Gabriel_Annual_Report_2024-25 - Flipbook - Page 6
CONTENTS // MANAGEMENT COMMENTARY // GABRIEL PROFILE
Gabriel profile*
Mission
Innovation and value-adding partnerships are key concepts of Gabriel’s mission statement.
achievement of its financial targets, provided that the
company on average meets the targets over a fiveyear period.
Gabriel is a niche company which, in the entire value
chain from concept to furniture user, develops, manufactures and sells upholstery fabrics, components, upholstered surfaces and related products and services.
Gabriel develops its services to be used in fields of application where product features, design and logistics
have to meet invariable requirements, and where quality
and environmental management must be documented.
Strategy
Gabriel aims to achieve continuous growth through development of potential throughout the value chain for
upholstery fabrics. The development and sales efforts
target the industry’s 70 or so biggest market leaders in
a global key account strategy.
Vision
Gabriel is to be the preferred development partner and
supplier to selected leading international manufacturers and major users of upholstered furniture, seats and
upholstered surfaces.
Gabriel will achieve Blue Ocean status through an innovative business concept, patents, licences, exclusivity
agreements or similar rights.
Gabriel will have the status of an attractive workplace
and partner company for competent employees and
companies.
Financial targets
Under normal market conditions, Gabriel aims to achieve:
• Return on invested capital (ROIC) averaging at least
15% before tax;
• An increasing average operating (EBIT) margin;
• An average annual increase in earnings per share of
at least 15%; and
• An average annual increase in revenue of at least 15%.
In years with acquisitions or major business start-ups,
management accepts a temporary decrease in the
* In accordance with ESRS 2 SBM-1
Gabriel strives to win the largest possible share of the selected strategic customers' purchase of furniture fabrics.
The strategy therefore includes cultivation of the stakeholders (dealers, architects, designers etc.) who influence the end users’ selection of fabrics in a global field
sales strategy.
The FurnMaster Business Unit realises the commercial
potential of the links of the value chain deriving from
furniture fabrics, e.g. cutting, sewing and upholstering
of furniture components. However, Gabriel has initiated
a carve-out process in which the FurnMaster business
will be fully or partly divested. Even though FurnMaster
has developed into a market leader over the years, it
no longer falls within the defined scope of the Gabriel
Group’s growth strategy. Focus after the carve-out will
be on developing the two other business units: Gabriel
Fabrics and SampleMaster.
Human resources
Gabriel must be able globally to attract and retain staff
who have the right skills and knowledge to create innovation and drive growth. Gabriel prioritises the use, development and sharing of knowledge and skills by everyone.
All employees are familiarised with Gabriel’s vision, strategy, targets and activity plans and regularly updated on
their work situation. This takes place at meetings and in
employee development dialogues. It ensures that all
employees work towards clear goals in defined areas
of responsibility and stimulates their professional and
personal development.
Company structure
The Gabriel Group consists of three operating companies and the property company Gabriel Ejendomme A/S.
The three operating companies, Gabriel A/S in Europe,
Gabriel Asia Pacific and Gabriel North America Inc.
ensure that the Group's overall goals of innovating and
adding value are achieved with appropriate regional
adjustments.
The three operating companies implement the same four
core processes based on the Group’s strategy. Key performance indicators (KPI) have been set for each process:
• Key Account Management (KAM)
• Logistics
• Product and process innovation
• Price competitiveness.
The activities of each Gabriel Group company are described below.
Gabriel Holding A/S
Gabriel Holding A/S is the Group’s parent company
and responsible for general management. The Group
has traded as three independent operating companies
since 2015. As a consequence, group central functions
were transferred from the operating company, Gabriel
A/S, with effect from 1 October 2016.
The Executive Board of Gabriel Holding A/S consists
of CEO Anders Hedegaard Petersen and CCO Claus
Møller. Gabriel Holding A/S is also responsible for the
general management of the core areas of design, product
development, quality and sustainability and business
development.
Gabriel Asia Pacific
Gabriel Asia Pacific was established in 2003. Trading
as Gabriel (Tianjin) International Trading Co. Ltd., it is
engaged in development of the APAC region. Gabriel
Asia Pacific is an important part of the total strategy:
to service global contract furniture manufacturers and
distributors and make innovative and competitive products for all markets. The company also works closely with
the region’s interior decoration and design companies
by providing services to construction projects, including the supply of fabric for motor vehicles, retail chains,
hotels, airports, offices, ships, schools, theatres, opera
houses and concert halls. In addition to the company’s
Regional Head Office in Beijing, there have been offices
in Bangkok, Tianjin, Chengdu, Chongqing, Guangzhou,
Hangzhou, Hong Kong, Manila, Xi’an, Shanghai, Shenzhen, as well as Singapore, for a number of years.
There is strong focus on continuing recruiting and, in particular, on expanding product development and sales resources in Greater China and the APAC region as a whole.
In the year under review, new products were developed and regular deliveries established to new strategic customers. New development projects and potential customers are in the pipeline, and local efforts are
intensified continuously.
Gabriel Asia Pacific has achieved a strong position in the
region in the niche for highly improved furniture fabrics and
related textile products. These have to meet indispensable
design and quality requirements. Product environmental and climate-related sustainability must be documented. Prices must be competitive, and delivery times short.
6
