Investors

Equity story

Investor value

Leadership positions. Attractive end markets. Long-term value creation.

For decades, Aalberts has built a resilient, diversified business by improving the critical parts, processes and systems that the world’s essential industries depend on.

Today, our focus is clear: to strengthen our leadership positions, deliver profitable, sustainable growth and allocate capital with discipline to create long-term value for shareholders.

Reasons to invest

Our model is proven, repeatable and scalable, providing a strong foundation for resilient earnings and long-term growth. It generates strong, consistent cash flow, which we reinvest with discipline into organic growth and selective bolt-on acquisitions, while returning capital to shareholders through a reliable dividend and share buybacks.

1. Consistent long-term track record of performance

50-year legacy of sustainable profitable growth. Strong cash generation, resilient margins with leadership positions, and safe dividends.

2. Diversified, resilient and reliable business with a unique operating model

Diversified exposure enables stability and cross-cycle upside. Balanced portfolio reduces volatility. We focus on areas where performance matters most to improve reliability, durability, and dependability.

3. A genuine commitment to sustainability

Committed to be net zero carbon by 2050, or earlier. Driving sustainability through technology for our partners, from accelerating semicon leading edge technologies, to bringing eco-friendly buildings to life and transforming sustainable industries.

4. Driven by four global tailwinds

Active in attractive end markets supported by decarbonisation, urbanisation, digitalisation, and reshoring.

CAGR 2025-2030: building>4%, semicon >8%, industry >4%. 

5. Disciplined capital allocation

30% of net profit before amortisation returned through dividends, capital expenditure to support organic revenue growth, acquisitions and divestments, and excess cash deployed through share buybacks to enhance shareholder value.

A proven operating model.
The Aalberts way.

Our unique operating model - the Aalberts way - creates value by enabling profitable and sustainable growth within our business segments building, Industry and Semicon. It is proven, repeatable and scalable, providing a strong foundation for resilient earnings and long-term growth.

the Aalberts way

Aalberts operating model

The Aalberts way creates value by enabling profitable and sustainable growth within our businesses segments

Business performance
We measure performance in many ways, formal ones: revenue, EBITA%, ROCE, leverage ratio and SDG rate.

Stakeholders
Parties directly or indirectly affected by our activities or those who have a direct interest in or can have an impact on our long-term business success. Through stakeholder mapping, Aalberts has identified five main stakeholder groups with highest impact and/or influence.

Businesses
Provide structure for how Aalberts organises its businesses, focused at end markets, and reports its performance. Each business unit drives its operations, with end-to-end accountability, focused on its specific markets and customers, yet aligned with the segment strategy.

Functional platforms
Platforms led by functional leaders with experts from all businesses driving functions in the businesses by sharing expertise and best practices (advisory) and actively supporting key projects (project management). Maintaining policies and ensuring compliance across the organisation. Acting as strategic business partners for the businesses, enabling long-term capabilities. Group functional platform leaders report to head office and work for the businesses.

Policies, standards & processes
Policies define the way we comply, commit and continuously improve through mandatory operating policies and standards for all businesses. Standards define the way we operate to create value for our customers and other stakeholders. Processes are repeatable and scalable, unlocking synergies across businesses and long-term value creation. Our values ‘We are Aalberts’ reflects the DNA of our company, it is what we stand for and what we practice and deliver every day.

Our operating model
Tap the diagram to open it in a new tab

Driven by four global tailwinds, prompting structural shifts in our industries.

tailwinds

Four global tailwinds.
Aalberts is well positioned.

Four global tailwinds continue to strengthen our leading market positions. Urbanisation, technology acceleration, reshoring and decarbonisation are driving sustained demand for our portfolio. As these trends accelerate, they provide attractive opportunities for continued growth, innovation and value creation.

  • Urbanisation

    Strong need for comfortable and healthy buildings, sustainable transportation and connectivity

  • Technology acceleration

    Exponential need for AI computing power, smart buildings, industry 4.0

  • Reshoring

    Regionalisation of critical manufacturing drives need for supply chain proximity

  • Decarbonisation

    Growing demand for energy efficiency and sustainable, lightweight and durable solutions

Strategic priorities

We focus on areas where performance matters most to improve reliability, durability, and dependability.

Our 'thrive 2030' strategy aims to unleash the full potential of the company to increase our leadership positions in attractive end markets and with increased transparency for our shareholders.

Strategy 'thrive 2030'

Refocus. Rebalance. Recharge.

Our 'thrive 2030' strategy aims to unleash the full potential of the company to increase our leadership positions in attractive end markets and with increased transparency for our shareholders.

  • Accelerating leadership positions

    in three attractive end markets with a balanced portfolio

  • Realising sustainable profitable growth

    with enhanced offerings, differentiated technology and innovation

  • Driving customer-centric supply chain

    converting into margin and free cash flow improvement

  • Allocating capital in a disciplined way

    supporting our profitable growth and high shareholder returns

  • Realising sustainable commitments towards

    net zero carbon, using sustainability as a growth driver

  • Enhancing the Aalberts way

    with our values, lean and effective structure and functional excellence

Aalberts objectives 2030

Revenue (in EUR billion)

>

EBITA margin (% of revenue)

>%

Free cash flow conversion ratio

>%

ROICE (10-year period)

>%

Leverage ratio

<

Over 50 years of sustainable growth

  1. 20243 business segments

    head office with functional excellence

  2. 2012 - 20234 technology clusters

    head office with leadership networks

  3. 1975 -2011group of companies

    head office with decentralised structure

Contact

Profile picture for Rutger Relker

Rutger Relker

director investor relations

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Send Rutger Relker a message

Leave us a message and we'll get back to you within one business day.

How does Aalberts generate shareholder value?

Aalberts creates shareholder value through innovation, disciplined execution, operational excellence, customer-focused offerings and strategic capital allocation. By strengthening leadership positions in attractive markets, we generate sustainable long-term growth.

What is Aalberts’ strategy?

Aalberts’ long-term strategy for profitable and sustainable growth is called ‘thrive 2030’. The strategy focuses on accelerating leadership positions, driving innovation, optimising the business portfolio, strengthening operational excellence and delivering on sustainability commitments.

thrive 2030

What are Aalberts’ ambitions for 2030?

Aalberts aims to accelerate profitable growth, improve margins, increase free cash flow generation and strengthen its worldwide leadership positions through innovation and disciplined portfolio management. The objectives for 2030 are

  • >4.5 billion revenue (in EUR)
  • >18% EBITA margin (% of revenue)
  • >65% free cash flow conversion ratio
  • >18% ROICE (10-year period)
  • <2.5 leverage ratio
What is Aalberts’ sustainability strategy?

Aalberts views sustainability as a growth driver. We develop technologies that help customers reduce their environmental impact while improving efficiency, performance and resource utilisation.

sustainability

How does Aalberts respond to changing market conditions?

Through operational excellence, local manufacturing footprints, pricing discipline, portfolio optimisation and continuous innovation, Aalberts adapts to changing economic and market environments.

PO Box 1218
NL-3500 BE Utrecht

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