MISSION VISION VALUES COMPETENCE We are a Group with a stable base To be the Portuguese INOVATION and under family control which economic Group with the has a diversified intervention highest growth and value HUMAN DEVELOPMENT in the economy and a significant creation track record in the Transversal to all employees value creating presence in all businesses where it operates. and companies. operating sectors. The key requirements that we impose We rely on a culture based on our conduct and that drive our in the promotion of Sustainability success, both in existing businesses and our Values. and in future projects. 1
HISTORY 2009 1920 2017 1898 1961 1975 2000 2011 2019 Sale of Lisnave Launching of Grow, an Beginning of Braga Investment Group Acquisition of stakes Nationalization Launching and Vila Franca acceleration program for in Casa José foundation by in Brisa and Efacec of the CUF Group of Lisnave de Xira hospitals startups Henriques Totta Alfredo da Silva management In its heydays, CUF Group was with the merger Merging of Banco Expansion of the CUF’s of CAF and CUF the largest privately-owned Mello and Império Expansion of the hospitals and clinics 1927 Insurance in BCP, group with 110.000 employees Chemical Complex network the largest private of Estarreja and accounting for 5% of GDP Chemical business Portuguese bank Launching launches the new brand of Tabaqueira Bondalti and a new factory in Spain RECONSTRUCTION FOUNDATION EXPANSION GROWTH AND DEVELOPMENT Opening Opening Creation of the CUF becomes the Beginning of the Group’s reconstruction Takeover offer of the first of CUF Amélia de Mello single brand in through the acquisition of Uniteca for Brisa factories Hospital Foundation healthcare (1980) of CUF in Barreiro Creation of José de Mello holding company (1988) Launching of Banco Mello (1991) 1979 Acquisitions of Império (1992), 1964 1945 1908 2020 2013 Soponata (1993), Quimigal (1997) 1998 Creation of José de Mello Saúde (1998) 2
CONTINUING THE GROWTH CYCLE The José de Mello Group once again presented good results in 2019, continuing a cycle of growth, based on our teams’ commitment and excellence. We bolstered our commitment to sustainability in our triple approach of People, Planet and Performance. This issue has been at the top of our agenda for many years and it will continue to be there with consistent action in all our companies. We have maintained a strong focus on customer services to consolidate our business’ leadership in their respective sectors, with quality and commitment to innovation that makes us stand out from the rest. Given its great strategic relevance and the impact it had on the corporate positioning of the José Vasco de Mello de Mello Group, it is important to highlight the agreed sale of about 40% of Brisa announced in Chairman of the José de Mello Group April 2020. The José de Mello Group will keep a stake of approximately 17% and play an active role in the company’s management. Considering great adversity in which it was entered into, this agreement is a sign of international investors’ confidence in the Portuguese economy. It also allows the José de Mello Group to strengthen its capital structure and investment prospects in current and new businesses, while also continuing to fulfil its historical legacy of contributing to the growth and development of the portuguese economy. in Annual Report 2019 3
CONSOLIDATED FINANCIAL INDICATORS 2018 2019 1.813 1.802 TURNOVER 706 665 EBITDA NET INCOME (without extraordinary items) 72 65 5.832 5.807 TOTAL ASSETS UNDER MANAGEMENT INVESTMENT 241 183 12.665 10.779 (1) EMPLOYEES values in M€ except number of employees (1) In 2019 with the end of the management of Hospital de Braga under a public-private partnership regime, the José de Mello Group had 3,015 fewer employees 4
GROUP COMPANIES 100% 57% 50% 100% 14% * 66% 70% Chemicals Infrastructure Healthcare Nursing homes Maintenance Wines Engineering & Recovery & Energy & Mobility and Rehabilitation Services Organizacional Chart * financial investment 5
LEADING CHEMICAL INDUSTRY… Largest Portuguese operator in the chemical industry sector, with proprietary technology and strong commitment to sustainability European leader in independent production of Aniline and 2nd largest producer of Chlorine in Iberia Manufacturing units and logistics centers in the Iberian Peninsula Turnover of 293 M€ in 2019 6
… INFRASTRUCTURES AND MOBILITY… Main operator of highway infrastructure in Portugal, with high levels of innovation and technology Strong positioning in the mobility sector An example of good economic performance, financial strength and clients’ oriented focus Turnover of 804 M€ in 2019 7
… INFRASTRUCTURES AND MOBILITY… Largest private health operator in Portugal, with ongoing expansion plans National network with private health hospitals and one public hospital Example of clinical excellence and respect for clients’ dignity and well -being Turnover of 708 M€ in 2019 8
… AND DIVERSIFIED BUSINESS Reference operator of residential solutions and services for seniors Turnover of 8 M€ in 2019 Reference company with maintenance solutions and services Turnover of 40 M€ in 2019 Reference producer of wines from the Alentejo region Turnover of 12 M€ in 2019 10
STRATEGIC DEVELOPMENT CORNERSTONES Leadership and Solid and long-term Active and prudent The importance distinctiveness of our partnerships management of people and social businesses , supported of investments responsibility by customer service and operations excellence 11 Autoestrada A10 | Lezíria do Tejo
PEOPLE AND SOCIAL RESPONSABILITY Bondalti is the founding company of the Advisory Panel The José de Mello Group follows the Sustainability agenda, of the Responsible Action namely through the contribution of its companies to the 17 Carbon strategy and strategy Project co-financed by José de Program of Estarreja Sustainable Development Goals(SDG) of the United Nations. for the climate changes, Mello Saúde and the Calouste Chemical Centre efficiency on the generation of Gulbenkian Foundation with the 9 ODS 6 ODS 9 ODS waste and consumption of objective of training and electricity, fuel and water accompanying informal caregivers Bondalti and Brisa promote SER SOLIDÁRIO policies to reconcile the More than 400 volunteers, including employees, retired professional, family and employees and members of the José de Mello family, participate personal lives of employees, Program launched by CUF in in a program involving sixteen partner entities An initiative that counts on a having obtained the certification partnership with Pingo Doce monthly charity donation of Family Responsible Entity to alert the population to the by all the companies negative impact of excessive adherent employees salt consumption on health 12
PEOPLE AND SOCIAL RESPONSABILITY Created in 1964, the Amélia de Mello Foundation aims to serve society, through the financing, promotion and sponsorship of social responsibility projects, with a diversified approach in the Group companies, in the universities and in the society in general PHILANTHROPY PROTOCOLS WITH UNIVERSITIES SCHOLARSHIPS Contribute to the education of employees’ Support to students, professors and academic Support the civil society and, specially, children, through scholarships projects that contribute to the progress institutions of the education sector, in line to undergraduateor masters’ degrees of knowledge and research with the Foundation’s citizenship purpose 13
INNOVATION LEADERSHIP Partnerships with Dedicated R&D units universities 47 10M€ Research and development Development of differentiated RDI partnerships investment of new solutions led products and processes in RDI by specialized and in partnership with entities from customer-focused internal areas 14 the Science and Technology System patent families Grow program to support Ideas gathering programs startups 33 1.593 José de Mello’s transversal initiative to support Promotion of internal programs pilots with submitted ideas to raise ideas in the different the acceleration and development of startups startups companies of José de Mello Group 2019 14
INNOVATION LEADERSHIP INVESTMENT IN INNOVATIVE NEW SOLUTIONS TO IMPROVE OFFERING OF CLINICAL SERVICE PRODUCTION TECHNIQUES PEOPLE’S MOBILITY EXCELLENCE AND STRENGTHENING AND PROCESSES AND EFFICIENCY OF OPERATIONS OF THE RELATION WITH THE CLIENT Constant search for new solutions to make the New techniques to improve the services Aniline proprietary technology provided core business more digital Ophthalmic technology for cataracts Performance of toll collection Production processes automation and control treatment Operational efficiency of teams Online cognitive training for patients Chlorine expansion and conversion project Road assistance with memory loss or other cognitive disorders Investing in a closer relationship with the customer Customer relation excellence New marketing platform App MyCUF Colibri service areas Automatic check-in at CUF hospitals and clinics 15
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