Key figures (consolidated)

Transcription

1 Nestlé Group 2013

2 Key figures (consolidated) In millions of CHF (except for data per share) 2013 Results Sales Trading operating profit as % of sales 15.2% Profit for the year attributable to shareholders of the parent (Net profit) as % of sales 10.9% Balance sheet and Cash flow statement Equity attributable to shareholders of the parent before proposed appropriation of profit of Nestlé S.A. Net financial debt Ratio of net financial debt to equity (gearing) Operating cash flow Free cash flow (a) Capital expenditure as % of sales % %

3 Data per share Total basic earnings per share Underlying (b) Dividend as proposed by the Board of Directors of Nestlé S.A. Stock exchange prices (high/low) Yield (c) Market capitalisation, end December CHF CHF CHF CHF % / / (a) Operating cash flow less capital expenditure, expenditure on intangible assets, sales of property, plant and equipment, investments (net of divestments) in associates and joint ventures, and other investing cash flows. (b) 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. (c) Calculated on the basis of the dividend for the year concerned, which is paid in the following year, and on high/low stock prices.

4 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 Sales Trading operating profit (1809) OG 0.8% 5.3% 5.6% 2.0% 8.2% 5.4% 4.6%

5 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 and Nestlé Health Science. (b) Mainly corporate expenses as well as research and development costs. Sales Trading operating profit (1809) OG 4.6% 1.8% 5.8% 7.6% 0.3% 5.0% 6.8% 4.6%

6 Contact Media Nestlé S.A. Corporate Media Relations Avenue Nestlé 55 CH-1800 Vevey (Switzerland) Tel. +41 (0) Fax +41 (0) Investors Nestlé S.A. Investor Relations Avenue Nestlé 55 CH-1800 Vevey (Switzerland) Tel. +41 (0) Fax +41 (0) Shareholders Share register: registrations, transfers, address changes, dividends, etc. Nestlé S.A. Share Transfer Office Zugerstrasse 8 CH-6330 Cham (Switzerland) Tel. +41 (0) Fax +41 (0) shareregister@nestle.com

7 Company profile Nestlé has sold its products in 196 countries, has 447 factories in 86 countries and employees. Employees by geographic area Europe* Americas Asia, Oceania and Africa Total * employees in Switzerland in % 32.5% 39.5% 100.0% Factories by geographic area Europe Americas Asia, Oceania and Africa Total

8 The Nestlé Story all the way to Nutrition, Health and Wellness 1866 Foundation of Anglo-Swiss Condensed Milk Co 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 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)

9 1977 Nestlé S.A. (new name), Alcon (disposed in August 2010) 1981 Galderma (joint venture with L Oréal full acquisition announced for 2014) 1985 Carnation (with Coffee-mate and Friskies) 1986 Creation of Nestlé Nespresso S.A. and Herta 1988 Buitoni-Perugina and Rowntree (with KitKat) 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 (disposal announced for 2014) 2001 Ralston Purina

10 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 2006 Creation of FoodServices Strategic Business Division (2009: Nestlé Professional) Lactalis Nestlé Produits Frais (associate) Jenny Craig (disposed in 2013), 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 2013 Pamlab

11 Our ambition Nestlé s ambition is to enhance the quality of consumer s lives through nutrition, health and wellness. We offer healthier and tastier choices throughout all stages of a consumer s life and at any time of the day. Based on science and Research and Development, we permanently innovate our portfolio of food and beverages. We have reinforced this strategy by extending the boundaries of nutrition with Nestlé Health Science, enabling us to develop nutritional solutions based on science to help prevent and treat various health conditions. With the recent setting up of Nestlé Skin Health, we are extending the boundaries of health and wellness further, into the field of specialised medical skin treatment. 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 of doing business and of being the trusted leader in Nutrition, Health and Wellness.

12 Operational pillars Growth drivers The Nestlé Roadmap to Good Food, Good Life Innovation and renovation Nutrition, Health and Wellness Emerging markets and Popularly Positioned Products 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. Whenever, wherever, however Operational efficiency Consumer engagement Compliance Sustainability Nestlé culture, values and principles Creating Shared Value Our objective is to be the leader in Nutrition Health and Wellness, and the industry reference for financial performance, trusted by all stakeholders Out-of-home consumption Premiumisation Unmatched product and brand portfolio People, culture, values and attitude Competitive advantages Unmatched geographic presence Unmatched research and development capability