DOCSLIB.ORG

Kesko's Year 2007

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Kesko's Year 2007 Kesko’s year year Kesko’s www.kesko.fi 2007 Business ID 0109862-8 Business Kesko’s year 2007 WorldReginfo - 144ca99f-46a2-45b6-8eb4-4794b080e4d3 Design and layout: Incognito Photos: Kirsi Salovaara Milla Photos of Board Members: Rami Salle liked Kodin Ykkönen Printed by: Libris Oy because of Plussa offers sensible prices moving to study interior decoration trends WorldReginfo - 144ca99f-46a2-45b6-8eb4-4794b080e4d3 Year 2007 Divisions The Group Financial statements Further information 1 Contents Financial Further Year 2007 Divisions The Group statements information 2 Kesko in brief 10 Kesko Food 38 Vision, values and goals 70 Contents 143 Shares and share- 4 Year 2007 in brief 16 Rautakesko 40 Strategic emphases 71 Report by the Board of holders 6 Review by the President 21 VV-Auto 44 Individual customer Directors 150 Information for and CEO 24 Anttila approach -K-Plussa 81 Consolidated financial shareholders 8 Operating environment 27 Kesko Agro 46 Real estate operations statements (IFRS) 151 Information about 31 Other operating 48 Kesko is a good work- 85 Notes to the consolidat- Kesko for investors activities place ed financial statements 152 Contact information Konekesko 51 Competitive advantage 134 Parent’s financial 154 Glossary Intersport Finland from chain operations statements (FAS) Indoor Group and K-retailer Musta Pörssi entrepreneurship Kenkäkesko 52 Corporate responsibility Tähti Optikko in Kesko Kauko-Telko 57 Corporate Governance Statement 66 Board of Directors 68 Corporate Management Board WorldReginfo - 144ca99f-46a2-45b6-8eb4-4794b080e4d3 2 Kesko's year 2007 Kesko in brief Divisions Kesko Agro | Page 27 Kesko Agro operates the K-maatalous and Kesko Food | Page 10 Kesko Agro chains. The company purchases Kesko Food’s retail chains in Finland are and sells animal feed, chemicals and machin- K-citymarket, K-supermarket, K-market and ery to agricultural entrepreneurs and trades K-extra. Kesko Food manages K-food store in grain. Kesko Agro is active in Finland and chains and combines their purchasing power, in all the Baltic countries. Kesko is the leading provider of trading arranges efficient logistics, acquires store sector services and a highly valued sites and guarantees strong marketing and Other operating activities | Page 31 listed company. Through its stores, development support for K-food stores. K-food Konekesko is a service company specialised Kesko offers quality to the daily lives retailers are responsible for delivering the in the import and sale of earthwork and envi- customer promise in their K-stores. All K-food ronmental machinery, trucks and buses, and of consumers. Kesko has about 2,000 stores in Finland are run by K-retailer entre- recreational machinery. Konekesko also sells stores engaged in chain operations in preneurs. Kesko Food’s subsidiary Kespro Ltd forest machinery in the Baltic countries, the Nordic and Baltic countries, Russia offers delivery sales and wholesale services arranges the manufacture of and sells and Belarus. to HoReCa customers. Yamarin boats manufactured in Finland and exports them to other European countries, Rautakesko | Page 16 including Russia. Rautakesko is engaged in the building and home improvement trade through the Sports trade The K-Group’s sports store K-rauta, Rautia, Byggmakker and Senukai chains are Intersport, Budget Sport and Our core competence areas retail chains. Rautakesko operates in Finland, Kesport. ●● Development and management of store Sweden, Norway, the Baltic countries, Russia concepts and brands and Belarus. It manages and develops its Furniture and interior decoration trade ●● Development of store site network retail chains and B-to-B Service sales in its Indoor Group is a retailer of home furniture ●● International retail expertise operating area. Rautakesko is responsible and interior decoration items, which operates ●● Generating sourcing, logistics and sup- for the chains’ concepts, marketing, sourcing in Finland and its neighbouring countries. Its port services for cooperation partners and logistics services, store network and retail chains are Asko and Sotka. ●● Combining retailer entrepreneurship retailer resources. Working in cooperation and chain operations efficiently with its customers, Rautakesko enhances liv- Home technology trade The Musta Pörssi ●● Leveraging centralised resources and ing and aims to be the leading service pro- chain offers home technology products and economies of scale vider in the building and home improvement services. trade in its operating area. Shoe trade The K-Group’s specialist shoe VV-Auto | Page 21 stores are K-kenkä and Andiamo. VV-Auto imports Volkswagen, Audi and Seat passenger cars and Volkswagen commercial Tähti Optikko is a chain of optical stores in vehicles. VV-Auto is also engaged in car retail- Finland. ing and provides after-sales services. Kauko-Telko specialises in international Anttila | Page 24 technical trading in the Nordic countries, the Anttila is the leading home and speciality Baltic countries, Poland, China and Russia. goods retailer in Finland. Anttila serves its customers with two department store con- cepts – the Anttila department stores and the Kodin Ykkönen department stores for interior decoration and home goods – and with the NetAnttila concept focused on distance sales. NetAnttila provides products and services in Finland, Estonia and Latvia. Anttila’s custom- ers value, above all, diversified, up-to-date and low-priced selections, and good service. WorldReginfo - 144ca99f-46a2-45b6-8eb4-4794b080e4d3 Year 2007 Divisions The Group Financial statements Further information 3 having been to K-citymarket the Aaltonen’s recipe for choice was the best offers the broadest selection all under the same roof competitive prices WorldReginfo - 144ca99f-46a2-45b6-8eb4-4794b080e4d3 4 Kesko's year 2007 Year 2007 in brief Sales and profit increased Pirkka magazine revamped considerably The content and appearance of Pirkka, the Kesko’s sales and profit continued to increase K-Group’s customer loyalty magazine, were considerably in 2007. The strong development changed. The first new-look Pirkka magazine of operating profit excluding non-recurring was published in February and was well items continued for the sixth successive year. received by readers. According to the survey Kesko Food and Rautakesko increased their published by the National Media Research profit most. Particularly encouraging was the KMT in September, Pirkka has increased its growth in the sales of K-food stores. Rauta- readership by 60,000 to over 2.5 million read- kesko continued its successful expansion and ers and is the most widely read magazine in achieved strong growth particularly in inter- Finland. Kesko continued its strong national operations. performance in 2007 Investments in new store sites and the ●● Retail sales of the K-Group increased renovation of existing ones were are at a high Recognition for responsible by 9.7% to €11,575.6 million (incl. VAT). level in Finland. 27 new K-food stores were operating practices ●● The Kesko Group’s net sales increased opened, and several stores were refurbished Kesko continues to be one of the top compa- by 9.0% to €9,534 million. or expanded. Investments in the building and nies in the world judged by sustainability ●● Net sales in Finland increased by 6.0% home improvement sector mainly focused on indicators and was again included among to €7,357 million. the development of the international network, ’The Global 100 Most Sustainable Corpora- ●● Net sales outside Finland grew by 20.4% but stores were opened and improved in Fin- tions’ list published by the World Economic to €2,177 million, accounting for 22.8% land, too. Out of the 16 new building and Forum. Furthermore, Kesko was listed for the of the total net sales. home improvement stores opened during the fifth time in the Dow Jones sustainability ●● Operating profit excluding non-recurring year, eleven were outside Finland. The eighth index. In the review for 2007, Kesko’s environ- items increased by €45.3 million to €325.1 K-rauta outlet in St. Petersburg was opened in mental performance was evaluated to be the million. December. Major investments in store sites best in the retailing sector. ●● Kesko Food’s sales grew by 7.7%. will continue over the next few years. ●● Rautakesko’s strong internationalisation continued. Actions promoting a healthier ●● Earnings per share were €2.61 (€2.45). Corporate strategy was specified way of life ●● The market capitalisation of the company In spring, the Board of Directors revised the Kesko started a campaign to promote chil- was €3,692 million (€3,852 million) at the company’s financial targets and specified the dren’s and adolescents’ physical activity in end of the year. strategy. Due to the expanding international cooperation with the Young Finland Associa- ●● A dividend of €1.50 per share was distrib- operations and outlook for business develop- tion. Kesko promised to donate 0.25 cents to uted for the year 2006. The Board of Direc- ment, objectives for return on equity and support children’s and adolescents’ healthy tors proposes to the Annual General Meet- invested capital were raised. The company is way of life every time a customer uses a ing that €1.60 per share be distributed as preparing for sizable store site investments in K-Plussa card in a K-Group store. The total a dividend for 2007. the next few years in all the countries where it sum raised was about €500,000. operates. Strategic emphases include healthy, focused growth, the focus on sales and serv- ices to consumer-customers, and responsible Market capitalisation and cost-efficient operations. The company’s market capitalisation was €3.7 billion, showing a decrease of about €150 mil- lion compared with the end of 2006. The pro- K-Plussa is undergoing a reform portion of foreign owners of the B shares was Kesko and the K-retailers started a thorough about 50% at end of the year. reform of the K-Plussa customer loyalty pro- gramme. The choice of cards became more diversified and the benefits for loyal custom- ers increased.
Load more

Recommended publications
  • 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.
    [Show full text]
  • Kemira Annual Report 2008
    Annual Report 2008 Kemira focuses on water and fiber management chemistry, its goal is to be the best in its field. In 2008, Kemira recorded revenue of approximately EUR 2.8 billion and had a staff of 9,405. Kemira operates in 40 countries. Key Changes 2008 Contents We Changed Our Strategy Profile of Kemira We announced our new strategy in June 2008 according to Kemira in Brief which we will focus on the water and fiber management Year 2008 in Brief 1 chemistry. Phase one involves enhancing our profitability, improving our cash flows and strengthening our balance CEO’s Review 2 sheet. Phase two involves pursuing strong organic growth. Strategy 4 Segments We Plan to List Tikkurila Paper 8 We have announced our plan to list Tikkurila on the NASDAQ Water 10 OMX Helsinki Oy which is targeted to take place once market conditions permit. Oil & Mining 12 Tikkurila 14 We Renewed Our Structure Research & Development 16 In 2008, we reorganized our business structure to reflect our Supply Chain Management (SCM) 18 new strategy. Kemira’s water management related operations Corporate Responsibility 20 are now organized into three segments: Paper, Water, and Economic Responsibility 22 Oil & Mining. Tikkurila is responsible for Kemira’s paints and coatings business, and a new Board of Directors was Human Resources 24 appointed to Tikkurila at the beginning of 2009. Our structural Environmental Responsibility 28 reorganization also involved discontinuing the Kemira Corporate Governance Specialty business. Corporate Governance 32 Risk Management 38 We Launched a Savings Program In 2008, we launched a global savings program with the goal Board of Directors 40 of saving more than EUR 60 million in 2009–2010.
    [Show full text]
  • The Largest Nordic Manufacturing Companies
    A Service of Leibniz-Informationszentrum econstor Wirtschaft Leibniz Information Centre Make Your Publications Visible. zbw for Economics Oxelheim, Lars Working Paper The Largest Nordic Manufacturing Companies IUI Working Paper, No. 107 Provided in Cooperation with: Research Institute of Industrial Economics (IFN), Stockholm Suggested Citation: Oxelheim, Lars (1983) : The Largest Nordic Manufacturing Companies, IUI Working Paper, No. 107, The Research Institute of Industrial Economics (IUI), Stockholm This Version is available at: http://hdl.handle.net/10419/94693 Standard-Nutzungsbedingungen: Terms of use: Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Documents in EconStor may be saved and copied for your Zwecken und zum Privatgebrauch gespeichert und kopiert werden. personal and scholarly purposes. Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle You are not to copy documents for public or commercial Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich purposes, to exhibit the documents publicly, to make them machen, vertreiben oder anderweitig nutzen. publicly available on the internet, or to distribute or otherwise use the documents in public. Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, If the documents have been made available under an Open gelten abweichend von diesen Nutzungsbedingungen die in der dort Content Licence (especially Creative Commons Licences), you genannten Lizenz gewährten Nutzungsrechte. may exercise further usage rights as specified in the indicated licence. www.econstor.eu A list of Working Papers on the last pages No. 107 The Largest Nordic Manufacturing Companies by Lars Oxelheim This is a preliminary paper. It is intended for private circulation, and should not be quo ted or referred to in publications without permission of the authors.
    [Show full text]
  • 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
    [Show full text]
  • 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
    [Show full text]
  • ANNUAL REPORT 2018 Consists of Four Modules: Business Overview, GRI Disclosures, Corporate Governance Statement, and Financial Statements
    Report 2018 Adding to your everyday At Kemira, we use our chemistry to improve your everyday. It means making your packaging lighter and stronger, your paper towels softer, and your colors brighter. We make your drinking water safe, your wastewater clean, and by adding our chemistry, you get more out of energy resources. By adding our expertise, your everyday business runs smoother and more efficiently. You add a committed partner who innovates together with you and creates solutions for a profitable, sustainable future. Our job is to add value while adding peace of mind. We call it adding to your everyday. BUSINESS OVERVIEW GRI DISCLOSURES CORPORATE GOVERNANCE FINANCIAL STATEMENTS THE KEMIRA ANNUAL REPORT 2018 consists of four modules: Business Overview, GRI Disclosures, Corporate Governance Statement, and Financial Statements. This interactive PDF version of the Annual Report has been enhanced with a linked navigation to help you find the information you want more quickly. The table of contents, page references and URLs link to pages and sections within this document as well as to outside websites. Content BUSINESS OVERVIEW CORPORATE GOVERNANCE Key figures 2018 2 STATEMENT CEO review 4 Corporate Governance This is Kemira 6 Statement 2018 2 Global megatrends favor Kemira 8 Group Management 11 Our strategy 11 Remuneration statement 2018 14 Risks and opportunities 13 Pulp & Paper 16 Industry & Water 20 GRI DISCLOSURES FINANCIAL STATEMENTS Corporate responsibility Board of Directors' review 2 at Kemira 2 Group key figures 18 Our management
    [Show full text]
  • Strong Earnings Improvements for Apotek Hjärtat and Rimi Baltic
    Second quarter 2021 Strong earnings improvements for Apotek Hjärtat and Rimi Baltic • Apotek Hjärtat – strong earnings improvement and higher market share • Rimi Baltic – significantly stronger earnings and higher market share • ICA Sweden – stable quarter, higher online costs • ICA Bank – acquisition of Forex's customer portfolios completed • Group earnings and margin on same level as previous year • Covid-19 effects approximately SEK +30 million net (-60) Events after the end of the quarter • No significant events have taken place after the end of the quarter Key data Second quarter Jan-jun 12 months Full year 2021 2020 % 2021 2020 % Jul 2020 - 2020 Group, SEKm Jun 2021 Net sales 32,401 31,924 1.5 63,004 62,290 1.1 126,997 126,283 Operating profit before depreciation/amortisation (EBITDA) 2,836 2,774 2.2 5,467 5,399 1.3 11,209 11,141 Operating profit excluding items affecting comparability 1,446 1,452 -0.4 2,710 2,762 -1.9 5,779 5,831 Operating profit 1,466 1,454 0.8 2,756 2,763 -0.3 5,767 5,774 Operating margin excluding items affecting comparability, % 4.5 4.5 — 4.3 4.4 — 4.6 4.6 Profit before tax 1,365 1,338 2.0 2,557 2,521 1.4 5,344 5,308 Profit for the period 1,139 976 16.7 2,123 1,952 8.8 4,344 4,173 Cash flow from operating activities excluding ICA Bank 3,181 2,911 9.3 4,957 4,920 0.8 10,480 10,444 Return on capital employed, % — — — 9.2 9.0 — 9.2 9.2 Return on equity, % — — — 12.2 11.8 — 12.2 11.7 Earnings per share, SEK 5.64 4.83 16.8 10.49 9.66 8.6 21.48 20.65 ICA GRUPPEN INTERIM REPORT APRIL – JUNE 2021 Page 2 of 39 CEO's comments We had a good performance during the second quarter, where the strongly improved earnings for Apotek Hjärtat and Rimi Baltic are especially gratifying.
    [Show full text]
  • Rail Baltica Global Project Cost- Benefit Analysis Final Report
    Rail Baltica Global Project Cost- Benefit Analysis Final Report 30 April 2017 x Date Table of contents Table of contents ........................................................................................................................ 2 Version ...................................................................................................................................... 2 1. Terms and Abbreviations ...................................................................................................... 3 2. Introduction ........................................................................................................................ 5 2.1 EY work context ................................................................................................................ 5 2.2 Context of the CBA ............................................................................................................ 5 2.3 Key constraints and considerations of the analysis ................................................................ 6 3. Background and information about the project ....................................................................... 8 3.1 Project background and timeline ......................................................................................... 8 3.2 Brief description of the project ........................................................................................... 9 4. Methodology ....................................................................................................................
    [Show full text]
  • Growing a Strong Stable Operation in the Baltics Capital Markets Day, ICA Gruppen 10 December 2014
    Growing a strong stable operation in the Baltics Capital Markets Day, ICA Gruppen 10 December 2014 Edgar Sesemann, CEO Rimi Baltic SIA Rimi Baltic at a glance • Total regional market share: 15% (Nielsen: above 22%) • Number of stores: 243 (235 end 2013) Key figures 2013 Net sales 1,200 MEUR EBIT 35 MEUR Employees 8,200 (FTE) Market Position Stores Estonia #2 84 Latvia #1 113 Lithuania #4 46 ICA Gruppen CMD 141210 2 Strong profit and sales development Net sales EBIT1) & margin 1 400 40 4,0% MEUR MEUR +3.5% 35 3,5% 1 200 +2.9% +3.3% -6.4% 30 3,0% +6.8% 1 000 25 2,5% 20 2,0% 800 15 1,5% 600 10 1,0% 400 5 0,5% 0 0,0% 200 -5 -0,5% 0 -10 -1,0% 2009 2010 2011 2012 2013 2013 2014 2009 2010 2011 2012 2013 2013 2014 Jan-Sep Jan-Sep 1)EBIT & margin excluding non-recurring items ICA Gruppen CMD 141210 3 Strong sales growth in 2014 Rimi Baltic Group ICA Gruppen CMD 141210 4 Inflation is down to EU levels… Total inflation Inflation rate: food and alcoholic beverages % change y/y % change y/y 6 25 5 20 4 15 3 10 2 5 1 0 0 -1 -5 2011 2012 2012 2013 2014 2011 2012 2012 2013 2014 Estonia Latvia Lithuania Source: Nielsen ICA Gruppen CMD 141210 5 ..and GDP growth is stronger than EU average (% at constant prices) 12 9,9 10 9,3 8,3 7,6 6,7 6,9 8 6,5 6,6 5,9 5,7 5,9 5,7 5,2 5,2 6 4,8 5 4,8 5,1 4,4 4,4 4,6 3,9 4,1 3,8 3,8 3,6 3,6 3,4 3,5 3,7 3,5 3,6 3,3 3,1 3 3,1 4 2,8 2,8 2,5 2,2 2,1 2,2 2,2 1,3 2 0,9 0,8 1 0,7 0,3 0 -0,9 -2 -1,4 -4 -3 -4 -6 -6,2 -8 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2* 2010 2011 2012 2013 2014 Estonia Latvia Lithuania * First
    [Show full text]
  • 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
    [Show full text]
  • Annual R Eport 2005 Annual Report 2005
    Annual Report 2005 Annual Report Annual Report 2005 Contents Profi le of Kemira 1 Kemira in brief 1 2005 in brief 2 Vision, strategy, way of working 4 CEO’s review 6 Business areas 8 Pulp & Paper Chemicals 8 Kemwater 10 Performance Chemicals 12 Paints & Coatings 14 Business areas in fi gures 16 Personnel 18 Research and development 22 Social responsibility and the environment 24 Paints and social responsibility 24 Environmental report 28 Corporate Governance 37 Supervisory Board 37 Board of Directors 38 Management Boards 40 Further information 44 Major events 44 Glossary 46 Group companies 48 Map 50 Information for investors 52 Financial statements 53 Contents 53 Board of Directors’ review 54 Shares and shareholders 61 Defi nitions of key fi gures 64 Group key fi gures 2001−2005 65 Consolidated fi nancial statements 68 Notes to consolidated fi nancial statements 72 Parent company fi nancial statements and notes 105 Board proposal for the distribution of profi ts 113 Auditors’ report 114 Quarterly earnings trend 115 Kemira is a chemical group that is made up of four business areas: pulp and paper chemicals, water treatment chemicals, performance chemicals and paints. Kemira is seeking to be a global group of leading chemical businesses with unique competitive position and a high degree of mutual synergy. In 2005, Kemira had revenue of EUR 1,994.4 million and posted operating profit of EUR 165.5 million. Earnings per share were EUR 0.73 and the return on capital employed was 9.9%. At the end of the year, the company had a payroll of 7,670 employees.
    [Show full text]
  • Roadshow London 6 March 2019
    Roadshow London 6 March 2019 1 6.3.2019 Tokmanni Roadshow London Tokmanni today #1 1 million 188 870 MEUR 3,600 General Customer visits Stores in Revenue 2018 Employees discount retailer per week Finland in Finland +9,3% growth 2 6.3.2019 Tokmanni Roadshow London 2018 - year of a positive turnaround • Strengthening Tokmanni strategy • Renewing management and organization • Improving customer confidence • All Tokmanni's employees involved in building customer confidence • Implementing a strong investment plan in store network, online business and store concept renewals • Increasing imports from Far East 3 6.3.2019 Tokmanni Roadshow London Tokmanni’s customer base, family households being slightly overemphasized Whole population Tokmanni’s customers 43% 40% 17% 16% 17% 16% 13% 12% 7% 7% 5% 6% Family households Adult households Pensioners Adult singles Young singles Young couples 4 6.3.2019 Tokmanni Roadshow London Note: Tokmanni’s customers = Customers that frequently visit Tokmanni Sources: TNS Mind 2018 Smart shoppers are overemphasized and price insensitives underemphasized in Tokmanni’s customers Whole population Tokmanni’s customers Smart shoppers 57% Compares always prices and buys the biggest part on discount or on sale Sale and discount addicts 45% Buys the biggest part on discount or on sales but doesn’t actively compare prices Price insensitives 33% Does not often compare prices and sale 31% or discounts are not motivators Price comparers Compares always prices but sale or 18% discounts are not motivators 9% 4% 3% Smart shoppers
    [Show full text]