Our independence from the capital markets allows our company to act independently of their daily fluctuations and short-lived management practices. Instead of maximizing short-term stock price or profit, we strive for long-term profitability and controlled growth.
To achieve this, we rely on a healthy mix of risk between the divisions. While they act as independent business units, they are strategically linked. We publish our key financials in the Annual Report of our holding company Marquard & Bahls. By additionally publishing economic indicators in accordance with Global Reporting Initiative (GRI) requirements in the also yearly Sustainability Report of Marquard & Bahls, we present a comprehensive picture of our contribution to the sustainability of a larger economic system. We pay taxes, create jobs, and invest in infrastructure in Hamburg and many other places around the world.
One of the greatest challenges as we pursue our strategy of controlled, long-term growth is to limit the manifold financial, operational and HSSE risks. That is why we work based on a permanent and thorough risk management scheme that individually rates all risks and defines tailor-made mandates, tasks, and responsibilities. To further ensure a healthy mix of risk, all risks – including social and environmental ones – are evaluated in the context of the entire group of companies. We take a decentralized approach whereby risks are broken out to the individual companies and responsibility is assigned at divisional level. The principal risks that may affect future business performance include:
For Mabanaft, the relevant trading risks are those caused by the high level of volatility in commodity prices, currency exchange rates, and interest rates. Trading risks are hedged by the systematic use of financial instruments such as derivatives and forward transactions. Mabanaft protects itself against bad debt through credit insurance, banking securities, and the settlement of commodity futures transactions via segregated brokerage accounts. Our controlling ensures that the rules laid down are adhered to.
Good cooperation – especially between the individual companies – and the leveraging of synergies are very important for our business success. The combination of its different lines of business makes Marquard & Bahls what it is – more than the sum of its divisions.
The diversity of our businesses is reflected in the spectrum of our suppliers, which range from vendors of technical equipment for our operational sites to office equipment suppliers. We treat our suppliers with respect, maintain an honest relationship with everyone involved in the business processes, and strive to establish long-term cooperative partnerships. For us, this means not only acting responsibly on our own premises, but along the entire supply chain.
Internal supplier lists increase transparency regarding the quality and performance of our business partners, with the ultimate goal of giving our customers excellent services and products. At our sites we also place great importance on safe working procedures for employees from third-party contractors. In this regard, an integrated contractor management program was rolled out for Oiltanking in 2014.