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Rooms for improvement - IK Investment Partners

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ROUND-THE-CLOCK SUPPORT:<br />

The expansion of MCG’s service<br />

division has been very successful<br />

and it now accounts <strong>for</strong> 25 per cent<br />

of group turnover.<br />

“So, it was not until we had contracted out our<br />

manufacturing, put the cost reduction<br />

programme in place and built a stable plat<strong>for</strong>m<br />

that we could focus on growth,” he says.<br />

Central to this has been the expansion of<br />

MCG’s service division. This has been very<br />

successful and now accounts <strong>for</strong> 25 per cent of<br />

group turnover. “Service contracts are not only<br />

relatively high-margin but also help smooth our<br />

earnings and cash flows,” says Pettersson. MCG<br />

operates as a global partner to its customers,<br />

providing round-the-clock service and support<br />

from more than 40 offices in over 25 countries.<br />

During 2002 sales at MCG fell by 20 per<br />

cent to SEK3.4 billion while EBITA declined to<br />

SEK76 million from SEK114 million in 2001 on<br />

a margin of 2.2 per cent. As the PIP progressed,<br />

2003 sales fell to SEK3.2 billion but EBITA<br />

increased to SEK170 million on a margin of<br />

5.3 per cent. In 2004, MCG’s margin increased<br />

to 6.8 per cent with EBITA of SEK216 million<br />

and sales of SEK3.2 billion.<br />

Further margin <strong>improvement</strong>s are expected<br />

as MCG continues to see the effects of the PIP<br />

translate into earnings. “We implemented the<br />

PIP swiftly and were helped by an upturn in<br />

the market, but lead times in this industry<br />

are still 18 months long so it takes time <strong>for</strong><br />

<strong>improvement</strong>s to show through on the bottom<br />

line,” Pettersson explains.<br />

“Hans Pettersson and his team have done an<br />

excellent job in trans<strong>for</strong>ming MCG. In the last<br />

few years they have achieved what should have<br />

been done much earlier. Ultimately it has<br />

come good but there were three years of<br />

uncertainty,” notes De Geer.<br />

“Without the management delay, the<br />

restructuring would have been completed by<br />

2000 giving us more headroom in the lean<br />

years of 2001–2003. By then MCG could have<br />

reduced its debt, become slightly bigger, more<br />

flexible and more international. The company<br />

would have been better placed to take<br />

advantage of the downturn in the sector<br />

through add-on acquisitions, <strong>for</strong> example,”<br />

maintains Rosenlew.<br />

Even so, in 2000 MCG acquired a link span<br />

specialist, Norent, to extend the scope of its<br />

RoRo capabilities. That year MCG also<br />

acquired the Miami-based cruise ship galley<br />

“It was not until we had contracted out<br />

our manufacturing, put the cost reduction<br />

programme in place and built a stable<br />

plat<strong>for</strong>m that we could focus on growth.”<br />

technology specialist Atlas Marine Services to<br />

extend its passenger ship portfolio. MCG<br />

acquired Dubai-based hydraulic power<br />

engineering specialist Otecnor in 2001 and, in<br />

2002, raised its stake in MCG Kayaba.<br />

Throughout the turnaround process<br />

Gambro – which retained a 40 per cent stake<br />

in MCG – was a supportive, although rather<br />

passive, stakeholder. As to working with <strong>IK</strong>,<br />

Pettersson says: “<strong>IK</strong> is a profit-oriented company<br />

and it is good to work with an organisation<br />

where the targets are clear. But we were not<br />

only driven by <strong>IK</strong> – we pushed ourselves.”<br />

Discussing the exit, Pettersson points out<br />

that this is ‘always the owner’s prerogative’.<br />

“Everyone knew the agenda and the timing is<br />

perfect. We have completed the turnaround<br />

and now both the market and our<br />

order book are growing,”<br />

he says.<br />

Going <strong>for</strong>ward, MCG will <strong>for</strong>m<br />

the marine cargo handling<br />

division within Kone Cargotec<br />

complementing the land-based<br />

operations of its Kalmar and Hiab<br />

Divisions. Ironically, MCG was part of Kone<br />

Corporation in 1983, ahead of being acquired<br />

by Incentive in 1994.<br />

“Kone Cargotec will provide an environment<br />

within which MCG can continue to develop<br />

and grow. It is a perfect, logical fit with many<br />

synergies and will create a strong, industrial<br />

group. We have found a very good home,”<br />

Pettersson concludes.<br />

FOCUS AND CONSENSUS: “Hans Pettersson<br />

and his team have done an excellent job in<br />

trans<strong>for</strong>ming MCG. In the last few years they<br />

have achieved what should have been done<br />

much earlier,” says <strong>IK</strong> Partner Gerard de Geer,<br />

far left.<br />

Middle picture, <strong>IK</strong> Partner Michael Rosenlew.<br />

Hans Pettersson, CEO MacGREGOR, right.<br />

6 ik news

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