DOCSLIB.ORG

Annual Report 2015 We Build for a Better Society Contents

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Annual Report 2015 We Build for a Better Society Contents Annual Report 2015 We build for a better society Contents Group overview Skanska – 2015 in brief 1 Comments by the President and CEO 2 Promise and values 6 Business model 7 Business plan 2016 –2020 8 Financial targets 2016 –2020 9 Business plan 2016 –2020 – focus areas 12 – Great People 12 – Market Making 13 – Operational Excellence 14 Sustainability 16 Share data 20 Market overview 22 Business streams 24 Construction 26 Residential Development 30 Commercial Property Development 34 Infrastructure Development 38 UN contract completed 42 History 44 Financial information Report of the Directors 46 Corporate Governance Report 53 Consolidated income statement 66 Consolidated statement of comprehensive income 67 Cover: Malmö now has a brand new, centrally-located city Consolidated statement of financial position 68 district – Malmö Live, Malmö, Sweden. Malmö Symphony Consolidated statement of changes in equity 70 Orchestra’s new concert hall is here and its two halls have Consolidated cash flow statement 71 world-class acoustics. There is also a congress hall for 1,500 guests and a hotel with 444 rooms and two restaurants. The Parent Company income statement 73 hotel’s sky bar on the 25th floor offers a panoramic view over Parent Company balance sheet 74 the city and the Öresund Strait. Malmö Live covers a total space of 54,000 sq m. Parent Company statement of changes in equity 75 There are also offices, parking facilities and two residential Parent Company cash flow statement 76 buildings containing 158 apartments. Skanska developed and constructed Malmö Live working in close cooperation Notes, table of contents 77 with the City of Malmö from an early stage, thereby creating Proposed allocation of earnings 152 lasting benefits for all parties involved. Auditor’s Report 153 Senior Executive Team 158 Board of Directors 160 Major orders, investments and divestments 162 Annual General Meeting 164 Investors 164 Addresses 165 This document is in all respects a translation of the Swedish original Annual Report. In the event of any differences between this translation and the Swedish original, the latter shall prevail. Skanska Annual Report 2015 Follow-up and outcome 2011–2015 Financial targets 2011–2015 Outcome 2011–2015 Group Return on equity Return on equity for the period of % % 50 50 18–20%40 40 30 30 20 20 10 10 0 0 2011 2012 2013 2014 2015 2011 2012 2013 2014 2015 Financial strength Net operating financial assets/liabilities Net operating financialMdr assets/liabilities kr will be SEK bn 15 15 12 12 positive 9 9 6 6 3 3 0 0 2011 2012 2013 2014 2015 2011 2012 2013 2014 2015 Construction Operating margin, Construction Average margin over %a business cycle % 5 5 4 4 3.5–4.0%3 3 2 2 1 1 0 0 2011 2012 2013 2014 2015 2011 2012 2013 2014 2015 Return on capital employed, Project development operations Project Development operations 1 Annual return on capital% employed for the % combined project development20 operations 20 15 15 10–15%10 10 5 5 1 See definition on page 143.0 0 2011 2012 2013 2014 2015 2011 2012 2013 2014 2015 Qualitative targets 2011–2015 Follow-up of qualitative targets for 2011–2015 Industry leader in: Safety Worksite safety improvements plateaued during the period. A lost time accident rate (LTAR) of about 3.0 was short of the LTAR target of 1.0. Ethics Skanska still has ethical risks, and needs to continue training in this area. Green Skanska has green solutions in place, but there is varying interest in the markets. All Commercial Development projects are Green, and in Construction up to 75 percent of order bookings are Green. People development For people development, the programs and tools, leadership profile and employee ownership program are in place. There is a need for improvements within Diversity and Inclusion and in leadership. Risk management Industry-leading processes for risk management are in place, but there is still a need for improvements. Implementation continues at Business Unit level. Target reached Work underway, target not fully reached B Skanska Annual Report 2015 Skanska as an investment Skanska is one of the world’s leading construction and project develop- ment companies, focused on selected home markets in the Nordic region, other European countries and North America. Supported by global trends in urbanization and demographics, and by being at the forefront in sustain- ability, Skanska offers competitive solutions for both simple and the most complex assignments, helping to build a sustainable future for customers and communities. Sergels Torg at the heart of Stockholm is being renovated. This square is a busy intersection that stands on concrete structures from the 1950s. The green and safety aspects were a priority when Skanska was awarded the contract. Strong global trends Diversification Financial synergies With demographic changes and con tinued Skanska’s risk diversification across four The strong cash flow from Construction urbanization come an increased demand business streams with operations in sev- is invested in the Group’s own high-return for infrastructure, hospitals, schools, eral geographic markets and segments development projects. The investments homes and offices. Demand for Skanska’s helps ensure a balanced and diversified in project development will continue to Kr % expertise in green construction is signifi- risk profile. increase. 12 10 cant in a world that is becoming increas- 9 10 8 inglyMiljoner aware personer of the human impact on the Strong cash flow Attractive total shareholder return 8 7 planet.500 Through an attractive business model, Skanska has a competitive total share- 6 Skanska is generating a strong6 cash flow holder return with more than 10 years of 5 400 4 Leading market position which, combined with net4 cash, puts the increased or maintained dividends. Over 3 Skanska300 holds a leading market position Group in a stable financial2 position. the past five years, Skanska’s share has 2 1 in200 each of its home markets, and has set a 0 had an average total yield of just over 0 target for profitability and controlled growth 2006 2007 2008 200910 percent,2010 2011 compared2012 to2013 11 percent2014 2015 on 1) in100 the Construction business stream. Utdelning, kr Extra utdelning,the Stockholm kr Direktavkastning, Stock Exchange. % 1) Utdelning per aktie dividerat med slutkursen för respektive år. 0 1990 2015 2050 Expected population in urbanized areas in Skanska’s home markets, 1990–2050 Dividend history Millions of people SEK % 500 12 10 9 10 400 8 8 7 300 6 6 5 200 4 4 3 100 2 2 1 0 0 0 1990 2015 2050 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 In Skanska’s home markets the number of people living in urbanized areas is Dividend, SEK Extra dividend, SEK Dividend yield, %1 expected to increase by 100 million in the period 2015–2050. 1 Dividend per share divided by the closing share price for each respective year. Source: UN Department of Economic and Social Affairs Skanska Annual Report 2015 Skanska som investering 3 • Norden, 40 • Byggverksamhet, 49 • Bostadsutveckling, 33 • Övriga Europa, 23 • Bostadsutveckling, 15 • Kommersiell fastighets- • USA, 37 • Kommersiell fastighets- utveckling, 60 utveckling, 25 • Infrastrukturutveckling, 7 Skanska – 2015 in brief • Infrastruktur- 155 6,5 utveckling, 11 27,6 Revenue, SEK 155 bn Operating income, SEK 6.5 bn Capital employed, SEK 27.6 bn by geography, % 1 by business stream, % 1 in Project Development, by business stream, % • Nordic countries, 40 • Construction, 49 • Residential • Other European • Residential Development, 33 countries, 23 Development, 15 • Commercial Property • USA, 37 • Commercial Property Development, 60 Development, 25 • Infrastructure • Infrastructure Development, 7 155 6.5 Development, 11 27.6 1 Before Central and eliminations. In 2015, the Group’s 43,000 Construction Commercial Property Development employees delivered good • The performance in the Construction • 27 projects were sold, reaching a new results while also helping to business stream was stable in all alltime-high in divestment gains at Construction units except for the U.S. SEK 2.6 billion. promote a sustainable society. operations which were burdened with • The number of ongoing property The ambition of growing in charges. projects was 44 at the end of the year, project development has resulted • Order bookings amounted to SEK 122.1 corresponding to an investment value in a record number of new com- billion. The major contracts included: upon completion of SEK 18.8 billion. – Slussen and the Stockholm Bypass mercial projects, more efficient • Most of the new investments are in – Welsh Water treatment plant in the UK the U.S. and Central Europe. residential development and a – Office, hospital and school projects in more stable expansion into the Sweden, Norway, the UK and the U.S. Infrastructure Development growing public private partner- • The construction projects in Latin • The operating income totaled ship market in the U.S. America have been completed, and the SEK 863 million. majority of the units within operations • Two hospitals in London sold for and maintenance have been sold. SEK 1 billion. Residential Development • Net present value of projects • Sustained improved results, operating is SEK 4.8 billion. margin of 9.5 percent. • Selected for expansion of LaGuardia • The number of homes sold and started Airport in New York, with a contract totaled 4,093 and 4,000 respectively. expected in 2016. • Efforts to reduce the number of unsold • Contract signed for the new Papworth completed units in Finland and Norway Hospital in the UK. continued during the year. Skanska’s home markets Sweden Skanska has operations in 11 countries Finland Sweden in Construction, Residential Development, Norway Finland USA Norway Commercial Property Development and USA Infrastructure Development. The Business Denmark Units in these business streams work Denmark together in various ways to create both United Kingdom Poland United Kingdom Czech RepublicPoland operational and financial synergies, Slovakia Czech Republic Hungary Slovakia leading to increased value creation.
Load more

Recommended publications
  • YIT Management System GRIP / HP&AH&TT 2019
    YIT management system GRIP / HP&AH&TT 2019 YIT Company-Wide Management System for Project Business JOHANNA AROLA , DEVELOPMENT MANAGER, YIT SUOMI OY 2019 Creating better living environments We develop and build apartments and living services, business premises and entire areas. We are also specialised in demanding infrastructure construction and paving. Together with our customers, we create more functional, more attractive and more sustainable cities and environments. MERENKULKIJANRANTA, HELSINKI, FINLAND The history of YIT 1910–2019 1960 2018 1920 1930 1940 1950 1970 1980 1990 2000 2010 1910 1912 2019 1970 2013 LEMMINKÄINEN SALE OF NORDIC YIT GROWS YIT UNDERGOES A 1990 AND YIT MERGE PAVING AND 1920 to become the DEMERGER 1960 THE MODERN PROJECTS AROUND Stronger and MINERAL FINNISH BUSINESSMEN largest construction to form two separate YIT IS FORMED THE WORLD more AGGREGATES ESTABLISH YLEINEN 1950 company and IN THE 2000s, companies. YIT continues by Perusyhtymä, By 1994, the Group stable together BUSINESS 1910 INSINÖÖRITOIMISTO THE COMPANY construction YIT EXPANDS its construction operations, Yleinen 1980 operates in 11 Announced in LEMMINKÄINEN to continue the EXPANDS ITS exporter in Finland. operations to building while its building services 1930 Insinööritoimisto, HOUSING countries. Foreign July, estimated to IS ESTABLISHED operations. The CONSTRUCTION services in the Nordic are transferred to a newly Asfaltti Osakeyhtiö DEVELOPMENTS IN Pellonraivaus Oy CONSTRUCTION BEGINS business accounts take place company grows to OPERATIONS 1975 countries and Central formed publicly listed Lemminkäinen is PAVING and Insinööritoimisto Operations are more than half of January 1, 2020 become Finland’s and starts to export STRONG GROWTH Europe. Housing and company, Caverion.
    [Show full text]
  • Roadshow Presentation November 2018 Contents
    Roadshow presentation November 2018 Contents 1 Merger and integration 2 YIT in a nutshell 3 YIT’s strategy 2019-2021 4 Performance in Q3 5 Segment reviews 6 Financial position and key ratios 7 Outlook and guidance 8 Appendices SÄHKÖTTÄJÄNPUISTO PARL 2 Roadshow presentation, November 2018 HELSINKI, FINLAND 1 Merger and intergration 3 Roadshow presentation, November 2018 The merger of YIT and Lemminkäinen, February 1st 2018 Revenue: EUR 1,909 million Adjusted EBIT: EUR 122.3 million 2018 - MERGER Personnel: 5,427 YIT is the largest Finnish and significant SINCE YIT creates more attractive North European construction company. We Target to and sustainable urban develop and build apartments, business 1912 environments by building premises and entire areas. become housing, business premises, infrastructure and entire We are also specialised in demanding together the areas. infrastructure construction and paving. Together with our customers our leading urban Revenue: EUR 1,847 million 10,000 professionals are creating more Adjusted EBIT: EUR 46.6 million functional, more attractive and more developer in Personnel: 4,632 sustainable cities and environments. Northern SINCE An expert in complex infrastructure construction We work in 11 countries: Finland, Russia, 1910 ana building construction in Scandinavia, the Baltic States, the Czech Europe northern Europe and one of Republic, Slovakia and Poland. the largest paving companies in our market area. * Revenue, adjusted EBIT and personnel at the end of period in 2017. YIT’s figures according to POC
    [Show full text]
  • Annual Report 2014 Contents
    Annual Report 2014 Contents Highlighting green certification Group overview Throughout this Annual Report the relevant logos are used to indicate 2014 in brief 2 when projects are, or are in the process of being, certified to a green Comments by the President and CEO 4 certification scheme. Green certification provides voluntary third-party Mission, goals and strategy 6 validation of the environmental design and/or performance of build- Financial targets 8 ings and infrastructure. Skanska has expertise around a number of the Business model 10 schemes most relevant to its home markets. Today over 600 Skanska Risk management 12 employees are accredited by external agencies for their expertise in this area – expertise which is used to execute projects for clients and Sustainable development 16 for Skanska’s own development units. –Environmental agenda 17 –Social agenda 23 Employees 32 Share data 36 Business streams 40 Construction 42 Leadership in Energy BRE Environmental Civil Engineering – Nordics 46 and Environmental Assessment Method, Environmental Quality – Other European countries 50 Design, LEED BREEAM Assessment and Award Scheme, CEEQUAL – North America 54 Residential Development 58 – Nordics 62 – Central Europe 64 Commercial Property Development 66 Strong year for Skanska in London – Nordics 70 – Central Europe 72 – North America 74 Infrastructure Development 76 – Project portfolio 79 30 St Mary Axe Heron Tower (The Gherkin) Financial information Bevis Marks Dashwood Report of the Directors 85 House Corporate governance report 93 Consolidated income statement 103 Consolidated statement of comprehensive income 104 Consolidated statement of financial position 105 Consolidated statement of changes in equity 107 Consolidated cash flow statement 108 Parent Company income statement 110 London is a major construction market for Skanska, and in 2014 the company had Parent Company balance sheet 111 10 office projects in progress covering an overall area of 237,000 sq m with a total Parent Company statement of changes in equity 112 contract value of GBP 684 M.
    [Show full text]
  • Annual and Sustainability Report 2018
    Annual and Sustainability Report 2018 We build for a better society. B Skanska Annual and Sustainability Report 2018 Operations Skanska’s operations consist of Construction and Project Development, including Residential Development, Commercial Property Development and, until 2018, Infrastructure Development. Business units within these streams collaborate in various ways, creating operational and financial synergies that generate increased value. Residential Commercial Property Infrastructure Construction Development Development Development 1 Constructs and renovates build- Develops new residential projects, Develops customer-focused office Secures and manages the value ings, infrastructure and homes, including single and multi-family buildings, shopping centers and of Skanska’s existing public- along with facilities manage- housing, built by the Construction logistics properties built by the private partnership (PPP) assets. ment and other related services. business stream. Construction business stream. 1 As of January 1, 2019, Infrastructure Development is no longer a business stream and is reported in Central on a separate line. Well diversified, Percentage of total revenue in 2018 with a leading market position Skanska’s diversification across various business streams with operations in eleven countries and several market segments strengthens the Group’s 40% SwedenSweden competitive standing and ensures FinlandFinland Norway a balanced and diversified risk profile. USA 38% Denmark United Kingdom Poland Czech Republic SlovakiaSlovakia Hungary 22% Romania Green revenue in 2018 Green market value in 2018 Green financing in 2018 Percentage of total Construction revenue Percentage of Commercial Property Percentage of total central debt 3 that is that is Green and Deep green, as defined Development market value from Green Green, according to the Skanska Green by the Skanska Color Palette™ 2.
    [Show full text]
  • Defining NMT As Part of the NATM SCL Debate, Barton. N
    Defining NMT as part of the NATM SCL debate Sep 2012 Nick Barton, International tunnelling consultant, Oslo/SãoPaulo In response to Feedback to the TunnelTalk NATM and SCL article earlier this month, I suggested the addition of NMT to the pool of tunnelling method names. If we are seeking definitions, as per the longer Feedback definition of SCL contributed to the original article (Rekindled NATM debate - SCL debate opens - TunnelTalk, Aug 2012), then let me try defining and describing NMT a bit more thoroughly, as it is very different from NATM and quite different from SCL. The desk of NMT development The Norwegian Method of Tunnelling (NMT) has as one might expect from the name, an origin mostly from Norway. Numerous case records, eventually more than 1,250, were also finally mostly from Norway, but many of the early cases were from Sweden. It is this (and numerous single-shell caverns from many other countries too) that stimulated the original development of the Q-system of rock mass classification and tunnel support class definition. Q was developed in response to a State owner's question - 'why so variable deformations in Norwegian powerhouse caverns'? The Q-system was always based on economic 'single shell' tunnel and cavern reinforcement and support concepts, for mostly hard jointed rock, which however can often be faulted and have numerous clay- bearing joints and major clay-filled discontinuities. Sometimes solutions are needed for swelling clays as well. All of the above explains why the combination B+S(fr) (rockbolting and fibre reinforced shotcrete) is needed, as both the internal friction and the cohesive strength of the rock mass may be inadequate.
    [Show full text]
  • Management System Helped YIT Harmonize Its Practices
    Management System Helped YIT Harmonize its Practices Challenge Benefits . Merger of two large construction . YIT’s harmonized businesses follow companies common best-practices and . Diverse businesses and procedures checkpoints . How to support staff in their daily . Management system brings together work process descriptions of YIT’s core and support functions, as well as internal guideline documents YIT and Lemminkäisen Merger YIT and Lemminkäinen completed their merger early 2018. The combination created a financially strong company with urban YIT is the largest Finnish, and a development as the engine for growth and significant Northern European profitability. The merger of the two construction company headquartered in companies brought along some challenges, Helsinki. It operates in 11 countries. and the company wanted to avoid operational silos as well as support its Turnover: 3,689 bn EUR personnel in their daily activities. A common Employees: 10,000+ management system was developed, where Established: 1910 the best-practices of both companies were combined. www.yitgroup.com “The best thing that YIT and QPR co- operation has generated is that together we have been able to innovate how the management system QPR Helped YIT Create GRIP can best lead operations from the user point-of-view. The new YIT Group selected QPR Software to We have managed to create new twist develop the GRIP Management System in to a traditional management system co-operation with it. QPR EnterpriseArchitect through our joint efforts.” software was used to model the processes and interfaces in the management system. Hanne Perälä, YIT GRIP GRIP has been implemented with QPR Cloud Project’s Owner Service and imbedded in YIT’s SharePoint.
    [Show full text]
  • Presentation 3 Quarter 2020
    Presentation 3rd quarter 2020 12 November 2020 Jimmy Bengtsson, CEO and Jørgen Wiese Porsmyr, CFO Occupational health and safety Our primary priority Number of serious injuries Sickness absence The Veidekke house 12-month rolling, Veidekke employees, hired staff Veidekke employees Focus on culture and sub-contractors 25 5% 20 4% 15 3% 10 2% 5 1% 0 0% Q3 15 Q3 16 Q3 17 Q3 18 Q3 19 Q3 20 Q3 Q3 15 Q3 16 Q3 17 Q3 18 Q3 19 Q3 20 Q3 2 © Veidekke Highlights 3rd quarter 2020 ● Divestment of property development business completed, generating a NOK 1.1 billion book gain ● Proposed dividend of NOK 20/share from transaction and additional NOK 2,5/share for 2019 ● Revenue increase in all three countries ● Continued operations generated a good result ● Good order intake in the quarter, but uncertainty related to market development continues Veidekke has been commissioned to build a velodrome and a commercial building comprising a secondary school, preschool, offices and business premises in Asker municipality. 3 © Veidekke Financial key figures, continued operations Revenue and earnings 3rd quarter 3rd quarter: Revenue 3rd quarter: Pre-tax profit NOK billion NOK million 12 600 9 400 6 505 9.5 8.5 9.0 200 390 417 3 0 0 2018 2019 2020 2018 2019 2020 4 © Veidekke Good order book Shift away from private commercial buildings Revenue and order intake Order book Order book per segment Converted into revenue next 12 mos. 12-month rolling, NOK billion NOK billion Percentage NOK billion 100 % 40 40 36 36 36 32 80 % 32 32 28 28 28 24 24 24 60 % 20 20 20 16 16
    [Show full text]
  • Terms and Conditions of the Notes Terms and Conditions
    PROPOSAL FOR AMENDED TERMS AND CONDITIONS 3 AUGUST 2017 TERMS AND CONDITIONS OF THE NOTES TERMS AND CONDITIONS FOR YIT CORPORATION EUR 100,000,000 SENIOR UNSECURED 7.375 % FIXED RATE NOTES DUE 2019 ISIN: FI4000100508 #11361575v6 No action is being taken that would or is intended to permit a public offering of the Notes or the possession, circulation or distribution of this document or any other material relating to the Issuer or the Notes in any jurisdiction, where action for that purpose is required. Persons into whose possession this document comes are required by the Issuer to inform themselves about, and to observe, any applicable restrictions. PROPOSAL FOR AMENDED TERMS AND CONDITIONS 3 AUGUST 2017 With effect from the Effective Date (as defined below), these amended and restated terms and conditions (the “Terms and Conditions”) replace and supersede in every respect the terms and conditions of the Lemminkäinen Corporation EUR 100.000.000 bond in force as of the Issue Date. DEFINITIONS AND CONSTRUCTION 1.1 Definitions In these terms and conditions (the “Terms and Conditions”): “Accounting Principles” means international financial reporting standards (IFRS) within the meaning of Regulation 1606/2002/EC on the application of international accounting standards (as in force on the First Issue Date). “Adjusted Nominal Amount” means the Total Nominal Amount less the Nominal Amount of all Notes owned by a Group Company or an Affiliate of the Issuer, irrespective of whether such Group Company or an Affiliate of the Issuer is directly registered as owner of such Notes. “Affiliate” means, in relation to any specified Person, another Person directly or indirectly, controlling or controlled by or under direct or indirect common control with such specified Person.
    [Show full text]
  • Security Council Distr
    UNITED S NATIONS Security Council Distr. GENERAL S/AC.26/1999/2 18 March 1999 Original: ENGLISH UNITED NATIONS COMPENSATION COMMISSION GOVERNING COUNCIL REPORT AND RECOMMENDATIONS MADE BY THE PANEL OF COMMISSIONERS CONCERNING THE FIFTH INSTALMENT OF “E3" CLAIMS GE.99-60937 S/AC.26/1999/2 Page 2 CONTENTS Paragraphs Page Introduction .................... 1 - 3 8 I. PROCEDURAL HISTORY ............... 4 - 15 8 A. The nature and purpose of the proceedings .. 4 - 6 8 B. The procedural history of the claims in the fifth instalment .............. 7 - 14 9 C. The claimants ................ 15 11 II. LEGAL FRAMEWORK ................. 16 - 47 13 A. Applicable law ............... 16 - 17 13 B. Liability of Iraq .............. 18 - 19 13 C. The “arising prior to” clause ........ 20 - 22 14 D. Application of the “direct loss” requirement 23 - 32 15 E. Date of loss ................ 33 16 F. Currency exchange rate ........... 34 - 38 17 G. Interest .................. 37 - 38 17 H. Evacuation losses .............. 39 18 I. Consultants’ evaluation ........... 40 - 43 18 J. Evidentiary requirements .......... 44 - 47 19 III. THE CLAIM OF ŠIPAD OOUR EXPORT INZENJERING ... 48 - 99 21 A. Contract losses ............... 50 - 82 22 1. Facts and contentions ......... 50 - 52 (a) Project A ............. 53 - 54 (b) Project B ............. 55 - 56 (c) Project C ............. 57 - 59 2. Analysis and valuation ......... 60 (a) Project A ............. 61 - 67 (b) Project B ............. 68 - 70 (c) Project C ............. 71 - 75 (d) Loss of profits .......... 76 - 81 3. Recommendation for contract losses ... 82 B. Loss of tangible property .......... 83 - 88 27 1. Facts and contentions ......... 84 - 85 2. Analysis and valuation ......... 86 - 87 3. Recommendation for loss of tangible property ...............
    [Show full text]
  • Tripla Ensures Sustainable Growth and Expansion for Helsinki
    Tripla ensures sustainable growth and expansion for Helsinki OPEN BIM helps the development of this gigantic mixed use project in Helsinki, Main image place Finland. Project name: Tripla Location: Helsinki, Finland Type: Mixed use Year: 2013-2021 Size: 355,000 sqm | 3,821,188 square feet Cost: €1 billion | $1.3 billion Architects: Architects Soini & Horto, Brunow & Maunula Software used: Client: Solibri Model Checker, Tekla Structures AS&H: ARCHICAD, Solibri Model Checker, 3ds Max TRIPLA - copyright YIT Group Brunow & Maunula: Revit CASE STUDY PASILA TRIPLA - ARCHITECTS SOINI & HORTO LTD. Wide image space TRIPLA View from South West- Tripla will be a bold, three-block urban entity connecting East copyright YIT Group and West Pasila, which had been separated by an old railway yard. The overall design will comprise offices, a shopping mall and congress center, housing, a hotel, a multi-purpose arena and public transportation terminal. The development is committed to continuing the sustainable expansion of the Helsinki city center, while creating a new, diverse backdrop for Helsinki urban life. Tripla is the result of cooperation between international and Finnish planners and experts. The client is the construction company YIT. The client brief and architectural competition for the Pasila area of Helsinki focused on developing the present railway station and its immediate surroundings. The plan establishes the prerequisites for the next stage: the tower area designed by Gino Zucchi located south of the Tripla blocks and the residential blocks to the north. “The design of the new center, called Tripla, started in our office about six months prior to the invitation for the actual planning and implementation by developing the spatial programs and project contents,” said Kalle Soini, Architect.
    [Show full text]
  • Annual Review 2020 REPORT of the CONSOLIDATED PARENT COMPANY’S GOVERNANCE INVESTOR BOARD of DIRECTORS FINANCIAL STATEMENTS FINANCIAL STATEMENTS STATEMENTS RELATIONS
    Annual Review 2020 REPORT OF THE CONSOLIDATED PARENT COMPANY’S GOVERNANCE INVESTOR BOARD OF DIRECTORS FINANCIAL STATEMENTS FINANCIAL STATEMENTS STATEMENTS RELATIONS Contents Report of the Board of Directors and BOARD OF DIRECTORS’ PROPOSAL FOR Financial Statements THE DISTRIBUTION OF DISTRIBUTABLE EQUITY .....................125 YIT in brief ��������������������������������������������������������� 3 SUSTAINABILITY SIGNATURE OF THE REPORT OF THE BOARD OF PAGE 15 DIRECTORS AND FINANCIAL STATEMENTS .............................126 REPORT OF THE BOARD OF DIRECTORS ..................................4 AUDITOR’S REPORT ..................................................................127 Letter by the Chairman of the Board ������������������� 4 CONSOLIDATED FINANCIAL STATEMENTS .............................45 Governance statements Business model and value creation ��������������������� 6 Consolidated income statement, IFRS ��������������� 46 Strategy ������������������������������������������������������������ 6 Consolidated statement of CORPORATE GOVERNANCE STATEMENT ..............................133 Strategic targets ������������������������������������������������ 8 comprehensive income, IFRS ��������������������������� 46 Operating environment ��������������������������������������� 9 Consolidated statement REMUNERATION REPORT .....................................................143 of financial position, IFRS �������������������������������������� 47 Financial development �������������������������������������� 10 Consolidated cash flow
    [Show full text]
  • YIT GREEN FINANCE FRAMEWORK MARCH 2021 Table of Contents
    YIT GREEN FINANCE FRAMEWORK MARCH 2021 Table of contents Background 1 YIT Green Finance Framework 3 Use of Proceeds 4 Green Project Categories 5 Green and energy efficient buildings 5 Renewable energy 7 Clean Transportation and technologies 8 Pollution prevention and control and protection of ecosystem services 9 Climate change adaptation 10 Green Project Evaluation and Selection Process 11 Management of Proceeds 12 Reporting and Transparency 13 External Review 15 2 1. BACKGROUND YIT is the largest Finnish and a significant North 1.1.3 Business premises European urban developer and construction company. The Business premises segment consists of the YIT’s goal is to create more sustainable, functional construction and renovation of business premises and attractive cities and living environments. YIT such as commercial, industrial and public buildings. In develops and builds apartments, business premises this segment, YIT pursues both self-developed and entire areas. YIT also specialises in demanding projects and contracting. Geographically the infrastructure construction. YIT owns properties segment’s business is focused in Finland and other together with its partners, which supports the geographical markets are Estonia, Latvia, Lithuania, implementation of YIT’s significant development Poland and Slovakia. projects. YIT also provides its customers with services that increase the value of properties. YIT employs 1.1.4 Infrastructure approximately 7,400 professionals and operates The Infrastructure segment's operations include road through five business segments across 10 countries in and street construction and maintenance, bridge Northern Europee. building and repairing, railway construction, hydraulic 1.1.1 Housing Finland and CEE and foundation engineering, underground construction, excavation, other earthworks and public Housing Finland and CEE segment’s business utilities as well as wind power park development and comprises development and construction of contracting.
    [Show full text]