Business operation of Delta Holding is founded on the application of international standards, modern technologies, experience and know-how of professional personnel.
The Corporate Governance Model of the Company, as its broadest control mechanism, stimulates proper and efficient usage of corporate resources.
Such organization of business enables harmonisation of the company’s interests with those of individuals, and realization of strategic goals and maintenance of balance between economic and social goals. Strategic goals represent the operationalization of Delta Holding mission and vision, to the level of the adopted individual goals and business plans of each member within the system.
The Company is managed by experts with significant professional experience in various fields, thus achieving effective management, efficient supervision of operation and implementation of business functions together with consideration of decisions from all aspects.
The Board of Directors consists of the Company President and 17 members, 9 of which are women and 8 men. The restricted assembly of the Board of Directors is made of 7 members, i.e. 5 women, 2 men and the President.
Members of the Board of Directors are elected solely based on their qualifications and work results. All representatives of the Board of Directors are aware that the application of CSR principles is vital for the development of the Company.
In addition to strategic decisions concerning financial development, investment, sale of companies, entry to new markets and new business ventures, the Board of Directors also makes decisions on staff development and investment in the community through environmental and philanthropic projects. President of the Company is included in this decision making.
Through the cooperation with international business partners, memberships in the renowned international organizations and participation in the national and international conferences on sustainable development, members of the Board of Directors are continuously updated on the best practices and initiatives of leading global organizations in their dealing with the challenges in the field of sustainable development.
In the process of corporate governance for sustainable business, the Sector for Strategy and Development plays the key role. It is in charge of monitoring the implementation of strategic plans and their impact on economic results, environment, employee satisfaction and community development. This sector is also responsible for the preparation of Report on Sustainable Development of the Company. Social Responsibility Manager reports to the Vice President for Strategy and Development, and carries out his/her duties in cooperation with the managers responsible for the related fields (ecology, human resources, relationship with suppliers, customers, quality control, and implementation of philanthropic activities). Managers for specific fields of sustainable development agree on the implementation of activities with the CEOs of the member companies in which they are employed and direct their decisions to the executive level.
Delta Holding regularly informs the public on the activities and achievements in the field of sustainable development by issuing annual reports and on quarterly press conferences. All interested parties can regularly be informed about latest developments in the Company at Delta Holding website and via other digital media channels.
The Board of Directors assesses risks on annual basis and identifies critical points with regard to the current internal and market situation, as well as with regard to the predicted changes in the economic and social environment.
Strategic risks represent all types of adverse events and circumstances (both internal and external) that principally may have adverse effects on the realization of basic/strategic objectives of the Company, and its survival in the worst case.
In the course of risk identification, the assessment of its relevance to the realization of strategic goals and operation is performed. According to the internal audit methodology, the importance of a specific risk and the probability of its occurrence can be categorized into five levels. The time frame for the observation of its probability is 12 months.
In order for the Company to implement its strengths and opportunities, and minimise weaknesses and negative effects of the anticipated risks, the business strategy and the strategy of sustainable development are revised each year.
The revision of five-year strategic plan is carried out once a year, in strategic workshops organized in all sectors and organizational units. These workshops involve managers of all management levels and direct facilitators. In this way, the strategy includes the opinions of managers familiar with macroeconomic situation and able to anticipate market developments, as well as the opinions of employees who communicate with stakeholders on daily basis and therefore know their needs best. Such approach enables introduction and understanding of the strategic decisions of all team members, and thus making their implementation easier. Transparent establishing of plans influences clear understanding of strategic decisions, which are ultimately approved by the Board of Directors headed by the President. It also creates picture among all the employees about the Company’s development in the following five years.
According to the revised strategic plans, in the following five-year period, the company intends to invest in:
- The construction of office space, hotels and shopping malls
- Development of animal husbandry – pig farming
- Development of greenhouses and vegetable crops
- The production of new types of club apples
- Expansion of irrigation system
- Alternative forms of energy
- The expansion of distribution network in the country and abroad
- Trainings of employees both locally and abroad
- The construction of the second endowment – the Centre for Sports and Rehabilitation of Persons with Disabilities
The Board of Directors meets once a week for the exchange of the most important information related to business operation. Once a month, and more often if necessary, meetings of collegiate bodies are held at the level of business units/sectors, for detailed examination of the implementation of plans and results achieved.
Member companies and joint sectors organize quarterly collegiums for the exchange information and experience from different business segments and environments, which is required due to great diversification of business.
At the beginning of each year, a big annual collegium is held for the summary of results from the previous year and presentation of plans for the next year. This collegium is attended by all levels of management and a number of officers from all member companies and sectors of the company. To those employees who are unable to attend, the most important information is transmitted via the internal portal.