Surteco : Business year 2022

We make rooms worth living in.

Annual Report 2021

At a glance...
2019	2020	2021	∆ 20-21 in %	2021 was a year of transformation for
SURTECO. And that doesn't mean constantly
shifting operating conditions, which have to be
675.3	627.0	757.1	+21
mastered as a matter of course. It concerns
Foreign sales ratio in %	75	73	75
our new strategy, which we have specified
EBITDA	66.3	88.3	114.8	+30	with seven fields of action. On the next few
EBITDA margin in %	9.8	14.1	15.2	pages, we would like to offer you an unders-
Deprecation and amortization	-45.2	-42.2	-42.2	-	tanding of this strategy with a summary
EBIT	21.1	46.1	72.5	+57	overview in a "hidden object picture", and a
EBIT margin in %	3.1	7.4	9.6	short description of the individual topics.
Financial result	-4.9	-2.8	-2.6	People spend a significant proportion of
EBT	16.2	43.3	70.0	+62	their lives indoors. Our vision is to make this
environment stylish and comfortable with our
Consolidatet net proft	9.4	33.7	47.8	+42	surfaces:
Earnings per share in €	0.61	2.17	3.08	+42
We make rooms
Number of shares	15.505.731	15.505.731	15.505.731
worth living in.
Additions to fixed assets	36.4	38.4	33.1
Balance sheet total	780.3	798.8	795.1	-
Equity	354.6	373.3	413.7	+11
Equity ratio in %	45.4	46.7	52.0	+5,3 pts
Net financial debt at 31 December	179.9	144.7	152.6	+5
Gearing (level of debt) at 31 December in %	51	39	37	-2 pts
Average number of employees for the year	3,217	3,103	3,144	+1
Number of employees on 31 December	3,174	3,052	3,165	+4
Profitability indicators in %
Return on sales	2.4	6.9	9.2
Return on equity	2.7	9.3	12.0
Total return on total equity	3.0	6.0	9.4

[ € million ]

Sales revenues

We make rooms worth living in

Turning this vision into reality requires a holistic approach, which has been broken down into individual fields of action. All together, they form a construct that can lead to the successful transformation of the SURTECO GROUP.

Melinda de Blaine France

"In the new strategy, commercial excellence is illustrated in terms of four different elements: a customer-centric approach, pricing excellence, e-com-merce and a push for sales. SURTECO is profoundly committed to these principles. Our market approach is focused on both proposing the right products to the market and serving all types of customers, from the smallest to the biggest players, at a reasonable price. SURTECO's distinguishing feature is that we sell all types of products manufac-tured within the Group: those of interest to the furniture industry and those relevant to the construction industry. We offer our products, with the same commitment to high-quality service, to small, medi-um-sized and industrial customers alike. Consequently, we describe ourselves as a service company with customised and flexible offers."

COMMERCIAL EXCELLENCE

We offer best-in-class service for our customers.

More than ever before, we're going to place the customer at the very heart of our activities. We will, therefore, consistently align our sales processes to the needs of the customers, in order to make it as easy as possible for them to do business cooperation with SURTECO. Digital solutions - such as online shops or customer platforms like the tradesman's community - play just as much a role in this for our skirting as the improved use of existing sales channels. We want to reach out to our customers as individually as possible to increase our share of sales and boost our market share in existing markets. Efficient processes and better pricing will support a sustainable growth in sales.

PRODUCT LEADERSHIP

We offer our customers competitive and innovative products - as well as technical support.

SURTECO is already distinguished by its wide product spectrum and the sheer range of technologies we master. Extensive know-ledge covering a wide range of production techniques is available in the Group. We're going to establish and reinforce this USP even more definitively in the market. The aim is to consistently expand our range of decorative products and to find new applications for our products or new materials. The focus on a sustainable product range and system solutions for entire industries ensures opportunities for further market penetration.

Kathrin Körner Germany

"For innovative solutions, you need the ability to understand the customer - and want to create added value for them. The focus for us is always to be able to offer the customer not only individual products, but an overall solution. Differentiation from the competition is a basic prerequisite for this. It is my conviction that a fault tolerance and the desire to try new things spurs on motivation to develop a customer-oriented solution. This requires an organization and people who both enjoy implementing such solutions and inspiring our customers. For me, this is one of the core tasks of product leadership. In my role as lead, I encourage the employees, promote and generate ideas, control and calibrate the processes and take responsibility."