ANNUAL REPORT 2008 - Gorenje Group

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2008
Owing to the intensively changing conditions of operation (acquisition of Atag,
strengthening of the Ecology, Energy and Services Division in the areas of energy and
environmental management, the need for business consolidation of the Home Interior
Division), the Company embarked on the strategic restructuring of the Gorenje
Group.
The first step was of a processional and organizational nature, and was already
implemented in the first quarter of 2009 with the transition to a true division-type
organizational structure. From the processional aspect, we have surpassed the legalformal
organizational aspect of integrating the activities of individual companies in a
division. The new approach involves the integration of activities and not legal persons/
companies.
The new organizational structure of the Gorenje Group is as follows:
GORENJE GROUP – DIVISIONS
HOME APPLIANCES
HOME INTERIOR
ECOLOGY,
ENERGY AND
SERVICES
1. REFRIGERATOR &
FREEZERS
2. COOKING APPLIANCES
3. WASHING MACHINES &
DRYERS
• Complementary and
supplementary programmes
• Components
• Industrial machinery and
toolmaking
• Water heaters, radiators
• Kitchens
• Other furnishings
• Ceramics
• Bathrooms
• Environmental
protection and
recycling
• Energy management
• Trade, agency services,
engineering
• Catering and tourism
• Real estate
management
Our PERFECTED VISION is to become a cost-effective, most original, design-oriented
creator of products for the home, with an effective organization stimulating innovativeness
and enabling the attainment of operating results on the level of 5% revenues
and at least EUR 50,000 of added value per employee.
We are preserving our MISSION, which is to create original, technically perfected,
superiorly designed, user- and environment-friendly products for a comfortable home.
We are focused on increasing customer satisfaction while creating value for owners,
employees and other stakeholders of the Gorenje Group in a socially responsible
manner.
To achieve our vision and mission, we are focusing our business activities on the
following FOUR BASIC STRATEGIC OBJECTIVES:
1. enhancing the sale of higher priced products and services, products and services
with high margins in our main activities (home appliances and home interior)
through a system approach to brands, innovations and design;
2. enhancing the transfer of operations into environments at lower cost, reducing
the costs of overhead expenses (outside of direct manufacturing activities) in
the added value of our main activities, and increasing the product economy of
volume while reducing its complexity;