| 2016 | 2015 | |
|---|---|---|
| ASSETS | ||
| Fixed Assets and other long-term investments | 9 697 | 9 226 |
| Current Assets | 30 857 | 27 425 |
| ASSETS IN TOTAL | 40 554 | 36 651 |
| SHAREHOLDERS' EQUITY AND LIABILITIES | ||
| Invested Capital | 2 804 | 2 795 |
| Available Capital | 16 552 | 16 676 |
| LIABILITIES | ||
| Long-term liabilities | 763 | 693 |
| Short-term liabilities | 20 435 | 16 487 |
| LIABILITIES IN TOTAL | 40 554 | 36 651 |
The company will continue its profitable growth strategy. In the long run, our goal is an annual growth of around 10% and continuous growth in profitability.
We need to stay awake and grab opportunities as they arise. VEO must always be ready to take a new direction.
Right now, the energy business is dependent on courageous companies.
It’s been a great experience to reach the same wavelength with a new customer, Meyer Werft.
When the world is your worksite, you need to roll up your sleeves with a genuine will to cooperate.
The UK has a lot of potential, and I’m very pleased that 2016 opened important doors to this new VEO market
According to our employee survey, 98 % of the respondents would recommend VEO as a workplace. That means we’ve done things right.
It’s important to remember that people, not machines, make results
New investments are being prioritised instead of repairs and maintenance. My guess is that the investment pace will be high for the following 5 years.
VEO is known as the guy who isn’t afraid to take on challenges – not because he’s stupid enough to do it, but because he can handle the risks professionally.
We’re currently in the middle of a revolution. And that’s a good place to be.
Our customers clearly ask for our advice and want us to be present throughout the entire project – from execution to education and life cycle management.
