Annual report - HSE
Annual report - HSE
Annual report - HSE
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2.2.1 Management of the <strong>HSE</strong> Group<br />
Establishment of <strong>HSE</strong> had two principal objectives: coordination of main activities and<br />
utilisation of synergy effects among companies within the <strong>HSE</strong> Group. The main purpose<br />
behind the establishment of <strong>HSE</strong> was performance of holding activities, i.e. to found,<br />
finance and manage companies in which it would hold majority stakes. In the course of<br />
its development, the desire for more intensive integration and exploitation of mutual<br />
synergies grew further.<br />
The Group prepares its strategic development concept on the basis of which it will fulfil its<br />
vision to ensure a long-term competitiveness of the Group on the global energy market,<br />
while at the same time expanding its activity and generate new synergetic effects. The<br />
Strategic development concept of the <strong>HSE</strong> Group will help the Group to preserve its<br />
mission, i.e. to maintain its leading role on the domestic market and to rank first on the<br />
markets the SE Europe, to develop the Slovenian energy-based economy and science in<br />
order to implement them internationally.<br />
The <strong>HSE</strong> Group has to build on trust and recognisability. Improvement of our reputation<br />
is the Group’s key challenge for the future. Corporate governance is, therefore, of great<br />
importance. As a basic condition for better management and business practice, efficient risk<br />
management, optimised organisational structure and mutual relationships in the Group,<br />
corporate governance is undoubtedly the area that needs new foundations and renewed<br />
strategy. The Strategic development concept of the <strong>HSE</strong> Group will redefine the Group’s<br />
corporate governance. When the market circumstances change significantly, the business<br />
system has to be prepared for immediate adjustment, in order to ensure the Group’s<br />
existence, development and progress. The right choice in this are good management and<br />
decisions that lead to:<br />
• increased operating efficiency,<br />
• maximised synergy effects,<br />
• efficient risk management,<br />
• establishment of adequate conditions for investments,<br />
• reaching even better operating results,<br />
• ensuring constant progress, innovations and development.<br />
The idea of reorganising the <strong>HSE</strong> Group in terms of better quality and efficiency is not new.<br />
This fact can be confirmed by the decisions of the Group’s strategic conferences as well as<br />
other documents regarding its strategy and development. The content of these documents<br />
clearly shows that a need for greater exploitation of synergies, equity consolidation and<br />
more intensive coordination of activities exists.<br />
Management bodies<br />
The majority of subsidiaries in Slovenia are run by a single-member management or<br />
management board. The subsidiary PV has a three-member Management Board, while<br />
the companies abroad usually have a two-member management. Most companies are<br />
supervised by a three-member supervisory board.<br />
<strong>HSE</strong> manages the companies of the <strong>HSE</strong> Group through representatives in Supervisory<br />
Boards of subsidiaries as well as through the committee responsible for supervision of<br />
major investments.<br />
Active supervision committee<br />
<strong>HSE</strong> started establishing active supervision committees also in subsidiaries that are<br />
exposed to greater risks due to intensive investment activities.<br />
Worker participation in management<br />
The <strong>HSE</strong> employees exercise their rights through trade unions, workers’ councils and<br />
representatives in the Supervisory Board.<br />
<strong>Annual</strong> Report <strong>HSE</strong> 2012<br />
2 Business Report<br />
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