Publikacija Delta Holding

Znati trajati Knowing how to last

SadrajContents

Dve decenije uspeha Two decades of success

Hronologija Chronology

U misiji modernizacije On a mission to modernize

Prvi skok 1991/2000. The first leap 1991/2000

Drugi skok 2000/2010. Second leap 2000/2010

Trei skok 2011. Third leap 2011

Komunikacija je sve... Communication is everything...

Izgradili smo sistem We have built a system

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Delta Holding zvanino je najvea kompanija u Srbiji mereno po visini prihoda u 2009. godini. To je potvreno na prezentaciji specijalne edicije Top 300 najveih preduzea koju tradicionalno izdaje struni magazin Ekonomist.

Delta Holding je prva privatna kompanija koja se nala na prvoj poziciji u srpskom biznisu. Poslednjih godina na vrhu liste Top 300 te medijske grupacije bila je Naftna industrija Srbije.

Ukupan prihod Delta Holdinga u 2009. godini iznosio je 160,7 milijardi dinara. Na drugom mestu je Elektroprivreda Srbije (EPS) sa ostvarenih 154,2 milijarde dinara.

(Novinska agencija BETA, 6.10.2010)

Meu sto najveih kompanija u Adrija-regionu (koji pored Srbije obuhvata Hrvatsku, Sloveniju, Makedoniju, Crnu Goru i Bosnu i Hercegovinu) u ovogodinjem rangiranju nale su se 23 kompanije iz Srbije, na elu sa Delta Holdingom, kao najveim srpskim preduzeem, raunato po prihodima-izjavio je arko Mijovi iz Dilojta, revizorske kue koja je sainila rang listu.

Prema njegovim reima, Delta je sa 1,67 milijardi evra prihoda peta najvea kompanija Adrija-regiona. Najvea kompanija u regionu je hrvatski Agrokor, druga je INA, a zatim slede Merkator i Petrol. Na listi 100 najveih preduzea, njih 35 dolaze iz Hrvatske, 31 iz Slovenije, 23 iz Srbije, est je iz Bosne i Hercegovine, etiri iz Makedonije i samo jedno iz Crne Gore. U prvih 10 kompanija po veliini, etiri dolaze iz Slovenije, a po tri iz Srbije i Hrvatske.

Najvea kompanija u Srbiji koja se bavi irokom potronjom je Delta Holding, za kojom dolazi Viktorija grupa, pa koncern Svislajon Takovo. Listu 100 najveih zatvara Duvanska industrija Ni.

(Dnevni list DANAS, 23. 09. 2010)

Based on revenue earnings in 2009, Delta Holding is officially the largest company in Serbia. This was confirmed at the presentation of a special list of the Top 300 largest companies which is traditionally published by the Serbian magazine, Ekonomist.

Delta Holding is the first private company to have taken the lead in Serbian business. For the past several years, top position on the Top 300 list has been held by Naftna Industrija Srbije, the Serbian Oil Industry. Delta Holdings total income in 2009 was RSD 160.7 billion. The second place was taken by Elektroprivreda Srbije (EPS) (the Electrical Power Industry of Serbia) with a total income of 154.2 RSD billion.

(BETA, News Agency, 6 October 2010)

Among the hundred largest companies in the Adriatic region, which, besides Serbia, is made up of Croatia, Slovenia, Macedonia, Montenegro and Bosnia and Herzegovina, and ranked by their revenues this year, 23 of these companies were from Serbia, with Delta Holding in pole position, according to Zarko Mijovic from Deloitte Auditing who came up with the rankings.

According to him, Delta took fifth place among the top largest companies of the Adriatic Region based on its revenue earnings of 1.67 billion euros. Croatian Agrokor took first place as the largest company in the Region, followed by INA then by Merkator and Petrol. On the list of the100 largest companies of the Region, 33 were from Croatia, 31 from Slovenia, 23 from Serbia, six from Bosnia and Herzegovina, four from Macedonia and one from Montenegro. Among the top ten largest companies, four were from Slovenia and three each from Serbia and Croatia. The largest company in Serbia engaged in consumer good is Delta Holding followed by the Victoria Group and Swisslion Takovo. The final company on the list of the100 largest companies is the Nis Tobacco Industry.

(DANAS, Daily Newspaper of 23 September 2010)

Delta Holding zvanino najvea kompanija u Srbiji

Delta Holding peta najvea kompanija u regionu

Delta Holding is officially the largest Serbian company

Delta Holding the fifth largest company in region

Ugovor o izgradnji prve zadubine Delta Holdinga potpisan je 14. septembra 2010. u Skuptini grada Beograda.

Ugovor su potpisali direktorka Delta Humanitarnog Fonda Ivana Mikovi-Kari i gradonaelnik Beograda Dragan ilas. Za potrebe izgradnje Centra obezbeeno je 2.000.000 evra, trajae oko godinu dana, a zapoee do kraja 2010.

Zadubina e se trajno i iskljuivo koristiti za potrebe smetaja i aktivnosti dece sa invaliditetom, i nikada ne moe imati komercijalnu osnovu niti sluiti za sticanje finansijske dobiti. Delta Humanitarni Fond je odluku o izgradnji ovakvog centra doneo na osnovu detaljnog istraivanja potreba drutva, pre svega najranjivijih grupa. Uz konsultacije sa Ministarstvom rada i socijalne politike i predstavnicima grada Beograda doneta je zajednika odluka da prva zadubina bude upravo ono to je Gradu i deci sa invaliditetom i njihovim roditeljima neophodno.

(Saoptenje za javnost, 14.9.2010)

The Construction Agreement signed for the first endowment of Delta Holding was signed on 14th September 2010 in Belgrade City Hall.

The agreement was signed by the Director of the Delta Humanitarian Fund, Ivana Mikovi-Kari and by Dragan ilas, Mayor of Belgrade. The Company has allocated 2,000,000 euros for that project. The construction of the Centre shall begin by the end of 2010 and shall take about a year.

This endowment shall be exclusively and permanently used for the accommodation and activities of children with disabilities and may not be used for any commercial or profit-making purposes. Delta Humanitarian Fund made the decision on theconstruction of the Centre after thorough research into societal needs and particularly into the needs of the most vulnerable groups therein. Following consultations with the Ministry of Labour and Social Policy and representatives of the City of Belgrade, a joint decision was made that the first endowment should be what the city, its disabled children and their parents most need.

(Press Release, 14 September 2010)

Delta Holding poklanja Beogradu Centar za decu sa invaliditetom

Center for children with disabilities, Delta Holding gift to City of Belgrade

// 1020 GODINA YEARS DVE DECENIJE USPEHA TWO DECADES OF SUCCESS

Navedene tri informacije, citirane iz nezavisnih izvora, saoptene u jesen 2010. godine sumirale su u najkraem obliku dve decenije poslovanja kompanije Delta Holding. Toliko vremena trebalo je jednoj od prvih privatnih kompanija u nekadanjoj SFRJ da (zajedno sa dravom u kojoj je nastala i poslovala) proe period sankcija, meunarodne izolacije, demokratskih reformi i tranzicije i da izraste u srpskog i regionalnog biznis lidera. Da bi se to postiglo morali su da postoje mnogi preduslovi.

Pre svih preduzetnika ideja, vizija, hrabrost i dobri temelji sa ugraenim sistemom vrednosti koji poiva na izboru kadrova, saradnji sa najuglednijim partnerima iz sveta, prenoenjem najboljih svetskih iskustva u Srbiju i uvaavanjem trita kao jedinog pravog merila uspeha.

Posle dve decenije poslovanja, a na osnovu podataka nezavisnih ocenjivaa Delta Holding se kvalitativno izdvaja iz sredine u kojoj posluje. Osnova ovog uspeha su: potpuna orijentisanost ka privatnom preduzetnitvu, efikasno i brzo prilagoavanje novim procesima, spremnost da se oslukuje stanje na tritu i odmah prilagoava poslovanje, da se efikasno i brzo donose poslovne odluke. Principi poslovanja usvajani su od vodeih zapadnih kompanija, a sa najboljima od njih uspostavljana je dugorona saradnja.

Ti principi bili su presudni za poslovanje Kompanije devedesetih godina prolog veka, od njenog osnivanja 1991. godine, do 2000. godine, kada su zapoete demokratske reforme.

Vreme sankcija i meunarodne izolacije drave u kojoj je Delta Holding poslovao u prvoj deceniji svog rada, nisu predstavljali dovoljno dobar, ali jesu bili izazovan ambijent za razmah preduzetnitva. Ono to je krasilo kompaniju Delta Holding od njenog nastanka, to su principi rada slini onima na kojima poivaju veliki nemaki koncerni. Na samom poetku postojala je svest da Delta ne moe da se razvija bez tehnolokog napretka i primene savremene inostrane tehnologije.

Two decades of Delta Holdings business can be summed up by three pieces of publicly-sourced information. Along with the state in which it was founded, and as one of the first private companies of the former Yugoslavia, it took a long time to get through the period of sanctions, international isolation and democratic reform and transition, and to become a business leader not just in Serbia but regionally.

The market is the only real measure of success, and this success derived in the first place from entrepreneurial creativity, vision, courage and strong foundations, coupled with choosing the most suitable personnel, cooperation with leading international partners and importing the best working practices available into Serbia.

According to data issued by an independent rating agency, after two decades in business Delta Holding has created its leading position based on quality in the environment in which it operates. This success is the result of complete orientation towards private entrepreneurship, efficient and effective adaptation to new processes, closely monitoring the market situation, effectively adapting to the market, accompanied by efficient and effective decision making. The Company has adopted business principles from leading western companies and established long-term business cooperation with the best of them.

These principles were crucial for the companys business during the last decade of the 1990s, ie.from its founding in 1991 to 2000, the year in which democratic transition commenced.

The period of sanctions and subsequent isolation of the country in which Delta Holding had been doing business during the first decade of its existence was not ideal but it did prove to be a challenging environment in the arena of developing entrepreneurships. Since its inception Delta Holding has based itself on similar operating principles to a variety of leading German businesses. At this point it discovered that without technological advances and using up-to-the-minute technology no development would be possible.

Dve decenijeuspeha

Two decades of success

// 1120 GODINA YEARS DVE DECENIJE USPEHA TWO DECADES OF SUCCESS

Da bi se postigao uspeh koji je za dve decenije postigao

Delta Holding, bili su potrebni preduzetnika ideja, vizija,

hrabrost i jasan sistem vrednosti.

To achive such success asDelta Holding has achieved for

two decades of its existence, there must have been entrepreneurial

creativity, vision, courage and a clearly defined system of values.

// 1220 GODINA YEARS

Chronology

1991/1993 1994/1999 2000/2007 2008/2010 Corporate culture

// 1420 GODINA YEARS HRONOLOGIJA CHRONOLOGY

Kompanija Delta osnovana je 4. februara 1991. u vreme dominacije dravne i drutvene svojine i velikih dravnih spoljno trgovinskih kompanija u tadanjoj SFRJ. Bila je jedna od prvih privatnih kompanija pokrenutih u Srbiji.

Deltu osniva i predvodi Miroslav Mikovi. Na samom poetku ini je petoro zaposlenih, od kojih su etvoro pripravnici.

Delta Company was founded on 4th February 1991 at the time when state and social ownership and large state foreign trade companies dominated the market of then SFR of Yugoslavia. Delta Company was one of the first private companies started up in Serbia.

Delta is founded and led by Miroslav Mikovi. At its start-up it had five employees out of which four trainees.


U prvim godinama postojanja uslovi za rad u Srbiji su izuzetno teki: izbijaju ratovi, dolazi do ekonomske izolacije, hiperinflacija dostie istorijski maksimum, meunarodna zajednica uvodi ekonomske sankcije dravi u kojoj Delta posluje, gase se velika dravna i drutvena preduzea, menja se privredni ambijent. Smelim i efikasnim odlukama i formiranjem kvalitetne kadrovske baze postavljaju se osnovi za uspeno poslovanje Delte. Poinje proces uspostavljanja dugorone saradnje sa svetski poznatim kompanijama i usvajaju se i primenjuju poslovni principi i znanja velikih korporacija.

Delta posluje u oblasti agrara (trgovina voem i povrem) i u drvnoj industriji.

Realizuje prve ugovore sa renomiranim kompanijama Nike i Zeneca. Ve 1991. godine osniva i prvu privatnu banku - Delta banku.

Portfolio Kompanije se proiruje, Delta zastupa renomirane kompanije Fiat, Nestle, Beiersdorf (Nivea) i mnoge druge.

Sankcije i meunarodna izolacija SR Jugoslavije ne omoguavaju Kompaniji da se razvija planiranim tempom, zbog ega se stagnacija poslovanja na prostoru Balkana kompenzuje irenjem poslova u Rusiji i Ukrajini.

Dve kompanije, lanice Delta Holdinga, ostvaruju znaajan profit za Kompaniju u tom periodu: Delta Sport kao generalni distributer Nike za podruje Zajednice Nezavisnih Drava i Delta International kao veinski vlasnik Bajkalskog celuloznog kombinata koji svoje proizvode usmerava direktno na trite Azije. Takav nain poslovanja zahtevao je prebacivanje znaajnog broja zaposlenih Delta Holdinga iz Srbije na trite Rusije.

Kompanija zapoinje potpuno novi posao osnivanjem Delta Osiguranja.

During the initial years of company operations, conditions in Serbia were extremely difficult: wars broke out, the country was economically isolated, hyperinflation reached record heights, the international community imposed economic sanctions against the country in which Delta was doing business, big state and socially-owned enterprises had been liquidated and the economic environment had completely changed. Delta laid successful business foundations by making brave and efficient business choices and employing decent staff. Long-term cooperation with the worlds leading companies followed as did the adoption of the business skills and principles of large corporations.

Delta was involved in the agricultural sector, trading in fruit and vegetables, and in the timber industry. The company first negotiated contracts with reputable companies such as Nike and Zeneca, and by 1991it had already founded the first private bank, Delta Bank.

The companys portfolio had expanded. It assumed in-country representation of leading companies such as Fiat, Nestle, Beiersdorf, (Nivea) and of many others.

The resultant isolation of Yugoslavia slowed down the companys development and caused a stagnation of business in the Balkans. This lead to expansion into the Russian and Ukrainian markets.

Two companies, members of Delta Holding, made significant profits for the company in that period: Delta Sport (as a general distributor of Nike for the territory of CIS) and Delta International (as the majority owner of the Baikal Cellulose Integrated Plant that directed its products to the markets of Asia). Such a manner of doing business required a significant number of Delta Holding personnel to be expatriated and or moved from Serbia to the markets of Russia.

The Company also started up a completely new business by establishing Delta Osiguranje (Delta Insurance).

1991/1993.

1994/1999.

1991/1993

1994/1999


Devedesete godine nisu pogodovale razvoju poslovanja

u Srbiji, ali Kompanija brzo i efikasno donosi odluke i

usvaja know-how zapadnih korporacija.

The 1990s were bad years for thedevelopment of business in

Serbia, but the company madeeffective and efficient decisions

and transferred know-how fromwestern companies.


Sa demokratskim promenama u jesen 2000. godine kompanija Delta Holding zauzima vodee pozicije u svim oblastima u kojima posluje. Kompanija je, zahvaljujui dobro postavljenim biznis temeljima i principima poslovanja, spremna za povratak zemlje u meunarodne ekonomske tokove. Znaajne promene u Srbiji imaju za posledicu reduciranje poslovanja u Rusiji. Kompanija odluuje da izae iz posla sa celulozom, a kapital dobijen prodajom Bajkalskog celuloznog kombinata usmerava u investicije u Srbiji.

Otvaranje Srbije prema svetu, demokratske i ekonomske reforme od 2001. do 2007. godine pogoduju brzom razvoju Kompanije. Uvruju se liderske pozicije u delatnostima kojima se Delta ve bavi - agrobiznis i zastupanje inostranih firmi i brendova na domaem tritu. Istovremeno, ire se oblasti investiranja i ulazi se u nove poslove. Otvaranjem prvog Maxija zapoinje znaajna era maloprodaje, kao novog stratekog biznisa, kompanija snano razvija posao sa nekretninama.

Kompanija doivljava ekspanziju organskim rastom, ali i kroz akvizicije koje realizuje izmeu ostalog i preko sopstvenog preduzea za akvizicije i brokerske usluge.

U tom periodu Delta Holding ima 18.000 zaposlenih.Kompanija se 2003. useljava u sopstvenu poslovnu zgradu u Novom Beogradu.

Kada je Delta banka prodata italijanskoj bankarskoj grupaciji Intesa, akumulira se kapital koji e biti osnov za novi veliki investicioni ciklus. Kompanija igra vanu ulogu u u privatizaciji domaih drutvenih preduzea, dok istovremeno ulae u izgradnju nekretnina, irenje maloprodajnog lanca, otvaranje trnih centara

Delta Real Estate podie prvi oping mol u Beogradu, Delta City, a ubrzo Delta City nie i u Podgorici. U Beogradu kompanija za razvoj nekretnina zajedno sa partnerom Hypo Alpe Adria, za potrebe Univerzijade 2009 podie naselje Belville, u tom trenutku najvee gradilite na Balkanu.

Delta Maxi iri svoju maloprodajnu mreu i uvodi nove prodajne formate i novi brend - Tempo. Honda i BMW su nove kompanije koje Delta zastupa na tritu Srbije.

Delta Osiguranje osniva prvi privatni penzioni fond. Izuzetno uspeno osvaja trite osiguranja i ostvaruje strateko partnerstvo 50-50% sa Generali Group, jednom od najveih osiguravajuih kua u svetu.

Delta Sport zastupa Nike, a sa jednim od vodeih svetskih lanaca kafeterija Costa Coffee potpisuje franizni ugovor o irenju mree na teritoriji zemalja bive Jugoslavije i Albanije. Zastupnik je panske Zare i jedini zastupnik svih brendova Inditex-a u Evropi.

Delta Holding partner je svetskim korporacijama: Beiersdorf (Nivea), Unilever, Pirelli, Shell, OM Pimespo, GE...

U oblasti agrara Delta posluje sa kompanijama kao to su Pioneer (DuPont), Syngenta, BASF...

Kompanija ostvaruje svoj plan i postaje regionalni lider. Kupovinom maloprodajnog lanca Tropic izlazi na trite Bosne i Hercegovine, prve radnje otvara u Crnoj Gori, dok akvizicijom maloprodajnog lanca Piccadilly 2007. godine Delta Maxi Grupa iri svoje poslovanje i na trite Evropske unije.

2000/2007.


In the autumn of 2000 with the move towards democracy, Delta Holding occupied the leading positions in all fields of its business. Owing to its solid foundations in business and business principles, the company was ready for the return and integration of the country into the international economic market place and system of doing business. The great changes taking place at that time in Serbia resulted in the reduction of business in the markets of Russia. The Company decided to leave the cellulose business and the capital acquired from the sale of the Baikal Cellulose Integrated Plant was directed and invested in the business in Serbia.

As Serbia opened up to the outside world during the period of democratic transition and economic reform from 2001 to 2007, the climate encouraged fast growth within the company. The market leadership positions of Deltas existing agri-business and its representations of foreign companies and brands in the domestic market had been strengthened. Simultaneously, the fields of investments had been broadened, and the company had entered new business arenas. With the opening of the first Maxi hypermarket, the era of strategic retail business got under way as the company began to vigorously develop the real estate business.

The company has experienced expansion through organic growth but also through acquisitions carried out by its own company for acquisition and brokerage services. By that time Delta Holding had 18,000 employees. In 2003 the company moved into new office buildings in New Belgrade which is company-owned property.

When Delta Bank was sold to the Italian Banking Group, Banca Intesa, the accumulated capital formed the basis of a future investment cycle. The company has an important role also in the privatizations process of domestic and sociallyowned enterprises and simultaneously has invested into real estate development, expansion of retail chains, and development of shopping malls.

Delta Real Estate erected the first shopping mall in Belgrade, Delta City, and not long afterwards Delta City was erected in Podgorica, Montenegro. Then, in Belgrade, the Delta Company for real estate development together with their partner Hypo

2000/2007

Alpe Adria Bank Belgrade built the residential area called Belville in New Belgrade, for Universiade 2009. At that time it was the biggest building site in the Balkans. Delta Maxi has expanded its retailing chain and has introduced new selling formats and new brands Tempo, Honda and BMW are just two of the new companies represented by Delta in the territory of Serbia.

Delta Osiguranje (Delta Insurance) also established the first private pension fund, and as such was extremely successful in breaking into the insurance market. It entered into a strategic partnership of a 50-50% cut with Generali Group, one of the biggest international insurance companies.

Delta Sport represents Nike. Also, Delta Sport signed an agreement with Costa Coffee, one of the leading international coffee shop chains, with the franchise agreement aiming at expanding the network across the former Yugoslavia and Albania. Delta Sport became the representative of the Spanish Zara chain and sole representative of all Inditex brands for Europe.

Delta Holding is also become a partner to the most well-known global corporations, such as Beiersdorf (Nivea), Unilever, Pirelli, Shell, OM Pimespo, GE...

Delta is doing agri-business with companies such as Pioneer (DuPont), Syngenta, BASF...

The Company has been achieving its target of being a regional business leader. The Company entered the retail market of Bosnia and Herzegovina through the purchase of the Tropic retail chain. The Company opened its first retail shopsin Montenegro and through its acquisition of the Piccadilly retail chain in 2007, Delta Maxi Group has expanded its business into the EU market.


Ve 2008. godine u Kompaniji radi 24.200 ljudi, a razvoj se fokusira prevashodno na oblasti maloprodaje, agrara i nekretnina u Srbiji, ali i na tritima regiona bive Jugoslavije i istone Evrope.

Ekonomska kriza koja zahvata svet, neto kasnije stie i do Srbije, a globalnoj situaciji Delta se prilagoava tako to znaajno racionalizacije poslovanje. Moglo bi se rei da je kriza ojaala Kompaniju, jer je to period u kome se optimizuje poslovanje, znatno su unapreeni status i uticaj Delta Holdinga u zemlji i regionu.

Godine krize, uprkos sloenim uslovima na tritu, predstavljaju zenit u poslovanju Delta Holdinga. To je vreme kada se u Kompaniji kreira nova poslovna strategija za treu deceniju postojanja.

In 2008 the company already had 24,200 employees. The companys development has been focused primarily not just in the retail business, agri-business and real estate market in Serbia but also in the markets of former Yugoslavia and Eastern Europe.

The world economic crisis reached Serbia later than elsewhere. Delta took advantage of the global situation to carry out significant business process rationalization. It could be said that the crisis has strengthened the company since it was a period when the company optimized its businesses, and significantly improved the status and influence of Delta Holding both in the country and the region.

The years of crisis, despite complex market conditions, were the years when Delta Holding was doing business at its zenith and the time when the company prepared a forward-looking business strategy for the third decade of its existence.

2008/2010. 2008/2010

U godinama krize, uprkos sloenim uslovima poslovanja, Delta Holding

dostie zenit. To je vreme kada se u Kompaniji kreira nova poslovna

strategija za treu deceniju postojanja.

In those years of crisis, despite complex business conditions,

Delta Holding managed to reach its zenith. It was a time when the

company prepared forward-looking business strategies that would drive

the company successfully into the third decade of its existence.


Svoju poslovnu poziciju Delta je gradila na jedinstvenoj korporativnoj kulturi stvarajui imid pouzdanog poslovnog partnera. U Kompaniji se brzo i efikasno donose poslovne odluke i usvaja know-how kojim raspolau zapadne korporacije, uspostavlja se i dugorona saradnja sa svetski poznatim kompanijama. Na samom poetku ostvareni su kontakti i zapoeto poslovanje sa Barclays bankom, koja je postala poslovna banka Kompanije i banka koja je dugi niz godina pratila poslovanje Delta Holdinga.

Delta has built its business position on a unique corporate culture and has created an image of a reliable business partner. The company has made business decisions effectively and efficiently, and transferred knowledge available to western corporations. It was at this point that it began long-term business cooperation with internationally renowned companies. At that time the company also made contact with Barclays Bank which became the companys business bank and the bank has been providing its services to the company for a number of years subsequently.

Korporativna kultura

Broj zaposlenihNumber of employees

Prihod od prodajeTurnover

24.000 u 2010.24,000 in 2010

3.010.000.000 EURProjekcija za 2010. Estimation for 2010

Corporate culture

On a mission to modernize

Quality standards in agri-business New confidence in banks Retail you didnt know Property in the focus Delta as a model Delta Sport - reliable partner

Secure insurance New personnel standardsSocial responsibility New millennium

// 2420 GODINA YEARS U MISIJI MODERNIZACIJE ON A MISSION TO MODERNIZE

Modernizujui Kompaniju, njeno poslovanje, korporativno upravljanje, Delta Holding je pokrenuo modernizaciju srpske privrede, trita i drutva, a dravi dao impuls i putokaz kojim pravcem treba ii u ekonomskim reformama i drutvenoj tranziciji ka modernoj evropskoj dravi.

U dvadeset godina postojanja Delta Holding se nametnuo kao lider u inovacijama i uspostavljanju standarda modernog poslovanja.

Dovoenjem poznatih svetskih kompanija iz razliitih oblasti (maloprodaje, proizvodnje, marketinga, trgovine, bankarstva, osiguranja, mode...) Delta Holding otvara trite Srbije i na taj nain jaa konkurentnost celog trita.

Through modernization of company, companys business, corporate management, Delta Holding initiated the modernization of the Serbian economy, market and society, and gave the state impulse and a guideline which direction to take in its economic reforms and social transition towards a modern European state.

Over twenty years of existence, Delta Holding has imposed itself as an innovation leader and an introducer of modern business standards.

Bringing reputable global companies from different business areas (retailing business, manufacturing, marketing, commerce, banking, insurance, fashion...), Delta Holding opened Serbian market to the competition and thus defends it from any kind of monopoly.

Kompanija je uvodila svetske standarde poslovanja na neregulisanom tritu.

The Company has introduced international business - standards to

an unorganized market.

U svom stratekom biznisu - agraru, Delta Holding uvodi najvie standarde kvaliteta.

Sa sigurnou se moe rei da je u relativno kratkom vremenu uinjeno izuzetno mnogo na podizanju svih standarda u poljoprivrednoj proizvodnji u Srbiji ime je posao zemljoradnika uininjen profitabilnim, kao to je to sluaj u mnogim zemljama u Evropi.

U primarnoj agrarnoj proizvodnji Delta primenjuje najsavremenije agrotehnike mere.

In its strategic agri-business, Delta Holding introduces the highest quality standards.

We can say with certainty that in a relatively short time we have done very much to raise standards in agricultural production in Serbia and made the work on the farms as profitable as in many countries in Europe.

In its primary agricultural production, Delta has implemented the most advanced agronomic practices.

Standardi kvalitetau agraru

Quality standards in agri-business


Delta zakljuuje jedan od retkih ekskluzivnih ugovora o dugoronoj saradnji za proizvodnju, uvoz i distribuciju svih proizvoda sa najstarijom i najveom semenskom kompanijom na svetu - kompanijom Pioneer, lanicom DuPont Company. Formiran je doradni centar sa ciljem da se visok kvalitet semena koje se proizvodi na poljima u Srbiji sauva i doradi po standardima koji premauju vaee standarde u Srbiji. Time je znaajno podignut opti nivo prinosa ratarskih kultura.

BASF i Syngenta su partneri u proizvodnji pesticida u Deltinoj fabrici u Zrenjaninu. Delta Agrar poljoprivrednicima u Srbiji nudi najsavremeniju poljoprivrednu mehanizaciju, koju koristi i na sopstvenm imanjima.

Delta podie najsavremeniji vonjak za proizvodnju jabuka. Da bi ga izgradila, Kompanija najbolju evropsku tehnologiju proizvodnje jabuka iz Junog Tirola prenosi u Srbiju, u elarevo. Ubrzo zatim podie i ULO hladnjau najveu i najmoderniju tog tipa u celom regionu. Osim za potrebe Delta Agrara, ULO hladnjaa u elarevu slui i za skladitenje jabuka koje kompanija otkupljuje od kooperanata, kao i za usluge uvanja i kalibriranja jabuka drugih zainteresovanih proizvoaa u Srbiji.

Delta has entered into a rare and exclusive agreement on long-term cooperation for the production, import and distribution of all products from the oldest but biggest international seed com-pany, called Pioneer, which is a part of the DuPont Company. A seed processing plant was set up to preserve the high quality of seeds produced on the fields of Serbia and to process them according to standards that are higher than those applicable in Serbia. It has raised significantly general level of farm (arable) crop yields.

BASF and Syngenta are partners in the production of pesticides in the Delta plant in Zrenjanin. Delta offered to farmers in Ser-bia and introduced to its own farms the most advanced agricul-tural machinery and farm equipment.

Delta established apple orchards run to the most modern standards. For this purpose, the company transferred to Serbia the best European technology for apple production from South Tyrol and introduced it in elarevo. Soon afterwards it erected a ULO state-of the art cold store, the biggest and the most mod-ern of its kind in the region. The ULO cold store in elarevo was not intended only for Delta Agrar use , but also as a stor-age for apples purchased by the Company from its associates (cooperative). The ULO cold store provides storage and grading services to other interested apple producers in Serbia.


U procesu akvizicija u agraru, Delta preuzima devastirane socijalistike agrarne kombinate i revitalizuje ih. Na farmi Napredak u Staroj Pazovi formira farmu svinja prema danskoj DanBred tehnologiji ime je omoguena proizvodnja i tov svinja koji po svim parametrima premauju prosek u Srbiji i pribliavaju se rezultatima najboljih farmi u Danskoj.

U domenu proizvodnje hrane, ubrzano se i istrajno uvode HACCP standardi kvaliteta. Mesna industrija Yuhor uvodi sistem praenja kvaliteta ISO 9000:2008 i sistem ISO 14001:2004 za zatitu ivotne sredine i gradi ekoloki sistem za preiavanje otpadnih voda.

Industrija brana i testenina Danubius investira u najsavremeniji mlin u ovom delu Evrope. Uz poboljanje proizvodnih kapaciteta ova investicija donosi i znaajan ekoloki napredak.

Through the agricultural acquisition process, Delta took over defunct socialist agricultural combines so that it could revitalize them. On the Napredak farm in Stara Pazova, the Company established a pig farm introducing DanBred Danish technology. The pig production and fattening parameters that have been achieved on the farm have surpassed the average in Serbia and are nearing results of the best farms in Denmark.

In the field of food production, the Company has been introducing effectively and steadily HACCP quality standards. The Yuhor Meat Business has been introducing the Quality Management Systems ISO 9001:2008 and ISO 14001:2008 Environment Management System and an ecological system for waste water treatment is under construction.

The Danubius flour and pasta industry has invested in the most modern mill in this part of Europe. Along with improvement of production capacities, this investment has brought significant ecological prosperity.


Global G.A.P. ISO 9001:2008 ISO 22000:2005 ISO 14001:2004 BS OHSAS 18001

Za modernizaciju srpske privrede devedesetih godina, znaajno je bilo osnivanje Delta Banke. Da bi se bolje razumele okolnosti, vano je napomenuti da je Delta Banka nastala posle sloma dravnog bankarskog sektora i kompletnog srpskog finansijskog sistema, izazvanog meunarodnom izolacijom, inflacijom koja je bila najvea u istoriji i pojavom takozvanih piramidalnih banaka koje su prikupile veoma velika sredstva graana. Vladalo je veliko nepoverenje u banke. Delta Banka unela je u finansijski sistem drave nove vrednosti poslovanja i pokazala da bankarstvo ne ine spekulacije i prevare klijenata, ve servis koji e pomoi preduzetnicima i graanima da ostvare svoje ideje i elje.

Brojni su primeri inovacija i u ovoj oblasti. Delta Banka prva je domaa banka u ondanjoj SR Jugoslaviji koja je zvanino poela da izdaje platne kartice iz sistema MasterCard i Maestro, a koje su mogle da se koriste za plaanje u zemlji i inostranstvu.

Dve godine nakon uvoenja platnih kartica Delta Banka je imala najrasprostranjeniju mreu POS terminala i bankomata u Srbiji.

Delta Banka je bila pionir i u uspostavljanju sistema elektronskog bankarstva kao novog vida komunikacije sa klijentima. Krajem 2003. godine Delta Banka je prva na Balkanu poela da izdaje Visa ip karticu.

Potvrdu uspenog poslovanja Delta Banka dobila je od londonskog finansijskog magazina Finance Central Europe, na ijoj je rang listi banaka srednje veliine sa prostora jugoistone Evrope ubedljivo zauzela prvo mesto.

For the modernization of the Serbian economy in the 1990s, the founding of Delta Bank was of great importance. For a better understanding of the circumstances, it has to be noted that Delta Bank was founded after the collapse of the state-owned banking sector and the whole financial system in Serbia, caused by internationally-imposed isolation, the highest level of hyperinflation ever recorded in the history of the country and by pyramid banking schemes that collected huge amounts of money of the countrys citizens. At that time all confidence in banks was lost. Delta Bank introduced a new set of business values in the financial system of the state, restoring the confidence of its clients in the banking system, convincing them that the banking system did not just constitute speculation and fraud but that banking is a service that supports entrepreneurs and citizens in the realization of their ideas and desires.

There are numerous examples of successful innovations in this area. Delta Bank was first local bank in the-then FR of Yugoslavia that began to issue payment cards from MasterCard and Maestro systems that could be used for local payments and payments abroad.

Two year after the introduction of payment cards, Delta Bank had the most widespread network of POS terminals and ATMs in Serbia.

Delta Bank was also a pioneer in establishing an electronic banking system as a new form of communication with clients. Towards the end of 2003, Delta Bank was the first in the Balkans that began to issue Visa chip cards.

Delta Bank gained recognition for its successful business operations from the London financial magazine, Finance Central Europe, that ranked Delta Bank convincingly as number 1 in its list of SEE medium-sized banks.

Novo poverenje u banke

New confidence in banks


U oblasti maloprodaje Delta uspostavlja sistem usluge svetskog nivoa, kakav potroai u Srbiji do tada nisu imali. Da bi formirao odgovarajui model, Delta Holding (opet kao prva kompanija u Srbiji) dovodi i zapoljava ugledne strane strunjake koji uvode nova pravila za zaposlene i u organizaciju maloprodaje: od ljubaznog osoblja do rasporeda polica, higijene u samoposlugama i novih formata i maloprodaji (od komijskih radnji, do velikih hipermarketa).

Delta Maxi Grupa vlasnik je maloprodajnog lanca prehrambenog tipa koji ima vie od 500 objekata.

Delta has established international concepts in their retail system that customers in Serbia have never had before. To achieve them, Delta Holding (again as the leading company in Serbia) brought over and employed renowned foreign experts that have introduced new rules for employees and the retail sales organization: from friendly staff to the arrangement of sales shelves, hygiene in supermarkets and new forms of retail brands (from small retail shops in the neighborhood to large hypermarkets).

Delta Maxi Group is the owner of the food retail chain which has more than 500 stores.

Maloprodaja kakvu niste znali

Retail you didnt know


Maxi, MiniMaxi, SuperMaxi, Tempo, novi su brendovi i maloprodajni formati na tritu Srbije, a prvi put jedna trgovaka kompanija kod nas uvodi sve prodajne formate koje poznaju svetske trgovinske mree. Delta Maxi dobitnik je meunarodne nagrade za kvalitet usluge i primenu meunarodnih standarda u poslovanju (HACCP i ISO 9001).

Maxi je bio prvi maloprodajni lanac u Srbiji koji je ponudio tritu on-line kupovinu proizvoda iz svog asortimana. Odgovor trita na novi vid ponuene usluge bio je iznad svih oekivanja. Godinji promet ostvaren preko internet sajta Maxija dostigao je milion evra.

Znaajnu panju Maxi posveuje pitanjima ekologije, pa tako i pre zakonske obaveze uvodi biorazgradive kese u sve svoje maloprodajne objekte.

Maxi, MiniMaxi, SuperMaxi and Tempo are new brands and new retail formats in the Serbian market. It was the first time that one business and commercial company introduced retail networks familiar to global ones. Delta Maxi was awarded the international prize named For Quality for services and for the implementation of international standards in business, ie.HACCP and ISO 9001.

Maxi was the first retail chain in Serbia that offered the possibility of ordering its products online. The market response to this new aspect of services was above and beyond any expectation. Annual sales through the Maxi Internet site reached figures of 1,000,000 euros.

Maxi takes care of environmental issues. It introduced bio-degradable bags to all its retail formats before it was obliged to legally.


Delta Holding uspostavlja visoke standarde u oblasti nekretnina izgradnjom prve poslovne pametne zgrade (sedita Holdinga), a zatim i najveeg (u to vreme) trnog centra na Balkanu - Delta City.

Delta Holding established high standards in the real estate market with the construction of the first intelligent office building, Delta Holdings headquarters, and thereafter the largest shopping mall (at the time of completion) in the Balkans, Delta City.

Nekretnine u fokusu

Property in the focus



Delta City najbolji oping-mol u Evropi

u 2008. godini.

Delta City - The Best Shopping Mall in Europe in 2008.

oping-mol Delta City izgraen je u rekordnom roku od 18 meseci.

Delta City uvodi nov koncept kupovine u Srbiju u skladu sa svetskim trendovima u ovoj oblasti. U oping-molu zastupljene su vodee svetske i domae robne marke, a treina brendova prvi put se pojavljuje na tritu Srbije. Delta City je zvanino proglaen za najbolji oping-mol u Evropi u 2008. godini u kategoriji oping-molova srednje veliine, a priznanje je dodelio iri Meunarodnog udruenja oping-centara (The International Council of Shopping Centers-ISCS).

Delta Invest primenjuje nove metode u procesu gradnje objekata. Izvedba enterijera poslovne zgrade Delta Sporta dobija prvu nagradu u svetu u kategoriji enterijera sa inovacijama (BPB Trophy, 2006. godine u Madridu).

Naselje Belville izgraeno je u rekordnom roku i prvi je objekat koji je bio zvanino predat na upotrebu organizatoru Univerzijade 2009. u Beogradu.

Delta City shopping mall was completed in a record time of eighteen months.

Delta City introduced a new shopping concept in Serbia in accordance with international trends in the field. The shop-ping mall offers both the world market and the regional mar-kets leading brands and one third of them were introduced to the Serbian market for the first time. In 2008, Delta City was declared the best shopping mall in Europe in the category of mid-size shopping malls.

Delta Invest applied new methods in the facilities construction process. Delta Sport office building was awarded first prize in the world for interior design.

The residential village called Belville was built in record time and was the first facility officially handed over for use to the organizers of Universiade Belgrade 2009.


Jedan od najuspenijih poslovnih poteza bilo je i dovoenje italijanske autokompanije Fiat u Srbiju. Zapaena je, po stilu i dometima, marketinka kampanja koja je pratila ulazak novih modela tog proizvoaa na trite, ozbiljno uzdrmano meunarodnim sankcijama. Inovativna promotivna kampanja uspostavila je novi standard i svako ko je eleo da se nametne kupcima na tritu, morao je da prihvati kao poetni postulat ono to je Delta uspela sa kampanjom za vozila ovog proizvoaa.

Savremeni prodajni saloni Fiat, Honda, BMW, Mini napravljeni su prema najviim standardima. Potpredsednik BMW, na sveanom otvaranju salona u Beogradu, u obraanju zvanicama rekao je da se u novom salonu osea kao da je u bilo kojoj svetskoj metropoli.

Svoju efikasnost u uvozu i distribuciji proizvoda Delta DMD unapreuje uvoenjem najsavremenijih informacionih tehnologija. Tokom 2010. godine Delta DMD usluio je vie od 8.500 klijenata na preko 13.000 lokacija u Srbiji i Crnoj Gori. Portfolio DMD-a obuhvata: Nivea (Beiersdorf), Ferrero, Mars, Diageo, Johnson Wax, Perfetti van Melle, Chipita, Buitoni, Shark...

One of the most successful ventures was bringing and welcoming the Italian car company Fiat to Serbia. The marketing campaign that was conducted in that project of bringing the new models from the manufacturer to Serbias sanction-devastated market was noted for its style and the extent of its success. That campaign established new innovative standards and anybody who wanted to impress a customer in the market had to accept as the market standard what Delta had managed to do in its campaign for Fiat cars.

Modern sales centres for Fiat, Honda, BMW and Mini cars were tailored to meet the highest standards. At the opening ceremony of the BMW car salon in Belgrade, the BMW Vice-President in his address to the guests said that in the new salon he felt as though he could be in any world capital.

Delta DMD furthered the efficiency of its import techniques and the distribution of products by the introduction of cutting-edge information technology. In 2008 Delta DMD provided services to more than 7,000 clients at 12,000 locations. The Delta DMD portfolio comprises: Nivea (Beiersdorf), Ferrero, Mars, Diageo, Johnson Wax, Perfetti van Melle, Chipita, Buitoni, Shark...

Delta kao primer Delta as a model


Delta postaje pouzdani partner multinacionalne kompanije Nike.

Prestini brend Nike plasiran je na tritu Srbije po svim standardima kvaliteta koje Nike primenjuje u svetu. Delta Sport usvaja poslovnu filozofiju kompanije Nike i primenjuje je u Srbiji: kreira sopstvene brendove i brine za njihovu distribuciju, a proizvodnju preputa firmama van svog poslovnog sistema.

Delta Sport osvaja modni i HoReCa biznis i zastupa Inditex i Costa Coffe.

Delta established itself as a reliable partner to the multinational company Nike.

The prestigious brand Nike has been brought to the Serbian market in line with all quality standards, as set by Nike for the whole world. Delta Sport adopted the business philosophy of Nike and has implemented it in Serbia: it creates its own brands and cares about its distribution but leaves the production to companies that are not in its business system.

Delta Sport also managed to get fashion and the HoReCa business as well as the representation of Inditex and Costa Coffee.

Delta Sport -pouzdan partner

Delta Sport -reliable partner



U oblasti osiguranja, Delta Holding dovodi u Srbiju jednu od najveih kompanija u toj oblasti - Generali, koja zatim u sinergiji sa Deltom uspostavlja pravila na tritu kakva vae u svim modernim zemljama sveta.

I pre zakonske reforme penzijskog sistema, Delta Osiguranje prvi uvodi privatno penzijsko osiguranje edukujui stanovnitvo Srbije o neophodnosti postojanjatreeg stuba penzionog sistema. Reakciju trita najbolje pokazuju podaci: Delta Generali Dobrovoljni penzijski fond ima vie od 46.000 lanova i vrednost imovine od 22 miliona evra, to ini gotovo etvrtinu trita dobrovoljnih penzijskih fondova u Srbiji.

Delta Generali Osugiranje otvara jednu od najmodernijih zdravstvenih ustanova u Srbiji - Kliniku Jedro.

Delta Holding brought to Serbia one of the biggest global insurance brands, the Generali Group, that thereafter, in synergy with Delta Holding, established rules in the market that are applied in all modern countries around the world.

Prior to the legislative reform of the pension system, Delta Osiguranje (Delta Insurance) was the first to introduce private pension insurance. It educated the Serbian population about the necessity of the existence of the so-called third pillar pension system. The reaction is best shown by following data: Delta Generali Voluntary Pension Fund has at the moment over 46,000 members and property valued at 22 million euros, which is almost one fourth of the voluntary pension fund market in Serbia. Since its foundation, the fund has yielded 7.4% (15.2% in 2009).

Delta Generali has opened a state-of-the art health institution, the Jedro Clinical Centre, which is an outpatient health facility.

Sigurno osiguranje Secure insurance


Delta razmilja globalno i strateki - za Deltu su presudni dobro edukovani, obueni i specijalizovani KADROVI. Kompanija ne elil da svoj razvoj zasniva na kadrovima obuenim u prevazienim socijalistikim preduzeima, ve formira sopstvenu kadrovsku bazu od mladih, edukovanih poetnika u poslu. Time je uspostavljen standard koji je nametnuo potrebu drugaijeg pristupa oblasti zapoljavanja i odnosa sa zaposlenima. Kriterijumi koje je Delta uspostavila devedesetih godina prolog veka bili su kamen temeljac kasnijeg razvoja ljudskih resursa u Srbiji i danas sve ozbiljne kompanije primenjuju takva pravila.

Od samog nastanka Delta Holding unapreuje specifine oblasti poslovanja - kodeks ponaanja zaposlenih i etiki kodeks. Jedan od prvih Kodeksa ponaanja zaposlenih publikovan je u Delta Holdingu.

Pre zakonske obaveze uvedene u Srbiji, Delta poinje zapoljavanje osoba sa invaliditetom koje su obuhvaene posebnim programom HR odeljenja lanica Delta Holdinga.

Delta je prva uvela SAP sistem, poslovno softversko reenje za efikasnije upravljanje poslovanjem i kvaltetnu podrku u odluivanju poslovodstva.

Delta is thinking globally and strategically. A crucial thing for Delta is to have well-educated, trained and specialized PERSONNEL. An established standard is that no one from the old socialist state-owned enterprises can work in Delta, which has imposed the need for a different approach to HR. The criterion established by Delta in that area in the 1990s effectively the last century - became a cornerstone of the future development of this operational aspect in Serbia and today, there is no well-established company that does not apply those rules.

From the very beginning Delta Holding has been constantly improving its specific areas of operations the Code of Conduct for employees and its Code of Ethics. One of the first Codes of Conduct for employees was published at Delta Holding.

Before legal obligations were imposed in Serbia, Delta began to employ persons with disabilities that were included in a special program of HR departments of Delta Holding members.

Delta is the first to introduce the SAP system, a business software solution for efficient business management and a quality management decision support system.

Novi kadrovski standardi New personnel standards


Ukupnim manifestovanjem drutveno odgovornog ponaanja Delta Holding ispunio je sve propisane kriterijume i postao lan CSR EUROPE, udruenja iji su lanovi najvee svetske kompanije meu kojima su: Sony, Coca Cola, Microsoft... Delta Holding prva je korporacija iz istone Evrope koja je postala lan ovog renomiranog udruenja.

Judging by the overall manifestation of corporate social responsibility, Delta Holding has met all prescribed criteria and thus became a member of CSR EUROPE, the association whose members include the largest international companies, among them Sony, Coca Cola and Microsoft. Delta Holding is the first corporation from Eastern Europe that became a member of that august association.

Drutvena odgovornost Social responsibility


Delta Holding poklonio je Beogradu Delta Milenijumski Sat.Novu 2000. godinu i ulazak u novi milenijum graani Beograda doekali su poput mnogih drugih stanovnika metropola irom sveta: na centralnom gradskom trgu odbrojavajui poslednje trenutke starog milenijuma na javnom satu.

Tek tranzicija u Srbiji, u periodu posle 2000. godine, Delta Holdingu omoguava da iskae sve svoje modernizacijske kapacitete koji zatim postaju standardi u okruenju u kojem kompanija posluje. Demokratske promene su ambijent proimanja i paralelnog procesa modernizacije Kompanije i drave. U uslovima otvorenog trita kakvo je uspostavljeno u Srbiji, Delta Holding nastavlja da se ponaa kao modernizacijski lider koji, menjajui sebe, menja i okruenje u kojem posluje.

Mnoga pravila i standardi poslovanja bili su jedno vreme vlasnitvo Delta Holdinga, ali su sistemima spojenih sudova brzo postajali opteprihvaena imovina ire poslovne zajednice i drutva u celini. Na taj nain Delta Holding postao je generator modernizacije Srbije.

New Year 2000, and the entry into the new millennium. Citizens in Belgrade welcomed it in at the central city square as did citizens in other world capitals, by counting down to zero seconds of the old millennium from the mounted public clock, which in Belgrade was the gift of Delta Holding.

Only the beginning of democratic change and transition enabled Delta Holding to come up with its capacity for modernization that soon afterwards became standard in the environment in which the company operated. Democratic transitions involve an atmosphere of penetrations of and parallel modernization processes of both the company and the state. In the open-market environment as established in Serbia following democratic transition, Delta Holding has continued to act as a modernizing leader that by changing itself changes the environment in which it operates.

At one time many standards and values were property of Delta Holding, but through the system of connected vessels they quickly became generally accepted property by a wider business community and society as a whole. Thus Delta Holding became the generator of the modernization of Serbia.

Novi milenijum New millennium

Mnogi standardi bili su jedno vreme vlasnitvo

Delte, ali sistemom spojenih sudova brzo

su postajali opte prihvaena imovina poslovne zajednice i drutva u celini.

The first leap 1991/2000

Exporting for foreign exchange Nothing without good staff With Fiat to quality First into banking On the Eastern front

International practice adapted to local conditions Two diametrically different decades

// 5420 GODINA YEARS PRVI SKOK 1991/2000. THE FIRST LEAP 1991/2000

Uslovi poslovanja u prvoj deceniji postojanja Kompanije zahtevali su od Delte da zapoinje razliite poslove. Izolacija i sankcije deformisali su trite, a ono je nametnulo specifian nain poslovanja.

Ve tada, Delta procenjuje da je srpski agrar privredna grana na kojoj moe da se zasniva ne samo poslovanje jedne privatne firme, ve i ekonomija cele zemlje. Kompanija ulazi u poljoprivredni biznis i u njemu ostaje do danas, meutim apeli da i ira zajednica prihvati agrar kao komparativnu prednost uglavnom ostaju bez odgovora.

Over the first decade of the Company existence, the business conditions required from Delta to start different business. Imposed isolation and sanction had deformed the market that imposed specific way of doing business .

It was then when Delta became aware that Serbian agricultural sector could be a base for business not only for a private company but for the economy of the whole country. The Company entered agri-business and has remained in it until nowadays. However, all efforts and appeals to the community to accept agriculture as a comparative advantage has remained largely unanswered.


Devedesetih godina, pravila igre nametnuta izmeu ostalog i meunarodnom blokadom Srbije, propisivala su da kompanija koja izveze bilo koju robu iz drave, raspolae devizama kojima je, u odsustvu deviznog trita, mogla da uvozi deficitarne proizvode neophodne za snabdevanje stanovnitva drave u izolaciji. Da bi ostvarila profit, ali i obezbedila devize za uvoz - Delta je poela da izvozi peurke, maline i druge vrste voa, drvo i preraevine od drveta.

Agrar je postao i do danas je biznis koji se kao konstanta provlai kroz dvadesetogodinje poslovanje Delta Holdinga. Ali, nije bilo lako baviti se spoljnom trgovinom devedesetih godina, jer izmeu ostalog, nije bilo kadrova za taj posao. Znaajan deo obuenih ljudi otiao je iz zemlje kojoj su uvedene sankcije i Delta je morala da pone ispoetka sa stvaranjem kadrovske baze.

Izvozom do deviza

Ve devedesetih godina prolog veka, Delta procenjuje da je

srpski agrar privredna grana na kojoj moe da se zasniva

ne samo poslovanje jedne privatne firme, ve i ekonomija cele zemlje. Kompanija ulazi u

poljoprivredni biznis i u njemu ostaje do danas.


In the 1990s, the international community ruled in its blockade of Serbia, among other things, that a company that exported goods from the state and had foreign exchange, could, in the absence of foreign exchange markets, import sufficient products necessary to satisfy the needs of the population of the country in isolation. In order to make a profit and provide foreign exchange to cover imports, Delta started the export of mushrooms, raspberries and other fruit varieties, along with timber and processed wood products.

The agri-business has been up until today the reliable backbone of Delta Holdings twenty-year old business. It was not easy to be engaged in foreign trade activities in the 1990s, as there was a shortage of professional staff. A significant number of educated and trained people left the country under sanctions so that Delta had to start from scratch with the creation of its HR base.

Export to foreign exchange

In the 1990s, the last century, Delta became aware that the

Serbian agricultural sector could be a business basis not only for

a private company but for the economy of the whole country. It was then that the company went

into the agri-business and has remained in it up until today.

Izbor kadrova postae zatitni znak Delta Holdinga i teren na kome je dugorono ostvarivana prednost nad konkurencijom. U teoriji i u praktinom delovanju kompanija pokazuje da su dobri kadrovi velika ansa Srbije i obrnuto, loi kadrovi predstavljaju prepreku realizaciji svakog ozbiljnog posla. Zbog toga predsednik kompanije u jednom trenutku javno poziva da se od Srbije napravi jedna velika uionica, dok Delta to sama odavno sprovodi u svojim okvirima.

Odmah na poetku rada Delte izabran je tei, ali izazovniji i dugorono gledano isplativiji put. Kompanija nije elela da zapoljava kadrove sa dugogodinjim iskustvom u tadanjim socijalistikim firmama. To iskustvo neizostavno je nosilo i uvreene loe navike. Zato je 1991. godine, u trenutku osnivanja firme, odlueno da se zaposle etiri pripravnika bez radnog iskustva. Oni su odmah po prijemu poslati na kolovanje i obuku u najpoznatije svetske banke.

Delta je tako zapoela kreiranje sopstvene kole menadmenta, koja e u jednom trenutku biti podignuta na nivo Delta Akademije. Drugi temeljni princip uspostavljen odmah na poetku rada bio je - poslovati sa najboljima i najpoznatijima u svetu. U radu sa najboljima i kompanija je postajala sve bolja, usvajajui najnaprednija znanja iz sveta.

Zato je kao poslovna banka sa kojom e Delta poslovati izabrana Barclays banka.

The selection of personnel would later become Delta Holdings trademark and the ground on which their advantage over the competition has been exercised for many years. In theory and practice, the company has proved that valuable personnel are a great chance for Serbia and vice versa. Poor staff are a stumbling block in the realization of any serious business. Therefore, on one occasion, the President of the company told the public that Serbia should be turned into a big classroom, as the company itself did it long ago within its own frameworks.

From the outset, Delta chose more a difficult, more challeng-ing and longer-term cost-effective way. The company was not ready to employ people with long experience in then socialist enterprises. Such experience inevitably carried with it inherent bad habits. Therefore, when the company started up in 1991, the decision was made on the employment of four trainees without any work experience.

As soon as they signed the agreement, they we sent to the best banks in the world for further education and training. Thus, Delta started to create its own management school that would be later raised to the level of Delta Academy. Another basic principle established at the company start up, was: do business with the best and most reputable in the world. Working with the best, the company itself has become even better by adopting the most advanced knowledge from the world.

Therefore Delta chose Barclays Bank as its commercial bank.

Nita bez dobrih kadrova

Nothing withouta good staff


Upravo zato su ime i ugled bili opredeljujui 1994. godine za izbor italijanskog proizvoaa automobila Fiat za partnera Delta Holdinga. Fiat je izabran posle detaljne analize trita i pokazatelja da njegov dotadanji partner u Srbiji, Zastava iz Kragujevca, definitivno ne moe da ispuni zahteve i realizuje distribuciju ozbiljnog brenda. Istovremeno se znalo da kod kupaca postoji emocija ka automobilima ovog proizvoaa.

Tadanje rukovodstvo Fiata imalo je samo jedno pitanje za poslovni tim Delte: Koliko vi moete da prodate naih automobila?. Menaderi Fiata kasnije su prepriavali odgovor koji su dobili, a koji je uticao da bude sklopljen posao za naredne godine. Ne znamo koliko moemo da prodamo, ali znamo da emo da prodamo vie od svih drugih, rekli su u Delti, najavljujui da e biti prvi u trinom udelu, a da prodaja automobila u apsolutnim ciframa zavisi od zbivanja na tritu.

Therefore, in 1994,both name and reputation were opting for Delta Holding to chose the Italian car manufacturer Fiat as its partner. The company made the decision about FIAT after a detailed market analysis and on the basis of the fact that the last Fiat partner in Serbia Zastava of Kragujevac - was definitely not able to meet the requirements and carry on distribution of such a brand. There were also customers emotional attachment to the cars of that manufacturer. At that time the FIAT management had only one question for the Delta business team: How many our cars are you able to sell?

Later, FIAT managers used to repeat the answer they had got then and that made them enter business over the coming years. We do not know how many we can sell but we know that we are going to sell for sure more than anybody else was the answer of the Delta team and added that Deltas target was to be number one in the market share and that the quantity of sold cars expressed in absolute figures would depend on the market environment.

Sa Fiatom do kvaliteta

With Fiat to quality



Ne znamo koliko moemo da prodamo, ali prodaemo vie od

svih drugih.

We do not know how manywe can sell but we shall sell forsure more than anybody else.

Traei svoj put devedesetih godina i istraujui jo netaknute delove trita, Delta se opredelila i za formiranje banke. Prva privatna banka u Srbiji bila je samo logina posledica tadanjih okolnosti na tritu koje je pokazivalo nesposobnost dravnih (drutvenih) banaka da obezbede finansijski kapital za klijente.

Vizija je bila da u svakom gradu u Srbiji Delta banka postane jedan svojevrsni biznis centar, ali i mesto ugleda i uticaja, koje e okupljati kljune linosti lokalne zajednice i biznisa. Zato je u izboru poslovnog prostora za filijale banke uvek traena najlepa zgrada u gradu, a za direktora banke snana i ugledna linost.

Interesantna je odluka da osoba izabrana za direktora banke ne mora neizostavno biti strunjak za bankarstvo, ve pre svega linost sa prestiom i uticajem u svojoj sredini. Naravno, zamenik direktora i ostali zaposleni obezbeivali su besprekorno poznavanje bankarskog posla.

Deciding on the best business to start in the 1990s and looking for an uncontested market arena, Delta decided to form a private bank. The first private bank in Serbia was only the logical consequence of the circumstances that were prevailing atthat time in the market and that indicated the inability of the state-owned banks to provide financial capital for its clients.

The vision was that in each town in Serbia, Delta Bank would become a kind of business center and at the same time a place of prestige and influence that would bring together key figures of the local community and businesses. Therefore the most attractive buildings in the towns were looked for to be the branch office and business space, and branch directors were elected among powerful and important individuals.

The person that was elected bank director was not required to be necessarily an expert in banking but they had to be somebody who had prestige and influence in his community.

Prvi uli u bankarstvo

First intobanking


Od filijala Delta Banke stvarani su svojevrsni biznis klubovi i centri okupljanja uglednih

i uticajnih ljudi u lokalnoj zajednici.

Delta Bank branch officeswere created to be some

kind of business clubs andcenters where distinguished

and influential people ofthe local community gathered.

Sankcije i izolacija zemlje na poetku devedesetih godina ozbiljno su ugroavali privredni ivot u Srbiji, zbog ega je Delta donela strateku odluku da svoje poslovanje proiri na trite Rusije i drava biveg Sovjetskog Saveza. To je bio nain da se sauvaju ve prikupljeni dobri kadrovi, sa namerom da se po zavretku ekonomskih sankcija, i ljudi i poslovi vrate u zemlju. Ali, taj aspekt nije bio pod kontrolom kompanije i potrajao je due nego to se oekivalo.

Na tritu Zajednice Nezavisnih Drava, nastale na prostoru biveg Sovjetskog Saveza, Delta je poela da razvija prestini svetski brend Nike, to e biti jedan od izazovnijih poduhvata u bogatoj istoriji Kompanije. Multinacionalna kompanija Nike, velikom ime u svetskom biznisu, nije bila spremna da samostalno ue na kompleksno trite nastalo na raspadu SSSR-a i njegove socijalistike ekonomije. Delta je hrabro odluila da prihvati izazov: razvoj Nike-a u Rusiji i ZND prepoznat je kao riskantan posao, ali sa nesluenim mogunostima za razvoj. Iako situaciona analiza nije bila precizna, ili nije sugerisala ulazak u novi posao, ovaj put je presudila preduzetnika hrabrost i intuicija, to se pokazalo kao ispravan izbor.

Tako je Delta dobila veliki posao i preselila znaajan broj sposobnih kadrova u Rusiju. Za kratko vreme robna marka Nike bila je, zahvaljujui Delti, odlino pozicionirana na tritu Rusije i ZND. Kako su uslovi na tritu bili vrlo teki za planirani razvoj brenda, ulo se u samostalan razvoj maloprodajne mree, to je donelo izuzetan rezultat. Ruska prilika je prepoznata i iskoriena: prodor na ovo trite dao je ansu za otvaranje novih poslova, zbog ega je u jednom periodu, u prvoj deceniji svog rada, Delta bila vea kompanija u Rusiji, nego u svojoj matinoj zemlji Srbiji.

Imposed sanctions and the isolation of the country at the beginning of the 1990s seriously threatened the economy in Serbia, and therefore Delta made the strategic decision to expand its business into the markets of Russia and the states of the former Soviet Union. It was the only way to keep already employed good staff on board. The idea was to return both business and people back to the country after the economic sanctions were lifted. But this aspect was not under the companys control and it lasted much longer than expected.

In the market of the CIS, established on the territory of the former Soviet Union, Delta started to develop the prestigious global brand Nike, in what would be one of the more challenging enterprises in the rich history of the company. Multinational Nike, a big name in the business world, was not ready to enter independently into the complex market built on the collapse of the USSR and its socialist economy. Delta courageously decided to accept the challenge: the development of the Nike business in Russia and CIS was recognized as risky business but with the implied opportunities for development. Although the situational analysis was not precise or simple and did not suggest such a business venture, the entrepreneurial courage and intuition ruled in favor of such a decision that was later to be proved to be correct.

Thus Delta developed big business and moved a significant number of skilled personnel to Russia. In a short time, the Nike brand was very well positioned in the markets of Russia and CIS, thanks, of course, to Delta. Since the conditions in themarket were very difficult for the planned development of the brand, the Company started to develop independently a retail network which brought remarkable results. Business opportunity in Russia was identified: penetration into that market gave new business opportunities, which made Delta

Na istonom frontu On the Eastern front


Potvrda da hrabrost i vizija daju rezultat stigla je u jo jednom biznisu - sa celulozom. Delta Holding je sredinom devedesetih godina postao veinski vlasnik Bajkalskog celuloznog kombinata i veliki prodavac te robe, iako je jasno da se kompanija nije ranije bavila ovim poslom.

Kad je prvi brod s celulozom krenuo ka kupcima u Italiji, dok je roba jo plovila, cena celuloze na svetskim berzama poveana je tri puta. Kasnije su sve koliine ove robe prodavane samo Kini koja je na svetskom tritu kupovala sve raspoloive koliine tog proizvoda. Tako je poeo jedan od najprofitabilnijih poslova Delta Holdinga u prvoj deceniji postojanja Kompanije.


a bigger company in Russia than in its own country, Serbia, for several years of the first decade of its existence. The confirmation that courage and vision could bring results came back in the form of another business - that of cellulose. In the mid 1990s Delta Holding became the majority owner of Baikal Cellulose Integrated Plant and a big seller of its products, although the Company had never dealt with such products before.

When the first ship left the harbor with a cellulose cargo for the customer in Italy, the price of cellulose (goods afloat) in the world markets tripled. Thereafter all quantities of cellulose were sold only to China that used to buy as much of that product as was supplied. And thus began the most profitable business of the first decade of Delta Holdings existence.

Delta Holding najvei zamah u svom poslovanju dobio je na Istoku, na ruskom tritu, ali tehnologija i principi organizovanja Kompanije - ueni su ili kupovani na Zapadu. Stav Deltinog menadmenta bio je i tada da je tehnologija razvijenog zapadnog sveta neto bez ega ni Srbija, ni Delta ne mogu da krenu napred. Takav stav u javnosti je proklamovan kao princip Delta Holdinga, a u okvirima Kompanije - gde je menadment imao direktne ingerencije - ovo pravilo primenjeno je i u praksi. Iskustvo i specifinost preduzetnike vizije Delta Holdinga i u ovom primeru doneli su jedno bitno ali. Smatralo se da superiorna svetska tehnologija nije sama po sebi dovoljna za uspeno poslovanje. Sva znanja moraju biti prilagoena lokalnim uslovima i principima i ukljuena u realno stanje na konkretnom tritu.

Nije Delta bila usamljena u ovakvom stavu. Primer banke Intesa, koja je 2005. godine preuzela Delta Banku, pokazao je kako giganti svetskog biznisa uvaavaju speficinosti lokalnih trita. Intesa je dostigla prvu poziciju meu bankama u Srbiji tako to je zadrala vei deo postojeeg menadmenta Delta Banke, istovremeno inkorporirajui vodeu bankarsku tehnologiju i znanje. Proimanje italijanske (svetske) tehnologije i domaih (srpskih) specifinosti dalo je pravi rezultat. Bilo je to, naravno, i veliko priznanje kadrovskoj politici koja je u Delta Holdingu voena.

I Delta Maxi je, na putu do pozicije trinog lidera u zemlji i regionu, obilato koristio strana iskustva. Nekada se uilo kroz posete stranim maloprodajnim lancima, u drugim situacijama u Beogradu su angaovani strani strunjaci. I u jednom i u drugom sluaju iskustva nisu preuzimana nekritiki, jer to ne bi dalo oekivane rezultate. Da bi Maxi postao najbolji u svojoj industriji, zapadna tehnologija kombinovana je i prilagoavana domaim uslovima. Zbog svega navedenog, u Delta Holdingu se kao jedna od najee izgovorenih moe uti reenica: Najvie smo nauili u radu s inostranim partnerima.

Delta Holding gave the greatest impetus to its business in the East, in the market of Russia, while the technology and company organization principles were assimilated in the West. The Delta management standpoint was then and has remained until today that without the technology of western developed countries both Serbia and the company could not move forward. It has been communicated to the public as a principle within the company and wherever company management had direct authority, and that rule has been applied in practice. Experience and the specific entrepreneurial vision of Delta Holding have in this example brought only one but. Many thought that superior global technologies alone were not sufficient for successful business. But all knowledge must be adapted to local conditions and principles and included in the reality of the situation in the particular market.

Delta was not alone when it came to taking that view. The example of Banca Intesa that in 2005 took over Delta Bank showed how the world business giants appreciate the specificity of the local market. Intensa Sanpaulo has reached the top position among the banks in Serbia because it kept the majority of existing Delta Bank management staff on one hand and on the other incorporated leading banking technology and know-how. The penetration of Italian technology into Serbian specificity gave the right result. It was, of course, a great recognition for the personnel policy pursued by Delta Holding.

And Delta Maxi as well has extensively used foreign experiences, on its way to taking the position of the market leader in the country and the region. In some cases people were taught by visiting foreign retail chains, and in the other, foreign experts were engaged to come to Belgrade. But in either case, the experiences were not taken on unconditionally since in such a case an expected result would be missing. In order to keep Maxi at the top position in its industry, western technology has been combined and adopted to the local conditions. For all the above mentioned, one of the most frequently uttered sentences in Delta Holding is We have learned the most through working with foreign partners.

Svetska praksa prilagoena lokalnim uslovima

International practice adapted to local conditions


Iako je Delta Holding postigao zavidne rezultate i pozicionirao se kao jedna od vodeih srpskih kompanija, prva decenija rada bila je zbog uslova i okruenja, po oceni poslovnog vrha Kompanije, tek poetak pravog biznisa. Promena u Srbiji i ubrzane ekonomske reforme s poetka druge decenije rada Kompanije, stvorili su uslove za novi preduzetniki skok i neslueni poslovni razvoj.

Razmere tog skoka najbolje ilustruje podatak da je u periodu od 1991.do 2000. godine zbir svih godinjih prihoda od prodaje iznosio 1,52 milijarde evra, a od 2001. do 2009. godine zbir svih godinjih prihoda od prodaje bio je 11,47 milijardi.

Devedesetih godina kompanija se oprobala u razliitim biznisima u skladu sa stanjem na nerazvijenom i neureenom tritu, a predmet poslovanja napravljen je tek 2000. godine.

Although the company has achieved remarkable results and positioned itself as one of the leading companies in Serbia, the first decades of the companys operations were assessed by the companys top business leaders only as the beginning of a real business. Democratic transitions and accelerated economic reforms at the beginning of the companys second decade created a business environment or a new entrepreneurial leap and unforeseen business development.

The extent of the leap is best illustrated by the figures showing the sum of all annual turnovers for the period from 1991 to 2000 as 1,525,800 K EUROS, and for the period from 2001 to 2009, the sum of all annual turnovers 11,471,000 K EUROS, namely, 1.5 to 11.5 billions EUROS.

In the 1990s the Company tried its hand at different businesses subject to the situation in the undeveloped and unorganized market and only in 2000 did the company determine the scope of its business activity.

Dve dijametralnorazliite decenije

Two diametricallydifferent decades


Zbir svih godinjih prihoda od prodajeSum of annual turnovers

2001-2010.

1,5 milijardi EUR1.5 billion EUR

11,5 milijardi EUR11.5 billion EUR

1991-2000.

Second leap 2000/2010

New role of trade Most desired employerAgriculture as a priority Time for change A major turning point coming out of banking

In partnership with the biggest Systematic expansion through privatizationThe comparative advantage of Serbian agriculture Penetration into the International market

New business - real estate Business optimization

// 7020 GODINA YEARS DRUGI SKOK 2001/2010. SECOND LEAP 2001/2010

Sa ve primenjenim i dokazanim principima poslovanja, u novim uslovima trine privrede i konkurencije, Delta Holding brzo i snano je napredovao. To najbolje pokazuju nezavisni podaci o rangiranju kompanija:

U 2002. Delta Holding je prema Ediciji Top 300 (koju tradicionalno objavljuje specijalizovani asopis Ekonomist) bio na 14. mestu. Ve 2003. Kompanija napreduje deset mesta i probija se na etvrto mesto. Tu poziciju imala je i 2004. godine, kada je ostvarila 40 milijardi dinara ukupnog prihoda. Te godine ispred Delta Holdinga na rang listi bila su tri velika dravna (javna) preduzea - Naftna industrija Srbije (NIS), Elektroprivreda Srbije (EPS) i Telekom.

With already implemented and proven business principles in new environment characterized by market economy and competition, Delta Holding has progressed rapidly and strongly. Independent data on companies ranking of are the best indicators:

In 2002, Delta Holding took 14th place on the ranking list of Edition Top300 (traditionally issued by professional journal Economist). In 2003 the Company advanced ten places and took 4th place. It retained 4th place in 2004 when the companys earnings reached 40 billion RSD of total income. That year three top positions on ranking list were held by three big state - owned (public) companies - Oil Industry of Serbia (NIS), Electric Power Industry of Serbia (EPS) and Telecom.

U Delti su na vreme prepoznali znaaj trgovine, maloprodaje, u odnosu na klasine proizvodne procese i poeli da rade na pozicioniranju kompanije u toj oblasti. U svetu su ve bile promenjene relacije izmeu proizvodnje i prodaje roba: dok su nekada trgovci traili dobavljae, sada su veliki trgovci uspostavili drugaiji sistem u kome su oni diktirali uslove, a svi koji ele kvalitetnu distribuciju svojih proizvoda morali su da se prilagoavaju maloprodajnim mreama. Proizvodnja bez dobre prodaje postala je nemogua i Delta je u tom novom odnosu videla svoju ansu.

U okruenju, naalost, nije prepoznata nova poslovna filozofija. elni ljudi kompanije otvoreno su isticali znaaj trgovine za nacionalnu ekonomiju, pa samim tim i potrebu da drava Srbija stvori ili podri nacionalni trgovinski lanac, kako bi time sauvala i svoju proizvodnju, pre svega u oblasti prehrane. Predsednik Kompanije na redovnom godinjem skupu sa dobavljaima poetkom 2004. godine izneo je stav da Vlada Srbije treba da utvrdi nacionalnu strategiju koja e definisati ekonomske ciljeve u oblasti bankarstva, prehrambene trgovine i u procesu privatizacije. Ovaj poziv meutim ostao je bez odgovora. Zbog toga je Delta sama ula u razvoj maloprodajne mree u zemlji i inostranstvu, borei se pritom za svoje, ali i za pozicije preduzea iz srpske prehrambene industrije. Iskusnom liderskom timu biznismena i menadera Delta Holdinga nije promakla injenica da su sankcije i izolaciju zemlje u sektoru maloprodaje preivela bez veih oteenja dva trgovinska lanca - C Market i Pekabeta. Usledila je biznis analiza koja je pokazala da na tritu maloprodaje ima mesta za jo jednu, ali drugaije organizovanu trgovinsku kompaniju.

Delta je krajem 2000. godine zapoela razvoj sopstvene maloprodajne mree pod brendom Maxi, primenjujui najmodernija svetska iskustva, zahvaljujui kojima je postao lider na nacionalnom tritu. Kada su kasnije preuzeti trgovinski lanci C Market i Pekabeta uz kontinuirani organski rast, kompanija se svrstala u red najveih maloprodajnih mrea u irem regionu. Time je potvren poslovni princip kompanije da poslovanje fokusira na oblasti u kojima moe da ostvari vodeu poziciju na tritu. Na tome e se insistirati u svim poslovnim odlukama, bilo da se tiu zapoinjanja novih, ili izlaska iz postojeih poslova.

Delta recognized in time the importance of trade and retail sale compared to classical production processes, and therefore started with the positioning of the company business in that area. The world had already been changed by relations between production and sale of goods, while once traders looked for suppliers, now big traders had established a different system in which they are the one that dictate conditions and anybody who wanted quality distribution of its products had to adopt to retail networks. Production without good selling has become impossible and Delta saw its chance in those new relationship areas.

Unfortunately, the environment had not recognized a new business philosophy. The companys leaders had openly emphasized the importance of trade for the national economy and therefore they expected the state to support a national trade chain to preserve its production and in particularly its food industry. The President of the company at the regular Annual Meeting with the companys suppliers at the beginning of 2004, proposed that the Government of Serbia has to establish a national strategy that shall define economic objectives in the banking industry, foodstuff trading and the privatization process. That proposal remained without a response. Therefore Delta started up by itself the development of retail networks in the country and abroad, fighting simultaneously for its position and positions of the enterprises from the Serbian food industry. Experienced leadership teams of businessmen and managers did not miss out on the fact that in the retail sector, two retail chains, C Market and Pekabeta, had survived sanctions and state isolation without major damages. Business analysis showed that there was still space for one more, but only a true trading company.

At the end of 2000, Delta started up the development of its own retail network under the Maxi brand, by applying the most modern world knowledge and experiences, that in turn made Maxi a national market leader. After the acquisition of the retail chains C Market and Pekabeta, along with continuous organic growth, the company took its place among the biggest retail networks in the wider region. That confirmed the companys business principle to focus its operations on areas which will provide it a leading position in the market. The company has insisted on that principle in its business decisions, whether when it started up a new business or decided to go out of some business.

Nova uloga trgovine The new role of trade



Ve 2005. godine ukupni prihodi Delta Holdinga gotovo da su udvostrueni (75 milijardi dinara) i Kompanija zauzima tree mesto na rang listi najveih firmi u Srbiji, ostavljajui iza sebe takvog poslovnog giganta kakav je Telekom Srbija. Te godine ispred Delta Holdinga i dalje su na 1. i 2. mestu bila javna preduzea Naftna industrija Srbije i Elektroprivreda Srbije.

Ovakav poslovni uspeh nije mogao da ostane nezapaen u javnosti. Ve u julu 2006. godine objavljeno je istraivanje agencije Synovate, po kome je kompanija Delta Holding meu pet najpoeljnijih poslodavaca u Srbiji.

In the following year, in 2005, Delta Holdings total income almost doubled to75 billion RSD so that the Company took 3rd place on the ranking list of the largest companies in Serbia, leaving behind giants such as Telecom Serbia. That year the top two positions were retained by the Oil Industry of Serbia (NIS) and the Electric Power Industry.

Such business success could not remain unnoticed by the public. In July 2006 Synovate Agency published its survey results that indicated that Delta Holding ranked among the top five of the most desired employers in Serbia.

Poeljan poslodavac Most desired employer


Synovate je anketirala 3.200 studenata zavrnih godina u potrazi za prvim poslom i istraivanje je dalo odgovore na pitanja ko je najpoeljniji poslodavac u Srbiji, kako mladi vide mogunosti zaposlenja i kako dolaze do informacija o poslovima. U novom poslovnom okruenju i sa ve uhodanim temeljnim principima poslovanja Delta Holding je imao vrst oslonac i dovoljno pretpostavki za razvoj Kompanije. Mogunosti su bile nesluene za onoga ko je posedovao viziju i hrabrost da se upusti u novu poslovnu avanturu koja je trebalo da poiva na tri kljuna posla - agraru, maloprodaji i nekretninama. Sav kapital steen prodajom Bajkalskog celuloznog kombinata preusmeren je iz Rusije ka investicijama na srpskom tritu. Oblasti investiranja - upravo pomenute: poljoprivreda, maloprodaja i razvoj nekretnina.

Sa poetkom druge polovine prve decenije ovog veka, Kompanija se ve nalazi u velikom investicionom ciklusu i dramatino brzo radi na sopstvenoj modernizaciji. Taj model, koji nije samo tehnoloki ve i u domenu organizacije, pa i poslovne filozofije, elnici kompanije promoviu i u iroj javnosti, nailazei pritom na razliite stepene razumevanja za novi srpski biznis. Kompanija insistira na znaaju ljudi za svoj poslovni uspeh, ali i za napredak celokupnog drutva. Predlae vea ulaganja u obrazovanje mladih, ali i usmeravanje obrazovanja ka modernim i u savremenoj ekonomiji upotrebljivim zanimanjima. Predsednik Kompanije ne ustruava se da javno ukae na nespremnost ljudi u Srbiji da se prilagode novim trinim uslovima i poveanim zahtevima ne samo u procesu rada, ve i u procesu dodatne i specijalizovane edukacije.

Synovate conducted an Internet survey among 3200 questionnaires final year students looking for their first job. Survey questions were: who was the most desirable employer in Serbia, how young people see the possibility of employment and how they obtain information about job vacancies. In the new business environment and with well-established fundamental business principles, Delta Holding had solid enough support and sufficient assumptions for the development of the Company. The possibilities were unimaginable for onewho had the vision and courage to enter a new business venture based on three key businesses, ie.agri-business, retailing and real estate. All capital from the sale of the Baikal Cellulose Integrated Plant was transferred from Russia and was ready for investment in Serbia i.e. into agribusiness, retail industry and real estate.

Around 2005, the company found itself in a large investment cycle and worked dramatically fast on its own modernization. That model not only involved technological and organizational but also business

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