Grupo Nutresa S. A. A future together

Transcription

1 Grupo Nutresa S. A. A future together 2016

2 SCALE 38 OF SALES OUTSIDE COLOMBIA 1,1 USD billion 8 % 2015 SALES COP trillion ~ 2,9 USD billion ONE OF THE LARGEST FOOD COMPANIES IN AMERICA NEARLY 100 YEARS OF HISTORY PEOPLE 4Q15 Includes Grupo El Corral 45K EMPLOYEES BRANDS 17 BRANDS SELL MORE THAN 50 USD MM DISTRIBUTION 1,2 CLIENTS SERVED BUSINESS MODEL PILLARS 12,6K OUTSIDE COLOMBIA 61 % CONSOLIDATED MARKET SHARE IN COLOMBIA WITH MORE THAN MILLION 11,7K SELLERS DIVERSIFICATION PRESENCE 14 COUNTRIES 45 MANUFACTURING PLANTS No single commodity accounts for more than 10% of COGS 8BUSINESS UNITS PRODUCTS SOLD IN 72 COUNTRIES IN 5 CONTINENTS 5 X SUSTAINABILITY 2

3 Corporate Structure Biscuits Chocolates TMLUC* Coffee Retail Food Ice Cream Pasta * TMLUC = Tresmontes Lucchetti Cold Cuts International sales and distribution network 3

4 Significant Expansion Since 2000 USD 1,7BILLION INVESTED IN 19 SUCCESSFUL ACQUISITIONS Costa Rica Costa Rica Peru Panama Colombia Colombia Colombia Puerto Rico Colombia Colombia Panama & Nicaragua Costa Rica Mexico Panama USA Dominican Republic Malaysia Colombia Panama Costa Rica Chile Malaysia Colombia Colombia Colombia Biscuits Nestlé Chocolates Nestlé Acquisitions (19) Mergers (5) New Businesses (3) Joint Ventures (3) 4

5 Innternational Presence

6 Strategic Alliances Bimbo de Colombia S.A. Grupo Bimbo: Grupo Nutresa owns 40% of Bimbo de Colombia S.A. La Recetta Soluciones Gastronómicas Integradas S.A.S. Grupo Nutresa owns 70% of the Recetta. Alpina owns the remaining 30%.

7 Strategic Alliances Dan Kaffe (Malaysia) Sdn Bhd Grupo Nutresa owns, through its subsidiary Colcafé, 37% of Malaysian Dan Kaffe company dedicated to the production of soluble coffee and coffee extracts. 63% it owned by Japanese multinationals Mitsubishi Corporation and Takasago International.

8 Strategic Alliances Oriental Coffee Alliance Sdn. Bhd Grupo Nutresa owns, through its subsidiary Colcafé, 50% of Oriental Coffee Alliance Sdn. Bhd., Alliance to promote the sale of Dan Kaffe and Colcafé in Asia. The remaining 50% is owned by Mitsubishi Corporation. Estrella Andina S.A.S. Grupo Nutresa owns 30% of Estrella Andina S.A.S, Starbucks chain operator in Colombia. 70% it owned by Alsea, S.A.B. de C.V., of Mexico.

9 Differentiating Aspects of our Business Model Our People Human talent is one of our most valuable assets. Our corporate culture thrives on promoting a participatory environment in which skill development, recognition and work/life balance are top priorities toward building a leadership brand. Excellence Level Organizational Climate Score 84,4% Our Brands Our brands are leaders in the markets in which we do business. They are recognized, loved and seen as an integral part of people's everyday lives. Our brands are based on nutritious, reliable products with an excellent price/value ratio. 17 Brands With sales of more than USD 50 million Our Distribution Network An extensive network supported by exclusive distribution channels, segments, and specialized attention teams, allows us to establish close client relationships by having products available at all times. + 1,2 million Points of Sale 9

10 Business Model: Brands Cold cuts Biscuits Chocolates TMLUC Coffee Retail Food Ice Cream Pasta 10

11 Business Model: Brands Portfolio of 157 brands 17 brands selling over USD$50 MM 22 brands with #1 market share in key markets 28 brands present in more than one market 44 brands with over years of 20existence 11

12 VIDARIUM Grupo Nutresa has been building a relevant experience in research. The evolution of this management generated the need for a knowledge platform in terms of nutrition, health and wellness, from scientific activity aimed at competitiveness, differentiation, innovation and social responsibility. As a response to this challenge, Corporación Vidarium, Nutrition, Health and Wellness Research Center, was incorporated on April 21, A Center of this nature must recognize innovation as a process characterized by networking, through mechanisms of technology transfer and knowledge generation. Its work falls within the guidelines of scientific cooperation among the various members of this community, contributing to the development of the region and improving its quality of life.

13 INNOVATION PROGRAM

14 Innovation Through innovation: - There is a better reading of the environment; - New business models are made possible; - The commitment of the team of employee rises to identify or improve processes, ways of working and products; - The different capitals ofthe company are improved or transformed, through the implementation of ideas thatgenerate betterresults.

15 Innovation Progress on the strategies to 2014 Innovation sales reached a 17,7% share of total Grupo Nutresa sales. Three prospective exercises concluded and we formed a network of technological watchers (vigías) in strategic topics for Grupo Nutresa. In partnership with Ruta N, we launched a new laboratory in Medellín to generate new researchcapabilitiesin thebusinesses.

16 Innovation Strategies Redefine the innovation strategy and the structuring of the governance model. Launch the technological surveillance process and prospective as management tools. Adopt and boost innovation programs: Innovative Success Stories, Exemplary Practices, Innovative Solutions, Open Innovation and Out ofthe Box. Strengthen the basic and applied research infrastructure. Design a knowledge management model.

17 Intellectual Property Intellectual capital management is a strategic process that supports innovation, since it permits the protection and preservation of knowledge generated, the identification of key technological trends in planning and prospective exercises, and the reduction of risks of infringement of third party titles. Surveillance enables the establishment of boundariesofknowledge ofcompetitors. Intellectual property maintains competitive advantages.

18 Intellectual Property

19 SECOPIND It s relevant to have spaces which involve different agents (industry, academy), and allow discussing on issues of I.P. We have a common language of easy understanding. Share tools and costs to acces knowledge, ex: software. Enhance the exercise, bringing different points of view on the subject. Growth of knowledge within the Group, acquire skills on both technology sales and transfer.