Digital Maturity Benchmark Report State of Digital Grocery 2019 an Industry Leaderboard
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Proposed Members to the Board of Directors 130.83 KB
Nominated current members of the Board of Directors Håkan Buskhe Member of Stora Enso’s Board of Directors since June 2020. Independent of the company but not of its significant shareholders due to his position as CEO of FAM AB. Håkan Buskhe, M.Sc. Eng., Licentiate of Engineering, born 1963, Swedish citizen. Chair of the Board of Directors of IPCO AB. Member of the Board of AB SKF, Munters Group and Kopparfors Skogar. CEO of FAM AB. CEO and President of SAAB AB (2010–2019) and E.ON Nordic (2008– 2010). Previous working experience further includes executive positions in E.ON Sweden (2006– 2008), acting as CEO of the logistics company Schenker North (2001–2006) as well as several positions in Storel AB (1998–2001), Carlsberg A/S (1994–1998) and Scansped AB (1988–1994). Buskhe has further held positions as Board member in several venture capital companies. Owns 2 781 R shares in Stora Enso. Elisabeth Fleuriot Member of Stora Enso’s Board of Directors since April 2013. Independent of the company and the significant shareholders. Born 1956. M.Sc. (Econ.). Board member and Chair of CSR Committee at G4S. Chair of the Board of Ynsect and Foundation Caritas. President and CEO of Thai Union Europe Africa 2013–2017. Senior Vice President, Emerging Markets and Regional Vice President, France, Benelux, Russia and Turkey, in Kellogg Company 2001–2013. General Manager, Europe, in Yoplait, Sodiaal Group 1998–2001. Several management positions in Danone Group 1979–1997. Owns 26 512 R shares in Stora Enso. Hock Goh Member of Stora Enso’s Board of Directors since April 2012. -
Kesko Investor Presentation
Kesko Investor Presentation September 2017 K Group the Third Biggest Retail Operator in Northern Europe • K Group’s retail sales €12.9bn* • K Group formed by Kesko and 1,088 K-retailer entrepreneurs • Operations in nine countries • 45,000 trading sector professionals, over 30,000 in Finland • Significant social impact in Finland • Kesko shares listed on Nasdaq Helsinki with €4.4 bn market capitalisation and close to 42,000 shareholders (6/2017) *Pro forma rolling 12 mo 6/2017 2 Net Sales and Comparable Operating Profit by Division Net sales* Comparable operating profit* €890 million €31.9 million 8% 10% €4,724 million 40% €10,967 €274.8 52% €5,359 million €98.2 million 32% 58% €178.0 million million million Grocery trade Building and technical trade Car trade *Rolling 12 mo 6/2017 3 Growth Opportunities Supported by Megatrends Global Digital Urbanization, Consumers' Corporate Climate economy revolution single person knowledge responsibility change - international households and power has and strong operators and ageing increased brands challenge local population companies 5 The Core of Kesko’s Strategy is Profitable Growth in Three Strategic Areas Grocery trade Building and technical trade Car trade Retail sales €6.7bn* Retail sales €5.3bn* Retail sales €0.9bn* 1,300 stores in Finland 600 stores in 9 countries VW, Audi, Seat, Porsche and MAN trucks #2 in the Finnish retail market #1 in Northern Europe #1 in Finland #1 in Finnish food service business *Pro forma rolling 12 mo 6/2017 5 Growth Strategy Implementation is Progressing towards -
Kesko Corporation Communications of Progress 2019
RSPO Annual Kesko Corporation Communications of Progress 2019 Particulars About Your Organisation 1.1 Name of your organization Kesko Corporation 1.2 What is/are the primary activity(ies) or product(s) of your organization? Grower Processor and/or Trader Consumer Goods Manufacturer Retailer and/or Wholesaler Bank and/or Investor Social and/or Development NGO Environmental and/or Conservation NGO Supply Chain Associate Affiliate 1.3 Membership number 3-0045-11-000-00 1.4 Membership category Retailers 1.5 Membership sector Ordinary Particulars Form Page 1/1 RSPO Annual Kesko Corporation Communications of Progress 2019 Retailer and/or Wholesaler 1. Operational Profile 1.1 Please state your main activity(ies) within the palm oil supply chain. Please select the option(s) that apply to you Wholesaler Retail Food service providers Own-brand Third-party brands Other: Other: 2. Palm Oil Use and Certification Progress 2.1 Please include details of all operations using palm oil, owned and/or managed by the member and/or all entities that belong to the group. This report covers Kesko´s grocery trade operations in Finland. It covers the grocery trades own brand products (Pirkka, K-Menu and Menu), both the Finnish production chain and the sourcing from other countries. 2.1.1 In which markets do you sell goods with palm oil and oil palm products? Finland 2.2 Total volume of all palm oil and oil palm products in the goods sold in the year: 2.2.1 Total volume of refined /crude palm oil in the goods sold in the year (tonnes) 1,025.00 2.2.2 Total volume -
Kesko Investor Presentation
Kesko investor presentation June 2017 K Group the Third Biggest Retail Operator in Northern Europe • K Group’s retail sales €13.2bn (pro forma 2016) • K Group formed by Kesko and 1,088 K-retailer entrepreneurs • Operations in nine countries • 45,000 trading sector professionals, over 30,000 in Finland • Significant social impact in Finland • Kesko shares listed on Nasdaq Helsinki with €4.5 bn market capitalisation and close to 42,000 shareholders (5/2017) 2 The Core of Kesko’s Strategy is Profitable Growth in Three Strategic Areas Grocery trade Building and technical trade Car trade Retail sales €6.7bn* Retail sales €5.6bn* Retail sales €0.9bn* 1,400 stores in Finland 700 stores in 9 countries VW, Audi, Seat, Porsche and MAN trucks #2 in the Finnish retail #1 in Northern Europe market #1 in Finland #1 in Finnish food service business *Pro forma 2016 3 Net Sales and Comparable Operating Profit by Division Net sales 2016 Comparable operating profit 2016 €849 million €29.5 million 8% 10% €4,100 million €10,180 €272.9 40% 52% €5,236 million €97.9 million 32% million million 58% €175.9 million Grocery trade Building and technical trade Car trade 4 Global Megatrends Identified to Effectively Anticipate and Respond to Future Challenges and Opportunities Global Digital Urbanization, Consumers' Corporate Climate economy revolution single person knowledge responsibility change - international households and power has and strong operators and ageing increased brands challenge local population companies 5 Growth Strategy Implementation is Progressing -
Review 2015 by the President and Ceo
REVIEW 2015 BY THE PRESIDENT AND CEO MIKKO HELANDER 4.4.2016 KESKO’S DIVISIONS Grocery trade Home improvement and speciality goods trade • Finland • Building and home improvement • Kespro trade • Russia • Furniture trade • Leisure goods trade • Agricultural and machinery trade Car trade • Import • Dealers 2 NET SALES €8.7 BILLION OPERATING PROFIT €244M Car trade Car trade €748m €26.1m 9% 10% €4,673m Grocery €63.6m €177.5m Grocery €3,250m 54% trade 24% 66% trade Home 37% Home improve- improve- ment and ment and speciality speciality goods trade goods trade Excl. non-recurring items 3 NET SALES €m 10000 9,460 9,686 9,315 8000 8,777 9,071 8,679 6000 4000 2000 0 1 2 3 4 5 6 4 OPERATING PROFIT EXCL. NON-RECURRING ITEMS €m 300 268 279 200 230 239 233 244 100 0 1 2 3 4 5 6 5 OPERATIONS TO BE FURTHER ENHANCED Expense ratio • The €50 million savings programme 18.4%18,4 % 18.2%18,2 % is progressing as planned 18.0%18,0 % 17.8%17,8 % • Enhancement of operations 17.6%17,6 % 17.4%17,4 % continues 17.2%17,2 % 17.0%17,0 % 16.8%16,8 % • The expense ratio is also improved 2010 2011 2012 2013 2014 2015 by increasing sales Kulusuhde,Expense ratio Kesko-konserni, Kesko Group ilman excl .Anttilaa Anttila 6 RETURN ON CAPITAL EMPLOYED EXCL. NON-RECURRING ITEMS % 16 12 14.0 13.1 11.7 8 9.0 9.8 9.9 4 0 1 2 3 4 5 6 7 EARNINGS PER SHARE AND DIVIDEND € 2.50 2.5 2.0 1.78 1.84 1.68 1.65 1.70 1.50 1.5 1.47 1.40 1.30 1.20 1.20 1.0 0.5 0.0 2010 2011 2012 2013 2014 2015 Earnings per share excl. -
Kesko Acquires Autocarrera Porsche Representation to the K-Group
Kesko Acquires AutoCarrera Porsche Representation to the K-Group • Porsche representation transfers to Kesko subsidiary VV-Auto • 2015 net sales €49 million • 2015 operating profit €3.3 million • Acquisition price €27 million • Outlets in Helsinki, Turku and Tampere • AutoCarrera is a family business whose owners include private persons, Four P&P Consulting Oy and Oy Olisystems Ab 2 Porsche as Part of Volkswagen Group • Porsche manufacturer, Porsche AG, is a Volkswagen Group subsidiary • Porsche’s global sales in 2015 were €21.5 billion, up 25% • Porsche is Volkswagen Group’s relatively most profitable brand – operating profit in 2015 was €3.4 billion 3 Kesko’s Growth Strategy • Growth of the grocery trade particularly in Finland • Growth of the building and technical trade and expansion in Europe • Growth of the car trade particularly in Finland • The best omni-channel customer experience of the trading sector • One unified Kesko, harvesting synergies 4 4 Strategy Implementation Is Progressing Acquisition of AutoCarrera Divestment of K-ruoka Acquisition of stores in Onninen Russia Acquisition of Suomen Kesko Senukai Lähikauppa arrangement in Real estate the Baltic Divestment arrangement countries of Anttila One unified 5 Car Trade Renewal Megatrends in Car Industry Car MaaS sharing, (Mobility Urbanization short-time as a leasing Service) Autono- Easy Digitalization mous access driving services Limitations Emissions in car and car Regulation usage taxation Environmental Electric Battery awareness cars technology 7 Volkswagen Group Strategy: ”Together 2025” “New Group strategy will clear the way for transforming one of the world’s best carmakers into one of the world’s leading providers of sustainable mobility.” (M. -
Sanoma Magazines
SanomaWSOY SanomaWSOY | ANNUAL REPORT ANNUAL REPORT 2004 ANNUAL REPORT 2004 The Report of the Board of Directors, detailed fi nancial statements, and associated material are published separately. Annual Report material can be ordered from Investor Relations & Group Communications via email (ir@sanomawsoy.fi ) or phone (+358 105 19 5062), and all information can be consulted at www.sanomawsoy.fi . SanomaWSOY Corporation, P.O.Box 1229, FI-00101 Helsinki, Finland. Tel. +358 105 1999, fax +358 105 19 5068, www.sanomawsoy.fi Lönnberg F.G. by: Printed Incognito Design: 552800_sw_ar_2004_kannet.indd2800_sw_ar_2004_kannet.indd 1 33.3.2005.3.2005 115:17:485:17:48 Contents 2 SanomaWSOY in brief 4 Mission, vision, values, objectives 6 Management review 8 Key fi gures 2004 10 Key events in 2004 12 Market development 14 Sanoma Magazines 20 Sanoma 24 WSOY 28 SWelcom 32 Rautakirja 36 Environment 38 Personnel 40 Corporate governance 44 Board of Directors 46 Management Group Financials 1 Key indicators 5 Board of Directors’ Report 12 Financial Statements 41 Shares and shareholders 48 Auditors’ report 49 IFRS reporting 50 Investing in SanomaWSOY SanomaWSOY » Contents 1 552800_Sanoma_VSK_FI_EN.indd2800_Sanoma_VSK_FI_EN.indd 1 77.3.2005.3.2005 112:16:512:16:51 SanomaWSOY Group • Chairman & CEO Jaakko Rauramo SanomaWSOY is the leading media group in the Nordic region operating • President & COO Hannu Syrjänen in 20 European countries. The Group comprises fi ve divisions. Sanoma • Net sales € 2 493.0 million Magazines is one of the fi ve largest magazine publishers in Europe, • Operating profi t € 239.5 million Sanoma is Finland’s leading newspaper publisher, WSOY is Finland’s largest book publisher and a signifi cant European educational publisher, SWelcom focuses on electronic media, and Rautakirja is the market leader in press distribution and specialized retailing. -
Fortum Corporation Interim Report January - June 2004
Fortum Corporation Interim Report January - June 2004 Fortum Corporation Interim Report January - June 2004 A very strong first six months for Fortum - operating profit hits EUR 1 billion The first half-year in brief • Operating profit EUR 1,005 million (+32%), excluding non-recurring items +22% • Earnings per share EUR 0.76 (+55%) • Net debt EUR 5,293 million (EUR -333 million since end of 2003), gearing decreased to 76% • Preparations to list the oil businesses continued Key figures II/04 II/03 I-II/04 I-II/03 2003 Last 12 months (LTM) Net sales, EUR million 2,830 2,435 5,653 6,028 11,392 11,017 Operating profit, EUR million 443 286 1,005 761 1,420 1,664 - excluding non-recurring items, EUR 379 272 908 743 1,360 1,525 million Profit before taxes, EUR million 376 216 863 626 1,184 1,421 Earnings per share, EUR 0.38 0.17 0.76 0.49 0.91 1.19 Shareholders’ equity per share, EUR 7.89 7.13 7.55 Capital employed 12,447 13,077 12,704 (at end of period), EUR million Interest-bearing net debt 5,293 4,502 5,626 (at end of period), EUR million *) Investments, EUR million 278 761 1,136 653 Net cash from operating activities, 1,043 1,060 1,577 EUR million Return on capital employed, % 16.1 12.1 11.4 13.3 Return on shareholders’ equity, % *) 19.4 11.9 12.3 14.7 Gearing, % *) 76 60 85 Average number of employees 13,097 13,272 13,343 Average number of shares, 1,000s 849,698 845,823 846,831 848,021 *) the figures for the full year 2003 and for January - June 2004 include the impact of the redemption of the preference shares worth EUR 1.2 billion issued by Fortum Capital Ltd During the first half of the year, Fortum´s financial performance improved significantly compared to the first half of 2003. -
Questions and President and CEO Mikko Helander's Answers
Questions and President and CEO Mikko Helander’s answers at Kesko's Q1/2015 media and analyst briefing on 28 April 2015 Rauli Juva of Nordea: The profit of your grocery trade fell quite a lot. Was it entirely related to your actions in pricing and the competitive situation, or was there something else in the background? Mikko Helander: Yes, the main reason is that the purchasing power of Finnish consumers has decreased over the last three years and the trend seems to continue in 2015. Consumers simply look for cheaper products and the consumption is therefore somewhat lower. But on the other hand, we must not forget that out customer flows have strengthened and we have seen it very important that in such a competitive situation, we can attract more customers to our stores and in that respect, we have succeeded very well. Another thing is that the perception that our stores are the better, high-quality food stores has strengthened further. We are confident that when these things develop in the direction they are now going we will achieve even better results in the future. Rauli Juva of Nordea: You said that stopping the decline of your grocery trade market share and turning the trend upward in Finland is one of your focus areas. Are your prepared to sacrifice profitability for that purpose? Mikko Helander: The decisive factor is the way in which the Finnish economy develops. And as I said, the first signs of a turnaround have been seen. My personal forecast is that the signs will become clearer during the latter half of this year and that in 2016, the operating environment will be somewhat better. -
Kesko's Annual Report 2018
KESKO'S ANNUAL REPORT 2018 1 WorldReginfo - 1528beb3-8e32-46d8-ad33-fede19c02fdf KESKO'S DIRECTION SUSTAINABILITY FINANCIALS CORPORATE GOVERNANCE KESKO'S YEAR 2018 Kesko’s Annual Report 2018 Kesko’s 2018 annual report describes the progress made in Kesko’s strategy, financial results and sustainability work, with comprehensive performance indicators. It depicts K Group’s impact on the society and our value creation, with perspectives from our stakeholders. Kesko’s direction Sustainability Financials Corporate governance This section describes Kesko and This section describes highlights This section contains the Report This section contains Kesko’s its divisions and the progress made in sustainability and the objectives by the Board of Directors and the Corporate Governance Statement in their strategy execution, as well and results of our responsibility Group's key performance indicators, and Remuneration Statement. as our financial targets, operating programme, and provides key the Financial Statements and the environment and value creation. corporate responsibility indicators in Auditor's Report for 2018. accordance with GRI standards. 2 WorldReginfo - 1528beb3-8e32-46d8-ad33-fede19c02fdf KESKO'S ANNUAL REPORT 2018 KESKO'S DIRECTION WorldReginfo - 1528beb3-8e32-46d8-ad33-fede19c02fdf KESKO'S DIRECTION SUSTAINABILITY FINANCIALS CORPORATE GOVERNANCE KESKO'S YEAR 2018 KESKO'S Kesko in brief 5 Value creation 13 Key indicators 6 Operating environment 14 DIRECTION Divisions in brief 7 Strategy 15 This section describes Kesko and its divisions and the Review by the President and CEO 8 Grocery trade 18 progress made in their strategy execution, as well as Kesko as an investment 11 Building and technical trade 20 our financial targets, operating environment and value creation. -
Global Powers of Retailing 2021 Contents
Global Powers of Retailing 2021 Contents Top 250 quick statistics 4 Global economic outlook 5 Top 10 highlights 8 Impact of COVID-19 on leading global retailers 13 Global Powers of Retailing Top 250 17 Geographic analysis 25 Product sector analysis 32 New entrants 36 Fastest 50 38 Study methodology and data sources 43 Endnotes 47 Contacts 49 Acknowledgments 49 Welcome to the 24th edition of Global Powers of Retailing. The report identifies the 250 largest retailers around the world based on publicly available data for FY2019 (fiscal years ended through 30 June 2020), and analyzes their performance across geographies and product sectors. It also provides a global economic outlook, looks at the 50 fastest-growing retailers, and highlights new entrants to the Top 250. Top 250 quick statistics, FY2019 Minimum retail US$4.85 US$19.4 revenue required to be trillion billion among Top 250 Aggregate Average size US$4.0 retail revenue of Top 250 of Top 250 (retail revenue) billion 5-year retail Composite 4.4% revenue growth net profit margin 4.3% Composite (CAGR Composite year-over-year retail FY2014-2019) 3.1% return on assets revenue growth 5.0% Top 250 retailers with foreign 22.2% 11.1 operations Share of Top 250 Average number aggregate retail revenue of countries where 64.8% from foreign companies have operations retail operations Source: Deloitte Touche Tohmatsu Limited. Global Powers of Retailing 2021. Analysis of financial performance and operations for fiscal years ended through 30 June 2020 using company annual reports, press releases, Supermarket News, Forbes America’s largest private companies and other sources. -
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Center for Food and Agricultural Business CAB CS 15.1 September 1, 2015 Online Food Shopping: Peapod Finds a Path “Mike, the evidence is clear: Nearly every single technical innovation—from PCs to digital music and mobile phones—has struggled at first with low sales for a long period of time before reaching an inflection point, then rising exponentially. E-commerce is following that principle. We are on the cusp of rapid acceleration.” Andrew Parkinson, founder and president of Peapod, the online grocery company, did not have to convince Mike Brennan, Peapod’s Chief Operating Officer, that Peapod was poised for growth. Grocery was the biggest category in retailing but had proved the most resistant to the advance of online shopping. Nevertheless, Parkinson and Brennan had worked side by side for 18 years to keep Peapod, the nation’s oldest online grocer, in the fore of technological innovation and consumer relevance. They had watched with a certain fascination as many hopeful online food startups had been launched to great fanfare, only soon to fail. If not always profitable in its early years, Peapod had stood the test of time. But despite the hefty investments made and industry-leading status, a new brand of competition was entering the online marketplace and the rules of the game were shifting rapidly. Peapod’s parent company, Royal Dutch Ahold, was one of the world’s largest supermarket companies with 2014 sales of $43.5 billion and more than 3,500 stores.1 Yet most of these stores were conventionally positioned and, in both its European home market and in the US, its historic market shares were being eroded by new competition.