We must learn from each other’s successes and mistakes, and we must pave the way for strengthening our cross-border collaboration, sharing knowledge and experience. By implementing a plan for our digital development, we intend to align our core processes internally and create a solid database that we can use to develop our business and our value proposition to our customers. At the same time, we want to improve the customer experience for customers choosing to do business with us digitally. FOCUS ON PEOPLE Our dedicated employees, who go to work every day to create value for our customers, our owners and the world around us, are key to achieving the ambitions and goals set out in Creating the Future 2030. The DLG Group is built on a strong culture and on strong values that guide everything we do. In 2023, we updated our values and added the ‘Community’ value to our existing ‘Credibility’ and ‘Value creation’ values. Community as a value ties in closely with our history and our roots as a cooperative society. At the same time, the sense of community we feel with each other, our partners and our owners is crucial for our ability to deliver on our strategy. We value commitment, freedom and responsible behaviour, and we help each other and find solutions together. It is very much our culture that has brought us to where we are today. That is why we cherish it – because it is crucial for us to be able to take the next important step into the future. When setting the standard for the workplace of the future, where everyone can realise their full potential in a diverse and inclusive working environment, we build precisely on the culture that ensures that the DLG Group is a pleasant and inspiring place to be. A place with an open dialogue and opportunities for development. As our business develops, we are going to need new skills. We must therefore invest in developing our employees and allow them to grow professionally and in new functions. Through education and training, we ensure that our employees are geared to handling the tasks of the future, and we create a food chain of talents and future leaders. At the same time, we must attract new talents that bring knowledge and new inspiration into the organisation. With a strong reputation and a purpose-dri- ven core narrative, we will strengthen our position as an attractive employer that puts people first. A BALANCED INVESTMENT STRATEGY To ensure growth and development aligned with the corporate strategy, we employ a balanced investment strategy. Throughout the strategic period, investments are planned to be evenly distributed across three key areas: •Mergers and Acquisitions (M&A) with high short-term returns •Sustainable solutions •Optimization, digitalization, and human capital In the initial two years of the strategic period, the majority of investments have been directed towards the Food business where investments primarily involve sustainable solutions, optimization, and digitalization. Specific initiatives include investments in the energy company BioCirc, the insect protein factory Enorm Biofactory, and the transformation program MAIA. Investments in the Energy and Housing businesses have primarily focused on acquiring companies that offer high short-term returns. Within the Energy business, there have also been investments in green transition, such as the establishment of Team Solar Energie and the expansion of infrastructure for electric vehicle charging. Furthermore, across business areas, there have been investments in Germany to integrate the two major German companies, Team and Team Agrar, which have been consolidated into one entity headquartered in Flensburg. 12 DLG ANNUAL REPORT 2023 1/3 M&A WITH HIGH YIELDS IN SHORT TERM INVESTMENT STRATEGY 1/3 SUSTAINABLE SOLUTIONS 1/3 OPTIMISATION, DIGITALISATION AND PEOPLE
Download PDF fil
Indholdsfortegnelse