Mondelēz International Business Update

Transcription

1 Mondelēz International Business Update Wednesday, February 17, 2016 Olivier Bouret

2 Mondelez International

3 OUR DREAM: CREATE DELICIOUS MOMENTS OF JOY 3

4 The Global Integrated Supply Chain network has been built primarily through acquisition Significant number of SKUs, formats and formulas Sub-scale plants with low efficiency assets Fragmented supplier base Global Snack Company is born 4

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6 A global snacks powerhouse with pro forma 2014 revenue of more than $30 billion* Cheese Cheese & & Grocery Grocery 10% Beverages Beverages 6% 6% Gum & Candy 15% Gum & Candy 15% 10% Latin America 17% Chocolate 31% Chocolate 31% Biscuits 38% Biscuits 38% includes Biscuits salty/other includes salted snacks and other snacks North America 23% Europe 35% Asia Pacific 15% EEMEA 10% Nearly 85% of revenues in fast-growing snacks categories Over 75% of revenues come from outside North America 6 * Pro forma 2014 revenue is defined as 2014 reported net revenues excluding the net revenues of our global coffee businesses which, on July 2, 2015, were combined with those of D.E. Masters Blenders 1753 B.V. to create a new company, Jacobs Douwe Egberts. Please refer to our Form 8-K dated July 30, 2015, for additional information.

7 Advantaged global footprint Developed Markets 63% Emerging Markets 37% North America 26% Latin America 14% Asia Pacific 16% Europe 34% EEMEA 10% $27B in pro forma Adjusted Net Revenues in Pro forma Adjusted Net Revenues exclude Venezuela operations. See Form 8-K dated February 3, See GAAP to Non-GAAP reconciliations at the end of this presentation. 7

8 Leading positions in fast-growing snacks categories Cheese & Grocery Beverages 9% 6% Global Market Share Ranking 2 Snacks 85% Biscuits #1 Chocolate #1 Candy #1 Gum #2 $27B in pro forma Adjusted Net Revenues in Pro forma Adjusted Net Revenues exclude Venezuela operations. See Form 8-K dated February 3, See GAAP to Non-GAAP reconciliations at the end of this presentation. 2. Source: Euromonitor. 8

9 our regions and network 146 Plants and more than 250 DCs/branches in our Network serving more that 170 countries About 68,000 ISC Employees worldwide More than 4,200 suppliers North America 16 Plants global hq: deerfield, illinois Europe 58 Plants Eastern Europe, Middle East and Africa 23 Plants Latin America 16 Plants Asia Pacific 32 Plants 9

10 Reinventing our manufacturing network Opava, Czech Republic Opened September 2015 Largest MDLZ biscuit plant in Europe Sri City, India Opening Q Multi-category site Bahrain Opening Q Focused biscuits facility 10

11 North American Region

12 North American Region Plant Locations Scarborough East York Bertrand Montreal Gladstone Hamilton Rockford Naperville Chicago Portland Portland Toledo Richmond Fair Lawn Salinas Monterrey Atlanta 16 Total Plants in NA network Canada/US/Mexico 12 Total Biscuit Plants

13 We Will Deliver Breakthrough Business Results By Harnessing The Power of ONE ZERO INCIDENTS ZERO DEFECTS ZERO LOSSES Safety Quality Service and Cost

14 Key Focus Areas in Manufacturing Drive Productivity Programs to Fuel Growth Drive Engagement of All Employees Redesign Supply Chain Network Integrated Lean Six Sigma High Performing Work Systems Lines Of the Future 14

15 Key Investments in NA since 2012 Naperville New Triscuit Line Project Arthur Greenfield in Salinas Line of the Future Richmond Line of Future RITZ Fair Lawn - Line of the Future: Oreo, Teddy Graham, Lorna Doone

16 HPWS/IL6S Program making the difference Metric Best in Class Best Mondelez NA Region Results* Comments TIR <0.5 < Index of safety incidents ratio over worked hours GE +85% + 81% 66.6% Line Efficiencies Compliance to Schedule (Service) ~ 85%** % production delivered vs plan Conversion Productivity +6% +10% 2.8% Productivity generated vs budget Engagement 90% 91% 75% Unleashment Survey *2015 FY **Not consolidate figure 16

17 In order for us to become Best In Class, we need. A safety first mindset for each employee To develop the capabilities of our people to acquire new skills via IL6S and HPWS Attract and retain talented employees by investing in their capabilities and health & welfare today and in the future To continue to invest in technology, advantaged assets/lines of the future More flexibility: to ensure we can meet the demands of our customers To be cost-advantaged to attract future investment and grow our business

18 In conclusion We are part of a global organization We must position ourselves for future investment and success Our employees play a critical role The future of our business in a global organization & global economy depends on doing everything we can to remain competitive Sustained competitive advantage will be critical to the futures of our employees

19 Thank You