All right, welcome and I'm very happy to introduce Mutares today to you. Mutares is a global private equity special investor. My name is Johannes Laumann. I'm the CIO of the group. Who are we? What is our mission? What is driving us? As four board members, Robin L is the CEO and founder together with Mark and Leonard. I do lead this operation. Our mission is clearly and very simple: to transform distressed companies. Basically, in other words, saying take garbage and find the diamond. How do we do that? We do that through a lot of entrepreneurship. When we buy companies and we buy carve-out situations, distressed assets, nothing works in this company. And you can only win over and restructure this company by being an entrepreneur, by taking risks, by taking decisions, by knowing what you do, by making your hands dirty of doing that.
This is us and at the end we want to be, and we are on the path there, to be a global leader in special situations, distressed situations, in the end to create shareholder value. Shareholder value: we are stock-listed in Frankfurt and management owns close to 40% of the shares. All the rest is free float, so we have a common interest in order to create shareholder value and increase shareholder value. We are basically European-founded. We grew a lot in Europe over the past years and we have just four overseas locations which are more or less brand new. We have just inaugurated our Chicago office. Shanghai is there a little bit longer already. We have inaugurated a couple of months back Mumbai and we have just founded the Tokyo office recently which we now will gradually build up. So we have a global footprint which is important on transactions because we always attack with a local team in order to get a much better understanding, be closer to the deal and understand what needs to happen in order to strike a deal.
We are focusing on turnaround, distress, carve-outs, which means the unbeloved child of a large group, the unbeloved child of some governmental organization who wants to privatize something which is not in the focus of the current owner. We are operating in four different segments. I'll come to that in a second. Those segments are balanced, meaning we have segments which are in the early cycle of the economy, segments in the late cycle, and segments which are basically non-cycled. And this is the fact, and driven by obviously we always have then good and bad companies in the portfolio, but it also gives us the chance to buy and to sell every day a company because every day we have a company in the right cycle at the right point. And then at the end of the day we want to align shareholder focus, will not do strange things going forward because we ourselves own 40% of the shares since years and we are committed to the firm, which you also could see lately by transferring already our shares to the next generation.
When we come to what is our operating model: first we buy, we calculate risk and we invest capital in order to buy a distressed asset, in order to buy the unbeloved child of a large group. And then we have a realignment and optimization phase which is basically the restructuring, the operational value-add. I have roughly 160 operation people on the payroll who are in our portfolio companies day in day out fighting to make the thing better on a day-to-day basis. So this is our in-house consultant, our in-house turnaround special forces who are driving then the value creation after the acquisition. And then last but not least, we want to exit the company. We have just this year exited Motors. We have exited Teranor both through an IPO procedure and we have exited in France a kind of medical business, Locaform, in a trade sale. A typical holding period for
We focus on a 3 to 5 year horizon, as we are not a fund and are not driven by any time constraints. So we decide when it's the right moment to divest one of our portfolios. As you can see, we have four segments with 33 companies in total. We have four automotive companies, mainly two big groups on the automotive supply side: one in the metal part and one in the plastic part. In engineering technology, late cycle, we have 10 companies mainly focusing on the area of energy. We have the EFEC transformer business in there, we have Quascore which is a gas engine business, formerly Siemens Energy, and many more. Then we have infrastructure and special industries: this includes everything around infrastructure, logistics companies, road maintenance companies, but also defense is in there, companies where we provide products and materials to typical customers in the defense industry. And then we have goods and services, which are predominantly industrial services, starting from electricians, industrial services to welding specialists, etc. So we have groups focusing on specific industries, providing industrial services. With Mutares, you invest in one firm, and at the same time, you are invested in 33 companies in a diversified, balanced segmentation. We focus on growth. We want to grow to 10 billion. We are currently at 7 billion. We want to grow to 200 million profit, which is roughly €9 per share. This year, we are expecting €130 to €160 million, and we want to grow to a €1 billion market cap. We are an attractive dividend payer. We have a base dividend of €2, which we have paid over the past 2 years. And then, if there are significant upsides in the year, we will pay an additional performance dividend, as always said and to be repeated. Attractive also through the family relationship: 40% are in our hands. So we have exactly the same interest as equity investors. And then we also have outstanding bonds, which are attractive investments with double-digit percentage returns here. Also, on the bond side, with maturity in 2027 and 2029, stock listed in Oslo and Frankfurt. Thank you very much for listening. Join us on the web, join us on LinkedIn, and join us obviously here on C11A. Thank you so much.
