Ambitious efforts go into the strategic management of activities within EVA. However, the breadth and complexity of the mission affect EVA’s planning conditions. There is an extensive planning process, which is difficult to keep together, and there seems to be a tendency for the Board and management to be forced to substitute short-term planning at the project level for long-term strategic considerations and problem analysis.
The panel of assessors recommends that parallel strategic processes be adapted/synchronised and that the overall strategic responsibility of the Board should be emphasised more strongly. If the present broad mission is retained, clearer strategies embracing several sectors should be developed for EVA’s operations.