Page 30 - Restamax Plc Annual Report 2017

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STRATEGY

At the end of 2017, Restamax updated its strategy and financial goals for the 2018–2020 strategy period.

In the restaurant segment, the cornerstone of the strategy is profitable growth in growth centres organically,
through new establishments, and via corporate acquisitions. The productivity of the existing business will be
improved by investing in customer service, company sales, marketing and the commitment of personnel. Cost
efficiency will continue to play a key role in executive management. Restamax’s goal is to expand its restau-
rant business abroad during 2018.

In the labour hire segment, the strategic cornerstones are the acquisition of new customers, the continued
development of existing business and profitable growth through corporate acquisitions. New service models
will be developed in accordance with the growing and diversifying staffing needs of different customer groups.
Another strategic focus is investment in the availability of labour with different cooperative parties.

Restamax’s goal is to reach a turnover of approximately MEUR 400 by the end of 2020 after internal elimina-
tions.

The goal of the restaurant segment is to reach a turnover of approximately MEUR 200, and the goal of the
labour hire segment is to reach a turnover of approximately MEUR 220, by the end of 2020.

The Group’s goal is to keep EBITDA at a good level that is better than the average of the sector in both
segments.
Efforts will be made to improve operating profit margin in both segments.

The company will endeavour to increase dividend payments every year.

PREVIOUS STRATEGIC GOALS MET

Strategy period 2013–2015

The company’s long-term goal was to reach a turnover of MEUR 100 by the end of 2015.
The 2015 turnover was MEUR 113.6.

Strategy period 2016–2018

The company’s long-term goal was to reach a turnover of MEUR 180 by the end of 2018.
The goal was reached already in 2017. The turnover in 2017 was MEUR 185.9.

Restamax Plc