3. Wessanen business segmentation
Revenue €184 mln
(4.3)% growth
RoCE 16.1%
Revenue € 407 mln
2.1 % growth
RoCE 14.7%
Revenue €101 mln
(21.9)% growth
RoCE (5.6)%
Branded
ABC
Discontinued
4. 2013 in a nutshell
Revenue €508.5 mln
EBITE €13.3 mln
‘Wessanen 2015’
completed on plan
Branded = 80% revenue
Our products: 90% respecting our nutritional policies
Organic products 69%
Vegetarian 94%
Fair trade 54%
of coffee, tea, chocolate sold
5. Wessanen vs the global food challenge
1bn people obese
The rainforest disappears
Too many chemicals in food
Antibiotics are failing
More food allergies
Soil degradation
9bn people by 2050
6. We focus on food that is good for people
and planet
What we need to eat to be healthy
The environmental impact of food
Michel Granger
Our focus
8. What we stand for
Our mission: Healthier food, healthier people, healthier planet
Our vision: We are building a European champion in healthy and sustainable food
Organic
Vegetarian
Sustainable
Food
Nutritional
Fair Trade
9. 4 pillars of healthy and sustainable food
ORGANIC
FAIRTRADE
VEGETARIAN
NUTRITION
HEALTHY AND SUSTAINABLE FOOD
10. We have a house of strong local brands…
and room for more
11. Situation assessment
We have a solid foundation
Organic and health food is a long-term growth market
Trusted portfolio of brands
European infrastructure in place
Our core business is improving
...but value creation still limited
12. 5 sources of value creation
Divest non-core
IZICO and Distribution classified as discontinued
ABC to be profitable again in 2014
Grow market share of core brands
Growing markets with existing solid positions to grow
Activate category expertise centres in 2-3 Wessanen markets (CBTs)
Focus on core brands
Increase A&P investments
Acquire selectively
Healthy and sustainable brands in Europe within our core categories
Small to medium-sized companies
Ensure synergies to increase operating margin
13. 5 sources of value creation (cont’d)
Upgrade operations
Supply chain projects (Logistics); reduction non-quality costs through S&OP
Increase filling rate of factories; run on-going productivity projects
Bundle volumes with portfolio alignment & SKU reduction program
Green & entrepreneurial culture
Run business as one Euro business (as long as it creates value), otherwise
local
On-going assessment of operating costs to re-invest in business
Make Wessanen a ‘green place’ to work
14. 2014: improved quality of revenue
Expected growth Branded to be held back by last year of pruning
Core brands and core categories are growing
Portfolio pruning to be completed (e.g. Benelux)
Quality of revenue continues to improve
Wessanen’s operating profit (EBITE) to increase
ABC becoming profitable again
Remainder of ‘Wessanen 2015’ benefits
Additional sizeable step up of investments in marketing
18. Category focus is key
Based on
French Roll out
Joint product development and x-country launch
Roll-out of existing strong products
VEGETARIANS
(no meat, no fish but still consume eggs & dairy products)
Ca 7mln
1-2mln
Very similar
Women, young, high level
FLEXITARIANS/SEMI-VEGETARIANS
(eat meat 2 times a week & less).
Ca 16 mln
Quite close to the
Vegetarians
Ca 28mln
Significantly different
Close to average French
population: older, mid level
Developing deeper consumer insight and
category expertise
20. Alter Eco - integration on track
The Alter Eco meter
Measuring positive
impact of products
#1 Fair trade brand in France
3.5% market share on total organic shelf
Long-term partnerships with 40
cooperatives of independent farmers
6% household penetration / 35% awareness
Rodolfo Cometeros Paime, cocoa producer,
ACCOPAGRO Cooperative, Peru
21. Activation of core brands
TV advertising on substituting palm oil
from biscuits - sales uplift of 30%
TV reportage on the 2nd biggest
channel (M6) at prime time on
Bjorg palm oil substitution
25. New segmentation
New segmentation reflects more accurately the different business models
we operate
Branded:
German and French HFS operations (Bonneterre)
All operations previously reported as Grocery
Distribution:
Natudis (Benelux) and Biodistrifrais (France)
Non-allocated
All corporate costs other than shareholder and stewardship costs are
charged to the operating segments
Better reflects that our corporate center mainly performs functions on behalf
of and for the benefit of these operating segments
26. ABC- key figures
Q4 traditionally a seasonally weak quarter
In € mln
Q4 2013
Q4 2012
H2 2013
H2 2012
FY 2013
FY 2012
Revenue
12.4
16.9
40.8
53.7
101.2
128.6
(5.3)
0.0
(7.2)
3.9
(13.0)%
-
(7.1)%
3.0%
(0.1)
0.0
(2.4)
3.9
43.1
48.2
(5.6)%
7.9%
Autonomous growth
Normalised EBIT
as % of revenue
EBIT
Average capital employed
RoCE
(21.9)%
-
27. 12%
ABC - performance
47%
31%
10%
Little Hug continued to grow double digit
Brand activation and newly introduced flavours (
Little Hug
Oth fruit drinks
RTD pouches
Non-alc mixers
RTD frozen pouch segment continued to decline >20%
Daily’s performing in line with market
Daily’s clear market leader (46% in 2013)
Back to profitability in 2014
Numerous actions been initiated
Extend listings at new customers; introduce two new RTD pouch flavours
28. Discontinued operations
IZICO, Natudis and Biodistrifrais all classified as discontinued
operations
Divestment processes has commenced
These are expected to be completed during 2014
Sales process Natudis progressing well
Advanced discussions with Vroegop Ruhe & Co
In € mln
FY 2013
FY 2012
Revenue
183.9
190.7
Normalised EBIT
6.3
0.8
Profit of discontinued operations (net of tax)
4.4
(16.1)
29. ‘Wessanen 2015‘
Sizeable restructuring has been executed during 2013
Strategic initiatives to increase profitability
Addressing low-yielding activities
Cutting the tail projects
Total Wessanen
In total 250 FTE left
Branded, Distribution, IZICO and head offices
One-off costs €(19.2) million
€(2.6) has been expensed in 2013
Annual cost savings of €15 million from 2014 onwards
Half was realised in 2013
30. Financials
Tax expenses: FY13 €(14.5) mln vs. FY12 €(3.8) mln
€(4.5) mln - write-down deferred tax assets ABC
€(2.0)mln - unrecognised income tax losses
€(3.3) mln - addition to provision for uncertain tax positions
Depreciation and amortisation €(9.9) mln (2012: €(9.6) mln)
Capex €(5.1) mln (1.0% of revenue)
€(5.6) mln in FY 12 (1.1% of revenue)
Non-allocated EBIT
€(3.7) mln vs. €(3.4) mln in FY12
31. Net debt development 2013
75
60
45
3,8
3,6
5,0
54,9
37,0
30
4,5
1,7
5,1
50,7
9,1
15
Year end
2012
Cash
Provision Taxes paid Interest
inflow expenses,
paid
after WC employee
benefits
Capex
Acq. Alter Dividends
Eco
paid
Other
Year end
2013
33. Conclusion
Solid foundation in health and sustainable food
…but value creation still limited
5 sources of value creation
•
Divest non-core
•
Grow market share of core brands
•
Acquire selectively
•
Upgrade operations
•
Green and entrepreneurial culture
2013: Core brands show strong performance
2014: Focus on driving core, finalise portfolio pruning, realise divestments