poslovno poro~ilo/business report
TRANSCRIPT
annual report >2002
poslovno poro~ilo/business report
2
Splo{ni podatki
ISTRABENZ, holdinæka druœba, d.d.
Skrajæano: ISTRABENZ, d.d.
Matiåna ætevilka: 5000025
Davåna ætevilka: 17762723
Ætevilka vpisa v sodni register: 199600803
Datum vpisa v sodni register: 16.11.1996
Osnovni kapital druœbe:
5.180.000.000 tolarjev
Nominalna vrednost delnic: 1.000 tolarjev
Kotacija delnic: Ljubljanska borza
vrednostnih papirjev, borzni trg
Vloœna ætevilka: 10031700
Spletni naslov: www.istrabenz.si
General information
ISTRABENZ Holding Company
Short name: ISTRABENZ
Company identification number: 5000025
Tax number: 17762723
Court registry number: 199600803
Date of entry in court register:
16 November 1996
Share capital: SIT 5,180,000,000
Face value of a share: SIT 1,000
Shares listed on: the Ljubljana Stock
Exchange
Application number: 10031700
Web site: www.istrabenz.si
KAZALOTABLE OF CONTENTS
POMEMBNEJ[I PODATKI O POSLOVANJU V LETU 2002RELEVANT INFORMATION ON OPERATIONS IN 2002
RAZVOJNI KAZALNIKI SKUPINE ISTRABENZDEVELOPMENT INDICATORS OF THE ISTRABENZ GROUP
PORO^ILO PREDSEDNIKA UPRAVEREPORT OF THE PRESIDENT OF THE MANAGEMENT BOARD
PORO^ILO NADZORNEGA SVETAREPORT OF THE SUPERVISORY BOARD
POMEMBNEJ[I DOGODKI V LETU 2002IMPORTANT EVENTS IN 2002
POSLOVNO PORO^ILOREPORT AND ACCOUNTS
1. PREDSTAVITEV SKUPINE ISTRABENZPRESENTATION OF THE ISTRABENZ GROUP
2. NOVA VIZIJA SKUPINE ISTRABENZTHE NEW VISION OF THE ISTRABENZ GROUP
3. KRATKA ZGODOVINABRIEF HISTORY OF THE COMPANY
4. STRATEGIJE POSPE[ENE RASTISTRATEGIES OF INTENSIFIED GROWTH
5. SREDNJI STRATE[KI CILJIPO DEJAVNOSTIH DO LETA 2007MAIN STRATEGIC GOALS UNTIL 2007BY INDIVIDUAL ACTIVITY
5.1 ENERGETIKAENERGY
5.1.1 Trgovina in skladi{~enje naftnih derivatovTrade and storage of petroleum products
5.1.2 Plinska dejavnostGas business
5.1.3 Energetski sistemiEnergy systems
5.2 TURIZEMTOURISM
5.3 [email protected] Nepremi~nine
Real estate5.4 INFORMACIJSKE TEHNOLOGIJE
INFORMATION TECHNOLOGY
6 LASTNI[KA STRUKTURA IN DELNICEOWNERSHIP STRUCTURE6.1 DIVIDENDNA POLITIKA
DIVIDEND POLICY6.2 ISTRABENZOVA DELNICA NA
ORGANIZIRANEM TRGUISTRABENZ SHARES IN THEORGANISED MARKET
7 POSLOVANJE HOLDIN[KE DRU@BE ISTRABENZ, d.d.,V LETU 2002OPERATIONS OF THE ISTRABENZ HOLDING COMPANYIN 20027.1 ANALIZA POSLOVANJA
HOLDIN[KE DRU@BE ISTRABENZ, d.d.BUSINESS ANALYSISOF THE ISTRABENZ HOLDING COMPANY
7.1.1 Kazalniki poslovanjaBusiness indicators
7.1.2 Komentar rezultatovComments on the results
7.1.3 Struktura prihodkov in odhodkovStructure of revenues and expenses
7.1.4 Struktura sredstevStructure of assets
7.1.5 Struktura virov sredstevStructure of sources of assets
7.1.6 Investicije in nalo`beInvestments
7.1.7 Dogodki po datumu izkaza stanjaEvents after the balance-sheet date
7.1.8 Upravljanje s tveganjiRisk management
7.2 ENERGETIKAENERGY
7.2.1 Trgovina z naftnimi derivativ SKUPINI ISTRABENZTrade in petroleum productsin the ISTRABENZ GROUP
7.2.2 Skladi{~enje naftnih derivatovStorage of petroleum products
7.2.3 Plini in plinske tehnologijeGases and application technologies
7.3 TURIZEMTOURISM
7.3.1 Hoteli Morje, d.d., Portoro`Morje Hotels Portoro`
7.3.2 Hoteli Palace, d.d.Palace Hotels
7.3.3 Marina KoperMarina Koper
7.4 INFORMATIKAINFORMATION TECHNOLOGY
8. KOMUNICIRANJECOMMUNICATION
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93
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relevant information on operations in 2002
Enota ISTRABENZ, d.d. SKUPINA ISTRABENZ
Postavka / in SIT thousand 2002 ISTRABENZ ISTRABENZ GROUP
prihodki / Revenues v 000 SIT / in SIT thousand 8.151.916 157.813.015
dobiåek/ izguba / Profit / loss v 000 SIT / in SIT thousand 3.345.225 3.772.511
lastniæki kapital / Equity v 000 SIT / in SIT thousand 29.260.947 133.038.729
sredstva / Assets v 000 SIT / in SIT thousand 46.292.872 58.660.833
donos na kapital / Return on equity v % / in % 12,72 6,33
knjigovodska vrednost delnice / Book value of a share v SIT / in SIT 5.649 5.579
åisti dobiåek na delnico / Earnings per share v SIT / in SIT 646 728
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pomembnej{ipodatki o poslovanjuv letu 2002
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Slika 1: Ætevilo zaposlenih v SKUPINI ISTRABENZ
Chart 1: Number of employees in the ISTRABENZ GROUP
razvojni kazalniki SKUPINE ISTRABENZDevelopment indicators of the ISTRABENZ GROUP
0
500
1000
1500
1997 1998 200220011999 2000
0
1.000.000
2.000.000
3.000.000
4.000.000
5.000.000
1997 1998 200220001999 2001
Slika 2: Gibanje åistega dobiåka v druœbi ISTRABENZ, d.d., na dan 31.12. (v 000 SIT)
Chart 2: Changes in net profits of ISTRABENZ as of 31 December (in SIT thousand)
556644
667733
665566
777744
885555
11116655
889933..551100
998833..229944
660000..110044
552255..112211
44..446688..442222
33..334455..222255
6
0
10.000.000
20.000.000
30.000.000
40.000.000
50.000.000
1997 1998 200220001999 2001
Slika 3: Gibanje sredstev v druœbi ISTRABENZ, d.d. (v 000 SIT)
Chart 3: Asset movement in ISTRABENZ (in SIT thousand)
Slika 4: Gibanje kapitala v druœbi ISTRABENZ, d.d. (v 000 SIT)
Chart 4: Equity movement in ISTRABENZ (in SIT thousand)
0
5.000.000
10.000.000
15.000.000
20.000.000
25.000.000
30.000.000
1997 1998 200220001999 2001
Slika 5: Gibanje prihodkov v SKUPINI ISTRABENZ (v 000 SIT)
Chart 5: Changes in revenues in the ISTRABENZ GROUP (in SIT thousand)
0
5.000.000
10.000.000
15.000.000
20.000.000
25.000.000
30.000.000
1997 1998 200220001999 2001
1166..667711..330099
2233..332266..664488
2266..886611..008833
2266..661144..000077
4433..337777..664422
4466..220033..000000
1155..992211..339911
2277..777733..117722
1199..332299..119999
2211..117722..111166
2266..558833..558899
2299..226600..994477
4422..115555..773388
4477..227733..551166
7755..553300..002255
112288..446611..996677
114444..339900..110011
116666..778899..661133
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Slika 6: Prodane koliåine naftnih derivatov v SKUPINI ISTRABENZ (v tonah)
Chart 6: Quantities of petroleum productssold in the ISTRABENZ GROUP (in tonnes)
Slika 7: Koliåine pretovorjenih naftnih derivatov po razliånih transportnih poteh (v tonah)
Chart 7: Quantities of transhipped petroleum products by different transport routes (in tonnes)
633.124
750.592
898.872
909.000
876.000
879.000
288.200
324.297
434.951
528.241
552.956
634.3500
200
400
600
800
1000
1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002
1.040.897 296.805 0
1.204.128 212.087 0
1.323.161 209.168 13.985
1.256.603 512.586 8.415
1.168.688 590.302 36.441
989.072 748.435 40.418
ACROAD
ŒCRAIL
TANKERSEA
0
500.000
1.000.000
1.500.000
2.000.000
1997 20022001200019991998
0
5000
10000
15000
20000
25000
30000
35000
40000
9.063 5.339
11.09611.984
6.350 11.125
7.274
6.399
13.283
10.587
26.726 26.416
10.589
1997 20022001200019991998
Slika 8: Skupne prodane koliåine UNP-ja v SKUPINI ISTRABENZ (v tonah)
Chart 8: Total quantities of LPG sold in the ISTRABENZ GROUP (in tonnes)
IISSTTRRAAGGAASS
CCEELLJJSSKKII PPLLIINN
EEUURROOPPLLIINN
IISSTTRRAABBEENNZZ PPLLIINNII
PPLLIINNAARRNNAA MMAARRIIBBOORR
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Spo{tovani delni~arji in poslovni partnerji,
v letu 2002 je SKUPINA ISTRABENZ sklenilapomembno razvojno obdobje. Iztekel se je petletniprogram strateækega razvoja, vodenje holdinækedruœbe in SKUPINE ISTRABENZ pa je 1. junijapredal dolgoletni in uspeæni predsednik upraveJanko Kosmina. Nova uprava je poslovni konceptza prihodnje obdobje oprla na dve izhodiæåi: graditina dosedanjih doseœkih in odgovoriti na strateækain organizacijska vpraæanja razvoja SKUPINE inposameznih divizij.
FFiinnaannåånnaa ssttaabbiillnnoosstt.. ISTRABENZ-ova tradicionalna in temeljna dejavnost, trgovina z naftnimi derivati, je bila v zadnjih letih izpostavljena velikim tveganjem zaradi spreminjanja modela maloprodajnih cen v Sloveniji, monopolistiånega trga na Hrvaækem,neurejenih razmer v Bosni in Hercegovini in nekaterih poslovnih potez, predvsem na Hrvaækem, ki niso vodile k doseganjuzastavljenih ciljev. Z razpræitvijo naloœb je holdinæka druœba izjemno uspeæno premostilarazmere na naftnih trgih in v neodvisnihnaloœbah izven temeljnih dejavnosti Skupineustvarila visoke finanåne donose. Uspeænost
Dear respected shareholders and
esteemed business partners,
In 2002, the ISTRABENZ GROUP closed animportant period of its development. As the five-yearperiod of strategic development had come to a close,on 1 June Janko Kosmina, the successful President ofthe Management Board, handed over leadership ofthe Company. The new Management Board based itsfuture business plans on two points: to continuebuilding on existing achievements and to improvestrategic and organisational issues related todevelopment of the GROUP and of individualdivisions.
FFiinnaanncciiaall ssttaabbiilliittyy.. In the past few yearsISTRABENZ’s traditional core activity, namely tradein petroleum products, was exposed to serious risksdue to the changing retail-price models seen inSlovenia, the monopolistic market in Croatia,unsettled circumstances in Bosnia and Herzegovinaand certain improper business operations(especially in Croatia) that prevented the Companyfrom achieving its goals. However, the HoldingCompany spread its investments and successfullyovercame the challenges encountered in oil markets,generating high revenues from independent
Poro~ilo predsednika upraveReport of the President of the management board
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Istrabenzovega poslovanja in rast njegovegapremoœenja sta se tako tudi v zadnjem obdobjunadaljevali, æe veå, z rezultati, doseœenimi v letu2001, sta se stopnjevali hitreje kot prej.Holdinæka druœba je v letu 2001 z odprodajolastniækih deleœev v neodvisnih druœbahustvarila visoke kapitalske dobiåke.
PPoollooœœaajj.. SKUPINA ISTRABENZ je svoj danaænjipoloœaj utemeljila na mednarodno primerljivikakovosti in konkurenånosti storitev. Zahvaljujoåtako naravnani poslovni strategiji, je doseglavodilni poloœaj v plinski dejavnosti v Sloveniji,poloœaj drugega ponudnika, vodilnega po kakovostistoritev v Sloveniji in na Hrvaækem, ter uspeænonapredovala v severovzhodni Italiji v trgovini z naftnimi derivati. Postala je vpliven subjekt na slovenskem finanånem trgu in stopila v ospredjev turizmu na slovenski Obali.
DDaannaaæænnjjee pprreeddnnoossttii SKUPINE ISTRABENZ so pomembne: visok ugled, finanåna stabilnost,naklonjenost okolja do delovanja holdinækedruœbe, moåna poslovna mreœa, enoteninformacijski sistem, rast trœne kapitalizacije,znanje in kadri. To je bilo doseœeno z velikokakovostnega dela s strani vodstva in zaposlenih. Posebej œelimo izpostaviti dobreocene kakovosti storitev, ki jih je SKUPINAdeleœna v vseh dejavnostih, saj je zadovoljstvokupcev prvo merilo poslovne uspeænosti. Z vstopom Slovenije v Evropsko unijo se SKUPINI obetajo bolj urejene razmere na domaåem trgu, odpirajo pa se tudi nove naloœbenemoœnosti v zahodni in jugovzhodni Evropi.
Visoka stopnja razvojne ambicioznosti bo lastnaISTRABENZ-u tudi v prihodnje. Obdrœali smo jo tudi po prehodu v novo razvojno obdobje, o katerem lahko nedvomno govorimo zaradiobåutnih sprememb v notranjem in zunanjemokolju. Na podlagi obseœne analize, opravljene v drugi polovici leta 2002, lahko kljuåneprednosti SKUPINE ISTRABENZ strnemo v veliko finanåno moå in pozitivne perspektiverasti dejavnosti SKUPINE.
Doseœeni poloœaj bomo utrdili z naslednjimi strateækimi spremembami:- z osredotoåenjem dejavnosti na tri glavne
stebre: energetiko, turizem in naloœbe,- s premikom od primarno finanåne na bolj
operativno usmerjenost vodenja SKUPINE in dejavnosti,
- z novo kakovostjo dialoga med holdingom in podjetji.
investments outside of the Group’s core activities.ISTRABENZ’s successful performance, whichincreased its assets, continued in the most recentperiod and - with the results achieved in 2001 - roseat an even faster pace. In 2001, the HoldingCompany created high capital gains by selling offownership shares in independent companies.
SSiittuuaattiioonn.. The ISTRABENZ GROUP has based itscurrent standing on high-quality services, which arecompetitive at the international level. Such abusiness strategy ensured the Company the leadingposition in gas business in Slovenia, the position ofa good supplier - offering the best services inSlovenia and Croatia; a well-developing company innorth-eastern Italy in the trade in petroleumproducts. The Company became a major player inthe Slovenian financial market and the tourismindustry on the Slovenian coast.
TTooddaayy,, tthhee aaddvvaannttaaggeess ooff the ISTRABENZ GROUPare relevant: a good reputation, financial stability, thesupport of local communities for activities of theHolding Company, a strong business network, aunified information system, growing marketcapitalisation, a large knowledge base and skilledstaff. This position has been achieved through manyefforts and good work of the management andemployees. We would particularly like to emphasisethe good quality of services recognised in alldivisions of the GROUP, since customer satisfactionis the main indicator of operating success. FollowingSlovenia’s accession to the European Union, theGROUP can expect the domestic market to be betterregulated along with new investment opportunitiesin both Western and South-eastern Europe.
High ambitions in the sphere of development willcontinue to characterise ISTRABENZ. We kept thislevel of ambitions in the new development period,distinct from the previous one due to theconsiderable changes seen in both internal andexternal contexts. Based on a comprehensiveanalysis carried out in the second half of 2002, themain advantages of the ISTRABENZ GROUP can besummarised as its substantial financial strength andpositive growth prospects for GROUP activities.
This standing will be further stabilised through thefollowing strategic changes: - activities will be concentrated in three main
pillars: energy, tourism and investments;- management of the GROUP and its activities will
shift from a mostly financial to a moreoperational focus; and
- communication between the Holding Companyand its subsidiaries will be improved.
RReezzuullttaattii.. Poslovni izid leta 2002 je skladen z rebalansom, sprejetim v zadnjem åetrtletju.Holdinæka druœba je dosegla 3,3 milijardetolarjev åistega dobiåka in 8,2 milijardeprihodkov. Rebalans je bil izdelan zaradi odlogadrugega dela plaåila kupnine za prodane delnicetelekomunikacijske druœbe Si.mobil, nanj pa so vplivali tudi slabæi rezultati od naårtovanih v naftni skupini podjetij. Uspeæno so poslovaleodvisne druœbe v plinski dejavnosti,skladiæåenju, informatiki in turizmu terslovenska in italijanska naftna druœba.
Poslovanje naftne SKUPINE OMV ISTRABENZbistveno vpliva na poslovni izid celotneSKUPINE, saj je vrednost naloœb v tej dejavnostinajveåja. Izguba v naftni dejavnosti se je v letu2002 nadaljevala in je narekovala ukrepe, ki bodoprivedli do zahtevanega obrata v rezultatihoperativnega poslovanja. Pri tem je trebapoudariti, da smo na slovenskem in italijanskemtrgu œe dosegli preboj v poslovnem rezultatu,zahvaljujoå izboljæanju uåinkovitosti poslovanja,rezultatom upravljanja s tveganji in boljæimpogojem poslovanja. Ta naloga je pred nami nahrvaækem in bosansko-hercegovskem trgu, kjerbomo kljub sedanjemu poloœaju v letu 2004 œe poslovali z dobiåkom. Zato je holdinæka druœbaISTRABENZ, d.d., izvedla kadrovske posege,holdinæka druœba OMV ISTRABENZ, d.d., pa izdelala in zaåela izvajati razvojni program, ki predvideva krepitev njenih funkcij za usklajenin nadzorovan razvoj odvisnih druœb v naftniskupini.
UUrraavvnnootteeœœiittii ddoobbiiååkkoonnoossnnoosstt oossnnoovvnniihh ddeejjaavvnnoossttii..Holdinæka druœba ISTRABENZ, d.d., bo tudi vprihodnje zagotavljala stabilen razvoj SKUPINEISTRABENZ. Njena temeljna razvojna naloga je zato uravnoteœiti in poveåati dobiåkonosnostosnovnih dejavnosti ter poveåati svoj vpliv na upravljanje povezanih druœb. Potrebne spremembe bodo, kot smo jih opredeliliuvodoma, strateæke in organizacijske. ISTRABENZje s svojo konkurenånostjo in predvidevanjemprihodnjega razvoja v vsej svoji zgodovini uspeænopresegal teœnje k lokalni omejenosti poslovanja. V novih mednarodnih gospodarskih razmerah pa lahko govorimo samo o absolutnikonkurenånosti, æe zlasti v panogah, kakræne so energetika, turizem in naloœbe. Pred nami sta zato pospeæeno izboljæevanjeoperativnih in finanånih rezultatov poslovanja inofenziven razvoj vseh dejavnosti. Uvajali bomo
RReessuullttss.. The operating results for 2002 are in linewith the rebalanced plans adopted in the lastquarter of the year. The Holding Company earnedSIT 3,300 million in net profit and SIT 8,200million in revenues. The plans had to berebalanced because of the deferred payment of thepurchase price for the Si.Mobil telecommunicationcompany’s shares, and because of results in the oildivision being lower than planned. The affiliatedcompanies in the gas business, storage, informationtechnology and tourism, as well as the Italian andSlovenian oil companies, operated with success.
The performance of the OMV ISTRABENZ oilgroup considerably affects the results of the entireGROUP, for investments in this division are thehighest. In 2002, the oil business continued toincur losses, thereby requiring some measures to beintroduced in order to reverse the operating results.It has to be added here that we managed to achieveoutstanding operating results in the Slovenian andItalian markets thanks to improved operatingefficiency, risk-management achievements andbetter operating conditions. The same tasks are stillto be performed in the Croatian and Bosnianmarkets, where the Company will start operating ata profit in 2004 in spite of the current situation. Forthis purpose, the ISTRABENZ Holding Companyhas already effected some changes in the personnalstructure, while the OMV ISTRABENZ HoldingCompany has prepared and started implementing adevelopment programme to strengthen some of itsfunctions and develop the subsidiaries in the oildivision in a more synchronised and controlled way.
BBaallaanncciinngg tthhee pprrooffiittaabbiilliittyy ooff ccoorree aaccttiivviittiieess.. TheISTRABENZ Holding Company will continue toensure stable development of the ISTRABENZGROUP. The Company’s core development task isto balance and increase the profitability of the coreactivities and strengthen its influence on themanagement of subsidiaries. As said at the beginning, some strategic andorganisational changes will be needed. By beingcompetitive and anticipating future developments,ISTRABENZ has successfully broken the boundariesof locally limited operations throughout its entirehistory. In the new internationalised economicconditions, we can only talk about absolutecompetitiveness, especially in the specific sectors ofenergy, tourism and investment. Therefore, we have to rapidly improve the operatingand financial results and proactively develop all ouractivities. We will be introducing new activities and
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nove dejavnosti in izbirali nove naloœbenemoœnosti. Izvajali bomo konkretne programe za niœanje stroækov in dvig produktivnosti naraven konkurenåne prednosti. Osredotoåali sebomo na optimalno rast, donosnost in doseganjepozitivnega ekonomskega dobiåka (EVA).
Smernice strateækega razvoja SKUPINEISTRABENZ do leta 2007, sprejete v decembru2002, predstavljajo temeljni dogovor zaprihodnost, ki so ga sklenili uprava, delniåarji in zaposleni. Priloœnosti za ustvarjanje dodanevrednosti vidimo v celovitem obravnavanjusedanjih in ne le osrednjih dejavnosti SKUPINE. Z razvojem celovitih energetskih storitev takoprehajamo od trgovine z naftnimi in plinskimiprodukti v energetiko, kjer zdruœujemo vseenergente, s posebnim poudarkom na obnovljivihin ekoloæko bolj sprejemljivih virih, predvsem parazmiæljamo o optimalnem izkoristku energentovin minimalni emisiji. V turizmu omogoåamo s povezovanjem vseh dejavnikov v panogi indruœbenem okolju napredovanje k prepoznavnejæiponudbi. Naloœbene dejavnosti, ki so se æe vpreteklem obdobju najhitreje razvijale in odloåilnoprispevale k doseœenim rezultatom, po odprodajipreteœnega dela neodvisnih naloœb ne ukinjamo,temveå utrjujemo v tretji steber in jo æirimo z novimi aktivnostmi na podroåju nepremiånin.
NNaappoovveedd.. Leto 2003 bo intenzivno inbrezkompromisno pri izvajanju zaårtanihdejavnosti. Politika vlaganj v vseh treh stebrih bo sledila naåelu iskanja najdonosnejæihinvesticijskih priloœnosti. Posamezne projektebomo presojali z vidika donosnosti in tuditveganj, ki jih œelimo minimizirati. Izkoristilibomo moœnosti za internacionalizacijo indolgoroånost poslovanja vseh dejavnosti.Tako kot doslej bomo izpolnili zaårtane finanånerezultate holdinæke druœbe, ki predvidevajodobiåek v viæini 2,15 milijarde tolarjev ter izvajali zaårtano dividendno politiko. Manjæi vpliv finanånega poslovanja narezultate holdinæke druœbe se bo kazal v niœjihprihodkih in åistem dobiåku, veåja naravnanost k razvoju osnovnih dejavnosti pa v spremenjeni strukturi naloœb in dobiåka, v katerih se bo ponovno poveåala vloga odvisnih druœb.
V primeru, da ne bi dosegali zastavljenih ciljev, bopotrebno zasnovati in realizirati odloånejæe in
selecting new investment opportunities. We willintroduce concrete measures to cut costs and increaseproductivity to the level of a competitive advantage.We will focus on achieving optimum growth,profitability and positive economic value added(EVA).
The ISTRABENZ GROUP’s Strategic DevelopmentGuidelines until 2007, adopted in December 2002, area fundamental agreement for the future, fixed betweenthe Management Board, the shareholders and theemployees. We see an opportunity to generate addedvalue in the extensive consideration of all current andnot only the basic activities of the GROUP. By developing comprehensive energy solutions, weare shifting from trade in petroleum and gas productsto the energy industry, including all energy sourceswith a particular emphasis on renewable andenvironment-friendly energy, as well as the efficientuse of energy sources with minimised emissions. Inthe area of tourism, we are combining all factors inthe industry and the social environment to create amore recognisable offer. Investments, which were thefastest developing activities in the past andsubstantially contributed to the results, are not beingdiscontinued even after most independentinvestments have been sold off, but are instead beinggiven more importance as the third operational pillarthat will be further expanded by new activities in thereal-estate business.
FFoorreeccaasstt.. In 2003, we will intensively anduncompromisingly carry out the activities set out.The investment policy will be based on theprinciple of identifying the most profitableinvestment opportunities in all three pillars.Individual projects will be evaluated from the pointof view of the expected profitability and the risksto be minimised. We will exploit all opportunitiesto internationalise our activities and introduce along-term view.As in the past, we will continue to meet thefinancial goals set out for the Holding Company,i.e. achieve profits of SIT 2,200 million and carryout the agreed dividend policy. The reducedinfluence of financial operations on the results ofthe Holding Company will be reflected in reducedrevenues and net profit, while the focus ondeveloping the core activities will be seen in themodified structure of investments and revenuesagain, the subsidiaries will play an important part.
Should we fail to achieve the intended goals, we willhave to identify and realise more resolute and radical
radikalnejæe strategije za posamezne dejavnosti v SKUPINI ISTRABENZ, kajti uprava holdinækedruœbe ISTRABENZ dolgoroåno ne more in ne smedopuæåati slabega poslovanja.
Uprava holdinæke druœbe ISTRABENZ, d.d., in vodstva håerinskih druœb bodo velik del aktivnosti namenili izdelavi in usklajevanju razvojnih naårtov, ki jih boNadzorni svet obravnaval v juniju mesecu.Delniåarji, zaposleni in æiræa javnost lahkopriåakujejo ambiciozne, a realne in merljive cilje delovanja posameznih enot. Ob œe poudarjenih znaåilnostih prihodnjegaposlovanja je treba izpostaviti æe krepitev medsebojnega sodelovanja medpovezanimi podjetji poslovnega sistema sholdingom, s ciljem izkoriæåati sinergije vSKUPINI ISTRABENZ, krepiti blagovne znamketer finanåne in kadrovske vire. V letu 2003 bomoœe izkoriæåali priloœnosti na novih podroåjihcelovitih energetskih storitev in vnepremiåninski dejavnosti.
Trœni poloœaj SKUPINE ISTRABENZ je ugoden,prav tako njena finanåna trdnost. Izpostavili pa smo tiste toåke, na katerih œelimo v najkrajæem åasu izboljæati rezultate, da bi ustvarili vrednosti, ki upraviåujejodosedanja in prihodnja razvojna prizadevanja. S tem bomo nadgradili visoko zaupanje kupcevin partnerjev in zagotovili stabilno rast trœnevrednosti holdinæke druœbe. V izvajanjezaårtanih sprememb in uresniåevanje smernicbomo vkljuåili vse zaposlene, za potrebnapooblastila in podporo pa se zahvaljujemodelniåarjem.
Prepriåani smo, da je uspeæno izvajanje sprejetih Smernic strateækega razvoja SKUPINE ISTRABENZ ne le jamstvo za nadaljnjorast premoœenja delniåarjev, temveå tudispodbuda trajnostnemu razvoju æiræega okolja, ki lahko v SKUPINI ISTRABENZ tudi v prihodnje priåakuje odprtega in tvornega sogovornika.
strategies in individual activities of the ISTRABENZGROUP, since the Management Board of the IstrabenzHolding Company finds that - in the long term - itcannot and should not accept poor performance.
The Management Board of the ISTRABENZ HoldingCompany, along with the management teams of thesubsidiaries, will dedicate a large part of activities tothe drafting and harmonising of new developmentplans to be discussed by the Supervisory Board inJune. The shareholders, employees and public atlarge can expect individual units to operate withambitious but still realistic and measurable goals.Apart from the said aspects of future operations, weshould also stress the importance of improved co-operation between the subsidiaries and the HoldingCompany in order to take advantage of synergieswithin the ISTRABENZ GROUP and to reinforce thebrand name as well as financial and human resources. In 2003, we willalready reap the benefits from the new divisions of comprehensive energy solutions and the real-estate business.
Both the market position and financial stability of the ISTRABENZ GROUP are satisfactory. We have only underlined those aspects where we want to rapidly improve the results to create the value, which will justify both the past andfuture development efforts. We will hence improveour existing good customer and partner trust and ensure stable growth of the Holding Company’s market value. All employees will be involved in carrying out the changes and implementing the set guidelines. We would liketo thank the shareholders for their support and the powers granted.
We are firmly convinced that successfulimplementation of the Strategic DevelopmentGuidelines of the ISTRABENZ GROUP is not only aguarantee for future growth of the shareholders’assets, but also an incentive for sustainabledevelopment of the wider community, which maycontinue to rely on the ISTRABENZ GROUP as anopen and proactive interlocutor.
12
Igor Bavåar,predsednik uprave
President of the Management Board of ISTRABENZ Holding Company ISTRABENZ, d.d.
13
Igor Bavåarpredsednik uprave / President of the Management Board
Aldo Gabrijel~lan / Member
Sreåko Kenda~lan / Member
Niko Troæt~lan / Member
sestava upraveholdin{ke dru`beISTRABENZ, d.d.Composition of the Management Board of ISTRABENZ
14
poro~ilo nadzornega svetaReport of the supervisory board
1. Spremljanje poslovanja dru`be
Nadzorni svet holdinæke druœbe
ISTRABENZ, d.d., je obravnaval poslovanje
druœbe na ætirih rednih in eni izredni
seji. Na 6. seji, 11. aprila 2002, je
sprejel predlog skupæåini, da na podlagi
odstopne izjave razreæi ålana-
predsednika nadzornega sveta
Gorazda Åuka in ålana-podpredsednika
dr. Richarda Schenza. Z istim sklepom je
sprejel tudi predlog skupæåini, da izvoli
za ålana nadzornega sveta kot
predstavnika delniåarjev za mandat od
31. maja 2002 do 29. maja 2005 Janka
Kosmino in mag.Wernerja Schinhana.
Skozi vse poslovno leto je nadzorni svet
spremljal in nadzoroval poslovanje druœbe,
pri åemer je posebno pozornost namenjal:
> sestavi in imenovanju nove uprave,> tekoåim rezultatom poslovanja, s katerimi
1. Monitoring the Company’s performance
The Supervisory Board of the ISTRABENZ
Holding Company monitored the Company’s
performance in four regular meetings and an
extraordinary one. At the sixth meeting held on
11 April 2002, the Supervisory Board adopted a
proposal put to the general meeting to dismiss
the Chairman of the Supervisory Board, Mr.
Gorazd Åuk and the Deputy Chairman, Dr.
Richard Schenz following their resignation.
With the same resolution, the Supervisory
Board also proposed to the general meeting to
elect Janko Kosmina and Mag. Werner
Schinhan as shareholders’ representatives on
the Supervisory Board for a term of office from
31 May 2002 to 29 May 2005.
The Supervisory Board followed the
Company’s operations over the entire year,
paying particular attention to:
> the appointing of members of the new Management Board;
15
se je seznanjal na podlagi rednih poroåil in poroåanja uprave,
> opredelitvi pooblastil uprave za hitro in uåinkovito sprejemanje odloåitev,
> razmeram v naftni dejavnosti, predvsemna Hrvaækem,
> spremembam pogojev poslovanja vprimerjavi s predvidevanji v letnem naårtu druœbe,
> pogajanjem za spremembo pogojev za prodajo drugega dela delnic Si.mobila,
> smernicam za strateæki poslovni naårt do leta 2007.
Nadzorni svet je mnenja, da ima uprava vnovi sestavi kakovostne kadrovske vire zanadaljevanje zastavljenega razvojaholdinæke druœbe ISTRABENZ, zaobvladovanje novih izzivov in priloœnostiza prihodnjo rast in razvoj.
Da bi zagotovil uåinkovito upravljanjedruœbe, je nadzorni svet spremljalposlovanje druœbe z obravnavo podrobnihtrimeseånih poroåil, upravo druœbe pazadolœil, da samostojno odloåa o poslih v vrednosti do desetih odstotkov kapitaladruœbe v skladu z doloåbami Statuta.
Nadzorni svet je zahteval podrobnejæeporoåilo o poslovanju naftne druœbe OMVISTRABENZ, d.d., in posebej o vzrokih zanezadovoljivo poslovanje hrvaæke druœbe.Na izredni seji, 22. novembra 2002, soålani nadzornega sveta ugotovili, da so se pogoji poslovanja holdinæke druœbeISTRABENZ, d.d., v primerjavi znaårtovanimi pomembno spremenili.Zaradi do takrat nerealizirane prodajedrugega sveœnja delnic Si.mobila in slabæihrezultatov poslovanja druœbe OMVISTRABENZ, d.d., so ålani nadzornegasveta potrdili rebalans letnega naårtadruœbe ISTRABENZ., d.d, za leto 2002 spredloœenim planom izkaza stanja in virovsredstev na dan 31. decembra 2002. Upravodruœbe so pooblastili, da zakljuåi pogajanjaza prodajo drugega sveœnja Si.mobilovihdelnic v skladu z doseœenim dogovorom.
> current operating results, as disclosed in regular reports by the Management Board;
> the definition of powers granted to the Management Board for faster and more effective decision-making;
> the situation of the oil business, particularly in Croatia;
> changes in the business environment compared to the expectations in theCompany’s annual plan;
> the negotiations about the terms of sale of the second portion of Si.Mobil shares; and
> drafting of the Strategic Development Guidelines until 2007.
The Supervisory Board is convinced that thenew Management Board is made up ofskilled personnel, who are able to carry onthe planned development of the ISTRABENZHolding Company and manage all newchallenges and opportunities for futuregrowth and development.
In order to ensure effective management of theCompany, the Supervisory Board monitored theCompany’s operations through detailed quarterlyreports and authorised theCompany’s Management Board to independentlydecide on operations not exceeding ten percentin value of the Company’s equity.
The Supervisory Board asked to be informedin detail about the operations of the oilcompany OMV ISTRABENZ and particularlyabout the reasons for the company’s situationin Croatia. At the extraordinary session on 22November 2002, Supervisory Board membersconcluded that operating conditions of theISTRABENZ Holding Company had changedconsiderably compared to the plans. Due tothe failed sale of the second block ofSi.Mobil shares and the poor performance ofOMV ISTRABENZ, members of theSupervisory Board approved the Rebalanced2002 Annual Plan of ISTRABENZ along withthe planned statement of financial positionon 31 December 2002. The Company’sManagement Board was authorised to concludenegotiations regarding the sale of the secondblock of Si.Mobil shares.
16
Nadzorni svet je v septembru spremljalpriprave na izdelavo strateækega poslovneganaårta do leta 2007 in na decembrski sejisprejel Smernice strateækega razvojaholdinæke druœbe. Ocenil jih je kotkakovosten razvojni dokument. Upravoholdinæke druœbe je na decembrski sejizadolœil, da nadaljuje zaåeto delo inpripravi dolgoroåne razvojne naårteposameznih druœb, ki bodo sooåilipredvidevanja holdinæke druœbe inodvisnih druœb ter na tej podlagi v æestihmesecih pripravi celovit strateæki poslovninaårt.
Nadzorni svet ocenjuje, da je nova uprava v drugi polovici poslovnega leta dobroopravila svoje delo in se v polni merizavzemala za opredelitev razvojnihmoœnosti in ciljev holdinæke druœbe in odvisnih druœb.
2. Pregled in potrditev Letnegaporo~ila dru‘be ter stali{~e do revizijskega poro~ila
Obravnava Letnega poroåila holdinæke druœbe
ISTRABENZ, d.d., za leto 2002 s poroåilom
pooblaæåene revizorske hiæe ERNST&YOUNG,
d.o.o., Ljubljana in predlogom uprave za
delitev åistega dobiåka je potekala 21. marca
na 10. redni seji nadzornega sveta.
Nadzorni svet je ugotovil, da vsebina
letnega poroåila realno prikazuje
poslovanje druœbe ISTRABENZ, d.d., v letu
2002 in da se vsebina strateækih smernic
ujema s staliæåi nadzornega sveta. Na
osnovi preveritve letnega poroåila in
pregleda revizijskega poroåila za leto 2002
je nadzorni svet:
> potrdil letno poroåilo druœbe za leto 2002,
> dal pozitivno staliæåe k revizijskemu
poroåilu o poslovanju druœbe v letu 2002,
> sprejel predlog uprave o razporeditvi
åistega dobiåka druœbe leta 2002 v znesku
3.345.225.686,64 SIT, in sicer: za druge
In September, the Supervisory Board closelymonitored drafting of the Strategic Business Planuntil 2007 and adopted - at its meeting inDecember - the Strategic Development Guidelinesof the Holding Company. The Guidelines wererecognised as a high-quality developmentdocument. At its meeting in December, theSupervisory Board asked the Management Boardto continue the work in progress and preparelong-term development plans for individualcompanies in order to match the subsidiaries’plans with the Holding Company’s expectationsand draft a comprehensive strategic businessplan within six months.
The Supervisory Board finds that the newManagement Board performed its work wellin the second half of the business year andmade every effort to identify reasonabledevelopment opportunities and goals for theHolding Company and the subsidiaries.
2. Approval of the Company’s Annual Report and Opinion on the Auditor’s Report
The ISTRABENZ Holding Company’s 2002 Annual
Report and the Auditor’s Report by ERNST & YOUNG
Ljubljana along with the Management Board’s proposed
distribution of net profit were discussed at the 10th regular
meeting of the Supervisory Board, held on 21 March.
The Supervisory Board found that the contents of the
Annual Report disclosed the performance of
ISTRABENZ in 2002 realistically and that the strategic
guidelines were in line with the Supervisory Board’s
standpoints. Following the appraisal of the 2002
Annual Report and the examination of the Auditor’s
Report, the Supervisory Board:
> approved the Company’s 2002 Annual Report;
> gave its positive opinion of the Auditor’s Report on
the Company’s performance in 2002;
> adopted the Management Board’s proposal on the
distribution of the Company’s net profit from 2002,
totalling
SIT 3,345,225,686.64 as follows:
SIT 1,672,612,843.32 to other reserves,
17
rezerve 1.672.612.843,32 tolarjev, v
bilanåni dobiåek 1.672.612.843,32
tolarjev ter o zmanjæanju drugih rezerv
druœbe iz leta 1997 v znesku
565.200.000,00 tolarjev in njihovi
razporeditvi v bilanåni dobiåek,
> z upravo druœbe skupæåini delniåarjev
podal usklajen predlog uporabe
bilanånega dobiåka druœbe za leto 2002.
Ta se glasi:
“Uprava in nadzorni svet druœbe
predlagata skupæåini delniåarjev druœbe
ISTRABENZ, d.d., da se bilanåni dobiåek
druœbe v znesku 2.772.832.818,10 tolarjev
uporabi za naslednje namene:
1. za dividende druœbe
518.000.000,00 tolarjev ali 100,00
tolarjev bruto na delnico;
2. za nagrade upravi 32.000.000,00
tolarjev;
3. za nagrade nadzornemu svetu
15.200.000,00 tolarjev;
4. v druge rezerve druœbe
1.584.732.818,10 tolarjev;
5. v preneseni dobiåek druœbe
622.900.000,00 tolarjev.
Za izplaåila pod zaporednimi æt. 1, 2 in 3 se
porabi 565.200.000,00 tolarjev dobiåka iz
drugih rezerv leta 1997.
Izplaåilo nagrade se upravi in ålanom
nadzornega sveta izvræi skladno s tretjim
odstavkom 7.10. toåke statuta druœbe v
gotovini in v delnicah druœbe, kot je
razmerje izplaåila dividend glede na celotni
dobiåek druœbe. Druœba odsvoji delnice po
povpreåni trœni ceni od dneva sklica
skupæåine do dneva skupæåine.”
SIT 1,672,612,843.32 to the balance-sheet profit, as
well as the decrease in other Company’s reserves from
1997 in the amount of SIT 565,200,000.00 and its
allocation to the balance-sheet profit;
> approved the Management Board’s proposal on the
distribution of net profit of 2002 and the use of reserves;
> submitted a proposal - harmonised with the
Management Board - on the distribution of the
Company’s balance-sheet profit from 2002, which
reads as follows:
‘The Management and Supervisory Boards propose to
the general meeting of ISTRABENZ that the
Company’s balance sheet in the amount of SIT
2,772,832,818.10 be allocated as follows:
1. SIT 518,000,000.00 as dividends or
SIT 100.00 gross dividend per share;
2. SIT 32,000,000.00 in bonuses for the
Management Board;
3. SIT 15,200,000.00 in bonuses for the
Supervisory Board;
4. SIT 1,584,732,818.10 to other
reserves; and
5. SIT 622,900,000.00 to the Company’s
retained profit.
Profit from other reserves from 1997 in the amount of
SIT 565,200,000.00 shall be used for payments under
Items 1, 2 and 3.
In accordance with the third paragraph of Item 7.10 of
the Company’s Articles of Association, bonuses to
members of the Management and Supervisory Boards
shall be paid out in the Company’s shares and cash in
the same proportion as the disbursement of dividends
against the Company’s profit. The Company shall
dispose of the shares at their average market price
from the publication of the summons to the general
meeting up until and including the day of that
meeting.’
Janko Kosmina,predsednik nadzornega sveta
Chairman of the Supervisory Board of ISTRABENZ Holding Company ISTRABENZ, d.d.
18
Nadzorni svet
Sestava nadzornega sveta ISTRABENZ, d.d.,
za mandat od 31. maja 2002 do 29. maja
2005:
Janko Kosmina, predsednik
Werner Schinhan, podpredsednik
Ålani, predstavniki delniåarjev:
Estela Cetin - Turk,
Prof. Franz Eckert,
Radoæ Gregoråiå,
Janez Kocijanåiå,
Borut Kuhariå.
Ålani, predstavniki zaposlenih:
Robert Golja,
Nevia Janowsky,
Marjan Jerman.
Novega predsednika in podpredsednika je
nadzorni svet imenoval na svoji 7. seji 31.
maja 2002.
Skup{~ina delni~arjev
Predstavniki delniåarjev so na 6. redni seji
skupæåine holdinæke druœbe ISTRABENZ,
ki je bila 31. maja 2002, obravnavali in
sprejeli:
> spremembe in dopolnitve poslovnika
o delu skupæåine in åistopis poslovnika
o delu skupæåine,
> spremembe in dopolnitve statuta druœbe,
> sklep o uporabi bilanånega dobiåka druœbe
za leto 2001,
> izbiro revizijske druœbe za poslovno leto 2002.
Skupæåina se je seznanila z letnim poroåilom
druœbe za leto 2001, z mnenjem revizorja
in s pisnim poroåilom nadzornega sveta po
274.a ålenu Zakona o gospodarskih druœbah
ter podelila upravi druœbe in ålanom
nadzornega sveta razreænico za poslovno
leto 2001.
Supervisory board
Composition of the Supervisory Board of
ISTRABENZ for the term office from 31 May
2002 to 29 May 2005:
Janko Kosmina, Chairman
Werner Schinhan, Deputy Chairman
Members, Shareholders’ Representatives:
Estela Cetin-Turk;
Prof. Franz Eckert;
Radoæ Gregoråiå;
Janez Kocijanåiå; and
Borut Kuhariå,
Members, Employees’ Representatives:
Robert Golja;
Nevia Janowsky; and
Marjan Jerman.
The new Chairman and Deputy Chairman
were appointed by the Supervisory Board
at its seventh meeting held on 31 May 2002.
General meeting
At the sixth regular general meeting of the
ISTRABENZ Holding Company, held on 31
May 2002, representatives of the
shareholders discussed and adopted:
> the amendments and fair copy of the
Rules of Procedure of the general meeting;
> amendments to the Company’s Articles
of Association;
> a resolution on allocation of the Company’s
balance-sheet profit in 2001; and
> the selection of the auditing company for 2002.
The general meeting was informed about the
Company’s 2001 Annual Report, the Auditor’s
Report and a written report of the Supervisory
Board, pursuant to Article 274.a of the
Companies Act, and adopted the reports and
accounts of the Management Board for 2001.
19
Na podlagi pisnih odstopnih izjav je
skupæåina s 30. majem 2002 razreæila dva
ålana nadzornega sveta - predsednika
gospoda Gorazda Åuka in podpredsednika
gospoda Richarda Schenza, za mandat od 31.
maja 2002 do 29. maja 2005 pa izvolila nova
ålana nadzornega sveta, gospoda Janka
Kosmino in gospoda Wernerja Schinhana.
Struktura SKUPINE ISTRABENZ
Following their resignations, the general
meeting dismissed the Chairman and Deputy
Chairman of the Supervisory Board, Mr.
Gorazd Åuk and Mr. Richard Schenz as of 30
May 2002; and elected Mr. Janko Kosmina
and Mr. Werner Schinhan members of the
Supervisory Board for a term of office from
31 May 2002 to 29 May 2005.
Structure of the ISTRABENZ GROUP
ISTRABENZ, d.d.Koper
ASKNET,
d.o.o., Ljubljana
ACTUAL I.T.,d.o.o., Koper
INSTALACIJA,d.o.o., Koper
MARINA KOPER,d.o.o.
ISTRABENZNEPREMI^NINE
d.d. Koper
HOTELI PALACE,
d.d., Portoro`
KONEKTA,
d.o.o., Portoro`
HOTELI MORJE,d.d., Portoro`
ISTRABENZENERGETSKI
SISTEMId.d.
OMV ISTRABENZholdin{ka dru`ba,
d.d., Koper
OMV ISTRABENZ HR,
d.o.o., Zagreb
OMV ISTRABENZ,
d.o.o., Koper
OMV ISTRABENZ BIH,
d.o.o., Mostar
OMV ITALIA,
S.r.l., Verona
PLINARNA MARIBOR,
d.d., Maribor
ISTRABENZ PLINI,d.o.o., Koper
INTEROIL,
d.o.o., Srebrenik
90%
50%
100%
100%
90%
100%
51% 51% 71%
50,71% 100%
88,87%
100%
74,01%
46,12%
100%
11,49%
Divizija ENERGETIKA
INFORMACIJSKA PODPORA
Divizija TURIZEM
Divizija NALO@BE
pomembnej{idogodkiv letu 2002Important events in 2002
20
JANUAR
Nov informacijski sistem SAP je zaåel
uspeæno delovati v naftnih druœbah
v Sloveniji in na Hrvaækem ter v druœbi
ISTRABENZ PLINI. V slovenskih druœbah
smo zaåeli uporabljati modul SAP-HR
za upravljanje s åloveækimi viri.
FEBRUAR
ISTRABENZ, d.d., in strateæki partner OMV AG
Dunaj sta z enakovrednima deleœema v skupni
viæini 4 milijarde tolarjev ponovno
dokapitalizirala druœbo OMV ISTRABENZ, d.d.
MAREC
S prodajo 14,87-odstotnega deleœa v Banki
Koper, je holdinæka druœba ISTRABENZ,
d.d., ustvarila 5.178 milijonov tolarjev
kapitalskega dobiåka.
JANUARY
The new SAP information system was
successfully introduced in the oil companies
in Slovenia and Croatia, as well as in
ISTRABENZ PLINI. The human-resources-
management module SAP-HR was
introduced in the Slovenian companies.
FEBRUARY
ISTRABENZ and its strategic partner OMV
AG Vienna invested equal portions totalling
SIT 4,000 million to increase the capital of
OMV ISTRABENZ.
MARCH
By selling a 14.87-percent stake in Banka
Koper, the ISTRABENZ Holding
Company generated SIT 5,178 million
in capital gains.
21
Z dokapitalizacijo druœbe HOTELI MORJE
se je ISTRABENZ-ov deleœ lastniætva v tej
druœbi poveåal na 73,87 odstotka.
Nadzorni svet druœbe je potrdil letno
poroåilo druœbe za leto 2001 in imenoval
ålane nove uprave druœbe.
APRIL
Predstavljeno je bilo Zeleno poroåilo
SKUPINE ISTRABENZ.
Marina Koper je tretjiå dvignila Modro
zastavo.
Plinarna Maribor je prejela certifikata
ISO 9001:2000 in ISO 14001:1997.
Pariæko zdruœenje AEGPL je po treh letih
pridruœenega ålanstva sprejelo slovenski GIZ
UNP za polnopravnega ålana.
MAJ
Na 6. seji skupæåine je bil sprejet nov statut
in razporejen bilanåni dobiåek druœbe.
ISTRABENZ, d.d., Intereuropa, d.d.,
in Luka Koper so Sploæni bolniænici Izola
podarili 30 milijonov tolarjev za nakup
medicinske opreme.
V HOTELIH MORJE je bil slovesno odprt
kongresni center.
Na Ankaranski cesti, ob kamionskem
terminalu v Kopru, smo odprli 100. bencinski
servis OMV ISTRABENZ v Sloveniji.
Åetrtiå zapored je potekala Prodajna
konferenca, namenjena poslovodjem in
partnerjem upravljalcem na bencinskih
servisih OMV ISTRABENZ v Sloveniji.
Interni åasopis »Skupina Istrabenz-Novice«
je osvojil drugo mesto na ocenjevanju »Zlato
pero« za najboljæe glasilo, ki ga podeljuje
Through a capital increase, ISTRABENZ
raised its participating interest in MORJE
HOTELS to 73.87 percent.
The Company’s Supervisory Board approved
the 2001 Annual Report and appointed members
of the Company’s new Management Board.
APRIL
The Green Report by the ISTRABENZ
GROUP was presented.
Marina Koper raised the Blue Flag for
the third time.
Plinarna Maribor was given the ISO
9001:2000 and ISO 14001:1997 certificates.
After three years of association, the AEGPL
in Paris accepted the Slovenian EIA LGP
as a full member.
MAY
The new Articles of Association were adopted
at the 6th general meeting and the Company’s
balance-sheet profit was distributed.
ISTRABENZ, Intereuropa and the Port of
Koper donated SIT 30 million in
humanitarian aid to Izola General Hospital
for the purchase of medical equipment.
A new convention centre was formally
opened at the MORJE HOTELS.
The 100th filling station of OMV ISTRABENZ
in Slovenia was opened on Ankaranska cesta,
near the lorry terminal in Koper.
A fourth consecutive Sales Conference was
organised for the managers and partner
managers of OMV ISTRABENZ filling
stations in Slovenia.
The internal bulletin »Skupina Istrabenz-
Novice« won the Golden Quill as the best
Aktiv novinarjev v podjetjih in zavodih
pri Druætvu novinarjev Slovenije.
JUNIJ
Nova uprava druœbe je zaåela
svoj mandat.
GIZ UNP se je sestal na 7. redni letni
skupæåini.
JULIJ
Druœba ACTUAL IT je sklenila pogodbo
o nakupu stoodstotnega lastniækega deleœa
v ljubljanskem podjetju AskNET.
Zavod RS za obvezne rezerve nafte in njenih
derivatov in Instalacija sta sklenila 15-letno
skladiæåno pogodbo in postavila temelje
za dolgoroåno sodelovanje na podroåju
skladiæåenja obveznih rezerv naftnih derivatov.
Podpisana pogodba zagotavlja nove skladiæåne
prostore in omogoåa njihovo redno obnavljanje.
AVGUST
Steklo je delo pri pripravi Smernic
strateækega razvoja SKUPINE ISTRABENZ.
SEPTEMBER
Druœba ISTRABENZ PLINI je pridobila
koncesijo za distribucijo zemeljskega plina
v Mestni obåini Novo mesto.
ISTRABENZ, d.d., je z Luko Koper
in Intereuropo postal novi solastnik druœbe
Finor, ki je bila doslej v lasti Banke Koper.
INSTALACIJA je prejela certifikat kakovosti
ISO 9001:2000 in certifikat za ravnanje z
okoljem 14001:1996 æe za podroåje skladiæåenja
in pretovarjanja naftnih derivatov.
gazette by the Working Group of Journalists in Slovene
Association of Journalists.
JUNE
The Company’s new Management Board took up
office.
The EIA LGP convened at its 7th annual general
meeting.
JULY
ACTUAL IT entered into an agreement on the
purchase of the overall participating interest in
AskNET, a company from Ljubljana.
Slovenian Oil Reserves and Instalacija entered into a
15-year storage agreement and laid down the bases for
long-term
co-operation in storing minimum reserves
of petroleum products. The agreement ensures the
company new storage tanks
and their regular servicing.
AUGUST
The Strategic Development Guidelines of
the ISTRABENZ GROUP were being drafted.
SEPTEMBER
ISTRABENZ PLINI was granted a concession to
distribute natural gas in the Municipality of Novo
mesto.
ISTRABENZ, The Port of Koper and Intereuropa
become new owners of Finor, formerly owned by
Banka Koper.
INSTALACIJA was given the ISO 9001:2000 quality
certificate and the 14001:1996 environmental certificate
for the areas of storage and transhipment of petroleum
products.
22
23
Po samo devetih mesecih gradnje smo
na Serminu predali v uporabo nov rezervoar
R19 v velikosti 60.000 m3.
OKTOBER
V MARINI KOPER smo po dogovoru z
Mestno obåino Koper, Carino in Luko Koper
dobili v upravljanje del obale, ki ga je do
zdaj uporabljala Luka Koper.
Pripravili smo prvo ACTUALOVO sreåanje
informatikov.
OMV ISTRABENZ-ovo kartico s funkcijo
ROUTEX so imetniki zaåeli uporabljali tudi
v tujini, v kar 32 evropskih drœavah, na veå
kot 17 tisoå bencinskih servisih razliånih
naftnih druœb.
ISTRABENZ, d.d., in obåina Piran
sta podpisala memorandum o razvoju
centralnega dela Portoroœa.
NOVEMBER
Koprski œupan in predsednik uprave
ISTRABENZ, d.d., sta podpisala pismo
o nameri sodelovanja pri plinifikaciji
Mestne obåine Koper.
V Varaœdinu smo odprli trideseti bencinski
servis OMV ISTRABENZ na Hrvaækem.
DECEMBER
Nadzorni svet druœbe je potrdil Smernice
strateækega razvoja do leta 2007.
Podpisali smo desetletno “barvno pogodbo”
za prvi dve avtocestni årpalki v Italiji.
After only nine months of construction,
the new R19 tank of 60,000 m3 began operating in
Sermin.
OCTOBER
Following an agreement with the Municipality of
Koper, the Customs Office and the Port of Koper,
MARINA KOPER was entrusted with management of a
section of the coast formerly used by the Port of Koper.
ACTUAL-IT organised its first meeting
of computer experts.
Users of the ROUTEX Card issued by OMV
ISTRABENZ began to use it abroad, namely in 32
European countries or over 17,000 filling stations
of different oil companies.
ISTRABENZ and the Municipality of Piran signed a
memorandum on development
of the centre of Portoroœ.
NOVEMBER
The Mayor of Koper and the President
of the Management Board of ISTRABENZ signed a
letter of intent on co-operation
in developing the municipal gas system
in the Municipality of Koper.
The 30th filling station of OMV ISTRABENZ in Croatia
was opened in Varaœdin.
DECEMBER
The Supervisory Board of the Istrabenz Holding
Company adopted the Strategic Development
Guidelines of the Istrabenz Group until 2007.
A ten-year ‘colour contract’ for the first two motorway
filling stations in Italywas signed.
storitvsStalno izbolj{evanje storitev
in izdelkov je bistven elementna{ega razmi{ljanja.
veervices
Constant improvement of services and productsis an essential component of our philosophy.
2predstavitevSKUPINEISTRABENZPresentation of the ISTRABENZ GROUP1
26
The ISTRABENZ GROUP is a service-oriented
business concern, combining activities in three
main pillars:
-- EEnneerrggyy;;
-- TToouurriissmm;; aanndd
-- IInnvveessttmmeennttss..
The ISTRABENZ GROUP is organised
as a holding company. The main economic
activities of the GROUP in the Energy, Tourism
and IT-support divisions are carried out by the
subsidiaries, while the ISTRABENZ Holding
Company is developing and performing the
activities of the Investment pillar, except for
real-estate operations.
The core business of the ISTRABENZ Holding
Company is the management
of companies of the ISTRABENZ GROUP. The
Company’s responsibilities are strategic
development, controlling and IT systems, legal
matters, human resources management and
integrated communication.
SKUPINA ISTRABENZ je storitveni
koncern, ki zdruœuje dejavnosti v treh
stebrih:
-- EEnneerrggeettiikkaa,,
-- TTuurriizzeemm,,
-- NNaallooœœbbee..
Organiziranost SKUPINE ISTRABENZ
je holdinæka. Temeljne gospodarske
dejavnosti SKUPINE v divizijah Energetika,
Turizem in Informacijska podpora opravljajo
druœbe håerke, medtem ko dejavnost v stebru
Naloœbe, razen nepremiåninske dejavnosti,
razvija in izvaja holdinæka druœba
ISTRABENZ, d.d.
Osrednja dejavnost krovne holdinæke
druœbe ISTRABENZ, d.d, je upravljanje
druœb v SKUPINI ISTRABENZ. Odgovorni
smo za strateæki razvoj, kontroling
in informacijski sistem, statusno-pravne
zadeve, upravljanje s kadri in integrirano
komuniciranje.
227
nova vizijaSKUPINEISTRABENZThe new vision of the ISTRABENZ GROUP
SKUPINA ISTRABENZ bo vodilna
gospodarska skupina v regiji za celostno
oskrbo s storitvami in izdelki, ki omogoåajo
ljudem dinamiåno in kakovostno œivljenje.
ISTRABENZ bo vodilni ponudnik za
celostno oskrbo z energijo v regiji.
Postali bomo vodilni ponudnik turistiånih
storitev v regiji z visokim mednarodnim
ugledom in pomemben razvojni partner
v lokalnih skupnostih in æiræem okolju.
Dosegali bomo nadpovpreåno donosnost
naloœb ob minimalnem tveganju in
poveåevanju konkurenånih prednosti.
Holdinæka druœba ISTRABENZ bo ena
najzanimivejæih naloœbenih moœnosti
za domaåe in tuje vlagatelje.
The ISTRABENZ GROUP will become the leading
economic group in the region in the area of the
comprehensive supply of services and products that
offer people a dynamic and high-quality lifestyle.
ISTRABENZ will become the leading supplier
of comprehensive energy solutions in the region.
The Company will become the leading supplier of
tourist services in the region - with an excellent
international reputation - and an important
development partner in local communities
and the wider area. We will achieve above-average
rates of return on investments with minimum risks
and increasing competitive advantages. The
ISTRABENZ Holding Company will be one of the
most interesting investment opportunities for both
domestic and foreign investors.
4kratka zgodovinaBrief history of the company3
28
V dokumente vojne uprave Svobodnega
trœaækega ozemlja so 28. oktobra 1948 vpisali
druœbo z omejeno odgovornostjo Istra-benz
za trgovino s pogonskimi sredstvi na
lokalnem obmoåju. Œe leta 1952 je druœba
zaåela trgovati s plinom, vendar v poslovanju
podjetja ta dejavnost ni imela veåje vloge.
Podjetje se je hitro razvijalo po letu 1965
in ob koncu sedemdesetih let oskrbovalo
œe petino slovenskega trga. Z vstopom
v konkurenåni poslovni sistem leta 1981
je zastalo v razvoju, izgubilo veleprodajo
in maloprodajno mreœo zunaj matiåne regije.
Ob liberalizaciji politiånega in gospodarskega
sistema leta 1990 se je ponovno osamosvojilo
in lastninsko preoblikovalo v delniæko
druœbo ISTRABENZ, d.d.
On 28 October 1948, a limited liability company
named Istra-benz, wholesale and retail trade
of fuels, was registered in the documents of the
military administration of the Free Territory of
Trieste. In 1952 the Company started trading in
gas, although this activity did not play a relevant
role in the Company’s operations. After 1965,
the Company expanded rapidly and by the late
seventies it supplied a fifth of the Slovenian
market. By entering a competitive business system
in 1981, the Company’s development began to
stagnate, losing its retail and wholesale networks
outside of its local region. After liberalisation of
political and economic systems in 1990, the
Company again became independent and
transformed into the joint-stock company
ISTRABENZ.
429
strategijapospe{enerastiStrategy of intensified growth
V prvi razvojni fazi smo rreeoorrggaanniizziirraalliiddeejjaavvnnoosstt in sklepali strateæka partnerstva. Iz delniæke druœbe smo postopoma izloåevalisklope dejavnosti in jih oblikovali v samostojna podjetja. Leta 1991 smo sklenilipartnerstvo z italijanskim SIAD-om v plinskidejavnosti, leta 1992 z avstrijsko druœbo OMVAG v trgovini z naftnimi derivati. Zaizboljæanje donosnosti naloœb in zmanjæanjetveganj v trgovini z naftnimi derivati smo se leta 1997 odloåili za razpræenost in æirjenjenaloœbene politike v kapitalske in portfeljskenaloœbe. S prihodki iz finanånih naloœb, z udeleœbo v dobiåkih neodvisnih druœb inodprodajo kapitalskih naloœb v letu 2001 smoustvarili zadostne vire za prihodnji razvoj.
V obdobju 2003-2007 bo holdinæka druœbaISTRABENZ, d.d., nove razvojne cilje,opisane v publikaciji Smernice strateækegarazvoja, ki je priloga letnemu poroåilu,uresniåevala z izvajanjem izbranih strategij, ki vkljuåujejo strategijo konsolidacijeSKUPINE ISTRABENZ, osredotoåanje na tristrateæka poslovna podroåja in njihovooperativno odliånost. Izvajala bo strategijipreobrata v poslovanju, stroækovnega vodstvater strategiji upravljanja s åloveækimi viri in integriranega komuniciranja.
In the first development phase, we reorganisedactivities and entered into strategic partnerships.Operational divisions were gradually sepa-rated from the joint-stock company and incorporated as independent companies. In 1991, a strategic partnership in the gas businesswas entered into with SIAD from Italy, while in 1992a strategic partnership was concluded with OMV AGfrom Austria for the trade in petroleum products. In 1997, the Company chose an investment policy of diversified and expanded capital and portfolioinvestments to improve investment profitability and reduce risks in the trade in petroleum products.Revenues from financial investments, participation in the profit of companies outside the Group, and the disposal of equity investments in 2001enabled the Company to generate sufficient funds to ensure its future development.
In the 2003-2007 period, the ISTRABENZ HoldingCompany will achieve the development goals newlyset in the Strategic Development Guidelines bycarrying out selected strategies includingconsolidation of the ISTRABENZ GROUP, focusingon three strategic business areas and their operatingexcellence, while realising the strategies of operatingturnaround, and cost management as well as the human-resources-management and integrated-communication strategies.
Na{a prednost je znanje,
ki ga nenehno izpopolnjujemo.
Vsak med nami zdru`uje ve~
znanj in je hkrati specialist
na svojem podro~ju.
Svoj razvoj smo povezali
z naprednimi tehnologijami.
Regularly updated
knowledge is our priority.
All individuals among us combine
different skills, being at the same
time experts in their own areas.
We link our development
to advanced technologies.
32
5.1 ENERGETIKA
5.1.1 Trgovina in skladi{~enje naftnih derivatov
> Ofenzivno veåati trœne deleœe na obseg:
- Slovenija 30 %,
- Hrvaæka 25 %,
- Bosna in Hercegovina 25 %,
- Italija (obmoåje Triveneto) 15 %,
> doseåi poloœaj najbolj kakovostnega
ponudnika naftnih derivatov,
> doseåi vsaj 10-odstotno donosnost
na lastniæki kapital,
> doseåi pozitiven ekonomski dobiåek
do leta 2005 in ga v naslednjih letih
poveåevati,
> zadovoljiti 70 odstotkov potreb
na podroåju skladiæåenja in pretovarjanja
naftnih derivatov in najmanj polovico
drœavnih potreb po obveznih rezervah
naftnih derivatov.
5.1 ENERGY
5.1.1 Trade and storage of petroleumproducts
> To aggressively expand market shares to:
- 30% in Slovenia;
- 25% in Croatia;
- 25% in Bosnia and Herzegovina; and
- 15% in the Italian region of Triveneto.
> to attain the position of the best-quality
supplier of petroleum products;
> to achieve a return on equity of at least
10 percent;
> to reach positive economic value added
by 2005 and increase it in the following
years; and
> to cover at least 70 percent of demand
in the area of storage and transhipment
of petroleum products and at least half
of Slovenian needs for storing government
reserves of petroleum products.
osrednji strate{ki cilji po dejavnostihdo leta 2007Main strategic goals until 2007 by individual activity5
33
5.1.2 Plinska dejavnost
> doseåi vodilni poloœaj na podroåjutehniånih plinov in 25-odstotni trœni deleœ v Sloveniji,
> utrditi vodilni poloœaj na podroåjuutekoåinjenega naftnega plina v Sloveniji,
> postati ena najpomembnejæih druœb za gradnjo in upravljanje plinovodnegaomreœja za oskrbo z zemeljskim plinom, z 10-odstotnim trœnim deleœem v Sloveniji,
> razæiriti plinsko dejavnost na nove trge,> v vseh programih razvijati visoko kakovost,
varnost in ekoloæko neoporeånost.
5.1.3 Energetski sistemi
> razviti novo ponudbo celovitih energetskihsistemov za najzahtevnejæe odjemalce,
> doseåi vodilni poloœaj na podroåju razvojain uvajanja novih energetskih tehnologij,
> postati vodilni ponudnik za uåinkovitoenergetsko oskrbo z najmanjæim deleœememisij,
> doseåi najmanj 10-odstotno donosnost na vloœena sredstva,
> do leta 2005 doseåi pozitiven ekonomskidobiåek in ga v naslednjih letih poveåevati,
> postati ponudnik z najviæjo dodano vrednostjo v panogi v jugovzhodni Evropi.
5.2 TURIZEM
> Razviti vodilno turistiåno-hotelskopodjetje v regiji po kakovosti storitev in znanja,
> æiriti dejavnost na privlaånih lokacijah,> s prestrukturiranjem za zahtevnejæe goste
zagotoviti 10-odstotno letno rastprihodkov,
> z izkoristkom sinergij doseåi relativnozniœanje stroækov poslovanja za najmanj 5 odstotkov,
> do leta 2005 doseåi pozitiven ekonomski
dobiåek in ga v naslednjih letih poveåevati.
5.1.2 Gas business
> to achieve the leading position in thesphere of industrial gases and a 25-percentmarket share in Slovenia;
> to consolidate the leading role in the areaof liquefied petroleum gas in Slovenia;
> to become one of the main companies in building and managing natural-gassupply networks with a 10-percent marketshare in Slovenia;
> to expand the gas business to new markets;and
> to develop high quality, security andenvironmental safety in all programmes.
5.1.3 Energy systems
> to develop comprehensive energy systemsfor demanding customers;
> to achieve the leading position in developingand introducing new energy technologies;
> to become the leading supplier of efficientenergy solutions with reduced emissions;
> to ensure a minimum 10-percent rate ofreturn on investment;
> to reach positive economic value added by 2005 and increase it in the followingyears; and
> to become the company generating thehighest added value in the industry in South-eastern Europe.
5.2 TOURISM
> to develop into a tourist and hotel company in the region leading through the quality of its services and know-how;
> to expand operations to attractivelocations;
> to adapt the offer to more demandingguests and ensure 10-percent annualgrowth in revenues;
> to exploit synergies and reduce operatingexpenses by at least 5 percent; and
> to reach positive economic value added by2005 and increase it in the following years;
634
5.3 NALO@BE
> Poleg naloœb v obstojeåe in nove dejavnosti v SKUPINI izvajati aktivnonaloœbeno politiko v delnice, deleœepodjetij, finanånih in ostalih ustanov ter v trœno najdonosnejæe nepremiånine,
> prevzeti vodilno vlogo med holdinækimidruœbami v Sloveniji po dinamiki rasti,donosnosti premoœenja in varnostinaloœb,
> optimalno sestaviti naloœbeni portfelj z naloœbami v SKUPINI in v najbolj donosne nepovezane dejavnosti,
> izpolniti ciljno donosnost kapitala drugih naloœb v viæini najmanj 8 odstotkov.
5.3.1 Nepremi~nine
> Postati vodilen nepremiåninski ponudnik v Sloveniji s celovito ponudbo in velikimugledom,
> doseåi najviæjo dinamiko rasti in trœnegadeleœa,
> zagotoviti najugodnejæe razmerje medvloœki in koristmi (cost/benefit),
> dejavnost razæiriti na jugovzhodne trge v Evropi,
> do leta 2005 doseåi pozitiven ekonomskidobiåek in ga v naslednjih letih poveåevati.
5.4 INFORMACIJSKE TEHNOLOGIJE
> Postati vodilna pogodbena SAP skupina
v Sloveniji,
> doseåi 10-odstotno rast prihodkov
na slovenskem trgu,
> postati pomemben partner pri razvoju
in vzdrœevanju informacijske
tehnologije za maloprodajo naftnih
derivatov za druœbe v SKUPINI,
strateæke partnerje in druge,
> doseåi najmanj 10-odstotno donosnost
na vloœena sredstva.
5.3 INVESTMENTS
> apart from investments in existing and newactivities within the GROUP, we intend toactively invest in shares, share participationin companies, financial and other entitiesas well as highly profitable real estate;
> we want to assume the leading role amongSlovenian holding companies throughdynamic growth, profitability of propertyand investment safety;
> our goal is to achieve the optimum portfoliostructure by combining investments withinthe GROUP with investments in other,independent activities; and
> we intend to attain the intended return onequity in other investments of at least 8 percent.
5.3.1 Real estate
> we aim at becoming the leading real-estatesupplier in Slovenia with a comprehensiveoffer and excellent reputation;
> we want to gain the highest growth ratioand market share;
> we intend to ensure the best cost-to-benefitratio;
> our aim is to expand our activity to south-eastern markets; and
> to reach positive economic value added by2005 and increase it in the following years.
5.4 INFORMATION TECHNOLOGY
> we want to become the leading SAP-contracting group in Slovenia;
> we intend to achieve 10-percent growth in revenues in the Slovenian market;
> our goal is to become important partners in the development and maintenance of information technology for retail sales of petroleum products for the subsidiaries of the GROUP, our strategic partners and other companies; and
> we intend to ensure a minimum 10-percentrate of return on investment.
635
Osnovni kapital holdinæke druœbe
ISTRABENZ, d.d., Koper je razdeljen
na 5.180.000 navadnih delnic z nominalno
vrednostjo 1.000 tolarjev.
V letu 2002 se lastniæka struktura teh delnic
ni bistveno spremenila. Æe vedno je najveåji
delniåar (s 25 odstotki) avstrijski OMV AG
Dunaj. Nihåe med petimi veåjimi delniåarji
druœbe v letu 2002 ni zmanjæeval svojega
deleœa, za 5 odstotkov pa je svoje lastniætvo
poveåala druœba KD INVESTMENTS, d.d.,
Ljubljana. Poveåala se je razpræenost
lastniætva med zunanjimi fiziånimi
in pravnimi osebami. Delnice æe naprej
prodajajo predvsem notranji lastniki.
Na dan 31. decembra 2002 je imela druœba
ISTRABENZ, d.d., 19.277 delniåarjev.
The share capital of the ISTRABENZ Holding
Company is divided into 5,180,000 ordinary
shares, each with a face value of SIT 1,000.
In 2002, the ownership structure of the
5,180,000 ordinary shares did not change
considerably. The majority owner - with
a 25-percent share - is still the Austrian
company OMV AG Vienna. None of the five
largest shareholders of the Company reduced
its participation in 2002, while KD
INVESTMENTS Ljubljana increased its
shareholding by 5 percent. Ownership was
spread more among external natural persons
and legal entities. Shares continue to be sold
mostly by internal owners.
On 31 December 2002, ISTRABENZ had
19,277 shareholders.
lastni{ka strukturain delniceOwnership structure and shares
36
Slika 9 : Struktura lastniætva holdinæke druœbe ISTRABENZ, d.d., na dan 31.12.2002
Chart 9: Ownership structure of the ISTRABENZ Holding Company on 31 December 2002
ÆTEVILO DELNIC LASTNIÆTVO INDEKSNA DAN 31.12.2002 NA DAN 31.12.2002 v % 12-2002/12-2001
NUMBER OF SHAREHOLDINGS INDEXSHARES AS AT 31 ON 31 12-2002/12-2001
DDEELLNNIIÅÅAARR // SSHHAARREEHHOOLLDDEERR DECEMBER 2002 DECEMBER 2002 in %
OMV AKTIENGESELLSCHAFT WIEN 1.295.000 25,00 100,00
SLOVENSKA ODÆKODNINSKA DRUŒBA, d.d., LJUBLJANA 850.067 16,41 100,00
KAPITALSKA DRUŒBA POKOJNINSKEGA IN 601.229 11,61 100,09INVALIDSKEGA ZAVAROVANJA, d.d., LJUBLJANA
TRIGLAV DZU, d.o.o., LJUBLJANA 350.169 6,76 103,25
LB MAKSIMA, d.o.o., LJUBLJANA 165.668 3,20 99,57
KD INVESTMENTS, d.d., LJUBLJANA 136.299 2,63 105,05
ZAVAROVALNICA TRIGLAV, d.d., LJUBLJANA 120.929 2,33 89,37
PRIMORSKI SKLADI, d.o.o., KOPER 102.049 1,97 73,33
KBM INFOND DZU, d.o.o., MARIBOR 62.667 1,21 74,54
KAPITALSKA DRUŒBA, d.d., LJUBLJANA - PPS 58.501 1,13 92,20
FIZIÅNE OSEBE - NOTRANJE / INDIVIDUALS - INTERNAL 528.179 10,20 94,95
FIZIÅNE OSEBE - ZUNANJE / INDIVIDUALS - EXTERNAL 562.783 10,86 104,40
OSTALE PRAVNE OSEBE / OTHER LEGAL ENTITIES 346.460 6,69 3603,56
SSKKUUPPAAJJ // TTOOTTAALL 55..118800..000000 110000,,0000 110000,,0000
Tabela 1: Struktura lastniætva holdinæke druœbe ISTRABENZ, d.d., na dan 31.12.2002
Table 1: Ownership structure of the ISTRABENZ Holding Company on 31 December 2002
5,11 %
16,41 %
10,82 %
17,35 %
1,13 %
10,86 %2,33 %
25 %
11,61 %
2,33 % ZAVAROVALNICA TRIGLAV D.D., LJUBLJANA
10,86 % ZUNANJE LASTNI[TVO FIZI^NE OSEBEOUTSIDE OWNERS INDIVIDUALS
1,13 % KAD D.D., PPS, LJUBLJANA
17,35 % POOBLA[^ENE INVESTICIJSKEDRU@BEAUTHORISED INVESTMENT COMPANIES
10,2 % NOTRANJE LASTNI[TVOINTERNAL OWNERS
5,11 % ZUNANJE LASTNI[TVO PRAVNE OSEBEOUTSIDE OWNERS LEGAL ENTITIES
16,41 % SOD D.D., PPS, LJUBLJANA
25 % OMV A.G., DUNAJ
11,61 % KAD D.D., LJUBLJANA
37
31.12.2002 31.12.2001 31.12.2000 31.12.1999
ÆTEVILO DELNIC / NUMBER OF SHARES 5.180.000 5.180.000 5.180.000 5.180.000
NOMINALNA VREDNOST DELNICE / FACE VALUE OF A SHARE 1.000 1.000 1.000 1.000
KNJIGOVODSKA VREDNOST DELNICE 5649 5.149 4.087 3.732BOOK VALUE OF A SHARE
TEHTANA POVPREÅNA LETNA TRŒNA 6.768 3.972 2.805 2.899VREDNOST DELNICEWEIGHTED AVERAGE ANNUAL MARKET PRICE OF A SHARE
NAJVIÆJI ENOTNI TEÅAJ V LETU / PEAK PRICE DURING THE YEAR 8.464 4.989 2.900 3.215
NAJNIŒJI ENOTNI TEÅAJ V LETU / BOTTOM PRICE DURING THE YEAR 4.783 2.689 2.106 2.790
DIVIDENDA NA DELNICO / DIVIDENDS PER SHARE 90.840 80 70 65
ÆTEVILO DELNIÅARJEV / NUMBER OF SHAREHOLDERS 19.277 19.701 21.926 23.362
6.1 DIVIDEND POLICY
The ISTRABENZ Holding Company has
a clearly defined dividend policy, based
on uniform growth of the dividend’s real
value. In line with Resolution No. 6 of the
general meeting, in July 2002 the Company
paid the Company’s shareholders dividends
in the gross amount of SIT 90 per share plus
a 2001 performance bonus of SIT 40 gross,
totalling SIT 130 gross.
The Company’s Management Board proposes
the dividend’s real growth to continue in
2003 and reach - proportional to the
Company’s successful performance in 2002 -
SIT 100 per share, representing 11-percent
growth compared to the preceding year,
excluding any bonuses. The proposal will
be discussed at the 7th regular shareholders’
meeting to be held on 30 May 2003.
DELNICE IN DIVIDENDESHARES AND DIVIDENDS OSNOVNI PODATKI O DELNICI
KEY FIGURES REGARDING SHARES
Tabela 2: Najpomembnejæi podatki o delnicah holdinæke druœbe ISTRABENZ, d.d.
Table 2: Relevant figures regarding the ISTRABENZ Holding Company’s shares
6.1 DIVIDENDNA POLITIKA
Holdinæka druœba ISTRABENZ ima zaårtano
stabilno dividendno politiko, ki predvideva
enakomerno naraæåanje realne vrednosti
dividende. Skladno s sklepom 6. seje
skupæåine delniåarjev smo julija 2002
delniåarjem druœbe izplaåali dividende
v viæini 90 tolarjev bruto na delnico
in dodatek za izredno uspeænost druœbe
v letu 2001 v viæini 40 tolarjev na delnico,
skupaj bruto 130 tolarjev.
Uprava druœbe predlaga, da se realna rast
dividende nadaljuje tudi v letu 2003
in sorazmerno z uspeænostjo poslovanja
za leto 2002 doseœe 100 tolarjev na delnico,
kar predstavlja brez upoætevanja dodatka
11-odstotno rast v primerjavi s predhodnim
letom. O predlogu bo odloåala 7. redna seja
skupæåine delniåarjev, ki bo 30. maja 2003.
ISTRABENZ-ove delnice so bile uvræåene
na organizirani trg Ljubljanske borze
16. junija 1997. Po zaåetni rasti teåaja je bilo
za nadaljnje obdobje do prve polovice leta
1998 znaåilno predvsem padanje. Trgovanje
z ISTRABENZ-ovo delnico je od druge
polovice leta 1998 pa vse do zaåetka leta
2000 sledilo umirjeni rasti, v prvi polovici
leta 2000 pa je teåaj delnice strmo padel.
To je bila predvsem posledica sploænega
pesimistiånega vzduæja na borzi, delnica
pa je v tem obdobju dosegla svoje dno.
V drugi polovici leta 2000 in prvi polovici
leta 2001 je delnica zmerno rasla, v drugi
polovici leta 2001 in letu 2002 pa smo bili
priåa moåni rasti teåaja, kar je bilo v skladu
z rastjo celotnega trga. Tako je delnica
dosegla rekordne vrednosti v novembru
2002, nato pa je do konca leta njen teåaj
nekoliko padel.
ISTRABENZ shares were listed in the
organised market of the Ljubljana Stock
Exchange on 16 June 1997. After an initial
period of growth, the price of shares gradually
fell until the first half of 1998. Then, from
the second half of 1998 to early 2000
ISTRABENZ shares were slowly rising,
although this trend came to an abrupt end in
the first half of 2000 when the share price
plunged. This fall was mostly due to the
general pessimism pervading the market
during this period, when the share also
reached its historical low. In the second half of
2000 and the first half of 2001, the share price
rose gradually to show a steadily growing
trend in the second half of 2001 and in 2002,
reflecting a general rise in the entire market.
In November 2002, the share was at its peak
price, which then fell slightly towards the end
of the year.
38
6.2 ISTRABENZOVA DELNICA NA ORGANIZIRANEM TRGU
6.2 ISTRABENZ SHARES IN THE ORGANISED MARKET
Slika 10: Gibanje enotnega teåaja in prometa z delnicoISTRABENZ od 16.6.1997 do 31.12.2002
Chart 10: Price and trading volumes regarding ISTRABENZshares from 16 June 1997 to 31 December 2002
250.000
0
50.000
100.000
150.000
200.000
400.000
350.000
500.000
300.000
450.000
5.000
2.000
3.000
4.000
7.000
9.000enotni te~ajunified performance
koli~inavolume6.000
8.000
16.6
.1997
16.1
0.1
997
16.2
.1998
16.1
0.2
002
16.6
.2002
16.2
.2002
16.1
0.2
001
16.6
.2001
16.2
.2001
16.1
0.2
000
16.6
.2000
16.2
.2000
16.1
0.1
999
16.6
.1999
16.2
.1999
16.1
0.1
998
16.6
.1998
39
Slika 11: Relativno gibanje vrednosti delnice Istrabenza,Petrola in vrednosti indeksa SBI 20 glede na izhodiæånovrednost na dan 16.6.1997, od 16.6.1997 do 31.12.2002
Chart 11: Relative movements in the price of Istrabenzshares, Petrol shares and the SBI 20 index from 16 June1997 to 31 December 2002 compared to the initial valueon 16 June 1997
From the Chart 11 above, showing the
relative movements in the share price
compared to the initial value on 16 June
1997, it is evident that up until the second
half of 2001 the ISTRABENZ share lagged far
behind market growth. By mid 2002, the
share’s price soared, compensating for
the past slower rise. Until the end of 2002,
the price followed trends in the market,
meaning the average increase was identical
to increases in the entire market.
Iz slike æt. 11, ki kaœe relativno
spremembo teåaja delnice glede na
izhodiæåno vrednost dne 16. junija 1997,
je razvidno, da je rast teåaja delnice
ISTRABENZ do zaåetka druge polovice leta
2001 precej zaostajala za rastjo trga.
V sredini leta 2002 je teåaj moåno poskoåil
in tako nadoknadil niœjo rast iz preteklosti,
nato se je do konca leta 2002 gibal skladno
s trgom, da je bila povpreåna rast identiåna
rasti celotnega trga.
Slika 12: Relativno gibanje vrednosti delnic ISTRABENZin vrednosti indeksa SBI 20 glede na izhodiæånovrednost na dan 1.1.2002, od 1.1.2002 do 31.12.2002
Chart 12: Relative movements in the price ofISTRABENZ shares, Petrol shares and the SBI 20 indexfrom 1 January 2002 to 31 December 2002 compared tothe initial value on 1 January 2002
2,00
0,50
1,00
1,50
3,00
2,50
3,50 Petrol
Istrabenz
SBI 20
16.6
.1997
16.1
0.1
997
16.2
.1998
16.1
0.2
002
16.6
.2002
16.2
.2002
16.1
0.2
001
16.6
.2001
16.2
.2001
16.1
0.2
000
16.6
.2000
16.2
.2000
16.1
0.1
999
16.6
.1999
16.2
.1999
16.1
0.1
998
16.6
.1998
1,10
0,50
0,70
0,90
1,50
1,30
1,70
3.1
.2001
3.2
.2002
3.1
2.2
002
3.1
1.2
002
3.1
0.2
002
3.9
.2002
3.8
.2002
3.7
.2002
3.6
.2002
3.5
.2002
3.4
.2002
3.3
.2002
1,90 ISTRABENZ
SBI 20
40
V prvih dveh mesecih leta 2002 je bila rast
delnice ISTRABENZ skladna z rastjo trga,
nato je bila vrednost nekoliko nad trœno
do konca leta, ko je teåaj delnice padel
moåneje kot celotni trg. Rast teåaja v letu
2002 je bila tako na ravni rasti trga
vrednostnih papirjev v Sloveniji, kar se vidi
iz slike æt. 12, ki kaœe relativno spremembo
teåaja glede na izhodiæåno vrednost v
zaåetku leta 2002. Rast delnice druœbe
ISTRABENZ v letu 2002 gre
v najveåji meri pripisati sploænemu trendu
rasti teåajev vrednostnih papirjev, ki kotirajo
na Ljubljanski borzi.
6.2.1 Kapitalska donosnost
Kapitalska donosnost je izraåunana kot relativna
sprememba teåaja delnice znotraj posameznega
meseca glede na vrednost v zaåetku vsakega
meseca in kaœe, kolikæno donosnost je investitor
v doloåenem obdobju ustvaril na osnovi
spremembe teåaja. Letna kapitalska donosnost
delnice druœbe ISTRABENZ je v letu 2002
znaæala 57,7 odstotka.
In the first two months of 2002, the
ISTRABENZ share grew in accordance with
the market and the share price was slightly
above the market up until the end of the
year, when it fell more than the market.
The price rise in 2002 was comparable to
growth of the entire Slovenian securities
market, as shown in the Chart 12 above,
which illustrates the price movement
compared to the initial price seen at the
beginning of 2002. The rise of the
ISTRABENZ share price in 2002 is mostly
due to the general growing trend of securities
listed on the Ljubljana Stock Exchange.
6.2.1 Capital gains yield
The capital gains yield is calculated as the
relative movement of the share price within a
individual month, compared to its price at
the month’s beginning, showing the income
generated by an investor from changes in the
share’s price in a certain period. In 2002, the
annual capital gains yield from ISTRABENZ
shares amounted to 57.7 percent.
Slika 13: Kapitalska donosnost delnice ISTRABENZ pomesecih v obdobju od 1.1.2002 do 31.12.2002
Chart 13: Capital gains yield of ISTRABENZ shares byindividual month from 1 January 2002 to 31 December 2002
jan juljunfeb mar apr maj avg decnovoktsep
-10,00%
-5,00%
0,00%
5,00%
35,00%
30,00%
25,00%
20,00%
15,00%
10,00%
40,00%
41
6.2.2 Sales revenues
In the period 1 January 2002 to 31
December 2002, trading in ISTRABENZ
shares on the Ljubljana Stock Exchange
totalled SIT 2,932 million, involving
453,645 shares, representing 8.76 percent of
all shares issued. The weighted-average
price in 2002 amounted to SIT 6,768. The
lowest official price in this period was SIT
4,783 - on 21 February - while the highest
official price amounted to SIT 8,463 that
was achieved on 8 November. The lowest
price at which a transaction was concluded
in 2002 was SIT 4,726 in February, while
the transaction at the peak price of SIT
8,750 came in November.
6.2.2 Promet
V åasu od 1. januarja 2002 do 31. decembra
2002 je bilo na Ljubljanski borzi z delnico
ISTRABENZ-a sklenjenega za 2.932 milijonov
tolarjev prometa, doseœenega s 453.645
delnicami, kar predstavlja 8,76 odstotka celotne
emisije delnic druœbe. Povpreåni tehtani teåaj
je v letu 2002 znaæal 6.768 tolarja. Najniœji
uradni enotni teåaj je bil v tem obdobju 4.783
tolarjev in je bil doseœen 21. februarja, najviæji
uradni enotni teåaj je znaæal 8.463 SIT, doseœen
pa je bil 8. novembra. Najniœji teåaj, po katerem
je bil sklenjen posamezen posel, je v letu 2002
znaæal 4.726 tolarjev in je bil doseœen v mesecu
februarju, najviæji teåaj 8.750 tolarjev pa je bil
doseœen v mesecu novembru.
Tabela 3: Trœna kapitalizacija druœbe v letu 2002
Table 3: The Company’s market capitalisation in 2002
PRI POVPREÅNEM TEHTANEM TEÅAJU V LETU 2002 / AT THE WEIGHTED-AVERAGE PRICE IN 2002 35.059.745.306 SIT
PRI NAJNIŒJEM URADNEM ENOTNEM TEÅAJU V LETU 2002 / AT THE LOWEST OFFICIAL PRICE IN 2002 24.777.753.000 SIT
PRI NAJVIÆJEM URADNEM ENOTNEM TEÅAJU V LETU 2002 / AT THE HIGHEST OFFICIAL PRICE IN 2002 43.841.551.600 SIT
6.2.3 Lastne delnice6.2.3 Own shares
STANJE NA DAN 31.12.2002 STANJE NA DAN 31.12.2001 BALANCE AS ON 31 BALANCE AS ON 31
DECEMBER 2002 DECEMBER 2001
ÆTEVILO DELNIC / NUMBER OF SHARES 3.097 6.430
NOMINALNI ZNESEK V SIT / NOMINAL AMOUNT 12.431.054,04 23.717.848,71
DELEΠV KAPITALU / SHARE IN CAPITAL 0,000598 0,0012
POVPREÅNA NABAVNA CENA V SIT 3.904,62 3.648,91AVERAGE PURCHASE PRICE
TRŒNA CENA V SIT / MARKET PRICE 7.750,04 4.914,36
TRŒNA VREDNOST LASTNIH DELNIC V SIT 24.001.873,88 31.599.334,80MARKET PRICE OF OWN SHARES
Holdinæka druœba ISTRABENZ je v letu
2002 odtujila 3.333 lastnih delnic zaradi
izplaåila udeleœbe na dobiåku ålanom
uprave druœbe.
In 2002, the ISTRABENZ Holding Company disposed
of 3,333 of its own shares due to the disbursement of
participation in profit to members of the Company’s
Management Board.
742
Dne 31. decembra 2002 je imela holdinæka
druœba 3.097 lotov lastnih delnic po
povpreåni nabavni vrednosti 12 milijonov
tolarjev. Za enak znesek je imela 31.12.2002
oblikovane rezerve za lastne deleœe.
V letu 2003 druœba ne naårtuje dodatne
izdaje delnic.
6.2.4 Pooblastila uprave
Uprava druœbe v statutu druœbe nima
pooblastil za dodatni kapital ali pogojno
poveåanje kapitala.
On 31 December 2002, the Holding Company
had 3,097 blocks of own shares with an average
purchase price of SIT 12 million. Provisions for
own participation in the same amount were
also formed on 31 December 2002.
The Company does not plan to issue any
additional shares in 2003.
6.2.4 Powers of the Management Board
According to Company’s Articles of
association, the Management Board has no
powers in relation to additional capital Nor
conditional increase of Company’s capital.
43
poslovanje holdin{ke dru`beISTRABENZ, d.d., v letu 2002Operations of the Istrabenz Holding company in 20027
7.1 ANALIZA POSLOVANJA HOLDIN[KE DRU@BE ISTRABENZ, d.d.
7.1.1 Kazalniki poslovanja
ÅÅiissttii ppoosslloovvnnii iizziidd oobbrraaååuunnsskkeeggaa oobbddoobbjjaa:
3.345.225 tisoå tolarjev
RROOEE -- ååiissttaa ddoobbiiååkkoonnoossnnoosstt kkaappiittaallaa:
12,72 odstotka
SSttooppnnjjaa llaassttnniiæækkoossttii ffiinnaanncciirraannjjaa: 63,21 odstotka
SSttooppnnjjaa ddoollggoorrooåånnoossttii ffiinnaanncciirraannjjaa
-- vvssii ddoollggoovvii: 77,40 odstotka
KKrraattkkoorrooåånnii kkooeeffiicciieenntt: 1,10
DDooddaannaa vvrreeddnnoosstt nnaa zzaappoosslleenneeggaa
vv SSKKUUPPIINNII IISSTTRRAABBEENNZZ: 21.900 tisoå tolarjev
ÅÅiissttii ddoobbiiååeekk nnaa zzaappoosslleenneeggaa zzaa ddrruuœœbboo
IISSTTRRAABBEENNZZ, d.d.: 171.550 tisoå tolarjev
7.1.2 Komentar rezultatov
HHoollddiinnæækkaa ddrruuœœbbaa IISSTTRRAABBEENNZZ jjee ppoosslloovvnnoo
lleettoo 22000022 zzaakklljjuuååiillaa ss 44..002233 mmiilliijjoonnii bbrruuttoo
7.1 BUSINESS ANALYSIS OF THE ISTRABENZ HOLDING COMPANY
7.1.1 Business indicators
NNeett pprrooffiitt oorr lloossss iinn
tthhee aaccccoouunnttiinngg ppeerriioodd:
SIT 3,345,225,000
RReettuurrnn oonn eeqquuiittyy ((RROOEE)): 12.72 percent
EEqquuiittyy ffiinnaanncciinngg rraattee: 63.21 percent
LLoonngg--tteerrmm ffiinnaanncciinngg rraattee -- aallll lliiaabbiilliittiieess:
77.40 percent
CCuurrrreenntt rraattiioo: 1.10
AAddddeedd vvaalluuee ppeerr eemmppllooyyeeee iinn tthhee
IISSTTRRAABBEENNZZ GGRROOUUPP: SIT 21,900,000
NNeett pprrooffiitt ppeerr eemmppllooyyeeee iinn IISSTTRRAABBEENNZZ:
SIT 171,550,000
7.1.2 Comments on the results
TThhee IISSTTRRAABBEENNZZ HHoollddiinngg CCoommppaannyy
ccoonncclluuddeedd tthhee 22000022 ffiinnaanncciiaall yyeeaarr wwiitthh SSIITT
44
ddoobbiiååkkaa iinn ppoo ppllaaååiilluu 668811 mmiilliijjoonnoovv
ttoollaarrjjeevv ddaavvkkaa oodd ddoobbiiååkkaa 33..334455 mmiilliijjoonnii
ttoollaarrjjeevv ååiisstteeggaa ddoobbiiååkkaa..
Doseœeni poslovni izid je sicer za 25odstotkov niœji kot leto prej, saj je bilo leto2001 zaradi realizirane prodaje veåjihfinanånih naloœb izjemno uspeæno. Kljubtemu, da v letu 2002 ni bila uresniåenaprodaja druge polovice deleœa v druœbiSi.mobil in da se je nadaljevalo slaboposlovanje naftne druœbe, je doseœeni åistidobiåek skladen z rebalansom poslovneganaårta druœbe.
Druœba ima iz poslovnega dela izidaizgubo v znesku 1.157 milijonov tolarjev, iz finanånega poslovanja pa dobiåek v znesku 5.180 milijonov tolarjev. Bilanåni dobiåek druœbe za leto 2002znaæa 2.773 milijonov tolarjev.
Åista dobiåkonostnost lastniækega kapitala12,72 odstotka. Izraåunana je iz razmerjamed åistim poslovnik izidomobraåunskega obdobja (ætevec) inpovpreånim stanjem lastniækega kapitala,izraåunanim med stanjem lastniækegakapitala na dan 31.12.2001 in 31.12.2002(imenovalec). V kapitalu po stanje na dan31.12.2002 ni upoætevan åisti poslovniizid leta 2002.
Åista donostnost delnic druœbeISTRABENZ, d.d., izraåunana iz razmerjamed doseœenim åistim poslovnim izidomdruœbe ISTRABENZ, d.d., obraåunskegaobdobja (ætevec) in ætevilom izdanihdelnic (imenovalec) znaæa 645,80 tolarjev,izraåunana med doseœenim åistimposlovnim izidom veåinskega lastnikaSKUPINE ISTRABENZ obraåunskegaobdobja (ætevec) in ætevilom izdanihdelnic druœbe ISTRABENZ, d.d.,(imenovalec) pa znaæa 728,00 tolarjev.
Knjigovodska vrednost delnice na dan31.12.2002, izraåunana iz razmerja medviæino kapitala druœbe ISTRABENZ, d.d., in ætevilom izdanih delnic je 5.649 tolarjev.
44,,002233 mmiilllliioonn ooff ggrroossss pprrooffiitt,,
ccoorrrreessppoonnddiinngg ttoo SSIITT 33,,334455 mmiilllliioonn iinn nneett
pprrooffiittss aafftteerr tthhee ppaayymmeenntt ooff SSIITT 668811
mmiilllliioonn iinn ttaaxxeess..
The resulting profit is 25 percent lowerthan the previous year’s results, although2001 was exceptionally successful due tothe sale of large investments. Even thoughthe second portion of Si.Mobil shares wasnot sold in 2002 and the oil companycontinued to underperform, the net profitachieved is still in line with theCompany’s rebalanced business plan.
The Company incurred a loss of SIT 1,157million in its operations and generatedSIT 5,180 million in profits from itsfinancial operations. In 2002, theCompany’s balance-sheet profit amountedto SIT 2,773 million.
The average return on equity was 12.72percent. The figure has been calculatedfrom the ratio between net profit/lossfrom the accounting period (numerator)and the average balance of equity,calculated from equity balances as of 31December 2001 and 31 December 2002(denominator). The equity as of 31December 2002 does not take intoconsideration the operating profit/lossfrom 2002.
The bet profitability of ISTRABENZshares, calculated from the ratio betweenthe net operating profil/loss ofISTRABENZ, achieved in the accountingperiod, (numerator) and the number ofshares issued (denominator), amounted toSIT 645.80. The ratio between netoperating profit/loss of the majoritysharehold, the ISTRABENZ GROUP, in theaccounting period (numerator) ofISTRABENZ shares issued (denominator),amounted to SIT 728.00.
The book value of a share on 31 december2002, calculated from the ratio betweenthe equity of ISTRABENZ and the number
45
Knjigovodska vrednost delnice na dan31.12.2002, izraåunana iz razmerja medviæino kapitala veåinskega.
7.1.3 Struktura prihodkov in odhodkov
Druœba ISTRABENZ, d.d., je v obdobju
januar-december 2002 realizirala
8.151 milijonov tolarjev prihodkov,
kar predstavlja 19-odstotno poveåanje
prihodkov v primerjavi z letom 2001.
Najpomembnejæi vpliv na prihodke je
imela predvsem prodaja 14,87-odstotnega
deleœav Banki Koper, s katero je bilo
ustvarjenih 5.178 milijonov tolarjev
prihodkov ali 64 odstotkov vseh
realiziranih prihodkov v prvem polletju.
Druœba dosega prihodke tudi z
najemninami, in sicer z oddajanjem
poslovnih prostorov v Kopru in Ljubljani
in z oddajanjem poåitniækih objektov. Za
povezane osebe SKUPINE ISTRABENZ
opravlja storitve odnosov z javnostmi ter
raåunovodske, pravne in kadrovske
storitve, ki tvorijo manjæi del prihodkov
holdinæke druœbe.
V letu 2002 je druœba ustvarila 7.872
milijonov tolarjev prihodkov iz
financiranja, pri åemer je za 19 odstotkov
presegla prihodke iz tega naslova v letu
poprej.
Najpomembnejæi je realiziran kapitalski
dobiåek pri prodaji Banke Koper v znesku
5.178 milijonov tolarjev, visoki pa so tudi
prihodki iz obresti. V letu 2002 je bil tako
ustvarjen neto preseœek med pozitivnimi in
negativnimi obrestmi v znesku 159
milijonov tolarjev.
of shares issued, amounted to SIT 5,649.The book value of a share on 31 December2002, calculated from the ratio betweenthe equity of the majority shareholder, theISTRABENZ GROUP, and the number ofshares issued, amounted to SIT 5,579.
7.1.3 Structure of revenues and expenses
In the period January to December 2002,
ISTRABENZ generated SIT 8,151
in revenues, representing a 19-percent
increase compared to 2001.
Revenues were mostly affected by the sale
of the Company’s 14.87 percent stake in
Banka Koper, generating SIT 5,178 million
in revenues, i.e. 64 percent of all revenues
created in the first six months.
The Company is also generating revenues
from renting out business premises
in Koper and Ljubljana, as well as from
renting out holiday resorts. Further, the
Company’s public-relations, accounting,
legal and human-resources services -
performed for affiliated companies
within the ISTRABENZ GROUP -
represent a smaller portion of the Holding
Company’s revenues.
In 2002, the Company earned a total of
SIT 7,872 million in financial revenues,
exceeding last year’s figures by 19
percent.
The most relevant role is played by the
capital gain realised from the sale of
Banka Koper in the amount of SIT 5,178
million, although interest revenues are
also high. In 2002, a net surplus was
generated from the difference between
positive and negative interest in the
amount of SIT 159 million.
46
Iz naslova udeleœbe v dobiåku odvisnih druœb
je bilo v obravnavanem obdobju realiziranih 797
milijonov tolarjev prihodkov ali 32 odstotkov veå
kot leta 2001.
Poveåanje prihodkov iz tega naslova je posledica æiritve druœbinih naloœb v turistiåni dejavnosti, ki se je priåela leta 2001, inboljæega poslovanja druœb v SKUPINIISTRABENZ. Izjema je æe vedno naftna dejavnost,kjer je holdinæka druœba OMV ISTRABENZ, d.d.,tudi leto 2002 zakljuåila z izgubo. Le-ta jepredvsem posledica izgube na hrvaækem in delnona novem bosanskem trgu, medtem ko sta druœbina slovenskem in italijanskem trgu poslovalipozitivno.
Leta 2002 je imela druœba ISTRABENZ, d.d., 4.127milijonov tolarjev odhodkov ali za 120 odstotkov veåkot v letu 2002. To je posledica veåjega obsega vsehkategorij stroækov, predvsem pa nenaårtovanihodhodkov iz naslova popravkov vrednosti naloœbe vnaftni dejavnosti, ki je posledica kapitalskegavrednotenja izgube te naloœbe. Ostali stroæki so viæjizaradi poveåanega obsega poslovanja druœbeISTRABENZ, d.d., med drugim zaradi veåjega ætevilazaposlenih v letu 2002. To je vplivalo na dvigmaterialnih stroækov in stroækov storitev.
Najpomembnejæe finanåne odhodke predstavljajo odhodki:> za popravek vrednosti naloœbe v druœbo OMV
ISTRABENZ, d.d., v znesku 1.311 milijonov tolarjev, kar predstavlja polovicoizgube v tej druœbi,
> pasivne obresti v znesku 918 milijonov tolarjevin
> negativne teåajne razlike v znesku 392 milijonov tolarjev.
7.1.4 Struktura sredstev
Strukturo sredstev opazujemo prek ætirih znaåilnih
skupin povpreåno letno vezanih sredstev. To so :
> naloœbe v neopredmetena in opredmetena
osnovna sredstva,
> naloœbe v druœbe v SKUPINI
ISTRABENZ,
> naloœbe v druœbah izven SKUPINE
ISTRABENZ,
> ostale naloœbe.
The sharing of profit in the subsidiaries
in this period created SIT 797 million
in revenues, 32 percent more than in 2001.
This profit growth is the result of the expandedinvestment in tourism companies that started in2001, alongside the improved performance ofcompanies within the ISTRABENZ GROUP. Oilbusiness remains an exception, for the OMVISTRABENZ Holding company concluded the2002 financial year with a loss mostly from lossesincurred in Croatia and, in part, in the new marketof Bosnia and Herzegovina, while companies activein the Slovenian and Italian markets operated well with positive results.
In 2002, ISTRABENZ had SIT 4,127 million inexpenses, which were 120 percent higher than in 2001. This increase is the result of growth in all cost categories and even more of unexpected expenses relative to investmentallowances in oil business arising from the capitalrevaluation of losses from this investment. Othercosts are higher as a reflection of the increasedrange of operations of ISTRABENZ and, indirectly,of the higher number of employees in 2002. Thisexpansion also led to an increase in the costs ofmaterials and services.
The most relevant expenses are as follows: > allowance for the investment in OMV
ISTRABENZ, in the amount of SIT 1,311million, representing one-half of the losses in thiscompany;
> interest paid in the amount of SIT 976 milion;and
> an exchange rate deficit in the amount of SIT 218 million.
7.1.4 Structure of assets
The structure of assets (investments) is observed
through four typical groups of assets tied on average
for a period of one year, divided into:
> investments in intangible and tangible
fixed assets;
> investments in companies of the
ISTRABENZ GROUP;
> investments in companies outside the
ISTRABENZ GROUP; and
> other investments.
47
Sredstva druœbe so po stanju na dan 31.
decembra 2002 znaæala 46.293 milijonov
tolarjev in so bila za 7 odstotkov viæja kot
ob koncu leta 2001. Poveåanje je predvsem
posledica porasta odvisnih in neodvisnih naloœb
druœbe, ki so bile financirane z dobiåkom iz
delne prodaje deleœa v Banki Koper.
Druœba ISTRABENZ, d.d., ima v dolgoroånih
finanånih naloœbah vezanih veåino sredstev,
kar 66 odstotkov. Naloœbe v odvisne druœbe
ISTRABENZ, d.d., predstavljajo 73 odstotkov
vseh dolgoroånih naloœb in so se v letu 2002
poveåale za 19 odstotkov.
On 31 December 2002, the Company’s assets
totalled SIT 46,293 million, which was 7
percent higher than at the end of 2001. The
figures rose mostly because of direct or
indirect investments made by the Company,
financed by profits from the part sale of its
share in Banka Koper.
The largest portion of ISTRABENZ’s assets -
namely 66 percent - is employed in long-
term financial investments - 73 percent
of which are in subsidiaries within the
ISTRABENZ GROUP and inereased by 19
percen in 2002
Slika 14: Struktura sredstev druœbe ISTRABENZ, d.d.,Koper na dan 31.12.2002
Chart 14: Asset structure of ISTRABENZ Koper on 31December 2002
Slika 15: Struktura naloœb druœbe ISTRABENZ, d.d., vdruœbe SKUPINE ISTRABENZ
Chart 15: Structure of investments by ISTRABENZ in ISTRABENZ GROUP members
0%
10%
20%
30%
40%
50%
60%
0%
10%
20%
30%
40%
50%
60%
5533,,4466%% SREDSTVA V DRU@BE SKUPINEINVESTMENTS IN ISTRABENZ GROUP MEMBERS
3322,,0077%% SREDSTVA V DRUGA PODJETJAINVESTMENT IN OTHER COMPANIES
99,,2222%% NEOPREDMETENA IN OPREDMETENA OSNOVNA SREDSTVAINTANGIBLE AND TANGIBLE FIXED ASSETS
55,,2255%% OSTALO / OTHER INVESTMENT
5544,,2222%% OMV ISTRABENZ
1144,,6655%% INSTALACIJA
1100,,3300%% ISTRABENZ PLINI
22,,4411%% MARINA KOPER
00,,9988%% ACTUAL IT
1166,,3300%% HOTELI MORJE
11,,1144%% HOTELI PALACE
48
Holdinæka druœba ima tako naloœenih 48
odstotkov vseh sredstev odvisne druœbe, od tega:
> 33 odstotkov v naftno dejavnost (OMV
ISTRABENZ, d.d., in INSTALACIJA, d.o.o.),
> 10 odstotkov v turizem (HOTELI MORJE,
d.d., HOTELI PALACE, d.d., in MARINA
KOPER, d.o.o.) in
> 5 odstotkov v plinsko dejavnost
(ISTRABENZ PLINI, d.o.o.).
Dolgoroåne finanåne naloœbe po stanju na
dan 31.12.2002 znaæajo 30.908 milijonov
tolarjev in so se v letu 2002 poveåale za 8
odstotkov. Njihovo poveåanje je posledica:
> dveh dokapitalizacij - v OMV ISTRABENZ,
d.d., v znesku 2.006 milijonov
tolarjev in v HOTELE MORJE, d.d.,
v znesku 1.920 milijonov tolarjev,
> dobiåkov odvisnih druœb v znesku
797 milijonov tolarjev in
> postopnega poveåevanja deleœa v
turistiånih podjetjih na slovenski obali.
Neodpisana vrednost osnovnih sredstev na
dan 31. decembra 2002 znaæa 3.463 milijonov
tolarjev. Naloœbe v opredmetena osnovna
sredstva sestavljajo naloœbe v zemljiæåa,
v upravno stavbo, v poslovne prostore
na Ferrarski ulici v Kopru, na Dunajski
v Ljubljani in na Ogrlici v Kopru, v stanovanjski
objekt ter v poåitniæke zmogljivosti.
Med neopredmetenimi dolgoroånimi
sredstvi druœbe na zadnji dan leta 2002
je najpomembnejæi projekt izgradnje
informacijskega sistema SAP v neodpisani
vrednosti 804 milijonov tolarjev. Slednji
predstavlja vrednost vlaganj v informacijsko
tehnologijo SKUPINE ISTRABENZ.
A 48-percent portion of the Company’s total
assets is invested in subsidiaries, as follows:
> a 33-percent portion in the oil business
(OMV ISTRABENZ and INSTALACIJA);
> a 10-percent portion in the tourism sphere
(MORJE HOTELS, PALACE HOTELS and
MARINA KOPER); and
> a 5-percent portion in the gas business
(ISTRABENZ PLINI).
On 31 December 2002, long-term financial
investments amounted to SIT 30,908 million,
revealing an 8-percent increase in 2002.
This growth is due to the following:
> capital increases of SIT 2,006 million
in OMV ISTRABENZ and SIT 1,920
million in HOTELI MORJE;
> profits of subsidiaries amounting
to SIT 797 million; and
> a gradual increase in shares in tourist
companies on the Slovenian coast.
On 31 December 2002, the carrying value
of fixed assets amounted to SIT 3,463
million. Investments in tangible fixed assets
comprise investments in land, the
Company’s headquarters, business premises
on Ferrarska ulica in Koper, on Dunajska
cesta in Ljubljana, at the Ogrlica Centre
in Koper, along with residential premises
and holiday resorts.
The most important investment in
intangible fixed assets - as of the last day
of 2002 - was the SAP system project with
a carrying value of SIT 804 million.
The figure corresponds to the amount
of investments in information technology
within the ISTRABENZ GROUP.
49
7.1.5 Struktura virov sredstev
Neto poslovna sredstva so bila po stanju
na dan 31. decembra 2002 v 63 odstotkih
financirana z lastniækim kapitalom,
ki je znaæal 29.261 milijonov tolarjev in se je
v primerjavi s stanjem na dan 31. decembra
2001 poveåal za 10 odstotkov. Druœba
je v preteklem letu æe vedno financirala
sredstva z relativno visokim deleœem kapitala.
Ta struktura se bo v skladu z dolgoroånimi
projekcijami poslovanja postopoma
izboljæevala v prid veåanju deleœa tujih virov
sredstev, kar bo v povpreåju zniœalo
povpreåno ceno virov. To bo moœno doseåi
z veåanjem naloœb druœbe in njihovim
financiranjem z dolgoroånimi posojili.
7.1.6 Investicije in nalo`be
V okviru investicij v neopredmetena osnovna
sredstva je holdinæka druœba ISTRABENZ
nadaljevala z vlaganji v izvedbo
informacijskih modulov SAP. Tako vloœena
sredstva bo holdinæka druœba zaraåunala
druœbam v SKUPINI ISTRABENZ v obliki
delnega odplaåila vloœenih sredstev
v obdobju petih let.
Poveåanje opredmetenih osnovnih sredstev
je v letu 2002 posledica nakupa zemljiæå
v okviru kompleksa ISTRABENZ-ovih
hotelskih druœb v Portoroœu. Odloåitev
za navedeno investicijo je bila sprejeta zaradi
potreb po prostorski æiritvi turistiåne
dejavnosti na tem delu slovenske obale.
Med finanånimi naloœbami je treba omeniti
dve veåji naloœbi v osnovne dejavnosti
SKUPINE ISTRABENZ, in sicer
dokapitalizacijo naftne druœbe OMV
ISTRABENZ, d.d., in dokapitalizacijo hotelske
druœbe HOTELI MORJE.
7.1.5 Structure of sources of assets
As of 31 December 2002, a 63-percent
portion of net operating assets was financed
by equity, which amounted to SIT 29,261
million, showing a 10-percent increase
compared to 31 December 2001. During
the past year the Company continued
to finance its assets by employing a relatively
high portion of equity.
This structure is, however, about to gradually
change - in line with the Company’s long-term
operating forecasts - whereby the portion of
foreign asset sources will be increased to cut
the average cost of asset sources. All of this
will be possible by increasing the Company’s
investments financed by long-term loans.
7.1.6 Investments
Within the framework of investments
in intangible fixed assets, the ISTRABENZ
Holding Company continued to invest in the
ongoing implementation of SAP IT modules.
The funds invested will be charged by the
Holding Company to the subsidiaries in the
ISTRABENZ GROUP as a part repayment of
invested funds over a period of five years.
The increase in tangible fixed assets shown
in 2002 is the outcome of acquisition of land
for ISTRABENZ’s hotel complex in Portoroœ.
This investment was decided on because of
the need to expand tourist business in this
part of the Slovenian coast.
Two major investments in the
ISTRABENZ GROUP’s core activities
have to be mentioned among financial
investments: the capital increase in the
OMV ISTRABENZ oil company and the
capital increase in the hotel company
MORJE HOTELS.
50
Sredstva, ki jih je druœba OMV ISTRABENZ,
d.d., pridobila z dokapitalizacijo, so bila
namenjena æiritvi dejavnosti trœenja naftnih
derivatov v Bosni in Hercegovini. HOTELI
MORJE pa so sredstva dokapitalizacije usmerili
v nakup delnic druœbe HOTELI PALACE, d.d.
Poveåanju portfelja vrednostnih papirjev
in drugih kratkoroånih finanånih naloœb
je med drugimi botroval nakup delnic
Koroæke banke v Slovenj Gradcu, nekaterih
veåjih pooblaæåenih investicijskih druœb
in delnic nekaterih veåjih in uspeænih
gospodarskih druœb, ki kotirajo
na Ljubljanski borzi vrednostnih papirjev.
7.1.7 Dogodki po datumu izkaza stanja
Holdinæka druœba ISTRABENZ je kot edini
druœbenik v februarju 2003 podpisala akt
o ustanovitvi druœbe ISTRABENZ
NEPREMIÅNINE, d.o.o., Koper, z 200 milijoni
tolarjev ustanovnega kapitala. Prav tako je
dokapitalizirala druœbo STRELA-G, d.o.o., Nova
Gorica in s tem postala druœbenik z 90-odstotnim
deleœem lastniætva. Druœba ISTRABENZ
ENERGETSKI SISTEMI, d.o.o., bo imela v
izhodiæåu 21 milijonov osnovnega kapitala.
28. februarja 2003 je druœba HOTELI
PALACE, d.d., v sodelovanju z druœbama
ISTRABENZ, d.d., in HOTELI MORJE, d.d.,
oddala ponudbo za prenovo starega HOTELA
PALACE in srediæåa Portoroœa, ki predvideva
v nasljednjih letih vlaganja, ki presegajo 20
milijonov evrov.
NAPOVED ZA LETO 2003
Osrednji projekti, naårtovani za leto 2003, so:
> dogovor s strateækimi partnerji v odvisnih
druœbah in z njenimi upravami o naåinu
doseganja ciljev,
> dokonåna priprava in sprejetje Strateækega
poslovnega naårta druœbe in SKUPINE
Assets acquired by OMV ISTRABENZ thanks
to the capital increase were allocated to the
expansion of trade in petroleum products
in Bosnia and Herzegovina. MORJE HOTELS
used its increased capital to purchase shares
in PALACE HOTELS.
The securities portfolio and other short-term
financial investments increased due to the
acquisition of shares in Koroöka Banka from
Slovenj Gradec, of certain other authorised
investment companies and some larger,
successful companies listed on the Ljubljana
Stock Exchange.
7.1.7 Events after the balance-sheet date
In February 2003, the ISTRABENZ Holding
Company signed the act of incorporation of
ISTRABENZ NEPREMIÅNINE Koper,
investing SIT 200 million of initial capital
as the new company’s sole owner. The
Company also increased the capital
of STRELA-G Nova Gorica, thereby raising
its participation to 90 percent. At start-up,
ISTRABENZ ENERGETSKI SISTEMI will
have a share capital of SIT 21 million.
On 28 February 2003 PALACE HOTELS,
in co-operation with ISTRABENZ Holding
Company and MORJE HOTELS, made
a offer for the reconstruction of the old
PALACE HOTEL in the centre of Portoroœ,
foreseeing more than EUR 20 million of
investments in the following year.
2003 FORECAST
The following main projects have been
pinpointed for 2003:
> agreement with strategic partners in subsidia-
ries and with respective managements about
the measures aimed at achieving goals;
> finalisation and adoption by the
Supervisory Board of the Strategic
51
ISTRABENZ v nadzornem svetu druœbe
do konca prvega polletja,
> izvedba zagonskih aktivnosti in izpeljava
prvih projektov v okviru novih druœb
in dejavnosti SKUPINE ISTRABENZ, kot
sta ISTRABENZ NEPREMIÅNINE, d.o.o.,
in ISTRABENZ ENERGETSKI
SISTEMI, d.o.o.,
> priprava in implementacija novih
organizacijskih reæitev za izvajanje
turistiåne dejavnosti v SKUPINI
ISTRABENZ, ki predvidevajo izkoriæåanje
sinergijskih moœnosti pri uresniåevanju
posameznih osnovnih funkcij
(trœenje, administrativne funkcije,
komunikacije),
> zaåetek projekta obnove starega
Hotela Palace,
> nadaljevanje prizadevanj za naåelen
in dosleden proces trajnostnega razvoja
v vseh druœbah SKUPINE ISTRABENZ -
prvo poroåilo o trajnostnem razvoju
je sestavni del letnega poroåila,
> analiza in realizacija potencialnih
naloœbenih moœnosti na podroåju
energetike, turizma in drugih nepovezanih
srednjeroånih in kratkoroånih naloœb,
> izpeljava potrebnih operativnih aktivnosti
za doseganje zastavljenih dolgoroånih
ciljev, zastavljenih v okviru Smernic
strateækega razvoja, ki so kot posebna
publikacija del Letnega poroåila druœbe
za leto 2002 in izpostavljajo naslednje
korporacijske strateæke cilje:
> dosegati najmanj 10-odstotno povpreåno
donosnost lastniækega kapitala,
> uresniåiti do 10-odstotno povpreåno letno
rast premoœenja holdinæke druœbe do leta
2007 in poveåati vrednost celotnih
sredstev do viæine 65 milijard tolarjev,
> doseåi pozitivno rast ekonomskega
dobiåka v naslednjem petletnem obdobju
tako, da bo ta v letu 2007 za najmanj
2 odstotni toåki presegel tehtano
povpreåno ceno virov sredstev (WACC),> poveåevati vrednost dolgoroånih finanånih
Development Guidelines of both the
Company and the ISTRABENZ GROUP
by the end of the first semester;
> completion of start-up operations
and performance of first projects
in new activities and companies of
the ISTRABENZ GROUP, as ISTRABENZ
NEPREMIÅNINE and ISTRABENZ
ENERGETSKI SISTEMI;
> preparation and implementation of new
organisational solutions for the tourism
division of the ISTRABENZ GROUP
to exploit possible synergies in performing
individual business operations such
as marketing, administration and
communication;
> beginning of reconstruction work on
the old Palace Hotel;
> continuing our commitment to introducing
thorough and systematic sustainable-
development procedures in all members
of the ISTRABENZ GROUP - the first
report on sustainable development is
a constituent part of this Annual Report;
> analysis and execution of potential
investment opportunities in the tourism
and energy industries, as well as other
medium- and long-term investments; and
> completion of the operations needed to
meet the long-term goals as laid down in
the Strategic Development Guidelines
- a separate publication and part of the
Company’s 2002 Annual Report - stressing
these corporate strategic goals:
> to achieve an average return on equity of
at least 10 percent;
> to attain 10-percent average annual growth
of the Holding Company’s property and,
by 2007, to increase the total value
of assets to SIT 65,000 million;
> to achieve growing economic profits over
the following five-year period and exceed
the weighted-average cost of capital
by at least two percentage points by 2007;> to keep increasing long-term investments
at an average annual rate of 10 percent;
52
naloœb s povpreåno letno stopnjo 10odstotkov,
> dosegati stabilno rast dividend za 10odstotkov letno, njihova viæina pa bo ob tem znaæala najveå do 25 odstotkovustvarjenega åistega dobiåka tekoåega leta,
> racionalizirati stroæke poslovanja tako, da bodo le-ti zaostajali najmanj 10 odstotkov za dinamiko rasti vseh vrstprihodkov delniæke druœbe,
> uåinkovito obvladovati tveganja in zagotavljatistabilno rast trœne vrednosti holdinæke druœbe.
Uresniåevanje razvojnih ciljev in na novoopredeljenega poslanstva ter vizije bopotekalo z izvajanjem izbranih strategij,katerih implementacija je zaveza za delo v letu 2003.
S poslovnim naårtom za leto 2003 je v holdinæki druœbi ISTRABENZ predvidendobiåek v viæini 2.150 milijonov tolarjev ob 4.600 milijonih tolarjev prihodkov.
7.1.8 Upravljanje s tveganji
FINAN^NA TVEGANJA
Specifiånost poslovanja druœbe ISTRABENZ,d.d, se odraœa tudi v izpostavljenostifinanånim tveganjem, ki so predvsemnaslednja:
> Kreditno tveganje oziroma tveganjeneplaåila poslovnih terjatev. Terjatev iz naslova obresti ali glavnic posojil v naæidruœbi ni veliko, saj je veåina kupcevoziroma posojilojemalcev povezanih oseb,katerih poslovanje zelo dobro poznamo,zato bi morebitne likvidnostne teœavezaznali pravoåasno. Druœba je po stanju na dan 31.12.2002 neto dolœnik.
> Tveganje obrestne mere je zaradi obsegaposojilne druœbene dejavnosti sicerprisotno, vendar druœba pri najemuposojil zaradi dobre bonitete dobivaugodne posojilne pogoje, prav tako dobivaugodne pogoje na aktivni strani. Veåinaprejetih posojil v tuji valuti je vezanih naEURIBOR, v tolarjih pa je dogovorjena
> to achieve constant annual 10-percentgrowth of dividends, without allowingtheir amount to exceed 25 percent of netprofits generated in the current year;
> to rationalise operating costs and keep themat least 10 percent lower than the increasingoverall revenues of the Company; and
> to effectively manage risks and ensurestable growth in the Holding Company’smarket value.
The development goals and newly set out mission and vision will be achieved through selected strategic operations, to which the entire Company will be committed in 2003.
The 2003 business plan of the ISTRABENZHolding Company envisages profits in theamount of SIT 2,150 million from a total of SIT 4,600 million in revenues.
7.1.8 Risk management
FINANCIAL RISKS
The specific nature of the ISTRABENZ’soperations shows in its exposure to thefollowing financial risks:
> The Company is not exposed to many credit risks, i.e. risks represented byuncollected operating receivables, interestor loan-capital receivables, since most of the customers or borrowers areassociated companies. The Companyknows their performance well and wouldnotice any solvency problems in time. On 31 December 2002, the Company was a net debtor.
> There is a certain amount of interest-raterisk due to the extent of the Company’s loanactivities, although thanks to its good loanhistory the Company is able to obtain loanson good lending terms. The same favourableterms are achieved in granting loans. Most of the foreign-exchange loans contracted aretied to the EURIBOR, while the agreednominal interest rate is expressed in tolars.With only one exception, all loans are
53
nominalna obrestna mera. Posojila so, z enoizjemo, sklenjena s fiksno obrestno mero.Druœba je v letu 2002 dosegla iz naslovaprejetih in danih obresti preseœek v znesku159 milijonov tolarjev.
> Tudi naæa druœba je izpostavljena valutnemutveganju ali tveganju izgub zaradi neugodnespremembe teåaja. Glede na to, da ima v tujivaluti odprto valutno pozicijo ali preseœekobveznosti nad terjatvami, je druœbaizpostavljena tveganju nenadne rastideviznega teåaja. Ker je rast teåaja EUR vzadnjih letih niœja od inflacije v Sloveniji, je iztega naslova deleœna ugodnih uåinkov.Preseœek negativnih teåajnih razlik nadpozitivnimi znaæa v letu 2002 392 milijonov tolarjev.
> Izpostavljenost inflacijskemu tveganju za naæo druœbo pomeni, da se po poviæanjuinflacije zmanjæa realna vrednost sredstev,naloœb in posojil pri sredstvih, med virisredstev pa se bo realno zmanjæala vrednostkapitala druœbe obveznosti. Ker ima veåinotolarskih posojil, vezanih na rast TOM-a,obstaja tveganje nenadzorovane rastiobveznosti. To tveganje pa je minimalno, saj ima druœba veåino obveznosti, vezanih natujo valuto.
> Trœno tveganje pri vrednostnih papirjih je padec cen vrednostnih papirjev, pri åemerima druœba veåino sredstev naloœenih vvrednostnih papirjih, ovrednotenih po povpreåni nabavni ceni, ki je precej niœja od trœnih cen na dan31.12.2002.
> Likvidnostno tveganje ali tveganjenezmoœnosti poravnavanja tekoåih obveznostidruœba upravlja z usklajevanjem roånostiterjatev in obveznosti s spremljanjem denarnih tokov. Druœba svoje obveznosti redno poravnava,zato nima likvidnostnih teœav.
Uprava druœbe ISTRABENZ, d.d., ocenjuje, da so vse pojavne oblike finanånega tveganja prisotne, vendar je zaradi druœbenih dejavnosti na finanånem in denarnem trgu ter strukture njenih
contracted with a fixed interest rate. In 2002,the Company generated a surplus of SIT 159million from loans contracted and granted.
> Our Company is logically exposed toexchange risks or risks due to unfavourablechanges in exchange rates. Considering theCompany’s open foreign-exchange item, i.e.a surplus of liabilities over receivables, arisk is represented by a potential suddenexchange-rate increase. The Companyhowever enjoys the advantageous effects ofthe euro exchange rate growing at a slowerpace than the Slovenian inflation rate. The difference between exchange-rate deficit and surplus amounted to SIT 218 million in 2002.
> The Company’s exposure to inflation-relatedrisks is reflected as a danger that highinflation might reduce the real value ofassets, investments and loans on the assetsside, and decrease the real value of equityand liabilities on the liabilities side. Sincemost loans are tied to an increase in the baseinterest rate, liabilities might growuncontrollably. This risk, however, is almostirrelevant since most of the Company’sliabilities are tied to a foreign currency.
> Risks involving the securities market areconnected to a potential fall in prices ofsecurities and it has to be said that securitiespurchased by the Company are valued attheir average purchase price, considerablylower than their market prices on 31December 2002.
> The Company manages its liquidity orinsolvency risks by synchronising thematurity dates of receivables and liabilitiesand monitoring cash flows. The Companyregularly settles its liabilities and has no liquidity problems.
ISTRABENZ’s Management Board finds that all types of financial risks may be present, although the Company’sexposure remains low thanks to its activitiesin the financial and money markets and the
54
virov in sredstev izpostavljenost tveganjemnizka. Upravljanje s tveganji pomenizmanjæevati tveganja na najniœjo moœno raven.
7.2 ENERGETIKA
7.2.1 Trgovina z naftnimi derivati v SKUPINI ISTRABENZ
Trgovina z naftnimi derivati je organizirana v
SKUPINI OMV ISTRABENZ, ki jo sestavljajo:
> krovna druœba OMV ISTRABENZ, d.d.,
holdinæka druœba in njene odvisne druœbe:
> OMV ISTRABENZ, d.o.o., Koper v
Sloveniji,
> OMV ISTRABENZ, d.o.o., Zagreb
na Hrvaækem,
> OMV Italia, s.r.l. , Bolzano- Verona
v Italiji ter
> OMV ISTRABENZ BiH, d.o.o., Mostar in
> INTEROIL, d.o.o., Srebrenik v BiH.
Lastnika holdinæke druœbe sta z
enakovrednima deleœema holdinæka druœba
ISTRABENZ, d.d., in OMV AG Dunaj.
Holdin{ka dru`ba OMV ISTRABENZ, d.d.SSeeddeeœœ: Ferrarska ulica 7, Koper, Slovenija
OOssnnoovvnnaa ddeejjaavvnnoosstt: trgovina z naftnimi derivati
VVooddssttvvoo: Gojko Koprivec, predsednik uprave,
in Wolfgang Kraus, namestnik predsednika
uprave
UUddeelleeœœbbaa vv kkaappiittaalluu: 50 odstotkov
KKaappiittaall ddrruuœœbbee: 27.963.765 tisoå tolarjev
ÅÅiissttii ppoosslloovvnnii iizziidd oobbrraaååuunnsskkeeggaa oobbddoobbjjaa:
- 2.622.166 tisoå tolarjev
RROOEE -- ååiissttaa ddoobbiiååkkoonnoossnnoosstt kkaappiittaallaa:
- 9,18 odstotka
SSttooppnnjjaa llaassttnniiæækkoossttii ffiinnaanncciirraannjjaa:
77,02 odstotka
SSttooppnnjjaa ddoollggoorrooåånnoossttii ffiinnaanncciirraannjjaa -- ddoollggoovvii:
86,13 odstotka
KKrraattkkoorrooåånnii kkooeeffiicciieenntt: 0,67
DDooddaannaa vvrreeddnnoosstt nnaa zzaappoosslleenneeggaa vv SSKKUUPPIINNII
OOMMVV IISSTTRRAABBEENNZZ: 17.434 tisoå tolarjev
structure of its assets and liabilities. The goalof risk management is to reduce risk to the minimum.
7.2 ENERGY
7.2.1 Trade in petroleum products in the ISTRABENZ GROUP
The trade in petroleum products is organised
in the OMV ISTRABENZ GROUP composed of:
> the holding company OMV ISTRABENZ
and its subsidiaries:
> OMV ISTRABENZ Koper in
Slovenia;
> OMV ISTRABENZ Zagreb in Croatia;
> OMV Italia Bolzano-Verona in
Italy; and
> OMV ISTRABENZ BiH Mostar and
> INTEROIL Srebrenik in Bosnia and
Herzegovina.
ISTRABENZ and OMV AG Vienna own equal
participating interests in the holding
company.
OMV ISTRABENZHolding CompanyRReeggiisstteerreedd ooffffiiccee: Ferrarska ulica 7, Koper,
Slovenia
MMaaiinn aaccttiivviittyy: trade in petroleum products
MMaannaaggeemmeenntt: Gojko Koprivec, President of
the Management Board, and Wolfgang Kraus,
Vice President of the Management Board
Participating interest: 50 percent
SShhaarree ccaappiittaall: SIT 27,963,765,000
NNeett pprrooffiitt oorr lloossss iinn tthhee aaccccoouunnttiinngg ppeerriioodd:
SIT - 2,622,166,000
RReettuurrnn oonn eeqquuiittyy ((RROOEE)):
9.18 percent
EEqquuiittyy ffiinnaanncciinngg rraattee: 77.02 percent
LLoonngg--tteerrmm ffiinnaanncciinngg rraattee -- lliiaabbiilliittiieess:
86.13 percent
CCuurrrreenntt rraattiioo: 0.67
AAddddeedd vvaalluuee ppeerr eemmppllooyyeeee iinn tthhee OOMMVV
IISSTTRRAABBEENNZZ GGRROOUUPP: SIT 17,434,000
55
7.2.1.1 Pogoji poslovanja po trgih
Cene nafte brent so bile v letu 2002
v znamenju naraæåajoåih trendov, predvsem
zaradi postopnega padanja zalog in iraæke
krize. Padcu cen nafte v novembru je sledila
zaostritev odnosov z Irakom in veåmeseåna
stavka v Venezueli, kar je zniœalo zaloge
in zviæalo cene. Cene nafte brent so se gibale
v razponu 50 odstotkov, od 17 do 30
dolarjev za sodåek, zato je bila cena nafte
izredno nihajoåa.
Vrednost ameriækega dolarja je zaznamoval
padajoåi trend, razlogi pa so bili zniœevanje
gospodarske rasti in obresti v ZDA. Teåaj
evra je v letu 2002 odstopal do 20 odstotkov,
kar je za valutne trge zelo veliko. Nihanje
dolarja je bilo veliko niœje od naftnih cen,
vendar je kljub temu pomemben dejavnik
oblikovanja konånih cen nafte.
Maloprodajne cene na OMV ISTRABENZ-
ovih trgih so se tudi letos zelo razlikovale,
kar je treba pripisati razliånim davånim
stopnjam in marœam. Najviæje marœe so bile
doseœene v EU v Italiji, najniœje
pa na Hrvaækem.
Slika 16: Primerjava maloprodajnih cen po trgih(Slovenija, Hrvaæka, Bosna in Hercegovina, Italija) zadizelsko gorivo v letu 2002
Chart 16: Comparison of retail prices of diesel fuel byindividual markets (Slovenia, Croatia, Italy, Bosnia andHerzegovina) in 2002
7.2.1.1 Operating conditions by individual market
Due to the Iraqi crisis and gradual decrease
in oil stocks, the price of brent oil was rising
throughout 2002. After a price fall
in November, oil stocks were reduced and
prices went up due to rising tensions with
Iraq and the consequences of months
of strikes in Venezuela. The prices of brent
oil were swinging by nearly 50 percent, from
USD 17 to USD 30 per barrel, creating
fluctuations in the market.
Because of the recession and reduced interest
rates in the USA, the US dollar was also
characterised by a falling trend. In 2002, the
price of the euro was oscillating by up to 20
percent, a considerable figure in money
markets. Although the dollar did not swing
as much as oil prices, it is still an important
factor in setting oil retail prices.
In OMV ISTRABENZ’s markets, retail prices
were differing considerably due to dissimilar
tax rates and margins. The highest margins
were attained in the EU (Italy), the lowest
in Croatia.
270
260
250
240
230
220
210
200
190
180
170
160
150
140jan. 02 feb. 02 mar. 02 apr. 02 maj. 02 jun. 02 jul. 02 avg. 02 sep. 02 okt. 02 nov. 02 dec. 02
borzna cena usd$/mtstoch Exchange price us$/mtcena dizel slo/l price dizel slo/lcena dizel cro sit/lprice dizel cro/lcena dizel bih sit/lprice dizel bih/lcena dizel ita sit/lprice dizel ita/l
56
Za leto 2002 sta bila tako znaåilna stalna rast
cen nafte in naftnih derivatov ter nadaljevanje
modelskega oblikovanja prodajnih cen in marœ
v Sloveniji in na Hrvaækem. Gibanju cen
na borzah je bilo najbliœje oblikovanje cen
v Sloveniji, medtem ko so bili ostali modeli
manj prilagojeni cenam nafte.
V primerjavi s preteklimi leti smo z aktivnim
upravljanjem s cenami naftnih produktov,
zalogami in valutnimi tveganji izboljæali marœe,
ki pa æe naprej zaostajajo za marœami v EU.
NNaa sslloovveennsskkeemm ttrrgguu je tudi v letu 2002
poraba naftnih derivatov upadala zaradi
milejæih zim, uvajanja nadomestnih
energentov, sodobnejæih tehnologij
in manjæe kupne moåi. Zaradi zviæanja
relativnih maloprodajnih cen naftnih
derivatov, ki so posledica njihovega
pribliœevanja cenam v Evropski uniji, se je v
Sloveniji prodaja naftnih derivatov zniœala za
3 odstotke. Pred leti intenzivna prodaja
kupcem sosednjih drœav je zaradi cenovnih
razmerij skoraj zamrla, prodaja kurilnega olja
je bila za desetino manjæa. Padajoåe trende
je delno nevtralizirala veåja prodaja
dizelskega goriva tranzitnim kupcem
v mednarodnem cestnem tovornem prometu.
Tudi v prodaji novih vozil se je poveåal
deleœ avtomobilov z dizelskim gorivom.
Ætevilo ponudnikov na trgu je ostalo enako.
Manjæi ponudniki v veleprodaji so strukturno
okrepili svoj poloœaj, saj so koliåinsko
prodajo zadrœali na isti ravni. Njihova
prednost so nizka vlaganja v infrastrukturo
in cenovno konkurenåni nabavni viri.
V letu 2002 je na podroåju uravnavanja
prodajnih cen naftnih derivatov veljal le model
za doloåanje prodajnih cen motornih bencinov.
Za ostale naftne derivate so se cene oblikovale
prosto. Doseœene marœe so bile zato viæje kot
leto prej. Poveåalo se je ætevilo hipermarketov
s podaljæanim obratovalnim åasom, kar je
zmanjæalo nakupe v trgovini z blagom za æiroko
potroænjo in povzroåilo pritisk na niœanje marœ.
2002 was characterised by constantly rising
petroleum and petroleum product prices and
the persistence of a model setting prices and
margins in Slovenia and Croatia. The Slove-
nian pricing model was the closest to changes
in stock-exchange prices, while other models
were less adapted to changes in oil prices.
In comparison with previous years, the
Company was able to improve margins by
actively managing oil-products prices, stocks
and currency-exchange risks. The margins
however continued to lag behind EU margins.
In 2002, the consumption of petroleum
products iinn SSlloovveenniiaa continued to fall due
to milder winters, alternative energy sources,
advanced technologies and lower purchasing
power. Retail prices of petroleum products
in Slovenia were adapted to prices in the
European Union. This led to an increase in
relative retail prices and a three-percent fall
in sales. The once extensive sales to
customers from neighbouring countries
almost died away due to price matching.
Sales of fuel oil also went down by almost
one-tenth. Falling trends were compensated
in part by better sales of diesel fuel to
transiting customers in international road
transport. The portion of diesel cars in the
total numbers of cars sold also rose. The
number of suppliers in the market remained
the same. Smaller wholesale suppliers
strengthened their standing, as shown
by the same sale volumes. Their advantages
are lower investments in infrastructure
and price-competitive procurement sources.
In 2002, the pricing model for gasolin was
the only existing retail-price regulation.
The prices for other petroleum products
could be set freely. The margins achieved
were hence higher than the year before.
The number of hypermarkets with extended
opening hours also increased, causing a
reduction of sales in retail products and
forcing the company to reduce margins.
57
HHrrvvaaæækkii mmooddeell oblikovanja cen in marœ se je tudi v letu 2002 izkazal za zelonepredvidljivega. Razmere v prvi polovicileta so bile boljæe kot leto poprej, vendar so se pogoji zaradi nadaljevanja rasti cen œe v poletnih mesecih izrazito poslabæali, saj jim maloprodajne cene niso sledile.Marœe so se slabæale in bile do konca letapod naårtovanimi. Z aktivno politikoupravljanja s tveganji in politiko skupnenabave smo dosegli modelsko omogoåenemarœe, ki pa so bile kljub temu niœje kot v Sloveniji ali EU. Poslovne pogoje na trgunaftnih derivatov so ob tem zaznamovalimonopolni poloœaj drœavnega podjetja, prevelikvpliv politike na gospodarstvo, nelojalnakonkurenca in teœave s kakovostjo goriva.
TTrrgg BBiiHH je razdrobljen (dve entitetiFederacija BiH in Republika Srbska, ter distrikt Bråko) in nestanoviten, znajmanj 80 uvozniki in okrog 500delujoåimi bencinskimi servisi. Na njemvladajo razliåni uvozni, davåni in cenovnipristopi. Oblikovanje in nadzor cen sta brezomejitev. Skoraj 80 odstotkov trgaobvladujeta INA in Energopetrol. Edina tujaponudnika v maloprodaji sta OMVISTRABENZ in ljubljanski Petrol. Spriåakovano uvedbo enotnega carinskegasistema in davka na dodano vrednost terostrejæih meril za uvoz in distribucijonaftnih izdelkov naj bi se trœni pogojinormalizirali in poenotili, zato jepriåakovati vstop veåjih mednarodnihponudnikov.
NNaa iittaalliijjaannsskkeemm ttrrgguu, edinem, na kateremdeluje Skupina OMV ISTRABENZ v EU, je minulo leto potekalo v prerazporejanjutrœnih deleœev. Zahteve EU namreånarekujejo do leta 2005 uskladitev trœnihdeleœev do zgornje meje 30 odstotkov.Skupina ENI je razdelila svojo mreœobencinskih servisov na Agip in IP, podkaterim je bilo ob koncu leta zbranih okrog3.000 bencinskih servisov s trœnim deleœemokoli 8 odstotkov. Agip pa je tudi uradnopotrdil, da bo do konca leta 2005 zmanjæalsvoj trœni deleœ z 39 na 30 odstotkov.
TThhee CCrrooaattiiaann price and margin model proved to be very unpredictable in 2002 as well. The
circumstances in the first half of the year werebetter than the year before. However up untilsummer purchase prices of petroleum productscontinued to rise, while retail prices did notfollow at the same pace. Margins worsened andfell below plans by the end of the year. Anactive risk-management policy and jointpurchasing allowed the company to reachmargins within the limits of the pricing model,although still below the margins applied inSlovenia or the EU. Conditions in the petroleum-products market were also characterised by themonopolistic position of the state-ownedcorporation, the excessive influence of politicson the economy, unfair competition and fuelquality problems.
TThhee mmaarrkkeett iinn BBoossnniiaa aanndd HHeerrzzeeggoovviinnaa is split(among the Federation, the Republika Srpskaand the Bråko District) and volatile, since thereare over 80 importers and around 500 operatingfilling stations. There are many differentimporting, fiscal and pricing policies. Pricecontrol and setting are liberalised. An almost80-percent share of the market is controlled byINA and Energopetrol. OMV ISTRABENZ andPetrol Ljubljana are the only foreign suppliersin the retail market. The approachingintroduction of a unified customs system,value-added tax and stricter rules for importingand distributing petroleum products shouldnormalise and unify the market conditionshere; consequently, major internationalsuppliers are expected to enter the market.
IInn IIttaallyy, in the only EU market where theOMV ISTRABENZ Group is operating, thebusiness year was characterised by changesin market shares. Namely, pursuant to EUrequirements market shares of individualcompanies will have to be limited to 30percent by 2005. The ENI Group split itsfilling-station network between Agip and IP,the latter operating around 3,000 fillingstations with a market share of 8 percent atthe end of the year. Agip also officiallyconfirmed it will reduce its market sharefrom 39 to 30 percent by the end of 2005.
S hitrim osvajanjem novih
znanj, ve{~in in tehnologij
nadgrajujemo storitve
in izdelke v celovite
in u~inkovite re{itve.
By rapidly acquiring new skills,
knowledge and technology, we are
upgrading our services and products,
turning them into comprehensive
and effective solutions.
Nenehno si prizadevamo
za izbolj{evanje kakovosti in
produktivnosti v vseh
procesih, ki jih izvajamo.
Pri tem vselej postavljamo
v ospredje varnost.
We are constantly
striving to increase
quality and productivity
in all of our processes.
In all of this, security
is paramount.
60
7.2.1.2 Osrednji projekti
V letu 2002 smo velik del svojih dejavnostiusmerili v æirjenje poslovnih aktivnosti na trgu Bosne in Hercegovine in nakupveåinskega deleœa v naftni druœbiINTEROIL. V decembru 2002 smo z bosansko-hercegovskim partnerjempodpisali Pogodbo o nakupu in prodajideleœa in postali veåinski lastnik druœbeINTEROIL; tako smo iz veleprodajnedejavnosti preæli tudi na maloprodajno.V drugi polovici poslovnega leta je holdinæka druœba intenzivno razvijalaposlovni koncept, po katerem naj bi zaåelaposlovati v svojem imenu in za svoj raåun.
7.2.1.3 Dose`eni rezultati
Poslovni rezultat holdinæke druœbe OMVISTRABENZ, d.d., je posledica uåinkanaloœb, ki jih ima v svojih odvisnih druœbah,na ætirih naftnih trgih. Koliåinska prodajanaftnih derivatov je bila 879.000 ton, s åimerje na ravni prejænjega leta, a je bila manjæa od naårtovane. Prihodki iz prodaje so dosegli140 milijard tolarjev.
Druœba OMV ISTRABENZ, d.o.o, Koper na slovenskem trgu in italijanska druœbaOMV ISTRABENZ S.r.l. Verona-Bolzano stav letu 2002 dosegli dobre poslovne rezultate.
Druœba OMV ISTRABENZ Zagreb, d.o.o., in mostarska druœba OMV ISTRABENZ BiHsta poslovali negativno. To pa je odloåilnovplivalo na rezultat holdinæke druœbe inpripeljalo do izgube iz poslovanja v viæini11,2 milijona evrov, pri åemer preteœni delizvira iz poslovanja hrvaæke druœbe. Vzrokiza doseœene rezultate so pojasnjeni v nadaljevanju pri vsaki izmed druœb. Holdinæka druœba OMV ISTRABENZ, d.d.,je na podlagi skrbnega pregleda v hrvaækidruœbi in analize poslovanja bosanskedruœbe œe ukrepala, da bi odpravilanepravilnosti in izboljæala poslovanje. V obeh druœbah so bili izvedeni
7.2.1.2 Main projects
In 2002, we directed many activities toexpanding business activities in the marketof Bosnia and Herzegovina and acquiring amajority share in the INTEROIL petroleumcompany. In December 2002, we signed aShare Purchase Agreement with our partnerin Bosnia and Herzegovina, we became themajority owners of INTEROIL and we shiftedfrom wholesale also to retail activities.In the second half of the business year, theHolding Company continued to intenselydevelop a new business concept that wouldallow the Company to start operating in itsown name and on its own behalf.
7.2.1.3 Results achieved
The operating results of the OMVISTRABENZ Holding Company come as aconsequence of investment in subsidiariesoperating in four oil markets. The volumes ofpetroleum products sold reached 879,000tonnes, equalling last year’s figures, butmissing the plan. Net sales revenues totalledSIT 140,000 million.
In 2002, two companies achieved goodoperating results: OMV ISTRABENZ Koper -in the Slovenian market - and OMVISTRABENZ Verona-Bolzano in Italy.
OMV ISTRABENZ Zagreb and OMVISTRABENZ BiH Mostar had negative resultsthat substantially affected the results of theHolding Company, generating an operating lossin the amount of 11.2 million euros, a largerportion of which stems from the operations inCroatia. The reasons for these results areexplained in detail under each companyseparately. Based on the findings of a duediligence report on the Croatian company and aperformance analysis of the company in Bosniaand Herzegovina, the OMV ISTRABENZHolding has already introduced measures tocorrect irregularities and improve performance.There have been organisational changes in both
61
organizacijski posegi, v hrvaæki druœbi pa tudi obseœno kadrovskoprestrukturiranje menedœmenta.
Rast mreœe bencinskih servisov na ciljnihtrgih je razvidna iz slike æt. 17.
Slika 17: Ætevilo bencinskih servisov na ciljnih trgih Chart 17: Number of filling stations in target markets
companies and a thorough managementrestructuring has been undertaken in theCroatian company.
The expansion of filling-station networks intarget markets is shown in the chart below:
0
50
100
150
200
250
Slovenija SkupajItalijaBihHrvatska
9110196
223025
09
0
210
185
168
5564 70
Slovenia TotalItalyBihCroatia
22000000
22000011
22000022
7.2.1.4 Strate{ke usmeritve in cilji
Holdinæka druœba OMV ISTRABENZ, d.d.,Koper je v letu 2002 sprejela razvojnostrategijo z dolgoroånim naårtom holdinækedruœbe OMV ISTRABENZ, d.d., za obdobjedo 2007. Œe v letu 2002 je zaåela priprave za uåinkovitejæi razvoj poslovnihaktivnosti in krepitev posamiånih funkcijholdinga:
> skupne oskrbe z naftnimi derivati vsehhåerinskih druœb,
> vodenja skupne finanåne politike in strateækega financiranja, vkljuåno z upravljanjem s tveganji na ravniholdinga in celotne naftne skupine,
> usklajevanja aktivnosti v maloprodaji in veleprodaji,
> koordiniranja in podpiranja celostnegarazvoja informacijske tehnologije,
7.2.1.4 Strategic guidelines and goals
In 2002, the OMV ISTRABENZ Holdingadopted a development strategy and a long-term plan for the OMV ISTRABENZ Holdinguntil 2007. In 2002, the company alreadystarted preparing for the more effectivedevelopment of business activities andstrengthening of individual holding-companyfunctions:
> joint purchasing of petroleum products for all subsidiaries;
> management of financial policy andstrategic financing, including themanagement of risks at the holding andgroup levels;
> synchronising of wholesale and retailactivities;
> co-ordination and support of the overalldevelopment of information technology;
62
> koordiniranja upravljanja s åloveækimi viriter enotno izvajanje sploænih in pravnihzadev, zlasti na podroåju gospodarskegaprava,
> vzpostavitve komunikacijskih kanalov med
holdingom in håerinskimi druœbami
za uåinkovitejæi pretok informacij
in izboljæanje poslovnih rezultatov
holdinæke druœbe OMV ISTRABENZ, d.d.,
in njenih håerinskih druœb.
Med osrednjimi strateækimi cilji holdinæke
druœbe OMV ISTRABENZ so:
> kkrreeppiitteevv iinn ææiirriitteevv mmaalloopprrooddaajjnnee mmrreeœœee nnaa
vvsseehh ttrrggiihh
V Sloveniji nameravamo do leta 2007
poveåati ætevilo bencinskih servisov
z obstojeåih 101 na 135, v Italiji s 70 na 120,
na Hrvaækem s 30 na 84 ter v Bosni
in Hercegovini od 9, letos pridobljenih, na 57.
> oohhrraanniitteevv ååvvrrssttee ffiinnaannåånnee ffuunnkkcciijjee hhoollddiinnggaa
Finanåna åvrstost je predpogoj za izvajanje
strateækega financiranja in upravljanja
s tveganji v celotni skupini OMV
ISTRABENZ.
> ooppttiimmiizzaacciijjaa llooggiissttiikkee iinn ttrraannssppoorrttaa
Holdinæka druœba OMV ISTRABENZ
je œe prevzela vodilno in koordinacijsko
vlogo pri vpeljavi predlaganih reæitev
za racionalizacijo stroækov transporta
in logistike v celotni skupini.
> uuååiinnkkoovviittaa iinnffoorrmmaacciijjsskkaa ppooddppoorraa
Njen razvoj v celoti podpiramo, v sklopu
projekta SAP pa posveåamo veliko pozornost
uvedbi “nabavnega modula”.
> uuvvaajjaannjjee SSAAPP mmoodduullaa zzaa bbeenncciinnsskkee sseerrvviissee
iinn ttrrggoovvsskkoo ddeejjaavvnnoosstt..
NNaaåårrttii
V letu 2003 nameravamo æe okrepiti naæo
prisotnost in poslovanje na trœiæåih Hrvaæke
ter Bosne in Hercegovine. Naårtujemo razvoj
maloprodajne mreœe in veleprodajnih
aktivnosti. S strateæko nabavnega vidika
œelimo poenotiti nabavne vire vseh druœb
in s tem omogoåiti ugodne nabavne cene.
Slovenija bo v letu 2004 vstopila v EU, kjer
> joint management of human resources;
centralisation of general and legal matters
with a particular reference to corporate law;
and
> establishment of communication channels
between the Holding and the subsidiaries
in order to create a more effective flow
of information and achieve better operating
results in the OMV ISTRABENZ Holding
and the subsidiaries.
The main strategic goals of the OMV
ISTRABENZ Holding include:
> TToo ssttrreennggtthheenn aanndd eexxppaanndd tthhee rreettaaiill
nneettwwoorrkkss iinn aallll mmaarrkkeettss
By 2007, we intend to increase the number of
filling stations from the existing 101 to 135
in Slovenia; from 70 to 120 in Italy; from 30
to 84 in Croatia and from the 9 acquired in
this year in Bosnia and Herzegovina to 57.
> TToo mmaaiinnttaaiinn tthhee ssttrroonngg ffiinnaanncciiaall ffuunnccttiioonn
ooff tthhee HHoollddiinngg
A strong financial function is a precondition
for strategic financing and risk management
within the entire OMV ISTRABENZ Group.
> TToo ooppttiimmiissee llooggiissttiiccss aanndd ttrraannssppoorrtt
The OMV ISTRABENZ Holding has already
assumed a leading, co-ordinating function
in introducing the proposed solutions aimed
at rationalising transport and logistics costs
within the group.
> TToo eennssuurree eeffffeeccttiivvee IITT ssuuppppoorrtt
We strongly support the development of
an IT system as a whole, especially to the
purchasing module of the SAP project.
> TToo iinnttrroodduuccee tthhee SSAAPP mmoodduullee ffoorr ffiilllliinngg
ssttaattiioonnss aanndd rreettaaiill ssttoorreess..
PPllaannss
In 2003, we intend to strengthen our
presence and operations in the markets
of Croatia and Bosnia and Herzegovina.
We plan to expand both retail networks and
wholesale activities. From the strategic point
of view of purchasing, we would like
to unify the supply sources of all companies
and attain better procurement prices.
63
vladajo konkurenåno zahtevnejæi pogoji
in boljæe moœnosti poslovanja za naftne
druœbe. Priåakujemo, da bodo marœe
in prihodki postali primerljivi z marœami
v EU, pogoji poslovanja pa laœje
predvidljivi. Z vkljuåitvijo najprej
slovenskega in kasneje hrvaækega trga
v EU zato priåakujemo pozitivne vplive
na rezultate naftnega holdinga OMV
ISTRABENZ. Na Hrvaækem in v BiH se bodo
po naæi oceni pogoji poslovanja izboljæali,
pridobili bomo tudi veåjo konkurenåno
prednost. Predvidevamo sploæno
uveljavitev evropskih standardov kakovosti
storitev in izdelkov, ki jih v Skupini
OMV ISTRABENZ œe dosegamo.
Prepriåani smo, da smo zaradi poznavanja
trgov dobro pripravljeni na spremenjene
konkurenåne razmere.
7.2.1.5 SLOVENIJA
OOMMVV IISSTTRRAABBEENNZZ,, dd..oo..oo..,, KKooppeerr
Trœni deleœ:
> maloprodaja goriv: 26-27 odstotkov
> trgovina naftnih derivatov: 21 odstotkov
(na zmanjæani deleœ celotne prodaje vpliva
predvsem upad veleprodaje)
> trgovina æiroke potroænje: 1,2 odstotka
> kartica OMV Istrabenz Routex: 18 odstotkov
> prodaja maziv vseh blagovnih znamk:
22 odstotkov
Ætevilo bencinskih servisov: 101
Ciljni trœni deleœ v prodaji goriv: 30 odstotkov
Podjetje OMV ISTRABENZ, d.o.o., Koper,
ki deluje na slovenskem trgu, je v letu 2002,
v primerjavi z letom prej, izboljæalo rezultat.
Prihodki so se poveåali za 6 odstotkov, åisti
poslovni izid je znaæal 650 milijonov
tolarjev, kar je nad lanskoletnim rezultatom,
vendar 6 odstotkov pod naårtovanim.
Skupna koliåina prodanih goriv je bila za
5 odstotkov niœja, toda prihodki od prodaje
so presegli naårte. Poveåanje marœ pri
bencinih, sprostitev prodajnih cen dizelskih
In 2004, Slovenia will accede to the EU and be
exposed to harsher competition on one hand
and better opportunities for oil companies on
the other. We expect the margins and revenues
to match those in the EU and operating
conditions to become more predictable. The
inclusion of the Slovenian market - and
eventually of the Croatian market - in the EU
should lead to positive results in the OMV
ISTRABENZ Holding. Operating conditions in
Croatia and Bosnia and Herzegovina will - in
our view - improve, while we will achieve a
decisive competitive advantage. The general
enforcement of European standards of service
and product quality - already achieved within
the OMV ISTRABENZ Group - is expected. We
find that we are well prepared for the new
competitive conditions, based on our
knowledge of the markets.
7.2.1.5 SLOVENIA
OOMMVV IISSTTRRAABBEENNZZ KKooppeerr
Market share:
> retail sales of fuel: 26-27 percent
> trade in petroleum products: 21 percent
(a slump in wholesale reduced
the overall sale figures)
> sales of consumer products: 1.2 percent
> the OMV Istrabenz Routex Card: 18 percent
> sales of lubricants of all brands: 22 percent
Number of filling stations: 101
Intended market share in fuel sales:
30 percent
OMV ISTRABENZ Koper - operating in
the Slovenian market - improved its results
in 2002 compared to the previous year.
Revenues went up by 6 percent, with net
profit amounting to SIT 650 million, a six-
percent increase from the previous year’s
results, but still below the planned figures.
The total volume of fuels sold was by
5 percent lower; sales revenues however
exceeded the plans. The increase in fuel
margins, the liberalisation of diesel
64
goriv in kurilnega olja ter uåinkovita cenovna
zaæåita pri nabavi, uspeæno upravljanje z
zalogami in optimizacija stroækov so omogoåili
viæje marœe pri gorivih. Prodane koliåine goriv
na bencinskih servisih smo poveåali
za 2 odstotka, pri åemer je prodaja bencinov
nekoliko upadla, poveåanje prodaje dizla
pa je preseglo 10 odstotkov. Na uspeænost
sta pomembno vplivali uåinkovito trœenje
nove mednarodne kartice Routex in veåje
osredotoåenje trœenjskih dejavnosti. Zaradi
zaostrene konkurence, uporabe alternativnih
energetskih virov in milejæe zime je bila
prodaja kurilnega olja manjæa. Koliåina
prodanih maziv je za spoznanje upadla,
rezultat pa je ostal na ravni preteklega leta.
Doseœena marœa od prodaje trgovskega blaga je
za 8 odstotkov presegla naårte.
Slika 18: Gibanje prodaje goriv na bencinskih servisihOMV ISTRABENZ, d.o.o., Koper
Chart 18: Fuel sales at the filling stations of OMVISTRABENZ Koper
and fuel-oil prices, the effective protection of
procurement prices, successful stock
management and cost optimisation made it
possible to achieve higher margins in the sale
of fuels. The volume of fuels sold at filling
stations increased by 2 percent; showing a
slight fall in petrol sales, while the sales of
diesel rose by over 10 percent. The effective
marketing of the new international Routex Card
and focused marketing operations substantially
contributed to this success. Sales of fuel oil
went down due to tougher competition, the use
of alternative sources of energy and the milder
winter. The volume of lubricants sold dropped
slightly, but the results remained at the
previous year’s levels. The margins achieved in
the sale of retail products exceeded the plans
by an average 8 percent.
1999 200220012000
0
50
100
150
200
250
300
350227788..669955 ton goriv / tonnes of fuel
229944..445511 ton goriv / tonnes of fuel
330044..558866 ton goriv / tonnes of fuel
331111..996688 ton goriv / tonnes of fuel
Znaåilnosti trœenjske strategije sta bili
izboljæevanje strukture prodajne mreœe
in poveåanje raznovrstnosti ponudbe.
Nadaljevali smo investicijski cikel obnove
starejæih in gradnje novih bencinskih
servisov, zaået ob koncu leta 2001.
Nadaljevali smo tudi prehod bencinskih
servisov v franæizno ali partnersko
upravljanje in poveåevali deleœ avtocestnih
bencinskih servisov. Maloprodajno mreœo
smo poveåali za pet servisov. Odprli smo
The marketing strategy was characterised by
both the improving retail network and
diversification of the offer. The investment
cycle, renovating older and building new
filling stations, which started at the end of
2001, continued. We also continued to
transfer filling stations to franchising or
partner management and expanded the
number of motorway filling stations. The
retail network was expanded by five filling
stations. We opened seven new filling
65
sedem novih, od tega so trije avtocestni,
in tako presegli prag stotega bencinskega
servisa. En servis smo prenovili, 13 jih
je dobilo upravljalca. Odloåili smo
se za zapiranje nedonosnih bencinskih
servisov in œe zaprli prva
dva. Razvili smo lasten koncept
gostinske ponudbe in ætiri samopostreœne
trgovine uredili po standardih blagovne
znamke Viva.
Vrednost investicij v letu 2002 je dosegla
2,9 milijarde tolarjev.
Uåinkovitost poslovanja v maloprodaji
smo izboljæevali æe z remerchandisingom
trgovskega blaga in standardizacijo
storitev, v veleprodaji pa s åiæåenjem
portfelja kupcev.
NNoovvoossttii
Uvedli smo kartico Routex z mednarodno
veljavnostjo, posredovanje za tuje davåne
zavezance pri vraåilu davka na dodano
vrednost, moœnost pregleda nakupov
s kartico prek interneta in kartiånega plaåila
24-urne pomoåi na cesti. Uredili smo
franæizno mreœo 15 novih skladiæå za prodajo
ekstra lahkega kurilnega olja in odprli
brezplaåno telefonsko ætevilko za 24-urno
naroåanje.
Veliko pozornosti smo namenili
pospeæevanju prodaje, zlasti z novostmi
v lokalnem marketingu in rednim izvajanjem
akcij za pospeæevanje prodaje trgovskega
blaga. S trœnimi raziskavami smo spremljali
nakupne navade, kakovost storitev
in prepoznavnost ter prviå, poleg
œe uveljavljenih rednih raziskav konånih
uporabnikov, izvedli raziskavo
o zadovoljstvu partnerjev.
NNaaåårrttii zzaa lleettoo 22000033
Glede pogojev poslovanja naårtujemo
nadaljevanje trendov iz leta 2002
in stopnjevanje konkurenånih pritiskov
pred vstopom v EU.
stations, three of which were on along
motorways, and exceeded the threshold
of one hundred filling stations. One filling
station was renovated, while thirteen were
given new management. Having decided
to close unprofitable filling stations down,
we actually shut the first two of them.
We developed our own concept of gastro
offer and adapted four self-service shops
to the standards of the Viva brand name.
The value of investments in 2002 reached
SIT 2,900 million.
We further improved the operating efficiency
of retail sales by re-merchandising retail
products and standardising services, as well
as cleaning up the customer portfolio in the
wholesale sphere.
NNeewwss
We introduced a new Routex Card that
is accepted abroad and allows foreign
taxpayers to claim VAT reimbursement,
control card spending over the Internet
and pay for 24-hour assistance on the road.
We organised a franchise network of 15
new storage facilities of ultra light fuel oil
and opened a 24-hour toll-free phone for
ordering fuel oil.
We paid much attention to promoting sales,
particularly through a new approach to local
marketing and regular campaigns aimed at
boosting the sales of retail products.
We ordered marketing surveys to monitor
purchasing patterns, the quality of services
and brand awareness. Apart from regular
surveys of final users, we carried out
the first survey on partner satisfaction.
PPllaannss ffoorr 22000033
Given the operating conditions, we expect
the situation in 2002 to stay the same, while
competition prior to EU accession is likely
to toughen up. At the beginning of 2003, the governmenttook over control of pricing policies for
66
V zaåetku leta 2003 je vlada ponovno prevzelanadzor nad oblikovanjem cen dizelskegagoriva in kurilnega olja za ogrevanje.Priåakujemo, da bo zaradi te spremembepodjetje utrpelo za okoli 85 milijonov tolarjevniœje prihodke na letni ravni.
Za ohranitev ali poveåanje trœnega deleœa bodopotrebna nadaljnja vlaganja v mreœobencinskih servisov in v distribucijsko mreœoza prodajo ekstra lahkega kurilnega olja. Zaradiinvesticijske zahtevnosti bomo maloprodajnomreœo æe intenzivneje uporabili za dodatnoponudbo novih produktov in storitev, zlasti v veåjih urbanih srediæåih in na tranzitnih krajih.
Z intenzivnejæimi dejavnostmi nameravamopoveåati trœni deleœ pri prodaji kurilnega oljain dizelskega goriva. Z uporabo sredstev inznanja bomo kupcem v veleprodaji ponudilicelovitejæe oskrbovalne storitve in izboljæaliuåinkovitost energentov. Vlagali bomo v prepoznavnost in ugled blagovnih znamk.Æirili bomo prednosti kartice OMVISTRABENZ Routex. Uåinkovitost poslovanjabomo poveåali z reorganizacijo podjetja.
Pridobili bomo devet novih in ukinili petnedonosnih bencinskih servisov. Z zakljuåkom prehoda v franæiznoupravljanje se bo v letu 2003 poveåalauåinkovitost maloprodajne mreœe,nadaljevalo se bo upadanje ætevilazaposlenih. Za investicije bomo tudi v letu2003 namenili 2,9 milijarde tolarjev.
7.2.1.6 Hrva{ka
OOMMVV IISSTTRRAABBEENNZZ,, dd..oo..oo..,, ZZaaggrreebb
Trœni deleœ:> trgovina z naftnimi derivati: 9 odstotkov Ætevilo bencinskih servisov: 30Ciljni trœni deleœ: 25 odstotkov,15 odstotkov v maloprodaji do leta 2005.
V letu 2002 je druœba OMV ISTRABENZpripojila håerinsko druœbo CRODUX, sedeœdruœbe OMV ISTRABENZ pa smo iz Umaga,
diesel fuel and heating oil. Due to thischange, we expect the company will suffer a drop in revenues of approximately SIT 85million on a yearly basis.
If we are to maintain or even increase ourmarket share, further investments in thefilling-station network and sales network ofultra light fuel oil will be needed. Because ofthe demanding investments, the retail networkwill be more intensively used to market newproducts and services, particularly in urbancentres and high-transit locations.
We intend to increase the market share of fueloil and diesel through more vigorousmarketing efforts. By engaging funds andknow-how, we will offer our wholesalecustomers comprehensive supply services and improve the efficiency of energy sources.We will invest in the recognisability andreputation of our brand names. We will addother advantages to the OMV ISTRABENZRoutex Card. Operating efficiency will beincreased following the Company’sreorganisation.
A further nine new filling stations will beacquired and five unprofitable ones closeddown. Once the transition to franchisemanagement is completed in 2003, the retailnetwork will become more efficient and thenumber of employees reduced. In 2003, we will also allocate SIT 2,900 million to investments.
7.2.1.6 Croatia
OOMMVV IISSTTRRAABBEENNZZ ZZaaggrreebb
Market share:> trade in petroleum products: 9 percent Number of filling stations: 30Intended market share: 25 percent; 15 percent in retail sales by 2005
In 2002, OMV ISTRABENZ merged with thesubsidiary CRODUX; the headquarters of OMV
67
kjer smo zaprli pisarno, preselili v Zagreb,da bi tako uåinkoviteje æirili prodajneaktivnosti po celotni drœavi.
Rezultat negativnega poslovanja druœbe
dosega 13 milijonov evrov. Nastal je zaradi:
> prenizkih maloprodajnih in veleprodajnih
marœ, ki jih s svojo prodajno politiko
narekuje drœavna naftna druœba,
> gospodarskih razmer in plaåilne
nediscipline, ki vlada v veleprodaji,
> stroækov obseœne reorganizacije druœbe
po pripojitvi druœbe CRODUX,
> nepravilnosti v poslovanju druœbe, ki so ga
po opravljenem skrbnem pregledu (due
dilligence) bremenili prevelika sredstva
in terjatve ter prenizke obveznosti.
Mreœa bencinskih servisov se je v letu 2002
poveåala za pet in je ob koncu leta imela
30 bencinskih servisov. Prodaja na uteåenih
lokacijah je obåutno presegla naårte, medtem
ko je skupna prodaja v maloprodajni mreœi
zaostala za naårti zaradi poåasnejæe gradnje
dveh avtocestnih bencinskih servisov.
Velik napredek smo dosegli v kartiåni
prodaji z izdajanjem kartice Routex.
Poveåali smo prodajo kurilnega olja,
medtem ko je celotna prodaja goriv
v veleprodaji nekoliko upadla.
V odgovor na veåletno izgubo
je reorganizacija poslovanja zajela
celotno druœbo.
Da bi izboljæali rezultate, smo zamenjali
tudi vodstvo druœbe in vodilne usluœbence
ter okrepili nadzor dejavnosti druœbe.
Poslovanje druœbe smo podprli
s sistemom SAP.
Kvalitativna raziskava trga, v kateri smo
ocenjevali zaznavanje ugleda in identitete
OMV ISTRABENZ-a in maziv, je pokazala,
da je OMV ISTRABENZ ocenjen kot zelo
kakovostna druœba z mreœo bencinskih
servisov, ki je v prednostnem poloœaju pred
tekmeci. Naæa prepoznavnost je blizu
ISTRABENZ in Umag were closed down andrelocated from Umag to Zagreb to expand salesacross the entire country more effectively.
The Company’s operations brought negative
results in the amount of 13 million euros.
This loss stems from:
> low retail and wholesale margins dictated by
the state-owned oil company’s sales policy;
> the economic situation and poor payment
discipline in the wholesale sphere;
> the costs of thorough reorganisation of the
company, following the merger with
CRODUX; and
> operational incorrections, burdened by
excess assets and receivables and
insufficient receivables, as assessed by the
due diligence report.
Five new filling stations were added to the
retail network in 2002, reaching 30 filling
stations at the end of the year. Sales at
established locations substantially exceeded
the plans, while sales in the retail network
lagged behind the plans due to the slow
construction of two motorway filling
stations.
We achieved strong progress in card sales
after we began issuing the Routex Cards.
We increased the sales of fuel oil, while
overall fuel wholesale fell slightly.
A thorough reorganisation of the entire
company was the answer to years of losses.
In order to improve the results, we replaced
the company’s management and strengthened
supervision in the company. The SAP system
was introduced to support operations within
the company.
Market research carried out to assess the
reputation and identity of OMV ISTRABENZ
and its lubricants in the market showed that
OMV ISTRABENZ is seen as a company
offering good quality with a filling-station
network far better than any of the
competitors. We are almost as recognised as
68
vodilnemu ponudniku, åeprav za njim
moåno zaostajamo po trœnem deleœu. Prav
tako smo v boljæem poloœaju po zadovoljstvu
kupcev s kakovostjo osebja in storitev.
Ugotovljeni rezultati so obenem pokazali
moœnosti za izboljæave, zlasti na podroåju
trœenja storitev in ponudbe nenaftnega blaga
in storitev.
NNaaåårrttii
Izboljæanje poslovnih rezultatov smo
utemeljili v æiritvi prodajne mreœe, manjæih
stroækih in izboljæanju trœnih razmer.
V letu 2003 bomo pripravili vse potrebno
za uvedbo upravljanja s tveganji v letu 2004.
Prizadevali si bomo razæiriti mreœo
bencinskih servisov - zajela naj bi po
10 novih servisov letno. Nadaljevali bomo
z uveljavljanjem standardov blagovne znamke
trgovin Viva in novih storitev na bencinskih
servisih, pri åemer bodo v ospredju
avtocestni servisi. Pomembnejæi premiki
nas åakajo pri trœenju motornih olj in maziv,
predvsem pa pri poveåevanju poslovne
uåinkovitosti z naårtovano standardizacijo
storitev in zmanjæanjem vseh stroækov.
Zaradi pokrivanja preteklih rezultatov
naårtujemo æe negativen, vendar bistveno
izboljæan rezultat, medtem ko bo po naårtih
poslovanje hrvaæke druœbe v letu 2004
œe pozitivno.
7.2.1.7 ITALIJA
OOMMVV IIttaalliiaa,, SS..rr..ll..,, BBoollzzaannoo--VVeerroonnaa
Trœni deleœ na obmoåju Triveneta:
2,5 odstotka
Ætevilo bencinskih servisov: 70
Ciljni trœni deleœ: 15 odstotkov
Na doslej edinem trgu Skupine OMV
ISTRABENZ v EU, na obmoåju Triveneta
v severni Italiji, smo dosegli najboljæe rezultate
v naftni skupini. Prihodki podjetja OMV
Italia so bili 6 odstotkov nad naårtovanimi
vrednostmi, k åemur so pripomogle viæje
the leading supplier, although we lag far
behind in terms of market share. We also
create better customer satisfaction thanks to
the quality of our personnel and our services.
The results reveal some space for
improvement, particularly in the marketing
of services and the offer of non-oil products
and services.
PPllaannss
Operating results will be improved following
expansion of the retail network, the cutting
of costs and improved economic conditions.
In 2003, we will prepare everything needed to
introduce risk management in 2004. We will
strive to dynamically expand the filling-
station network at a rate of 10 new filling
stations per year after 2003. We will continue
to introduce the standards of the Viva brand at
shops and new services at filling stations,
with a particular focus on motorway stations.
There are other challenges we will have to
overcome in the marketing of motor oils and
lubricants in order to increase operating
efficiency, where we are planning to
standardise services and cut overall costs.
The result expected will still be
negative - due to the covering of past results -
but considerably better. According to the
plans, operations of the Croatian company
should be positive in 2004.
7.2.1.7 ITALY
OOMMVV IIttaalliiaa BBoollzzaannoo--VVeerroonnaa
Market share in the Triveneto area:
2.5 percent
Number of filling stations: 70
Intended market share: 15 percent
So far the only EU market of the OMV
ISTRABENZ Group, located in the northern
Italian area of Triveneto, generated the best
results in the oil group. Revenues in OMV
Italy were 6 percent higher than planned
thanks to higher margins and costs remaining
69
marœe, medtem ko so stroæki ostali
na predvideni ravni. Åisti dobiåek je dosegel
0,63 milijona evrov.
Veriga bencinskih servisov se je v letu 2002
podaljæala za æest, na skupaj 70. Od tega jih
je 13 v lasti podjetja, 57 pa je vkljuåenih
v mreœo na podlagi “barvnih pogodb” (colour
contract). Takæno pogodbo smo podpisali tudi
za dve avtocestni årpalki, ob meji z Avstrijo
in v bliœini Padove. Standardizacija
bencinskih servisov z izboljæanjem ponudbe
se je nadaljevala tudi v letu 2002. Vrednost
investicij je znaæala 1,7 milijona evrov,
namenjene pa so bile rekonstrukcijam
in vlaganju v obstojeåe bencinske servise
ter za nakup zemljiæåa. V okviru zakonskih
predpisov se poskuæamo tudi na italijanskih
bencinskih servisih åim bolj pribliœati
ponudbi in standardom OMV ISTRABENZ.
Prenovili in posodobili smo ætiri, dva servisa
pa smo zaåeli prenavljati. Pri vseh opravljenih
delih je ælo za æiritev ponudbe in pribliœevanje
standardom OMV ISTRABENZ v ponudbi
trgovskega blaga, novih izdelkov in gostinski
ponudbi. S trœno raziskavo po principu
“Mystery Shopping” smo pridobili oceno
ponudbe in imidœa bencinskih servisov OMV
ISTRABENZ v primerjavi s konkurenco
na podroåju Triveneta v Italiji. Rezultati
so pokazali, da se naæi bencinski servisi
posebno odlikujejo z zunanjim izgledom
in urejenostjo sanitarij, v prvem kontaktu
z zaposlenimi ter skupni oceni storitev.
NNaaåårrttii
Osrednji cilj v obdobju naslednjih pet let
je æiritev maloprodajne mreœe bencinskih
servisov do 15 odstotkov trga Triveneto.
Poveåati œelimo ponudbo nenaftnega blaga
in vzpostaviti standarde OMV ISTRABENZ
pri prodaji trgovskega blaga kot tudi v
gostinski ponudbi. Na podroåju nabave
naftnih derivatov smo se z glavnim
dobaviteljem dogovorili za boljæe cenovne
pogoje, kar nam bo v prihodnjem letu
prineslo izboljæanje marœe.
at the same levels. Net profits exceeded 0.63
million euros.
In 2002, the retail network was expanded by
six to a total of 70 filling stations. The
company owns 13 filling stations, while the
remaining 70 are included in the network
on the basis of colour contracts. Two other
motorway filling stations, one at the Austrian
border and one near Padova, were added
on the basis of such contracts.
In 2002, we continued to standardise filling
stations and improve the offer. Investments
totalling 1.7 million euros were allocated to
reconstruction, investments in the existing
filling stations and the purchase of land.
We are trying to bring the Italian filling stations
as close as possible to the standards of OMV
ISTRABENZ, within the limitations of local
regulations. We renovated and modernised four
filling stations, while two filling stations are still
being renovated. All works done involved
expanding the offer and adapting to OMV
ISTRABENZ’s standards in the sale of retail
products, hospitality services and new products.
A mystery-shopping market survey was
carried out to evaluate the offer and
perception of OMV ISTRABENZ filling
stations in comparison with the competition
in the Triveneto market in Italy. Results have
shown that our filling stations excel when it
comes to neatness, the cleanliness of toilets,
first contacts with the employees and the
overall assessment of services.
PPllaannss
The main goal of the next five years is
expansion of the retail-network of filling
stations to achieve a 15-percent market share
in Triveneto. We intend to increase the range
of non-oil products and establish OMV
ISTRABENZ standards for retail products
and hospitality services. We agreed on better
pricing conditions with the main supplier
of petroleum products and we are therefore
expecting even more profitable margins
in the following year.
70
7.2.1.8 Bosna in Hercegovina
OOMMVV IISSTTRRAABBEENNZZ BBiiHH,, dd..oo..oo..,, MMoossttaarrIINNTTEERROOIILL,, dd..oo..oo..,, SSrreebbrreenniikkÆtevilo bencinskih servisov: 9Ciljni trœni deleœ: 20 odstotkov
V zaåetku leta smo ustanovili druœbo OMVISTRABENZ BiH. Na trgu BiH je tik predkoncem leta 2002 zaåela poslovati æe drugadruœba za trgovino z naftnimi derivati iz SKUPINE OMV ISTRABENZ, podjetjeINTEROIL Srebrenik. Rezultati poslovanja se nanaæajo na druœboOMV ISTRABENZ BiH, Mostar. Podjetje je v prvem, zagonskem letu poslovanja doseglonegativen rezultat v viæini 1,7 milijona evrov.Izgubo je povzroåilo reæevanje terjatev druœbeOMV ISTRABENZ Koper do naæega nekdanjega uvoznika in distributerja. DruœbaOMV ISTRABENZ Koper je morala svojeterjatve reæevati s prevzemom terjatevdistributerja in jih poplaåati s premoœenjem tedruœbe. Prevzem in poplaåilo terjatev je izvedla druœba OMV ISTRABENZ BiH, ki je del terjatev prikazala v obliki popravkaterjatev, kar se kaœe kot odhodekin poslediåno izguba. Priåakujemo, da bo nekajterjatev izterjanih v sodnem postopku, delno pajih bo potrebno odpisati.
Druœba OMV ISTRABENZ BiH je zaåela z veleprodajno dejavnostjo v drugi polovici leta,ko je prodala prve koliåine naftnih derivatov.Uredila je prostorske, kadrovske in finanånepogoje za dolgoroåno delovanje na trgu. Zaåelaje priprave na maloprodajno dejavnost v druœbiINTEROIL in prevzela vse zagonske stroækevzpostavitve strokovne ekipe v Sarajevu, kamornamerava v letu 2003 preseliti sedeœ Predkoncem leta je z ustanovitvijo druœbeINTEROIL pridobila prvih devet bencinskihservisov, ki jih je prispevala ustanoviteljica in manjæinska lastnica - druœba Kopex Sarajlifl,d.o.o., Srebrenik.
NNaaåårrttiiNa trg bomo vpeljali blagovno znamko OMVISTRABENZ, nove standarde v trgovini,gostinstvu in dodatnih storitvah. V letu 2003
7.2.1.8 Bosnia and Herzegovina
OOMMVV IISSTTRRAABBEENNZZ BBiiHH MMoossttaarr IINNTTEERROOIILL SSrreebbrreenniikkNumber of filling stations: 9Intended market share: 20 percent
OMV ISTRABENZ BiH was established at the beginning of the year. INTEROIL Srebrenik,another member of the OMV ISTRABENZGROUP selling petroleum products, startedoperating in the market of Bosnia and Herzegovina in late 2002. The operating results disclosed here refer toOMV ISTRABENZ BiH Mostar. In its start-upyear, the company generated negative resultsamounting to 1.7 million euros.The loss was mostly due to resolving claims by OMV ISTRABENZ Koper against our formerimporter and distributor. OMV ISTRABENZKoper was forced to take over the distributor’sreceivables and cover its own claims from theassets of this company. The receivables weretaken over and settled by OMV ISTRABENZBiH, which disclosed a portion of receivables asrevalued receivables among expenses andconsequently losses. We expect some claims tobe settled in a judicial dispute, others will haveto be written off.
OMV ISTRABENZ BiH started its wholesaleoperations in the year’s second half selling the first volumes of petroleum products. The company began preparing locations, humanresources and financial conditions for long-termoperations in the market. The retail operations of INTEROIL were being prepared and thecompany took over all the start-up costs relatedto bringing together a team of experts inSarajevo, where the company’s seat will berelocated in 2003. By incorporating INTEROILbefore the end of the year, the company acquiredthe first group of nine filling stations which werecontributed by Kopex Sarajlifl Srebrenik,INTEROIL’s co-owner and minority shareholder.
PPllaannss We will introduce the OMV ISTRABENZ brandto the market, establish new standards in shops,bars and Appertaining services.
71
bomo poslovanje notranje organizirali,usklajeno upravljali razvoj obeh druœb in poslovanje podprli z informacijskimireæitvami. Razæirili bomo maloprodajnodejavnost z dodatnimi osmimi bencinskimiservisi. Priåakujemo, da bo skupen rezultatobeh druœb dosegel pozitivno raven.
7.2.2 Skladi{~enje naftnih derivatov
DDrruuœœbbaa:: IINNSSTTAALLAACCIIJJAA,, dd..oo..oo..,, KKooppeerrSSeeddeeœœ: Sermin 10a, KoperOOssnnoovvnnaa ddeejjaavvnnoosstt: skladiæåenje in pretovornaftnih derivatov VVooddssttvvoo: Boris Gorup, direktorUUddeelleeœœbbaa vv kkaappiittaalluu: 51 odstotkovKKaappiittaall ddrruuœœbbee: 6.447.592 tisoå tolarjevÅÅiissttii ppoosslloovvnnii iizziidd oobbrraaååuunnsskkeeggaa oobbddoobbjjaa:392.624 tisoå tolarjevPPoosslloovvnnii pprriihhooddkkii: 1.895.102 tisoå tolarjev RROOEE -- ååiissttaa ddoobbiiååkkoonnoossnnoosstt kkaappiittaallaa:6,43 odstotkaSSttooppnnjjaa llaassttnniiæækkoossttii ffiinnaanncciirraannjjaa: 69,06 odstotkaSSttooppnnjjaa ddoollggoorrooåånnoossttii ffiinnaanncciirraannjjaa -- vvssii ddoollggoovvii:97,89 odstotkovKKrraattkkoorrooåånnii kkooeeffiicciieenntt: 2,35 DDooddaannaa vvrreeddnnoosstt nnaa zzaappoosslleenneeggaa: 27.180 tisoåtolarjev
Najveåje skladiæåe naftnih derivatov v Sloveniji, druœba INSTALACIJA na Serminupri Kopru, je sodobno evropsko skladiæåe, v katerem skladiæåimo in pretovarjamo naftnederivate. Vse zmogljivosti in tehnoloæki procesiso krmiljeni in nadzorovani s sodobnimi informacijskimi orodji.
Ob koncu leta 2002 so zmogljivostiINSTALACIJE obsegale 218.000 m3rezervoarskega prostora v 14 rezervoarjih,tankerski pomol, kamionsko in vagonskopolnilnico in vso pripadajoåo infrastrukturo za skladiæåenje in pretovor naftnih derivatov. V zakljuåni fazi gradnje je æe en rezervoarvelikosti 60.000 m3. Izkljuåna uporabnikastoritev sta druœbi Petrol in OMV ISTRABENZ.Na Serminu ima 40.000 m3 rezervoarskegaprostora (v dveh svojih in enem skupnem z INSTALACIJO) tudi Zavod RS za blagovne rezerve.
In 2003, we intend to organise operationsinternally, manage the combined developmentof both companies and introduce IT support for operations. We will expand our retailnetwork with eight new filling stations. We expect the combined results of bothcompanies to reach a positive level.
7.2.2 Storage of petroleum products
IINNSSTTAALLAACCIIJJAA KKooppeerrRReeggiisstteerreedd ooffffiiccee: Sermin 10a, KoperMMaaiinn aaccttiivviittyy: Storage and transhipment of petroleum products MMaannaaggeemmeenntt: Boris Gorup, ManagerPPaarrttiicciippaattiinngg iinntteerreesstt: 51 percentSShhaarree ccaappiittaall: SIT 6,447,592,000NNeett pprrooffiitt oorr lloossss iinn tthhee aaccccoouunnttiinngg ppeerriioodd: SIT 392,624,000 OOppeerraattiinngg rreevveennuueess: SIT 1,895,102,000 RReettuurrnn oonn eeqquuiittyy ((RROOEE)): 6.43 percentEEqquuiittyy ffiinnaanncciinngg rraattee: 69.06 percent LLoonngg--tteerrmm ffiinnaanncciinngg rraattee -- aallll lliiaabbiilliittiieess: 97.89percentCCuurrrreenntt rraattiioo: 2.35 AAddddeedd vvaalluuee ppeerr eemmppllooyyeeee: SIT 27,180,000
The largest storage of petroleum products inSlovenia, INSTALACIJA at Sermin in Koper, is an advanced European tank farm offeringpetroleum storage and transhipment services.All capacities and technological processes areguided and supervised by state-of-the-art ITtools.
At the end of 2002, INSTALACIJA had 218,000m3 of storage capacities in 14 tanks, a tankerdock, a tank-lorry andtank-wagon filling station and all the infrastructure needed for the storage andtranshipment of petroleum products. Anothertank of 60,000 m3 is in the last phase of itsconstruction. Petrol and OMV ISTRABENZ arethe only users of its services. The SlovenianCommodity Reserves have a total of 40,000 m3storage capacities at Sermin (in two of its owntanks and one shared with INSTALACIJA).
72
Slika 19: Struktura odpreme v druœbi INSTALACIJA,d.o.o., Koper v letu 2002
Chart 19: Structure of dispatches at INSTALACIJAKoper in 2002
OOppeerraattiinngg ccoonnddiittiioonnss
Operating conditions were marked by the
somewhat lower consumption of petroleum
products and the introduction of the
Slovenian National Programme for Adoption
of the European Acquis. Pursuant to
European Union directives, Slovenia must
form 90-day stocks of oil and petroleum
products by 2005. The corresponding
quantity of 500,000 tonnes will need about
670,000 m3 in storage space. Since the
existing capacities are fully used, new ones
will have to be built.
RReessuullttss aacchhiieevveedd
2002 was a successful year for INSTALACIJA.
We achieved the goals set and completed the
tasks laid down in the development plans.
Although transhipped volumes maintained
the 2001 levels, they were 1.29 percent lower
than planned due to the reduced needs of
both customers. Nevertheless, revenues from
services of transhipment and storage -
stimulated by an increase in maintenance
and management of storage capacities -
exceeded the plans by 2.4 percent and
reached SIT 1,890 million. Profit also
overshot the plans by 1.2 percent.
0
500.000
1.000.000
1.500.000
2.000.000
998899..007722
774488..443355
4400..441188
11..777777..992255
AC
ROAD
@C
RAIL
TANKER
SEA
SKUPAJ
TOTAL
PPooggoojjii ppoosslloovvaannjjaa
Gospodarjenje sta zaznamovala nekoliko
manjæa potroænja naftnih derivatov in
uveljavljanje Drœavnega programa republike
Slovenije za prevzem pravnega reda
Evropske unije v Sloveniji. Skladno
z direktivami Evropske unije mora Slovenija
do leta 2005 oblikovati 90-dnevne rezerve
nafte in njenih derivatov, kar bi znaæalo
pribliœno 500.000 ton, za katere je treba
zagotoviti pribliœno 670.000 m3 skladiæånega
prostora. Obstojeåe zmogljivosti
so zapolnjene, zato je potrebno zgraditi nove.
DDoosseeœœeennii rreezzuullttaattii
Leto 2002 je bilo za druœbo INSTALACIJA
uspeæno. Dosegli smo zastavljene cilje
in izpolnili naloge iz razvojnih naårtov.
Pretovor je bil za 1,29 odstotka niœji od
naårtovanega, ker so se potrebe obeh kupcev
zmanjæale, vendar je ostal na ravni iz leta
2001. Kljub temu je prihodek od prodaje
storitev pretovora in skladiæåenja, spodbujen
z rastjo storitev vzdrœevanja in upravljanja
skladiæånih zmogljivosti, za 2,4 odstotka
presegel naårte in dosegel vrednost 1,89
milijarde tolarjev. Tudi dobiåek je za 1,2
odstotka presegel naårte.
73
V strukturi odprem blaga se je nadaljeval
vzpon prevozov po œeleznici, medtem
ko cestni prevozi obåutno upadajo,
kar razbremenjuje cestne povezave med
obalo in notranjostjo drœave.
V letu 2002 smo podpisali pogodbo
z Zavodom za obvezne rezerve RS za gradnjo
novega rezervoarja R19 v velikosti 60.000
m3, v katerem bomo dolgoroåno skladiæåili
naftne derivate za potrebe 90-dnevnih
drœavnih rezerv naftnih derivatov. Sklenili
smo tudi pogodbo z Zavodom za blagovne
rezerve RS o skladiæåenju, upravljanju in
vzdrœevanju njihovih rezervoarjev na naæi
lokaciji. Nova dogovora o sodelovanju
z drœavnima ustanovama sta pomembna
za racionalizacijo poslovanja, saj s æiritvijo
obsega naæih storitev niœamo stalne stroæke,
potrebne za zagotavljanje visoke varnosti
in kakovosti poslovanja.
OOssrreeddnnjjii pprroojjeekkttii
Veåino investicijskih sredstev v viæini 970
milijonov tolarjev smo v letu 2002 namenili
za zaåetek gradnje rezervoarja R19. Ob tem
smo investirali v dokonåanje dostopnega
mosta, nadgradnjo stavbe na pomolu,
prizidka k upravni stavbi, ter v odkup dela
zemljiæå za nadaljnjo æiritev skladiæånih
zmogljivost. Skupna vrednost investicij
je znaæala 1,046 milijarde tolarjev.
Pridobili smo certifikata ISO 9001:2000 in ISO
14001, in z njima priznanje za kakovostno,
varno in okolju prijazno izvajanje dejavnosti
pretovarjanja in skladiæåenja naftnih derivatov.
S pridobitvijo standarda kakovosti ISO
9001:2000 smo se zavezali stalnemu
zmanjæevanju stroækov, izboljæevanju
in racionalizaciji poslovnih procesov, kar
uresniåujemo s sprejemanjem in izvræevanjem
letnih naårtov s konkretnimi in merljivimi cilji
za veåjo poslovno uåinkovitost.
NNaaåårrttiiV letu 2003 naårtujemo enak obseg pretovoraoziroma 1.800.000 ton, prihodke pa bomo
In the dispatch structure, railroad transport
continued to rise and road transport was
steadily falling thus relieving road
connections between the coast and the centre
of the country.
In 2002, we signed an agreement with the
Slovenian Oil Reserves on the construction
of a new R19 tank with 60,000 m3 in storage
capacity, which will be used to store 90-days’
national reserves of petroleum products on
a long-term basis. We entered into a contract
with the Slovenian Commodity Reserves
on storing, managing and maintaining their
tanks at our premises. The new co-operation
agreements signed with these governmental
institutions play an important role in
rationalising operations, for the expansion
of our services will cut the costs incurred
to ensure high safety and quality levels.
CCoorree pprroojjeeccttss
The largest portion of funds invested -
amounting to SIT 970 million - was dedicated
in 2002 to the first construction phase of the
R19 tank. In addition, we invested in
completion of the access bridge, the
construction of another storey on the dock
building, an extension to the office building,
as well as the further expansion of storage
capacities. All investments totalled
SIT 1,046 million.
We obtained the ISO 9001:2000 and ISO 14001
certificates as recognition of the high-quality,
safe and environment-friendly performance of
petroleum transhipment and storage services.
By attaining the ISO 9001:2000 quality
standard we undertook to continue to reduce
expenses, improve and rationalise operating
procedures. We are meeting these
requirements by adopting and implementing
annual plans with concrete and measurable
goals aimed at increasing operating efficiency.
PPllaannssIn 2003, we plan to maintain the quantitiestranshipped at 1,800,000 tonnes and increase
74
poviæali z izpolnjevanjem novih pogodb za obedrœavni ustanovi, sklenjenih v letu 2002.Prihodki od prodaje storitev bodo dosegli 2, 226 milijarde tolarjev, dobiåek pa 509milijonov tolarjev.Vlagali bomo v izboljæave opreme skladiæåenjain pretovarjanja naftnih derivatov ter v pripraveza æiritev skladiæånega prostora.
7.2.3 Plini in plinske tehnologije
Plinska dejavnost je organizirana v skupiniISTRABENZ PLINI, ki jo sestavljata:druœba ISTRABENZ PLINI, d.o.o., in njenaodvisna druœba PLINARNA MARIBOR, d.d.
DDrruuœœbbaa IISSTTRRAABBEENNZZ PPLLIINNII,, dd..oo..oo..SSeeddeeœœ: Sermin 8a, KoperOOssnnoovvnnaa ddeejjaavvnnoosstt: plini in plinske tehnologije VVooddssttvvoo: Zorko A. Cerkvenik, direktorUUddeelleeœœbbaa vv kkaappiittaalluu: 51 odstotkovKKaappiittaall ddrruuœœbbee: 4.532.948 tisoå tolarjev ÅÅiissttii ppoosslloovvnnii iizziidd oobbrraaååuunnsskkeeggaa oobbddoobbjjaa:506.567 tisoå tolarjevPPoosslloovvnnii pprriihhooddkkii: 4.825.237 tisoå tolarjevRROOEE -- ååiissttaa ddoobbiiååkkoonnoossnnoosstt kkaappiittaallaa: 12,58 odstotkaSSttooppnnjjaa llaassttnniiæækkoossttii ffiinnaanncciirraannjjaa: 65,71 odstotkaSSttooppnnjjaa ddoollggoorrooåånnoossttii ffiinnaanncciirraannjjaa -- ddoollggoovvii:84,07 odstotkaKKrraattkkoorrooåånnii kkooeeffiicciieenntt: 1,45 DDooddaannaa vvrreeddnnoosstt nnaa zzaappoosslleenneeggaa: 13.718 tisoå tolarjev
Trœni deleœi SKUPINE ISTRABENZ PLINI na slovenskem trgu:> utekoåinjeni naftni plin: 45 odstotkov> tehniåni plini: 20 odstotkov> zemeljski plin: 18 odstotkov na distribuciji
Druœba ISTRABENZ PLINI je edina slovenskaplinska druœba, ki trœi vse plinske programe:utekoåinjeni naftni plin, tehniåne pline,uvajanje novih plinskih tehnologij in zemeljski plin. Njena odvisna druœbaPLINARNA MARIBOR deluje na regionalnemtrgu v programih utekoåinjenega naftnega plinain zemeljskega plina.
revenues by performing the new agreementsentered into in 2002 with state institutions.Revenues from services will reach a total of SIT2,226 million with a profit of SIT 509 million. Wewill invest in upgrading the existing equipmentand the petroleum storage and transhipmentprocedures, as well as preparations for theexpansion of storage capacities.
7.2.3 Gases and application technologies
The gas business is organised within the ISTRABENZPLINI GROUP, which is composed of:ISTRABENZ PLINI and its subsidiary PLINARNA MARIBOR
IISSTTRRAABBEENNZZ PPLLIINNIIRReeggiisstteerreedd ooffffiiccee: Sermin 8a, KoperMMaaiinn aaccttiivviittyy: gases and application technologiesMMaannaaggeemmeenntt: Zorko A. Cerkvenik, Director PPaarrttiicciippaattiinngg iinntteerreesstt: 51 percent SShhaarree ccaappiittaall: SIT 4,532,948,000 NNeett pprrooffiitt oorr lloossss iinn tthhee aaccccoouunnttiinngg ppeerriioodd: SIT506,567,000 OOppeerraattiinngg rreevveennuueess: SIT 4,825,237,000 RReettuurrnn oonn eeqquuiittyy ((RROOEE)): 12.58 percentEEqquuiittyy ffiinnaanncciinngg rraattee: 65.71 percentLLoonngg--tteerrmm ffiinnaanncciinngg rraattee -- aallll lliiaabbiilliittiieess: 84.07percentCCuurrrreenntt rraattiioo: 1.45 AAddddeedd vvaalluuee ppeerr eemmppllooyyeeee: SIT 13,718,000
Market shares of the ISTRABENZ PLINI GROUPin the Slovenian market:> liquefied petroleum gas: 45%; > industrial gases: 20%; and> natural gas: 18% in distribution.
ISTRABENZ PLINI is the only gas company inSlovenia selling all gas products: liquefiedpetroleum gas, industrial gases, new applicationtechnologies and natural gas. The affiliatecompany PLINARNA MARIBOR operates in a regional market selling liquefied petroleum gas and natural gas.
75
RRaazzmmeerree vv ppaannooggiiPoslovanje v plinski dejavnosti je potekalo v ostrih konkurenånih pogojih.Na trgu utekoåinjenega naftnega plina, ki je dosegel indeks rasti 102,5, so sekonkurenåne razmere moåno zaostrile. Po omejitvah s koridorji smo oskrbo z utekoåinjenim naftnim plinom s Hrvaækeuspeæno preusmerili k drugim dobaviteljem.Na trgu tehniånih plinov se je nadaljevalarast in dosegla indeks 107, hitreje pa je napredoval segment specialnih plinov.Nadaljevala se je teœnja zniœevanja prodajnihcen pri aplikativnih tehnologijah tekoåe fazetehniånih plinov.Oskrba z zemeljskim plinom po ocenahodtehta 14 odstotkov potreb po primarnienergiji v Sloveniji. Prodaja zemeljskegaplina se æe naprej poveåuje s æiritvijoplinifikacije, nadomestilom za potroænjoutekoåinjenega naftnega plina, zlasti vseverovzhodni Sloveniji in na Primorskem.V obeh segmentih je prodajo v letu 2002zadrœevala mila zima.
DDoosseeœœeennii rreezzuullttaattii
RReessuullttss aacchhiieevveedd
Slika 20: Gibanje prihodkov v letih 1991-2002 vSKUPINI ISTRABENZ PLINI (v 000 SIT)
Chart 20: Revenues in the ISTRABENZ PLINI GROUP in1991-2002 (SIT thousand)
CCoonnddiittiioonnss iinn tthhee iinndduussttrryyOperations in the gas business were carriedout amidst harsh competitive conditions.The liquefied petroleum gas market reached a growth index of 102.5 percent and thecompetition toughened considerably.Following the restriction of transport routes,we succeeded to divert the supply ofliquefied petroleum gas from Croatia to other suppliers.The industrial-gas market also expanded, with a growth index of 107 percent; thesegment of special gases grew even faster.Retail prices of application technologies forliquid-phase industrial gases continued to fall.According to estimates, natural gas supplycovers 14 percent of the demand of primaryenergy sources in Slovenia. Sales of naturalgas continue to grow due to the expansion ofurban supply systems and replacing liquefiedpetroleum gas mostly in north-easternSlovenia and in the coastal area. Bothsegments were held back in 2002 by the mild winter.
0
2.000.000
4.000.000
6.000.000
8.000.000
12.000.000
10.000.000
1991 200120001992 1993 1994 1995 1996 1997 1998 1999 2002
ISTRAGAS
ISTRABENZ PLINI
CELJSKI PLINI
EUROPLIN
PLINARNA MARIBOR
The performance of the ISTRABENZ PLINI
GROUP in 2002 was good and positive. Both
ISTRABENZ PLINI and PLINARNA
MARIBOR exceeded the total volumes sold
in the previous year, although operations
of individual programmes and the two
companies differed.
Net sales revenues of ISTRABENZ PLINI
in 2002 amounted to SIT 4.825 million, net
profit totalled SIT 506.5 million, 12 percent
more than planned and 90 percent of the
profit generated in 2001. Plans were lower
because of the expected increase in certain
expenses, while the results were affected
by exceptionally high temperatures in
November and December 2002.
We allocated SIT 1.442 million to
investments. Most funds were used to
acquire the licence for laying
the natural-gas network in Novo mesto.
76
Poslovanje SKUPINE ISTRABENZ PLINI
je bilo v letu 2002 dobro. Tako v ISTRABENZ
PLINIH kot v PLINARNI MARIBOR smo
presegli skupno koliåinsko prodajo
predhodnega leta, poslovanje programov
in druœb pa se je razlikovalo.
Åisti prihodki ISTRABENZ PLINOV
od prodaje so v letu 2002 znaæali 4,825
milijonov tolarjev, åisti dobiåek pa 506,5
milijona tolarjev ali 12 odstotkov veå, kot smo
naårtovali, hkrati pa 90 odstotkov doseœenega
dobiåka v letu 2001. Naårti so bili niœji zaradi
predvidenega poveåanja nekaterih stroækov,
na rezultate pa so vplivale izredno visoke
temperature v novembru in decembru 2002.
Za investicije v osnovna sredstva smo
namenili 1,442 milijonov tolarjev, najveå
sredstev pa je bilo porabljenih za pridobitev
koncesije za plinifikacijo Mestne obåine Novo
mesto z zemeljskim plinom.
Slika 21: Struktura prodaje SKUPINE ISTRABENZ PLINIv celotni realizaciji v letu 2002
Chart 21: Structure of sales in the ISTRABENZ PLINIGROUP within total revenues in 2002
10 %
28 %
9 %
53 %
5533 %% UTEKO^INJENI NAFTNI PLINLIQUEFIED PETROLEUM GAS
99 %% TEHNI^NI PLINTECHNICAL GASES
2288 %% ZEMELJSKI PLINNATURAL GAS
1100 %% STORITVESERVICES
UUtteekkooååiinnjjeennii nnaaffttnnii pplliinn
Pri koliåinski prodaji utekoåinjenega naftnega
plina smo na ravni SKUPINE ISTRABENZ
PLINI nekoliko zaostali za lanskim obsegom
s 37.275 tonami prodanega UNP-ja. Druœba
ISTRABENZ PLINI je za odstotek nazadovala,
medtem ko je PLINARNA MARIBOR dosegla
prodajni indeks 102,5. Prodaja plina
v jeklenkah je bila manjæa, prodaja plina
v rezervoarjih pa je narasla.
LLiiqquueeffiieedd ppeettrroolleeuumm ggaass
At the ISTRABENZ PLINI GROUP we
slightly exceeded the previous year’s
volume of LPG sold totalling 37,275
tonnes. ISTRABENZ PLINI receded
by one percent, while PLINARNA
MARIBOR achieved a sales index
of 102,5 percent. Sales of gas in cylinders
went down, while sales of gas in tanks
77
TTeehhnniiåånnii pplliinnii
S programom tehniånih plinov se ukvarja
le druœba ISTRABENZ PLINI. Ta je kljub
moåni konkurenci na razvitem slovenskem
trgu dosegla 7-odstotno rast in prodala
11.356 ton tehniånih plinov. Doseœeni
trœni deleœ znaæa pribliœno 20 odstotkov.
Poloœaj utrjujemo z uvajanjem novih
reæitev, v letu 2002 so to bile postopek
“kaldnes” , nakup naprave za suhi led,
zamenjava amoniaka z meæanico plinov
za termiåno obdelavo in uvajanje uporabe
tehniånih plinov pri zaæåiti hrane pred
insekti in glodalci.
Slika 22: Prodaja tehniånih plinov v druœbi ISTRABENZPLINI, d.o.o., Koper v obdobju 1991-2002
Chart 22: Sales of industrial gases in ISTRABENZ PLINIKoper in 1991-2002
increased.
IInndduussttrriiaall ggaasseess
Of the two companies, only ISTRABENZ PLINI
sells industrial gases. In spite of strong
competition in the well-developed Slovenian
market, the company managed to increase its
sales by 7 percent and sell 11,356 tonnes of
industrial gases. The company achieved a cca.
20-percent market share. We are stabilising our
position by introducing new solutions
comprising the new Kaldnes procedure,
the purchase of a dry-ice device, the replacement
of ammonium in heat processing with a gas
mixture and the introduction of industrial gases
0
2.000
4.000
6.000
8.000
14.000
12.000
1991 200120001992 1993 1994 1995 1996 1997 1998 1999 2002
10.000
ISTRABENZ PLINI
CELJSKI PLINI
ISTRAGAS
ZZeemmeelljjsskkii pplliinn
Skupina ISTRABENZ PLINI je v letu 2002
dosegla prodajo 40,7 milijonov Sm3
zemeljskega plina v distribuciji in je drugi
najveåji odjemalec v Sloveniji. Zaradi milejæe
zime so bile prodane koliåine le za odstotek
veåje kot leto prej.
PLINARNA MARIBOR je v zakljuåni fazi
podpisa koncesije za distribucijo zemeljskega
plina v obåini Maribor, druœba ISTRABENZ
PLINI pa je pridobila koncesijo v Mestni
obåini Novo mesto.
Koliåina prodanega zemeljskega plina je bila
za 6 odstotkov viæja kot leto prej, predvsem
zaradi vstopa ISTRABENZ PLINOV na trg.
in food-preserving and pest control.
NNaattuurraall ggaass
In 2002, the ISTRABENZ PLINI GROUP
generated sales amounting to 40,7 million Sm3
of natural gas in distribution and today it is
the second largest supplier in Slovenia. Because
of the mild winter, the volumes sold were only
one percent higher than the year before.
PLINARNA MARIBOR is closing negotiations
to renew its natural-gas distribution licence
in the Municipality of Maribor, while
ISTRABENZ PLINI obtained a concession in
the Municipality of Novo mesto.
The volumes of natural gas sold were 6 percent
higher than the previous year, mostly because
ISTRABENZ PLINI entered the market.
78
OOssrreeddnnjjii pprroojjeekkttii
Leto 2002 je bilo prvo poslovno leto
zdruœenega podjetja ISTRABENZ PLINI,
nastalega po pripojitvi CELJSKIH PLINOV
in EUROPLINA Trbovlje druœbi ISTRAGAS.
Prineslo je novo organizacijo s poslovnimi
enotami Zahodna, Osrednja, Vzhodna
in Severovzhodna Slovenija ter stroækovno
zajemanje po stroækovnih mestih in poslovnih
enotah. Z zaåetkom leta je druœba preæla
na informacijski sistem SAP. Osredotoåanje
na osnovno dejavnost bomo nadaljevali
s prenosom podroåij storitev in transporta
na zunanje izvajalce. V PLINARNI MARIBOR
smo zgradili 7,9 km plinovodnega omreœja.
NNaaåårrttii
Naårtujemo, da bodo prihodki Skupine
ISTRABENZ PLINI v letu 2003 dosegli 10.998
milijonov tolarjev, naårtovani konsolidirani
dobiåek pa 467 milijonov tolarjev. V plinski
skupini naårtujemo tudi organizacijske
spremembe v delovanju menedœmenta.
V PLINARNI MARIBOR bomo v poslovanje
na podroåju kontrolinga in financ uvedli
informacijski sistem SAP. Najveåji investicijski
projekt bo dokonåanje distribucijskega centra
v Bohovi pri Mariboru, kar bo veljalo
150 milijonov tolarjev.
7.3 TURIZEM
7.3.1 Hoteli Morje, d.d., Portoro`
SSeeddeeœœ: Obala 33, Portoroœ
OOssnnoovvnnaa ddeejjaavvnnoosstt: turizem
VVooddssttvvoo: Marino Antoloviå, direktor
UUddeelleeœœbbaa vv kkaappiittaalluu: 74,21 odstotka
KKaappiittaall ddrruuœœbbee: 6.924.431 tisoå tolarjev
ÅÅiissttii ppoosslloovvnnii iizziidd oobbrraaååuunnsskkeeggaa oobbddoobbjjaa:
364.659 tisoå tolarjev
PPoosslloovvnnii pprriihhooddkkii: 1.999.091 tisoå tolarjev
RROOEE -- ååiissttaa ddoobbiiååkkoonnoossnnoosstt kkaappiittaallaa:
6,5 odstotka
SSttooppnnjjaa llaassttnniiæækkoossttii ffiinnaanncciirraannjjaa:
83,98 odstotka
MMaaiinn pprroojjeeccttss
2002 was the first business year of the
consolidated ISTRABENZ PLINI, following
the merger of CELJSKI PLINI and EUROPLIN
Trbovlje with ISTRAGAS. The merger
brought about new operating units of West,
Central, East and North-east Slovenia with
costing by cost centres and operating units.
At the year’s beginning the company
introduced the SAP IT system.
We will continue to focus on the company’s
core activity by outsourcing services and
transport. So far, PLINARNA MARIBOR has
built 7.9 km of gas network.
PPllaannss
We plan that the revenues of the
ISTRABENZ PLINI Group will reach
SIT 10,998 million in 2003 with a
consolidated profit of SIT 467 million.
Organisational changes in the management
structure are also planned in the gas group.
The SAP IT system will be introduced in the
area of controlling and finances at
PLINARNA MARIBOR. The largest
investment project will be represented
by the completion of the distribution centre
at Bohova pri Mariboru worth
SIT 150 million.
7.3 TOURISM
7.3.1 Morje Hotels Portoro`
RReeggiisstteerreedd ooffffiiccee: Obala 33, Portoroœ
MMaaiinn aaccttiivviittyy: tourism
MMaannaaggeemmeenntt: Marino Antoloviå, Manager
PPaarrttiicciippaattiinngg iinntteerreesstt: 74.21 percent
SShhaarree ccaappiittaall: SIT 6,924,431,000
NNeett pprrooffiitt oorr lloossss iinn tthhee aaccccoouunnttiinngg ppeerriioodd:
SIT 364,659,000
OOppeerraattiinngg rreevveennuueess: SIT 1,999,091,000
RReettuurrnn oonn eeqquuiittyy ((RROOEE)):
6.5 percent
EEqquuiittyy ffiinnaanncciinngg rraattee:
79
SSttooppnnjjaa ddoollggoorrooåånnoossttii ffiinnaanncciirraannjjaa:
94,00 odstotkov
KKrraattkkoorrooåånnii kkooeeffiicciieenntt: 0,47
DDooddaannaa vvrreeddnnoosstt nnaa zzaappoosslleenneeggaa:
8.169 tisoå tolarjev
Trœni deleœ v Sloveniji/noåitve: 4,8 odstotka
PPooggoojjii ppoosslloovvaannjjaa
Leto 2002 je bilo z vidika turistiånega
dogajanja brez velikih posebnosti, vendar
zaradi politiånih in gospodarskih razmer
v znamenju negotovosti. Kljub temu se je
po ocenah Svetovne turistiåne organizacije
v letu 2002 obseg potovanj v tujino poveåal
za 3,1 odstotka. Tudi obseg tujih gostov v
Sloveniji je narasel, a se to najverjetneje ne
bo nadaljevalo, saj je slovensko
gospodarstvo moåno vpeto v trende
zunanjetrgovinskih partneric. V novih
pogojih so priloœnosti slovenskega turizma:
varna destinacija, bliœina zelo pomembnih
emitivnih evropskih trgov in omejena
ponudba namestitvenih zmogljivosti.
Zaradi poplav po Evropi, ki so dosegle
razseœnosti naravne katastrofe, smo izgubili
veliko ætevilo rezervacij, zlasti iz Nemåije.
Naårtovanje v panogi oteœuje pojav “last
minute” rezervacij, v preteklosti predvsem
znaåilnost italijanskega trga, ki se je sedaj
pojavila tudi na domaåem trgu.
DDoosseeœœeennii rreezzuullttaattii
Za HOTELE MORJE je bilo leto 2002 uspeæno,
zelo dobre rezultate smo dosegali predvsem v
prvi polovici leta. Zabeleœili smo 167.000
noåitev ali 4 odstotke manj, kot smo
naårtovali, toda prihodki so bili za 11
odstotkov viæji kot leto prej. Dosegli smo
2.001.028.000 tolarjev prihodkov in 364,6
milijona tolarjev dobiåka. Obe hotelski druœbi,
HOTELI MORJE in HOTELI PALACE, sta
naravnani k poslovanju skozi vse leto brez
sezonskih nihanj, åemur sta prilagodili tudi
investicijsko politiko. Vrednost vseh
investicij HOTELOV MORJE je znaæala
83.98 percent
LLoonngg--tteerrmm ffiinnaanncciinngg rraattee -- aallll lliiaabbiilliittiieess:
94.00 percent
CCuurrrreenntt rraattiioo: 0.47
AAddddeedd vvaalluuee ppeerr eemmppllooyyeeee:
SIT 8,169,000
Market share of overnight stays in Slovenia:
4.8 percent
OOppeerraattiinngg ccoonnddiittiioonnss
Although in 2002 there were no particular or
significant events in the sphere of tourism,
the political and economic situation was
characterised by uncertainty. In spite of the
situation, the World Tourist Organisation
estimated that travel abroad increased by 3.1
percent in 2002. The number of foreign
tourists went up in Slovenia as well, although
we cannot expect this trend to last since the
Slovenian economy is subject to changes
affecting its foreign commercial partners.
Given these conditions, Slovenian tourism
may count on the following opportunities:
its safe destination close to relevant European
markets and limited lodging capacities. Many
reservations - mostly from Germany - were lost
because of floods in Europe, which reached
the level of a natural disaster. Planning in this
industry is even more difficult because of last-
minute reservations, formerly typical of the
Italian market, but now increasing in the
domestic market as well.
RReessuullttss aacchhiieevveedd
MORJE HOTELS had a successful 2002 with
the best results being achieved mainly in the
first half of the year. A total of 167,000
overnight stays was registered; 4 percent less
than planned, although revenues were 11
percent higher than the year before.
Revenues totalled SIT 2,001,028,000 with
a profit of SIT 364.6 million.
Both hotel companies - MORJE and PALACE
HOTELS - adapted their investment policy
to the fact that they tend to have a high
80
643.510.000 tolarjev, 85 odstotkov pa smo
namenili naloœbam v restavracijo, masaœni
center in recepcijo. Gostje nas zaradi
razslojene ponudbe storitev, ki obsega
poåitniæki, vikend, “wellness” in kongresni
segment, obiskujejo prek vsega leta,
povpreåna zasedenost naæih zmogljivosti
v letu 2002 pa je bila 74-odstotna. Upad
povpraæevanja se je pojavil v poletnem
åasu, kar potrjuje naæa predvidevanja, da
bo ravno poletje prodajno najbolj zahtevno
obdobje. Za prodajo poåitnic sta namreå
odloåilnega pomena prepoznavnost drœave
in ponudba kraja, ki izrazito zaostaja
za ponudbo hotelskih hiæ. V strukturi
gostov se je nadaljevalo zmanjæevanje
deleœa domaåih gostov, ki s 27 odstotki
æe ostajajo na prvem mestu, sledijo jim
gostje iz Italije, Nemåije, Avstrije in Belgije.
Najveåjo rast v prihodnje priåakujemo
pri gostih iz Italije, ki se zanimajo tako
za “wellness” kot kongresne storitve.
Slika 23: Struktura gostov HOTELOV MORJE v letu 2002po posameznih drœavah
Chart 23: Guest structure at MORJE HOTELS in 2002 bycountry
occupancy rate throughout the year, with no
seasonal sways. The value of investments of
MORJE HOTELS amounted to SIT 643,510,000,
85 percent of which was employed for
investments in the restaurant, a massage centre
and the reception desk.
Guests visit the premises year-round thanks
to the diversified offer comprising holiday and
week-end packages, wellness programmes and
conventions. The average occupancy rate in 2002
was 74 percent. Demand dropped in summer,
confirming our prediction of summer being the
most difficult time of the year. Holidays rely
mostly on the country’s recognisability and the
local offer, lagging far behind the hotels’ offer.
The portion of domestic visitors in the guest
structure continued to fall. Still, domestic guests
remain in first place with 27 percent, followed by
visitors from Italy, Germany, Austria and
Belgium. In the future, we expect more guests
from Italy for they are interested in wellness
centres and convention services.
27 %
19 %
17 %
10 %
3 %
11 %
11 %
2 %
SLOVENIJASLOVENIA
ITALIJAITALY
NEMCIJAGERMANY
BELGIJABELGIUM
RUSIJARUSSIA
DRUGIOTHER
AVSTRIJAAUSTRIA
ANGLIJAGREIT BRITAIN
27 %
11 %
3 %
2 %
11 %
10 %
17 %
19 %
OOssrreeddnnjjii pprroojjeekkttii
V mesecu maju smo slovesno odprli nov
kongresni center ob hotelu Slovenija, ki
pokriva 1.600 kvadratnih metrov povræine in
lahko sprejme tisoå udeleœencev. Sestavlja ga
sedem dvoran razliånih velikosti, primeren pa
je tudi za organizacijo sprejemov in banketov.
V “wellness” ponudbi smo vkljuåili storitve
edinega specializiranega evropskega centra
s tradicionalno tajsko masaœo Wai Thai,
MMaaiinn pprroojjeeccttss
In May, a new 1,600-square-metre convention
centre for one thousand participants was
opened near Hotel Slovenia. Composed of
seven rooms of different sizes, the centre can
also be used for organising receptions and
banquets.
We decided to enter the wellness market by
responding in 2000 to the great demand and
opening the first and so far only European
81
odprtega v letu 2000. Povpraæevanje po
tradicionalnih tajskih masaœah, kombiniranih
z modernimi pristopi za sproæåanje in nego
telesa, je v preteklem letu presegalo naæe
zmogljivosti, zato smo v letu 2002 zastavili
æiritev centra, ki bo konåana v letu 2003.
NNaaåårrttii
V letu 2003 naårtujemo 2-odstotno rast
noåitev in ponovno 11-odstotno rast
prihodkov od prodaje.
Od “wellness” gostov priåakujemo
22.000 noåitev.
7.3.2 Hoteli Palace, d.d.
SSeeddeeœœ: Obala 43, Portoroœ
OOssnnoovvnnaa ddeejjaavvnnoosstt: turizem
VVooddssttvvoo: Danilo Daneu, generalni direktor
UUddeelleeœœbbaa vv kkaappiittaalluu: 6,78 odstotka,
(in Hoteli Morje 46,12 odstotka)
KKaappiittaall ddrruuœœbbee: 7.900.868 tisoå tolarjev
ÅÅiissttii ppoosslloovvnnii iizziidd oobbrraaååuunnsskkeeggaa oobbddoobbjjaa:
240.368 tisoå tolarjev
PPoosslloovvnnii pprriihhooddkkii: 2.920.983 tisoå tolarjev
RROOEE -- ååiissttaa ddoobbiiååkkoonnoossnnoosstt kkaappiittaallaa:
3,14 odstotka
SSttooppnnjjaa llaassttnniiæækkoossttii ffiinnaanncciirraannjjaa:
75,30 odstotka
SSttooppnnjjaa ddoollggoorrooåånnoossttii ffiinnaanncciirraannjjaa:
86,76 odstotka
KKrraattkkoorrooåånnii kkooeeffiicciieenntt: 0,27
DDooddaannaa vvrreeddnnoosstt nnaa zzaappoosslleenneeggaa:
7.231 tisoå tolarjev
Trœni deleœ/ noåitve v Sloveniji: 6,9 odstotka
OOssrreeddnnjjii pprroojjeekkttii
V HOTELIH PALACE smo nadaljevali
s pospeæenimi investicijskimi deli, vloœena
sredstva pa so znaæala 1.235 milijonov
tolarjev. S preureditvijo hotela Neptun,
ki je veljala skoraj tretjino sredstev, je æe
zadnji med hoteli dobil ætiri zvezdice.
Kupili smo Vilo Planinko in jo preuredili
v poslovne prostore, da bi pridobili prostore
za nov “Wellness” center. Kupili smo
Wai Thai massage centre. Traditional Thai
massage combined with modern approaches
to relaxation and body care generated
demand that exceeded capacity in the last
year; so, we decided to expand the centre
in 2002 and work will be completed in 2003.
PPllaannss
In 2003, we plan a two-percent increase
in the number of overnight stays and another
11-percent growth in sales revenues.
We expect 22,000 overnight stays related
to wellness tourism.
7.3.2 Palace Hotels
RReeggiisstteerreedd ooffffiiccee: Obala 43, Portoroœ
MMaaiinn aaccttiivviittyy: tourism
MMaannaaggeemmeenntt: Danilo Daneu, General
Manager
PPaarrttiicciippaattiinngg iinntteerreesstt: 6.78 percent
(46.12 percent by Morje Hotels)
SShhaarree ccaappiittaall: SIT 7,900,868,000
NNeett pprrooffiitt oorr lloossss iinn tthhee aaccccoouunnttiinngg ppeerriioodd:
SIT 240,368,000
OOppeerraattiinngg rreevveennuueess: SIT 2,920,983,000
RReettuurrnn oonn eeqquuiittyy ((RROOEE)): 3.14 percent
EEqquuiittyy ffiinnaanncciinngg rraattee: 75.30 percent
LLoonngg--tteerrmm ffiinnaanncciinngg rraattee -- aallll lliiaabbiilliittiieess:
86.76 percent
CCuurrrreenntt rraattiioo: 0.27
AAddddeedd vvaalluuee ppeerr eemmppllooyyeeee:
SIT 7,230,901
Market share of overnight stays in Slovenia:
6.9 percent
MMaaiinn pprroojjeeccttss
Intensive investments in PALACE HOTELS
were continuing with SIT 1.235 million of
funds being engaged. With the renovation of
the Neptun Hotel, which accounts for almost
one-third of funds, the last hotel reached
the four-star category. We purchased Vila
Planinka and transformed it to business
premises to give space to the new wellness
centre. We bought two plots of land in the
82
zemljiæåi v srediæåu Portoroœa, postavili
transformatorsko in plinsko postajo
ter prenovili kuhinjo v hotelu Apollo.
Te naloœbe predstavljajo obenem preteœni del
naloœb v razvoj (skupaj z naloœbami v znanje
v viæini 16 milijonov tolarjev), saj pomenijo
posodabljanje procesa in storitev.
DDoosseeœœeennii rreezzuullttaattii
HOTELI PALACE so zaradi zapletov
s pridobivanji soglasij morali premakniti
predvideni investicijski ciklus premakniti na
åas od leta 2003 do 2004. Kljub temu
so Hoteli Palace druœba, ki zanesljivo
in stabilno posluje skozi vse leto in ni veå
podvrœena sezonskim nihanjem. Njen letni
dobiåek se obiåajno giblje od 250 do 300
milijonov tolarjev. Zaradi spremenjenih
raåunovodskih standardov in predåasnega
plaåila neugodnega kredita je doseœeni dobiåek
v letu 2002 znaæal 240 milijonov tolarjev ali
17,4 odstotka manj kot leto prej. Prihodki so
dosegli 2,994 milijonov tolarjev in so za 6,6
presegli naårte, v primerjavi
z letom prej pa so bili za 7,8 odstotka viæji.
Nadaljevali so se ugodni trendi-vzpon
prihodkov iz namestitvene dejavnosti, rast
prihodkov iz termalne dejavnosti,
zmanjæevanje deleœa obvladljivih stroækov
v skupnih prihodkih in poveåevanja dodane
vrednosti na zaposlenega.
Cilj HOTELOV PALACE je, postati
najpomembnejæi termalni center
na obmoåju Alpe-Jadran, svoje aktivnosti
pa usmerjamo zlasti na trge Italije, Avstrije,
Nemåije in Rusije. Naæ trœni deleœ v ætevilu
noåitev v vseh merilih presega deleœ
po ætevilu leœiæå in je nadpovpreåen.
Povpreåna zasedenost v letu 2002 je bila
73-odstotna. Razmerje med domaåimi in tujimi
gosti se æe naprej preveæa v korist tujih gostov
v letu 2001 je 80:20, v letu 2002 je 83:17.
NNoovvoossttii
V HOTELIH PALACE smo vse leto spremljali
zadovoljstvo kupcev in izvedli ætiri analize.
centre of Portoroœ, installed a transformer and
gas station and renovated the kitchen in Hotel
Apollo. These investments represent the biggest
portion of development investments (along with
education investments in the amount of SIT 16
million), since they represent an upgrade of
procedures and services.
RReessuullttss aacchhiieevveedd
Because of complications regarding the
granting of authorisations, PALACE HOTELS
had to postpone the planned investment
cycle from 2003 to 2004. Nevertheless,
Palace Hotels ensure reliable and stable
operations throughout the year and are no
longer subject to seasonal changes. The
company’s annual profit ranges from SIT
250 to SIT 300 million. Due to changes in
accounting standards and the early repayment
of an unprofitable loan, the profit achieved in
2002 amounted to SIT 240 million, i.e. 17.4
percent less than the year before. Revenues
totalled SIT 2.994 million, exceeding the
plans by 6.6 percent and the previous year’s
figures by 7.8 percent. Positive trends
continued, as shown in higher revenues from
lodging, growing revenues from the thermal
division, a reduced portion of managed costs
in overall revenues and an increasing added
value per employee.
The goal of PALACE HOTELS is to become the
most important thermal centre in the Alps-
Adria region. Marketing efforts are therefore
targeting markets in Italy, Austria, Germany
and Russia. By all accounts, our market share
in terms of the number of overnight stays
exceeds the market share in terms of number
of beds, which means it is above average. The
average occupancy rate in 2002 was 73
percent. The proportion between domestic and
foreign guests is moving in favour of foreign
tourists (80:20 in 2001, 83:17 in 2002).
NNeewwss
We monitored customer satisfaction at
PALACE HOTELS throughout the year and
83
Tudi na podlagi pridobljenih rezultatov smo
v Termah HOTELOV PALACE uvedli æest
novih storitev: aroma in ayurveda masaœo,
dermotonijo, body wrapping, EKG in
diatermokoagulacijo.
NNaaåårrttii
V HOTELIH PALACE naårtujemo v letu
2003 za 5 odstotkov manjæo realizacijo
noåitev kot leto prej, saj bo Grand Hotel
Palace zaradi obnove v zadnjih dveh
mesecih leta
zaprt. Povpreåno prodajno ceno bomo
poviæali za 5,2 odstotka, obseg termalnih
storitev bomo poveåali za 8 odstotkov,
njihovo povpreåno prodajno ceno pa za
5,5 odstotka. V naslednjih letih si bomo
prizadevali poveåati deleœ individualnih,
zlasti termalnih in poslovnih gostov, pri
åemer zastavljamo naårte skupaj s HOTELI
MORJE. Vstop v EU ne bo bistveno
spremenil poslovnih razmer, saj nekatere
EU standarde œe uvajamo, obenem
pa priåakujemo pozitivne uåinke veåje
prepoznavnosti Slovenije.
Slika 24: Noåitve po trœiæåih v Hotelih Palace, Portoroœ vletu 2002
Chart 24: Overnight stays at the Palace Hotels Portoroœin 2002 by individual market
carried out four periodic analyses. On the
basis of the results, we introduced six new
services in PALACE HOTELS in 2002:
aromathe-rapy, Ayurvedic massage, skin
tonification, body wrapping, ECG and
diathermocoagulation.
PPllaannss
At PALACE HOTELS, we expect 5 percent
less revenues from overnight stays in 2003
compared to 2002, since Grand Hotel Palace
will be closed for renovation in the last two
months of the year. Average retail prices will
be increased by 5.2 percent. We will increase
the sales of thermal services by 8 percent,
with an average price increase of 5.5 percent.
In following years, we will invest efforts in
increasing the portion of individual guests,
mostly visitors to thermal baths or business
guests. The plans are being set together with
MORJE HOTELS. Accession to the EU will
not considerably affect business conditions
since we are already introducing some EU
standards and we expect Slovenia to gain
more identity in Europe.
25,8 %
6,8 %
16,6 %
20,3 %
g y y
1,3 %
24,4 %
5,0 %
ITALIJAITALY
RUSIJARUSSIA
SLOVENIJASLOVENIA
AVSTRIJAAUSTRIA
SKANDINAVIJASCANDINAVIA
NEMCIJAGERMANY
OSTALE DRZAVEOTHER COUNTRIES
25,8%
5,0 %
24,4 %
1,3 %
20,3 % 16,6 %
6,8 %
7.3.3 Marina Koper, d.d.,
SSeeddeeœœ: Kopaliæko nabreœje 5, Koper
OOssnnoovvnnaa ddeejjaavvnnoosstt: storitve marin
v pomorskem prometu
7.3.3 Marina Koper
RReeggiisstteerreedd ooffffiiccee: Kopaliæko nabreœje 5, Koper
MMaaiinn aaccttiivviittyy: marina services in maritime
traffic
S kupci nas povezujejo
partnerski odnosi.
Zagotavljamo jim izdelke,
storitve in sisteme odliåne
kakovosti z nadpovpre~no
dodano vrednostjo ob
konkuren~nih cenah.
We maintain good partnerships
with our customers.
We supply them with
high-quality products,
services and systems
with exceptional added value
at competitive prices.
86
VVooddssttvvoo: Ivan Ætraus, direktor
UUddeelleeœœbbaa vv kkaappiittaalluu: 88,87 odstotka
KKaappiittaall ddrruuœœbbee: 609.088 tisoå tolarjev
ÅÅiissttii ppoosslloovvnnii iizziidd oobbrraaååuunnsskkeeggaa oobbddoobbjjaa:
26.114 tisoå tolarjev
PPoosslloovvnnii pprriihhooddkkii: 137.482 tisoå tolarjev
RROOEE -- ååiissttaa ddoobbiiååkkoonnoossnnoosstt kkaappiittaallaa:
4,48 odstotka
SSttooppnnjjaa llaassttnniiæækkoossttii ffiinnaanncciirraannjjaa:
95,05 odstotka
SSttooppnnjjaa ddoollggoorrooåånnoossttii ffiinnaanncciirraannjjaa -- ddoollggoovvii:
95,05 odstotka
KKrraattkkoorrooåånnii kkooeeffiicciieenntt: 11,92
DDooddaannaa vvrreeddnnoosstt nnaa zzaappoosslleenneeggaa:
13.427 tisoå tolarjev
Trœni deleœ v Sloveniji:
7-odstotni glede na priveze
38-odstotni pri pretovoru
PPooggoojjii ppoosslloovvaannjjaa
Razmere v navtiånem turizmu ob Jadranskem
morju æe vedno uravnavajo tuji gosti, ki se
ponovno vraåajo na slovensko, in zlasti na
hrvaæko morje. Poveåevale so se charterske
flote in prodaja novih plovil. Pozitivne naårte
za leto 2003 ustavljajo politiåne napetosti,
ki vplivajo na manjæe zanimanje za nakup
novih jadrnic in motornih plovil. Vstop
Slovenije v EU bo odplavil tuje goste, ki imajo
plovila registrirana pod “offshore” zastavami.
Na pogoje poslovanja je vplivala nova, za veå
kot 100-odstotkov zakonsko poviæana odmera
za nadomestilo uporabe mestnega zemljiæåa.
Nekatere naæe storitve je obremenil 20-odstotni
davek na dodano vrednost, namesto
dotedanjega 8,5-odstotnega.
MARINA KOPER je v primerjavi s
severnojadranskimi in ostalimi slovenskimi
marinami majhna. Razpolaga s 75 privezi
v morju in 35 privezi na kopnem. Æiritev
v morskem akvatoriju prepreåuje lokacija
med tovornim pristaniæåem in mestnim
kopaliæåem. Na kopnem pa marina meji
na staro mestno jedro. Naæa nedvomna
prednost je bliœina. Za proizvajalce plovil
MMaannaaggeemmeenntt: Ivan Ætraus, Manager
PPaarrttiicciippaattiinngg iinntteerreesstt: 88.87 percent
SShhaarree ccaappiittaall: SIT 609,088,000
NNeett pprrooffiitt oorr lloossss iinn tthhee aaccccoouunnttiinngg ppeerriioodd:
SIT 26,114,000
OOppeerraattiinngg rreevveennuueess: SIT 137,482,000
RReettuurrnn oonn eeqquuiittyy ((RROOEE)):
4.48 percent
EEqquuiittyy ffiinnaanncciinngg rraattee:
95.05 percent
LLoonngg--tteerrmm ffiinnaanncciinngg rraattee -- aallll lliiaabbiilliittiieess:
95.05 percent
CCuurrrreenntt rraattiioo: 11.92
AAddddeedd vvaalluuee ppeerr eemmppllooyyeeee:
SIT 13,427,000
Market share in Slovenia:
7 percent per mooring
38 percent in transhipment
OOppeerraattiinngg ccoonnddiittiioonnss
Circumstances in nautical tourism in the
Adriatic are still governed by foreign guests
returning to the Slovenian and Croatian sea.
Charter fleets and sales of new vessels were
rising. Positive plans for 2003 are held back
by political tensions leading to reduced
interest in the purchase of new sailboats
and engine vessels. Slovenia’s accession to the
EU will sweep foreign guests away with vessels
registered in off-shore areas. Operating
conditions were also affected by a new
compensation for the use of municipal land,
increased by law by over 100 percent. Some of
our services were further burdened by a 20-
percent value-added tax instead of the former
8.5 percent rate. Compared to other marinas in
Slovenia and the northern Adriatic, MARINA
KOPER is quite small. It has 75 moorings in the
sea and 35 on land. Possibilities for further
expansion in the sea are limited since the
marina is located between the cargo port and
the city’s beach. The marina cannot expand on
the land either since it borders the old town
centre. Our undisputed advantage is distance,
since we are the first and closest sea marina for
87
smo prva najbliœja morska marina.
V letu 2002 se je stopnjevala konkurenca
v istih segmentih ponudbe s pritiskom
na trœno ceno storitev.
OOssrreeddnnjjii pprroojjeekkttii
Druœba je pridobila soglasje za uporabo dela
obale, ki ga je Luka Koper vrnila Mestni
obåini Koper. Sklenili smo pogodbo
o odkupu restavracije Skipper,
ki bo uresniåena po pridobitvi lastniæke
dokumentacije.
Naårtovano posodobitev smo odloœili
do dokonånega naårta ureditve mestne
obvoznice, ki je pogoj zanjo.
DDoosseeœœeennii rreezzuullttaattii
Z doseœenimi poslovnimi rezultati smo
izpolnili zastavljene cilje. Prihodki
s o se v primerjavi z letom prej poveåali
za 11 odstotkov, åisti prihodek od prodaje
pa za 9 odstotkov. Åisti dobiåek je dosegel
26 milijonov tolarjev, kar je za 53 odstotkov
veå kot v letu 2001. Privezi v morju so bili
tudi v letu 2002 v celoti zasedeni, domaåi in
tuji gostje pa so bili v marini enako
zastopani. Obdrœali smo sorazmerno velik
trœni deleœ pri pretovoru plovil in s
pretovornimi storitvami dosegli za 30
odstotkov veåji prihodek kot leto prej.
Stroæki so za naårtovanimi vrednostmi
zaostali za 10 odstotkov. Svojim
uporabnikom se prilagajamo z
gostoljubnostjo, osebnimi stiki, izkuæenostjo
zaposlenih in s kakovostnimi storitvami.
Imamo sodobno raåunalniæko podprto
poslovanje, ki omogoåa takojænji pregled in
obraåun storitev.
NNaaåårrttii
Naårtujemo 169 milijonov tolarjev skupnih
prihodkov in za dobrih deset odstotkov
niœji åisti dobiåek v viæini 22 milijonov
tolarjev. Prenovili bomo gostinski lokal,
obnovili premiåno dvigalo in sprejeli
odloåitev o upraviåenosti nakupa tran
sporterja za razmeæåanje plovil na kopnem.
vessel manufacturers.
In 2002, we witnessed gradually increasing
competition in the same business segments,
challenging the market prices of our services.
MMaaiinn pprroojjeeccttss
The company obtained authorisation to use a
portion of the coast that is being returned by
the Port of Koper to the Municipality of
Koper. We signed a purchase agreement for
the Skipper Restaurant, to be realised once
the ownership documentation is received.
The planned modernisation has been delayed
until the final plans for the city’s bypass - a
necessary precondition - are completed.
RReessuullttss aacchhiieevveedd
The operating results prove that we fully
achieved the plans. Revenues went up
by 11 percent compared to the previous
year, net sales revenues increased by 9
percent. Net profit exceeded SIT 26
million, i.e. 53 percent more than in 2001.
Moorings at the sea were fully occupied
in 2002. Domestic and foreign guests
shared equal portions at the marina.
We maintained a relatively high market
share in transhipment, generating
30 percent more revenues than the year
before. Costs were 10 percent lower
than planned.
We are meeting the needs of our customers
with beag hospitable, personal approach,
the experience of our employees and high-
quality services. The operations are carried
out with effective computer support,
offering an immediate overview and the
charging of services.
PPllaannss
We plan a total of SIT 169 million in overall
revenues and an over 10 percent lower net
profit in the amount of SIT 22 million. We will
remodel the restaurant and renovate the
mobile derrick. We will also decide whether it
is appropriate to buy a transporter for
relocating vessels on land.
88
Prizadevali si bomo obdrœati sedanjo
visoko zasedenost privezov v morju
in poveåati obseg pretovornih storitev.
Prostorska omejenost na kopnem
onemogoåa izrazitejæo rast storitev in
donosnosti kapitala, druœba pa tudi v
prihodnje naårtuje pozitivno poslovanje.
Razvojne moœnosti vidimo v prevzemu
koncesije za staro mestno pristaniæåe ali
tako imenovane komunalne priveze.
Dolgoroåni cilj ostaja ureditev morske obale
med mestnim jedrom in Semedelo in
graditev veåje marine.
7.4 INFORMATIKA
AACCTTUUAALL II..TT..,, dd..oo..oo..
SSeeddeeœœ: Ferrarska ul.14, Koper
OOssnnoovvnnaa ddeejjaavvnnoosstt: informacijske tehnologije
VVooddssttvvoo: Igor Kosmina, direktor
UUddeelleeœœbbaa vv kkaappiittaalluu: 71 odstotkov
KKaappiittaall ddrruuœœbbee: 282.031 tisoå tolarjev
ÅÅiissttii ppoosslloovvnnii iizziidd oobbrraaååuunnsskkeeggaa oobbddoobbjjaa:
39.528 tisoå tolarjev
PPoosslloovvnnii pprriihhooddkkii: 1.762.090 tisoå tolarjev
RROOEE -- ååiissttaa ddoobbiiååkkoonnoossnnoosstt kkaappiittaallaa:
16,28 odstotka
SSttooppnnjjaa llaassttnniiæækkoossttii ffiinnaanncciirraannjjaa:
27,41 odstotka
SSttooppnnjjaa ddoollggoorrooåånnoossttii ffiinnaanncciirraannjjaa -- ddoollggoovvii:
65,00 odstotkov
KKrraattkkoorrooåånnii kkooeeffiicciieenntt: 1,62
DDooddaannaa vvrreeddnnoosstt nnaa zzaappoosslleenneeggaa:
11.706 tisoå tolarjev
Trœni deleœ v Sloveniji: 2,16 odstotka
Ciljna donosnost kapitala: 13,5 odstotka
Planirani dobiåek naj bi rasel v povpreåju
vsaj 3 odstotke hitreje kot fiksni stroæki.
PPooggoojjii ppoosslloovvaannjjaa
Na slovenskem trgu informacijskih
tehnologij je æe vedno åutiti posledico
nadpovpreånih nakupov strojne
in programske opreme v letu 1999,
ko je bil uveden 19-odstotni davek
We will maintain the current high occupancy
rate of moorings at sea and increase the range
of transhipment services. Services and
consequently return on equity cannot be
increased much because of spatial limitations
on the land. Nevertheless, the company is
planning positive results in the future. We see
development opportunities in taking over the
management concession of the old city
harbour, also called communal moorings.
Rebuilding the coastline between the town’s
centre and Semedela and the construction of a
larger marina remain our long-term goals.
7.4 INFORMATION TECHNOLOGY
AACCTTUUAALL IITT
RReeggiisstteerreedd ooffffiiccee: Ferrarska ulica 14, Koper
MMaaiinn aaccttiivviittyy: information technology
MMaannaaggeemmeenntt: Igor Kosmina, Manager
PPaarrttiicciippaattiinngg iinntteerreesstt: 71 percent
SShhaarree ccaappiittaall: SIT 282,031,000
NNeett pprrooffiitt oorr lloossss iinn tthhee aaccccoouunnttiinngg ppeerriioodd:
SIT 39,528,000
OOppeerraattiinngg rreevveennuueess: SIT 1,762,090,000
RReettuurrnn oonn eeqquuiittyy ((RROOEE)):
16.28 percent
EEqquuiittyy ffiinnaanncciinngg rraattee:
27.41 percent
LLoonngg--tteerrmm ffiinnaanncciinngg rraattee -- aallll lliiaabbiilliittiieess:
65.00 percent
CCuurrrreenntt rraattiioo: 1.62
AAddddeedd vvaalluuee ppeerr eemmppllooyyeeee:
SIT 11,706,000
Market share in Slovenia: 2.16 percent
Intended return on equity: 13.5 percent
The planned profit should increase at least
3% faster than fixed expenses.
OOppeerraattiinngg ccoonnddiittiioonnss
The Slovenian IT market is still feeling the
consequences of above-average purchases of
hardware and software in 1999, prior to the
introduction of 19-percent value added tax
and the year 2000.
89
na dodano vrednost, in prehoda v leto 2000. Slovenska podjetja z naloœbami v informatiko, v obsegu 1,7 odstotna BDPletno, zaostajajo za evropskimi s 5 odstotkiBDP in za ZDA od 7 do 9 odstotkov BDP. Da bi obdrœala konkurenånost na evropskemtrgu, bodo morala skoraj podvojiti sredstva,namenjena informatiki, kar obeta potencialnorast trga. Preglednost slovenskegainformacijskega trga zmanjæuje neustreznaklasifikacija registriranih druœb. Po ocenah se z informacijsko dejavnostjo ukvarja prek tisoådruœb, od tega okrog 50 v obalno-kraæki regiji.
DDoosseeœœeennii rreezzuullttaattii Podjetje ACTUAL I.T. je v letu 2002 doseglo zelo dobre poslovne rezultate, ki so prehiteli naårte. Skupni prihodki so se pribliœali 2 milijardama tolarjev in so bili za 54odstotkov viæji od leta prej. Dosegli smodobiåek v vrednosti 39 milijonov tolarjev, kar je za dobrih 10 odstotkov veåod naårtovanega. V svoji panogi smo se povzpeli na prvo mesto v obalno-kraækiregiji in med prvih deset informacijskihpodjetij v Sloveniji po kapitalu, åistemdobiåku, skupnih prihodkih in æteviluzaposlenih. Doseœeni rezultati so posledicakakovostnega poslovanja in vstopa v SKUPINOISTRABENZ, ki nam je zagotovila pogoje zahitrejæo rast.
Med veåje doseœke leta 2002 sodijo:
> zakljuåek razvoja in uspeæna implementacijacelovitega informacijskega sistema zavodenje in oddaljen nadzor bencinskihservisov OMV ISTRABENZ v Sloveniji,
> uspeæen zakljuåek druge faze vpeljaveprojekta SAP v SKUPINO ISTRABENZ,
> podpis pogodbe z Banko Koper ovzdrœevanju in implementaciji POSsistemov in I-net banke za celotno Slovenijo,
> nakup stoodstotnega deleœa ljubljanskedruœbe AskNET.
Poleg tega smo uspeæno zakljuåilireorganizacijo podjetja, ki jo je zahtevala zelohitra rast obsega poslovanja.
With annual investments equalling 1.7 percentof GDP, Slovenian companies are lagging behindEuropean companies at 5 percent of GDP and UScompanies at 7 to 9 percent of GDP. If they want to continue to be competitive in the European market, Slovenian companies willhave to almost double their investments in information technology, which means themarket may potentially grow. The Sloveniancomputer market is hard to evaluate since thecompanies registered are not properly classified.According to estimates, over 1,000 companiesoperate in computer technologies, around fifty in the coastal and Karst areas.
RReessuullttss aacchhiieevveedd In 2002, ACTUAL IT generated very goodoperating results, far exceeding its plans.Overall revenues neared SIT 2,000 million, i.e.54 higher than the year before. We achieved aprofit of SIT 39 million, which is over 10percent more than planned. We gained firstplace in the industry in the coastal and Karstregions, ranking among the top ten ITcompanies in Slovenia in terms of equity, netprofit, total revenues and number of employees.The results were generated from qualityoperations and the merger with theISTRABENZ GROUP, which ensured theconditions for faster growth.
The biggest achievements in 2002 comprise:
> a comprehensive information system for themanagement and remote supervision of OMV ISTRABENZ filling stations inSlovenia has been developed andsuccessfully implemented;
> the second phase of introduction of the SAPproject within the ISTRABENZ GROUP hasbeen successfully completed;
> an agreement was stipulated with BankaKoper regarding the maintenance andimplementation of POS systems and the I-NetBank for the entire Slovenia; and
> AskNET, a company from Ljubljana, wastaken over completely.
In addition, the company has been reorganised asa consequence of the rapid expansion of business.
90
Tabela 4: Prihodki druœbe ACTUAL I.T. v letu 2002
Table 4: Revenues of ACTUAL IT in 2002
Prihodki v letu 2002 Revenues in 2002
blago / Goods 726.107.752,98
storitve / Services 1.248.723.761,44
prihodki skupaj v SIT / Total revenues in SIT 1.974.831.514,42
Slika 25: Struktura prihodkov druœbe ACTUAL I.T. v letu 2002
Chart 25: Revenue structure of ACTUAL IT in 2002
63 %
37 %
6633%% STORITVE / SERVICES
3377%% BLAGO / GOODS
Slika 26: Gibanje skupnih prihodkov v druœbi ACTUAL I.T.v SIT
Chart 26: Movements of total revenues in ACTUAL IT (inSIT)
We are focusing on services for large and
medium companies. A customer-satisfaction
survey done in 2002 showed exceptionally
good results. We prepared a presentation for
our customers, lectures at the 7th NT
Conference in Portoroœ and a presentation of
DataLab’s Pantheon at InterINFOS in
200220012000
0
500.000.000
1.000.000.000
1.500.000.000
2.000.000.000
775588..773344..000000
11..228822..772277..000000
11..997744..883311..551144
Usmerjeni smo k storitvam za velika
in srednja podjetja. Raziskava zadovoljstva
kupcev, izvedena v letu 2002, je pokazala
nadpovpreåne vrednosti. Kupcem smo
namenili predstavitev in predavanja na 7. NT
konferenci v Portoroœu in predstavitev
programske reæitve DataLab Pantheon na
91
ljubljanskem sejmu InterINFOS. Prviå smo
organizirali sreåanje za partnerje
s predstavitvami novosti na podroåju
raåunalniætva, ki smo ga poimenovali
Actualovo sreåanje informatikov. Svojo
prepoznavnost smo poveåevali
z oglaæevanjem v regionalnih medijih.
NNoovvoossttii
Uveljavili smo prodajo raåunalniæke strojne
opreme blagovne znamke Dell, ponudbo Citrix
reæitev na podroåju sistemske programske
opreme novega izdelka in storitve zaæåite
omreœij in antivirusne zaæåite. Razæirili smo
partnerstvo s podjetjem IBM in postali partner
za prodajo streœnikov na podroåju serije P.
VVllaaggaannjjaa vv rraazzvvoojj
Zaåeli smo in uspeæno zakljuåili edinstven
projekt Synergy 2002, celovit informacijski
sistem za vodenje bencinskih servisov.
V njegov razvoj smo vloœili 35 milijonov
tolarjev.
Naloœbam v novo informacijsko opremo
smo namenili 196,6 milijonov tolarjev.
NNaaåårrttii
Zaradi izteka triletne amortizacijske dobe
priåakujemo v letu 2003 normalizacijo
prodaje po viæku v letu 1999. Trg
informacijskih tehnologij v Sloveniji
bo po ocenah vreden okrog 427 milijonov
evrov. Priåakovana letna rast slovenskega
trga bo 8,6-odstotna. V druœbi ACTUAL I.T.
naårtujemo 10-odstotno poveåanje prodaje
in dobiåek v viæini 45 milijonov tolarjev.
V letu 2003 naårtujemo vpeljavo matriåne
organizacije, pospeæitev ciklusa razvoja
in prenosa znanja v prodajo in operativo.
V prihodnje nameravamo poslovanje æiriti na
severno-vzhodno obmoåje Slovenije in na
Hrvaæko in okrepiti poslovanje na
ljubljanskem obmoåju. Vstop Slovenije v EU
nam ponuja priloœnosti za opravljanje
storitev v bliœnjem okolju,
Ljubljana. We organised the first
meeting of our partners, called
Actual’s Computer Experts’ Meeting,
at which we presented novelties
in the computer industry. We
strengthened our brand by advertising
in regional media.
NNeewwss
We started selling Dell hardware,
Citrix solutions in the area of system
software, as well as network protection
systems and antivirus protection.
We upgraded our partnership with
IBM and became partner resellers
of P-series servers.
DDeevveellooppmmeenntt iinnvveessttmmeennttss
We initiated and successfully completed
a unique project called Synergy 2002 - a
comprehensive information system for
the management of filling stations - an
investment worth SIT 35 million.
We allocated SIT 196.6 million
to investments in new computer equipment.
PPllaannss
Following the increased sales in 1999, we
expect the figures to normalise in 2003, after
the three-year depreciation period. According
to estimates, the Slovenian information-
technology market will be worth about 427
million euros. The Slovenian market is
expected to rise by 8.6 percent on a yearly
average. At ACTUAL IT, we are planning a 10-
percent increase in sales and a profit of SIT 45
million. In 2003, we plan to introduce a matrix
organisation, stimulate the development cycle
and transfer know-how to the sales and
operational divisions.
In the future, we intend to extend our
operations to north-eastern Slovenia and
Croatia, as well as stabilise operations in the
Ljubljana area. Slovenia’s accession to the
EU offers new opportunities for offering
92
saj je naæa delovna sila kakovostna
in cenejæa kot v Italiji ali Avstriji.
Pri prodaji strojne opreme bi lahko
priælo do zmanjæanja naæe konkurenånosti
zaradi majhnosti trœiæåa in s tem
povezanih slabæih nabavnih pogojev,
vendar v celoti ne priåakujemo
bistvenih vplivov.
services in the neighbouring areas, for our
workforce is cheaper and better skilled than those
in Italy and Austria. We could suffer the
consequences of reduced competitiveness in the
sale of hardware due to the smallness of our market
and consequently worse procurement conditions.
On the whole, however, the circumstances are not
expected to substantially affect our operations. 8
93
8.1 UPRAVLJANJE BLAGOVNIH ZNAMK
V okviru naftne dejavnosti smo za trgovine
na bencinskih servisih za vse ætiri prodajne
trge osvojili in implementirali blagovno
znamko VIVA.
Pri upravljanju gostinskih storitev
na bencinskih servisih smo se odloåili
za lokalno zasnovan koncept, ki ga zahtevajo
posebna priåakovanja in zahteve mobilnih
in stalnih uporabnikov storitev na bencinskih
servisih. Tako na doloåenih lokacijah
hrvaækega in italijanskega trga na nivoju
gostinskih storitev upravljamo z blagovno
znamko Vienna Cafe. Za potrebe slovenskega
trga pa smo v postopku trœnega raziskovanja in
oblikovanja postavili nov koncept gostinskega
lokala, ki pomeni sveœ in prilagojen odnos do
uporabnikov gostinskih storitev na bencinskih
servisih OMV ISTRABENZ.
8.1 BRAND MANAGEMENT
In the oil business, we introduced the VIVA
brand at filling-station shops in all four retail
markets.
We decided to introduce a locally
conceived idea to gastro services
at filling stations, as requested by
different expectations and the demands
of mobile and usual customers of
our filling stations. Therefore,
we are introducing the Vienna
Cafe brand to gastro services
in the Italian and Croatian markets.
In the Slovenian market, we are carrying
out market research and developing
a new brand, which will represent
a new, customer-oriented approach
to gastro services at OMV ISTRABENZ
filling stations.
komuniciranjeCommunication8
Kvalitativna raziskava trga na Hrvaækem,
v kateri smo ocenjevali zaznavanje ugleda
in identitete OMV ISTRABENZA in maziv,
je pokazala, da je OMV ISTRABENZ
ocenjen kot zelo kakovostna druœba z mreœo
bencinskih servisov, ki je v prednostnem
poloœaju pred tekmeci. Naæa prepoznavnost
je blizu vodilnemu ponudniku, åeprav
za njim moåno zaostajamo
po trœnem deleœu. Prav tako smo
v boljæem poloœaju po zadovoljstvu
kupcev z osebjem in s kakovostjo
storitev. Ugotovljeni rezultati so obenem
nakazali moœnosti za izboljæave,
zlasti na podroåju trœenja storitev
in ponudbe nenaftnega blaga in storitev.
Ustreznost razvoja storitev, oglasnih
in drugih komunikacijskih sporoåil,
parametre ugleda in percepcij blagovnih
znamk in druœb SKUPINE ISTRABENZ
smo v letu 2002 merili med drugim
tudi z raziskavami zadovoljstva uporabnikov
bencinskih servisov, imidœ radarjem,
raziskovalno metodo “mistery shoppinga”
in raziskavo zadovoljstva partnerjev
v veleprodaji naftnih produktov.
Z raziskavo po principu “mystery shoppinga”
dobili oceno ponudbe in imidœa bencinskih
servisov OMV ISTRABENZ v primerjavi
s konkurenco tudi na podroåju Triveneta
v Italiji. Rezultati so pokazali, da se naæi
bencinski servisi posebno odlikujejo
po zunanjem izgledu, urejenosti sanitarij,
prvem kontaktu z zaposlenimi ter v skupni
oceni storitev.
Novo blagovno znamko ISTRABENZ PLINI
smo uveljavljali z zunanjimi aplikacijami,
s ciljnim oglaæevanjem in z izdelavo
predstavitvenega gradiva.
Ob koncu leta 2002 smo zaåeli naårtno
oblikovati enotno blagovno znamko naæih
turistiånih storitev. Raziskave in razvojni
proces bomo zakljuåili v letu 2003.
Market research carried out in Croatia to
assess the reputation and identity of OMV
ISTRABENZ and its lubricants in the
market showed that OMV ISTRABENZ
is seen as a company offering good quality
with a filling-station network far better
than any competitor’s. We are almost
as recognised as the leading supplier,
although we lag far behind in terms
of market share. We also ensure better
customer satisfaction thanks to the quality
of our personnel and our services.
The results revealed some space for
improvement, particularly in the marketing
of services and the offer of non-oil products
and services.
In 2002, we assessed the appropriateness
of the services developed, the advertising
and marketing communication as well as
the parameters of the ISTRABENZ GROUP’s
reputation and brand perception through
customer-satisfaction surveys at filling
stations, the image radar, a mystery
shopping and partner-satisfaction survey
in the wholesale of petroleum products.
A mystery-shopping market survey was
carried out to evaluate the offer and the
perception of OMV ISTRABENZ filling
stations in comparison with the
competition in the Triveneto market in
Italy as well. Results showed that our
filling stations excel when it comes to
neatness, the cleanliness of toilets,
the first contacts with employees
and the overall assessment of services.
The new brand was being established by
means of external applications, targeted
advertising and the production of
presentation materials.
At the end of 2002, we initiated the project of
creating a common brand for all our tourist
operations. The research and development
process will be completed in 2003.
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95
8.2 KORPORACIJSKO KOMUNICIRANJE
Raziskava pojavljanja druœbe in SKUPINE
ISTRABENZ v slovenskih medijih,
ki smo jo opravili v åasu od 1. januarja
do 1. junija 2002, je pokazala, da je bilo
v tem obdobju objavljenih 1.775 novinarskih
informacij o ISTRABENZU. V celem letu
2002 je ætevilo objav doseglo 1.928, kar
ISTRABENZ uvræåa v sam vrh po pozornosti,
ki jo medijske hiæe namenjajo domaåemu
gospodarstvu. Poroåanje o ISTRABENZU
je bilo veåinoma nevtralno in naklonjeno;
to je dokazovalo kar 97 odstotkov
prispevkov.
Spremljanje pojavljanja v medijih
je posledica naæih prizadevanj za naårtovano,
kontinuirano, transparentno, dvostransko
in pravoåasno komuniciranje z notranjimi
in zunanjimi javnostmi.
Mednje sodijo tudi sredi leta 2002 postavljene
nove spletne strani SKUPINE ISTRABENZ,
www.istrabenz.si, zasnovane
v skladu z izsledki kvalitativne raziskave,
opravljene s predstavniki poslovne, medijske
in sploæne javnosti. Z uporabo primerljivih
raziskovalnih metod smo preverili ustreznost,
væeånost in komunikacijsko uporabnost nove
spletne podobe SKUPINE ISTRABENZ. Kljub
visokim ocenam in pozitivnemu mnenju
sodelujoåih v raziskavi se zavedamo, da
sodobne komunikacijske poti iæåejo vedno
nove izzive, zato so tudi spletna podoba in z
njo povezane komunikacije postale predmet
nenehnih izboljæav.
8.3 DELNI^ARSKA IN ZUNANJE JAVNOSTI
Obveæåanje delniåarske, investitorske in
sploæne javnosti je vse leto potekalo prek
8.2 CORPORATE COMMUNICATION
A survey on the appearance of the
ISTRABENZ GROUP in the Slovenian media,
for the period from 1 January to 1 June 2002,
showed that 1,755 journalist mentions of
ISTRABENZ were published in the period
inspected. The number of news items
published in 2002 totalled 1,928, showing a
very high degree of interest in ISTRABENZ by
the Slovenian media when addressing the
national economy. Reports on ISTRABENZ
were mostly favourable, since 97 percent of
news items published was evaluated as
positive or neutral.
The supervision of media appearance is a
consequence of our efforts aimed at ensuring
planned, continued, transparent, timely and
two-way communication with both internal
and external audiences.
These efforts are also reflected in the newly
published web site of the ISTRABENZ GROUP
- www.istrabenz.si - designed in line with the
findings of a quality survey carried out among
representatives of business, media and general
publics. By using comparable research
methods, we evaluated whether the new
Internet image of the ISTRABENZ GROUP is
appropriate, agreeable and useful. Despite the
high marks and positive opinion of
participants in the survey, we are aware that
the latest communication channels always
pose new challenges; consequently our on-line
presentation and all related communication
are the subject of ongoing improvements.
8.3 SHAREHOLDERS AND EXTERNAL AUDIENCES
We used a series of different communication
tools to inform our shareholders, investors
uporabe razliånih komunikacijskih orodij.
S tiskovnimi konferencami smo predstavljali:
> pomembnejæe poslovne dogodke, kot
so bile spremembe v upravi in
nadzornemu svetu holdinæke druœbe,
> investicije, kot je bilo odprtje kongresnega
centra v HOTELIH MORJE,
> razvojne mejnike, med katere je sodila
otvoritev stotega bencinskega servisa OMV
ISTRABENZ v Sloveniji,
> rezultate druœbe in SKUPINE ISTRABENZ,
> dolgoroåne naårte v sklopu Smernic
strateækega razvoja SKUPINE ISTRABENZ,
> sklepe skupæåine delniåarjev,
> pomembnejæe sponzorske in donatorske
dogodke
> in prizadevanja za trajnostni razvoj druœb
SKUPINE, ki jih vsako leto strnemo
v “Zelenem poroåilu” - poroåilu
o odgovornosti do naravnega okolja.
Za obveæåanje javnosti smo uporabljali tudi
novo komunikacijsko pot, ki jo nudi
Ljubljanska borza vrednostnih papirjev s tako
imenovanim SEO-net sistemom
elektronskega obveæåanja, prek katerega smo
zainteresiranim javnostim posredovali tudi
pomembnejæe izjave menedœmenta.
Osrednja informativna publikacija pa ostaja
letno poroåilo. Na nateåaju poslovnega
åasnika Finance je Letno poroåilo druœbe
ISTRABENZ za poslovno leto 2001 prejelo
najboljæe ocene strokovne œirije in
prepriåljivo osvojilo prvi mesti v skupnem
seætevku in za kakovost vsebine.
8.4 TR@NO KOMUNICIRANJE
Druœbe SKUPINE ISTRABENZ so v letu 2002
pristopile k skupnemu naårtovanju
in izvajanju vseh trœno komunikacijskih
in trœno raziskovalnih aktivnosti, med katere
sodi tudi skupen nastop pri zakupu
and the general public. We used press
conferences to inform about:
> relevant business events, as changes
in the Management and Supervisory
Boards of the Holding Company;
> investments, like the opening of the
convention centre in MORJE HOTELS;
> development milestones, like the opening
of the hundredth OMV ISTRABENZ filling
station in Slovenia;
> the results of the company and the
ISTRABENZ GROUP;
> long-term plans contained in the Strategic
Development Guidelines of the
ISTRABENZ GROUP;
> resolutions adopted by the general
meeting;
> relevant sponsorships or donations; and
> efforts for the sustainable development of
GROUP members - presented every year
in our ‘Green Report’ - a report on our
responsibility to the environment.
We also used a new communication channel
offered by the Ljubljana Stock Exchange to
inform the public: the SEOnet system of
electronic information, through which we
also published relevant statements made by
the management.
The Annual Report is still the main
informative publication. The 2001 Annual
Report of ISTRABENZ was given the best
marks by the expert jury of the Finance
newspaper, winning first place in the final list
and first place for the quality of its contents.
8.4 MARKETING COMMUNICATION
In 2002, members of the ISTRABENZ
GROUP decided to jointly plan and carry
out all marketing and communication
activities, including the renting of media
space in the domestic market. By doing so,
96
97
medijskega prostora na domaåem trgu. S tem
so vse druœbe dobile moœnost za izkoriæåanje
dodatnih ugodnosti ob uporabi teh storitev.
Oglaæevalske aktivnosti na slovenskem trgu
so se zaåele v februarju s korporativno imidœ
akcijo trœnega komuniciranja SKUPINE
ISTRABENZ, ki je potekala pod geslom “moå
sodelovanja”.
Da bi poveåali komunikacijsko moå blagovne
znamke motornih olj OMV s poveåanjem
njene prepoznavnosti in væeånosti, je na
televizijskih, tiskanih in radijskih medijih
ter na jumbo panojih v aprilu 2002 stekla
akcija trœnega komuniciranja pod geslom
“za poznavalce”. Njeno uåinkovitost
smo izmerili z raziskavama pred zaåetkom
in po konåanem obdobju oglaæevanja.
Po akciji za motorna olja OMV motor oil
se je njihova prepoznavnost obåutno
dvignila. Indeks anketirancev, ki so po akciji
poznali blagovno znamko, je znaæal 224.
Tudi stopnja zadovoljstva z væeånostjo
blagovne znamke je zrasla le pri OMV motor
oil, in sicer za 3 odstotke.
V juniju smo trœno komunikacijska
prizadevanja nadaljevali z imidœ akcijo trœnega
komuniciranja za storitve bencinskih servisov
pod blagovno znamko OMV ISTRABENZ.
Distribucijo oglasnih sporoåil v masovnih
medijih smo povezali tudi s potekom
svetovnega nogometnega prvenstva. V okviru
akcije “v moji smeri” se je posebno odlikoval
televizijski oglas, ki je v raziskavi
“Oglaæevalski odmev” v juniju in juliju
ponovno uvrstil med najbolj væeåna
televizijska oglasna sporoåila.
Veliko aktivnosti smo namenili pospeæevanju
prodaje, lokalnemu marketingu in rednim
izvajanjem akcij za pospeæevanje prodaje
trgovskega blaga.
all companies have better chances to take
advantage of the additional benefits offered
by these services.
Marketing activities in Slovenia started in
February with a corporate-image campaign of
the ISTRABENZ GROUP with the motto
‘The Power of Co-operation’.
In order to boost the communicational
strength of the OMV lubricants brand and
increase its reputation, another campaign
was carried out in April 2002 with
advertisements published on the television,
the radio, in printed media and jumbo
billboards with the motto ‘For Connoisseurs’.
The effects of this campaign were measured
by two surveys: one before and on after
the advertisement period.
The acceptance of OMV Motor Oil lubricants
rose significantly after the campaign.
The index of interviewees who knew the
brand after the campaign reached 224
percent. The satisfaction level about the
recognition of the OMV Motor Oil brand
went up as well, namely by 3 percent.
In June, we continued our marketing-
communication efforts with an image
campaign for filling-station services
under the OMV ISTRABENZ brand.
The distribution of advertisements
in the mass media was linked to the
football World Cup. The television
advertisement of the ‘In my
Direction’ campaign, was ranked among
the most loved advertisements
by the survey ‘Advertising Echo’
in June and July.
We paid much attention to promoting sales,
particularly to local marketing and regular
campaigns aimed at boosting sales of retail
products.
Na hrvaækem trgu je bila prek masovnih
medijev oglaæevana nagradna igra
za bencinske servise OMV ISTRABENZ.
Zaåela se je spomladi 2002 v sodelovanju s
hrvaæko smuåarsko zvezo, sledilo pa je
obåutno izboljæanje prodaje na bencinskih
servisih. V ACTUALU smo svojo
prepoznavnost v letu 2002 poveåevali z
oglaæevanjem v regionalnih medijih.
V HOTELIH PALACE smo izdelali
promocijske materiale in oglaæevali v
nacionalnih medijih, v tujini pa smo oglaæevali
v specializiranih medijih. Obnovili smo
spletno stran in samostojno izvedli trœno
raziskavo.
A prize game run at OMV ISTRABENZ
filling stations in co-operation with
the Croatian Ski Federation - starting
in the spring of 2002 - and advertised
in the Croatian mass media considerably
improved sales made at filling
stations. At ACTUAL, we strengthened
the brand by advertising in regional
media in 2002.
At PALACE HOTELS, we prepared
promotional materials and advertised in the
national media, as well as in specialised
publications abroad. We upgraded our web
pages and carried out our own market
survey.
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ISTRABENZ, d.d.Poslovno poroåiloBusinessReport
Za zaloœnika / For the editorBarbara Stegel
Besedilo / TextStudio KernelISTRABENZ, d.d.
Prevod / TranslationPeter Szabo
Lektoriranje / EditingMetka MoroviåMurray Bales
Ad / DesignKreattiva ADV.
Fotografija / PhotoArchive
Tisk / PrintÅukgraf, Postojna
April / April 2003
Na podlagi Zakona o davku na dodano vrednost sodi publikacija med proizvode,
za katere se obraåunava davek na dodano vrednost po stopnji 8,5%.
Note:
The English Edition is a translation of the Slovene original which remains the
legal version.
www.istrabenz.si