Cargill could do better, declares chief as he prepares shake-up
Cargill, one of the largest suppliers of agricultural products and foods, is looking to raise its game after several years of disappointing results, according to its new chief executive.
È«Çò×î´óÅ©²úÆ·ºÍʳƷ¹©Ó¦ÉÌÖ®Ò»¼Î¼ª(Cargill)ÐÂÈÎÊ×ϯִÐйٱíʾ£¬ÔÚ¾ÀúÁËÊýÄêÁîÈËʧÍûµÄÒµ¼¨ºó£¬¸Ã¹«Ë¾Ï£ÍûÌá¸ß×Ô¼ºµÄ±íÏÖ¡£
“Our performance over the last several years is not meeting my expectations or the expectations of the leadership team,” David MacLennan told the Financial Times. “I think we can perform better, and I believe we will perform better.”
“¹ýÈ¥¼¸ÄêÎÒÃǵıíÏÖûÓдﵽÎÒ»òÕß¹«Ë¾Áìµ¼ÍŶӵÄÔ¤ÆÚ£¬”´÷ά•Âó¿ËÂ×ÄÏ(David MacLennan)¸æËßÓ¢¹ú¡¶½ðÈÚʱ±¨¡·£¬“ÎÒÈÏΪ£¬ÎÒÃÇÄܹ»ÓиüºÃµÄ±íÏÖ£¬ÎÒÏàÐÅÎÒÃǽ«±íÏֵøüºÃ¡£”
Steps had been taken to make the nearly-150-year-old group, with interests ranging from Canada grain silos to China chicken farms, more agile and decisive, he said in an interview.
ËûÔÚ½ÓÊܲɷÃʱ±íʾ£¬¸Ã¹«Ë¾ÒѲÉÈ¡²½Ö裬Á¦ÇóÈÃÕâ¼ÒÓÐ׎ü150ÄêÀúÊ·µÄ¹«Ë¾±äµÃ¸üÁé»îºÍ¸üÓоö¶ÏÁ¦¡£´Ó¼ÓÄôóµÄÁ¸²Öµ½ÖйúµÄÑø¼¦³¡£¬¸Ã¹«Ë¾µÄ×ʲú·¶Î§·Ç³£¹ã·º¡£
Mr MacLennan, 54, said the company, with more than 140,000 employees in 67 countries, needed to “move faster” and “take appropriate risks”. It plans to cut costs such as on back-office services, and to offshore jobs.
ÏÖÄê54ËêµÄÂó¿ËÂ×Äϱíʾ£¬¸Ã¹«Ë¾ÐèÒª“¸üΪѸËٵزÉÈ¡´ëÊ©”²¢“³Ðµ£ÊʶȷçÏÕ”¡£¸Ã¹«Ë¾ÔÚ67¸ö¹ú¼Ò¿ªÕ¹ÒµÎñ£¬Ô±¹¤×ÜÊý³¬¹ý14ÍòÈË¡£¸Ã¹«Ë¾¼Æ»®Ï÷¼õºǫ́°ì¹«ÊÒ·þÎñµÈÁìÓòµÄ³É±¾£¬²¢½«Ò»²¿·ÖְλÍâ°üÖÁº£Íâ¡£
Cargill would scrap businesses where it had a small presence and invest “where we could be an industry leader”, Mr MacLennan said.
Âó¿ËÂ×Äϱíʾ£¬¼Î¼ª½«°þÀëÆäµØÅ̽ÏСµÄÒµÎñ£¬²¢Í¶×ÊÓÚ“ÎÒÃÇÄܹ»³ÉΪÐÐÒµÁìÐäµÄÁìÓò”¡£
Cargill leads a small group of companies that dominate flows of agricultural commodities. Its annual revenues of more than $135bn are equivalent to AT&T’s. As one of the biggest privately owned groups, it seldom makes public more than summary comments on its financial performance.
ÔÚÖ÷Ô×ũҵ´ó×ÚÉÌÆ·Á÷¶¯µÄΪÊý²»¶àµÄ¹«Ë¾ÖУ¬¼Î¼ªÃûÁÐǰé¡£ÆäÄêÊÕÈ볬¹ý1350ÒÚÃÀÔª£¬¿°±ÈÃÀ¹úµç»°µç±¨¹«Ë¾(AT&T)¡£×÷ΪȫÇò×î´ó˽ÓÐÆóÒµÖ®Ò»£¬³ýÁËÓйزÆÎñ±íÏÖµÄÕªÒªÑÔÂÛÍ⣬¼Î¼ªºÜÉÙ¹«¿ªÐÅÏ¢¡£
A net profit of $1.45bn in the first nine months of its current fiscal year was its second lowest for the period in the past eight years.
µ±Ç°²ÆÄêµÄÍ·9¸öÔ£¬¸Ã¹«Ë¾¾»ÀûÈóΪ14.5ÒÚÃÀÔª£¬ÔÚ¹ýÈ¥8ÄêͬÆÚÒµ¼¨ÖÐÅÅÃûµ¹ÊýµÚ¶þ¡£
Profit margins, measured by earnings before interest, tax, depreciation and amortisation as a percentage of revenue, have declined to 5 per cent from 7 per cent five years ago.
¸ù¾ÝϢ˰Õ۾ɼ°Ì¯ÏúǰÀûÈó(EBITDA)Õ¼ÊÕÈëµÄ±ÈÀý¼ÆË㣬¼Î¼ªµÄÀûÈóÂÊÒÑ´Ó5ÄêǰµÄ7%Ï»¬ÖÁ5%¡£
Rivals such as Archer Daniels Midland , Bunge and Wilmar have also reported soft results despite record crops and demand in emerging economies.
¾¡¹ÜÅ©²úÁ¿ÒÔ¼°ÐÂÐ˾¼ÃÌåµÄÐèÇó´ïµ½´´¼Í¼ˮƽ£¬µ«°¢³¹µ¤Äá¶û˹Ã×µÂÀ¼(Archer Daniels Midland)¡¢°î¼ª(Bunge)ÒÔ¼°·áÒæ(Wilmar)µÈ¾ºÕù¶ÔÊÖÒ²±¨³öÆ£ÈõÒµ¼¨¡£
Mr MacLennan – a company veteran and son of a former Cargill grain merchant – replaced Greg Page, who became executive chairman. About 100 descendants of founder William Wallace Cargill own about 90 per cent of common stock.
Âó¿ËÂ×ÄϽÓÌæ¸ñÀ׸ñ•Å寿(Greg Page)³ÉΪ¼Î¼ªÊ×ϯִÐй٣¬ºóÕßµ£ÈÎÖ´Ðжʳ¤¡£Âó¿ËÂ×ÄÏÔڼμªÈÎÖ°¶àÄ꣬ÊǼμªÒ»Î»Ç°Á¸É̵Ķù×Ó¡£¼Î¼ª´´Ê¼ÈËÍþÁ®•»ªÀ³Ê¿•¼Î¼ª(William Wallace Cargill)µÄÔ¼100ÃûºóÒáÓµÓиù«Ë¾ÆÕͨ¹ÉµÄ90%×óÓÒ¡£
While Cargill’s profits grew steadily until the financial crisis, they have been uneven since, swinging from $1.2bn in 2012 to $2.3bn last year.
¾¡¹Ü¼Î¼ªµÄÀûÈóÔÚ½ðÈÚΣ»ú֮ǰÎȲ½ÉÏÕÇ£¬µ«ÔÚ½ðÈÚΣ»ú±¬·¢ºóÒ»Ö±±íÏÖ²»Îȶ¨£¬2012ÄêΪ12ÒÚÃÀÔª£¬È¥ÄêÔòÉýÖÁ23ÒÚÃÀÔª¡£(FT)