1/2010 - Sievert AG

2
S T E F A N E G E R T
S P E A K E R O F T H E B O A R D O F S I E V E R T A G & C o . K G
We are living in a time
of transition. As recently
as April 2000, nearly all
economic experts were convinced
of the fundamental
paradigm shift brought
about by the Internet. They
had no idea that only one
month later the “Internet
bubble” would burst. The
crisis on the financial markets,
which in 2008 was at
first perceived and assessed
as a crisis limited purely to
the banking sector, quickly
affected the real economy.
As far as countries are
concerned, this meant
giving banks bailouts and
ensuring their liquidity to
an extent not yet seen in
history. Many companies
are feeling the consequences,
because it is becoming
more and more difficult
and expensive to get credit.
Another source of insecurity
is the question of how
long the Euro will remain
stable in view of the high
level of debt in many EU
countries. This high level of
national debt is making it
harder to predict economic
development in the short
and medium term and the
consequences for German
companies. Substantial
currency fluctuations due to
the weak Euro complicate
the situation. In addition
to these problems, the
German building materials
industry has had to suffer
through a very long winter
in early 2010. It is hard to
foresee how far it will be
possible to catch up the
The crisis as an
opportunity
arrears left from the long
winter, what sort of effects
the economic stimulus
packages will have and
when commercial construction
will increase. The environment
in which Sievert
Baustoffgruppe has been
doing business in recent
years can therefore undoubtedly
be considered to
be difficult and turbulent.
Despite these conditions,
Sievert Baustoffgruppe
was able to achieve higher
profits in 2009 than in
the previous year. One of
the primary factors in this
success was the fact that
the employees of Sievert
Baustoffgruppe were able
to maintain a balance
between preventive and
expansive measures. All employees
were and still are
aware that lowering costs
is necessary for survival in
a recession. The employees
therefore managed to optimize
costs and processes
in the company by being
attentive, adaptive, quick to
respond and ready to take
courageous action, so that
the company was able to
hold its ground in spite of
the difficult environment.
Here, the specific logistics
and energy costs can
serve as an example. These
preventive measures had
to be complemented by
expansive action, however.
Investment in new technologies
and opening up
new markets are indispensable.
By investing in China,
Russia and Slovakia, good
opportunities for growth
in interesting, growing
markets are expected to
emerge in the coming
years. At the same time,
intensified R&D is going
to generate new, innovative
products to strengthen
business at home.
Preventive measures combined
with expansive action
will ensure that Sievert
Baustoffgruppe will continue
to hold its ground in the
years to come, as well. The
high level of commitment
of the employees of Sievert
Baustoffgruppe will help us,
so that when the markets
at home and abroad
increase, we will have the
products, structures and
processes to be a leading
player in the consolidation
phase after the crisis.