Industry is under our skin

We understand the needs of small and medium-sized enterprises. In addition to the 13 companies currently held, we have completed 12 projects. We have restructured and developed enterprises in trouble. We have helped business grow.

We have been dedicated to helping industry for 20 years.  We have successfully divested 12 projects.

Disclaimer

 

This website and its content are used purely for the presentation purposes of Jet Investment, a. s., having its registered office at Hlinky 49/126, 603 00 Brno, Czech Republic, Company ID No.: 038 90 333, and provide only a brief overview as to the structure of this investment company’s investments. The website does not serve as a guide to investing and it does not offer any investments or products. Nor does the website take the place of expert advisory in relation to financial instruments, and it does not substitute for extensive information regarding the risks associated with such instruments. The information is not to be used as an offer or invitation to purchase or sell any financial instruments. It is intended solely for informational purposes. Jet Investment, a. s. strongly recommends that investors seek investment and/or legal and/or tax advice before making any investment decisions.

Information contained on this website cannot be regarded as advice on any particular investment or as financial or legal advice. Investments can both increase and decrease in value, and therefore every decision should be made on the basis of careful consideration with a view to all possible risks and also on the basis of comprehensive professional advisory. For specific advice, please consult your investment advisor.

Jet Investment, a. s. provides no guarantees or assurances, whether expressed or inferred, concerning the accuracy, correctness, up-to-dateness, or completeness of information on this website. The website is updated periodically, and therefore some of its content may not be current. In addition, no rights can be inferred from any information contained on this website.

Case studies

2010

The Slovak company Texiplast, in which our company KORDÁRNA Plus held a minority share in 2010, produces geotextiles and geosynthetics for earthworks and construction. The company’s good condition, a product unique on the local market, and strong pro-export focus predestined it for further growth. We bought a majority share in 2011 and supported the company’s development with management and investment assistance.

 

2013

In the course of three years, we invested into modern machinery, development of the final product, and boosting efficiency of the production organization. We also proceeded to separate a geotextiles division from its parent Kordárna and moved it to Texiplast. We thereby completely integrated manufacturing at a plant in Ivanka pri Nitre, Slovakia. Three years from the takeover of Texiplast, it was bought from Jet Investment by the world’s leading manufacturer of industrial materials Low & Bonar.

 

With more than 100 employees, the company is prosperous and developing its production portfolio under a strong international owner.

 

The returns led to the project’s appreciating to 3.2 times the initial investment.

 

2000

As of our takeover, the company was operating at a loss. Its organization was divided into three independent production operations: paper impregnation and lamination of panels for the furniture industry, processing of flax stems in its own flax processing plants, and metalworking while developing its own line of simple agricultural machines.

 

2001

First, we stabilized the company by closing down the unpromising metalworking operation and reducing the number of administrative employees. That allowed us within one year to find strategic partners for the two remaining divisions. The lamination, including the know-how, production assets, and real estate, was included into the production portfolio of one of the largest manufacturers of wood fibre and MDF panels, Dřevozpracující družstvo Lukavec. The flax processing division, including most flax processing plants, found an owner in a company established and owned primarily by flax growers.

 

Through Jet Investment’s restructuring steps, we succeeded to separate the healthy divisions out of a non-functioning company while in large measure preserving the traditional production and jobs of a failing business.

 

The returns led to the project’s appreciating to 3.9 times the initial investment.

 

1999

Sběrné suroviny collected, sorted, and then sold secondary resources. The company also centrally managed dozens of regional centres managing hundreds of local secondary resources purchase points. Such a burdensome organizational structure was preventing the company from earning sufficient profit.

 

2001

After breaking up the company into individual centres, we sold most of them to secondary materials processors and traders (e.g. Remat and ASA). Certain of the less appealing purchase points were sold directly to their employees.

 

Even despite that the trading activities of the original company were terminated, the business is successfully developing under new owners.

 

The returns led to the project’s appreciating to 2.9 times the initial investment.

 

2001

Jet Investment entered into the failing company ZPA Nová Paka when its current management was unable to implement a business plan to take the company out of its crisis. The lending bank contributed to escalating the situation by demanding immediate lump-sum repayment of a loan, thereby putting the company at risk of bankruptcy.

 

2007

The new crisis management installed by Jet Investment prepared a plan for taking the company out of bankruptcy. Its main parameters included negotiating credit with another bank, reducing the number of employees to be in proportion to revenues actually achieved, establishing a proper sales and pricing policy, putting unnecessary assets to their best use, and, most importantly, developing the main production programme, because the manufacture of measurement and regulation technology for industrial use was evaluated as highly promising.

 

By implementing the recovery plan, a company that had been operating in long-term losses succeeded in building a solid position on the domestic and foreign market. It maintained a continuously high quality of production and successfully certified its production programme to serve the nuclear energy segment. ZPA Nová Paka is successfully continuing in its business activities. It is developing and improving its main production programme with its tradition of more than 72 years.

 

The returns led to the project’s appreciating to 6.8 times the initial investment.

 

1998

As soon as we entered Moravské autoopravny, it was apparent that this company, one of the successors to ČSAD, the formerly state-owned Czechoslovak transport enterprise, with a production programme closely focused on general servicing and refurbishing of Tatra trucks, could not prevail in the new conditions. It faced a number of smaller competitors which could offer similar services at similar quality and with much lower costs. Moreover, the problems of Tatra itself also had negative effects on the company’s operations.

 

2002

We successfully completed the investment plan to terminate production activities and sell the assets of the company’s extensive premises.

 

The returns led to the project’s appreciating to 4 times the initial investment.

 

Company at takeover

Outcome

Company at divestment

Investment returns

Company at takeover

Outcome

Company at divestment

Investment returns

Company at takeover

Outcome

Company at divestment

Investment returns

Investment returns

Company at takeover

Company at divestment

Company at takeover

Outcome

Company at divestment

Investment returns

Texiplast

Českomoravský len

Sběrné suroviny

ZPA Nová Paka

Moravské autoopravny

Company address

Jet Investment, a.s.

Hlinky 126

603 00 Brno

Czech Republic

 

Reception

Tel: +420 543 427 011

jet@jetinvestment.cz

 

Contact for investors

Oldřich Šoba

Mob: +420 732 286 982

soba@jetinvestment.cz

 

Contact for press

Petra Kubíčková

Mob: +420 606 201 124

kubickova@transparent.cz

Company ID No.: 03890333

Tax ID No.: CZ03890333

Company entered in the Commercial Register maintained at the Regional Court in Brno,

Section B, file 7268

 

UniCredit Bank Czech Republic and Slovakia, a.s.

Masarykovo náměstí 1222/54, 586 01  Jihlava

Account No.: 2110429034/2700

IBAN: CZ46 2700 0000 0021 1042 9034

Case studies

Texiplast

Company at takeover

2010—The Slovak company Texiplast, in which our company KORDÁRNA Plus held a minority share in 2010, produces geotextiles and geosynthetics for earthworks and construction. The company’s good condition, a product unique on the local market, and strong pro-export focus predestined it for further growth. We bought a majority share in 2011 and supported the company’s development with management and investment assistance.

 

Company at divestment

2013—In the course of three years, we invested into modern machinery, development of the final product, and boosting efficiency of the production organization. We also proceeded to separate a geotextiles division from its parent Kordárna and moved it to Texiplast. We thereby completely integrated manufacturing at a plant in Ivanka pri Nitre, Slovakia. Three years from the takeover of Texiplast, it was bought from Jet Investment by the world’s leading manufacturer of industrial materials Low & Bonar.

 

Outcome

With more than 100 employees, the company is prosperous and developing its production portfolio under a strong international owner.

 

Investment returns

The returns led to the project’s appreciating to 3.2 times the initial investment.

 

Českomoravský len

Company at takeover

2000As of our takeover, the company was operating at a loss. Its organization was divided into three independent production operations: paper impregnation and lamination of panels for the furniture industry, processing of flax stems in its own flax processing plants, and metalworking while developing its own line of simple agricultural machines.

 

Company at divestment

2001First, we stabilized the company by closing down the unpromising metalworking operation and reducing the number of administrative employees. That allowed us within one year to find strategic partners for the two remaining divisions. The lamination, including the know-how, production assets, and real estate, was included into the production portfolio of one of the largest manufacturers of wood fibre and MDF panels, Dřevozpracující družstvo Lukavec. The flax processing division, including most flax processing plants, found an owner in a company established and owned primarily by flax growers.

 

Outcome

Through Jet Investment’s restructuring steps, we succeeded to separate the healthy divisions out of a non-functioning company while in large measure preserving the traditional production and jobs of a failing business.

 

Investment returns

The returns led to the project’s appreciating to 3.9 times the initial investment.

Sběrné suroviny

Company at takeover

1999Sběrné suroviny collected, sorted, and then sold secondary resources. The company also centrally managed dozens of regional centres managing hundreds of local secondary resources purchase points. Such a burdensome organizational structure was preventing the company from earning sufficient profit.

 

Company at divestment

2001After breaking up the company into individual centres, we sold most of them to secondary materials processors and traders (e.g. Remat and ASA). Certain of the less appealing purchase points were sold directly to their employees.

 

Outcome

Even despite that the trading activities of the original company were terminated, the business is successfully developing under new owners.

 

Investment returns

The returns led to the project’s appreciating to 2.9 times the initial investment.

ZPA Nová Paka

Company at takeover

2001Jet Investment entered into the failing company ZPA Nová Paka when its current management was unable to implement a business plan to take the company out of its crisis. The lending bank contributed to escalating the situation by demanding immediate lump-sum repayment of a loan, thereby putting the company at risk of bankruptcy.

 

Company at divestment

2007—The new crisis management installed by Jet Investment prepared a plan for taking the company out of bankruptcy. Its main parameters included negotiating credit with another bank, reducing the number of employees to be in proportion to revenues actually achieved, establishing a proper sales and pricing policy, putting unnecessary assets to their best use, and, most importantly, developing the main production programme, because the manufacture of measurement and regulation technology for industrial use was evaluated as highly promising.

 

Outcome

By implementing the recovery plan, a company that had been operating in long-term losses succeeded in building a solid position on the domestic and foreign market. It maintained a continuously high quality of production and successfully certified its production programme to serve the nuclear energy segment. ZPA Nová Paka is successfully continuing in its business activities. It is developing and improving its main production programme with its tradition of more than 72 years.

 

Investment returns

The returns led to the project’s appreciating to 6.8 times the initial investment.

Moravské autoopravny

Company at takeover

1998—As soon as we entered Moravské autoopravny, it was apparent that this company, one of the successors to ČSAD, the formerly state-owned Czechoslovak transport enterprise, with a production programme closely focused on general servicing and refurbishing of Tatra trucks, could not prevail in the new conditions. It faced a number of smaller competitors which could offer similar services at similar quality and with much lower costs. Moreover, the problems of Tatra itself also had negative effects on the company’s operations.

 

Company at divestment

2000—We successfully completed the investment plan to terminate production activities and sell the assets of the company’s extensive premises.

 

Investment returns

The returns led to the project’s appreciating to 4 times the initial investment.