DOCSLIB.ORG

Brožura AGROFERT EN 2018 – PDF, 5.4 MB

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Brožura AGROFERT EN 2018 – PDF, 5.4 MB 02 AGROFERT 2018 AGROFERT GROUP 03 ECONOMY 06 GB PL DE CHEMICAL INDUSTRY 08 FOOD PRODUCTION 12 NL AGRICULTURE SK & PRIMARY PRODUCTION 16 US CH GROUND MACHINERY, HR FR TECHNOLOGIES & TRANSPORT 22 RO IT HU FORESTRY & TIMBER SECTOR 26 CZ ES FUELS & RENEWABLE ENERGY SOURCES 30 LOGISTICS 34 MEDIA 38 CORPORATE SOCIAL RESPONSIBILITY 42 BR AGROFERT GROUP 03 AGROFERT GROUP RU AGROFERT, spol. s.r.o was established on 25th January 1993 as a company focused on trade with fertilizers. At the time of its establishment the company had only four employees. The AGROFERT Group currently consists of 196 subsidiaries, 1 associate and 6 joint ventures, 27 companies have been excluded from consolidation. The AGROFERT Group companies are active in several sectors such as chemical, food, agricultural, ground machinery & tech- COUTRIES nology, forestry & timber, renewable energy sources and media. The shareholder´s equity 16 is 3.11 billion EUR. AGROFERT Group employs more than 32,000 people today and is the largest Czech private COMPANIES employer. According to the CZECH TOP 100 2018 ranking, AGROFERT is the third most important company in the Czech Republic. 230 AGROFERT is also the largest Czech and Slovak agricultural and food industry group, the second largest domestic chemical group, the second largest producer of nitrogen fertilizers EMPLOYEES in Europe and the group also ranks third among the largest domestic exporters. In terms of investments, AGROFERT is one of the largest investors in the Czech Republic, 32 730 Slovakia and Germany, and is also a major investor in Hungary. Entrepreneurial success of AGROFERT companies is based on long-term, stable relationships with business partners, on high-quality work of its employees, on the use of the skills of experts in individual fields, on the ability to respond flexibly to changing market environment and maximizing the use of synergies across areas of the Group’s business. 04 AGROFERT 2018 1993 1994 1995 1996 25th January – establishment of AGROFERT, Transformation of the limited liability company The company starts to invest into a national Entry into the Czech chemical sector: privatization spol. s.r.o. (registered capital 3,600 EUR, into a joint-stock company named AGROFERT a.s. distribution network; acquisitions of ZZN of the company Precheza four employees) and ACHP companies ** Extension of trading activities: agricultural Joint venture DUSLO Šaĺa (SK) commodities and agrochemicals 2000 1999 1998 1997 Entry into the food processing sector: First merger in the group: merger between Extension of AGFTRADING activities: Establishment of a specialized company Maso Planá, MASNA Studená and ADEX Chemagra and AGFTRADING trade with commodities trading with pesticides: Chemagra Extension of business activities: fuel trading 20th May – establishment of AGROFERT HOLDING, a.s. Acquisition of the company DEZA Acquisition of the company Lovochemie 2002 2004 2005 2006 Acquisition of SKW Piesteritz (DE) Merger between the companies AGROFERT Merger between the companies AGROFERT Entry into the Czech market with agricultural HOLDING, a.s. and AGFTRADING, a.s. as of 1st HOLDING, a.s. , AGROFERT, a.s. and AGROPROFIT a.s. machinery January 2004 as of 1st January 2005 Acquisition of the poultry company Hyza (SK), Entry into the mill and bakery sector: PENAM Acquisition of the company Kostelecké uzeniny establishment of the company Profrost (frozen (3rd most important group at the market) bakery products), acquisition of the Chinese chemical company Precheza Titanium Dioxide ** ZZN Supply and purchase of agricultural products, ACHP – Agrochemical company AGROFERT GROUP 05 2007 2008 2009 2010 Entry into the primary agricultural production Entry into the dairy segment: OLMA Acquisition of agricultural and food company Merger between the companies AGROFERT HOLDING, a.s. segment AGROPOL Group (inclu -ding the company and Agropol Group, a.s. as of 1st January 2010 Acquisition of the bakery company Šarišské pekárne Vodňanská drůbež) Entry into the market for production and sale a cukrárne (SK) Extension of activities in Hungary, entry into the Hungarian of seeds: OSEVA Entry into the Hungarian market: Devecseri bakery market: acquisition of the bakery group Ceres Acquisition of the Dutch distributor AdBlue Acquisition of meat processing companies: Masozávod GreenChem Krahulčí and Kmotr 2014 2013 2012 2011 Acquisition of the companies Londa, NT Group (HU) Acquisition of the company Lieken (DE), Ecopress Media market entry : establishment of the Entry into the segment of forestry, timber (SK), Mafra AGF Media group harvesting and processing Acquisition of the majority sharehol ding in the company Česká vejce CZ Acquisition of the trading part of the company IKR (HU) Division of the companies Synbiol,a.s. and AGROFERT, a.s. as of 1st January 2014 2015 2016 2017 2018 Acquisitions of companies AGROFIN Svitavy, Acquisition of the companies ZEMSPOL, spol. s r.o., Acquisition of the companies Petrochemia Taking over of the publishing house Bauer Media Svitavy Agropodnik, Kladrubská, Zemědělské AGRODRUŽSTVO Kačice, AGROPARKL spol. s r.o., Blachownia, Ticket Portal Group, companies Group through subsidiaries Mafra Print, a.s. obchodní družstvo Zálabí, Vlčnovská Lužanská zemědělská a.s., CENTROPROJEKT GROUP Poľnoslužby Bebrava, PD Krupá and Mafra Slovakia Print, s.r.o. zemědělská, Poľnohospodárske družstvo a.s., P E Z A a.s. (SK) and Truhlářství Straka Ludanice, ACOMWARE, AdInternet 06 AGROFERT 2018 ECONOMY 2018 TOTAL INVESTMENTS (EUR) 509.1 M OF WHICH FINANCIAL INVESTMENTS (EUR) 81.6 M RENEWAL AND DEVELOPMENT INVESTMENTS IN FIXED ASSETS (EUR) 437.5 M NUMBER OF EMPLOYEES (yearly average) 32 730 ECONOMY 07 INDIVIDUAL SEGMENT'S CONTRIBUTION REVENUES FROM THE SALE OF GOODS AND SERVICES TO THE GROUP'S TOTAL TURNOVER IN 2018 (in million EUR) exchange rate 25.73 CZK/EUR according to the Czech National Bank as of 31. 12. 2018 Logistics Media Forestry & Wood Chemical 1993 58 production industry 1994 144 0.3 % 2.2 % – fertilizers 2.3 % 1995 214 Ground machinery, 10.5 % 1996 163 Logistics and Technologies 1997 198 4.8 % Chemical 1998 490 industry 1999 676 – other Total of 2000 1,158 18.3 % 2001 1,278 Food production 2002 1,469 2003 1,780 32.3 % 6.121 billion EUR 2004 1,990 2005 2,604 2006 2,771 2007 3,226 Fuels 3,941 Agriculture & Primary & Renewable 2008 agricultural production energy resources 2009 3,339 3,579 26.2 % 3.2 % 2010 2011 4,571 5,150 2012 5,896 3+11183263051Q 2013 6,483 2014 2015 6,494 2016 6,036 2017 6,028 2018 6,121 08 AGROFERT 2018 CHEMICAL RU CZ IT US DE NL INDUSTRY ES PL FR RO GB SK HU BR AGROFERT is currently the second largest group in the Czech chemical industry. It is the second largest producer of nitrogen mineral fertilizers in Europe. CHEMICAL INDUSTRY 09 FACTS SHARE OF FERTILIZERS CHEMISTRY SHARE OF SPECIAL CHEMISTRY PRODUCTS IN THE TURNOVER OF THE GROUP IN 2018 IN THE TURNOVER OF THE GROUP IN 2018 Fertilizers Tar, crude benzole processing and related products manufacturing Production of rubber soot Rubber chemicals, inorganic pigments (TiO2) 10.5 % 18.3 % Special chemicals, construction plastics, 641 1.12 foils (PP, PO, PVC, PET), flooring 11+million EUR 89+Q 18+billion EUR 82+Q AdBlue production FERTILIZERS SEGMENT SPECIAL CHEMISTRY SEGMENT Fertilizers (production capacity) 4,340 kt/y EMPLOYEES EMPLOYEES AdBlue (production capacity) 880 kt/y 11 % 15.7 % 3 604 5 126 Crude tar (production capacity) 450 kt/y 27+73+Q 27+73+Q Crude benzole (production capacity) 265 kt/y RESEARCH Petrochemical processing (production capacity) 86 kt/y LABORATORIES TiO2 (production capacity) 59 kt/y Tar oils (production capacity) 35 kt/y 3 Naphthalene oil (production capacity) 60 kt/y Phthalic anhydride (production capacity) 43 kt/y Esters (production capacity) 60 kt/y Technical foils + flooring (production capacity) 16 kt/y Nitrocellulose (production capacity) 8 kt/y Organic pigments and dyes (production capacity) 7 kt/y Water treatment and purification chemicals (production capacity) 120 kt/y Production of rubber soot (production capacity) 115 kt/y 10 AGROFERT 2018 CZ MANUFACTURING FACILITIES Lovosice Desná CZ DEZA Městec Králové Fatra Praha Lovochemie Rybitví Pardubice PRECHEZA Synthesia PL Petrochemia Blachownia Valašské Přerov Meziříčí Chropyně SK Otrokovice Napajedla Duslo DE SKW Stickstoffwerke Piesteritz Strážské Prešov SPECIALIZED ORGANIZATIONS Manufacturing facilities CZ Šaľa Centrum organické chemie Bratislava Výzkumný ústav organických syntéz Specialized organizations SK SK Trading companies VUCHT & Representations Duslo Energy CHEMICAL INDUSTRY 11 TRADING COMPANIES & REPRESENTATIONS DE CZ AGROFERT, Prague GreenChem CZ, Prague SK GreenChem SK, Bratislava Lutherstadt Wittenberg DE Fertagra Deutschland, Frankfurt am Main Frankfurt GreenChem Deutschland, Lutherstadt Wittenberg am Main PL Deza Polska, Szczecin Synthesia Polska, Lodz GreenChem Poland, Poznan HU AGROFERT Hungaria, Budapest GreenChem Hungary, Komárom GB GreenChem Solutions, Aylesbury Szczecin NL GreenChem Holding, Breda RO Poznan GreenChem, Breda FERT - TRADERO - S.R.L., Municipiul Timișoara Lodz FR RU GreenChem France, Paris Fatra, Moscow ES US Blachownia GreenChem Solutions, Barcelona Agrofert USA, Savannah IT BR AGROFERT ITALIA, Muggio GreenChem Solutions, Florianópolis PL GreenChem Solutions Marcianise, Caserta 12 AGROFERT 2018 FOOD PRODUCTION DE CZ SK HU Following its slogan “From field to fork”, the AGROFERT group covers most parts of the food production and processing chain and is therefore able to guarantee the origin, quality and safety of its products.
Load more

Recommended publications
  • 1 Understanding the Illiberal Turn: Democratic Backsliding in The
    Understanding the illiberal turn: Democratic backsliding in the Czech Republic* For two decades after the collapse of communism, scholars tended to identify a trend of democratic progress on the part of states in East Central Europe joining the European Union (EU). There were setbacks and, crucially, tremendous variation in how – and how well – democratic institutions and party competition developed over time. This included such basic anchors of democracy as political liberties and the rule of law. Still, the broad picture was one of democratic progress. Today, perhaps echoing broader political trends in the wider transatlantic world (Levitsky and Ziblatt 2018), the narrative of progress in the region is dead, replaced by democratic backsliding – and even sliding into authoritarianism. What is especially jarring is that early standard bearers of democratisation in the region – Hungary and Poland – are leading the way. Moreover, since coming to power, the Hungarian and Polish ruling parties have had a remarkably similar playbook centred on concentrating political and economic power in the name of the nation. Scholars today tend to observe democratic difficulties across East Central Europe through the prism of these two states, viewing other states in the region as a kind of Hungary or Poland writ small (Mueller 2014). Our goal is to explore to what extent political developments in another key frontrunner in post-communist democratisation, the Czech Republic, fit this backsliding mould. Our analysis centres on the ANO movement, founded in 2011 and led by the billionaire Andrej Babiš. ANO broke through in the October 2013 Czech elections, * We would like to thank Lenka Buštíková, Béla Greskovits, Tim Haughton, and Solveig Richter for their helpful comments on earlier versions of this article.
    [Show full text]
  • 1. Mission, Vision and Objectives of the Unipetrol Group
    1. Mission, vision and objectives of the Unipetrol Group Introduction Unipetrol is the leading refinery and petrochemical group in the Czech Republic and a major player in Central and Eastern Europe; since 2005 it has been part of Central Europe’s largest refining and petrochemical group, PKN Orlen. Unipetrol Mission: We strive to ensure long-term and permanent value growth for our shareholders. We want to achieve this by focusing on three strategic business segments: • Crude oil refining and wholesale • Petrochemical production • Retail distribution of motor fuels The company’s main goals in 2009 One of the top priorities will be to increase profitability through strict cash management and working capital reductions. With regard to the current economic crisis, the management of Unipetrol is preparing further operating cost cuts and capital expenditure reductions. The company is planning to modify its product portfolio, which will feature fewer types of polyethylene and polypropylene, and to enter into product swaps with PKN Orlen. Unipetrol also intends to launch fuels with a higher added value, such as aviation fuel kerosene, and promote a more competitive pricing policy. Other goals include completion of the expansion of available capacities and production volumes. Code of Conduct The members of the Unipetrol Group are aware of their responsibility to all the stakeholders – their employees, customers, shareholders, trade and social partners, and the public. Therefore, with the Code of Conduct we commit to clear principles, which form the basis for our business and social conduct and for forming corporate culture in the Unipetrol Group companies. The Unipetrol Group observes laws, directives, internal policies, and ethical values in all business areas.
    [Show full text]
  • Case No COMP/M.6891 - AGROFERT/ LIEKEN
    EN Case No COMP/M.6891 - AGROFERT/ LIEKEN Only the English text is available and authentic. REGULATION (EC) No 139/2004 MERGER PROCEDURE Article 6(1)(b) NON-OPPOSITION Date: 15/05/2013 In electronic form on the EUR-Lex website under document number 32013M6891 Office for Publications of the European Union L-2985 Luxembourg EUROPEAN COMMISSION Brussels, 15.5.2013 In the published version of this decision, some information has been omitted pursuant to Article 17(2) of Council Regulation (EC) No 139/2004 C(2013) 2930 final concerning non-disclosure of business secrets and other confidential information. The omissions are PUBLIC VERSION shown thus […]. Where possible the information omitted has been replaced by ranges of figures or a general description. MERGER PROCEDURE To the notifying party: Dear Sir/Madam, Subject: Case No COMP/M.6891 – AGROFERT/ LIEKEN Commission decision pursuant to Article 6(1)(b) of Council Regulation No 139/20041 (1) On 8 April 2013, the European Commission received notification of a proposed concentration pursuant to Article 4 of the Merger Regulation by which the undertaking AGROFERT Holding a.s. ("Agrofert", Czech Republic) acquires within the meaning of Article 3(1)(b) of the Merger Regulation sole control over LIEKEN AG ("Lieken", Germany), currently controlled by Barilla group, by way of purchase of shares.2 Agrofert and Lieken are jointly referred to as the "Parties". 1. THE PARTIES AND THE CONCENTRATION (2) Agrofert is a Czech company with a wide range of activities which can be attributed to four different sectors: (i) agriculture, (ii) food, (iii) chemicals, and (iv) "diverse" activities, such as media.
    [Show full text]
  • We Are Ready to Grow
    We are ready to grow annual report 2007 KateŘina tyllerová Internal communication specialist, UNIPETROL, a.s. Annual Report 2007 UNIPETROL, a.s. We invest in the future To reach our goal and become a great company will depend on people and require some time. Front-page: DAVID MAREK, health and safety department specialist, UNIPETROL RPA, s.r.o. 2 3 Table of Content 4 Mission, vision and objectives 18 Letter from the Chairman of the 38 Management Report of the UNIPETROL Group Supervisory Board 67 The Company and its surroundings 5 Profile 20 Expected development, strategy and 78 Structure of the Group 8 Key financial data for the Group plans 84 Ownership interests 10 Highlights of the year 24 Company’s governing bodies and 12 Interview with the Chairman management Annual Report 2007 closing date: 29 April 2008 Through our activities we strive for ongoing and long-term growth of value for our shareholders. We aim to achieve this by focusing on three strategic business segments: Petrochemical production Motor Crude oil fuel retail processing and wholesale of refinery products 3 Annual Report 2007 UNIPETROL, a.s. 94 Complementary information as 147 Consolidated balance sheet 207 Explanatory Report required by the Act on Business 201 Report on Relations between 209 Terms and abbreviations used Activities on the Capital Market controlling and controlled parties 211 Identification and contact information 106 Auditor’s report for the shareholders and relations between the controlled of UNIPETROL, a.s. party and other companies controlled 109 Non-consolidated income statement by the same controlling party Mission We will always offer our customers the best quality products and services.
    [Show full text]
  • Přehled Vlastníků Top Médií
    PŘEHLED VLASTNÍKŮ TOP MÉDIÍ MARIANNE (FR), LE MONDE (49 %, FR), VERSION FEMINA, TISKÁRNY ART & DÉCORATION, TÉLÉ 7 PRAHA JOURS, FRANCE DIMANCHE, OSTRAVA ICI PARIS, PUBLIC (FR) CZECH INTERNATIONAL PRINT DANIEL PATRIK ROMAN MEDIA INVEST CENTER KŘETÍNSKÝ TKÁČ KORBAČKA 100% 50% 40% 10% 100% CZECH MEDIA INVEST 100% 100% 100% 49% 100% INFO.CZ CENTRAL CZECH NEWS CZECH RADIO CZECH INNOVATION PNS 27,02% ONLINE EUROPEAN CENTER CENTER LAB MEDIA BOOKS BLESK, AHA!, SPORT, E15, INFO.CZ EUROMEDIA HLEDEJCENY.CZ MAGICAL NEDĚLNÍ BLESK, NEDĚLNÍ 20% ZDROJ.CZ LUXOR BILETO.CZ ROOF AHA!, NEDĚLNÍ SPORT, BLESK MAGAZÍN TV, AHA! TV, SPORT MAGAZÍN, SPORT GÓÓÓL, REFLEX, ABC, SLUNÍČKO, 100% CZECH RADIO SERVICES JOJ FAMILY MATEŘÍDOUŠKA, SVĚT 100% 100% MOTORŮ, AUTO TIP, AUTO TIP KLASSIK, AUTO PROFI, BLESK 100% RADIO PRO ŽENY, BLESK HOBBY, INFINITIV BLESK ZDRAVÍ, BLESK VAŠE BONTON REGIE RADIO MUSIC RECEPTY, BLESK PRO ŽENY, BLESK BYDLENÍ, AHA! PRO ŽENY, NEDĚLNÍ BLESK SUDOKU, 50% RÁDIO NEDĚLNÍ BLESK KŘÍŽOVKY, BONTON NEDĚLNÍ SPORT KŘÍŽOVKY, AHA! KŘÍŽOVKY, NEDĚLNÍ RADIOHOUSE AHA! KŘÍŽOVKY, NEDĚLNÍ AHA! SUDOKU, LIDÉ A ZEMĚ, FORMEN, COACH, COMPUTER, 4FLEET, MOJE ZDRAVÍ, MAMINKA, MOJE PSYCHOLOGIE, F.O.O.D, DIETA, E15 PREMIUM, E15 REAL IMMO, 100% ACTIVE RADIO INFOLAB, ŠTRUNC 80% 100% 0,2% 50% BLESK.CZ, ISPORT.CZ, AHAONLINE.CZ, E15.CZ, RMC FREKVENCE 1 99,8% EVROPA 2 RADIO ZET FINEXPERT.CZ, REFLEX.CZ, BLESK PRO ŽENY.CZ, DÁMA.CZ, MOJE ZDRAVÍ.CZ, 100% SUPERLIFE.CZ, ABICKO.CZ, FREKVENCE 1 EVROPA 2 ZET MAMINKA.CZ, SUPERMÁMY.CZ, MIMIBAZAR.CZ, ŽENY.CZ, MAX LOYD RECEPTY.CZ, AUTO.CZ, AUTOREVUE.CZ,
    [Show full text]
  • MIM Funding Czech
    S E P T E M B E R 2 0 1 8 Media Influence Matrix: Czech Republic Funding Journalism Author: Marius Dragomir Published by CEU Center for Media, Data and Society (CMDS), Budapest, 2018 About CMDS About the Author The Center for Media, Data and Marius Dragomir is the Director of Society (CMDS) is a research center the Center for Media, Data and for the study of media, Society. He previously worked for the communication, and information Open Society Foundations (OSF) for policy and its impact on society and over a decade. Since 2007, he has practice. Founded in 2004 as the managed the research and policy Center for Media and Communication portfolio of the Program on Studies, CMDS is part of CEU’s School Independent Journalism (PIJ), of Public Policy and serves as a focal formerly the Network Media Program point for an international network of (NMP), in London. He has also been acclaimed scholars, research one of the main editors for PIJ's institutions and activists. flagship research and advocacy project, Mapping Digital Media, which covered 56 countries worldwide, and he was the main writer and editor of CMDS ADVISORY BOARD OSF’s Television Across Europe, a comparative study of broadcast Clara-Luz Alvarez policies in 20 European countries. Floriana Fossato Ellen Hume Monroe Price Anya Schiffrin Stefaan G. Verhulst Hungary, 1051 Budapest, Oktober 6 str. number 7, Room 210 Tel: +36 1 327 3000 / 2609 Fax: +36 1 235 6168 E-mail: [email protected] ABOUT THE MEDIA INFLUENCE MATRIX The Media Influence Matrix Project is run collaboratively by the Media & Power Research Consortium, which consists of local as well as regional and international organizations.
    [Show full text]
  • OSW Commentary
    OSW Commentary CENTRE FOR EASTERN STUDIES NUMBER 378 11.02.2021 www.osw.waw.pl The Bohemianisation of the media The acquisition of the Czech media sector by local billionaires Krzysztof Dębiec The deal finalising the sale of Nova TV to PPF on 13 October 2020 completed the process of key Czech media organisations being taken over by local capital. At the beginning of 2008, foreign entities controlled the vast majority of the Czech media market. However, a wide section of the popular press titles and radio and TV stations was taken over by domestic billionaires in the following years. They took advantage of the problems the owners of traditional media outlets had to face: both temporary (the decline in advertising revenue during the economic crisis) and structural (the increasing popularity of the Internet at the expense of the printed press). The expansion of domestic business empires in this sector was quickly branded as an oligarchisation of the media in the Czech Republic. Local billionaires treated their new assets as tools of political influence. They do not rely on the mass media as a source of profits. Instead, they use it as a means for protecting their businesses from attacks by competitors or state interference. The mass media has even become a tool for gaining or consolidating a political and business position. There are many indications that, for similar reasons, the richest Czechs are also buying media outlets abroad in countries where they do business. Foreign media corporations became the owners of the vast majority of the Czech mass media (see Appendix, Chart 1) due to the limited opportunities for development on their respective home markets, the significant resources of capital and knowledge they had, and due to the absence of restrictions on entering the Czech market.
    [Show full text]
  • Czech Republic by Lubomír Kopecˇek
    Czech Republic by Lubomír Kopecˇek Capital: Prague Population: 10.5 million GNI/capita, PPP: US$26,970 Source: The data above are drawn from the World Bank’sWorld Development Indicators 2015. Nations in Transit Ratings and Averaged Scores 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Electoral Process 2.00 1.75 1.75 1.50 1.50 1.25 1.25 1.25 1.25 1.25 Civil Society 1.50 1.50 1.25 1.50 1.75 1.75 1.75 1.75 1.75 1.75 Independent Media 2.00 2.25 2.25 2.25 2.50 2.50 2.50 2.50 2.75 2.75 National Democratic Governance 2.50 3.00 2.75 2.75 2.75 2.75 2.75 2.75 3.00 2.75 Local Democratic Governance 2.00 1.75 1.75 1.75 1.75 1.75 1.75 1.75 1.75 1.75 Judicial Framework and Independence 2.25 2.00 2.00 2.25 2.00 2.00 2.00 1.75 1.75 1.75 Corruption 3.50 3.50 3.25 3.25 3.25 3.25 3.25 3.25 3.50 3.50 Democracy Score 2.25 2.25 2.14 2.18 2.21 2.18 2.18 2.14 2.25 2.21 NOTE: The ratings reflect the consensus of Freedom House, its academic advisers, and the author(s) of this report. The opinions expressed in this report are those of the author(s). The ratings are based on a scale of 1 to 7, with 1 representing the highest level of democratic progress and 7 the lowest.
    [Show full text]
  • Panorama of the Manufacturing Industry of the Czech Republic 2017 Isbn 978-80-906942-5-5 Minister of Industry and Trade Introductory Note
    PANORAMA OF THE MANUFACTURING INDUSTRY OF THE CZECH REPUBLIC 2017 ISBN 978-80-906942-5-5 MINISTER OF INDUSTRY AND TRADE INTRODUCTORY NOTE INTRODUCTORY NOTE BY THE MINISTER Dear readers, As Minister of Industry and Trade, it gives me a great pleasure to write a few words for the twenty-first edition of the “Panorama of the Manufacturing Industry of the Czech Republic”. It has been prepared by the Ministry of Industry and Trade in close cooperation with the Czech Statistical Office and with the contribution of the Ministry of Agriculture, the Confederation of Industry and selected sectoral associations. The publication describes individual branches of the Czech manufacturing industry. It has been prepared in a breakdown into groups of CZ-NACE activity classification and foreign trade classification with CZ-CPA commodities. It aims to provide readers with an overview of the current situation in individual industries and their sectors. It covers the period 2008–2017. In 2017, the performance of the Czech economy continued to gain strength while boosted by positive expectations of both households and businesses. Confidence indicators reflected general expectations in terms of growing production and investment activity, which were fulfilled despite the rising labour market tensions. High economic activity was also beneficial for households, which benefited from accelerating wage growth and were not afraid to spend. Foreign demand also had a share in balanced development and its growth was reflected in the results of the external sector, which contributed to a higher economic performance by the year-on-year improvement in the positive balance of foreign trade in goods and services.
    [Show full text]
  • Czech Republic by David Král
    Czech Republic by David Král Capital: Prague Population: 10.5 million GNI/capita, PPP: US$25,530 Source: !e data above are drawn from the World Bank’s World Development Indicators 2014. Nations in Transit Ratings and Averaged Scores 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Electoral Process 2.00 2.00 1.75 1.75 1.50 1.50 1.25 1.25 1.25 1.25 Civil Society 1.50 1.50 1.50 1.25 1.50 1.75 1.75 1.75 1.75 1.75 Independent Media 2.00 2.00 2.25 2.25 2.25 2.50 2.50 2.50 2.50 2.75 National Democratic 3.00 Governance 2.50 2.50 3.00 2.75 2.75 2.75 2.75 2.75 2.75 Local Democratic 1.75 Governance 2.00 2.00 1.75 1.75 1.75 1.75 1.75 1.75 1.75 Judicial Framework 1.75 and Independence 2.50 2.25 2.00 2.00 2.25 2.00 2.00 2.00 1.75 Corruption 3.50 3.50 3.50 3.25 3.25 3.25 3.25 3.25 3.25 3.50 Democracy Score 2.29 2.25 2.25 2.14 2.18 2.21 2.18 2.18 2.14 2.25 NOTE: !e ratings reflect the consensus of Freedom House, its academic advisers, and the author(s) of this report. !e opinions expressed in this report are those of the author(s). !e ratings are based on a scale of 1 to 7, with 1 representing the highest level of democratic progress and 7 the lowest.
    [Show full text]
  • The Billionaire Andrej Babiš and His Political ‑Business Project 1
    How to run an efficient political machine: the billionaire Andrej Babiš and his political ‑business project 1 VÍT HLOUŠEK AND LUBOMÍR KOPEČEK Politics in Central Europe (ISSN: 1801-3422) Vol. 15, No. 1 DOI: 10.2478/pce-2019-0002 Abstract: This paper contributes to the debate on entrepreneurial parties with the empirical example of the Czech ANO party. The authors focus on selected aspects of the internal organisation and functioning of the party, emphasising the points where business methods and practices are transferred to the environment of party politics. The empirical part shows how the leader has built loyalty inside the party, and analyses its methods of control and coercion that are similar to the human resources recruitment techniques used in businesses. The authors investigate such matters as the vetting of candidates for public offices, the significant barriers created against those wishing to join the party and the party leadership’s strict control over membership. The article also describes the development of ANO’s electoral ‑professional services and the crea‑ tion of mass media support. In conclusion, the authors discuss the broader future for the internal workings of entrepreneurial parties – including their lack of intra ‑party democracy – and their relationship with the changing landscape of contemporary party politics. Keywords: internal party organisation, intra-party democracy, Andrej Babiš, ANO, entrepreneurial party 1 This article was supported by the Czech Science Foundation grant „The Political Entrepreneurs: The Czech Republic in Comparative Perspective“ (code GA17-02226S). The authors would like to thank anonymous referees for their useful comments and Štěpán Kaňa for the translation of the text.
    [Show full text]
  • Barilla Signs Deal to Sell Lieken to Agrofert
    Barilla Signs Deal To Sell Lieken To Agrofert Sale To Allow Barilla To Focus On Core Business; Gives Lieken New Strategic Owner Parma, February 25, 2013 – Italian food company Barilla has entered into an agreement to sell its interests in German bakery group Lieken to Czech Group Agrofert for an undisclosed amount. Once approved by the European Union, the deal will allow Barilla to continue focusing on growing its core business, while giving Lieken a new strategic owner. Agrofert is a diversified chemicals, agriculture and food group with strong positions in Central and Eastern Europe. The company enjoys a significant presence in the bakery business in the Czech Republic, Slovak Republic and Hungary, where it is active in the production and distribution of fresh and packaged bread, rolls, pastries and flour. Via this transaction, Agrofert also enters the German bakery products market. “Our strategy, announced in June 2012, when we decided to look for a new shareholder for Lieken, is to grow in pasta, sauces and ready meals worldwide, and to strengthen our branded bakery business in core countries,” said Guido Barilla, Chairman of the Barilla Group. “I am pleased that a new strategic owner for Lieken has been found.” “Germany is one of the key markets of Agrofert’s operations and further growth of the bakery business is one of the core parts of the development strategy for our food division” said Andrej Babiš, Chairman of Agrofert Holding. “I am therefore glad that we will be able to welcome Lieken into our group and work together with its management and employees on Lieken’s further development and strengthening.” The transaction is subject to the preventive regulatory approval by the European Commission’s competition authority.
    [Show full text]