What makes us a large company to love: about the principles and values of UBM
As our blog followers have read plenty about in recent months, this spring the UBM Group unveiled its growth strategy and business plan for the 2025/26 financial year. Its main objective is to become an inevitable player in the agricultural sector in the countries of the Carpathian Basin within three years while continuing our domestic and international expansion.
But as we work to realize our ambitious plans, we must not forget where we started nearly three decades ago. To chart our present steps and future plans, it is necessary to take a brief look back into the past and see what kind of company we have built over the past nearly thirty years.
I see a company that has all the characteristics of a dynamic growth business – the very qualities that have enabled it to grow so strongly, to roar ahead like a well-loaded steam locomotive.
What are they? Where did we start?
– small team, tight-knit colleagues – thanks to this, everything can be discussed quickly, as everyone is available, (almost) sitting next to me. It also means that
– we can respond quickly to problems, we can get ahead of the competition in responding,
– we can adapt flexibly, whether we need a solution or sense an opportunity,
– there are lots of new ideas – some that are related to the current activity and some that are not at all, but just seem to have a lot to offer,
– there is no rigid hierarchy, there is no waiting in the halls of president’s or director’s rooms to be admitted, you can have a tantrum, a laugh, make some noise at times, listen to music ¬ – it is like a family,
– the creative energy, the willingness to take action is almost palpable – it’s good to come here because it’s not just a workplace, it’s a creative space where you can draw on the energy of others,
– everyone knows everything – because everyone hears everything, there’s no need to produce reports, charts, and spreadsheets.
These are all very good things! Meanwhile, we have grown a fair bit.
Last year, our consolidated turnover – i.e. including the activities of all UBM companies – was HUF 200 billion, and our average number of employees is around 400. We are no longer just a seller and buyer of soya and maize, we now have production plants, manufacturing and supplying our products in several locations, in several shifts, in quantities many times larger than before. And in addition to the actual production, we also have to organise all this, putting together the operation and management.
I am convinced that we have done a very good job in these tasks. I also believe that we must continue to build on these principles and values in the future, preserving everything that is of value in the company at the moment and making every effort not to become a soulless large company.
If you have any questions, please do not hesitate to contact us at firstname.lastname@example.org.