Controllers mission statement 2002  2013

1. Controllers missionstatement 2002  2013

2. Mission statement version 9/14/2002 • Controllers design and accompany the management process of goal-finding, planning and controlling and thus are co-responsible for reaching the objectives • Controllers ensure the transparency of business results, finance, processes and strategy and thus contribute to higher economic effectiveness. • Controllers co-ordinate sub-targets and sub-plans in a holistic way and organise a reporting-system that is oriented towards the future and covers the enterprise as a whole. • Controllers moderate and design the process of goal-finding, planning and management control so that every decision-maker can act in accordance with agreed objectives. • Controllers provide all relevant controlling-information to managers. • Controllers develop and maintain controlling systems.

3. Controllers‘ Mission Statement, Vienna, 26.1.2013 • As partnersofmanagementcontrollersmake a significantcontributiontothesustainablesuccessoftheorganization. • Controllers … • design andaccompanythemanagementprocessofdefininggoals, planningandmanagementcontrol so thateverydecisionmakercanact in accordancewithagreedobjectives. • ensuretheconsciouspreoccupationwiththefutureandthusmakeitpossibletotakeadvantageofopportunitiesand manage risks. • integrate an organization‘sgoalsandplansintoa cohesivewhole. • developandmaintainall managementcontrolsystems. Theyensurethequalityofdataandprovidedecision-relevant information. • aretheeconomic conscienceand thus committed to the good of an organization as a whole.

4. Wesupportmanagerscomprehensively. Weareneithernumber-crunchers, noryea-sayers. Rather, wearesparringpartnersandtakeourshareofresponsibilityforthecompany'ssuccess. Wesupportmanagerswithinformationandwechallengetheirobjectives, plansandoucomesat an eye-to-eyelevel. Controllers‘ Mission Statement, Vienna, 01/26 /2013 As partnersofmanagementcontrollersmake a significantcontributiontothesustainablesuccessoftheorganization. The aimofcontrollingistoincreasethecompany'svalue in thelong-term ratherthantomaximizeprofits in theshortrun. Controlling is not only relevant for profit-orientedcompanies but also for NPOs.

5. Weareresponsiblefortheappropriate design oftheplanningandcontrolsystem. It must beintegrated, completeand in use. Managers setobjectives. Theyselectthe type ofobjectiveandsetspecific targets. Controllers design theinstrumentsto plan, measureandcontroltheseobjectives. Controllers … design andaccompanythemanagementprocessofdefininggoals, planningandmanagementcontrol so thateverydecisionmakercanact in accordancewithagreedobjectives. Management byObjectivesis a prerequisiteforgoodcontrolling. Objectives express a measurabledesiredfuturestateand end result.

6. Wecanonlymakedecisionsforthefuture. Forecastingandstrategicanalysishelptomaketherightdecisionson time andtotakeadvantageoffuturebusinessopportunities. Managers preparetheforecast, controllersensuretheforecast-quality. Controllers provideearlywarninginformation, whichmanagerstakeintoconsiderationwhendesigningstrategies. • ensuretheconsciouspreoccupationwiththefutureandthusmakeitpossibletotakeadvantageofopportunitiesandmanage risks. Askandscancontinuouslyfornewopportunitiesandsupporttheevaluation. Managers managerisks, controllersidentify und quantifythem.

7. Consolidationandcoordinationofall organizationalunitsacrosstheentireorganization (individuals, departments, businessunits, divisions, products, channels, etc.). • Coordinateandconsolidate • objectives • plans • actions • outcomes. integrate an organization‘sgoalsandplansintoa cohesivewhole. Alignmentof all planningactivitiesat different levels: fromstrategicplanningto medium-term planningandcapitalbudgetingthroughtotheannualbudget. Alignmentfromoverallcorporatestrategicdecisions down tothenetrevenueof a singleproduct in a saleschannel.

8. Controllers areresponsiblefortheappropriate design ofthemanagementcontrolsystemaswellasitscontinuousimprovement. Systems must not onlybewelldesigned, they must beimplementedandruneffectively. Not onlybalancesheet, P&L andmanagementaccounting, also i.e. performancemeasurement, quantificationofstrategies, earlywarningsystems. developandmaintainallmanagementcontrolsystems. Theyensurethequalityofdataandprovidedecision-relevant information. Employeesacross all businessfunctionsareresponsiblethatdataarecorrectandup-to-date. Controllers checkthedataquality. Controllers assureeconomictransparency. The providebusinessinsightsbythemeanof a future-orientedreporting-system. Decisionsupportisthe top-priority. Externalreportingisoflesserimportance.

9. aretheeconomic conscienceand thus committed to the good of an organization as a whole. Weactasguardianofcompanyinterestswhensupporting an individual manager. This also includescontrollers‘ ethicalbehaviouraswellastheirloyaltytothecompany. This meanstoactas a criticalcounterpartandpreventmanagersfrommakingdecisionswhicharebased on short-term, divisionalor personal interest, ratherthan in thebestinterestoftheorganization.

10. Mission statement version 9/14/ 2002 • Controllers design and accompany the management process of goal-finding, planning and controlling and thus are co-responsible for reaching the objectives • Controllers ensure the transparency of business results, finance, processes and strategy and thus contribute to higher economic effectiveness. • Controllers co-ordinate sub-targets and sub-plans in a holistic way and organise a reporting-system that is oriented towards the future and covers the enterprise as a whole. • Controllers moderate and design the process of goal-finding, planning and management control so that every decision-maker can act in accordance with agreed objectives. • Controllers provide all relevant controlling-information to managers. • Controllers develop and maintain controlling • systems. • Controllers‘ Mission Statement, 01/26/ 2013 • As partnersofmanagementcontrollersmake a significantcontributiontothesustainablesuccessoftheorganization. • Controllers … • design andaccompanythemanagementprocessofdefininggoals, planningandmanagementcontrol so thateverydecisionmakercanact in accordancewithagreedobjectives. • ensuretheconsciouspreoccupationwiththefutureandthusmakeitpossibletotakeadvantageofopportunitiesand manage risks. • integrate an organization‘sgoalsandplansintoa cohesivewhole. • developandmaintainall managementcontrolsystems. Theyensurethequalityofdataandprovidedecision-relevant information. • aretheeconomic conscienceand thus committed to the good of an organization as a whole.

11. Controllers‘ Mission Statement, Vienna, 26.1.2013 • As partnersofmanagementcontrollersmake a significantcontributiontothesustainablesuccessoftheorganization. • Controllers … • design andaccompanythemanagementprocessofdefininggoals, planningandmanagementcontrol so thateverydecisionmakercanact in accordancewithagreedobjectives. • ensuretheconsciouspreoccupationwiththefutureandthusmakeitpossibletotakeadvantageofopportunitiesand manage risks. • integrate an organization‘sgoalsandplansintoa cohesivewhole. • developandmaintainall managementcontrolsystems. Theyensurethequalityofdataandprovidedecision-relevant information. • aretheeconomic conscienceand thus committed to the good of an organization as a whole.

12. Controller – Leitbild , Version vom 26.1.2013 • Controller leisten als Partner des Managements einen wesentlichen Beitrag zum nachhaltigen Erfolg der Organisation. • Controller … • gestalten und begleiten den Management-Prozess der Zielfindung, Planung und Steuerung, sodass jeder Entscheidungsträger zielorientiert handelt. • sorgen für die bewusste Beschäftigung mit der Zukunft und ermöglichen dadurch, Chancen wahrzunehmen und mit Risiken umzugehen. • integrieren die Ziele und Pläne aller Beteiligten zu einem abgestimmten Ganzen. • entwickeln und pflegen die Controlling-Systeme. Sie sichern die Datenqualität und sorgen für entscheidungsrelevante Informationen. • sind als betriebswirtschaftliches Gewissen dem Wohl der Organisation als Ganzes verpflichtet.