Our operating units share success while remaining independent entities - a policy based on well-defined key figures and parameters. We measure ourselves against the best in the market. Innovations and investments secure our continued ability to offer customers new high-value products and solutions. WACKER strives for growth that is both profitable and financed by a positive cash flow. We practice value-based management in combination with a sound strategic planning process.
Each of WACKER's businesses must earn enough to cover its own risk-related capital costs. The strategic and financial position of a business in our Group's portfolio determines the allocation of resources.
We set value-creation targets on the basis of our strategic potential and our observations of competitors. To this end, we compute an average return on sales (EBIT as a ratio of sales) and agree upon binding target values for our business divisions. We should definitely outperform such values during economic upswings.
To implement value-based management, we analyzed our core processes and defined practical value levers that enable each employee to contribute toward value management in day-to-day business. These levers are optimized via target-specific agreements that are redefined and appraised on an ongoing basis. In this way, we ensure that each activity is always focused on increasing corporate value.