Research and Development
- Excellence in project-specific R&D for unique contracts
- Joint innovation projects
- New ideas management system successfully implemented
- Numerous R&D projects transferred into practice
Achieving the unique takes strong innovating capacity
Every construction contract we do is unique. And being
among the market leaders, HOCHTIEF tackles some huge
and challenging projects. This means almost every contract
involves project-specific research and development
(R&D). The focus in this R&D work is always on the contract
in hand rather than on generating patentable ideas.
Innovation as a driver of growth
HOCHTIEF is an established trailblazer in the national and
international construction sectors. Key to this leading position
is systematic innovation management across the board.
Innovation not only makes for advanced solutions, creates
new business openings and differentiates the Group from
its rivals. It also enables us to enhance business processes
and hone our competitive edge.
Three levels of innovation
HOCHTIEF's innovation management operates at three
levels:
The first level, central innovation management, addresses
cross-cutting issues with impact on the operating business.
Our global network and international knowledge transfer
allow us to tackle joint innovation projects that show the
way forward. Central Corporate Development coordinates
integrated innovation management, picks out viable innovation
projects and sees to it that they are implemented
efficiently. Our Innovation Committee is made up of members
from all divisions and the Executive Board. It is this
committee which decides whether an R&D project goes
ahead. Implementation is supported by Corporate Development
and efficiency is ensured by continuous monitoring
and control. More than EUR 5 million was spent on
Group-wide R&D projects relating to central innovation management
in the year under review. Notable thematic focuses
included inHaus2 and green building certification. Some
65 employees worked on 43 Group-wide projects in 2008.
Ten new projects commenced and 15 projects were completed.
The second level of innovation management at HOCHTIEF
targets market-driven innovation financed by HOCHTIEF
divisions and Group companies. Projects in fiscal 2008
centered among other things on geothermal energy and
offshore wind energy*.
The third level consists of project-specific innovation – for
the most part, R&D work done right on site or in design
departments. Many of our complex, unique projects require
us to develop custom solutions spanning many disciplines
from technology to materials and logistics. Project-specific
development expenditure is accounted for with
the contract rather than as part of corporate R&D. Examples
include the elaborate design and construction of
Southern Cross Station in Melbourne and the innovative
bridge building technique applied on the Washington Bypass.
Project-specific innovation accounts for the majority
of our R&D work.
Level 1: Central innovation management
Ideas management online
We launched a new ideas management system in 2008 to
replace the in-house suggestion scheme in Germany. The
new system features a virtual "Ideas Room" on the corporate
intranet where any employee can post suggestions
for improvement. Other users can add comments and
take ideas further. "Idea mentors" rate the suggestions and
see about putting them into practice if feasible. In only a
few months, the Ideas Room has proven a highly effective
and successful innovation and knowledge management
tool. Employees entered 350 ideas from March to December
in the year under review. HOCHTIEF implemented or
began implementing 130 of these suggestions during 2008.
Broader base for sustainable construction
Sustainable construction has a long tradition at HOCHTIEF.
We are working hard within the German Sustainable Building
Council to promote adoption of a binding standard. We
- Excellence in project-specific R&D for unique contracts
- Joint innovation projects
- New ideas management system successfully implemented
- Numerous R&D projects transferred into practice
Achieving the unique takes strong innovating capacity
Every construction contract we do is unique. And being among the market leaders, HOCHTIEF tackles some huge and challenging projects. This means almost every contract involves project-specific research and development (R&D). The focus in this R&D work is always on the contract in hand rather than on generating patentable ideas.Innovation as a driver of growth
HOCHTIEF is an established trailblazer in the national and international construction sectors. Key to this leading position is systematic innovation management across the board. Innovation not only makes for advanced solutions, creates new business openings and differentiates the Group from its rivals. It also enables us to enhance business processes and hone our competitive edge.Three levels of innovation
HOCHTIEF's innovation management operates at three levels:The first level, central innovation management, addresses cross-cutting issues with impact on the operating business. Our global network and international knowledge transfer allow us to tackle joint innovation projects that show the way forward. Central Corporate Development coordinates integrated innovation management, picks out viable innovation projects and sees to it that they are implemented efficiently. Our Innovation Committee is made up of members from all divisions and the Executive Board. It is this committee which decides whether an R&D project goes ahead. Implementation is supported by Corporate Development and efficiency is ensured by continuous monitoring and control. More than EUR 5 million was spent on Group-wide R&D projects relating to central innovation management in the year under review. Notable thematic focuses
The second level of innovation management at HOCHTIEF targets market-driven innovation financed by HOCHTIEF divisions and Group companies. Projects in fiscal 2008 centered among other things on geothermal energy and offshore wind energy*.
The third level consists of project-specific innovation – for the most part, R&D work done right on site or in design departments. Many of our complex, unique projects require us to develop custom solutions spanning many disciplines from technology to materials and logistics. Project-specific development expenditure is accounted for with the contract rather than as part of corporate R&D. Examples include the elaborate design and construction of Southern Cross Station in Melbourne and the innovative bridge building technique applied on the Washington Bypass. Project-specific innovation accounts for the majority of our R&D work.
