Presentation is loading. Please wait.

Presentation is loading. Please wait.

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

Similar presentations


Presentation on theme: "International Strategy of AGRANA International Strategy of AGRANA CEO DI Johann Marihart, AGRANA Beteiligungs-AG."— Presentation transcript:

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

2 | 2 Market position SUGAR STARCH FRUIT Leading sugar manufacturer in Central, Eastern and Southeastern Europe 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)

3 | 3 Beet sugar plant Raw sugar refinery Distribution Center Austria Czech Rep. Hungary Romania Slovakia Bosnia- Herzegovina Bulgaria Countries with plants Other markets 7 sugar beet plants 2 raw sugar refineries Countries with production sites main markets Starch plant Bioethanol site 4 starch plants 2 Bioethanol facilities 27 Fruit preparation plants 11 Fruit juice concentrate plants Potential growth regions Countries with production sites sugar starch fruit Int. Production Meets Int. Customers 53 production sites worldwide

4 | 4 AGRANA products you meet everyday SUGAR. 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%). STARCH. 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. FRUIT. AGRANA − At a glance

5 | 5 AGRANA’s Revenue by Segment 1, , % % % +20.2% €m Fruit Starch Sugar

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

7 | 7 AGRANA − Volume Split Inbound 9 Mio. tons raw material… …Outbound 4 Mio. t finished products Part of total sugar 58 % Part of total starch 27 % Part of total fruit 15 % Products 11 % Raw Material 16 % Products 14 % Raw Material 10 % Products 5 % Raw Material 44 %

8 | 8 Which Volumes Have To Be Handled… AGRANA moves ~ 13 mio tons p.y. worldwide o Would be ~ trucks p.y. or > trucks/day o Transport costs of apx. € 150 mio p.y.  ~ 8% or our total costs o Wide range of transport types are used - railways - vessels - trucks - multimodal solutions

9 | 9 AGRANA´s Vision and Mission Vision and Mission At AGRANA, we all share one vision - to be the world quality leader in 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 | 10 Status of Enterprises Turnaround – crisis Pace / Speed Common Sense Experience (prejudice) Clarity Results Low Risk Liquidity Growth – humble Quality Analysis Creativity Consensus Methodical Approach Opportunity Profitability Maturity – pride Pedantry Paralysis Imagination runs wild Coalition Rituals Game Megalomania Maturity Turn- around Growth

11 | 11

12 | 12 AGRANA´s History and Growth Strategy AGRANA is a local acting company in 1988 o1988: AGRANA Holding is founded as a result of the consolidation of Austria´s sugar and starch industries 1 st Stage: Internationalisation „more of the same“ o1990 – 2001: dynamic expansion into the sugar and starch markets of CEE o1991: IPO 2 nd Stage: Growth by Diversification o2003: Diversification and start of the fruit business o2005: SPO o2006: Start of bioethanol activities. Sites in Pischelsdorf/NÖ and Hungrana/H o2008: first JV for apple juice concentrate in Xianyang/China Acting proactive vs. Reacting!

13 | 13 ZBGSüdzucker Raiffeisen Bank Coop. Lower Austria Z & S Zucker und Stärke Holding AG Free Float ~ 50% 75.5%24.5% ~ 10.5% ~ 80% AGRANA’s Shareholder Structure Shares outstanding: 14, Market capitalization (as of 10 April 2012): ~ 1,120.0 m€

14 | 14 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

15 | 15 AGRANA − Strategy = Synergy Sugar Central, Eastern and Southeastern Europe Starch Fruit Global Refining of agricultural raw materials Investor and customer value from: Balance of risk Exchange of know-how Cost savings through synergies 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.

16 | 16 The beginning is always soil... AGRANA refines agricultural raw materials... AGRANA is preferred supplier for int. brands... We all consume AGRANA products every day... AGRANA − Strategic Position Industrial pre-products „B2B“

17 | 17 Key Strategic Choices Consolidation of the local business Growth in the core business Going public Partnership (if you can‘t beat them, join them) Diversification Internationalisation

18 | 18 AGRANA‘s Competency Wheel Strategic Orientation Market & Customer Orientation Innovation & Change Team- leadership & Cooperation Commitment Achievement Orientation Growth Competitiveness Change Management Competencies Common Values Challenge Profitize Responsibil ity Operate consequently

19 | 19 How effectiv is our Organisation? Human Resources Manager Marketing Manager Logistic Manager IT Manager Security Manager

20 | 20 More than Management “Leaders do the right things, while managers do things right.” Warren G. Bennis

21 | 21 I was guided by Peter Drucker Investigate thoroughly (Due diligence) Don‘t pay too much (resist your will to succeed, don‘t pay silly prices, let your competitor do the nonsense) Integrate quickly (not hesitating in structuring …)

22 | 22 The practice of International Management Management-Tools used Cash pooling Net financial debts report P&L monthly Forecasts every quarter „Quick report“ Sales reports monthly Production reports daily Performance indicator

23 | 23 Task-and result-orientated approach Strategic orientation Handling complex relationships Inspire others Foster innovation and be open for change 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

24 | 24 People’s skills Professional competences as prerequisites Focus on Soft Skills: oEmpathy oOrientation on the employee oPersonal development oTeam building oPositive and encouraging work atmosphere oSocial responsibility

25 | 25 AGRANA − Strategy Starch Segment Fruit Segment Sugar Segment find and manage synergies standardize best practice R&D know-how transfer evaluate potential acquisitions provide services for divisions Energy/CO 2 -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

26 | 26 “Don’t react – anticipate and act.”

27 | 27 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

28 | 28 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

29 | 29 „Future challenges“ The climate change The population growth and its nutrition Bioenergy Food safety (organic, GMO)

30 | 30 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.


Download ppt "International Strategy of AGRANA International Strategy of AGRANA CEO DI Johann Marihart, AGRANA Beteiligungs-AG."

Similar presentations


Ads by Google