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ANNUAL REPORT 2007 Financial Highlights Financial Highlights ANNUAL REPORT Arla Foods is committed to fulfilling the needs and wishes of consumers. This enables us to maximise value in the market and pay our owners 2007 the highest possible price for their milk. FINANCIAL HIGHLIGHTS Financial highlights Group DKK million 01.01.2007 2006-01-01 01.10.20051) 01.10.2004 01.10.2003 31.12.2007 2006-31-12 31.12.2005 30.09.2005 30.09.2004 Profit Revenue 47,742 45,491 11,487 46,351 47,263 Outside DK/SE 29,339 27,393 6,955 27,784 28,137 % outside DK/SE 61% 60% 61% 60% 60% Operating profit 1,520 1,161 113 1,459 1,193 Net financial items –562 –409 –124 –573 –423 Profit for the year 938 933 30 755 1,019 Supplementary payments 503 336 75 369 586 Consolidation Reconsolidation acc. to the articles of association 121 122 0 247 123 Change in policy 0 91 –45 –46 – Delivery-based owner certificates 174 184 0 185 – Strategy fund 140 200 – – – Other consolidation 0 0 0 0 310 Financing Total assets 30,725 26,611 27,057 26,336 26,043 Fixed assets 17,473 15,762 15,682 15,593 15,441 Investments in property, plant and equipment 1,895 1,792 599 2,499 2,981 Equity 8,145 7,971 7,411 7,435 7,361 Equity ratios (%) Equity 27% 30% 27% 28% 28% Equity + subordinate bond loan 30% 34% 31% 32% 32% Inflow of raw milk Total million kg. weighed in in the group 8,360 8,592 2,063 8,415 8,512 Members in DK 3,976 4,047 970 4,058 4,053 Members in SE 1,957 2,067 499 2,114 2,141 Others 2,427 2,478 594 2,243 2,318 Number of members In DK 4,170 4,591 4,987 5,197 5,877 In SE 4,352 4,817 5,288 5,360 5,728 Total 8,522 9,408 10,275 10,557 11,605 Employees Average number of full-time employees 16 559 17 933 19 356 20 076 20 855 1) As from 2006, the financial year was changed to follow the calendar year, the period 1 October – 31 December 2005 being the transitional period. The financial highlights for this financial year therefore only comprise three months. Revenue Revenue In per cent by product category In per cent by market Fresh products 42.5% Rest of the world 1.6% Sweden 20.6% Asia 3.3% Cheese 25.9% USA 5.0% Denmark 18.0% Butter and spreads 12.5% Middle East 4.0% Rest of Europe 1.1% Powder products 12.5% Other EU countries 17.7% UK 28.7% Other products 6.6% The following is a translation of a Danish original document. The original Danish text shall be the governing text for all purposes and in case of any discrepancy the Danish wording shall be applicable. The co-operative company Contents Arla Foods amba OWnership 2 THE CHAIRMAN’S REPORT Arla Foods is one of the international 4 The CEO’S report dairy industry’s key players. This is largely 8 ARLA FooDS on the WorLD map owing to the merger between visionary and committed Danish and Swedish milk producers in 2000. At the start of 2008, a total of 8,522 Danish and Swedish co- 10 THE FARM operative members own the co-operative, While the number of farms is declining, they are producing more milk, Arla Foods amba. both conventional and organic. The Arlagården quality programme is a major factor in guaranteeing quality. Our dairy farmers benefited from Democracy an increase in the milk price of almost 40 per cent. This chapter takes a The co-operative members supply Arla closer look at the key environmental factors on the farm. Foods’ most important raw material, cows’ milk, on a daily basis. They also elect members of the Supervisory Board 14 THE MILK and Arla Foods’ supreme body, the Board of Representatives. Competition for milk became tougher and world market prices increased. Milk as a raw material has become an international CO-operative concept commodity. Production is becoming less regulated and quotas are Both the founding companies – the Swed- being phased out. The way we collect our milk from the farms impacts ish Arla and the Danish MD Foods – are on the climate – and we can do something about it. rooted in the co-operative movement which dates back more than a century. At that time, farmers joined together to 18 PROCESSING produce and sell dairy products in the best The raw milk is processed at the dairies. During the year, we acquired and least expensive way. Although today, the remaining shares in the British Arla Foods UK and took a 30 per Arla Foods is a global company, the cent stake in the Finnish Ingman Foods. We achieved growth in China original concept still applies today. and Argentina. We also continued developing new and exciting products – with due respect for social, economic and environmental sustainability. Our mission Arla Foods’ mission is to provide modern consumers with milk-based products that create inspiration, confidence and 24 THE CUSTOMER well-being. Through close partnerships with our customers, we offer consumers healthy and inspiring products. Apetina, Cultura and Lurpak are some GLobaL company of the brands that both create and follow the trend in our markets. Our Arla Foods has sales offices in 27 customers are also our partners in the battle for the environment. countries and production in 12: Denmark, Sweden, UK, Finland, USA, Canada, Argentina, Brazil, Poland, Germany, Saudi Arabia and China. The company’s dairy 30 THE CONSUMER products are exported across the globe Inspiration, confidence and well-being. These are the most important and many of the products are sold under components in what we offer our consumers through consumer contact, well-known brand names. research, the sheer joy of food and knowledge – knowledge about every- thing from organic products to recipes, useful bacteria and packaging. Environment anD CLimate Food production and transport inevitably 35 ACCOUNTS impact on the environment. Arla Foods’ 58 GROUP CHART ambition is to minimise emissions and 60 SUPERVISORY BOARD continually improve its environmental efforts throughout the production chain 62 EXECUTIVE MANAGEMENT GROUP in order to contribute to organically 63 INDEX sustainable development. 64 ARLA FooDS' HOME MARKETS 1 Arla Foods’ Chairman on a year that was the first in a new chapter of the history of milk 2007 was characterised by expansion in growth markets, innovation within the organisation as well as in our relations with our co-operative members and milk producers, and a strong commitment to making the value chain more efficient. By far the most exciting events, however, were the huge changes to the structure of the dairy industry and the almost 40 per cent increase in the milk price. These extraordinary events also presented significant demands as well as interesting challenges. IT IS NOT QUITE A YEAR since I to ensure that our company can han- became Chairman of the Supervisory dle the challenges. At the same time, Board. But these past months have been the changes have created a particularly more fascinating and instructive than I advantageous situation for co-operative had dared to hope. The start of the year members. was characterised by a continuing focus on efficiency and on the strategy aimed Open to new suppliers at processing milk in current and new The competition for milk means that markets with strong growth potential. we must find new ways of committing Among the year’s most significant suppliers to Arla Foods outside Sweden events was the acquisition of a share and Denmark. It is imperative that we in Ingman Foods in Finland and the exercise a high degree of control over remaining shares in Arla Foods UK as the entire value chain as traceability is well as stronger focus on certain growth an additional key value for both cus- Arla Foods’ commitment to environment and climate change issues will strengthen the markets such as China and Russia. tomers and consumers. In the UK, we company. Midway through the year, however, have begun a dialogue with our milk conditions for milk production under- supplier association, Arla Foods Milk The structural changes continue and went rapid change as, for the first time Partnership, with the aim of finding a we currently have fewer co-operative in 15 years, we saw a global shortage solution to the co-ownership of our UK members than before although fewer of milk. Everything we had taken for company in 2008. It will be very in- but bigger farms are producing more. granted changed. There is now an on- teresting to map out a common course However, as demand in our markets is going battle for milk - a battle that we with our British colleagues and I hope rising, there is considerable potential are confident of winning. In 2007, we that the solution will form the basis for for recruiting more co-operative mem- began to address the changes necessary similar dialogues in other markets. bers. We have strong brands which are in great demand, and we are active within a sector with a future. While the tremen- dous price development that took place in the second half of the year was a nec- essary adjustment, we must, however, be ready to change the conditions for those supplying milk to Arla Foods. 2007 saw the start of a process that will unveil the type of company Arla Foods will be, how we can best serve our milk producers and how to recruit new milk suppliers.
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