Attero's operating results were under pressure from overcapacity on the waste-energy conversion market and reduced waste volumes at the municipal level. Attero was faced with the need to achieve substantial structural savings while generating optimal cash flow for a number of strategic projects. Management also recognized that the recent internal changes provided a natural starting point for anchoring continuous improvement and best practices with the organization.
- Relevant line managers directly involved in the development process.
- Those line managers assume and maintain responsibility for presenting their results in monthly reporting to a division-wide steering committee, including Attero Finance & Control plant management and ARV Group consultants.
- Result-oriented thinking, a new reporting structure and a renewed focus on lasting improvement in the organization stimulated and implemented.
- A new performance management system – making use of existing and standardized tools – fully integrated and bearing fruit within the project.
- Attero people apply new performance management system to projects outside the original horizons of the business case.
- Proces-efficiency savings of € 7 million
- Maintenance program resulted in savings of € 2.6 million
- Shutdown organization economies of € 1.6 million
- Savings through improved facilities management of € 0.9 million
- Performance management system anchored within the organization