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Innovative Diversity Annual Report2016 the Oetker Group the Oetker Group Divisions Key Indicators

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Innovative Diversity Annual Report2016 the Oetker Group the Oetker Group Divisions Key Indicators Annual Report 2016 of Dr. August Oetker KG Annual Report 2016 of Dr. Innovative Diversity Annual Report 2016 The Oetker Group The Oetker Group Divisions Key Indicators Under the Oetker Group umbrella, Dr. August Oetker KG has united more than 400 companies worldwide. Organized in six divisions, in addition to consumer goods the group companies also produce phosphate- based products, and are furthermore active in shipping, luxury hotels, information technology, and banking. Several additional companies complement the group’s broad, diversifi ed portfolio. 2014 2015 2016 %2 in % in % in % NET SALES BY DIVISION 1 (IN EUR MILLION) 10,646 100.0 11,949 100.0 11,704 100.0 – 2.1 Food 2,621 24.6 2,990 25.0 3,071 26.2 2.7 Beer and Nonalcoholic Beverages 1,840 17.3 1,878 15.7 1,901 16.2 1.2 Sparkling Wine, Wine and Spirits 498 4.7 501 4.2 502 4.3 0.2 Shipping 5,186 48.7 6,057 50.7 5,624 48.1 – 7.2 Food Shipping Other Interests 500 4.7 524 4.4 606 5.2 15.8 Dr. Oetker is the umbrella for branded product companies With its logistics network, the Hamburg Süd Group NET SALES BY REGION 1 in the areas of ambient food, frozen food, chilled connects all five continents. The group operates container (IN EUR MILLION) 10,646 100.0 11,949 100.0 11,704 100.0 – 2.1 food, and bulk consumers. The Martin Braun Group ships as well as bulkers and product tankers, and is one Germany 3,512 33.0 3,733 31.2 3,894 33.3 4.3 and Conditorei Coppenrath & Wiese also belong to of the ten largest container shipping lines in the world, as this division. well as one of the leading providers in the north-south Rest of the EU 2,523 23.7 2,764 23.1 2,663 22.8 – 3.6 trading routes. Rest of Europe 555 5.2 577 4.8 580 5.0 0.4 Rest of the world 4,057 38.1 4,875 40.8 4,567 39.0 – 6.3 INVESTMENTS (IN EUR MILLION) (without fi rst-time consolidations) 667 100.0 740 100.0 405 100.0 – 45.3 Food 132 19.7 153 20.7 182 45.1 19.1 Beer and Nonalcoholic Beverages 121 18.2 97 13.0 84 20.8 – 12.9 Beer and Nonalcoholic Beverages Other Interests Sparkling Wine, Wine and Spirits 16 2.3 15 2.1 14 3.4 – 11.6 With a total of 16 locations in Germany, the Radeberger Budenheim, the Oetker Collection, OEDIV Oetker Daten- Shipping 348 52.2 437 59.0 77 18.9 – 82.5 Group is Germany’s largest privately managed brewing und Informations verarbeitung, Handelsgesellschaft group. The core business of beer is complemented by Sparrenberg, and Roland Transport are bundled in the Other Interests 50 7.5 38 5.2 48 11.9 25.2 well-known nonalcoholic beverage brands such as Original Other Interests Division. EMPLOYEES (BY HEADCOUNT) 28,354 100.0 30,787 100.0 32,078 100.0 4.2 Selters, Bionade, and Pepsi. Food 12,790 45.1 14,478 47.0 15,368 47.9 6.1 Beer and Nonalcoholic Beverages 5,757 20.3 5,894 19.1 5,986 18.7 1.5 Sparkling Wine, Wine and Spirits 2,007 7.1 1,972 6.4 1,922 6.0 – 2.5 Shipping 5,360 18.9 5,960 19.4 6,300 19.6 5.7 Other Interests 2,440 8.6 2,482 8.1 2,503 7.8 0.8 1 The initial application of the German Accounting Directive Implementation Act (BilRUG) on January 1, 2016, resulted in the Sparkling Wine, Wine and Spirits Bank deduction of other directly sales-related taxes from sales revenue. For improved comparability, last year’s fi gures were adjusted accordingly for the excise taxes. The Henkell & Co. Group is represented by its own Bankhaus Lampe is one of the leading independent Divisions and table of contents companies in 20 countries, and exports to more than 100 private banks in Germany. Besides 12 branches in 2 Percentage change 2015/2016. nations worldwide. The group includes brands such as the Federal Republic, the bank has locations in London, All percentages relate to the exact sums, not the rounded totals. Henkell, Mionetto, Törley, Bohemia, and i heart WINES. New York, and Vienna. The Oetker Group Key Indicators 2014 2015 2016 %2 in % in % in % NET SALES BY DIVISION 1 (IN EUR MILLION) 10,646 100.0 11,949 100.0 11,704 100.0 – 2.1 Food 2,621 24.6 2,990 25.0 3,071 26.2 2.7 Beer and Nonalcoholic Beverages 1,840 17.3 1,878 15.7 1,901 16.2 1.2 Sparkling Wine, Wine and Spirits 498 4.7 501 4.2 502 4.3 0.2 Shipping 5,186 48.7 6,057 50.7 5,624 48.1 – 7.2 Other Interests 500 4.7 524 4.4 606 5.2 15.8 NET SALES BY REGION 1 (IN EUR MILLION) 10,646 100.0 11,949 100.0 11,704 100.0 – 2.1 Germany 3,512 33.0 3,733 31.2 3,894 33.3 4.3 Rest of the EU 2,523 23.7 2,764 23.1 2,663 22.8 – 3.6 Rest of Europe 555 5.2 577 4.8 580 5.0 0.4 Rest of the world 4,057 38.1 4,875 40.8 4,567 39.0 – 6.3 INVESTMENTS (IN EUR MILLION) (without fi rst-time consolidations) 667 100.0 740 100.0 405 100.0 – 45.3 Food 132 19.7 153 20.7 182 45.1 19.1 Beer and Nonalcoholic Beverages 121 18.2 97 13.0 84 20.8 – 12.9 Sparkling Wine, Wine and Spirits 16 2.3 15 2.1 14 3.4 – 11.6 Shipping 348 52.2 437 59.0 77 18.9 – 82.5 Other Interests 50 7.5 38 5.2 48 11.9 25.2 EMPLOYEES (BY HEADCOUNT) 28,354 100.0 30,787 100.0 32,078 100.0 4.2 Food 12,790 45.1 14,478 47.0 15,368 47.9 6.1 Beer and Nonalcoholic Beverages 5,757 20.3 5,894 19.1 5,986 18.7 1.5 Sparkling Wine, Wine and Spirits 2,007 7.1 1,972 6.4 1,922 6.0 – 2.5 Shipping 5,360 18.9 5,960 19.4 6,300 19.6 5.7 Other Interests 2,440 8.6 2,482 8.1 2,503 7.8 0.8 1 The initial application of the German Accounting Directive Implementation Act (BilRUG) on January 1, 2016, resulted in the deduction of other directly sales-related taxes from sales revenue. For improved comparability, last year’s fi gures were adjusted accordingly for the excise taxes. 2 Percentage change 2015/2016. All percentages relate to the exact sums, not the rounded totals. Contents 01 The Oetker Group Corporate Profile 30 Locations 44 History 46 Sustainability 48 02 Group Management Report Corporate Structure 54 Overview 54 Business Divisions 55 Management Structure 62 Group Management 64 Economic Framework 66 Business Development 70 Oetker Group 70 Food 72 Beer and Nonalcoholic Beverages 76 Sparkling Wine, Wine and Spirits 79 Shipping 82 Other Interests 85 Financial Position 90 Forecast Report 93 Opportunities and Risks Report 94 03 Consolidated Financial Statements Consolidated Balance Sheet 100 Consolidated Statement of Changes in Fixed Assets 102 Notes to the Consolidated Financial Statements 104 Report of the Auditors 111 All percentage fi gures in the 2016 annual report relate to the exact sums, not the rounded totals. Due to rounding, it is possible that individual fi gures (euro, %, etc.) may not add up exactly to the reported sum. The Oetker Group “ As in the past 125 years, we continue to recognize the sign of the times today. Innovation will arrive – and we will use it to our advantage, because it is an opportunity for our companies, one which we gladly embrace. Thus, in principle, not much has changed for us: We have always anticipated the future in our business activities. This will continue throughout the coming years. However: Everything will happen a bit faster than we have been used to so far.” Dr. Albert Christmann Ladies and Gentlemen, The global economy is facing exciting challenges, whether due to the increase in political populism, the continuing expansive monetary policy of many central banks, or the evolution of digitalization, which has taken hold in every area of human life, and which will redistribute the creation of industrial value. Experts today are already talking about the beginning of the fourth industrial revolution, which is characterized by two main traits: machine-to-machine communication (M2M) and the intelligent analysis of huge data volumes (Big Data). The goal is no longer only to provide customers with perfect products. There is an increasing expectation of relevant services related to good products, which should, ideally, be easily available anywhere and at any time. “Analog” business models are coming under pressure because new market players are entering existing markets rapidly and with exactly this type of relevant offer: Often, the new combination of familiar products on the basis of existing technologies is sufficient to introduce disruptive changes. The first Apple iPhone from ten years ago is a perfect example of this.
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