History 2015 / 2011


The year of 2015 confirmed the positive signs shown by the Portuguese economy in the previous year. These signs, which became evident over the course of the year, had an impact on the overall annual GDP growth rate of 1.5% in 2015, with emphasis on the 0.2% quarter-on-quarter growth in the last quarter of the year.

For the Ibersol Group, this macroeconomic scenario was determinant for the growth of turnover in and for the implementation of the expansion plan undertaken during 2015.

Due to its dimension and operations in the Portuguese economy, the Ibersol Group kept pace with this new cycle, having continued to implement a strategy that had already been thought through and structured in previous years and which materialised into a new impetus of growth of its numerical distribution, through new openings of such iconic brands for the Group such as Pizza Hut and Burger King, but also with an ambitious renewal plan aimed at maintaining a pace of response suited to customers’ expectations.

In Portugal , it is also important to mention the strong consolidation of the growth of tourism, with very positive repercussions on the different areas of activity of the Group, particularly in the Travel segment, and on the Group’s presence in national airports. This is a segment which is increasingly becoming a safe bet. Having been reinforced over the last decade, its strategic value continues to grow in importance.

In Angola, where the Group is creating the category of Modern Restaurants, the year of 2015 was marked by the effects of the oil price and currency crisis.

The Ibersol Group remains focused on the major strategic axes that it outlined in the last few years: The modernisation of the Portfolio with a strong component of remodellings and openings, the continuous enhancement of Human Resources and the broadening of the markets in which it operates.

The Group continues to give priority to the areas of Food Quality and Food Safety, remaining firmly committed to the certification of its sales points, underpinned by a consistent effort combined with the dedication that the Group imparts in everything it does, in order to guarantee its customers high service standards, which are reflected in the acceptance of its brands, translated into millions of meals served annually.

Lastly, it is important to mention the Group’s commitment towards Sustainability at every level of the organisation. This is a Responsibility Matrix that has allowed us to overcome the recent period of economic contraction and come out stronger and more robust in our processes, guaranteeing in 2015 the implementation of the growth strategy whereby the future is being prepared right now.


Opening of the first Ibersol’s Roulotte at Norteshopping

In 2014, the Portuguese economy grew, after a three-year period of contraction, and the end of the recession was marked by the resuming – even though barely – of private consumption.

The positive signs were particularly important because they represented the increase of the internal demand, leading to an improvement of the Group’s performance.

The favourable evolution of the context allowed an improvement of the sales in most of the concepts, particularly in the over-the-counter concept.

The Group continued to invest in three main axes: The readjustment and modernization of the Portfolio, the valorisation of the personnel and the broadening of the markets where we operate by expanding to Portuguese-speaking countries.

In this context, we should point out the vast refurbishment program carried out by Pizza Hut, Burger King, Pasta Caffé and Pans & Company, as well as other multi-brand concepts.

The Group has seen its team’s efforts and rigour acknowledged in the areas of Food Quality and Safety, and achieved an outstanding number of certifications, which are essentially the recognition of the commitment and dedication we express in everything that we do, aiming to serve our Customers with high standards, what is reflected by the customer’s acceptance of the brands and by the thousands of meals served.


2013 was the third year of adjustments due to the implementation of measures included in the agreement entered into with the Troika, which determined a reduction in our GDP and a continuous decrease of the internal demand.

However, the first signs of inversion started to show since the end of the first half of the year: the economy started to grow and the internal demand developed positively, showing an annual growth of 1.6% in the last quarter, which prevailed against any other euro zone member, including Germany.

As a consequence, Portugal registered a small drop in the unemployment rate, and the employment levels appeared to recover.

On the other hand, Portugal attracted more foreign tourists – a tendency that was reinforced, according to a few analysts, during the years of the financial adjustment programme, what also contributed to the recovery of consumption.

For the Ibersol Group, these positive signs are particularly important, since they have a direct effect in the internal demand, not so much because of their impact in the results of the year of 2013, but rather as indicators for the year of 2014.

This financial year was marked by the effects of the austerity measures, by the continuity of the contraction of the demand, by an effective reduction of the income available and by a high level of unemployment, with direct implications in the consumption behaviours.

The Group continued to strengthen its position centred in three main axes: the readjustment and modernization of the Portfolio, the valorisation of the personnel and the broadening of the markets where we operate by expanding to Portuguese-speaking countries, particularly to the African continent.

We have evolved in a sustained manner in these three axes in order to achieve a new horizon for both the company’s and social fulfilment.


Opening of the first Isersol’s MiiT at Norteshopping

The modernization of the Portfolio and the continuous renewing of the concepts operated by the Ibersol Group, together with the policy of refurbishing the restaurants, are the main actions that marked the year of 2012.

In this context, we point out the modernizations made to the brands Pizza Hut – with the proposals to the Consumer of new experiences, environment and service; to KFC – with the appearance of the signature Sogood; and to Burger King – with the modernization of units, both in the mainland and in the autonomous regions – the Remodelling 20/20 and the introduction of new propositions such as Play King Virtual, as part of the orientations of Burger King.

After the launching of Flor d’Oliveira,  of Clocks – under the signature of the Chef Chakall, and of concepts such as the Spoon Café and Oregano, the Group launched a new concept named Miit, which was immediately well accepted.

The MiiT is a counter concept that meets the strong trends of the Portuguese consumers, who are more and more alert and aware of the need to choose more balanced and healthier food.

2012 was also a very important year in the enhancement of our human resources through a program that aims to develop future leaders to different Management level (Shift Managers, Store Managers, Coordinators and Market Managers). This new training process is in line with the Project Learning Zone, the online learning platform used by YUM, the franchiser company of the brands Pizza Hut and KFC.

The year 2012 is also the starting point of the operation of the Group in Angola with the opening of the first KFC in Angola, the first global and modern foodservice chain to arrive to the country


Opening of the first Ibersol’s Clocks at the Lisbon Airport

2011 will go down in history as the year in which Portugal asked once more for external assistance, and committed to a set of compromises that aim to ensure a significant reduction of the budget deficit, through the control of the expenditure, but also through a considerable raise of the tax revenues.

Therefore, Ibersol faced an increased challenge; the need to make the inherent effects of the high levels of competition in the market compatible with the need to adjust the value propositions to new consumption paradigms, consequence of the increase in austerity.

The Group tried to consolidate its strategy of internationalization. As a consequence, the Group continued to take the necessary actions to its implementation in Angola.

The Group continued to adjust the concepts to the segments where we operate, giving way to innovative projects, such as Spoon and Clocks, the latter bearing the signature of the Chef Chakall, both in Portuguese airports.