Oscar Fredell, President and CEO Oscar Fredell, President and CEO

Oscar Fredell, President and CEO:

Acquisitions in a Culture of long-term Partnership and Trust

Oscar Fredell, President and CEO, on what it means to join Beijer Alma:

What characterizes Beijer Alma as an owner?
“Beijer Alma gives entrepreneurial technology companies the strength to grow and endure across generations. We are a long-term owner with deep respect for each company’s identity and culture. We believe that value is created inside the companies, close to customers. That is why each company continues to be led by its own management with full mandate and responsibility. Our role is to strengthen what already works.”

What types of companies do you look to acquire?
“We seek companies with a strong position in their niche and a culture built on dedication and skill. Companies where people want to build on what they have created and where there is a desire to continue developing. We make both add on acquisitions and acquisitions of companies that can grow as independent entities within the group.”


What is important in your acquisition evaluation?
“A high return on capital employed is a sign of a sound and resilient business. Just as important are the people and the culture. We acquire companies because they are strong, not because we intend to change them. Our role is to contribute with stability, continuity and development capacity.”


How do you support companies after they join the group?
“The company’s leadership continues to run the business just as before. We are present as a partner and sounding board, for example through board work or when there is a need for capital to support growth. We also help companies connect with others in the group when shared experience can create value. The goal is always to strengthen, never to take over.”


What do you aim to create together with the companies?
“We want to create a secure and long-term home where entrepreneurship can continue to develop over time. Employees, customers and culture move forward together, and the company continues to grow in its own way. We create a context where companies can remain themselves and at the same time become stronger.”

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

48

Acquired annual sales (at the time of acquisition) MSEK

4,600

Number of countries in which acquisitions
were carried out

13

Increase in number of employees via acquisitions

2,560

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 segments
  • 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 enablers
  • 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, however it is not a requirement. 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, however it is not a requirement. 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

MD, 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

MD, 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

MD, 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

MD, 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

MD, 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

MD, 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.