Review of operations

The result at the end of 2019 was slightly disappointing. As at year-end 2019, the traditionally strong fourth quarter was overshadowed by write-downs due to lower steel and zinc prices, there was no sharp final rise in the result.

The ROTO strategic focus was predominant in 2019. An important step was the sale of Métal Déployé, the expanded metal production facility in France, with effect from the end of May 2019. Despite a reasonably successful strategic repositioning of the company with a change of focus from industry to architecture, maintaining this modest French shareholding was considered to represent too much of a risk. Due to the sale of the shares, the consolidated income statement for 2019 and Roto B.V.'s balance sheet figures at the end of the financial year show a fall in revenue, a book loss on sales and a fall in the total assets as at year-end.

“Solvency rises from 56% to 59%.

Revenue for 2019 was € 183.6 million, 5.4% lower than the figure of € 194.2 million in 2018. The consolidated result after tax amounted to € 3.6 million, bringing the solvency ratio to almost 59%. The positive cash flow contributed to this development, partly due to a moderate level of investment in 2019 that was fully financed from own resources. The foundations that have been established provide ROTO with the leeway it needs to take further steps to strengthen its strategic positions.

ROTO's cultural values continue to be the basic principles management uses to guide the Business Units. Entrepreneurship, innovation, commitment and passion are the basic framework used by Roto B.V. to ensure that the Business Units maintain focus on their mission, vision and strategy.

Focus on KPIs

Roto B.V.'s control approach as a committed investment company is structured around the focus areas that have been identified and for which relevant KPIs have been set. The focus areas are finance, sustainability, innovation, digitalisation, HRM, commerce and marketing, with KPIs being defined and rolled out for each area in 2019. The overarching ROTO objectives have been set out in the group dashboard, supplemented by the objectives set by the individual Business Units themselves. In 2019, the Business Units experimented with the dashboards, as a result of which more attention was paid to sustainability, innovation, HRM and digitalisation. That is a positive development. The group dashboard was rolled out in the Business Units in early 2020.

Review of operations

The result at the end of 2019 was slightly disappointing. As at year-end 2019, the traditionally strong fourth quarter was overshadowed by write-downs due to lower steel and zinc prices, there was no sharp final rise in the result.

The ROTO strategic focus was predominant in 2019. An important step was the sale of Métal Déployé, the expanded metal production facility in France, with effect from the end of May 2019. Despite a reasonably successful strategic repositioning of the company with a change of focus from industry to architecture, maintaining this modest French shareholding was considered to represent too much of a risk. Due to sale of the shares, the consolidated income statement for 2019 and Roto B.V.'s balance sheet figures at the end of the financial year show a fall in revenue, a book loss on sales and a fall in the total assets as at year-end.

“Solvency rises from 56% to 59%.

Revenue for 2019 was € 183.6 million, 5.4% lower than the figure of € 194.2 million in 2018. The consolidated result after tax amounted to € 3.6 million, bringing the solvency ratio to almost 59%. The positive cash flow contributed to this development, partly due to a moderate level of investment in 2019 that was fully financed from own resources. The foundations that have been established provide ROTO with the leeway it needs to take further steps to strengthen its strategic positions.

ROTO's cultural values continue to be the basic principles management uses to guide the Business Units. Entrepreneurship, innovation, commitment and passion are the basic framework used by Roto B.V. to ensure that the Business Units maintain focus on their mission, vision and strategy.

Focus on KPIs

Roto B.V.'s control approach as a committed investment company is structured around the focus areas that have been identified and for which relevant KPIs have been set. The focus areas are finance, sustainability, innovation, digitalisation, HRM, commerce and marketing, with KPIs being defined and rolled out for each area in 2019. The overarching ROTO objectives have been set out in the group dashboard, supplemented by the objectives set by the individual Business Units themselves. In 2019, the Business Units experimented with the dashboards, as a result of which more attention was paid to sustainability, innovation, HRM and digitalisation. That is a positive development. The group dashboard was rolled out in the Business Units in early 2020.