heineken nv 2014 company presentation
TRANSCRIPT
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Global Corporate Relations | August 2013 Global Corporate Relations | March 2014
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Content
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The world’s most international brewer
No 1 in Europe and No 2 in the world by revenue
Operations in over 70 countries globally
Brewing great beers, building great brands
Committed to surprising and exciting consumers everywhere
Long and proud history and heritage
HEINEKEN | Proud, Independent, Responsible Global Brewer
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HEINEKEN | Our Values
Enjoyment we bring enjoyment to life
Respect for individuals, society and the planet
Passion for quality
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HEINEKEN | Brewing Great Beers, Building Great Brands
Heineken®, our flagship brand, is the world’s leading international premium beer
Desperados, Sol, Affligem and Strongbow Apple Ciders complement our global brand portfolio
Altogether, we have over 250 international premium, regional, local and specialty beers and ciders in our portfolio
Passion for quality and Innovation are at the heart of how we build great brands and delight our consumers
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HEINEKEN | A Long and Proud History & Heritage
1864 The Heineken Family enters the beer business
1869 We switch to bottom fermentation: clearer, purer, long lasting beer
1886 Dr. H. Elion cultivates the Heineken A-yeast => unique flavour
1889 We are crowned at the Grand Prix Paris for quality, focused innovations
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HEINEKEN | A Long and Proud History & Heritage
1928 Early stages of unique advertising and becoming truly international
1929 HEINEKEN moves into Asian markets
1933 Heineken® is the first import beer to the US after Prohibition is repealed
1954 Alfred Heineken begins ‘Beer Can Travel’ global marketing strategy
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1968 HEINEKEN acquires Amstel Brewery
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2008 Acquisition of Scottish & Newcastle
2012 Acquisition of Asia Pacific Breweries
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2010 Acquisition of FEMSA Cerveza
1982 Production transfer from Amsterdam to Zoeterwoude in the Netherlands
2003 Acquisition of Brau-Beteiligungs A.G. (BBAG) in Austria
HEINEKEN | A Long and Proud History & Heritage
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HEINEKEN | Truly Global Presence
>165 breweries in over 70 countries
>85,000 employees
>Group Beer Volume* in 2013: 195.2 million hl
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* Consolidated beer volume plus attributable share of beer volume from joint ventures and associates
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HEINEKEN is Unique
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1 Grow the Heineken® brand
2 Be a consumer-inspired, customer-oriented, brand-led organisation
3 Capture the opportunities in emerging markets
4 Leverage the benefits of HEINEKEN’s global scale
5 Drive personal leadership
6 Embed and Integrate Sustainability
Shaping Our Future | Our Global Priorities
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Heineken® is our most valuable brand
The world’s leading international premium beer with 20% category share
Strong global brand equity
Strong global platforms to further grow the brand
Priority 1 | Grow Heineken® Brand
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Priority 2 | Be Consumer-inspired, Customer-oriented, Brand-led
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1 Expansion of global brands Desperados, Sol, Affligem and Strongbow Apple Ciders
2 Continue to invest in and win with local brands
3 Create value for our customers
4 Innovation at the heart of our business
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Priority 3 | Capture the Opportunities in Emerging Markets
HEINEKEN has transformed its emerging market footprint
57% of HEINEKEN’s operating profits and 62% of volumes come from higher growth markets
Seize significant growth potential in Africa
In Asia Pacific, seize opportunity for premium beer
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% of total Group in 2013
62% 49%
57%
38% 51% 43%
Group beer volume
Group operating
profit (beia)1
Group revenue
Developing Developed
Head office & eliminations excluded from ‘% of Group’ calculation
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Priority 4 | Leverage the Benefits of HEINEKEN’s Global Scale
The establishment of Global Business Services is a key enabler
HEINEKEN Global Shared Services
HEINEKEN Global Procurement Company
Global brand building
Supply Chain optimisation
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Priority 5 | Drive Personal Leadership
>70 operating companies
>85,000 employees
One HEINEKEN culture driven by
Diversity
Capability
Personal accountability
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Sustainability is a critical part of how we do business
10-year integrated sustainability programme launched in 2010
On track to meet 2020 goals
Highlights of 2012:
Continued progress water and energy efficiency of our breweries, offices and warehouses
93% of our new fridges are green
Local sourcing projects in 10 countries across Africa, benefiting more than 100,000 farmers and their families
Global Industry Commitment to a new series of targeted actions to reduce alcohol related harm
Our Supplier Code signed by 528 global and more than 34,000 local suppliers
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Priority 6 | Embed and Integrate Sustainability
Highlights of 2013 available in April 2014, pending publication of Sustainability report 2013
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Ownership Structure and Stock Exchange Listing
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Per 1 February 2014
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Organisational Structure
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Our Executive Board
Jean-François van Boxmeer
Chairman of the Executive Board and Chief Executive Officer
René Hooft Graafland
Member of the Executive Board and Chief Financial Officer
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Our Leadership Structure and Team
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Content
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World-class Brand Portfolio
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Heineken® is our flagship brand and the world’s leading international premium beer
Desperados, Sol, Affligem and Strongbow Apple Ciders complement our global brands portfolio
Altogether, HEINEKEN has over 250 international premium, regional, local and specialty beers and ciders
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Source: Canadean and HEINEKEN
2013 reflects latest Canadean estimates
20%
10% 9%
5% 4%
3% 3% 2% 2%
1%
Heineken® share of IPS (2013)
Heineken® | Clear Leadership in International Premium Segment
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The world’s most valuable international premium beer brand
You can find Heineken® in almost every country in the world
It sets us apart from our competitors
Heineken® | Our Flagship Brand
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Heineken® | Passion for Quality One world, one taste, one unchanged recipe
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Heineken® | Open-minded Available everywhere in the world
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Leading premium product platforms
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Heineken® | Igniting Conversations
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Heineken® | World-class Premium mindset in everything the brand does
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Heineken® | Igniting Conversations Strong presence in social media
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Heineken® | Igniting Conversations The Man of the World uses his imagination to win and get to the Grand Final.
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Heineken® | Igniting Conversations ... and rugby THE game
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Heineken® | Igniting Conversations Always at the heart of social, catching experiences…
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Heineken® | Igniting Conversations … and partner with the ultimate Man of World – James Bond
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Heineken® | Igniting Conversations Making responsible consumption aspirational
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Desperados
A daring proposition pushing the beer category limits
A unique Tequila Flavoured Beer with super premium positioning
More than a beer for more than just a party: a tequila flavoured party
A successful and profitable business model
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Sol®
The beer of independent Mexico
The original, easy to drink Mexican beer, born in 1899 in independent Mexico
Part of the HEINEKEN portfolio since the FEMSA beer business acquisition in 2010
Enjoyed in over 40 countries around the world
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Affligem®
Timeless pure indulgence from Belgium
An award-winning Belgian Abbey beer with a 1000 year history
Unchanged recipe that is only brewed in Belgium under the close supervision of the monks of the Affligem Abbey
Part of the HEINEKEN portfolio since 2002
The legacy of craft will be shared with over 20 countries in 2014.
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Strongbow Apple Ciders
Reaching consumers that beer can’t
HEINEKEN is the world’s leading cider producer with leading cider research and development capabilities
Strongbow is the world’s leading cider brand
Available in a great new range of flavours: Gold, Honey and Red Berries
Proposition with unisex appeal
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Innovation is at the heart of our Company strategy to deliver top-line growth
We work to continually surprise and excite our consumers and meet changing consumer preferences
We reached an Innovation Rate of 5.9% in 2013
Delighting Our Consumers with Innovations
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Successful Innovation across HEINEKEN
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HEINEKEN has achieved an Innovation Rate of 5.9%
This is a combined result of successful local innovations launched across our HEINEKEN markets and roll-out of innovations with global approach
In October 2013, HEINEKEN unveiled The SUB® - an at-home draught beer system to be launched in markets from 2014
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Radler | A major contributor to Innovation Rate
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A refreshing mix of beer and natural lemonade
Attracts new drinkers into the beer category
Strong profitability
Strengthens brand equity
Launched in 31 markets across all 5 regions
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Draught Experiences for On-trade | Heineken Extra Cold
Extra cold beer
Served between -3oC and +1oC
“A new beer experience”, beer poured from a stylish column coated with a layer of ice
More than 85,000 installations across 107 markets
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Draught Experiences for On-trade | David GREEN
The world’s 1st GREEN draught system
Uses 50 to 70% less energy than regular beer coolers
Easy to use for outlet staff
No cleaning cost, no beer losses
100% Quality & Profitable
Mobile and built-in versions
Guaranteed fresh beer for 30 days
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David GREEN: 55+ markets David XL GREEN: 10+ markets
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Draught Experiences for On-trade | Orion
Draught beer as fresh as from the brewery
Branded beer tanks visible in an outlet
Unique consumer experience and highest freshness
Convenience for outlet staff
Grow volume & revenue
Available in 6 markets
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Content
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Sustainability
What does this mean for HEINEKEN?
Part of our DNA; embedded in our Company values that guide how we relate to the world
Historical commitment
One of our business priorities in our Strategy to Win
Considering long-term impact of our actions, not just short-term growth
A tremendous opportunity to “do good while doing good business”
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Sustainability
Why is it critical to our future?
With success and leadership comes responsibility
It safeguards our future ability to continue to produce beer and cider for our consumers
Positively impact the role of beer in society
Working together with all stakeholders we will define the best solutions
Employees, Consumers, Customers and Retailers, Governments, NGOs, Shareholders and Investors, Media
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The most urgent challenges faced by our industry and our planet
Water scarcity
Less than 1% of world’s water us both accessible and drinkable. We need water to grow crops and we need it to brew beer: beer is 95% water.
The effects of climate change
Co2 emissions contribute to climate change causing temperatures and sea levels to rise. This has an impact on the availability and cost of raw materials and other resources.
Population pressures on food and resources
The demand for food crops rises, making responsible agriculture and sourcing more important than ever. We want to operate in a way that guarantees our supply of raw materials.
Alcohol related harm
Most people enjoy our products responsibly, a minority don’t. This is damaging to the individuals, the people around them and to our industry, society and HEINEKEN’s reputation.
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Protecting water resources
Reducing CO2
emissions Sourcing
sustainably Advocating responsible
consumption
Our response: A focused agenda
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1Baseline 2008
2020
Specific water consumption
Reduce by 25% to 3.7 hl/hl1
Water balancing
Significant water balancing in water scarce and distressed areas
1Baseline 2008
Protecting water resources
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Reducing CO2 emissions
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1Baseline 2008
2Baseline 2011, scope is 24 of our largest operations
2020
In production Reduce by 40%1 (eq 6.4 kg CO2/hl)
In fridges Reduce by 50%
In distribution Reduce by 20%2 in Europe and the Americas
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Sourcing sustainably
1With local sourcing we refer to sourcing within the Region Africa 2based on volume 3barley, hops, cider apples, other apples, other fruit, sugar, rice, sorghum, wheat, maize
2020
Local sourcing in Africa
60% of raw materials locally sourced1
Sustainable agriculture
At least 50% of our main raw materials supplied from sustainable sources2,3
Supplier Code Procedure
Ongoing compliance to Supplier Code Procedure
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The basis for our ways of working with suppliers: Implementation of the Supplier Code Procedure
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Advocating Responsible Consumption
1Small export markets and markets with religious restrictions are out of scope
2020
Industry Commitments
Deliver global industry commitments
Heineken® Making responsible consumption aspirational through Heineken®
Partnerships Maintaining and publicly reporting on a partnership in each market1
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Values and Behaviours Embedded in our Code of Business Conduct
Key policies for employees are embedded in our HeiCode
Health & Safety
Employee & Human Rights
Cool@Work and Alcohol Policy
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Benchmarking our Performance
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Memberships and Partnerships
Beverage Industry Environmental Roundtable
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Content
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All Natural Ingredients
Nature provides us with beer’s 4 basic ingredients:
barley, water, hops and yeast
All these ingredients can be varied
in endless combinations
Some estimate there are > 40,000 different beers
in the world!
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Storehouse of Nutrients
No Additives; No Preservatives
No Fat
Vitamins B1, 3 and 11
Minerals
Antioxidants
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Relatively Low in Calories
Source: Netherlands Nutrition Centre Average serving: Beer 250 ml, Wine 150 ml, Smirnoff Ice 250 ml.
≈
≈
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Beer Complements Food
The subtle taste of beer can complement
food just as well, or even better than, wine
Beer can be a perfect match for some foods,
like spicy dishes, cheese and chocolate
In pairing beer with food, you can
complement or contrast the flavours and
intensity of the food
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Beer May Have Positive Health Effects if Consumed Moderately
Source: Jonathan Powell, MRC Human Nutrition Research, Cambridge, UK
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Telling the Positive Story of Beer
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Cider – The Art of Pomology
Cider is a long alcohol drink made from fermented juice of
apples or pears
The Bulmers cider business was established in 1887
in Hereford, England
Herefordshire – still to date the heartland of our cider
production - has the perfect soil type and weather conditions
to grow cider apples
Our biggest cider brands are Strongbow Apple Ciders,
Stassen and Bulmers*
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*In Ireland, Bulmers is not part of our portfolio
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HEINEKEN | Global Leader in Cider
HEINEKEN leads the global cider category with
20% market share
The global cider market was 19.9 million
hectolitres in 2012
Source: Canadean Wisdom Database February 2014
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Content
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2013 | Continued progress against strategic priorities in a challenging year
Group revenue +1.3%; +0.1% organically:
Group revenue per hectolitre +2.7%
Improved H2 volume performance in Western Europe and Africa Middle East
Group operating profit (beia) +2.8%; +0.6% organically:
+20 basis points improvement in operating margins
Market share gains in key markets:
Mexico, Vietnam, France, Russia and the U.S.
APB maintained strong growth momentum
Strengthening our business through higher investments in marketing and capital expenditure
Innovations delivered €1.1billion of revenues; 5.9% innovation rate
Accelerated TCM2 cost savings of €300 million
Diluted EPS (beia) of €2.75 includes a 10 cent negative impact from revised IAS19 and foreign currency translational movements
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Organic growth calculations throughout this presentation assume HEINEKEN’s joint venture share of 41.9% of APB prior to consolidation is maintained through to 15 November 2013. Organic growth of consolidated volume, consolidated revenue and consolidated operating profit (beia) only includes an impact from APB from 16 November to 31 December 2013. Organic growth calculations are adjusted for the previous 3-month delay reported by APB, without a restatement to 2012.
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* Includes acquisitions and excludes disposals on a 12 month pro-forma basis
2013 | Financial Overview
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2013 consolidated financials organic growth %
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2013 | Regional Review
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Sustained growth of APB
Volume
7%
Operating profit (beia)
14%
APB: 2013 proforma organic growth
Tiger brand: Proforma organic volume growth
2009 2010 2011 2012 2013
CAGR +18%
APB acquisition +30% yoy
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Driven by Western Europe and Africa Middle East regions
Improved performance trend in 2013 H2
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Innovation rate1 of 5.9% versus 5.3% in 2012
Innovation contributed €1.1bn of revenues
Radler beers available in 5 regions New variants
Draught beer systems (on and off premise) New cider flavours
1 From 1 January 2013, the innovation rate is calculated as revenues generated from innovations (introduced in the past 40 quarters for a new category, 20 quarters for a new brand and 12 quarters 8 for all other innovations, excluding packaging renovations) divided by total revenue
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Heineken® twice as large as nearest competitor brand in IPS
Heineken®: Clear leadership in IPS
Heineken® volume declined 1.8%, including an impact from destocking in France and the U.S.
Strong performances in developing markets of Nigeria, South Africa, Russia, Chile, Brazil & China
Heineken® volume brand leadership in France
Surpassed 1mhl of Heineken® volume in China
‘Open Your World’ campaign driving brand equity
The SUB® launched in France and Italy
New responsible consumption campaign in 2014: “Dance More, Drink Slow”
20%
10% 9%
5% 4%
3% 3% 2% 2%
1%
Heineken® share of IPS (2013)
IPS = International Premium Segment; based on Canadean and HEINEKEN data; 2013 reflects latest Canadean estimates
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1 Invest in higher marketing spend to strengthen market positions
2 Drive innovation to support category growth
3 Capitalise on premium segment growth with Heineken® and other global brands
4 Increase capital expenditure in developing markets
5 Restructuring and other cost efficiency initiatives
6 Maintain strong cash flow focus to optimise financial flexibility
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Prioritised actions for 2014
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HEINEKEN expects
A gradual recovery in the global economy to underpin improved trading conditions in several key markets and an improved organic volume performance trend versus 2013.
Revenue management initiatives to drive higher revenue per hl, albeit at a more modest level compared with 2013. Overall, this is expected to result in organic revenue growth in 2014.
A slight increase in marketing & selling (beia) spend as a percentage of revenue to increase in 2014 (2013: 12.6%).
HEINEKEN is committed to delivering a gradual and sustainable improvement in operating profit (beia) margin over the medium-term.
To realise its targeted TCM2 savings of €625 million covering 2012-2014 during the year
Input cost prices to be stable to slightly lower in 2014 (excluding a foreign currency transactional effect).
Exchange rate movements will adversely impact revenues and profits in 2014. Assuming spot rates as of 10 February 2014, the calculated negative currency translational impact on consolidated operating profit (beia) will be €115 million. At net profit (beia), this effect will be around €75million.
To achieve its long-term target net debt/ EBITDA (beia) ratio of below 2.5 by the end of 2014.
Capital expenditure related to property, plant and equipment to be approximately €1.5bn (2013: €1.4bn).
Outlook Full Year 2014
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The Brewing Industry Top 10 in 2012
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Source: Canadean Wisdom Database July 2013 For HEINEKEN, Consolidated beer volume 2012
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Industry Consolidation
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Source: Canadean Wisdom Database July 2013
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World Beer Market Growth
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Source: Canadean Wisdom Database July 2013
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Litres per Capita Consumption by Region
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Source: Canadean Wisdom Database July 2013
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Consumption Volume Development 2012 versus 2011
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Source: Canadean Wisdom Database July 2013
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Disclaimer
This presentation contains forward-looking statements with regard to the financial position and results of HEINEKEN’s activities. These forward-looking statements are subject to risks and uncertainties that could cause actual results to differ materially from those expressed in the forward-looking statements.
Many of these risks and uncertainties relate to factors that are beyond HEINEKEN’s ability to control or estimate precisely, such as future market and economic conditions, the behavior of other market participants, changes in consumer preferences, the ability to successfully integrate acquired businesses and achieve anticipated synergies, costs of raw materials, interest rate - and foreign exchange fluctuations, change in tax rates, changes in law, pension costs, the actions of government regulators and weather conditions. These and other risk factors are detailed in HEINEKEN’s publicly filed annual reports.
You are cautioned not to place undue reliance on these forward-looking statements, which speak only as of the date of this presentation. HEINEKEN does not undertake any obligation to publicly release any revisions to these forward-looking statements to reflect events or circumstances after the date of these materials.
Market share estimates contained in this presentation are based on outside sources such as specialized research institutes in combination with management estimates.
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