Strategy and objectives
HES Beheer’s policy is aimed at retaining and expanding Its important position as a handler of bulk products. These services comprise the transhipment, storage and processing of dry and liquid bulk products in the main Dutch maritime ports. HES also has a storage and transhipment business for dry bulk products in the UK and a minority interest in a logistics service provider in France, with bases in several countries. At present HES is focusing heavily on the North-West European hinterland.
HES aims to handle as wide a range of products as possible in both the dry and liquid bulk segments, in order to spread the risks. The dry bulk cargoes are coal, industrial minerals and agribulk and biomass products. The liquid bulk segment includes products such as mineral oils, biofuels and edible oils.
HES has investments in the main independent Dutch stevedoring companies in the dry bulk segment. It also has a British subsidiary and a French associate. Its recent investment in the French company increased HES Beheer’s economic interest in three existing, well-performing Dutch associates (OVET, OBA and EMO/EKOM). With investment in transhipment and storage equipment, the stevedoring companies can continually improve their operating performance and further expand their activities.
There are still ample opportunities and challenges to increase revenue per employee still further. HES aims to reinforce its strong position in the dry bulk market, which is still promising and attractive, where possible through acquisitions, independently and/or with partners. Where possible, the holdings in the existing associates will be increased. HES will respond to new product flows and, if opportunities arise, is interested in developing new locations.
Thanks to growing consumption of mineral and edible oils, the liquid bulk market also presents attractive prospects. HES has aspirations to become an important player in this market, which will have to generate a significant part of the growth and profitability in the future. In addition to the construction of the terminal at BTT, these ambitions must be achieved through the development of new terminals and the acquisition of new sites and companies, mainly in the Netherlands, with or without partners.
Other important policy points are:
- selection of well-qualified management staff;
- promoting synergies between associates;
- optimising use of existing locations;
- investing in people and resources for further quality improvements;
- promoting the independence and autonomy of associates;
- making the right investments.
All potentially attractive investments have to meet certain requirements. The deciding factors
are strategic considerations, risks, profitability and synergy.
HES Beheer exerts influence over the policy of the underlying companies through shareholdings and supervisory directorships, with the aim of creating added value for the company concerned.
In 2012 the focus was mainly on investments in further improving operational performance and commercial effectiveness while continuing to make efficiency gains.
The financial targets are a return on shareholders’ equity of at least 15%, a capital ratio of at least 35%, a ROFA of at least 10% and year-on-year growth in total results and earnings per share.
In principle, the company pays a dividend of 50% of the adjusted net result. The interests of the shareholders, the desired balance sheet ratios, the financing structure and potential acquisitions are taken into account in determining the amount of the dividend and the form it takes. The aim is to maintain a financially sound company with stable growth which generates long-term shareholder value.