Organisational structure

The central components of our organizational structure at a glance

• Main operating segments

  In its individual European markets, STRABAG delivers services spanning all areas of the construction industry and covering the entire construction value chain.
  
  With CEO Klemens Haselsteiner at the helm, STRABAG SE is organised into three operating segments along with several Central Divisions and Central Staff Divisions, each of which is headed by at least one member of the Management Board.
  
  This organisational structure enables independent decision-making on the one hand and efficient controlling and reporting processes on the other.

  NORTH + WEST

  Germany, Switzerland, Benelux countries and Scandinavia
  Construction services and specialist civil engineering

  SOUTH + EAST

  Austria, Poland, Slovakia, Czech Republic, Hungary and Southeast Europe
  Construction services, environmental technology activities, building materials

  INTERNATIONAL SPECIAL DIVISIONS

  EU and non-EU countries
  Tunnel construction, , Real estate and concessions business
  
  The real estate business comprises project development, planning, construction, operation and property & facility services.
  
  You can find an overview of the services here

• The STRABAG SE Management Board

  As the top management body, the five-member Group Management Board is responsible for the financial balance, corporate responsibility and strategic direction of the company.
  
  While the Management Board meets regularly to make important decisions together, the four-eyes principle (principle of dual control) applies at the levels below. This dual management structure consisting of technical and commercial experts enables an efficient risk management and ensures that both directors jointly assess and fulfil their responsibilities.

• Divisions

  The division heads coordinate and manage the subdivisions within their sphere of responsibility and report directly to the Management Board member responsible for their respective division.
  
  They manage their business independently and on their own responsibility within the scope of the Group’s business policy, pursuing the objectives defined in the strategic and operational planning and realising the individually specified measures

• Subdivisions

  The subdivisions are in charge of the operating business and are in turn organised into business units. They are responsible for maximising success in the regional markets or business areas assigned to them.

• Central divisions

  The Central Divisions act as competence centres providing specialist support to the Group’s operating entities in the following areas:

  • Financing
  • IT
  • People & Culture (Human Resources)
  • Real estate
  • Accounting
  • Project Risk Management
  • Human Resources Management
  • Construction Machinery, Equipment and Fleet Management
  • Quality Assurance
  • Technical Services
  • Digitization and Innovation
  • Contract Management and Legal Services
• Central Staff Divisions

  Internal Audit, Corporate Communications, Business Compliance, Business Development, and Health, Safety & Wellbeing report directly to the CEO.