og dagens strategimetode
Utfordringer
– Språk
– Kultur
– Avstand
• Cognos: One way – One Nammo
• Oppsummering
26
Nammo Proprietary Information
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 Nammo prosjekt
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Securing
the
Future
Eksport
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