Henrik Perbeck,  President and CEO

Strong group focused on acquisitions

Henrik Perbeck,  President and CEO

Henrik Perbeck, President and CEO, on continued acquisitions:

What characteristics of Beijer Alma make you a good owner?
“We are a long-term, committed owner and have a decentralized way of working with companies when it comes to value-added manufacturing and industrial trading. As an owner, business ethics and responsible business practices are also a natural part of our Group culture.”

What kinds of companies do you acquire?
“Profitable companies that operate in long-term sustainable industries or niches. We make supplementary acquisitions to grow geographically or to complement our product offering. At the same time, we also make acquisitions in new areas, which can grow and become important for us in the future.”

How do you support companies in their continued growth?
“By utilizing synergies within cross-selling but also by sharing experiences to optimize production or other functions, for example. We also actively support our companies through Board work by setting objectives and investing in both organic and acquisition-driven growth. Smaller companies can also share administrative resources as needed.”

WHAT WE OFFER

As an owner, Beijer Alma provides:

1.

Long-term ownership. We are a financially strong owner that takes a long-term approach with an industrial perspective. The focus is on profitable growth and on supporting new ideas and value creation over time.

2.

Strong support. We provide active ownership through engaged, present management. We contribute expertise in strategy and business development as well as our network and resources.

3.

Autonomy. Our work is based on entrepreneurship and decentralized business responsibilities, linked to realistic targets and appropriate reporting. We see value in retaining existing brands and company names.

4.

Values. We have strong business ethics and every aspect of our business practices is responsible and sustainable. These values permeate the Group, whose principal owners include charitable foundations and family-owned businesses.

Acquisitions in brief, 2010–today

Number of acquisitions during the period

29

Acquired annual revenues (at the time of acquisition) MSEK

2,625

Number of countries in which acquisitions
were carried out

18

Increase in number of employees via acquisitions

1,624

Acquired revenues by geographic market

WHAT WE LOOK FOR

  • Size
  • Beijer Alma looks for new portfolio companies with revenues of between MSEK 500 and SEK 1.5 billion. These acquisitions can also include listed companies. Subsidiaries make supplementary acquisitions as well as acquisitions in new market segments or product areas. The focus is thus on private companies with revenues of between MSEK 50 and 500. Business areas – that is, portions of listed companies – of this size are also attractive acquisition candidates. Units with revenues of less than MSEK 50 can also be relevant acquisition candidates for the existing business areas.

  • Focus
  • Business-to-business operations are a common denominator. At the same time, the business model is flexible and we also focus on partnerships, companies within installation and manufacturing as well as companies that deliver solutions and services.

  • Financial history
  • Well-run, profitable companies that have also demonstrated growth and profitability over time. We are an attractive buyer for this kind of quality company – which also has great potential to continue growing in our Group – since we can offer a competitive purchase consideration.

  • Market segment
  • Segments with attractive growth opportunities and conditions for long-term profitable development. For example, global macrotrends or local conditions that contribute to demand for products or services. The segments should also offer opportunities for ongoing added value, either organically or through supplementary acquisitions.

  • Growth keys
  • High customer value that leads to strong positions in chosen niches, meaning products and services that add value customers are prepared to pay for: high quality, highly technical content, high levels of customization, high levels of service and so on. Dependence on single customers and suppliers should be minimal and we prefer market coverage that is international, or has the potential to become so. The business model should offer clear added value and have an obvious focus on the long term as well as sustainability.

Beijer Alma looks for new portfolio companies with revenues of between MSEK 500 and SEK 1.5 billion. These acquisitions can also include listed companies. Subsidiaries make supplementary acquisitions as well as acquisitions in new market segments or product areas. The focus is thus on private companies with revenues of between MSEK 50 and 500. Business areas – that is, portions of listed companies – of this size are also attractive acquisition candidates. Units with revenues of less than MSEK 50 can also be relevant acquisition candidates for the existing business areas.

Business-to-business operations are a common denominator. At the same time, the business model is flexible and we also focus on partnerships, companies within installation and manufacturing as well as companies that deliver solutions and services.

Well-run, profitable companies that have also demonstrated growth and profitability over time. We are an attractive buyer for this kind of quality company – which also has great potential to continue growing in our Group – since we can offer a competitive purchase consideration.

Segments with attractive growth opportunities and conditions for long-term profitable development. For example, global macrotrends or local conditions that contribute to demand for products or services. The segments should also offer opportunities for ongoing added value, either organically or through supplementary acquisitions.

High customer value that leads to strong positions in chosen niches, meaning products and services that add value customers are prepared to pay for: high quality, highly technical content, high levels of customization, high levels of service and so on. Dependence on single customers and suppliers should be minimal and we prefer market coverage that is international, or has the potential to become so. The business model should offer clear added value and have an obvious focus on the long term as well as sustainability.

Voices from acquired companies

LESJÖFORS | the US

Brandy Davies

President, Lesjöfors Springs America, the US

“Since the Lesjöfors purchase, we have received significant investment in our business, expanded our product offering, been able to capitalize on synergies through the Lesjöfors group and gained instant support from their global sales team – supporting growth initiatives in Europe and Asia.”

LESJÖFORS | THE UK

Michael Gibbs

President, Lesjöfors, the UK

“Lesjöfors has invested over £5m in our Cornwall sites, turnover has increased by over 700 percent and we’ve doubled our number of employees. We’ve relocated and expanded so much that we now have a second factory. Our order book continues to multiply, and the company’s performance has been significantly propelled with support by Lesjöfors.”

BEIJER TECH | SWEDEN

Anders Eriksson

President, INU Group, Sweden

“Being part of a larger group feels like a natural step on our growth journey. We are convinced that in Beijer Tech, we have found the right strategical partner for the long-term ownership of the company alongside new and existing customers. You can see this in the acquisition of our sister company Novosystems, for example, which gives us the opportunity to expand our customer offering even further.”

LESJÖFORS | THE NETHERLANDS

Henri Veldhuis

President, De Spiraal & Tribelt, the Netherlands

“Very quickly, after the acquisition in 2019, COVID hit us all hard. However, despite the global challenge, we were all determined not to change the direction we, and Lesjöfors, had set out. Investments in machinery and infrastructure were committed, our companies kept their identity and we remained autonomous in managing the company we had built together.”

BEIJER TECH | SWEDEN

Henrik Palmu

Henrik Palmu, President, Svebab, Sweden

“The decision pathways are short, which means that issues like investments are addressed quickly. The company also has a long-term approach to ownership, which permeates all parts of the operations. Besides this, they have a great deal of confidence in our niche expertise at the local level. Another positive thing is that they invest in their employees, both in terms of developing current employees and with regard to recruitment.”

BEIJER TECH | SWEDEN

Fredrik Karlsson

President, PA-Ventiler, Sweden

“Belonging to a group adds weight when we contact customers, which strengthens our market position. We have increased sales to our sister company, but have also gained new customers through the exchange of knowledge with other companies in the Group. We also appreciate the decentralized way of working. We are used to working independently, but now we also have support from a larger organization, which is positive.”

Profitable growth via acquisitions. Read more about our new companies.