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Tel: +33 (0)4 72 18 18 18 www.groupeseb.com IN TRO D UCT ION 1-7 GROUPE SEB – BUSINESS AND SUSTAIN ABLE DEVELOPMENT REPORT 2010 Les 4 M – chemin du Petit Bois – BP 172 69134 Écully Cedex France +33(0)1 56 88 11 11 - Photos: Photothèque Groupe SEB / Philippe Schuller ; Michel Mouteaux ; Cyril Coussat ; Eduardo Marino - Gamma.Eyedea - gettyimages EschCollection, Yury Kuzmin, Andrea Pistolesi, Siri Stafford - GraphicObsession AAGAMIA, Bader-Butowski, Mike Kemp - DR. Translation: Patrick Duffy. Groupe SEB Contents BEYOND LIMITS GRO U PE SEB IN F IG URES 8-21 O PERAT IO N S EXP ERT ISE SUSTAIN AB LE D EVELO PM EN T 22-49 50-65 66-83 A WORLD LEADING GROUP IN SMALL DOMESTIC EQUIPMENT BUSINESS AN D SUSTAINABLE D EVELOPMENT REPORT 2010 Sales € 3,652 million +15% Operations in almost countries 23,000employees 150 Net income € million 220 60 marketing companies +51% 24 production sites at 31 December 2010 Tel: +33 (0)4 72 18 18 18 www.groupeseb.com IN TRO D UCT ION 1-7 GROUPE SEB – BUSINESS AND SUSTAIN ABLE DEVELOPMENT REPORT 2010 Les 4 M – chemin du Petit Bois – BP 172 69134 Écully Cedex France +33(0)1 56 88 11 11 - Photos: Photothèque Groupe SEB / Philippe Schuller ; Michel Mouteaux ; Cyril Coussat ; Eduardo Marino - Gamma.Eyedea - gettyimages EschCollection, Yury Kuzmin, Andrea Pistolesi, Siri Stafford - GraphicObsession AAGAMIA, Bader-Butowski, Mike Kemp - DR. Translation: Patrick Duffy. Groupe SEB Contents BEYOND LIMITS GRO U PE SEB IN F IG URES 8-21 O PERAT IO N S EXP ERT ISE SUSTAIN AB LE D EVELO PM EN T 22-49 50-65 66-83 A WORLD LEADING GROUP IN SMALL DOMESTIC EQUIPMENT BUSINESS AN D SUSTAINABLE D EVELOPMENT REPORT 2010 Sales € 3,652 million +15% Operations in almost countries 23,000employees 150 Net income € million 220 60 marketing companies +51% 24 production sites at 31 December 2010 BUSINESS AND SUSTAINABLE DEVELOPMENT REPORT 2010 MORE THAN WORDS, LONG-TERM FOCUS OUR STRENGTHS ACKNOWLEDGMENTS 43.7% The Group’s key strengths provide a solid basis for all its endeavours, allowing it to go beyond limits and achieve well-dened strategic goals. This document was produced by the Financial Communications department in cooperation with the Sustainable Development department. It is the fruit of the efforts of many members of Group staff and stakeholders whom we would like to thank for their contribution. Our stable investor base ( are Group family shareholders) allows us to look beyond cyclical swings with a strategy oriented to the future. We would like to thank in particular: BALANCED A SPREAD • Stakeholders and those interviewed: of global sales. Expansion in emerging markets, which now account for of our revenues, gives driving force to our growth. 44% COMMITMENT to corporate responsibility. We aim for both the economic and sustainable development of our company, while being attentive to the wellbeing of humanity and our planet. Our products are more than potentially recyclable. 70% SOLID financial fundamentals. A very low level of debt, at of equity, and a healthy balance sheet, give the Group a comfortable margin of financial manoeuvre. 9% The Group’s history is dotted with landmark innovations: the pressure cooker, nonstick pans, multi-function food processors…and still today, the Nutricook, the minimal-oil Actifry, the AutoClean iron with its self-cleaning soleplate, or the low-noise Silence Force vacuum cleaner. More than new products and models launched each year. 200 A CULTURE OF INNOVATION • Gabriele Rizzoli, a Rowenta Intensium vacuum-cleaner user in Italy. • Carlos Muñoz, Sales Manager, Industrias Electroquímicas, Groupe SEB supplier based in Bogotá, Colombia. • Yvonne Matuturu, Head of the UNESCO Social and Human Sciences programme in Bujumbura, Burundi. • Ryadh Sallem, President of the CAPSAAA association. • Jacques-Etienne de T’Serclaes, Founder-President of l’Agence du Don en Nature. • Stéphane Gautrais, Managing Director of DSV Air & Sea, France. BRAND CAPITAL 20 An outstanding portfolio of famous iconic brands, with complementary appeal that gives greater coherence and added value to our product offer. The number of pages in this report has been reduced to limit the consumption of paper. Certain information, particularly relating to sustainable development, has been summarized (complete information is available on our website). This report is printed on chlorine-free recycled paper. The printer is environmentally certied by (environment protection charter). ETHICAL GROWTH A DYNAMIC fuelled by a balanced combination of organic growth and acquisitions: sales multiplied by between 2000 and 2010; acquisitions or takeovers in 10 years. 7 2 VALUES inherited from the Group’s founders. Shared by all, these values are another key to our success: spirit of enterprise, a passion for innovation, professionalism, corporate team spirit and respect for the individual. For further information consult our website www.groupeseb.com BUSINESS AND SUSTAINABLE DEVELOPMENT REPORT 2010 MORE THAN WORDS, LONG-TERM FOCUS OUR STRENGTHS ACKNOWLEDGMENTS 43.7% The Group’s key strengths provide a solid basis for all its endeavours, allowing it to go beyond limits and achieve well-dened strategic goals. This document was produced by the Financial Communications department in cooperation with the Sustainable Development department. It is the fruit of the efforts of many members of Group staff and stakeholders whom we would like to thank for their contribution. Our stable investor base ( are Group family shareholders) allows us to look beyond cyclical swings with a strategy oriented to the future. We would like to thank in particular: BALANCED A SPREAD • Stakeholders and those interviewed: of global sales. Expansion in emerging markets, which now account for of our revenues, gives driving force to our growth. 44% COMMITMENT to corporate responsibility. We aim for both the economic and sustainable development of our company, while being attentive to the wellbeing of humanity and our planet. Our products are more than potentially recyclable. 70% SOLID financial fundamentals. A very low level of debt, at of equity, and a healthy balance sheet, give the Group a comfortable margin of financial manoeuvre. 9% The Group’s history is dotted with landmark innovations: the pressure cooker, nonstick pans, multi-function food processors…and still today, the Nutricook, the minimal-oil Actifry, the AutoClean iron with its self-cleaning soleplate, or the low-noise Silence Force vacuum cleaner. More than new products and models launched each year. 200 A CULTURE OF INNOVATION • Gabriele Rizzoli, a Rowenta Intensium vacuum-cleaner user in Italy. • Carlos Muñoz, Sales Manager, Industrias Electroquímicas, Groupe SEB supplier based in Bogotá, Colombia. • Yvonne Matuturu, Head of the UNESCO Social and Human Sciences programme in Bujumbura, Burundi. • Ryadh Sallem, President of the CAPSAAA association. • Jacques-Etienne de T’Serclaes, Founder-President of l’Agence du Don en Nature. • Stéphane Gautrais, Managing Director of DSV Air & Sea, France. BRAND CAPITAL 20 An outstanding portfolio of famous iconic brands, with complementary appeal that gives greater coherence and added value to our product offer. The number of pages in this report has been reduced to limit the consumption of paper. Certain information, particularly relating to sustainable development, has been summarized (complete information is available on our website). This report is printed on chlorine-free recycled paper. The printer is environmentally certied by (environment protection charter). ETHICAL GROWTH A DYNAMIC fuelled by a balanced combination of organic growth and acquisitions: sales multiplied by between 2000 and 2010; acquisitions or takeovers in 10 years. 7 2 VALUES inherited from the Group’s founders. Shared by all, these values are another key to our success: spirit of enterprise, a passion for innovation, professionalism, corporate team spirit and respect for the individual. For further information consult our website www.groupeseb.com 1 Chairman’s message A BUSINESS MODEL BASED ON PROFITABLE GROWTH Our business model is, first and foremost, focused on achieving growth through innovation, continued global expansion, powerful brands and diversified distribution. It also relies on our ability to be competitive, which springs from our industrial strategy and strict management of invested capital and costs, with a constant eye on the goal of financial stability. 2010: A RECORD PERFORMANCE After a decade of exploits and steady progress, which saw our sales double and our operating margin rise uninterruptedly to almost triple its level over the period, Groupe SEB put in a record performance in 2010. This achievement was built on the sound fundamentals that form the bedrock of our enterprise, underpinned by a stable shareholder base favourable to a long-term outlook, and by the founding values that we put to work each day to meet our obligations to all our stakeholders. The Group’s performance in 2010 was also thanks to the dynamism of our business model and our resolutely long-term strategy. To ensure growth, we use innovation – a mainstay of our strategy and a motive force behind our development. Indeed, innovation is built into our genes. The Group’s history is dotted with market triumphs, innovative breakthroughs, clever ideas and novel solutions that offer benefits to consumers and create value. Two recent examples are the minimal-oil Actifry and the Silence Force low-noise vacuum cleaner. Our international expansion, pursued over the last 40 years, has given us the most far-reaching global presence in our industry today, with number 1 positions in many countries. Our comprehensive product offer, spanning most market segments, is built around a large portfolio of powerful brands with high-profile regional or global impact. selling through all distribution channels, both modern and traditional, gives us access to a broad spectrum of consumers. The coordinated deployment of all these vectors of growth can only continue to add to the status of Groupe SEB as a global benchmark in the small Domestic equipment sector. To ensure profitability, the Group’s competitive performance relies on its industrial strategy, based on the expertise of our working teams, unique industrial processes, constant adaptation of our manufacturing base, and a balanced geographic spread of production between mature and emerging markets. Keys to boosting profitability include rigorous management of our plant investment and of the working capital requirement, and strict control of costs. BUSINESS AND SUSTAINABLE DEVELOPMENT REPORT 2010 our mission is To ConTinue invenTing Tomorrow’s worlD anD pave The way for progress... THE ONLY LIMIT TO INNOVATION IS IMAGINATION GOING BEYOND FRONTIERS Our industry and our products are central to the daily lives of consumers around the globe. Our mission is to continue inventing tomorrow’s world and pave the way for progress through cutting-edge concepts and new functional features that improve the quality of day-to-day life. To do this, we must anticipate desires to make innovation relevant by being alert to fast-changing consumer habits, and to growing demands for products attentive to human health, the environment and specific local needs. The Group’s aim is not to impose standardized products across all markets, but to offer an adapted response to the needs and desires of consumers, wherever they may be. Indeed, despite a growing trend to similitude and the crossbreeding of cultures, regional food habits persist: we need efficient soya milk extractors for China, compact storable electric kettles and pressure cookers for Japan, appliances for healthy and tasty cooking in Europe, and mini spice-grinders for the Middle East. For Groupe SEB, the diversity of these needs is an enticement to enrich and expand its product offer, while seizing new opportunities for growth. in these circumstances, there is no limit to innovation. The desire to reach out to consumers around the world is what motivates our global expansion strategy. Today, this has given the Group a balanced spread of business between mature markets (56% of sales) and emerging markets (44% of sales), which require different marketing approaches. S ALES GROW TH IN EMERGING M ARK ETS: +18% in 2010 in developed markets, where demand is driven mainly by product renewal and moving up-range, a rise of 4% in sales in 2010 reveals the growth potential of these markets, which are today strongly drawn by innovation. Hence, the Group’s strategy of launching lots of new products and models each year to stimulate sales and add fresh interest to product displays in retail stores. This demand will also be met in 2010 with the re-launch of the Moulinex brand in the nine European countries ruled out by the European Commission in 2002 – which offers a bright prospect for the Group, as it re-gains a foothold in these markets where the Moulinex brand still enjoys a strong reputation. in emerging markets, driven by demand for first-time equipment, the Group recorded 18% growth in sales in 2010, thanks in particular to robust trading in China, revived demand in Brazil and a marked recovery in Russia, Ukraine and Turkey. Continued development in these rapid-growth markets, which today represent more than three-quarters of the world's population, offers an excellent springboard for future sales and a unique opportunity to broaden our global consumer audience. As in the past, we will continue to combine organic growth and tactical or strategic acquisitions to make advances and exploit the high potential of these markets. Promising signs are already seen in the strong progress of Supor in China in 2010, and in the acquisition of Colombia’s Imusa in February 2011. In addition to extra business in the Colombian market, this takeover brings new opportunities for the Group both in Central America and among the Hispanic community in the United States. CHAIRMAN’S MESSAGE CO RPORATE OPERAT ING MARGIN: +23% in 2010 CORPORATE RESPONSIBILITY AND THE BALANCE OF STAKEHOLDER INTERESTS While the progress of Groupe SEB is indeed measured by market share gains and regular improvement in its financial performance, its corporate project is not limited to financial goals, but is also concerned with the need to respect the balance of interests involved in environmental, social and ethical issues. In keeping with the corporate values that inspire the Group, we pay special attention to sustainable development at every stage in the life of our products. Constantly aware of the need to respect natural ecological principles, we strive at the design stage to ensure optimum recyclability, at the production stage to reduce energy consumption, and in the supply chain to limit the impact of transport on the environment. CONFIDENCE FOR 2011 Encouraged by the dynamic performance of 2010, and backed by the professionalism, talent and resolute commitment of all our employees, we can look forward to 2011 and the coming decade with confidence and ambition. We will take full advantage of our strong global positions to get the best out of all our assets, and to ensure the continued growth of our business. In this context of widely fluctuating currencies and the still-rising cost of raw materials, the Group’s active pricing strategy, strict control of overheads and an adapted product mix, will be used as combined levers to spur sales growth and ensure further rises in the value of our operating margin and continued generation of cash flow. Clearly, we must take account of tragic events like those that occurred in Japan in recent weeks, as well as the consequences of socio-political unrest in a number of countries since the beginning of the year. Our thoughts are primarily for the people affected by those tragedies. In the area of human resources, we provide for the Group’s strong expansion by actively collaborating with French universities and Grandes Ecoles to attract graduates at every level of the company. We also work to promote youth employment through apprenticeship, day-release and internship schemes. Meanwhile, the Group continues to closely associate its employees with the company’s results through, for example, bonus and profit sharing schemes in France. The announced plan to raise our stake in Supor’s capital by a further 20% (subject to obtaining the required approval) is intended to consolidate the long-term investment we made in China in 2007 and thus ensure the continued growth of supor with the backing of a solid and stable shareholder base. We are also committed to promoting social integration. This is a particular concern of the Groupe SEB Foundation, which is focused on three action areas: return to employment, housing, and education & training. It funded more than 45 projects in 2010. Our Foundation has also provided humanitarian aid at times of natural disaster – events which, unhappily, have been on the increase in recent years, for example, in China, Haiti, and, more recently, Japan. Overall, our business model which is focused on profitable growth has helped us to steer safely through structural crises and fluctuating markets, thanks to our ability to adapt as needed, while keeping our sights firmly set on the future. We have never sacrificed our long-term goals to short-term expedient. We will continue to combine these two perspectives, as we respond to market realities and changing trends, and go on consolidating our global leadership. By contributing in this way to resolving some of the world’s major environmental and social issues, the Group demonstrates its willingness to fully participate in the society in which it operates. Thierry de la Tour d’artaise Chairman and Chief Executive Officer 2-3 BUSINESS AND SUSTAINABLE DEVELOPMENT REPORT 2010 BOARD Of DIRECTORS 7 MEETINGS IN 2010 WITH 90% ATTENDANCE CLEAR OPERATING PRINCIPLES Representative of all the shareholders, the Board of Directors determines Group strategy and makes decisions about Group management structures and takeovers. It also carries out any audits or verifications, as appropriate. The Board of Directors comprises 15 members elected for four years, with terms of office renewed on a rotating basis. Four of these are independent Directors, in compliance with AFEP-MEDEF corporate governance rules. It operates specialist sub-committees to assist it in specific areas. Each committee reports to the Board on the results of its studies and preparatory work in its specialist area. 1 - TRISTAN BOITEUX Member of the Founder group, member of FÉDÉRACTIVE, aged 48. 102,625 shares held (of which 99,610 bare-owner shares). 1 2 3 4 5 6 2 - DAMARYS BRAIDA Member of the Founder group, member of VENELLE INVESTISSEMENT, aged 43. 187,194 shares held (of which 173,243 bare-owner shares). 3 - NORBERT DENTRESSANGLE Independent Director, aged 56. 4,950 shares held. 4 - FÉDÉRACTIVE Shareholder investment company, represented by its Chairman, Pascal Girardot, aged 55. Member of the Founder group. 10,225,760 shares held (of which 10,225,757 usufruct shares). THIERRY DE LA TOUR D’ARTAISE Member of the Founder group, aged 56. 5 - HUBERT FÈVRE* Chairman and Chief Executive Member of the Founder group, Officer of SEB SA. member of FÉDÉRACTIVE, aged 46. 119,479 shares held. 543,280 shares held (of which 533,380 bare-owner shares). 6 - FFP – SOCIÉTÉ FONCIÈRE, FINANCIÈRE ET DE PARTICIPATIONS A holding company listed on the Paris stock exchange and majority-held by the Peugeot family group, represented by Christian Peugeot, aged 57. 2,521,522 shares held. 7 7 - JACQUES GAIRARD* Member of the Founder group, member of VENELLE INVESTISSEMENT, aged 71. Chairman and Chief Executive Officer of SEB SA from 1990 to 2000. 100,650 shares held. GOVERNANCE ACTIVE COMMITTEES THE AUDIT COMMITTEE informs the Board on the identification, evaluation and handling of the main risks to which the Group is exposed. In particular, it ensures the suitability of the methods used for drawing up the accounts, advises and makes recommendations to the Board as relevant, and participates in the appointment of statutory auditors. It met four times in 2010, with 82% attendance. 4 MEMBERS: Philippe Lenain, Chairman, Norbert Dentressangle, Hubert Fèvre representing FÉDÉRACTIVE, and Jérôme Wittlin representing VENELLE INVESTISSEMENT. THE NOMINATIONS AND REMUNERATION COMMITTEE reports to the Board on its work, makes recommendations on the composition of the Board, the terms of office of members and the organization and structure of the Group. It also makes proposals to the Board on policy for the remuneration of company officers, and on stock option plans. It met four times in 2010, with full attendance. 4 MEMBERS: Jean-Noël Labroue, Chairman, Philippe Lenain, Pascal Girardot representing FÉDÉRACTIVE, and Olivier Roclore representing VENELLE INVESTISSEMENT. 8 9 10 12 13 14 11 8 - JEAN-NOËL LABROUE Independent Director, aged 63. 800 shares held. 12 - JEAN-DOMINIQUE SENARD Independent Director, aged 58. 2,000 shares held. 9 - PHILIPPE LENAIN Independent Director, aged 74. 1,650 shares held. 13 - VENELLE INVESTISSEMENT A family company formed in 1997, represented by Olivier Roclore, aged 56, member of the Founder group. 7,461,243 shares held (of which 7,443,341 usufruct shares). 10 - CÉDRIC LESCURE* Member of the Founder group, member of FÉDÉRACTIVE, aged 43. 529,039 shares held (of which 511,258 bare-owner shares). 11 - FRÉDÉRIC LESCURE Member of the Founder group, member of FÉDÉRACTIVE, aged 50. 46,148 shares held (of which 39,464 bare-owner shares). 14 - JÉRÔME WITTLIN Member of the Founder group, member of VENELLE INVESTISSEMENT, aged 51. 6,338 shares held (of which 330 bare-owner shares). At 31 December 2010, Board members held 43.75% of capital and 57.51% of voting rights. *Renewal proposed at the AGM of 17 May 2011. 04 - 05 BUSINESS AND SUSTAINABLE DEVELOPMENT REPORT 2010 MANAGEMENT BODIES THE GROUP EXECUTIVE COMMITTEE implements overall Group strategy. In addition to the Chairman and Chief Executive Officer, it comprises five members with extensive professional experience, including in major international groups in France and abroad, and who now occupy key company functions. Meeting twice a month, the Group Executive Committee oversees strategic plans, defines consolidated goals, decides on priorities and allocates the resources needed for Strategic Business Areas, Continental Structures and Group Functions. 1 - Thierry de LA TOUR D’ARTAISE Chairman and Chief Executive Officer of SEB SA since 2000, aged 56. A graduate of the Ecole Supérieure de Commerce de Paris, he began his career in the United States as Audit Manager with Coopers & Lybrand, then serving as Chief Financial Officer and later as Chief Executive Officer of Croisières Paquet (Groupe Chargeurs). He joined Groupe SEB in 1994, becoming Chairman of Calor, before being appointed Deputy Chairman of SEB SA in 1999. Board member of Club Méditerranée SA, Plastic Omnium and Legrand, and permanent representative of Sofinaction on the Board of Lyonnaise de Banque. Board member of Supor since January 2008. 2 - Jean-Pierre LAC Senior Executive Vice-President, Finance, since 2002, aged 60. A graduate of the École des Hautes Etudes Commerciales, he worked in various countries in different financial posts for Rhône Poulenc, and then for Philips where he was Corporate Treasurer in the Netherlands. Before joining Groupe SEB, he was Finance Director and a member of the Executive Committee of Aventis Cropscience. Board member of Siparex Associés since 2007. Board member of Supor since January 2008. 3 - Stéphane LAFLÈCHE Senior Executive Vice-President, Industrial Operations, since 2009, aged 56. A graduate of the Institut Supérieur d’Electronique de Paris, he began his career as a Development Engineer with Dassault Electronics. He then moved to the Philips Consumer Electronics group, and later to Mannesmann VDO Automotive, before returning to Philips Consumer Electronics in 1999 as Director of Industrial Operations. Director of Supor since March 2010. 4 - Bertrand NEUSCHWANDER Senior Executive Vice-President, Strategic Business Areas, since 2010, aged 49. A graduate engineer of INSA Paris-Grignon, he holds an MBA from INSEAD. He began his career with Arthur Andersen & Cie., later moving to Apax Partners & Cie. He then joined Groupe Aubert as Chairman and Chief Executive Officer, and later Groupe Devanlay/Lacoste where he served as Managing Director. 6 - Frédéric VERWAERDE Senior Executive Vice-President, Continental Structures, since 2007, aged 55. A graduate of Audencia, Nantes, he gained experience with Proctor & Gamble and Renault Trucks before embarking on an international career with Black & Decker. He entered Groupe SEB as Director of Products and later became Export Director. Appointed Director for Mercosur markets in 1998 in São Paulo, he was given charge of the Group’s Cookware business in 2000, and of Western European markets in 2005. Board member of Supor since January 2008. 5 - Harry TOURET Senior Executive Vice-President, Human Resources, since 2002, aged 56. He holds post-graduate diplomas in management science and corporate human resources. He worked for Rhône Poulenc Agro in human resources, and then for Aventis Cropscience as World Human Resources Director. 1 4 2 3 5 6 GOVERNANCE THE GROUP MANAGEMENT BOARD comprises the members of the Group Executive Committee and the Presidents of Strategic Business Areas, Continental Structures, Strategy and Innovation. It meets on average every two months to follow up and monitor the Group’s performance and results, and if necessary, adjust its commercial or industrial strategy. A forum for exchange of views and reflection, the Group Management Board plays a supervisory role and ensures the proper overall functioning of the Group. CONTINENTAL GENERAL MANAGEMENT LUC GAUDEMARD VOLkER LIXFELD PATRICk LLOBREGAT GÉRARD SALOMMEz FERNANDO SOARES President, Western Europe President, North America President, Eastern Hemisphere President, France, French overseas territories, and Belgium President, South America STRATEGIC BUSINESS AREAS CYRIL BUXTORF PHILIPPE CREVOISIER CHRISTIAN RINGUET President, Home and Personal care President, kitchen electrics President, Cookware OTHER GENERAL MANAGEMENT PATRICk LE CORRE President, Strategy JEAN-CHRISTOPHE SIMON President, Innovation 06 - 07 BUSINESS AND SUSTAINABLE DEVELOPMENT REPORT 2010 GROUPE SEB IN FIGURES MORE THAN WORDS, THE fIGURES OVERVIEWS 10 S E B S H A R E 16 FINANCIAL SOCIAL PERFORMANCE ENVIRONMENT 20 18 GROUPE SEB IN FIGURES 8 -9 2010 FINANCIAL OVERVIEW “ RECORD PERfORMANCE 2010, an excellent year in many ways. The general economic context last year was more favourable than in 2009: good overall trading in mature markets, revived consumer spending in most emerging economies, brisk demand in small domestic equipment, and a rise in the value of most currencies in relation to the euro. In this favourable environment, our strong world positions, the constant enrichment and renewal of our product offer, our competitive pricing policy, and reinforced marketing and advertising campaigns were all decisive in bolstering sales, which recorded 9.6% organic growth. There was also a significant positive exchange effect, in sharp contrast with the very negative impact in 2009. Meanwhile, our operating performance saw a further marked improvement, with an operating margin of €438 million – up 23% due largely to a favourable volume effect and, to a lesser extent, to a positive exchange impact. The Group achieved this while, at the same time, it increased its investment for the future in the areas of R&D, marketing, advertising and sales. With much lower restructuring charges than in 2009, and notwithstanding a rise in bonus and profit sharing (which reflected good performance levels in France), net income came to €220 million, which was a year-on-year gain of 51%. ” BUSINESS AND SUSTAINABLE DEVELOPMENT REPORT Moreover, cash flow generated by this robust trading helped us again to reduce our level of debt by €112 million, thus further strengthening our balance sheet and giving the Group ample scope for financial manoeuvre. The acquisition of the Colombian company, Imusa, finalized on 28 February 2011, offers an ideal opportunity to expand the Group’s operations in Latin America. Jean-Pierre Lac, Senior Executive Vice-President, Finance 10 -11 GROUPE SEB IN FIGURES KEY fIGURES AT THE END Of DECEMBER 2010 €3,652 M +15%* (+9.6% at constant parity) Operating margin €438 M +23% Net income €220 M +51% Sales Debt €-112 M (on 2009) €131 M CHANGE IN SALES, OVER 5 YEARS CHANGE IN SALES 2010 – 2009 Consolidated (€M) In €M 3,652 3,230 +171 +305 3,176 Currencies 2,870 2,652 Organic growth 3,176 + 9.6% + 5.4% 3,652 + 15% 2009 2006 2007 2008 2009 2010 ANNUAL SALES BY GEOGRAPHIC ZONE In €M 2009 France 685 Other western Europe countries728 North America 349 South America 262 Asia-Pacific 600 Central Europe, Russia and other countries 552 Total 3,176 2010 BALANCED SALES BETWEEN MATURE AND EMERGING MARKETS 2010 712 787 404 346 764 639 3,652 Current exchange rates + 3.9% + 8.1% + 15.9% + 32.2% + 27.4% + 15.7% + 15.0% Growth at constant parity (%) Constant parity + 3.9% + 7.5% + 7.5% + 12.4% + 18.9% + 9.4% + 9.6% 2010 SALES: GROWTH PERfORMANCE BY PRODUCT LINE Home comfort Home cleaning 30 Organic growth Mature markets: 56% 20 +18% Emerging markets: 44% Food preparation 10 Organic growth +4% Beverage preparation Personal care 0 Linen care Electric cooking Cookware BUSINESS AND SUSTAINABLE DEVELOPMENT REPORT 2010 FINANCIAL OVERVIEW A MARKED INCREASE IN THE OPERATING MARGIN The Group has seen its operating margin rise steadily over the last five years, despite the difficult economic context. Constant adaptation to market realities is an important key to the Group’s enduring performance. fINANCING Beyond the exceptional level of 2009, good financial management has led to a significant overall improvement in the working capital requirement over the last five years. A HEALTHY fINANCIAL POSITION HIGHLIGHT At the end of 2010, the level of net debt was at its lowest in the last 15 years. The debt ratio of less than 10% of equity testifies to the financial health and soundness of the Group. ! TOP TRIBUTE fOR GROUPE SEB fINANCIAL MANAGEMENT Last December, for the first time, France’s National Association of Financial Managers and Management Control (DFCG), via its magazine ‘Echanges’ and in partnership with the financial daily ‘Les Echos’, ranked French companies for outstanding financial management. The ranking was based on 1,500 questionnaires sent to leading French listed and unlisted companies. Groupe SEB was singled out for the top award, with special mention for its risk control management, productivity and financial performance strategy. GROUPE SEB IN FIGURES fINANCIAL POSITION fURTHER IMPROVED CHANGE IN OPERATING MARGIN OVER 5 YEARS (IN VALUE) BREAKDOWN Of THE OPERATING MARGIN In €M In €M -10 438 +67% 342 -19 +156 355 -76 +32 301 262 355 438 Volume Price & Purchase Overheads Currency effect mix effect costs impact 2006 2007 2008 2009 2009 2010 2010 OPERATIONAL WORKING CAPITAL REQUIREMENT as % of sales NET DEBT/ EBITDA 30.5 3 28.6 27.7 24.0 1.9 2 21.9 1.3 1.7 1 0.6 0.3 0 2006 2007 2008 2009 2010 2006 2007 2008 -63 649 +124 585 +30 243 -456 131 +119 +111 Dividends 422 0.7 0.6 -33 Sale of shares 0.5 Investments 2010 CHANGE IN fINANCIAL DEBT OVER 5 YEARS BREAKDOWN Of CHANGE IN NET DEBT In €M +56 2009 Restructuring WCR* 243 Other 131 0.2 0.1 Debt at end 2009 Cash flow Taxes and financial expense *Working capital requirement Debt at end 2010 2006 2007 Net debt at 31.12 (€M) 2008 2009 Gearing ratio 2010 12-13 BUSINESS AND SUSTAINABLE DEVELOPMENT REPORT 2010 FINANCIAL OVERVIEW CONSOLIDATED INCOME STATEMENT Years ended 31 December (in € millions) Revenue Operating expenses OPERATING MARGIN Discretionary and non-discretionary profit-sharing RECURRING OPERATING PROfIT Other operating income and expense OPERATING PROfIT Finance costs Other financial income and expense Share of profits/(losses) of associates PROfIT BEfORE TAX Income tax expense PROfIT fOR THE PERIOD Non-controlling interests PROfIT ATTRIBUTABLE TO OWNERS Of THE PARENT 2010 2009 2008 3,651.8 (3,213.9) 437.9 (50.4) 387.6 (38.5) 349.0 (12.0) (3.9) 0.0 333.1 (89.5) 243.6 (23.2) 220.4 3,176.3 (2,820.9) 355.4 (33.5) 321.9 (73.8) 248.1 (22.6) (4.6) 0.0 220.9 (58.1) 162.8 (16.8) 146.0 3,230.2 (2,888.5) 341.7 (38.2) 303.5 (24.3) 279.2 (37.9) (10.7) (1.3) 229.3 (66.5) 162.8 (11.2) 151.6 2010 2009 2008 1,289.7 635.5 733.9 59.4 26.8 14.1 236.6 1,706.3 2,996.0 1,201.0 466.3 627.1 48.1 15.1 5.2 307.8 1,469.6 2,670.6 1,232.0 614.6 645.6 54.9 38.8 11.7 224.6 1,590.1 2,822.1 2010 2009 2008 1,398.2 173.1 1,571.3 201.8 198.9 400.7 494.4 359.5 170.1 1,024.0 2,996.0 1,081.3 138.8 1,220.1 301.1 193.0 494.1 398.0 311.7 246.7 956.4 2,670.6 905.9 131.6 1,037.5 213.5 233.5 447.0 366.3 309.8 661.5 1,337.6 2,822.1 CONSOLIDATED BALANCE SHEET ASSETS (in € millions) NON-CURRENT ASSETS Inventories Trade receivables Other receivables Current tax assets Current derivative instruments - assets Cash and cash equivalents CURRENT ASSETS TOTAL ASSETS EQUITY AND LIABILITIES (in € millions) Equity attributable to owners of the parent Non-controlling interests EQUITY Long-term borrowings Other non-current liabilities Non-current liabilities Trade payables Other current liabilities Short-term borrowings CURRENT LIABILITIES TOTAL EQUITY AND LIABILITIES GROUPE SEB IN FIGURES REVENUE BREAKDOWN SUPPLIERS: €2,501.4 M 1,202 industrial suppliers*, including a panel CLIENTS: €3,651.8 M of 375 suppliers representing more than 87% of these purchases • Western Europe: 41% (of which France: 19%) • North America: 11% • South America: 9.5% • Asia-Pacic: 21% • Central Europe, CIS and other countries: 17.5% Sourced products represent almost 30% of sales STATE AND LOCAL AUTHORITIES: €140.9 M • Corporation tax: €89.5 M • Local taxes: €51.4 M SHAREHOLDERS: €55.9 M paid in 2010 in respect of the 2009 trading year EMPLOYEES: €647.8 M Paid to 23,058 employees • 74% total salary • 26% social charges RESERVED fUNDS: €289.8 M • Bonus and prot sharing: €47.5 M to be paid in 2011 (not including €1.3 M in taxes paid to the State) • Renancing of investments: €118.3 M • Variations of provisions linked to business risks: €-16.2 M • Transferred to reserves: €187.7 M BANKS AND BONDHOLDERS:: €16.0 M Mainly nancial charges linked to interest on bank loans * Suppliers, Production and Sourced Products Data excluding Supor. 14-15 BUSINESS AND SUSTAINABLE DEVELOPMENT REPORT 2010 SEB SHARE OVERVIEW GROUPE SEB WINS SILVER MEDAL AT THE GRAND PRIX DES ACTIONS 2010 Groupe SEB was once again named recipient of an award at the ‘Grand Prix des Actions’ organized by the magazine ‘Mieux Vivre Votre Argent’ in partnership with Vigeo. It won the 2010 silver medal (having won the bronze medal in 2009) for its stockmarket performance, and for its social, corporate and environmental responsibility. BREAKDOWN Of CAPITAL AT 31.12.2010 49,951,826 shares Treasury stock: 3.97% FÉDÉRACTIVE* and associates: 23.68% Individual shareholders: 5.72% Foreign investors: 21.28% VENELLE INVESTISSEMENT** and associates: 20.00% FFP: 5.05% French investors: 17.32% Employees: 2.98% BREAKDOWN Of VOTING RIGHTS AT 31.12.2010 73,718,840 voting rights Individual shareholders: 5.04% Foreign investors: 14.54% FÉDÉRACTIVE* and associates: 30.74% French investors: 12.76% Employees: 3.80% VENELLE INVESTISSEMENT** and associates: 26.73% FFP: 6.39% * A shareholder investment company which holds mainly beneficial-owner shares, bare-owner shares being held mostly by Founder-group individuals. ** A family shareholder company which holds mainly beneficial-owner shares, bare-owner shares being held by Founder-group individuals. SEB SHARE Number of shares € 500,000 100 07/12/2010 82.78 400,000 80 300,000 60 200,000 40 100,000 0 20 01/10 02/10 03/10 04/10 05/10 06/10 07/10 08/10 09/10 SEB 10/10 11/10 12/10 CAC 40 (adjusted) 01/11 02/11 Volumes 16-17 GROUPE SEB IN FIGURES PERFORMANCE IN 2010 SEB CAC 40 % +96% - 5 GROUPE SEB WINS BfM BUSINESS RADIO AWARD fOR BEST SHARE PERfORMANCE Capital at 31.12.2010 Stockmarket capitalization at 31.12.2010 Price on 31 December 2010 Average closing price for 2010 Average of last 30 closing prices in 2010 Lowest price – 5 January 2010 Highest price – 7 December 2010 49,951,826 shares €3,883 million €77.730 €57.821 €76.171 €39.150 €82.780 The SEB share put in an exceptional performance in 2010. Up 96% over the twelve-month period, it was one of the steepest-rising SBF 120 stocks – as well as a top performer over 3 and 5 years. The share repeatedly surpassed historic highs to reach a record €82.78 during trading on 7 December 2010. This remarkable record reflects the enduring commitment of institutional and private investors to Groupe SEB, and recognition of the relevance of our strategy based on innovation, powerful brands and international expansion – notably in emerging markets. Investor confidence was also encouraged by our sound financial fundamentals, and the publication of steadily rising sales and results throughout the year. After the announcement of our 2010 sales figures, the consensus view of 80% of financial analysts was to reiterate support for the SEB share, recommending its purchase to investors at a prospective average price of €88. BFM Business Radio named Groupe SEB a prizewinner at its 6th Annual Awards ceremony in 2010. Trophies were presented at the Paris event in the presence of the French Minister for the Economy, Finance and Industry, Christine Lagarde, and almost 1,000 financial and economic professionals working in France. In all, six business leaders were honoured for their company’s performance and strategy. Thierry de La Tour d'Artaise received the BFM Award for Best Stockmarket Performance, in recognition of the SEB share record in 2010. GROSS ANNUAL RETURN ON AN INVESTMENT IN SEB SHARES (1) (based on the closing price of €77.730 at 31 December 2010) Duration of investment Over 10 years Over 8 years Over 5 years Over 3 years Over 2 years Over 1 year Closing price €17.56 €25.64 €30.67 €41.33 €21.46 €39.70 Rate of return 18.89 % 17.72 % 23.43 % 26.57 % 95.38 % 99.73 % (1) This assumes re-investment of the dividend and the dividend supplement (based on holding shares for two years), and takes account of the free 1-for-10 share allocation in 2004, and capitalized interest. SEB SHARE fACT SHEET Stockmarket Euronext Paris Compartment A Share code FR0000121709 Date of introduction 27 May 1975 Stockmarket indexes CAC Mid 60 – SBF 120 – CAC Mid & Small – CAC All-Tradable – CAC All-Share Other information IAS Index – Eligible for SRD Tickers Reuters : SEBF.PA Bloomberg : SK.FP DIVIDEND INCREASE Of 12.5% In € 4.55 3.18 0.94 2008 Net dividend 3.13 1.04 2009 Net income per share 1.17 2010 BUSINESS AND SUSTAINABLE DEVELOPMENT REPORT 2010 SOCIAL PERFORMANCE OVERVIEW for more information, please consult our website: www.groupeseb-devdurable.com GEOGRAPHIC BREAKDOWN Of EMPLOYEES France: 25% Asia-Pacific: 53% Other Western European countries: 6% Central Europe, Russia and other countries: 3% North America: 3% South America: 10% (worldwide) At 31 December 2010, Groupe SEB numbered 23,058 employees, more than half of which based in Asia. PROPORTION Of fEMALE MANAGERS (%) 5.3 5.7 11.1 11.5 4.9 10.5 2008 Male 2009 In 2010, the number of female managers (excluding Supor) increased at almost twice the rate of male managers (+10.7% compared with 5.9%). Today, women represent 33% of all the Group’s managers. 2010 Female (worldwide, excluding Supor) ACCIDENT fREQUENCY RATE* ACCIDENT SEVERITY RATE** 0,42 8.31 8.46 0,34 0,34 7.40 * Accident frequency rate: number of work accidents with absence, per million hours worked. ** Accident severity rate: number of working days lost, per 1,000 hours worked. 2008 2009 (worldwide, excluding Supor) 2010 2008 2009 2010 (worldwide, excluding Supor) The number of work accidents dropped at most of the Group’s sites. The severity rate did not change. Including Supor in 2010, the frequency rate was 5.83, and the severity rate 0.19. GROUPE SEB IN FIGURES TRAINING BUDGET As % of total payroll 2.34 2.08 1.85 2008 2009 The training budget increased from 1.85% of the total payroll in 2009 to 2.08% in 2010. Last year, more than 225,000 hours of training were provided for Groupe SEB employees. 2010 (worldwide, excluding Supor) NUMBER Of COLLECTIVE AGREEMENTS SIGNED IN 2010 Asia-Pacific: 14 South America: 6 France: 23 North America: 3 Central Europe: 6 Other Western European countries: 38 (worldwide) In 2010, 90 collective agreements were signed with labour unions worldwide, of which 14 in the Asia-Pacific area, being an increase of 180% in this zone. The number of agreements signed in France dropped by almost half between 2009 and 2010, due to the signing of Group-wide agreements rather than agreements solely by individual entity. Social and environmental data relating to Supor are gradually taken into account as its different processes are integrated into the Group. 18-19 BUSINESS AND SUSTAINABLE DEVELOPMENT REPORT 2010 ENVIRONMENT OVERVIEW for more information, please consult our website: www.groupeseb-devdurable.com USE Of RESOURCES, BY fINISHED PRODUCT MANUfACTURED 12.97 12.9 11.09 1.96 1.98 1.92 1.86 1.87 1.76 2008 Consumption of electricity – kWh Consumption of gas – kWh 2009 2010 Consumption of water – Litres (worldwide, excluding Supor and All-Clad) Consumption of gas, water and electricity per finished product manufactured was down for all three resources. ATMOSPHERIC EMISSIONS TRANSPORT CARBON fOOTPRINT (In equivalent tonnes of CO2) (In equivalent tonnes of CO2) 34,319 33,961 30,320 400,000 330,000 305,000 265,000 210,000 2008 2009 2010 (worldwide, excluding Supor and All-Clad) 200,000 2009 Estimated minimum 2010 Estimated maximum Estimated average (worldwide) Atmospheric emissions increased in absolute terms, but fell by finished product manufactured: 379.6 g. in 2010 compared with 381.2 g. in 2009. A second carbon footprint study was carried out in 2010 using a more precise calculation method, and with larger scope. This new study estimated CO2 emissions relating to the transport of products, raw materials and components in 2010, at an average total of 265,000 tonnes. Re-calculated emissions for 2009 were estimated at 305,000 tonnes. Social and environmental data relating to Supor are gradually taken into account as its different processes are integrated into the Group. GROUPE SEB IN FIGURES 20-21 IMPACT ON THE ENVIRONMENT TRANSfORMATION (worldwide, excluding Supor and All-Clad) Direct raw materials for nished products manufactured Motors: 25,562 t Metals: 59,820 t Plastics: 42,420 t Packaging: 26,000 t Sub-assemblies and Other 30,232 t TOTAL : Finished products manufactured (excluding sourced products) 183,264 t Special industrial waste (SIW) 2,303 t Ordinary industrial waste (OIW) 12,883 t 184,034 t Process sludge 4,020 t Atmospheric emissions 34,362.41 t Indirect raw materials for processes, buildings and employees Gas: 11,485 t Fuel: 44 t Air: Discharge into water 0.45 t 23,092 t Water: 1,002,135 t Other: 18,178 t TOTAL: Water to treatment stations 1,002,135 t 1,054,934 t Total inow: 1,238,968 tonnes Disposal in soil 0t > > > > > > > > Finished products and cookware more than 70% recyclable SIW 100% treated in compliance with current standards 80.6% of OIW recycled for re-use (10,381 t) 100 % disposed of in approved landfills CO2 : 34,319 t Nox & N2O : 43.1 t SOx : 0.31 t of which 464,055 t. treated in the Group's own wastewater treatment plants, and 538,080 t. in municipal treatment stations 0.45 t. of authorized metal discharged with our treatmentstation water Discharge into soil limited, thanks to our control of processes Total outow: 1,238,968 tonnes BUSINESS AND SUSTAINABLE DEVELOPMENT REPORT 2010 OPERATIONS IMAGINATION KNOWS NO fRONTIERS NEW-AGE CONSUMERS 24 26 A W O R L D W I T H O U T B O R D E R S 38 TOMORROW’S EVERYDAY WORLD OPERATIONS 22-23 BUSINESS AND SUSTAINABLE DEVELOPMENT REPORT 2010 NEW-AGE CONSUMERS Globalized trade and the spread of the Internet have led to convergence of cultures, though not to any real uniformity. Local culinary habits persist, even alongside counter-current trends. A RADICALLY CHANGING WORLD Cultures around the world today are tending to cross-fertilize and influence each other. The opposing currents of an emerging global culture and continued attachment to tradition are giving rise to new consumer attitudes. In many developing countries, this is seen in the growth of a new middle class with a desire to ‘catch up’, side-by-side with a counter-current of resistance to hyper consumption. The Internet, a vehicle for all these trends, serves as a platform for exchange, which also results in a well-informed consumer. THE SOCIALLY CONCERNED SHOPPER Socially concerned shoppers are adopting a more responsible and rational approach to the act of buying, and tend to choose more durable, quality products. Aware of the need to reduce their ecological footprint, consumers now also take into account the power consumption and recyclability of products. Thus, the energy-efficiency classification labels familiar on white goods, will be extended to vacuum cleaners in the future. milk-based desserts, and even homemade ice cream. Fresh-food preparation is also part of this scenario, explaining the demand for food processors, liquidizers and slicer-graters, with the return to raw vegetables, soups and smoothies... Moreover, home cooking has its own prestige, and helps to pass on gastronomic heritage and family values. ETHNIC COOKING Through globalization, we are seeing the spread of Western eating habits around the world – often associated with famous chefs – while, on the other hand, people in the West are drawn to exotic dishes that offer them a new savoury experience. Take for instance the current sushi vogue in France, and the popularity of the French baguette in Tokyo. Rice, which is a staple food of truly global dimensions, is another example. While rice consumption is falling in its traditional Asian territories, it is on the rise in Western countries where demand has traditionally been low, but where ethnic food is now increasingly popular. Indeed, there are more than 40,000 varieties of rice worldwide, and almost as many modes of preparation, depending on the local culture. HUMAN ACTIVITIES WORLDWIDE PRODUCE ABOUT 10 MILLION TONNES Of WASTE DAILY NUTRITION: A SOCIAL ISSUE An increasing number of people, including young people, suffer from obesity. This worrying trend is taken very seriously by doctors, and is the subject of public-awareness campaigns, for example, to encourage the eating of fruit and vegetables. So, more consumers are aware of the need for a healthy and balanced diet, and this has stimulated interest in home cooking – which can mean light and tasty steam-cooked food, minimal use of oil, or plancha grilling, as well as making homemade bread, yogurt, ANNUAL RICE CONSUMPTION PER HEAD VARIES BETWEEN 10 KG IN EUROPE, AND OVER 100 KG IN CHINA OPERATIONS 24-25 TRENDS MORE THAN 90% Of UNDER 30s IN DEVELOPED COUNTRIES BELONG TO A SOCIAL NETWORK THE INfLUENCE Of SOCIAL NETWORKS Social networks, which cater for a need to meet other people on the Internet and belong to a community, are enjoying exponential growth. These networks are, for more and more consumers, a source of information to help them choose a product and compare notes on product use. People now expect brands to join in discussions on these networks. Indeed, brands tend to have their own ‘fans’ who are ready to speak well of them. This also brings a new dimension to advertising, which becomes a community affair, no longer just confined to the TV commercial. 47% Of ADULTS IN fRANCE, AND 67% IN THE UNITED STATES ARE CONSIDERED OVERWEIGHT OR OBESE AN INfORMED DECISION TO BUY A visit to a point of sale does not always lead to a purchase. Today, it has become important to be closer to the customer. Promotional exercises, the availability and advice of sales staff, detailed product information, merchandising – or, better still, the actual experience of the product – all have a bearing on the decision to buy. Thus, in China, 6,000 demonstrators promote Supor products. Today’s dominant retail formats, such as food hypermarkets, are losing customers to local stores and websites. The attraction of the Internet is also the large extent of the offer, the chance to compare products and know what other users think, and even find the best price. IN fRANCE, MORE THAN 27 MILLION PEOPLE BUY REGULARLY ON THE INTERNET BUSINESS AND SUSTAINABLE DEVELOPMENT REPORT 2010 TOMORROW’S EVERYDAY WORLD Our customers are the focal point of the whole innovation process, just as innovation is at the heart of all our brands. Increasingly informed, consumers expect us to go beyond functional features and provide complete solutions. For them, technology is not an end in itself, but a means to guarantee quality results. Our response to this is to constantly improve product performance, connectivity, precision and user-friendliness, while we also strive to improve everything that contributes to a perfect result, even including ingredients and recipes. Although consumers change quickly, and certain aspects of their behaviour have become universal, they remain strongly attached to their own culture and eating habits. There are no really allembracing universal offers in small domestic equipment. While our products do share common functions and integrate shared technologies, they are essentially designed and developed in response to the specific local needs of our markets. In the last analysis, faced with tough competition in a fastchanging business environment, we have to be highly responsive and competitive. ” “ Helping to invent lifestyles for tomorrow’s world: such is the challenge of our business, the ideal that spurs on our working teams as they study people’s expectations and innovate to offer them solutions tailored to their real needs and desires. We have every advantage to help us attain our objectives: an extensive product offer, strong market positions, creative drive fuelling innovation, and a unique set of powerful brands. Our ability to deploy the combined skills of our working teams helps us maximize our potential to serve and satisfy consumer needs around the world. “INNOVATION IS AT THE HEART Of ALL OUR BRANDS” Bertrand Neuschwander, Executive Vice-President, Strategic Business Areas OPERATIONS 26-27 BRANDS, PRO DUCTS, INNOVATION Fresh Express. A compact, easy-to-use grater-slicer that serves directly onto the plate. “MAXIMIZING OUR POTENTIAL” Air Force. A cordless upright vacuum cleaner with 40-minute autonomy. Nutricook. Steam cooking which preserves nutrients with an internal air-vent system, 4 cooking programmes – for vegetables, fish, starchy foods and meat – and a final light steam cooking phase. BUSINESS AND SUSTAINABLE DEVELOPMENT REPORT 2010 CAPITALIZING ON OUR BRANDS The broad coverage of our brand portfolio gives us the ability to respond to the multiple demands of consumers and adapt to new modes of consumer behaviour. In markets where the offer tends to be commonplace, prestigious brands reassure consumers. INTERNATIONAL BRANDS Each brand has a clear identity, expressed in a set of values. The Group offers its consumers six brand worlds, aimed at global or multi-regional markets, each with a distinctive, complementary approach. This allows us to pursue a product development and distribution strategy which targets market segments, while maintaining overall coherence in promotion and design. LOCAL BRANDS These brands are very well known and enjoy a strong image in their respective regions. Omnipresent in the countries where they are sold, some are leaders in their local markets or in product segments. Most of them also dovetail into our global brand platforms. France - Belgium North America South America Asia Due to its special nature and the vast extent of the Chinese and Southeast Asian markets, the Supor brand has its own platform. Strongly associated with a better quality of life and caring for one’s family, this brand evokes widely-appreciated values: trustworthiness and ingenuity in the service of better living. TOP-END/PREMIUM 4th quartile+ 3rd quartile 2nd quartile 1st quartile ENTRY LEVEL OPERATIONS 28-29 BRANDS, PRO DUCTS, INNOVATION 20 EMBLEMATIC BRANDS AN OUTSTANDING PORTfOLIO Krups: precision, perfection, passion. Lagostina: Italian, elegant performance, enriching. All-Clad: professional, authentic, prestigious. Tefal: ingenious, generous, inspiring. Moulinex: easy, energetic, intuitive. Rowenta: demanding, intelligent, harmonious. BUSINESS AND SUSTAINABLE DEVELOPMENT REPORT 2010 A STRUCTURED OFFER TO ATTRACT EVERYONE The stronghold positions built up by Groupe SEB around the world are thanks to its vast and comprehensive product offer, aimed at every sphere of home life and all segments of the market. PRECISE SEGMENT TARGETING Our outstanding brand portfolio is the backbone of our product offer. Thanks to its very broad scope, we can finely segment markets and offer adapted and complementary responses to the needs of retailers. The Group works to extend its product coverage over the entire market spectrum, from entry-level to premium ranges, with tactical entry-level offers, constantly updated mid-range assortments, and the highest standards of technical performance, quality and service for the more selective premium segment. much of it dominated by retailer brands, Tefal reasserts its presence with a competitive offer in nonstick enamel of guaranteed quality. Tefal is also a benchmark brand in middle ranges which it constantly updates to offer our customers lasting performance and greater user comfort with products made from enamelled aluminium, stainless steel or cast aluminium, or with an induction-cooking base. Further up-scale, Lagostina offers well-designed, elegant assortments that reflect the high standards of Italian cooking. In premium ranges, All-Clad, with its unique multi-layer utensils, brings the guarantee of truly professional quality to kitchen equipment. Beyond this international focus, ranges are also aimed to cater for the needs of local markets: different lid-closing technologies for pressure cookers (insert, bayonet or clamp systems), special equipment such as woks and rice cookers in China, square pans in Japan, the pastaiola or the risottiera in Italy... KITCHEN ELECTRICS: IN LINE WITH TRENDS kitchen electrics is an area of Groupe SEB business which is very much abreast of trends, such as today’s keen interest in home cooking, or concern for healthy eating. 1.5 BILLION CUPS Of COffEE CONSUMED DAILY AROUND THE WORLD COOKWARE: A MULTIPLE OffER Cookware items – frying pans, saucepans, deep fryers, casseroles, pressure cookers – are a striking proof of the Group’s ability to deploy a whole array of materials, shapes, utensils and technologies at every segment level, and across all markets. At entry level, In food preparation, Moulinex has long-standing expertise. With its Red Ruby range – catching on fast in international markets – it offers an incomparable selection of easy-to-use everyday appliances: handheld blenders, grater-slicers, shredders, food processors, and so on. In beverage preparation, krups and Tefal are the main flag carriers for products such as coffee makers, multi-beverage pod machines and electric kettles. In addition to these ranges, Rowenta offers a choice of elegant breakfast sets. In cooking appliances, another product world served by Seb and Tefal, product offers range from fryers – deep-fryers or minimal oil – to steam cookers, table-top ovens, barbecues, plancha grills, waffle makers or yogurt makers, and include local products such as rice cookers, electric pressure cookers, or OPERATIONS 30-31 BRANDS, PRO DUCTS, INNOVATION RICE IS ONE Of THE WORLD’S MOST POPULAR STAPLE fOODS: 57.3 KG. PER PERSON, PER YEAR. soya milk extractors, which are specialty products of Supor in China. The Group has also developed a low-price Moulinex offer designed for basic functions. (more power and silence) have won many fans over the last three years in this very competitive market. In Personal Care, technical advances integrate current trends to offer consumers real solutions, such as bathroom scales that track weight and body mass, or hair-care appliances with heat control and ceramic-coated plates to protect the hair. HOME AND PERSONAL CARE: A DIffERENTIATED OffER SD SPOTLIGHT The advanced technology used in our products is a prime reason for the Group’s success in this segment. In laundry care, from irons to steam systems, speed and efficiency are decisive. Higher ranges offer more sophisticated functions, with some features specific to the Rowenta or Tefal brands (precision-point ironing, microsteam or self-cleaning soleplate, anti-scaling system, etc). Rowenta’s vacuum cleaner ranges (bag, bagless or cordless), with high-tech features focused on performance and user comfort r WORLD N° 1 IN STEAM IRONING SYSTEMS NATURA: MADE fROM 100% RECYCLED fOOD-SAfE ALUMINIUM Caroline Pinat, International Product Manager, Cookware “Tefal’s Natura range was inspired by the wish to create a collection of cookware (pressure cookers, casseroles, woks, frying pans) in cast aluminium which would be environment-friendly. Hence, the idea of using 100% recycled aluminium which also complies with food-safety standards. Groupe SEB is the first to offer such a solution in France. Other eco-friendly components in this range include handles made from recycled natural fibres, and packaging and instruction leaflets that use recycled paper or cardboard and plant-based inks. The Natura range, launched in France in 2010, is now being extended to other countries. Retailers have given the range a warm welcome, and several now include it in their permanent stock catalogue.” BUSINESS AND SUSTAINABLE DEVELOPMENT REPORT 2010 REINVENTING SPECIAL MOMENTS The Group’s chosen mission is to satisfy the multiple aspirations of consumers around the world by offering them innovative solutions that ease everyday tasks and improve the quality of life. ‘HOMEMADE’, A SYNONYM fOR PLEASURE AND HEALTH The growing popularity of ‘homemade’ food reflects different consumer desires: the pleasure of cooking, healthy diet and sociable meals. Echoing this trend, the Group has designed products ranging from the plancha grill to the slow cooker, which mark a return to traditional ways of getting meals ready, without the need to stand over a stove. Food-preparation appliances such as the Fresh Express grater-slicer for fresh vegetables, and automatic dough mixers for home pastry-making cater for the same demand. For dairy products, also very much in vogue, we have developed the Multi Délice – the first appliance to use steam to make yogurt, cottage cheese or milk-based desserts. Meanwhile, the Nutritious & Delicious range is revolutionizing kitchens with new and different approaches to light and tasty cooking, with: The minimal oil fryer, Actifry. The most recent models include a USB key that connects the fryer in just a click to the Nutritious & Delicious blog website, which offers recipes and advice from nutritionists and chefs. the Actifry, a minimal-oil fryer; HIGHLIGHT two types of steam-cooker, the VitaCuisine for simultaneous cooking of a full meal, and the Nutricook which preserves the nutritional qualities of food. ! UNIQUE CONCEPTS fOR NEW LIfESTYLES In step with the faster pace of modern lifestyles, Groupe SEB facilitates change by simplifying, saving time and enhancing the quality of daily life. In food preparation, modernity is the keynote of Moulinex ranges: click-on accessories for the Click & Mix hand mixer, handpress lid-locking for the MasterChef 3000 food processor, or direct service onto the plate for the Fresh Express grater-slicer. Other ranges show the same approach with, for example, removable handles for frying pans and saucepans, or the always ready-to-hand cordless Air Force vacuum cleaner. There is also a growing demand for professional-quality products in the home. krups, as a specialist in coffee makers, meets this demand with an assortment of machines adapted to every taste – ranging from the multi-beverage Dolce Gusto, to the Nespresso, or fully automatic espresso coffee makers. COOKERY CLASSES AND TRANSMISSION Of SKILLS The Group underlines its commitment to the subject of nutrition by paying special attention to young people. Present at France’s ‘Kidexpo 2010’ (Porte de Versailles, Paris), we provided classes for young people to teach them how to select wholesome ingredients and cook them properly. We also continued our partner participation in ‘La Semaine du Goût’ , a week-long education and awareness campaign covering 4,500 French schools, 15 universities, and 1,300 local authority workshops. In the United States, T-fal and All-Clad backed the ‘Chefs move to schools’ programme initiated by Michelle Obama to combat child obesity. Chefs share their experience with school personnel and parents, making them aware of the importance of a well-balanced diet. The Group supplied them with cooking equipment. OPERATIONS 32-33 BRANDS, PRO DUCTS, INNOVATION In the same spirit, Lagostina has brought out a premium assortment, Linea Patrimonio, specially designed for cooking Italian dishes such as risotto and osso buco. Finally, satisfying the demands of the more concerned shopper means offering energy-efficient products such as the Acticook pressure cooker, or the Eco-intelligence vacuum cleaner (about 30% less energy used) – products that respect the environment, and even use recycled materials (Enjoy spatulas, or the Natura cookware range). HIGH PERfORMANCE fOR GREATER USER COMfORT This is why product efficiency is one of our top priorities, and why the Group’s new inventions are to be found in all our product areas. In cookware, the latest techniques in surface coating, utensil bases and detachable accessories (Ingenio removable handles, for instance) bring real benefits to customers and boost our sales. All-Clad’s expertise in lamination technology produced a series of multi-layer utensils (5 layers of stainless steel, aluminium, or copper) of truly outstanding quality, and now including its new D5 collection of induction cookware. In home care, our irons, steam systems and vacuum cleaners use high-tech solutions to optimize working speed and quality results: for irons, a selfcleaning soleplate, touch-button Turbo steam, or built-in antiscaling systems; for vacuum cleaners, more power for less noise, bagless cleaners with cyclonic technology, and so on. Ergonomic design is another priority: a silicone grip surface for the handling parts of several products, telescopic handles and wheels for the Liberty Pressing steam system to make it easy to move around. Insensium Resistal and Integral cookware ranges. An ultra-resistant surface coating and reinforced cooking base, thanks to anti-distortion stamping technology which integrates a layer of copper for more efficient heat conduction. SD SPOTLIGHT RECORD ANNUAL CONSUMPTION Of YOGURT IN WESTERN EUROPE: 22.8 KG. PER PERSON. r STEAM IRONING SYSTEMS USING LESS ENERGY Jacqueline foucard, International Product Manager, Linen Care “Studies carried out in 2010 found that energy-saving is an important criterion of choice for today’s consumers when they buy a steam ironing system. This is an area in which Groupe SEB makes regular progress: by the end of 2011, Rowenta’s Eco-Intelligence range will see the launch of a steam system that uses 30% less energy for equal performance. The energy saving is made possible by a new soleplate design which concentrates more of the steam onto the fabric being ironed, so avoiding steam wastage. We are also working to increase the product recyclability rate by looking at alternatives to materials such as thermo-hard plastics used for iron rests and heat shields, which cannot be recycled.” BUSINESS AND SUSTAINABLE DEVELOPMENT REPORT 2010 INVESTING EFFORT IN INNOVATION The true raison d’être of any technical invention is when it is placed at the service of the consumer. In this way, it becomes a real-life solution for the user, and serves as a powerful growth lever for the Group. THE LIfE-BREATH Of INNOVATION The Group uses a two-fold strategy to ensure its technological leadership. On the one hand, it plans ahead, building up broad-based core technologies and adopting new thematic domains well upstream (health & fitness, ageing, man-machine interfaces, or applications of digital technology, for example). On the other hand, it defines strategic research priorities and develops technical applications for use in products. The ultimate goal of this approach is to produce breakthrough innovations that involve specific technological expertise. Some examples: our advances in surface coating technologies, applied to cookware (ultra-resistant, nonstick coating), or to ironing (the use of palladium catalysis to make soleplates self-cleaning); OVER 200 NEW PRODUCTS AND MODELS EACH YEAR We are also seeking to shorten the time it takes to launch a new product by building up pooled and cross-referenced technical data bases, while, at the same time, maintaining separate product development models according to the degree of complexity (rapid market launch for tactical products, and longer cycles for more advanced functions). our expertise in cooking methods (frying, steaming, stewing, etc.), and in the preparation of foods such as rice, meat or yogurt; our know-how in acoustics (a significant reduction of noise levels for vacuum cleaners and fans); our command of suction power technologies (a two-stage cyclonic vacuum system with double filtering for more efficient operation, to cut energy consumption); our experience in eco-design, especially to improve the recyclability of products. HIGHLIGHT 1,000 ACTIVE PATENTS ! AWARDS fOR THE GROUP’S INVENTIVE TALENT Top of the charts in 2010, the Group carried off two prestigious awards for its innovative energy: · The ‘Best Innovator’ jury prize awarded by AT Kearney in partnership with the financial newspaper ‘Les Echos’. This award was given to salute the innovative dynamism behind our regular product offer renewal in a highly competitive market, and our open collaboration with research laboratories and other industry operators. · The ‘Prix Hermès de l’Innovation’, won at the 3rd ‘Rencontre Nationale des Directeurs de l’Innovation’, on the theme ‘The challenge of design’, singled out Groupe SEB for its ability to transform its high-tech advances into real consumer benefits – a finely-tuned synthesis of the Group’s know-how and the aspirations of individuals. OPERATIONS 34-35 BRANDS, PRO DUCTS, INNOVATION THERMO-SPOT: 10 years ALREADY AN INNOVATION COMMUNITY Effective coordination of all the Group’s talents, whether technical, marketing or creative, is the secret of successful innovation. Groupe SEB strives to cultivate a real community of innovation, which involves intensive contact between R&D, marketing and design, as well as sharing the results of projects, and building bridges between different product domains. It also means working with outside partners such as laboratories, competitive clusters like Vitagora in Burgundy, start-ups, universities, health professionals, major agro-food and other mass market industrial groups. It was from this perspective that the Group’s Annual Innovation Days event, held for the second year running in 2010, brought together this community of experts to provide extra impetus for its innovation dynamic. There is no good invention without proper protection. Our Industrial Patents department which supports the work of the Group’s R&D department, intervenes increasingly up-stream to protect our new ideas and enable exploration of little-known areas. Primarily concerned with protection, it saw a busy year in 2010 with the filing of 110 new patents, and 273 so-called Soleau preliminary patent registrations. At the exploratory stage, it charts all current research by reviewing new inventions in basic technologies and their applications. The department also has a more assertive role which involves virtually barricading our inventions to protect them from being copied or forged. Last year was also a very busy year in this area, especially for patents covering the Actifry, which is much envied around the world. SD SPOTLIGHT €73 MILLION INVESTED IN R&D IN 2010 HIGHLY PROTECTED INVENTIONS AN INNOVATION COMMUNITY Of 750 PEOPLE r INNOVATION AND SUSTAINABLE DEVELOPMENT Jean-Christophe Simon, President, Innovation “Respect for the environment, consumer health and making our products accessible to the handicapped are an important feature of our R&D work. This leads the Group's innovation teams to explore new avenues, and take up technological challenges in the use of materials, energy consumption and ergonomics. Our innovation dynamic gains momentum from a very active flow of exchange between marketing, R&D and design teams. It is also spurred by collaboration with outside experts. An example is the Group’s partnership with management, engineering and design schools to further our understanding of handicap in the area of cooking, and take this into account.” BUSINESS AND SUSTAINABLE DEVELOPMENT REPORT 2010 PROXIMITY AND STRONG APPEAL Groupe SEB wants to be closer to its customers by increasing its presence in all media channels, where it can help people in their decisions to buy, while the Group expands its consumer audience. The Internet is new territory in which the Group has begun to develop blog sites linked to social networks. For example, at the end of June 2010, krups launched its community portal www.tendencesculinaires.com, which posts recipes, discusses culinary topics and shows off krup’s products. fUNCTIONAL DESIGN BLANKET MEDIA COVERAGE The revival of markets in 2010 prompted the Group to reinvest heavily in media advertising and other targeted promotional efforts to restore dynamic sales momentum. We increased our spending on advertising space by 50% – with TV spots still accounting for 80% of this budget – and continued to develop promotion on the Internet. Parallel public relations exercises also increased: Creative design is about concepts that involve more than just style. As form is determined by function, Groupe SEB’s approach to design is rooted in product functionality and user comfort. In this way, design reflects distinctive functional features, clearly evoked by the product’s appearance. Indeed, design is intrinsic to our multi-brand strategy, as it conveys the values identified with each brand, and so determines how each product world is perceived. The Group’s 14-strong in-house design team also draws on outside expertise and works closely with professional designers selected for their individual approach. participation in the Global Food Marketplace (SIAL) trade show in France, with demonstrations of the Nutritious & Delicious range; All-Clad’s sponsorship of the Bocuse d’Or international cuisine contest; Rowenta’s presentation of steam irons at the IMG Fashion Week in the United States, where it was an IMG sponsoring partner; new applications to promote the Group’s presence on the Internet. All-Clad celebrates its 40th anniversary with the world’s top chefs at James Beard House, New York’s prestigious gastronomic showcase. To mark the occasion: a limited-edition Anniversary Collection of All-Clad products. ELITE, AN INTERNATIONAL PARTNER: OVER 12 MILLION ARTICLES SOLD IN 5 YEARS, IN 25 COUNTRIES, WITH A RANGE NOW COVERING 35 PRODUCTS OPERATIONS 36-37 BRANDS, PRO DUCTS, INNOVATION DOLCE GUSTO: 5 MILLION UNITS SOLD IN 4 YEARS, IN 30 COUNTRIES, WITH 25 MODELS HELPING CUSTOMERS TO DECIDE Getting closer to our customers calls for point-of-sale communication with the use of videos, promotional areas and product demonstrations. However, beyond visual merchandising and promotional tools, direct customer care by sales personnel is a prime factor in the decision to buy. To better manage this aspect of customer relations, we have set up a School of Sales and Marketing within the Groupe SEB Academy, which teaches both practical and customer-relations skills. As the sales advisor is a vital asset for the retailer, Groupe SEB France has for several years run an Expert Training course specially for client retailer sales staff. The module, which is geared to increasing retail sales, covers knowledge of the industry, as well as familiarity with product features and how these benefit the customer. for the brand, while it also sponsors partnerships with famous institutions such as Relais et Châteaux and the Institut Bocuse, prestigious names in this domain in France. Finally, the Group is involved in joint development and marketing exercises with wellknown food professionals such as Frédéric Lalos, ‘Baker of the Year 2010’ title-holder, and the American dietician Ellie krieger. PRESTIGIOUS PARTNERS AND EXPERTS HIGHLIGHT Marketing partnerships, which for Groupe SEB are important levers of growth, are on the increase and now represent 10% of our sales. To supplement our in-house expertise, we collaborate with major agro-food specialists such as Nestlé in the pod coffee sector (Nespresso and Dolce Gusto machines), and Heineken for beer. The Group also has the endorsement of high-profile media chefs like Jamie Oliver who promotes imaginative cooking, or the American celebrity chef Emeril Lagasse, a TV cookery show host and champion of good taste. Another feature of our partnership work involves licence agreements with prominent brands such as Walt Disney (which the Group uses for a range of childcare products, and for Tefal and Supor pans), and the Elite or Weightwatchers labels (used respectively for hair-care products and bathroom scales). These famous names give extra visibility to our offer and enhance our public image. Meanwhile, All-Clad is firmly established in the kitchens of top chefs, who serve as ambassadors ! A fIRST: SMART PACKAGING The Seb brand has created for its Actifry the first-ever packaging to interact with a smartphone in the French market. By scanning a barcode on the package with a mobile phone, the user can access a special website which offers product information, recipes, and even a shopping list of the ingredients. This new initiative in consumer relations has been well received, and is now being extended to other countries. Lagostina has created l’Academia del Sapore (the Academy of Taste), donating premium range equipment to a network of cookery schools throughout Italy, and organizing special theme nights. BUSINESS AND SUSTAINABLE DEVELOPMENT REPORT 2010 A WORLD N°1 WITHOUT BORDERS WORLDWIDE COOKWARE - PRESSURE COOKERS - IRONS AND STEAM SYSTEMS - ELECTRIC KETTLES STEAM COOKERS - TOASTERS - ELECTRIC fRYERS BREADMAKERS - INfORMAL MEAL EQUIPMENT fOOD PREPARATION EQUIPMENT BATHROOM SCALES “ From its solid base in France, Groupe SEB has set its sights on international markets for more than 40 years, pursuing a longterm strategy of organic growth combined with acquisitions. This strategy has given it a truly global profile today, with a well-balanced geographic spread of sales. In these circumstances, the Group is pragmatic, adopting both a global and locally-focused approach to the world. This strategy allows us to aim for, or strengthen, leading positions in every market where we operate. To do this, we can rely on an outstanding brand portfolio, on the industry’s most extensive product offer, on our constant innovation, and on a dynamic sales strategy adapted to each market. Our marketing teams and local sales forces, familiar with their territories, ensure coherent deployment of our product offer and ongoing constructive dialogue with our retail clients. 60 MARKETING COMPANIES Today, these combined strengths serve to accelerate the global growth and consolidation of our Group. Frédéric Verwaerde, Senior Executive Vice-President, Continental Structures ” Recent years have seen profound change in the international scene. Our business environment is in constant flux, with, on the one hand, well-developed mature markets which remain an economic yardstick and still account for the bulk of our sales, and, on the other hand, new emerging markets which are now veritable growth drivers for the global economy. OPERATIONS 38-39 INTERNATIONAL PRESENT IN ALMOST 150 COUNTRIES BREAKDOWN OF 2010 SALES: France: 19% Central Europe, Russia and other territories (Turkey, Middle East, Africa...): 18% Other Western Europe countries: 22% Asia-Pacific: 21% North America: 11% South America: 9% MAR KE TI NG C O M PANI ES France Is/Tille Lourdes Mayenne Pont-Evêque St Jean de Bournay Rumilly Tournus Selongey St Lô Vernon Erbach Germany A GENTS /DI S TR IB U T OR S /O T H ER C OM M E R C IA L PART N E RS Sao Paolo - Mooca Sao Bernardo Do Campo Recife Omegna Italy Brazil Cajica Colombia Binh Duong Province Canonsburg United States I ND US T R IA L S ITE S Vietnam St Petersburg Russia China Shanghai Yuhuan Wuhan Hangzhou Shaoxing BUSINESS AND SUSTAINABLE DEVELOPMENT REPORT 2010 SETTING TRENDS In mature markets with a high level of existing home equipment, rival offers are standardized and competition is rife. In this context, Groupe SEB stands out for its innovative solutions and differentiated approach. Although industrialized countries were badly affected over the last three years by a serious economic crisis, consumer demand held up well, notably in small domestic equipment. With 4% growth in sales, Groupe SEB generally out-performed the market in developed countries. While this was indeed helped by continued robust trading in small domestic equipment and cookware, the Group also took advantage of public receptiveness to innovation and new consumer trends. BREAKDOWN OF 2010 SALES INNOVATION, A DRIVER Of GROWTH In countries with high existing levels of equipment, the Group stimulates demand for replacement products. This gives it the opportunity to entice people to buy higher added-value products that offer extra user benefits. Popular themes for spurring new sales include time-saving, preserving the nutritive value and tastiness of food, ergonomics and attractive design. A good example in the European linen-care sector was the Group’s role in leading a shift from irons to steam systems, which are faster and more efficient. This trend gathered pace in 2010, notably in France, thanks to the ingenuity of the Anti-Calc scale protection system, which also improved the Group’s product mix and achieved market share gains. Mature markets: 56% HIGHLIGHT Emerging markets: 44% ! PRODUCTS HAILED fOR PERfORMANCE AND QUALITY Comparison tests by consumer magazines are a strong recommendation for our products. Numerous models were acclaimed in this way during 2010. Calor and Rowenta steam systems came out top in trials by Belgium’s ‘Test Achats’ and France’s ‘60 millions de consommateurs’. Britain’s ‘Which? Magazine’ awarded its Best Buy distinction to a Tefal iron, and to the Jamie Oliver blender. Ingenio frying pans (non-PFOA) scored 19/20 in tests by France’s ‘60 millions de consommateurs’. Nutricook was hailed in Germany by ‘Test Magazin’, while a T-Fal pan was “highly recommended” by the American magazine, ‘Cook’s Illustrated’. These distinctions offer a springboard for our sales. OPERATIONS 40-41 INT ERNATIONAL / M ATU RE MARK ETS A promotional event in Seoul for Tefal’s mini blender. The Group’s dynamism also lies in its ability to deliver breakthrough innovations that stand out from rival offers and create added value. With products like the Actifry minimal-oil fryer, the Air Force cordless and bagless vacuum cleaner, and the Fresh Express grater-chopper, the Group changed ways of doing things, which helped it to conquer market leader positions in many European countries. ‘Product of the Year’ awards in Spain for the Actifry family, Silence Force and Double Liss. BREAKING NEW GROUND The Group continues to expand its business and strengthen market positions in countries where it is not yet strongly established. In Canada, for example, it has increased its presence by launching hair-care products through a network of hair salons, before releasing them onto the open market. In South korea, having established its dominance in nonstick cookware, steam irons and kettles, the Group has now introduced two more relays for growth: beauty products and food preparation, which are already doing very well. SD SPOTLIGHT New profitable trends which began in mature markets, have been gathering pace around the world: home cooking, informal meals, a return to tradition, multi-beverage choice, breadmakers, water treatment... r NUTRITIOUS & DELICIOUS: HEALTH & PLEASURE COMBINED Valérie Vuillemot, Strategic Marketing Manager, Nutrition and Cooking “All the products in the Nutritious & Delicious line (Actifry, Vitacuisine steam cooker, Nutricook pressure cooker, etc.), have the same aim: to meet desires for healthy eating without having to give up the pleasure of tasty food, and without getting involved in complicated cooking. All this, plus the use of eco-designed utensils made specially for cooking wholesome local produce. Today, we continue to explore new avenues with experts in nutrition, particularly around the concept of the Actifry. In the United States, for example, we collaborate with dietary centres, while in Canada we work in partnership with the Canadian Diabetes Association. As a result, we have developed specific recipes for people with diabetes, and take part in cookery classes at some thirty clinics”. BUSINESS AND SUSTAINABLE DEVELOPMENT REPORT 2010 ARMED WITH THE TOOLS TO SUCCEED The Group’s expansion depends on coherent deployment of its brand strategy, product offer and distribution policy. Staged demonstration of the product offer at Carrefour Planet. Retailing is a key link between our customers and our products. The Group's success thus relies on its ability to work through a far-reaching network of distributors and build relationships of trust and dialogue with its retail clients over the long term. DISTRIBUTORS, PARTNERS Of CHOICE Retail formats vary between countries and market segments. High-end boutiques, department stores, hypermarkets, convenience stores, discount chains or specialist retailers, whether they be in Latin countries, English-speaking markets or Asia...all have their own approach to the customer. Groupe SEB must understand these different approaches and take them into account in order to propose a coherent product offer, and even specially adapted ranges. This is particularly true of mature markets where supply is abundant and seasoned shoppers are more demanding. The Group works closely with its retail clients in different ways. In the United States, for example, All-Clad decided in early 2010 to work exclusively with premium-quality retailer Williams-Sonoma to launch its new D5 cookware collection. This fruitful partnership directly impacted Group sales in this market. Another success, this time in Canada, was our collaboration with The Hudson Bay Company to launch the Actifry. Similarly, in France, the Group continued its special relationship with the Darty retail chain, with joint development of a cookware sales area. Groupe SEB wins the Euronics International Supplier of the Year Award in the small electrical appliances category. OUR OWN RETAIL STORES, AN ADDITIONAL ASSET In mature markets, in addition to using the industry’s regular retail distribution channels, the Group runs its own stores directly or with partners under the Home and Cook banner. In Europe, these outlets help to optimize inventories by clearing seconds and discontinued lines. In other countries such as Japan, they help to promote our brands and products directly to shoppers, thus giving an extra boost to sales. Different retail formats respond to different needs and circumstances. These range from direct factory-to-customer outlets located near our production plants, to brand stock-clearance stores in shopping villages, Group brand boutiques in city centres or shopping malls, or exclusive up-market formats. OPERATIONS 42-43 INT ERNATIONAL / M ATU RE MARK ETS MERCHANDISING THAT TRIGGERS THE DECISION TO BUY Eugène de Parscau, Merchandising Manager “Beyond innovation and advertising, it is vital to consider every other aspect of the marketing of a product. Once inside a store, shoppers are faced with a large choice of products that rival for their attention. We must help them to choose and, by triggering their decision to buy, convert the shopper into a Groupe SEB customer. We can employ a whole range of techniques and resources to influence the buying decision: shelf display layout, product staging, point-of-sale advertising, aisle-end presentation, promotional tools ... These are the basics of merchandising. My role as merchandising manager is to get across this message and support our marketing teams and strategic sales forces in raising the profile of our products and brands.” The Group supplements these retail circuits with its development of well-targeted online shopping websites. This new and fastgrowing sales channel is often a way for customers to buy models that are not easy to find in regular stores. For example, the Group has launched a British website that offers All-Clad products online, and a French website that sells accessories. HIGHLIGHT MORE THAN 1,150 STORES AROUND THE WORLD. 89 IN MATURE MARKETS ! MOULINEX REDEPLOYED IN 9 EUROPEAN COUNTRIES Following the partial takeover of Moulinex in 2002, the European Commission required Groupe SEB to allow third parties to use the Moulinex brand in nine European countries for five years, followed by a transitional phase of three years. This restriction on the use of the brand was lifted on 1 January 2011, so that Moulinex has since made a comeback in Germany, Austria, The Netherlands, Sweden, Denmark, Norway, Portugal, Belgium and Greece. The Group is now engaged in the re-conquest of these markets. This fresh launch of the brand will be helped by a specially revamped product offer, a major advertising and marketing drive, and mobilization of all the Group’s European sales teams to make 2011 a real ‘Moulinex Year’. BUSINESS AND SUSTAINABLE DEVELOPMENT REPORT 2010 GROWING IN fERTILE MARKETS Emerging countries, which are prime markets for new home equipment, are the Group’s growth drivers for the future. Urbanization, a rising middle class, greater purchasing power and the spread of the retail industry all point to rapid development. Most emerging markets affected by the economic crisis have made a quick recovery and are now returning to growth. Already well established in these markets, Groupe SEB was able to benefit from this revived demand, with an increase of 18% in sales in 2010. ADVANCING WITH EMERGING MARKETS The rapid economic development of these countries represents a real source of motive power for the Group’s organic growth. In Brazil, the emergence of a new middle class eager to buy products offers the Group a big opportunity. Present in the Nordeste region of this fast-developing country, with a factory based at Recife and well-known local brands – Arno in small electrical appliances, Rochedo, Clock and Penedo in cookware – Groupe SEB is well positioned to respond to the demands of this new consumer audience with an adapted and targeted offer. HIGHLIGHT A fAST-GROWING MIDDLE CLASS IN BRAZIL: 90 MILLION PEOPLE WITH A 46% SHARE Of PURCHASING POWER ! GROUP REORGANIZATION IN SOUTH AMERICA To improve the efficiency of our structures and reinforce cooperation between our subsidiaries in South America, it was decided at the end of 2009, to regroup them around three multi-country support service clusters, covering Brazil, the Andean Pact countries and Southwest America. These regrouped marketing, sales, logistics and administrative teams gave us a more focused overall picture of our retail clients, and generated powerful synergy benefits which were quickly felt in our business results. In Brazil for example, our strengthened sales force and a more assertive product strategy led to a resurgence of our cookware sales in 2010. OPERATIONS 44-45 INT ERNAT IONAL / EMERGING MARKETS TAKEOVER SPURS EXPANSION IN COLOMBIA The Chinese market also saw an explosion in demand. Emerging stronger from the financial crisis, China is now ranked the world's second economic superpower...and our second-largest market. The Group is strategically well placed in this market through Supor’s presence in both small electrical appliances and cookware. Thanks to this famous local brand, our extended and adapted product offer, and an efficient on-the-spot manufacturing base, the Group is in a position to take full advantage of rapid growth in the Chinese market. Even in more restive markets such as those of Central and Eastern Europe or Russia, the strong positions enjoyed by the Group mean it can keep its sights on the long term, while taking measured risks pending economic recovery. The profile of the distribution industry in this zone has been transformed in recent years as a result of concentration and globalization of the retail sector. It remains an essential relay in the revival of consumer spending, particularly through expansion in large cities, which opens up new perspectives for the Group. Established for many years in South America with well-known brands which are leaders in their respective markets, Groupe SEB continues to strengthen its positions and extend its coverage of this zone. The acquisition – announced in July 2010 and finalized in February 2011 – of the Colombian company Imusa, which makes and sells cookware and food and household plastic products, is fully in line with this policy of expansion. The Group – already local market leader in small electrical appliances with its Samurai brand – now becomes leader in cookware as well, with the takeover of Imusa. This gives the Group an excellent opportunity, not just in Colombia, but also generally in South and Central America, where Imusa is already well established, as well as in the United States where a subsidiary of Imusa serves a large Hispanic population. The Imusa profile is well matched to Groupe SEB, which will help us to quickly speak the same language and jointly reinforce our market leadership. IMUSA IN fIGURES 2 brands: 2 factories 2 marketing companies 12 own stores 900 employees BUSINESS AND SUSTAINABLE DEVELOPMENT REPORT 2010 A LOCALLY ADAPTED OffER from Asia to South America, from the Middle East to Eastern Europe, the proles of emerging markets vary widely and call for special understanding of the different challenges involved. The Group is very alert and pragmatic in responding to the realities of these markets. MEETING THE NEED fOR BASIC EQUIPMENT In emerging markets, the Group is, first and foremost, responding to a basic and urgent need for equipment. These new consumers, whose purchasing power is on the rise, want to equip their homes and improve their living environment. Small domestic equipment, which sells at moderate average prices, is at the forefront of this new accession to home comforts. Cookware and electric irons often serve as forerunner products for the Group, which then goes on to penetrate these markets with an adapted offer. PROPOSING AN ADAPTED OffER For Groupe SEB, diversity in local usage and culinary traditions brings new opportunities. Indeed, our daily concern is to develop a product offer that corresponds to the eating habits of all kinds of consumers... because people do not eat rice in China in the same way as they do in Peru, because bread in Turkey is not the same as in Russia. This rich diversity generates value for the Group. The matching of products to needs can also mean adapting accessories. In the Middle East for example, the Moulinette shredder has a special blade for chopping spices – very popular in these countries – while in Brazil, blenders are equipped with accessories for exotic fruits. The Group also offers special products and novel features to meet specific local needs. Some examples are an anti-mosquito fan for the warm countries of South America, or a soya milk extractor for China, while, in Russia, a real favourite is our special meat mincer designed for the needs of traditional local recipes. ENTICING MARKETS UP-RANGE However, in addition to its adapted local offer, the Group also targets all the world’s markets with its high added-value star products, which respond equally to the desires of mature and emerging markets. For example, we have successfully launched steam systems in Turkey, while the Actifry is also a number 1 seller in the Middle East, Poland and Turkey; the Dolce Gusto – in partnership with Nestlé – was an instant success in Brazil, where it brought new vitality to the entire coffee-pod market; meanwhile, in China, Supor is now a specialist in induction cooking hobs. OPERATIONS 46-47 INT ERNATION AL / EMERGING MARKETS SUPOR SALES MULTIPLIED BY 3 IN 4 YEARS This illustrates our increasingly broad coverage of all segments of the market, from entry-to-mid-level, which meet the needs of first-time buyers, to higher status middle-to-upper ranges which attract consumers with greater purchasing power. BEING VIGILANT AND RESPONSIVE Constant and rapid change in emerging markets also calls for responsiveness and the ability to adapt. If we do not have factories in a country where new import barriers are introduced, we can reconsider our product offer. In Argentina, for example, despite protectionist measures affecting certain articles, the Group recorded an excellent year. Its generalist profile allowed it to quickly develop a new offer unaffected by regulatory constraints. Likewise in Turkey, import barriers caused us to reorganize our approach to this market by opting for a locally contracted product creation procedure. HIGHLIGHT In 2010, the Group renewed 90% of its blender range in Brazil. ! ACCUMULATING AWARDS • Hungary: In September, Tefal’s Quick & Hot instant hot-water fountain was awarded a Power Saving prize by E.ON, the country’s biggest energy supplier. • Brazil: The very popular women's magazine ‘Nova’ gave its ‘Prêmio de Beleza’ best-buy beauty products distinction to Arno’s Respect hair straightener. • Brazil: The ‘Top of Mind 2010’ market study which measures the spontaneous impact of brands gave Arno first prize in the vacuum-cleaning category. • China: Supor received a ‘Creative Award’ for its TV advert for Thermospot pans during the 5th China International TV Advertising Awards Festival. • Czech Republic: the Tefal Ultimate Autoclean TV spot won the ‘Best ad of November’ award given by the Czech magazine ‘Strategy’. BUSINESS AND SUSTAINABLE DEVELOPMENT REPORT 2010 EXPANDING OUR RETAIL BANNERS RETAIL NETWORKS VARY BY COUNTRY The profile of the retail industry in emerging markets is even more varied than in mature markets. Highly concentrated in Russia since the economic crisis, it may be fragmented as in China, or mixed as in Brazil where major trading banners work alongside a multitude of independent stores. Store formats also differ, ranging from hypermarkets to specialist stores, or even more exotic forms such as ‘souk’ marketplace stalls or mobile shops. This diversity is taken fully into account in the Group's marketing and product-launch strategy. fORGING CLOSE RELATIONS All retailers, of whatever type, are key partners in the Group’s expansion. This alliance is seen at many levels, ranging from joint inventory management to merchandising, and even tailor-made collections. Customer loyalty schemes run by our retail clients are also an important stimulus to demand. In Mexico for example, our 2010 sales were boosted by a partner arrangement with the Soriana retail chain, which used our cookware in its customer loyalty scheme. We also work regularly with our clients in Central Europe on this type of operation, which is very common in these markets. Meanwhile, the use of multi-country support clusters gives the Group an overall picture of markets and helps it to pool resources. In Brazil, for example, it has created key international account manager posts, and redeployed its sales force to better serve the interests of the Group in these local territories, in both small electrical appliances and cookware. OWN RETAIL BANNERS BOOST SALES The Group also continues to operate its own retail network, which extends its geographic reach and ensures better coverage of particular market segments. In 1997, Groupe SEB created its own Tefal Shop network in Turkey to make up for lack of structure in the local distribution industry. Today, 155 Tefal shops account for more than a third of our sales in this market. OPERATIONS 48-49 INT ERNATIONAL / EM ERGING COUNTRIES 1,065 OWN STORES IN EMERGING COUNTRIES Expansion of our own retail network in South America was stepped up in 2010. The Group now operates 22 of its own stores in Brazil. Apart from generating extra sales, these stores help to penetrate markets with high-end ranges – local shops being reluctant to venture too far up-range – or to test-run new products or concepts before launching them on the market. Ten new stores were opened last year in Colombia, and three in Argentina. In Chile where the retail industry is highly concentrated, our network of seven boutiques adopts a different commercial approach with a wider choice of products and a high level of customer service. SD SPOTLIGHT Eastern and Central Europe boasted 29 own stores at the end of 2010. The rapid spread of shopping malls opens up new r perspectives for the Group, with potential to expand its own-store network in these markets. In China, Supor Life Stores differ from the Group’s other retail formats by their location in so-called ‘3 and 4-tier’ cities, where modern retail structures are not common, and where living standards are not as high as in the larger cities along China’s east coast. ALTERNATIVE RETAILING: 10% Of SALES IN 2010 SUSTAINABLE DEVELOPMENT AT GROUPE SEB BRAZIL Sergio Seiffert Assis, Director of Production, Brazil, Chairman of ConSEB. “The sustainable development effort of Groupe SEB Brazil is driven and coordinated by ConSEB, a committee comprising 13 voluntary employees drawn from different sectors of the company. With the support of the Group Management Board, ConSEB defines priorities for action in line with Group objectives, and follows up on their progress. The results? More environment-friendly products such as the Niagara washing machine with its A-rated Eco energy label, or the Click & Mix blender which is 89% recyclable; but also, new advances in the treatment of factory effluent, and reinforced social solidarity, notably to improve access to employment for disadvantaged young people. These are just a few examples. Our working teams are taking more and more initiatives in sustainable development – an approach increasingly integrated into their day-to-day lives.“ BUSINESS AND SUSTAINABLE DEVELOPMENT REPORT 2010 EXPERTISE TALENT KNOWS NO BOUNDS A FORCE FOR PROGRESS TEAM DYNAMICS 60 52 EXPERTISE 50-51 BUSINESS AND SUSTAINABLE DEVELOPMENT REPORT 2010 A fORCE fOR PROGRESS “ With 70% of products made internally, Groupe SEB is atypical of the small domestic equipment industry. Of the Group’s 24 factories, 12 are based in Europe, including ten in France, which is an achievement when you consider that two-thirds of all small electrical appliances sold worldwide are made in China. Outsourcing: 30% Asia: 20% South America: 8% Europe: 40% Groupe SEB strikes the right balance: on the one hand, our Europe-based industrial units serve as centres of innovative expertise and a model for our in-house teams, while, on the other hand, we continue to develop competitive multiproduct factories close to our international markets. We also use tactical outsourcing for the supply of components or basic standardized products. ” BREAKDOWN OF PRODUCTION IN 2010 North America: 2% Our industrial strength is also underpinned by the day-to-day commitment of our employees to optimize and constantly improve our operating structures. Their teamwork, their pooling of expertise and good practices, their involvement in Group-wide and international projects, all mean that today Groupe SEB can rely on an efficient organization which allows it to operate on the world stage with confidence and responsibility. Stéphane Laflèche, Senior Executive Vice-President, Industrial Operations INVESTMENTS Of €140 MILLION: +28% EXPERTISE 52-53 OPERATING STRUCTU RES WORKING IN TEAMS TO MOVE AHEAD TOGETHER Arno plant in Brazil. Selongey, Côte d’Or, France, almost 1.4 million pressure cookers made in 2010. Lagostina made at Omegna, Italy, since 1901. Supor production ramped up to serve local markets. BUSINESS AND SUSTAINABLE DEVELOPMENT REPORT 2010 DEPLOYING UNIQUE INDUSTRIAL EXPERTISE Groupe SEB has built an international industrial base which is geared to efciently serve targeted markets in optimal competitive conditions. These factors, combined with ongoing strategic rationalization of our factories, ensure that we can be competitive. Finally, direct control of production means the Group can guarantee the quality of its products. Pont-Evêque, the world’s biggest factory for steam-ironing systems. PRODUCTION IN LOW-COST COUNTRIES, AN ADDITIONAL ADVANTAGE However, for certain basic products with low added value, the Group has equipped itself with industrial facilities in low-cost countries. As our products are relatively small, there is no obstacle to manufacturing them far from their intended markets. PRODUCTION IN MATURE MARKETS, THE POWER Of INNOVATION Historically based in Europe, in particular in France, Groupe SEB has always maintained a substantial industrial base in these markets – unlike many of its rivals who have gradually relocated their production to low-cost countries. This economic choice is possible because of the Group’s deliberate policy of specializing its factories by making them centres of expertise, which are then used as a benchmark for the whole Group. Within this framework, we encourage close working links between research, development, marketing and production to facilitate the process of innovation. This teamwork also involves sharing skills and know-how in such areas as metal stamping, surface coating, plastics, or knowledge of materials. Proximity to markets is also a major advantage used by the Group to further its expansion. Making products locally helps to reduce indirect costs (logistics, import charges) and allows for more efficient and rapid penetration of high-growth emerging markets. Moreover, through its local industrial presence, the Group builds up new technological and industrial expertise, which it can then duplicate for the benefit of all its operations and markets. Thus, in South America, Brazilian teams are the Group’s experts in blenders and fans, while Supor in China is a source of specialist knowledge in rice cooking and induction hobs. Finally, the Group pools the experience and synergies of its factories in order to offer increasingly relevant solutions to consumers. For example, 2011 will see the arrival of a new range of pressure cookers with an insert lid (typical in Brazil), and a nonstick coating (from our Rumilly plant in France). The decision to manufacture in Europe is justified when it is focused on innovation, high added-value products and the economies of scale made possible by automated facilities. STRENGTHENED TEAMS TO HANDLE SUPOR SUB-CONTRACTING fOR THE GROUP: +80 STAff IN CHINA EXPERTISE 54-55 OPERAT ING STRUCTURES OUTSOURCING, A TACTICAL LEVER Today’s industrial model involves a trade-off between own-production and outsourcing. The Group adapts its response strategically, and uses outsourcing at different levels in the production chain. In the first place, outsourcing gives access to complex sub-assemblies which are very labour-intensive, and which would erode its competitive edge if the Group made them in its own factories. In the second place, sourcing can give access, if necessary, to finished products*, especially where this concerns renewal of existing products with no new innovation, or an urgent need to replenish stocks – or again, if this option is better suited to the commercial outlook of the product. The decision to outsource involves close collaboration with suppliers to ensure compliance with the Group’s high standards. BRAZIL’S RECIfE PLANT UPGRADED TO A fULL-SCALE fACTORY: 1.7 MILLION ARTICLES PRODUCED IN 2010 * Share of sourcing in 2010: 30% Rumilly: 45 million articles made in 2010. SD SPOTLIGHT Panex factory in Brazil. r Vacuum cleaner centre of expertise, Vernon, France. SUPOR EMPHASIZES WORK SAfETY AND THE ENVIRONMENT Wah Hock Chia, Director of Production, Supor (China) “Supor’s work safety performance improved in 2010. This reflects the reinforcement of our work safety policy, which is the subject of a monthly report to Groupe SEB. Last year we carried out an extensive programme of training and safety awareness in all our plants. We also invested in machine safety and converted certain equipment to semi-automatic mode to reduce the risk of accidents. The environment is another important focus of our industrial policy. We are stepping up our efforts particularly in the areas of water and energy saving. For example, in 2010, we modernized several water treatment facilities and implemented solutions for recycling hot air from compressors for re-use in certain processes. We are working to obtain ISO 14001* and OHSAS 18001* certification for all our plants by the end of 2012, in line with the Group’s standards.” BUSINESS AND SUSTAINABLE DEVELOPMENT REPORT 2010 WORkING IN TEAMS TO MAXIMIzE OPERATIONAL EffICIENCY In parallel, a productivity improvement plan for each site makes it possible to deal with local issues in greater detail. These plans, overseen by a team of project managers, are aimed to increase production while ensuring high quality, and focus on such things as timely maintenance of tools and optimized flow management. By methodically monitoring compliance and taking appropriate corrective action, the Group is arming itself with efficient and competitive industrial facilities. Moreover, it encourages the exchange of know-how and experience between the Group’s working teams, either by bringing them together or via its collaborative Intranet sites, as well as through motivating events such as the Best Practices in-house challenge competition. A STRUCTURED APPROACH AND TEAM SPIRIT HIGHLIGHT It is vitally important for a world-spanning industrial group to promote corporate team spirit and avoid fragmentation – a principle which we apply with equal force at Group level and within each of our entities around the world. For this purpose, we use a system of indicators based on common standards to constantly monitor industrial performance and ensure that we are being competitive. This global perspective allows us to benefit from best practices, identify weak points, initiate action plans or take corrective measures. Supor sites in China, integrated since 2008, are gradually applying these methods to bring them into line with Group standards. ! 10,000 WORKSTATIONS LINKED VIA A COMPUTER NETWORK COVERING 106 SITES ‘01 BUSINESS AND TECHNOLOGIES’ SPECIAL AWARD fOR PHILIPPE GUYARD Philippe Guyard, Groupe SEB’s IT Manager was singled out by the ‘01 Business and Technologies’ magazine for the Club 01 DSI Special Trophy, which awards the IT Manager for whom the most votes were cast on the Internet. This award highlights the ability of our IT teams to accompany the rapid expansion and globalization of the Group in recent years. The development of an information systems integration methodology played an important support role in the Group’s acquisition strategy. EXPERTISE 56-57 OPERAT ING STRUCTURES The diversity of our industrial facilities and the close links maintained between the teams that work in them are a major asset for Groupe SEB in its pursuit of excellence. INfORMATION SYSTEMS, A BACKBONE Of THE GROUP Our IT teams support the Group’s corporate functions by making them increasingly efficient and interconnected, and by structuring in-house communications. The Group’s information system, which helps to harmonize practices and share knowledge, has grown rapidly in recent years in parallel with structural changes and the expansion of our business. Examples of the IT support role in the Group’s development in 2010 included: the setup and monitoring of a multi-country cluster in South America (Argentina, Chile and Peru), the roll-out of a new information system for our own-store retail network; and backup for Supor teams as they bring working methods into line with those of the Group. Meanwhile, we have continued to consolidate support structures by extending our SAP system to the United States and optimizing it in Northern Europe and elsewhere, and by expanding our Shared Corporate Accounting Services which now cover ten French and four foreign subsidiaries. BEST PRACTICES CHALLENGE Launched in 2008 by the Industrial Planning department, the Best Practices annual challenge helps to identify and share good practices introduced in our factories each year, selecting the best of them for implementation throughout the Group. Following the success of the first two editions, the contest was repeated in 2010 when many new ideas were submitted by the Group’s sites. Award winners will be named in the first half of 2011 by a jury comprising members of the Industrial Planning committee. The 2009 Golden Trophy was won by France’s Rumilly Cooking site, followed by Mayenne, France (Silver Trophy), and Mooca, Brazil (Bronze Trophy). BUSINESS AND SUSTAINABLE DEVELOPMENT REPORT 2010 COMMANDING THE SUPPLY CHAIN fROM fACTORY TO CONSUMER EffICIENT ORGANIZATION... The supply chain is essential to the Group’s competitive performance because it ensures optimum management of product logistics from the design stage until final delivery to a satisfied client. This function is now organized around a dedicated structure within each SBA. In addition, Group-wide teams contribute to overall efficiency by providing support in specific logistics areas such as special projects, export, or Chinese supply management. The effectiveness of the logistics chain depends above all on strict control of internal stock levels. Hence the Group’s introduction of a more precise sales forecasting system which will match supplies as closely as possible to expected demand, and so ensure accurate production and commercial planning. We have also continued our efforts to clear old lines, surplus stocks and slow-moving ranges, in order to improve the overall quality of stocks in hand. Meanwhile, the Group has launched a farreaching initiative to harmonize the planning process through common practices and greater coordination between SBAs, markets and factories. In 2010, there was a notable improvement in the Group’s average stock-level ratio, compared with 2009. The Group is also conducting several parallel projects to consolidate its logistics platforms so as to make them even more efficient and responsive, and to optimize packaging and container loading by defining common standards. All these measures and action plans are designed to control and coordinate flows of goods and information more effectively, so that the Group can give irreproachable service to its retailer clients by offering them solutions which are adapted and even tailor-made to their needs. EXPERTISE 58-59 OPERAT ING STRUCTURES The success of a product depends on its efcient integration into a coherent supply chain which guarantees satisfaction for our retail clients and keeps promises to consumers. ...fOR A SATISfIED CUSTOMER As end-user satisfaction is of paramount importance, Groupe SEB strives to offer consumers quality products and, when needed, good after-sales service adapted to each case. For this reason, it adopts a proactive strategy of product support, with several goals in mind: Quality control at every stage. guaranteed strict quality control right from the production stage – whether the product is made in-house or sourced – to identify and resolve any potential problems well up-stream; user-support via detailed help websites (video, demonstrations, advice...), to guide consumers in the optimum use of products, and so avoid mishandling and disappointments; common worldwide standards of after-sales service which can distinguish between customer discontent and material defects; it should be easy to have a faulty product repaired, and so limit the need for retailers to handle claims, as well as avoiding unnecessary and costly returns for the Group. MORE THAN 100 LOGISTICS PLATfORMS AROUND THE WORLD SD SPOTLIGHT Vacuum-cleaner tests to guarantee optimum efficiency. r LOGISTICS: WHEN ECONOMY RHYMES WITH ECOLOGY Thomas Debray, Group Logistics Manager “To reduce CO2 emissions in the supply chain, our logistics policy aims to use more eco-friendly forms of freight traffic, and ensure optimum loading of transport units. Maximum loading of trucks and containers means less CO2 per carried kilo, as well as lower transport costs – being both an economic and ecological gain. In 2010, we introduced size constraints for packaging, to be applied right from the product design stage, so as to optimize palette loading and minimize unused container space. Just a few millimetres less in the height or width of a product can have a significant impact on loading rates – and so, on logistics costs...and ecological costs. We are now helping to implement this packaging methodology in all the Group’s design units”. BUSINESS AND SUSTAINABLE DEVELOPMENT REPORT 2010 TEAM DYNAMICS Groupe SEB is both a global business and a human enterprise with a strong sense of values, which aims to give all its employees the opportunity to fully develop their career potential. “ In just ten years, Groupe SEB has doubled in size, acquiring several companies and expanding around the globe. To ensure its continued growth in a changing and complex world, it is more vital than ever for the Group to attract and develop talent. With this in mind, it has revitalized its hiring strategy, particularly in graduate recruitment. Career planning begins as soon as a new recruit joins the company. We support our staff with professional training, development of skills, opportunities for geographic mobility, and even transfer between specialist areas, so that everyone in the Group can plan a career to match their talents and ambitions. The Group’s human resources policy integrates principles of corporate and social responsibility which are inscribed in its values and history. The Group’s corporate cohesion is reflected in the quality of its labour relations, and in the regular involvement of its employees in sponsorship programmes. Corporate, social and environmental responsibility are essential components of sustainable development. It is not by chance that the Group’s sustainable development drive is a responsibility of our Human Resources department, as the behaviour and attitudes of employees are of vital importance to making progress in this area. ” Harry Touret Senior Executive Vice-President, Human Resources “EVERYONE IN THE GROUP CAN PLAN A CAREER TO MATCH THEIR TALENTS AND AMBITIONS” EXPERTISE 60-61 HUMAN RESOU RCES 23,000 EMPLOYEES SPREAD OVER 51 COUNTRIES Active labour dialogue: in 2010, Groupe SEB signed 90 collective agreements with its employees around the world. In 2010, the number of female managers rose at almost double the rate of male managers (+11.3%, compared with +6.0%). Today, the overall proportion of female managers for all the Group’s companies is 32%. BUSINESS AND SUSTAINABLE DEVELOPMENT REPORT 2010 ATTRACTING AND OVER 50 NATIONALITIES CULTIVATING IN THE GROUPE SEB TALENT MANAGEMENT COMMUNITY Participating in student forums helps to make the Group better known as a potential employer. Welcome seminars help new managers from different countries to discover the Group and start to build up their relational network. ENLARGING THE POOL Of CANDIDATES GETTING Off TO A GOOD START To make it more attractive to potential candidates, the Group redesigned the Careers Area of its corporate website in 2010. The new look highlights originality, the human dimension and authenticity. It features more than thirty testimonies from staff on different aspects of the Group’s human resources management, and how it puts its values to work daily. Visitors to the website can consult job vacancies and submit an application online via a new recruitment feature. In 2011, it is planned to launch a dozen new ‘local’ international career sites. Once new managers are hired, the Group helps to orient them and plan their career within the company. Revised in 2010, the orientation process now extends over six months. It includes an introductory seminar with the presence of senior executives, sponsor pairing, a visit to a factory and major retail client, and a feed-back report drawn up by the new recruit. ATTRACTING YOUNG TALENT Daniele Collari, International Campus Manager With catchy slogans and offbeat snapshots of Groupe SEB staff, the new careers area of our corporate website targets mainly young candidates. “At student forums, young people are attracted by our brands and products, familiar to them in their daily lives – though they do not always connect them with Groupe SEB. They are usually surprised to learn of the extent and dynamism of the Group. This is why we want to make ourselves better known to leading business and engineering schools as a prospective employer. In 2010, we concentrated our efforts on France, before extending our campaign internationally in 2011. As well as being present at more student seminars, we also develop educational partnerships with selected institutions with a view to developing studies. Two new projects were initiated in this way on the theme of innovation. Our objective is to increase the number and quality of applicants, particularly for internships, so that we can develop a pool of talent to draw from for potential first-job recruitment.” EXPERTISE 62-63 HUMAN RESOURCES 4 113 WELCOME SEMINARS IN 2010: PARTICIPANTS, 19 A DYNAMIC MANAGEMENT COMMUNITY Groupe SEB today numbers more than 2,000 managers. These make up a very diverse community of nationalities, career backgrounds and expertise, while they share common management practices based on the Group’s values. In April 2010, the Management Convention attracted about 200 managers from some thirty countries. This event took stock of the Group’s results and latest advances, and reviewed our objectives for the coming years. As part of the Group’s dynamic approach to human resources planning, each manager is invited to become the architect of his or her own career. Harmonized procedures throughout the Group facilitate geographic and job mobility. These are regularly updated with new tools such as the global e-recruitment interface launched in 2010, which allows any employee to apply directly for any job vacancy within the Group. COLLABORATIVE PLATfORMS MULTIPLY Intracom, the Group’s internal network, is the backbone of its in-house communications. Not only a mine of information, it serves, above all, as a collaborative work tool for the Group’s employees: the number of Intracom collaborative platforms has doubled each year since 2008 (some 50 were up and running in 2010). A new version of Intracom was launched last year, with an updated graphic interface and easier access to Group documentation. This led to a 15% increase in the use of the portal. NATIONALITIES MANAGEMENT PRACTICES fORM AN INTEGRAL PART Of THE ANNUAL ASSESSMENT INTERVIEW The Management Convention, an opportunity for the Group Executive Committee to discuss results and goals with managers. BUSINESS AND SUSTAINABLE DEVELOPMENT REPORT 2010 DEVELOPING SkILLS AND SUPPORTING CHANGE NEW INTERNATIONAL TRAINING SEMINARS As training plays a key role in the development of skills, the Group stepped up its effort in this area last year with a budget allocation up by 30.1% on 2009. New facilities in 2010 included the creation of a School of Marketing and Sales to train 800 marketing and sales managers in the most advanced skills in their field. In its first year, 155 managers already took part in these seminars. A new ‘Leader’ management training programme to support the Group’s expansion was set up in liaison with the IMD Business School in Lausanne, Switzerland. Another initiative, the e-learning ‘Global English’ revision module, has already been taken up by almost 500 employees worldwide. DECENTRALIZED TRAINING SD SPOTLIGHT Working within the framework of training priorities defined by the Group, each subsidiary develops its own training provision adapted to local needs. One example is the Groupe SEB Supor Academy launched in Hangzhou, China, in 2009, which provided training for more than 1,000 employees in 2010. This structure has integrated several Groupe SEB Academy modules, notably in the areas of leadership, corporate values and management practices. Meanwhile, in France, an extensive programme of training was carried out during 2010 in the context of advance planning for careers and skills. This training aims to improve employability, in particular for those with low levels of qualification. r LABOUR RELATIONS: SHANGHAI PLANT ATTRACTS PRAISE Calogero franchina, Manager of SSEAC, the Group’s industrial plant in Shanghai, China “At SSEAC, we attach high importance to labour relations and work very effectively with trade union representatives. Our approach was commended in June 2010 with the accolade “Model company for harmony in working relations”. Following two social audits, we were singled out for this award by the Labour Administration, the Trade Union Federation and the Employers’ Association of Minhang. Among the noted achievements of our human resources policy in 2010 was a training course aimed particularly at migrant workers from distant rural areas, who form a large part of the workforce. The course explained their labour rights and how to protect them. More generally, we also strive to ensure good working conditions. We have, for example, just installed air conditioning to reduce the heat in workshops during the summer, something which, in general, is not done locally.” 64-65 EXPERTISE HUMAN RESOURCES GRADUAL INTEGRATION Of SUSTAINABLE DEVELOPMENT CRITERIA IN MANAGERIAL JOB DESCRIPTIONS SD SPOTLIGHT QUALIfICATION TRAINING fOR 320 PLANT OPERATIVES IN fRANCE TO IMPROVE THEIR EMPLOYABILITY r A CHALLENGE fOR THE ENVIRONMENT Daniel Sullerot, Work Study Technician, Selongey factory, France “The goal of the EcoChallenge exercise carried out at the Selongey and Is-surTille sites was to encourage the adoption of good reflexes to protect the environment. I helped to organize this programme, which lasted for nine months in the offices and workshops of these plants. Information meetings and posters drew attention to the right things to do, and a weekly quiz kept momentum going. Everyone took part, including operatives in the workshops, where computers were installed to allow them to participate. This informal, fun approach to awareness-raising led to reduced consumption of paper, energy and water. In Selongey alone we saved 1,000 m3 of water in the workshops. Points won in the quiz were ‘converted’ into trees planted in the region at the end of 2010. More than 400 trees were planted for the two sites. The most important result is that the new reflexes have been maintained – something I regularly notice.” RESTRUCTURING THAT RESPECTS INDIVIDUALS SOCIAL WELfARE: AIMING fOR EQUITY The creation of the kitchen electrics division announced in mid-2009 required the regrouping of employees in Burgundy (Selongey and Is-sur-Tille). This led to the closure of sites at Caen and La Défense where 121 people worked. As part of the job protection plan negotiated with labour unions, each person concerned was offered another post within the Group, mainly in Burgundy or Mayenne. Forty people accepted job transfers. The others were given individual support, so that a solution was found for everyone: early retirement, a new job or the realization of a personal project. In the interests of fairness, Groupe SEB wants to ensure that its employees in different countries enjoy a good level of social welfare cover in relation to their local context. For this purpose, it conducted a social audit of all its subsidiaries worldwide in 2010. Based on the results of this audit, Group policy in this area will be defined in 2011, and an action plan will be put in place at the end of the year. IN EUROPE, AN E-LEARNING MODULE IN COMPETITION LAW fOR ALL MANAGERS IN COMMERCIAL OPERATIONS BUSINESS AND SUSTAINABLE DEVELOPMENT REPORT 2010 SUSTAINABLE DEVELOPMENT 68 TURNING CHALLENGES INTO DEEDS EMBEDDED IN EVERY FIBRE OF THE GROUP 70 SUSTAINABLE DEVELOPMENT RESPONSIBLE HORIZONS 66-67 BUSINESS AND SUSTAINABLE DEVELOPMENT REPORT 2010 TURNING CHALLENGES INTO DEEDS GLOBAL EXPANSION AND CORPORATE ETHICS The centre of gravity of our business continues to shift toward emerging economies, especially since the takeover of Supor in China. The Group is vigilant at all times to ensure that this expansion is carried out in compliance with its principles and its approach to sustainable development. In doing this, it uses guidelines and a worldwide reporting system to monitor performance in areas such as health & safety at work, Human Rights and respect for the environment. A sustainable development action plan is set in motion in all newly acquired entities, to gradually bring them into line with Group standards. SAfEGUARDING THE ENVIRONMENT THROUGHOUT THE PRODUCT LIfECYCLE To limit the ecological impact of its operations, Groupe SEB takes the environment into account at every stage in the lifecycle of its products. Its eco-design goals include product recyclability, cutting power consumption and developing the use of recycled materials. In the area of production, 78% of the Group's entities are certified ISO 14001, while recently acquired companies are working toward this goal. Its eco-logistics plan aims to cut CO2 emissions by freight transport. The Group is also an active participant in the system for collecting and processing end-of-use products. TAKING ACCOUNT Of A CHANGING SOCIETY Groupe SEB keeps in step with sociological changes affecting its employees as well as society in general. The ageing workforce in Europe, for example, is a challenge in the effort to reduce occupational illness, to which we are responding with a proactive Health & Safety plan. The Group also promotes diversity within its workforce and takes this into account in recruitment. Meanwhile, in view of the context of economic uncertainty, the Group helps to ensure the future employability of its staff with appropriate training programmes. BEHAVING AS A CITIZEN ENTERPRISE Civil society puts growing pressure on the business world to respect high social, ethical and environmental standards. Groupe SEB’s social concern is evident at many levels. In the territories where it operates, it behaves as a responsible economic citizen: in the event of site restructuring, for example, it does everything possible to limit the impact on the local economy. The Group also participates in local life by forging links with the community and taking part in debates on issues of social concern such as nutrition and health. Its community commitment is also seen in its corporate philanthropic work, which is focused on the promotion of social integration. RESPONDING TO CONSUMER NEEDS WITH DURABLE PRODUCTS Modern consumers want products that pay attention to issues such as public health, food safety and caring for the environment. Groupe SEB makes every effort to ensure strict surveillance of these areas. Each new generation of products brings innovative features that respect the needs of individuals and the environment. The field of nutrition and health is of special interest to the Group’s innovation of new products designed for tasty and healthy food preparation. Tefal’s Enjoy kitchen utensil range. SUSTAINABLE DEVELOPMENT 68-69 CHALLENGES Each company denes its own sustainable development priorities in relation to its strategic stance, the nature of its business, its structure and local context. Groupe SEB has dened ve priority areas, each of which is the subject of specic action plans. The Vitacuisine steam cooker from the Nutritious & Delicious range preserves more vitamins during cooking. 2010 EMBEDDED IN EVERY fIBRE Of THE GROUP Corporate ethics, protection of the environment, social commitment, respect for the individual... These components of sustainable development are a central day-to-day concern of all our working teams, and are increasingly embedded in every task undertaken by the Group. ” AN INTRANET PORTAL DEDICATED TO SUSTAINABLE DEVELOPMENT: NEWS, COMMITMENTS, ACTION PLANS. MORE THAN 2,000 VISITS IN 2010 Progress on sustainable development is not just a list of impressive achievements, but an in-depth approach that pervades every aspect of our corporate enterprise. It implies raising awareness, improving habits, investing effort... We move ahead with pragmatism, patience, determination, step-by-step, defining priorities. Our Group-wide approach involves all our employees and benefits from their converging insights into the issues addressed. Where are we today, six years on from the creation of the Sustainable Development department? Our approach is methodical, with sustainable development principles now integrated into all of the Group’s 14 key processes. Several media are devoted to the subject, and our feed-back reporting system is increasingly effective. But, most importantly, the systematic and concerted carrying out of action plans has led to concrete progress in many areas. This is especially true of Health & Safety, supplier compliance, respect for the environment and product innovation. The focus of our R&D and marketing teams on sustainable development in innovation is also beginning to bear fruit – as seen in the impressive ecological performance and nutritional benefits of the Group’s new ranges. These are, in a sense, just the tip of the iceberg in terms of sustainable development potential.” ” BUSINESS AND SUSTAINABLE DEVELOPMENT REPORT Christian Coutin Vice-President, Sustainable Development EXPERTISE 70-71 ETHICS AND PRIORITIES ADHERENCE TO THE GLOBAL COMPACT* IN 2003 ADHERENCE TO THE CECED CODE Of CONDUCT* IN 2005 MONITORING AND fOLLOW-UP The Internal Audit department has drawn up a checklist based on Global Compact principles, and monitors the annual Human Rights self-assessment (HRCA Quick Check*) results for each entity. This data is systematically reviewed during social audits. SIGNATORY Of THE DIVERSITY CHARTER* IN fRANCE IN 2005 A steering committee comprising representatives of the Group’s main business areas examines the different sustainable development themes which regularly feature on the agenda of the Group Executive Committee. * See glossary, page 84 fAVOURABLE OVERALL RATING Of THE GROUP'S SOCIAL RESPONSIBILITY, WHICH IS REVIEWED REGULARLY BY THE INDEPENDENT RATING AGENCY, VIGEO. BUSINESS AND SUSTAINABLE DEVELOPMENT REPORT 2010 ACTION PLANS ETHICS AND PRIORIT IES for more detailed information on sustainable development action plans, consult our website www.groupeseb-devdurable.com MAIN ACHIEVEMENTS IN 2010** Priorities Review of Human Rights practices and policies Progress Principal achievements Initiation of action plans following implementation of the HRCA Quick Check* self-assessment tool in the Group’s subsidiaries. Deployment of the CBSSC*, China version of the HRCA Quick Check* at all Supor and SSEAC sites. Initiation of a diversity action plan and the creation of a Diversity Monitoring Commission with a brief to oversee implementation of the plan. Promotion of diversity 11.3% increase in the number of female managers, who represented 32% of all Group managers in 2010. 18 female employees trained to fill the usually male-dominated post of production-line supervisor at the Pont-Evêque and St Jean de Bournay factories in France. Corporate philanthropy to promote social integration 48 projects supported in 2010. 83% of international production and logistics entities certified OHSAS 18001*, compared with 68% in 2009. Improvement of health & safety at work Reduction of 13% in the accident frequency rate* worldwide (excluding Supor). Creation of an MSI (muscular strain injury) steering committee at all French industrial and logistics sites. Improvement of customer service Reduction of the impact of products on the environment (eco-design) A 25% year-on-year reduction in the return rate of products under guarantee. Acticook pressure cooker: time spent on cooking reduced by 35%, with a 20% cut in power consumption, compared with a traditional pressure cooker. Natura: a range of cookware made from 100% recycled aluminium. Reduction of CO2 emissions by transport relating to products (eco-logistics) Managing end-of-use products * See glossary, page 84 ** Data include Supor, unless otherwise stated Increase in lorries loading rates from 63% to 65% (excluding Supor). Participation in the VALEEE* project for recycling and recovery of plastics from waste electronic and electrical equipment (WEEE) in France. 135,000 km saved through direct delivery to certain distributors. SUSTAINABLE DEVELOPMENT RETAILERS, CONSUMERS: ALL OUR ATTENTION PRODUCT QUALITY AND CONSUMER SERVICE Good after-sales service and priority given to repair rather than exchange of products are two basic principles of Groupe SEB’s consumer service policy. In 2010, the Group continued its worldwide deployment of a computerized system which will eventually link up all its Customer Welcome Centres and approved repair centres. This shared platform will make it easier to handle customer claims and feed back comments to design teams, and so ensure constant progress. There was a marked improvement in the Group’s product quality indicators in 2010, as a result of a quality plan launched at the end of 2007. Moreover, the rate of repair as against replacement of returned products rose to 52% in France from the previous year’s 47% – which is also a benefit for the environment. 72 - 73 STAKEHOLD ERS NEW WORKING PARTNERSHIPS WITH RETAILERS Service is also at the heart of relations between Groupe SEB and its distributor clients. Apart from just-in-time order delivery, the Group is involved in various other partner arrangements with retailers. In 2010, for example, it test-ran a scheme with a major distributor involving the supply of assortments of small electrical appliances to cover all European markets. This considerably simplified stock-listings and logistics flows, to the economic advantage of both parties, while also reducing CO2 emissions by freight transport. Rowenta Intensium vacuum cleaner. QUALITY PLAN: RATE Of RETURN fOR PRODUCTS UNDER GUARANTEE DOWN BY 25% IN 2010 A WORLDWIDE GUARANTEE fOR KRUPS, MOULINEX, TEfAL AND ROWENTA PRODUCTS, WHEREVER THEY ARE BOUGHT CONSUMERS INTERESTED IN ECO-fRIENDLY PRODUCTS Gabriele Rizzoli, a Rowenta Intensium vacuum cleaner user (Italy) “Why did I choose to buy an Intensium vacuum cleaner rather than any other? I was looking for a fairly powerful, bagless cleaner, but I also wanted it to be eco-friendly – a ‘green’ product, if you like. I chose the Intensium because it is highly recyclable and uses 25% less energy for the same power. My wife and I are concerned about safeguarding the environment: we prefer to use public transport, and avoid wasting electricity, for example. We feel responsible for the future of our children. We are very pleased with the Intensium, and would not hesitate to recommend it to our friends.” BUSINESS AND SUSTAINABLE DEVELOPMENT REPORT 2010 SHAREHOLDERS: ALL HIGHLY VALUED Investor relations must be based on accessibility, condence and respect. The support of a stable and enduring shareholder base is essential for pursuing a long-term strategy. Development, Annual Financial Report, Half-Year Report (in digital form), and our Letter to Shareholders. The Group’s corporate and financial website also devotes special sections to shareholders, investors, and the press. In addition, we organize meetings throughout the year which bring us into direct contact and enable dialogue with all interested parties. Apart from the AGM in Paris, there are shareholder presentations in the French provinces, press conferences for financial analysts, road shows and one-to-one meetings with institutional investors in France and abroad, factory visits, theme days, and so on. On all these occasions, our policy is to engage in open and transparent dialogue, whatever the circumstances, and irrespective of the Group’s performance. A fAIR RETURN ON INVESTMENT AND OTHER BENEfITS AN ACTIVE POLICY Of COMMUNICATION We strive to offer our financial audience – shareholders, financial analysts, institutional investors or economic journalists – clear, accessible, and precise information through a variety of supports including regular press releases and targeted publications: AGM Convening Notice, Annual Report on Business and Sustainable The Group pursues a long-term dividend policy. This aims to give its shareholders a fair return on the capital they invest in it, either through a regular increase in the dividend when trading results permit, or by maintaining its level when circumstances demand. This year, the Board proposed a dividend of €1.17 in respect of the 2010 trading year, being an increase of 12.5%. HIGHLIGHT THE WWW.GROUPESEB.COM WEBSITE: ALMOST 600,000 VISITORS IN 2010 ! TWO AWARDS fOR SEB fINANCIAL COMMUNICATIONS Groupe SEB won the Corporate Governance Grand Prix 2010 trophy for Quality and Transparency, awarded by the French financial daily ‘L’Agefi’, based on the following criteria: • the detail, quality and accessibility of information; • the responsiveness and availability of management; • publication of a clear-cut, intelligible strategy. Another distinction, awarded by the Investor Relations Forum, singled out Groupe SEB Financial Communications Director Isabelle Posth for the second year running (already winner in 2009) with 2nd prize for Best Investor Relations. Nominations for these trophies are put forward by a panel of French financial analysts and managers, members of the French Society of Financial Analysts (SFAF), and decided by a jury of industry professionals. This new tribute by the financial community commends the consistent quality of Groupe SEB’s financial communications and investor relations. SUSTAINABLE DEVELOPMENT 74 - 75 STAK EHOLDERS SOME 22,000 SHAREHOLDERS Of WHICH 5,000 ON THE NOMINAL REGISTER In addition to the dividend, a 10% dividend supplement is paid for all shares held on the nominal register for more than two years. This supplement may not exceed, for any one shareholder, a number of shares representing more than 0.5% of the capital. In addition to the dividend supplement, shares held on the nominal register entitle their owner to other benefits: AN AVAILABLE AND ATTENTIVE SERVICE Jacqueline Salaün, Shareholder Relations Manager “We aim to offer you efficient service and meet your information needs. For this purpose, we operate a two-tier structure. The external SEB Share Service manages shares on the nominal register (double voting rights, dividend supplement entitlement, notification of the AGM, dividend and supplement payments). It also handles stockmarket purchase and sale transactions and other tasks such as transfer or inheritance of share ownership. From 2011, these transactions can be done via the Internet. For my own part, within the Group, I am at your service personally to handle any queries or problems relating to your SEB shares and the advantages to which you are entitled.” free management and custody of their shares; a secure Internet website (for holders of purely nominal shares); INCREASE IN DIVIDEND OVER 5 YEARS (€) 4.55 double voting rights for shares held on the nominal register for more than five years; special offers to buy products by mail-order from a wide choice in the Group’s Home & Cook Internet catalogue. 3.18 1.78 1.17 0.85 Registration of shares helps us to get to know our shareholders better and have direct personal contact with them. 3.13 2.92 2006 0.93 2007 Net income per share 0.94 2008 1.04 2009 2010 Net dividend ALMOST 5,500 MAIL-ORDER PURCHASES BY SHAREHOLDERS IN 2010 CONTACTS RELATIONS WITH INVESTORS AND fINANCIAL ANALYSTS Isabelle Posth, Director of Financial Communications Tel: 33 (0)4 72 18 16 40 – Fax: 33 (0)4 72 18 15 99 e-mail: [email protected] SHAREHOLDER RELATIONS Jacqueline Salaüm, Shareholder Relations Manager Tel: 33 (0)4 72 18 16 01 – Fax: 33 (0)4 72 18 15 98 e-mail: [email protected] BP2S – CORPORATE TRUST SERVICES - GROUPE SEB SHARE SERVICE Tel: 33 (0)1 57 43 90 00 – Fax: 33 (0)1 55 77 34 17 e-mail: [email protected] BUSINESS AND SUSTAINABLE DEVELOPMENT REPORT 2010 EMPLOYEES: ALL TOGETHER AND DIffERENT OPEN TO DIVERSITY IN ALL ITS fORMS Groupe SEB has been promoting diversity within its workforce for several years, particularly in France where it is a signatory of the Diversity Charter. Following a diagnostic study, an action plan was initiated early in 2010, covering, for example: - Training. This aims to reinforce management training on the theme of diversity; in 2010, 140 managers benefited from this module. - Male-female job equality. The Group applies a policy of strict non-discrimination, particularly at the hiring stage. In 2010, it developed a programme to encourage female access to technical and management posts. Today, women represent 32% of Groupe SEB managers, for all entities. - Ethnic and social diversity. The Group extended its partnerships in this area with specialist consultants, including Mozaïk RH, and the equal opportunity network Nos Quartiers ont des talents. It set itself a target to recruit 10% of its trainees from deprived or immigrant communities. Temporary staff agencies were also asked to adopt this principle of diversity. A similar approach is being applied to the hiring of handicapped people. Canonsburg plant. Groupe SEB Brazil. CANONSBURG, A BETTER BALANCE BETWEEN WORK AND PRIVATE LIfE Dewayne Rideout, Director of Human Resources, Canonsburg site, USA “All-Clad products are manufactured at the Canonsburg plant. In 2010, in response to increased business, we hired 80 new production staff at this plant and introduced a three-shift system, where previously there were two. The number of overtime hours was thus significantly reduced, and overtime work became optional. This is in line with the Group’s values and is a follow-up of a Human Rights review we carried out in 2009 with the HRCA Quick Check* self-assessment tool. Plant staff are very pleased with the new arrangement which enables a better balance between work and private life. This development, and our close liaison with the Pennsylvania Department of Labor and Industry on job creation, earned us the title of ‘Employer of the Year’ in September 2010.” * See glossary, page 84 76 - 77 SUSTAINABLE DEVELOPMENT STAKEHOLDERS ALL SUPOR AND SSEAC SITES CONDUCTED HUMAN RIGHTS SELf-ASSESSMENT STUDIES DESIGNED SPECIALLY fOR CHINA IN 2010, THE ACCIDENT fREQUENCY RATE* fOR ALL SITES WAS 5.83, COMPARED WITH 6.35 IN 2009, AND THE SEVERITY RATE* DROPPED fROM 0.22 TO 0.19 IMPLEMENTATION Of THE HEALTH & SAfETY PLAN After an initial phase concerned mainly with accident prevention, the second phase of the Group’s Health & Safety plan was put into effect to intensify efforts aimed to prevent muscular strain injury (MSI). In France, every factory and logistics site set up an MSI steering committee and appointed one or more MSI specialists to ensure that these risks are taken into account at every level, from product design to the monitoring of high-stress workstations or particularly arduous tasks. All layout designers and local managers will be given training in this area by the end of 2011 (250 were trained in 2010), and a special training module will be developed for operatives. This action plan, adapted to local circumstances, will be gradually extended internationally from 2011. PLAYING TOGETHER, AT WORK AND AT SCHOOL Ouria Belaziz, CGT trade union representative for Groupe SEB in France, a member of the CGT Metal Industry Federal Bureau, member of the Groupe SEB Diversity Committee “In 2010, the Groupe SEB Sustainable Development department asked me to visit classes at the Jacques Brel Lycée in Vénissieux, in what is considered a ‘sensitive’ neighbourhood. I accepted so that I could explain to young people that trade union delegates are key players in industrial labour relations. I used the analogy of class delegates to show that whatever the context, school or workplace, it is important to get involved in collective issues. There was lively debate at these sessions about why we should be concerned about collective life – some students were convinced of the need to be involved, while others were less so, though none were indifferent. These young people have limited knowledge of the world of work. Their goal is to get a job and a wage. They want to make their voice heard, but they don’t have much of an idea of working in teams and group relations. I hope our exchanges will have helped them to make progress on this point.” ACTIVE LABOUR DIALOGUE Groupe SEB signed 90 collective agreements around the world in 2010. These included two specific agreements in France. The first refers to the introduction of a collective retirement savings plan, and the second to psycho-social risks relating to stress, harassment or violence at work. fIVE MORE INDUSTRIAL AND LOGISTICS ENTITIES CERTIfIED OHSAS 18001* IN 2010 IN GERMANY, ITALY, CHINA AND BRAZIL Group’s brochure on avoiding muscular strain injury at work. An industrial first-aid worker at the Selongey site in France. * See glossary, page 84 BUSINESS AND SUSTAINABLE DEVELOPMENT REPORT 2010 SUPPLIERS: ALL COMMITTED SOCIAL AND ENVIRONMENTAL CRITERIA COUNT fOR 31% IN THE ASSESSMENT Of POTENTIAL GROUPE SEB SUPPLIERS GROUPE SEB ENCOURAGES SUPPLIER PROGRESS In the matter of working conditions, industrial suppliers in Asia and South America are required to fill in a labour rights statement* based on SA8000* standards, which the Group then monitors with regular on-the-spot social audits. Of the 52 social audits carried out in China in 2010, a single case of non-conformity was identified and dealt with in accordance with our procedures. This case concerned working hours and overtime. The Group immediately suspended any further collaboration pending corrective steps, which will be the subject of a follow-up audit. Carlos Muñoz, Sales Manager, Industrias Electroquímicas, Bogotá, Colombia “We carry out metal surface treatment work on blenders for Groupe SEB Colombia and on irons for Groupe SEB Brazil. For our family business of 16 people, the demands of Groupe SEB are an opportunity for us to make progress. For example, when they asked us in 2003 to stop using hexavalent chromium, we first thought this would be impossible. Nonetheless, we managed to develop a new process which does not use this substance. We emerged stronger from this experience, and can now offer our new technology to other clients. Today, thanks to Groupe SEB support, we are convinced that health & safety standards and respect for the environment are a ‘plus’ for our future. We are preparing to become certified ISO 9001, ISO 14001 and OHSAS 18001 by the end of 2011.” In the matter of environmental standards, Groupe SEB encourages its supplier panel to obtain ISO 14001* certification. In 2010, this had already been obtained by 40% of finished product suppliers and 35% of raw materials and components suppliers. For those suppliers who are not ISO certified, the Group requires them to fill in an environmental statement* which evaluates their performance in this area. French supplier, Aperam Stainless Europe. CLEAR RULES TO RESPECT Groupe SEB uses a number of information and control measures to ensure that suppliers comply with its social and environmental requirements. For example, the principles of the Global Compact* and the CECED Code of Conduct* are written into our supplier contracts. Italian supplier CEME. * See glossary, page 84 SUSTAINABLE DEVELOPMENT CIVIL SOCIETY: ALL INVOLVED 78 - 79 STAK EHOLDERS 67 MAJOR PROJECTS AND MORE THAN 60 LOCAL INITIATIVES BACKED BY THE GROUPE SEB fOUNDATION SINCE 2007 COMBATING SOCIAL EXCLUSION Of EVERY SORT Groupe SEB has made the promotion of social integration a priority of its corporate philanthropy, which is structured around three key vectors of integration: employment, housing and education & training. While the Groupe SEB Foundation coordinates and develops the Group's philanthropic work, its social commitment is also expressed through a wide variety of initiatives by its subsidiaries. The Group’s philanthropic work involves an annual budget of some €2 million and mobilizes hundreds of volunteer employees around the world. The first Groupe SEB Foundation Volunteer Day, held in Ecully on 14 September 2010, attracted 80 participants from all over France. fOR MORE INfORMATION: WWW.fONDATION.GROUPESEB.COM For several years, Supor has been helping the ‘Schools for Hope’ project in China to facilitate access to education in poor regions. In 2010, it contributed RMB 2 million (€220,000) to the creation of two schools in the province of Gui Zhou, in the south of the country. Supor also helped to train 24 teachers for these two schools, which will be operational from the beginning of the new school year in 2011. BURUNDI: STREET CHILDREN NOW ON THE WAY TO SCHOOL Yvonne Matuturu, Head of the UNESCO Social and Human Sciences Programme in Bujumbura, Burundi “The war that devastated Burundi until early this decade put thousands of children onto the streets as orphans, separated from their families and forced to beg in order to survive. In 2000, we started a project to help them find their relatives or a foster family, and re-integrate them into the educational system. The project began with 15 children. Today, 2,700 are being helped, in large part thanks to the backing of the Groupe SEB Foundation since 2007. In addition to buying school supplies, this helps us to support foster families in creating a means of income, so that they can provide for the basic needs of the children, and particularly to feed them. Today, the vast majority of these children have returned to school, which for us is the best indicator of success.” BUSINESS AND SUSTAINABLE DEVELOPMENT REPORT 2010 CIVIL SOCIETY: ALL INVOLVED AT THE MOOCA SITE IN SÃO PAULO, GROUPE SEB EMPLOYEES HELP WITH GENERAL EDUCATION COURSES fOR 32 YOUNG PEOPLE : fIVE YOUTHS ALREADY HIRED ANOTHER VIEW Of HANDICAP Ryadh Sallem, three times European wheelchair basketball champion, President of the CAPSAAA Association (CAP Sport Art Aventure Amitié) PROMOTING EQUAL OPPORTUNITY Committed to encouraging diversity within its own workforce, the Group also carries this message into the community. It does this in particular through educational institutions at several levels: in the high school classrooms of deprived areas it offers a perspective on the world of work; in universities and advanced institutes it draws the attention of potential future managers to the importance of respecting difference and appreciating the wealth of diversity. At local level, the Group’s entities participate in discussions on this theme – as in Burgundy, France, in November 2010 at a get-together with young entrepreneurs from inner-city areas. This message in favour of diversity is fully in line with the work of the Groupe SEB Foundation in promoting social integration. “So long as we have the right tools to compensate for our handicap, we can perform extremely well. That is as true in sport as it is in business!” This is easy to believe for anyone who has seen European wheelchair basketball champion Ryadh Sallem in action on a court. He is also President of CAPSAAA, an association for the alleviation of handicap and for promoting awareness of handicap via sport. On the initiative of Groupe SEB, Ryadh Sallem hosted a meeting of Group employees in Lyon in April 2010. A basketball match was organized between mixed teams of able and handicapped players in wheelchairs. The CAPSAAA players also put on an exhibition match to show their talent. “Too often, we associate handicap with suffering and failure. The point was to get rid of this received idea.” That this goal was achieved was clear from conversations with the participants, who appreciated the experience. A visit to the Pont-Evêque factory as part of a partnership project with ‘Sport dans la ville’. A basketball match between handicapped players and Groupe SEB employees. SUSTAINABLE DEVELOPMENT 80 - 81 STAKEHOLDERS COMBINING THE ECONOMIC AND THE SOCIAL TAKING ACTION ON HEALTH & NUTRITION All around the world, Groupe SEB contributes to the economic and social fabric of the local communities where it operates. This is particularly true in areas where its plants have existed for a long time. In the United States, the All-Clad factory at Canonsburg has worked for the last 10 years with a local community organization, Life’s Work, which employs people who are mentally or physically challenged. It gives them the task of recycling metals and other one-off packaging projects. In 2010, Life’s Work presented All-Clad with a ‘Lifetime Achievement Award’ for the quality and consistency of its support. In France in 2009, the Rumilly factory helped to create a local employment rehabilitation enterprise EIDRA, which helps people in difficulty to move back into regular employment. A large part of the work done by EIDRA involves packaging Tefal products. In 2010, the Rumilly site helped EIDRA to perfect its skills in several areas (industrial organization, production management and training) thanks to the participation of some 30 Groupe SEB volunteer employees. Being a citizen enterprise also means being concerned with social issues. As a specialist in meal preparation, and with long years of research into cooking and nutrition, Groupe SEB has a contribution to make in the area of nutrition and the reduction of obesity. As well as developing products that make it easier to cook healthy and tasty food, the Group participates in many joint projects with health professionals. Examples in 2010 included a survey of medical practitioners on the eating habits of the French, campaigns to raise patient awareness about healthy eating, sharing of experience with hospital nutritionists, and participation in symposiums on obesity. A DOZEN ‘YOUTH AMBASSADORS’ fROM fOREIGN COUNTRIES, SPONSORED EACH YEAR BY GROUPE SEB MANAGEMENT SO THAT UNSOLD PRODUCTS CAN BENEfIT THOSE MOST IN NEED Jacques-Etienne de T’Serclaes, Founder-President of ‘L’Agence du Don en Nature’ “The Groupe SEB Foundation is a founding partner of ‘L’Agence du Don en Nature’ [the in-kind donation agency] which was created in 2008. Right from the start, Groupe SEB became involved in our project to collect unsold products from companies, and have them redistributed to associations helping people in difficulty. These associations place their orders with our warehouse (which is run by a social integration company) and the products are sent to them for a nominal sum. In two years, we have distributed more than €5 million worth of new products which have benefited some 350,000 needy people in France. The Groupe SEB Foundation helped us financially from the start, and is a major donor of household products such as frying pans, saucepans and vacuum cleaners – more than 85,000 articles in 2010. It is also helping us to expand in the Rhône-Alpes area by putting us in touch with other associations which it also supports. This is an ideal partnership!” BUSINESS AND SUSTAINABLE DEVELOPMENT REPORT 2010 ENVIRONMENT: ALL CONCERNED ISO 14001* CERTIfICATION OBTAINED BY THE PANEX fACTORY IN BRAZIL’S SÃO BERNARDO DO CAMPO, AT THE END Of 2010 fREIGHT SERVICE PROVIDERS INVOLVED IN THE GROUP’S ECO-LOGISTICS PROCESS Stéphane Gautrais, Managing Director of DSV Air & Sea, France “Groupe SEB confides a large part of its maritime freight transport to our company. In 2010, this involved a worldwide traffic flow of 28,000 containers of components and finished products. We also handle overland transport to the departure port, and from the arrival port to the final destination. In terms of the environment, we submit a quarterly report to the Group on CO2 emissions and on the progress of an action plan to bring down emission levels. To date, Groupe SEB is the only company based in France which requires worldwide reporting. We have gone to great lengths to calculate the emissions of different kinds of ships, using a methodology validated by ADEME*. We also give preference where possible to the use of barge or rail transport, rather than road haulage, in order to cut CO2 emissions for the journeys to and from sea ports (2010 emissions were down 25% on those of 2009). We work in close collaboration with Groupe SEB logistics and purchasing teams to achieve these goals.” ECO-DESIGN: SAfE PRODUCTS THAT RESPECT OUR PLANET The Group’s eco-design approach is based on precise guidelines applied by its innovation teams. These take account of increasingly strict regulations on the materials used in making products (European REACH* and ROHS* regulations, for example) and on the energy consumption of appliances. Rowenta’s EcoIntelligence range is particularly efficient in terms of energy-saving. Groupe SEB is also developing the use of recycled materials, notably in cookware ranges such as Natura, which uses 100% recycled food-safe aluminium. * See glossary, page 84 ** See Action Plans on www.groupeseb-devdurable.com ECO-PRODUCTION: fACTORIES THAT CARE fOR THE ENVIRONMENT Respect for the environment has been for many years a central concern of all our entities, of which 78% are certified ISO 14001*. For the most recent arrivals into the Group, entities which are not yet certified are aiming to be so by the end of 2012**. The efforts of our factories are especially geared to cutting down on energy and water consumption, and to reducing waste and greenhouse gas emissions. END-Of-USE PRODUCTS: IMPROVING THE RECYCLING AND RE-USE NETWORK The collection and processing of small electrical appliances in Europe is managed by eco-organizations. Groupe SEB is particularly involved in France, where it presides Eco-Systèmes, the country’s main eco-organization*. Since 2010, Groupe SEB also participates in the VALEEE* project, which brings together industrial operators and research institutes with a view to improving the offer in recycled plastics which can be used in industrial processes. SUSTAINABLE DEVELOPMENT 82 - 83 OUR PL ANET DIRECT DELIVERY TO fRENCH RETAILERS fROM fACTORIES AND PORTS, WITHOUT GOING VIA WAREHOUSES, SAVES 135,000 KM ECO-LOGISTICS: CUTTING CO2 EMISSIONS RELATED TO TRANSPORT The transport of products or components is one of the main sources of Groupe SEB’s direct CO2 emissions. Our eco-logistics policy aims to reduce these emissions by taking action at three levels: optimum loading of transport units, greater use of alternatives to road haulage (rail, waterway), and stricter ecological demands on our freight transport providers. In 2010, the unit loading rate continued to improve: the rate for lorries rose to 65% from 63% in 2009, and for sea-going containers to 86% from 85%. In terms of alternative modes of transport, a pilot project was carried out in France to study the possibility of systematic use of rail transport for containers of components delivered to factories. Groupe SEB also continued to improve the reliability of its transport carbon footprint in 2010, by extending the method tested in France with Club Demeter and ADEME* to cover international routes. SD SPOTLIGHT PARTICIPATION IN THE CARBON DISCLOSURE PROJECT: AN INTERNATIONAL ORGANIZATION Of SOME 300 MAJOR COMPANIES WHO SHARE EXPERIENCE ON ACHIEVING CARBON fOOTPRINT CALCULATION r ACTICOOK ECONOMIZES RESOURCES With three eco-friendly innovations and six exclusive patents, Groupe SEB’s new generation of pressure cookers, Acticook, scores points on saving natural resources. Its Eco Energy system eliminates up to 85% of air from the cooker (air not being a good conductor of heat), and so reduces cooking time. Its Eco Dose system measures the precise amount of water needed for each item to be cooked, and so avoids waste. Its electronic precision Eco Timer shows exactly when to turn down the heat source. In all, compared with a traditional pressure cooker, Acticook saves 35% in cooking time and 20% in energy. BUSINESS AND SUSTAINABLE DEVELOPMENT REPORT 2010 GLOSSARY ACCIDENT fREQUENCY RATE: number of work accidents with absence, per million hours worked. ACCIDENT SEVERITY RATE: number of working days lost, per 1,000 hours worked. ADEME: French Environment and Energy Management Agency. CBSSC (CHINA BUSINESS AND SOCIAL SUSTAINABILITY CHECK): a self-assessment tool on the issue of Human Rights, developed by the Danish Institute for Human Rights. It is the equivalent of the HRCA Quick Check (below), adapted to circumstances in China. GLOBAL COMPACT: United Nations pact which promotes ten principles covering Human Rights, labour law, the environment and anti-corruption. HRCA QUICK CHECK: The Human Rights Compliance Assessment Quick Check is a self-assessment tool developed by the Danish Institute for Human Rights, in liaison with the United Nations. ISO 14001: International Standards Organization specifications for the ongoing improvement of environment management systems. CECED: European Committee of Domestic Equipment Manufacturers. LABOUR RIGHTS STATEMENT: Groupe SEB requirements imposed on its suppliers with regard to labour rights and working conditions based on SA 8000 international standards. DIVERSITY CHARTER: a document which encourages French companies to promote diversity in their workforce and to combat all forms of discrimination. OHSAS 18001: A set of international specifications for the ongoing improvement of industrial health & safety management systems. ECO-DESIGN: design which seeks to minimize the environmental impact of products at every stage in their life-cycle. REACH: European regulations (Registration, Evaluation, Authorisation and restriction of CHemicals) which aim to ensure a high level of protection for public health and the environment. ECO-ORGANIZATION: a non-profit organization accredited by the public authorities which carries out legal obligations on behalf of its members in the area of collecting and processing waste. ECO-PRODUCTION: manufacturing which respects the environment and limits potential ecological risks. ECO-STATEMENT: Group specifications binding on suppliers, which prohibit the use of hazardous substances in products and components. EffYPACK (PACKAGING SYSTEM fOR SUPPLY CHAIN EffICIENCY): A Groupe SEB project which aims to include dimension constraints in product design and packaging in order to optimize palette loading for transport. ENVIRONMENTAL STATEMENT: Group environmental conditions binding on non-ISO 14001 certified suppliers of components and sourced finished products. ROHS: European directive on Restriction Of Hazardous Substances such as lead, mercury, cadmium and hexavalent chromium in electrical and electronic equipment. SA 8000: A set of international corporate social accountability standards which control and monitor working conditions, health and safety, non-use of child labour and other areas. VALEEE: A project for the re-use of plastics recycled from Waste Electronic and Electrical Equipment (WEEE), conducted by the Axelera chemical environmental competitive cluster, based in France’s Rhône-Alpes area. BUSINESS AND SUSTAINABLE DEVELOPMENT REPORT 2010 MORE THAN WORDS, LONG-TERM FOCUS OUR STRENGTHS ACKNOWLEDGMENTS 43.7% The Group’s key strengths provide a solid basis for all its endeavours, allowing it to go beyond limits and achieve well-dened strategic goals. This document was produced by the Financial Communications department in cooperation with the Sustainable Development department. It is the fruit of the efforts of many members of Group staff and stakeholders whom we would like to thank for their contribution. Our stable investor base ( are Group family shareholders) allows us to look beyond cyclical swings with a strategy oriented to the future. We would like to thank in particular: BALANCED A SPREAD • Stakeholders and those interviewed: of global sales. Expansion in emerging markets, which now account for of our revenues, gives driving force to our growth. 44% COMMITMENT to corporate responsibility. We aim for both the economic and sustainable development of our company, while being attentive to the wellbeing of humanity and our planet. Our products are more than potentially recyclable. 70% SOLID financial fundamentals. A very low level of debt, at of equity, and a healthy balance sheet, give the Group a comfortable margin of financial manoeuvre. 9% The Group’s history is dotted with landmark innovations: the pressure cooker, nonstick pans, multi-function food processors…and still today, the Nutricook, the minimal-oil Actifry, the AutoClean iron with its self-cleaning soleplate, or the low-noise Silence Force vacuum cleaner. More than new products and models launched each year. 200 A CULTURE OF INNOVATION • Gabriele Rizzoli, a Rowenta Intensium vacuum-cleaner user in Italy. • Carlos Muñoz, Sales Manager, Industrias Electroquímicas, Groupe SEB supplier based in Bogotá, Colombia. • Yvonne Matuturu, Head of the UNESCO Social and Human Sciences programme in Bujumbura, Burundi. • Ryadh Sallem, President of the CAPSAAA association. • Jacques-Etienne de T’Serclaes, Founder-President of l’Agence du Don en Nature. • Stéphane Gautrais, Managing Director of DSV Air & Sea, France. BRAND CAPITAL 20 An outstanding portfolio of famous iconic brands, with complementary appeal that gives greater coherence and added value to our product offer. The number of pages in this report has been reduced to limit the consumption of paper. Certain information, particularly relating to sustainable development, has been summarized (complete information is available on our website). This report is printed on chlorine-free recycled paper. The printer is environmentally certied by (environment protection charter). ETHICAL GROWTH A DYNAMIC fuelled by a balanced combination of organic growth and acquisitions: sales multiplied by between 2000 and 2010; acquisitions or takeovers in 10 years. 7 2 VALUES inherited from the Group’s founders. Shared by all, these values are another key to our success: spirit of enterprise, a passion for innovation, professionalism, corporate team spirit and respect for the individual. For further information consult our website www.groupeseb.com Tel: +33 (0)4 72 18 18 18 www.groupeseb.com IN TRO D UCT ION 1-7 GROUPE SEB – BUSINESS AND SUSTAIN ABLE DEVELOPMENT REPORT 2010 Les 4 M – chemin du Petit Bois – BP 172 69134 Écully Cedex France +33(0)1 56 88 11 11 - Photos: Photothèque Groupe SEB / Philippe Schuller ; Michel Mouteaux ; Cyril Coussat ; Eduardo Marino - Gamma.Eyedea - gettyimages EschCollection, Yury Kuzmin, Andrea Pistolesi, Siri Stafford - GraphicObsession AAGAMIA, Bader-Butowski, Mike Kemp - DR. Translation: Patrick Duffy. Groupe SEB Contents BEYOND LIMITS GRO U PE SEB IN F IG URES 8-21 O PERAT IO N S EXP ERT ISE SUSTAIN AB LE D EVELO PM EN T 22-49 50-65 66-83 A WORLD LEADING GROUP IN SMALL DOMESTIC EQUIPMENT BUSINESS AN D SUSTAINABLE D EVELOPMENT REPORT 2010 Sales € 3,652 million +15% Operations in almost countries 23,000employees 150 Net income € million 220 60 marketing companies +51% 24 production sites at 31 December 2010
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