nestlé group 2012 · 2012 153 171 144 468 2012 28.4% 33.2% 38.4% 100.0%. 1866 foundation of...
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Nestlé Group 2012Nutrition to enhance the quality of life
In millions of CHF
Sales
Trading operating profit
as % of sales
Profit for the year attributable to shareholders of the parent (Net profit)
as % of sales
Capital expenditure
as % of sales
Equity attributable to shareholders of the parent (a)
Market capitalisation, end December
Operating cash flow
Free cash flow (b)
Net financial debt
Ratio of net financial debt to equity (gearing)
Key figures (consolidated)
2012
92 186
14 012
15.2%
10 611
11.5%
5 368
5.8%
60 947
190 038
15 772
9 879
18 152
29.8%
Total basic earnings per share
Underlying (c)
Dividend (d)
Stock exchange prices (high/low)
Yield (e)
(a) Before proposed appropriation of profit of Nestlé S.A.(b) Operating cash flow less capital expenditure, expenditure on intangible assets, sales of property, plant and
equipment, investments (net of disinvestments) in associates and other investing cash flows.(c) Profit per share for the year attributable to shareholders of the parent before impairments, restructuring costs,
results on disposals and significant one-off items. The tax impact from the adjusted items is also adjusted for.(d) As proposed by the Board of Directors of Nestlé S.A.(e) Calculated on the basis of the dividend for the year concerned, which is paid in the following year,
and on high/low stock prices.
Per share
3.33
3.37
2.05
62.30/52.50
3.3/3.9
CHF
CHF
CHF
CHF
%
Analysis of sales, trading operating profit and organic growth (OG)
By operating segment
In millions of CHF
Zone Europe
Zone Americas
Zone Asia, Oceania and Africa
Nestlé Waters
Nestlé Nutrition
Other (a)
Unallocated items (b)
Total Group
OG
1.8%
5.2%
8.4%
6.4%
6.7%
8.7%
5.9%
Trading
operatingprofit
2 417
5 380
3 587
636
1 511
2 393
(1 912)
14 012
Sales
15 385
28 927
18 912
7 174
7 858
13 930
92 186
By product
In millions of CHF
Powdered and Liquid Beverages
Water
Milk products and Ice cream
Nutrition and HealthCare
Prepared dishes and cooking aids
Confectionery
PetCare
Unallocated items (b)
Total Group
(a) Mainly Nespresso, Nestlé Professional, Nestlé Health Science, Food and Beverages Joint Ventures and Pharma Joint Ventures managed on a worldwide basis.
(b) Mainly corporate expenses as well as research and development costs.
OG
8.9%
6.4%
5.7%
6.7%
1.4%
4.8%
7.0%
5.9%
Trading
operatingprofit
4 502
636
2 799
1 958
2 041
1 782
2 206
(1 912)
14 012
Sales
20 038
7 178
18 564
10 726
14 432
10 438
10 810
92 186
www.nestle.com
Contact
MediaNestlé S.A.
Corporate Media Relations
Avenue Nestlé 55
CH-1800 Vevey (Switzerland)
Tel. +41 (0)21 924 22 00
Fax +41 (0)21 922 63 34
InvestorsNestlé S.A.
Investor Relations
Avenue Nestlé 55
CH-1800 Vevey (Switzerland)
Tel. +41 (0)21 924 35 09
Fax +41 (0)21 924 28 13
ShareholdersShare register: registration,
transfers, address changes,
dividends, etc.
Nestlé S.A.
Share Transfer Office
Zugerstrasse 8
CH-6330 Cham (Switzerland)
Tel. +41 (0)41 785 20 20
Fax +41 (0)41 785 20 24
Company profile
Nestlé has operations in 194 countries around the world, 468 factories in 86 countries
and 339 000 employees.
Employees by geographic area
Europe (a)
Americas
Asia, Oceania and Africa
Total
(a) 10 184 employees in Switzerland in 2012.
Factories by geographic area
Europe
Americas
Asia, Oceania and Africa
Total
2012
153
171
144
468
2012
28.4%
33.2%
38.4%
100.0%
1866 Foundation of Anglo-Swiss Condensed Milk Co.
1867 Henri Nestlé’s Infant cereal developed
1905 Nestlé and Anglo-Swiss Condensed Milk Co. (new name after merger)
1929 Merger with Peter, Cailler, Kohler Chocolats Suisses S.A.
1934 Launch of Milo
1938 Launch of Nescafé
1947 Nestlé Alimentana S.A. (new name after merger with Maggi)
1948 Launch of Nestea and Nesquik
1969 Vittel (initially equity interest only)
1971 Merger with Ursina-Franck
1973 Stouffer (with Lean Cuisine)
1974 L’Oréal (associate)
The Nestlé Story – all the way to Nutrition, Health and Wellness
1977 Nestlé S.A. (new name), Alcon (disposed in August 2010)
1981 Galderma (joint venture with L’Oréal)
1985 Carnation (with Coffee-mate and Friskies)
1986 Creation of Nestlé Nespresso S.A. and Herta
1988 Buitoni-Perugina and Rowntree (with Kit Kat)
1990 Cereal Partners Worldwide (joint venture with General Mills)
1991 Beverage Partners Worldwide (joint venture with Coca-Cola)
1992 Perrier (with Poland Spring)
1993 Creation of Nestlé Sources Internationales (2002: Nestlé Waters)
1997 Creation of Nutrition Strategic Business Division (2006: Nestlé Nutrition)
1998 Sanpellegrino and Spillers Petfoods, Launch of Nestlé Pure Life
2000 PowerBar
2001 Ralston Purina
2002 Schöller, Chef America and Dairy Partners Americas (joint venture with Fonterra)
Laboratoires innéov (joint venture with L’Oréal)
2003 Mövenpick and Dreyer’s
2005 Wagner, Protéika and Musashi
2006 Creation of FoodServices Strategic Business Division (2009: Nestlé Professional)
Lactalis Nestlé Produits Frais (associate)
Jenny Craig, Uncle Tobys and Delta Ice Cream
2007 Novartis Medical Nutrition, Gerber, Henniez
2008 Ruzanna
2010 Kraft Food’s frozen pizza, Waggin’Train, Malher, Technocom and Vitaflo
2011 Creation of Nestlé Health Science and Nestlé Institute of Health Sciences
Yinlu, Hsu Fu Chi (partnerships)
2012 Wyeth Nutrition
Our ambitionAs the leading Nutrition, Health and Wellness Company we enhance lives by offering
tastier and healthier food and beverage choices at all stages of life and at any time of the day,
helping consumers care for themselves and their families. This is the foundation of our
promise of Good Food, Good Life and puts nutrition at the heart of everything we do.
It is our firm belief that, for a company to be successful over time and create value for
its shareholders, it must also create value for society. We call this “Creating Shared Value”.
Built on strong foundations of compliance and sustainable business practices, this is our
way to do business and to be the trusted leader in Nutrition, Health and Wellness.
The Nestlé Roadmap toGood Food, Good Life
In recent years the Nestlé
4x4x4 Roadmap has helped us
build both a strong alignment
within our Company and
a deep understanding of
what we want to achieve,
strategically and financially,
and how to go about it.
Our commitment is to provide
Good Food, Good Life.
Competitive advantages
Operational pillars
Growth drivers C
om
plia
nce
– S
ustainability Creating Shared V
alue
Nestlé culture, values and prin
cipl
es
Unmatched product
and brand portfolio
Nutrition, Health and Wellness
Innovation and renovation
Unmatched geographic presence
People, culture, values
and attitude
Out-of-home consumption
Whenever,wherever, however
Unmatched research and development
capability
Emerging markets and
Popularly Positioned Products
Operationalefficiency
PremiumisationConsumerengagement