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Investment and development activities

Investments

The structure of major capital investments or major equity investments made within the issuer’s group in the financial year
The UNIBEP Group had no capital investments in 2021 (it made no purchases of investment and capital fund units). Short-term financial surpluses were invested in bank deposits or allocated to loans to the Group companies or external entities.

Assessment of the potential for implementing investment plans

The development potential of the Group’s individual businesses and their ability to achieve financial objectives makes it possible to establish targeted investment programmes. This has an impact on the development of the entire Group and the increase in the company’s value. The Group’s financial position is favourable to the implementation of its investment plans.

The implementation of investment plans will largely depend on the situation prevailing during the year and the prospects in each of the businesses. The macroeconomic situation in Poland and abroad may condition the launch or postponement of specific activities. Ensuring financial liquidity is a priority.

As part of modular construction carried out by Unihouse SA. the capital expenditure that will be incurred in 2022 will mainly be related to optimising manufacturing processes, increasing productivity and reducing unused production capacity. This is largely a continuation of activities started in previous periods. The company’s development directions set by standardisation, digitalisation, automation and the development of the BIM concept oblige the company to invest in IT systems that will improve the supervision of production and the entire organisation.

The infrastructure segment once again recorded very strong financial performance in 2021 remaining with a good outlook for the years ahead. As in previous periods, planned investments are aimed at renewing and expanding the equipment potential to facilitate the execution of major contracts and at completing the current ones with the expected results. Investment in the equipment base is associated with the need to reduce dependence on subcontractors and the ability to respond more quickly to changes and needs of ongoing construction projects. Business development and territorial expansion require investments in equipment and in increasing the volume and quality of bitumen production.

The importance of the property development segment in the UNIBEP Group’s 2021 performance was again essential. The same may happen in the coming years. The development group analyses needs for purchases of land or shares in development projects with a view to achieving and disclosing financial benefits in the coming years. Growing the business and being able to provide an interesting product range to customers requires operational efficiency and investment in the development of IT systems.

The computerisation, digitisation and automation in the investment programmes of our businesses is a sign of the times. The year 2021 once again confirmed the significant role of this area as support in the implementation of the operational processes of the individual businesses.

The objectives for 2022 include the continuation of programmes started earlier by the Group as part of the development of IT systems providing access to management information (Microsoft Dynamics AX 2012, Microsoft Dynamics CRM, Microsoft Power BI, Microsoft MS Project, WEBCON BPS, IBM Cognos, Consolia). New initiatives also emerged, including the design of a new model for the controlling process in ongoing construction projects.

The objectives for 2022 include the continuation of programmes started earlier by the Group as part of the development of IT systems providing access to management information

Microsoft Dynamics AX 2012, Microsoft Dynamics CRM, Microsoft Power BI, Microsoft MS Project, WEBCON BPS, IBM Cognos, Consolia). New initiatives also emerged, including the design of a new model for the controlling process in ongoing construction projects.

Development activities

The development activities carried out within the Parent Company and the Group in 2021 and simultaneously affecting operations in 2022 and subsequent periods include:

  • developing and strengthening competences in the new business segment of energy and industrial construction, strengthening structures in this segment, expanding the area of operation,
  • activities aimed at diversifying activities within all Unibep Group businesses,
  • building strong local markets within residential and commercial construction based on good local staff with the challenge to bind them to the Unibep Group culture,
  • working on programmes related to recruitment, retention and development of staff;
  • development of incentive systems, maintaining the position of an attractive employer,
  • developing programmes aimed at digitalising the Group’s processes, continuing efforts aimed at promoting BIM (Building Information Modelling) technology,
  • continuing activities aimed at strengthening supervision and improving efficiency with a process approach to the implementation of construction projects (from bidding to warranty service) – construction of an improved model of the controlling process as part of executed construction contracts,
  • building the know-how across the entire Group and using good experience in optimising processes related to the execution of individual contracts,
  • implementing investment plans aimed at increasing the production potential and improving the quality of products and services within modular construction and infrastructure,
  • organising a base and implementation structures in new markets as part of infrastructure activities,
  • developing a base and building competences making it possible to maintain good quality of production within modular construction,
  • developing a base of suppliers of materials and services that mitigate the risks of disrupted supply chains,
  • building a land bank as an important element of Unidevelopment SA’s operations in a changing environment, acquiring investment land in new regions of the country,
  • undertaking joint activities of the Group’s businesses enabling synergies to be exploited, allowing costs to be optimised or market opportunities to be seized,
  • further developing quality management systems in UNIBEP branches,
  • testing partial robotisation of back office processes,
  • continuing work on product standardisation and improvement of Unihouse SA’s technology,
  • working on the preparation of an automation model for the production of Unihouse SA products,
  • implementing assumptions and complying with requirements related to ESG programmes.