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International Strategy of AGRANA CEO DI Johann Marihart , AGRANA Beteiligungs -AG PowerPoint Presentation
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International Strategy of AGRANA CEO DI Johann Marihart , AGRANA Beteiligungs -AG

International Strategy of AGRANA CEO DI Johann Marihart , AGRANA Beteiligungs -AG

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International Strategy of AGRANA CEO DI Johann Marihart , AGRANA Beteiligungs -AG

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  1. International Strategy of AGRANACEO DI Johann Marihart, AGRANA Beteiligungs-AG

  2. Market position SUGAR Leading sugar manufacturer in Central, Eastern and Southeastern Europe STARCH Major manufacturer of custom starch products in Europe and largest producer of bioethanol in Austria and Hungary World market leader in the production of fruit preparations One of the largest producers of fruit juice concentrates in Europe (new JV with Ybbstaler) FRUIT

  3. Int. ProductionMeets Int. Customers53 productionsitesworldwide Czech Rep. Slovakia Austria Hungary Romania Bosnia- Herzegovina Bulgaria fruit starch sugar 4 starchplants 2 Bioethanol facilities 27 Fruit preparation plants 11 Fruit juice concentrate plants 7 sugar beet plants 2 raw sugar refineries Countries with production sites mainmarkets Starch plant Bioethanol site Beet sugar plant Countries withplants Rawsugarrefinery Other markets Distribution Center Countries with production sites Potential growth regions

  4. AGRANA − At a glance AGRANA products you meet everyday SUGAR. STARCH. FRUIT. • Sugar is sold • - to consumers via the food trade (20%) and • - to manufacturers: e.g. soft drinks industry, confectionery industry, fermentation industry, other food and beverage industries (80%). • AGRANA produces starch and special starch products. • Starch is a complex carbohydrate which is insoluble in water. Starch is used in food processing e.g. as thickener and for technical purposes e.g. in the paper manufacturing process. • Bioethanol is part of our starch business. • Fruit juice concentrates customers are fruit juice and beverage bottlers and fillers. • Fruit preparations are special customized products for- the dairy industry, • - the baked products industry, • - the ice-cream industry.

  5. AGRANA’s Revenue by Segment Fruit Starch Sugar €m +20.2% 1,952.2 +5.3 % 1,624.4 +38.4 % +23.4 %

  6. AGRANA’s Operating Profit by Segment* Fruit Operating margin Starch Sugar €m 198.7 +89.6% +2.3% 104.8 4.6% 5.4% 13.6% +56.8% >+100% 5.5% 11.6% 10.2% * Operating Profit before exceptional items

  7. AGRANA − Volume Split Inbound 9 Mio. tons raw material… …Outbound 4 Mio. t finished products Part of total fruit15 % Products 5 % Raw Material 10 % Raw Material 44 % Products 11 % Part of total starch27 % Raw Material 16 % Part of total sugar 58 % Products 14 %

  8. WhichVolumesHaveToBeHandled… • AGRANA moves ~ 13 mio tons p.y. worldwide • Would be ~ 520.000 trucks p.y. or > 1.400 trucks/day • Transport costs of apx. € 150 miop.y.  ~ 8% or our total costs • Wide range of transport types are used • railways • vessels • trucks • multimodal solutions

  9. AGRANA´s Vision and Mission • Vision and Mission At AGRANA, we all share one vision - to be the world quality leaderin refining agricultural raw materials into sugar, starch and processed fruits. Our passion for quality and efficiency makes AGRANA the natural choice of food companies and for technical applications worldwide. AGRANA – The natural upgrade. • AGRANA is a multinational enterprise based in Austria. AGRANA’s Sugar segment and Starch segment operate in Europe. Its Fruit segment has global presence. In these markets, AGRANA’s goal is to be a leader in the industrial refining of agricultural raw materials.

  10. Status of Enterprises Turnaround – crisis • Pace / Speed • Common Sense • Experience (prejudice) • Clarity • Results • Low Risk • Liquidity • Maturity – pride • Pedantry • Paralysis • Imagination runs wild • Coalition • Rituals • Game • Megalomania • Growth – humble • Quality • Analysis • Creativity • Consensus • Methodical Approach • Opportunity • Profitability

  11. AGRANA´s History and Growth Strategy • AGRANA is a local acting company in 1988 • 1988: AGRANA Holding is founded as a result of the consolidation of Austria´s sugar and starch industries • 1st Stage: Internationalisation „more of the same“ • 1990 – 2001: dynamic expansion into the sugar and starch markets of CEE • 1991: IPO • 2nd Stage: Growth by Diversification • 2003: Diversification and start of the fruit business • 2005: SPO • 2006: Start of bioethanol activities. Sites in Pischelsdorf/NÖ and Hungrana/H • 2008: first JV for apple juice concentrate in Xianyang/China • Acting proactive vs. Reacting!

  12. AGRANA’s Shareholder Structure • Shares outstanding: 14,202.040 • Market capitalization (as of 10 April 2012): ~ 1,120.0 m€ ~ 10.5% ZBG Südzucker Raiffeisen Bank Coop.Lower Austria ~ 80% ~ 50% ~ 50% Z & S Zucker und Stärke Holding AG Free Float 24.5% 75.5%

  13. AGRANA´s Core Competences • Sourcing agricultural raw materials • Handle a global raw material flow and be specialized in big quantities • Manage production processes in a lean way, but with highest quality standards, from commodities up to tailor made products • Serve industrial customer markets with high customer satisfaction • Develop innovative processes, methods and products • Manage and administrate small and mid size operations worldwide

  14. AGRANA − Strategy = Synergy The strategic goals SUGAR: Customer- and market-oriented growth in CEE and Southeastern Europe. STARCH: Organic growth, and adding value by tailor-made products. FRUIT: Customer- and market-oriented global growth. SYNERGIES: Use synergies between business segments to position the Group optimally for the increasingly volatile operating environment in the segments. CAPITAL MARKET: A long-term asset for shareholders. • Investor and customer value from: • Balance of risk • Exchange of know-how • Cost savings through synergies Sugar Central, Eastern and Southeastern Europe Starch Europe Fruit Global Refining of agricultural raw materials

  15. AGRANA − Strategic Position The beginning is always soil... AGRANA refines agricultural raw materials... AGRANA is preferred supplier for int. brands... We all consume AGRANA products every day... Industrial pre-products „B2B“

  16. Key Strategic Choices • Consolidationofthelocalbusiness • Growth in thecorebusiness • Goingpublic • Partnership (ifyoucan‘tbeatthem, jointhem) • Diversification • Internationalisation

  17. AGRANA‘s Competency Wheel Strategic Orientation Management Competencies Market & Customer Orientation Team- leadership & Cooperation Profitize Common Values Growth Competitiveness Change Responsibility Challenge Operate consequently Achievement Orientation Commitment Innovation & Change

  18. How effectiv is our Organisation? Logistic Manager Marketing Manager Security Manager Human Resources Manager IT Manager

  19. More than Management “Leaders do the right things, while managers do things right.” Warren G. Bennis

  20. I was guidedby Peter Drucker • Investigatethoroughly (Due diligence) • Don‘tpaytoomuch (resistyour will tosucceed, don‘tpaysillyprices, letyourcompetitor do thenonsense) • Integratequickly (not hesitating in structuring …)

  21. The practiceof International Management Management-Tools used • Cash pooling • Net financialdebtsreport • P&L monthly • Forecasts everyquarter • „Quick report“ • Sales reportsmonthly • Productionreportsdaily • Performance indicator

  22. Leadership competencies in AGRANA • Making complex decisions • Open minded attitude towards people and change • Personal commitment • Goal-orientated work style • Evaluate employees • Market and customer orientation • Task-and result-orientated approach • Strategic orientation • Handling complex relationships • Inspire others • Foster innovation and be open for change

  23. People’s skills • Professional competences as prerequisites • Focus on Soft Skills: • Empathy • Orientation on the employee • Personal development • Team building • Positive and encouraging work atmosphere • Social responsibility

  24. AGRANA − Strategy • find and manage synergies • standardize best practice • R&D know-how transfer • evaluate potential acquisitions • provide services for divisions Sugar Segment Starch Segment Fruit Segment • Energy/CO2-optimization • adopt organisational structures to given frameworks • refinement • focus on speciality strategy • extend bioethanol capacities • entering wheat-starch production • organic growth • diversification of customer portfolio • Added Value -> system supplier

  25. “Don’t react – anticipate and act.”

  26. Challenges of our Business Areas • Increase of volatility of agricultural raw materials (soft commodities) driven by weather impacts, growing demand and high speculation • Customer consolidation process leads to higher pricing pressure • Regulatory changes (opening markets, WTO regulations, increasing tightening of traceability and labeling etc.) • Increasing competition from global suppliers (from Brazil, China etc.) • Increasing quality requirements from costumers (without willingness to compensate the costs) • A period of slowing global market growth ahead

  27. Conclusion • AGRANA has become an international company • Focus on our strengths -> more of the same, world wide role out • Lean cost structure • Being the branch leader in quality and service • Specialization where appropriate • Providing solutions for our customers

  28. „Future challenges“ • The climatechange • The populationgrowthanditsnutrition • Bioenergy • Food safety (organic, GMO)

  29. Disclaimer This presentation is being provided to you solely for your information and may not be reproduced or further distributed to any other person or published, in whole or in part, for any purpose. This presentation comprises the written materials/slides for a presentation concerning AGRANA Beteiligungs-AG (“Company”) and its business. This presentation does not constitute or form part of any offer or invitation to sell or issue, or any solicitation of any offer to purchase or subscribe for, any shares in the Company, nor shall it or any part of it form the basis of, or be relied on in connection with, any contract or investment decision. This presentation includes forward-looking statements, i.e. statements that are not historical facts, including statements about the Company's beliefs and expectations and the Company's targets for future performance are forward-looking statements. These statements are based on current plans, estimates and projections, and therefore investors should not place undue reliance on them. Forward-looking statements speak only as of the date they are made, and the Company undertakes no obligation to update publicly any of them in light of new information or future events. Although care has been taken to ensure that the facts stated in the presentation are accurate, and that the opinions expressed are fair and reasonable, the contents of this presentation have not been verified by the Company no representation or warranty, express or implied, is given by or on behalf of the Company any of its respective directors, or any other person as to the accuracy or completeness of the information or opinions contained in this presentation. Neither the Company nor any of its respective members, directors, officers or employees or any other person accepts any liability whatsoever for any loss howsoever arising from any use of this presentation or its contents or otherwise arising in connection therewith.