161207 AD2016CMD Frans Muller 2 - Ahold Delhaize

1y ago
12 Views
2 Downloads
1.38 MB
29 Pages
Last View : 17d ago
Last Download : 2m ago
Upload by : Braxton Mach
Transcription

C i l MarketsCapitalM kDayDIntegration and SynergiesFrans MullerDeputy CEO and Chief Integration OfficerDecember 7,, 2016

2Agenda11.A hiAchievementssinceiDayD 12. Synergies 2016 - 20193. Integration costs 2015 - 2019

New corporate governance in place from Day 1AchievementsAhisince Day 1CEOCOOEuropeCOOAUSAThree COOsMB MembersCOODADeputyCEOCFOCST&COThree HQ basedMB membersMB (ManagementgBoard)ExCo (Executive Committee)CE&IOCLOFour functionalExCo membersCHRO3

Swift and smooth integration of Corporate HQsAchievementsAhisince Day 1SB: Draft V54

Strong collaboration across entire organizationAchievementsAhisince Day 1 Good mix of former Ahold / Delhaize associates CCompatibleibl cultureslf ili i collaborationfacilitatingll bi Committed to changing legacy ways of working Dedicated teams focusing on synergy capture Implementing “the best of both worlds” solutions Leveraging our larger scale for new opportunities Integration Management Office driving Integration5

Fully operational EU Support Office6AchievementsAhisince Day 1Managing business portfolioLeveraging scaleCapturing synergiesSharing best practicesNetherlandsBelgiumLuxembourgCzech RepublicRomaniaSerbiaGreeceDriving new growthIndonesia

Set-up of new U.S. business services organizationAchievementsAhisince Day 1Ahold USADelhaize AmericaRetail Business ServicesStrategic ObjectiveFFromJanuaryJ1,1 2017Design Priorities1Leverage scale and apply best practicesA new effective andefficient SharedS iServicesOOrganizationi tito support great localBrandsWorld class support providing expertise and toolsSimplicity mindset to operate as efficiently as possibleEnabling brands to focus on growth1 Brandsoption to retain services offered7

8Retail Business Services offering first class services to U.S. brandsAchievementsAhisince Day 1Activities in scope Finance, HR, Legal & IT Services Supply Chain Own Brands C t i core functionsCertainftiini FinanceFiandd HR Legal IT Supply Chain Own BrandsService Level Framework1. Charter2. Scope of service3. Service level metrics4. Chargeback methodology5. Headcount mapping6 IIntercompany6.tagreementst

Leveraging opportunities for transactional processesAchievementsAhisince Day 1SourcingLeveraging existing know-how and outsourcing modelsTechnologyLeveraging existing ERP and IT solutions for Finance and HROperating ModelDete mining serviceDeterminingse ice deliverydeli e modelsOptimizationRealizing identified improvement projects and sharing bestpractices9

IT enabling the businessAchievementsAhisince Day 1Readiness for Day 1-30-90: Defined the purpose of IT in the new company Design of new organization structure Setting the new cultural tone New external corporate website S tSystemschangeshffor fifinanciali l & operatingti structurest t Enabling compliance & resilient operations10

IT enabling the businessAchievementsAhisince Day 1Looking further ahead - 90 days to 2020 Business & IT operating models – focus U.S. Strategic framework for IT Keep legacy systems in place High quality local execution for local trading performance EnableE bl ththe new ways off workingki Negotiation of vendor contracts for synergies & savings Defining the IT capability development needs Winning the war for talent Quick wins11

Cultural transformationAchievementsAhisince Day 112

Similar values and shared focus on the customerAchievementsAhisince Day 1 Strategic Framework and values drafted based on the two companies’historic strengths The top 80 leaders came together to discuss, give feedback and fine-tune(May 2016) Deployment started with 350 leaders in Washington (Oct 2016) Brands work towards defining their local deployment plans to enable full rollout by end 2017GET TO KNOW THE BRANDSAND OUR COLLEAGUESDISCUSS THE STRATEGICFRAMEWORKUNDERSTAND THE JOURNEYAND MY ROLE AS LEADER13

14Complementary capabilities result in best practice exchangeC lCulturediagnosticdii showshsimilari il strengthsh Result drivenCaring Leaders, Associates, & EnvironmentStrong retail operations with a strong sense oforderAnd complementary capabilities StrategyeCommerce & digital loyaltySourcing capabilities and toolsOwn brandsRRetailil operationsiTalent ntsAhisince Day 1

15Agenda11.A hiAchievementssinceiDayD 12. Synergies 2016 - 20193. Integration costs 2015 - 2019

Commitment to deliver 500 million net synergies16SynergiesSi2016 - 2019Synergies in excess of 500 million will be reinvested in the businessSplit per geographySplit per OSourcingIndirect SourcingQuarterly synergy reporting and annual outlookG&A/Other

On-target progress harmonizing buying prices of A-brandsSynergiesSi2016 - 201990% deals closedOn targetCompletion Dec 2016For illustration purposes only1735% deals closedOn targetCompletion Q1 2017

Key US Sourcing negotiations on-targetSynergiesSi2016 - 2019DescriptionAA-Brands(n 240)(n240) National branded goods primarily sold in center store Negotiations will take place over 6-8 months in threekey phases,phases prioritizing food in waves 1 and 2 andother products in wave 3Fresh(n 30) Produce and other perishable products (e.g.,(e g meat,meatdeli, bakery) Negotiations across 26 priority categories with themajorityjy within 7 months and some extendingg longergdue to seasonalityBCOur BrandsOBd(n 135) Private label brands specific to DA and AUSA Negotiations will take place over 7-8 months in100 categories18

Expanded partnership with CoopernicSynergiesSi2016 - 2019CCoopernici ffor IInternationalil Brands:Bd Combined sales of 133billion22,000 stores across22 countriesOn top rebatesPartners Ahold DelhaizeLeclercReweCoop ItalyCurrentstatus At target; most vendornegotiationscompleted Key facts 19

Expanded partnership with AMSSynergiesSi2016 - 2019AMS ffor OOwn BBrands:d Combined sales of 113billion15,000 stores across22 countriesDry groceries onlyPartners AholdAhld DDelhaizelh iDanske SupermarketICAJeronimo MartinsKeskoMigrosMorrisonsCurrentstatus Scale allowing forquality improvementand efficient buying Key facts 20

Significantly reducing Not For Resale expenditureSynergiesSi2016 - 2019 Annual spend on NFR goods and services 6.4 billion (Opex & Capex) Opportunities for synergies through:– Rate harmonization– Alignment of demand andspecifications– Operating model (In-house orOutsource) Office (incl. IT, Banking and Insurancecontracts)tt ) Stores (incl. PP&E, Maintenance, Cleaningand Waste)21

Besides synergy capture, focus also on best practice sharingSynergiesSi2016 - 201922

23P&L impact net synergies 2016-2019; confident in 2017 deliverySynergiesSi2016 - 2019Timeline 2016 – 2019Split per geography 2017In million50025-30%42022055-60%10 15%10-15%202016201720182019USEUGSO

24Agenda11.A hiAchievementssinceiDayD 12. Synergies 2016 - 20193. Integration costs 2015 - 2019

25Integration costs expected within 350 million estimateIIntegrationicosts2015 - 2019Split per categorySplit per 30-35%45-50%IT30-35%20 25%20-25%US40-45%IntegrationManagementOfficeEUGSO

26Integration Costs 2015-2019IIntegrationicosts2015 - 2019Timeline 2015 - 2019Split per geography 2017In millionIn million14520-2512920-255380 8580-85232015201620172018 - 2019USEUGSO

ConclusionTop structure in place; transition to single HQ completedCompatible cultures drive strong collaboration across organizationComprehensivepsynergyygy programp gin place;p;confident in 500 million deliveryEarly results lead to full confidence in 2017 synergy targetUS shared services organization announcedCommitted leadership, ready to deliver!27

Cautionary notice28This communication includes forward-looking statements. All statements other than statements of historical facts may be forward-looking statements. Wordssuch as strategic, sustainable, buy better, operate smarter, waste less, growth, invest, customer proposition, promises, follow-up, accelerating, opportunities,continuous learning, increasingly, incremental, future, road map, ambition, growth, going forward, model, innovation, leverage, proposition, leading to and wellpositioned or other similar words or expressions are typically used to identify forward-looking statements.Forward looking statements are subject to risks,Forward-lookingrisks uncertainties and other factors that are difficult to predict and that may cause actual results of Koninklijke AholdDelhaize N.V. (the “Company”) to differ materially from future results expressed or implied by such forward-looking statements. Such factors include, but are notlimited to risks relating to competition and pressure on profit margins in the food retail industry; the impact of the Company’s outstanding financial debt; futurechanges in accounting standards; the Company’s ability to generate positive cash flows; general economic conditions; the Company’s international operations;the impact of economic conditions on consumer spending; turbulences in the global credit markets and the economy; the significance of the Company’s U.S.operations and the concentration of its U.S. operations on the east coast of the U.S.; increases in interest rates and the impact of downgrades in the Company’scredit ratings;g competitiveplabor markets, changesg in labor conditions and labor disruptions;penvironmental liabilities associated with the ppropertiespthat theCompany owns or leases; the Company’s inability to locate appropriate real estate or enter into real estate leases on commercially acceptable terms; exchangerate fluctuations; additional expenses or capital expenditures associated with compliance with federal, regional, state and local laws and regulations in the U.S.,the Netherlands, Belgium and other countries; product liability claims and adverse publicity; risks related to corporate responsibility and responsible retailing; theCompany’s inability to successfully implement its strategy, manage the growth of its business or realize the anticipated benefits of acquisitions; its inability tosuccessfully complete divestitures and the effect of contingent liabilities arising from completed divestitures; unexpected outcomes with respect to tax audits;disruption of operations and other factors negatively affecting the Company’s suppliers; the unsuccessful operation of the Company’s franchised and affiliatedstores; natural disasters and geopolitical events; inherent limitations in the Company’s control systems; the failure or breach of security of IT systems; changes insupplier terms; antitrust and similar legislation; unexpected outcome in the Company’s legal proceedings; adverse results arising from the Company’s claimsagainst its self-insurance programs; increase in costs associated with the Company’s defined benefit pension plans; and other factors discussed in the Company’spublic filings and other disclosures.Forward-looking statements reflect the current views of the Company’s management and assumptions based on information currently available to theCompany’s management.management Forward-lookingForward looking statements speak only as of the date they are mademade, and the Company does not assume any obligation to updatesuch statements, except as required by law.

29Together, we build Great Local Brands,bringing Fresh Inspiration Every Day

Frans Muller Deputy CEO and Chief Integration OfficerDeputy CEO and Chief Integration Officer December 7, 2016. 2 Agenda 1. Ahi i D 1Achievements since Day 1 2. Synergies 2016 - 2019 3. Integration costs 2015 - 2019. Ahi New corporate governance in place from Day 1 3 Achievements since Day 1 CEO CFO Deputy CEO

Related Documents:

A PHOTO ESSAY BY FRANS LANTING NARCA A. MOORE-CRAIG. P.O. Box 374. Lakeview. California 92353 Sparrow in willow tree, Holland. 1976 Often as I glance through a new issue of Geo or Audubon or National Wildlife, a single photo will arrest my attention: Frans Lanting must have taken this one. And usually he did. Frans' photos are distinctive.

Frans Hals (Exh. cat. Washington, National Gallery of Art; London, Royal Academy of Arts; Haarlem, Frans Hals Museum) (London, 1989), 323, no. 69. The pendant of her husband Stephanus Geraerdts (oil on canvas, 115 x 87 cm) is in Antwerp, Koninklijk Museum voor Schone Kunsten. Seymour Slive, Frans Hals, 3 vols.

1. Achtergrond bij de Starttoets Frans 1.1. Een toets om de startcompetenties voor Frans aan het begin van het secundair onderwijs in kaart te brengen Hoe kan je leerlingen in het secundair onderwijs op het juiste niveau van Frans aanspreken opdat ze zo goed mogelijk bijleren? De eerste stap hiervoor is weten waar de leerlingen staan

Frans van Mieris was born in Leiden on 16 April 1635 to the Remonstrant goldsmith and diamond-cutter Jan Bastiaens van Mieris and his second wife, Christina van Garbartijn. 1 Frans came from a family of gold-and silversmiths; two uncles practiced this craft, as did his older cousin Willem Fransz van Mieris (ca. 1600-56).

Président du Groupe Frans Bonhomme Frans Bonhomme est signataire du Pacte Mondial de l'ONU depuis 2011 et nous renouvelons chaque année notre engagement aux 10 principes en matière de Droits de l'Homme, Normes du travail, Environnement et Lutte contre la corruption. L'année 2020 a été marquée par la crise sanitaire

30 Julie 2015 Muller Seuns Beefmaster Veiling - Plaas Langfontein - Dundee IA Muller 073 411 8196 . 26 Augustus 2015 W O Beefmaster Veiling - Vrede Frans Odendaal 072 214 6300 Cloete Odendaal 082 348 9555 . Elliot - J H Vorster / Anton Reabow JH Vorster 084 602 9866 Anton Reabow 082 32

BGB, in: VersR 1993, 909 (zit.: Müller – Ausgleich des immateriellen Schadens) Müller, Gerda: Zum Entwurf eines Zweiten Gesetzes zur Änderung scha-densersatzrechtlicher Vorschriften, in: ZRP 1998, 258 (zit.: Müller – Entwurf eines Zweiten Änderungsgesetzes) Münchener

Astrology is ancient, probably as old as when man first measured time. It is present in some form in all countries and cultures, and always has been. In fact, the majority of the world's population uses astrology at the day-to-day level, and not just for entertainment, as we do here the West. Before we begin our study of astrology, it might be important to clear away two popular misconceptions .