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Or1zons Annual Report 2015 004 005 0.. :J umdaschgroup 0)e :,.Co : U) : -cCO E ::::, ' ' or1zons Annual Report 2015 004 005 Contents umdasch doka umdasch Facts, group group shopfitting Figures group and Data 008 Foreword 028 Foreword 092 Foreword 126 General Information 013 Key Data 014 Dynamogram Europe 098 Fashion & Lifestyle 129 Consolidation Range 016 Corporate Social 032 Central Europe 104 Food & Care 130 Consolidated Balance Sheet Responsibility 044 Western Europe 112 Premium & Travel Retail 132 Consolidated Income Statement 052 Eastern Europe 118 viBIZ 134 Consolidated Statement of Cash Flows 058 Southern Europe & Africa 135 Accounting and Evaluation Methods 142 Development of Non-Current Assets Overseas 062 Middle East 146 Imprint 072 North America 080 Latin America 084 East Asia & Pacific umdasch 006 group 007 Redrawing horizons The question of “What lies beyond the horizon?” has preoccupied mankind for thousands of years. The Greek word from which “horizon” is derived means “limitation” and “restriction”. Perhaps for this very reason the question is closely linked with the urge to face new challenges and to devote ourselves to topics relating to the future. “Mediocrity condemns everything We should like to dedicate the Annual Report for 2015 to the free- dom to think in new dimensions. Why? Because we think the time is that goes beyond its own horizon” ripe for redrawing horizons. We have an endless range of possibilities for changing the world. It is entirely in our hands to make use of the François VI, Duc de la Rochefoucauld, writer (1613‒1680) fresh wind, to set our sails and head off towards new horizons. Because nowadays being simply good is no longer sufficient if you want to be the best in the world. Only striving permanently to become better all the time, not being satisfied with what is easily available, will secure success in the long run. The prerequisite is a will- ingness to cross the boundaries set by the horizon in order to do so. umdasch 008 group 009 Geschäftsbereich Bereichsname Lagebericht 2014 Foreword Trend-setting office Staff canteen Umdasch Nest see a tremendous opportunity here. As a company that operates as well as personal responsibility and entrepreneurial thinking. globally we profit from people who are open for new experiences A first conclusion after more than six months is very positive. and are flexible and mobile. All these measures represent major investments, but we are fully CROSSING BOUNDARIES – convinced that they will bring a sustainable return. REDRAWING HORIZONS But this change poses a major task for management, which we can subsume under the heading “New Leadership”. How do we find these people? How do we fire their enthusiasm for an industrial RESPONSIBILITY HORIZON Every day we hear and read about change. About the dynamics of concern? How do we develop the existing team further? How do social and business life. Of changed working conditions and new we motivate them to adapt to a changed environment? When we speak of redrawing horizons, this also includes the areas methods which are invading our management culture. And indeed Social Affairs and Environment. Companies in the sense of “doing we sense all too clearly that old models no longer function, that We within the Umdasch Group have been focusing on this subject business according to the rules of the prudent businessman” have the customary ways of thinking and acting are reaching their limits for a while now. Some years ago we started a large-scale, unique always pursued a highly sustainable goal, because they think Andreas J. Ludwig and that previous belief systems are losing their validity. It is high leadership initiative in the Doka Group. Since then almost 100 of and act in generations and correspondingly make their decisions time to call our tried and tested ideas into question, to re-examine our central and international top managers have been part of a sensitively and taking long-term aspects into consideration. systems and redefine our roles. High time to set the course for long-term, sustainable programme, in which we have been work- The Umdasch Group is one such company, indeed one which changes which will lead us into a new business era. And high time ing in international workgroups on classic and forward-looking consciously allocates a very high staff-related and budget-related to re-think our companies. topics relating to leadership. The central question which needs to commitment in the service of the public. In this respect a very be answered is “How do we want to lead in future?” It is a matter great deal has happened during the past year. For example, we The change is not coming – it has already been here for some time. LEADERSHIP HORIZON of values and culture, but also of topics like interaction, feedback have established a crèche, the “Umdasch Nest”, for the children of In view of today’s complexity, high speed and multi-dimensionality or the design of core processes under new parameters. our employees; at the present time it is already fully occupied. We this is without doubt the most challenging task which executives The entry of a new generation into the labour market is an have not only rebuilt our staff restaurant and kiosk in Amstetten, have to master today. What do we need to re-think – and what exciting task for every company. And the bigger the company, Communication and collaboration are an important subject in but have also altered it to serve meals prepared on the premises. on the other hand do we need to retain? How do we assimilate the greater the task. The values and attitudes of young people ramified companies like the Umdasch Group. Therefore we are Food is prepared freshly every day, with an emphasis on healthy newcomers with different backgrounds alongside long-standing towards society and work have changed quite considerably. And aiming to find new models in order to make our cooperation easier regional ingredients. We have expanded the portfolio of our VITAL and experienced employees so that we can profit from both? How with them their expectations of their employer. The term “job for and more efficient. At our Amstetten location we started a pilot initiative in the areas of health, nutrition and wellbeing with new do we embark on new paths without overtaxing the organisation? life” has become a “life full of jobs”; people are flexible and open, scheme last year which aims to bring two support departments offers for our employees. We consciously invest in the well-being How do we implement new methods and ways of thinking into a less tied to specific places and core working times, and – what within the Doka Group – Marketing and Product Management – and comfort of our staff, because satisfied employees do their jobs long-standing corporate culture which has already proved itself is more – well educated, self-confident and freedom-loving. A closer together in their daily work: a flexible office. It is based on with more commitment and joy and are thus healthy, active and over many decades? dream or a nightmare for companies? We in the Umdasch Group activity-oriented working, requires cooperation in project teams productive in the long term. umdasch 010 group 011 Geschäftsbereich Bereichsname Lagebericht 2014 Foreword THE EDUCATION HORIZON only be able to satisfy our requirements for qualified staff if we THE UMDASCH SHOPFITTING GROUP THE DOKA GROUP expend a considerable effort. And so we take as our starting point Notwithstanding the highly diverse commitments of the Umdasch the place where the future careers of many potential staff mem- The Umdasch Shopfitting Group regards itself as a company that Having spoken last year about “sunny Doka markets”, today I must Group, there is one topic on which we focus in particular. This lies bers are decided: with young people in state schools. We hope to plans and fits out shops. It is currently focusing to a very large ex- replace that expression with the term “long-lasting high”. With its in the field of education and knowledge transfer, which we aim give children and young people, especially those with a migration tent on digitalisation. During 2015 one of the main preoccupations unique business model on the one hand and its willingness and to promote in a targeted and strategic manner both within the background or from educationally disadvantaged backgrounds a of the shopfitters was the question “What will the shop of the future determination to change on the other, together with its unequivocal company and beyond. With that in mind, in 2015 we established vision of an autonomous life together with opportunities to realise look like?” The new business area viBIZ has not been in existence “Yes” to new topics such as the production of the future and organ- the Umdasch Foundation. This is an initiative of the owners and it. And so we support numerous initiatives, on which we shall be for long but it is now operating at full speed and even during the last isational development, the Doka Group has succeeded in recording management which is concerned with the subjects of equality of reporting in more detail in the next pages. year made a noticeable contribution to the revenues of the Umdasch a magnificent year. With a growth in both revenues and result that opportunity, the promotion of talent and the imparting of ethical Shopfitting Group. During the past year the acquisition of a start- lies well in the double-figure range, the company made a decisive business values. “Education. Economy. Ethics” is thus the subtitle up company from Upper Austria – MMIT – clearly represented a contribution to the group’s positive result. The basis for this success of the Umdasch Foundation.
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