COMPANY
The focus is increasingly shifting from the product to concrete customer benefits. The decisive factor is the added value created by solutions in actual operations – for example, through energy savings, better space usage or data-based services. Connectivity and IoT are the primary ena- blers for this development. They support the integration in platforms, data applica- tions and new business models. However, customers‘ requirements are increasing at the same time: There is a growing demand for complete, scalable solutions that can be smoothly integrated and deliver measurable results. Sustainability remains a central driver. Energy efficiency, resource conservation and circular business models have become decisive factors for investment decisions.
ENVIRONMENT AND ENGAGED EMPLOYEES
Sustainability is a fixed part of our strate- gy. We reduce emissions, anchor circular economy principles and actively support our customers in reaching their ESG goals. At the same time, we create a working en- vironment that promotes commitment and personal development.
DIGITAL PROCESS TRANSFORMATION
The digital transformation has spread to all areas of the business – from product development to production, services and customer interfaces. Cloud technologies, responsive working methods and AI-suppor- ted analyses help us to accelerate proces- ses and develop new business models. This improves process efficiency, makes quality and decision-making capabilities measura- ble and strengthens our data-driven working procedures. Our competitive advantage lies in consequent implementation: Successful AI-applications are transferred to operating processes in a structured manner, scaled across the company and, through our part- ner approach, refined with a focus on both goals and risks.
An efficiency programme to protect the competitive position
The Zumtobel Group’s corporate strate- gy includes a comprehensive efficiency programme which is designed to strengthen operating efficiency and sustainably improve the competitive position. All areas are analy- sed in detail – from sales and administration (SG&A) to operations, procurement, and research & development – and a global pa- ckage of measures is under development for implementation by the end of the 2028/29 financial year.
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