Group strategy


Sustainable>22 is the name of the MT Højgaard Holding Group’s strategy 2020-22, which sets the course towards long-term sustainable development. The aim is to achieve an EBIT margin of 4% in 2022 before special items and PPA amortisation.

Long-term, sustainable development

The Group strategy is intended to increase profitability in all business units and help to expand the Group’s positions of strength in the areas of sustainable construction, civil works, refurbishment, project development, partnerships, and projects in Greenland and the Faroe Islands.

PORTFOLIO MODEL TO ENSURE PROFITABLE GROWTH IN ALL BUSINESS UNITS

The strategy will move the MT Højgaard Group towards becoming a portfolio company with strong, independent business units. The portfolio model will ensure the focused development of each individual business unit in close interaction with markets and customers.

The Group management will exercise active ownership in respect of the business units by demanding, developing and ensuring synergies across the companies in the portfolio. At the same time, the business units will independently take joint responsibility for the development of the Group as a whole and seek to collaborate in order to ensure maximum value creation.

The Group’s business units:

MT Højgaard Danmark undertakes all construction, civil works and infrastructure activities in the Danish market

Enemærke & Petersen carries out new building and refurbishment of housing, public institutions and commercial premises.

Scandi Byg develops and manufactures sustainable wooden modular buildings for housing, public institutions and commercial premises

MT Højgaard International undertakes all construction, civil works and infrastructure activities in selected international markets.

Ajos hires out equipment for construction sites and pavilions for temporary buildings.

MT Højgaard Projektudvikling develops residential, commercial and retail property projects and urban development projects.

Five strategic focus areas

The Group strategy comprises five focus areas that set the overall direction for the development of the companies. 

SUSTAINABILITY IN PROJECTS AND PRODUCTION

Sustainability is one of the strongest trends in the construction sector and a strategic focus area in the Group strategy. The aim is for the Group to continue to be known and recognised for sustainability during the whole life cycle of the building from design, choice of materials and construction to energy efficiency and environment-friendly solutions in the operating phase.

Sustainability is increasingly becoming standard, with clear requirements for such factors as energy consumption, use of resources and certification. We are falling in line with this trend and investing in sustainability as a key competition parameter.

INNOVATION IN PROJECTS, PROCESSES AND FORMS OF COLLABORATION

Complex projects and a competitive market demand constant rethinking of methods, processes, materials and technologies. That is why innovation is a strategic focus area in the Group strategy.

We wish to improve the Group’s capacity for innovation and develop it together with our employees, customers and business partners in order to future-proof our solutions and make the Group an attractive business partner and workplace.

EFFICIENT PROCESSES WITH THE PROJECT AT THE CENTRE AND INCREASED DIGITISATION

The growing complexity in the construction industry requires constant development and optimisation of processes in order to further improve quality and ensure competitiveness.

The Group strategy therefore focuses on simple, flexible processes with the individual project at the centre, short decision paths and close dialogue with the client and business partners.

We wish to make the processes more efficient throughout the project’s life cycle from bidding to handover, partly by using digital tools – such as Virtual Design & Construction – whenever this makes sense.

INTERNAL AND EXTERNAL COLLABORATION AND PARTNERSHIPS

The Group strategy focuses on internal and external collaboration and partnerships.

Externally, we will seek strategic partnerships and strengthen our relationships with investors and clients. We wish to work in close partnership with architects and engineers from the very start of the project. We will create strong teams with subcontractors with common goals and mutual respect.

Internally, we will strengthen collaboration throughout the Group in order to achieve a stronger market position and exploit synergies across the board. We are setting up a number of specialist networks to ensure internal knowledge-sharing and increase the innovation potential within the Group.

SKILLED SPECIALIST EMPLOYEES, A GOOD, SAFE WORKING ENVIRONMENT AND SOCIAL RESPONSIBILITY

Employees and skills are an important strategic focus area in the Group strategy. The Group is known and recognised for its high level of professional skills and we wish to retain and improve this position. In this context, project managers and highly-skilled specialist employees play a major role in a flat organisation with greater knowledge-sharing and decisions taken close to the customer and the project.

Attention to employees and their working conditions is an important focus area in the strategy, and health and safety will continue to be a key parameter throughout the Group. 

The number of occupational injuries on the Group’s construction sites that result in absence is now significantly below the average for the industry and work on improving safety will continue in the years ahead.

Focus area 1 is sustainability. The Group has assisted in the certification of a large number of construction projects, including DGNB, the Nordic Swan Ecolabel, LEED and BREEAM. This photo shows Hummeltoftevej, which received DGNB Gold certification.

Focus area 2 is innovation. AARHus in Aarhus is characterised by innovative solutions in design and construction.

Focus area 3 is processes. DTU Building 310 is a fully digital project from start to finish, without a single drawing having been printed. The building has been created in a very efficient process together with the other parties in the construction project.

Focus area 4 is collaboration. The residential project A. C. Meyers Vænge was developed by MT Højgaard Project Development and carried out by Enemærke & Petersen under a design-build contract. The business units challenged one another constructively during the process and this has resulted in a successful building complex, to the great satisfaction of the client.

Focus area 5 is employees. The Group’s vision is zero occupational injuries. In 2019, the injury rate was 6.1, compared with an industry average (2018) of 25.4.

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