This document provides an overview of SCA, a global hygiene and paper company. It discusses SCA's business areas, strategy, priorities, and approach to innovation. Specifically:
1) SCA develops, produces, and markets personal care products, tissue, packaging, and forest products. It has sales in over 100 countries and around 45,000 employees.
2) SCA's strategy focuses on sustainably developing value-added products and services within its business areas to improve quality of life. Its strategic priorities are costs/cash flow, capital efficiency, innovation, and growth.
3) SCA prioritizes innovation to drive profitable growth. Its innovation process is based on customer/consumer insights
The document discusses services provided by Navig8 related to developing and implementing corporate identities for clients. This includes researching current brand values, designing logos and complementary fonts/colors, providing marketing support, and launching the new identity through various communications channels both online and offline. The process involves research, concept development, testing, application of the new identity to materials, and ongoing support. Testimonials praise Navig8's professionalism, quality of work, and ability to meet tight deadlines.
The document presents seven design ideas for a new corporate identity for a local haemophilia organization. Idea 1 features a logo consisting of the organization's name and a symbol based on a self-heal plant in various colours. Stationery, diagrams, and promotional materials applying the identity are displayed. Idea 2 similarly shows a logo, symbol, and identity elements applied across materials. Idea 3 features icons representing services and a bold, graphic visual identity intended to appeal to young people. The identities aim to represent connectivity without overt medical references.
This document provides guidelines for using the branding and visual identity of DCF Roots Company Ltd. It defines the logo, color palette, typography, and proper usage of the brand across various applications such as letterheads, business cards, envelopes, signage, uniforms, and promotional materials. The guidelines are intended to promote a coherent brand image and messaging across all communication channels.
Unilever is the parent company of Hindustan Unilever Limited (HUL) in India. HUL manages a vast portfolio of brands across home and personal care categories. It groups its brands into corporate brands, mega brands, and family brands. Mega brands include Lux, Ponds, Lakme and Dove while family brands include Vaseline and Clinic Plus. HUL ensures each brand has distinct elements like name, logo, packaging and marketing campaigns to maintain brand identity and positioning. It also focuses on brand extension, restructuring, and social responsibility initiatives to remain a market leader.
This document discusses how partners can transition to cloud computing. It notes that the transition requires a new business model focused on marketing and sales. The cloud is a volume game with lower upfront fees. Partners must develop online marketing and sales processes to attract new customers. The transition takes time and investment and requires changing mindsets and skills. Partners should view it as starting a new business unit rather than a service line addition.
A study benchmarking current attitudes and business practices surrounding the rights and use of Intellectual Property in the Event & Exhibit Industry.
This document summarizes the toothpaste market in India. It notes that the market size is Rs 3200 Crore with a growth rate of 18.5% and per capita consumption is low. Colgate has the largest market share at 32% followed by Closeup at 34%. The document recommends strategies for market leaders, including expanding the total market through new products, defending current market share through promotions, and increasing share through segment expansion. It suggests Colgate defend its leadership in the plain segment and introduce a blue toothpaste.
This document summarizes the toothpaste market in India. It notes that the market size is Rs 3200 Crore with a growth rate of 18.5% and per capita consumption is low. Colgate has the largest market share at 32% followed by Closeup at 34%. The document recommends strategies for market leaders, including expanding the total market through new products, defending current market share through promotions, and increasing share through segment expansion.
The document discusses services provided by Navig8 related to developing and implementing corporate identities for clients. This includes researching current brand values, designing logos and complementary fonts/colors, providing marketing support, and launching the new identity through various communications channels both online and offline. The process involves research, concept development, testing, application of the new identity to materials, and ongoing support. Testimonials praise Navig8's professionalism, quality of work, and ability to meet tight deadlines.
The document presents seven design ideas for a new corporate identity for a local haemophilia organization. Idea 1 features a logo consisting of the organization's name and a symbol based on a self-heal plant in various colours. Stationery, diagrams, and promotional materials applying the identity are displayed. Idea 2 similarly shows a logo, symbol, and identity elements applied across materials. Idea 3 features icons representing services and a bold, graphic visual identity intended to appeal to young people. The identities aim to represent connectivity without overt medical references.
This document provides guidelines for using the branding and visual identity of DCF Roots Company Ltd. It defines the logo, color palette, typography, and proper usage of the brand across various applications such as letterheads, business cards, envelopes, signage, uniforms, and promotional materials. The guidelines are intended to promote a coherent brand image and messaging across all communication channels.
Unilever is the parent company of Hindustan Unilever Limited (HUL) in India. HUL manages a vast portfolio of brands across home and personal care categories. It groups its brands into corporate brands, mega brands, and family brands. Mega brands include Lux, Ponds, Lakme and Dove while family brands include Vaseline and Clinic Plus. HUL ensures each brand has distinct elements like name, logo, packaging and marketing campaigns to maintain brand identity and positioning. It also focuses on brand extension, restructuring, and social responsibility initiatives to remain a market leader.
This document discusses how partners can transition to cloud computing. It notes that the transition requires a new business model focused on marketing and sales. The cloud is a volume game with lower upfront fees. Partners must develop online marketing and sales processes to attract new customers. The transition takes time and investment and requires changing mindsets and skills. Partners should view it as starting a new business unit rather than a service line addition.
A study benchmarking current attitudes and business practices surrounding the rights and use of Intellectual Property in the Event & Exhibit Industry.
This document summarizes the toothpaste market in India. It notes that the market size is Rs 3200 Crore with a growth rate of 18.5% and per capita consumption is low. Colgate has the largest market share at 32% followed by Closeup at 34%. The document recommends strategies for market leaders, including expanding the total market through new products, defending current market share through promotions, and increasing share through segment expansion. It suggests Colgate defend its leadership in the plain segment and introduce a blue toothpaste.
This document summarizes the toothpaste market in India. It notes that the market size is Rs 3200 Crore with a growth rate of 18.5% and per capita consumption is low. Colgate has the largest market share at 32% followed by Closeup at 34%. The document recommends strategies for market leaders, including expanding the total market through new products, defending current market share through promotions, and increasing share through segment expansion.
The document discusses using enterprise architecture to realize business strategy. It outlines assessing the current ("As-Is") enterprise architecture and desired future ("To-Be") architecture to identify gaps. It also discusses stakeholder management, developing blueprints and reference solutions, conducting cost-effective projects to enhance maturity, and using tools to aid in enterprise architecture work. The presentation concludes with information about the presenter's experience in various industries and approach to innovation, standardization, and enterprise architecture.
Measuring the ROI of Your Sales Performance Initiative (Messaging Matters web...Corporate Visions
Corporate Visions and guest, Scott Watson, from the leading research company, Beyond ROI, examine how the best companies are getting believable results measurements from their sales training investments.
NP Group Company Overview13226445704706 Phpapp01 111130031703 Phpapp01David Clark
np group is a leading provider of specialist technology resource through a campaign methodology. They deliver search and contract resource solutions within the technology and communications sectors. They have a proven track record of successful international campaigns across multiple regions for large organizations. The document provides an overview of np group's services, how they deliver campaigns, their methodology, and the markets they specialize in, which include networking, telecoms, unified communications, Windows, information security, enterprise applications, software development, IT management, and business consulting.
WebMD plans to expand into India to provide medical information to its large population through various channels including websites, apps, magazines, and in healthcare facilities. It will combine Eastern and Western medical approaches. While India offers a large potential market and skilled labor, challenges include infrastructure issues, poverty, and unreliable healthcare. WebMD will need to address regulatory issues and compete with local companies to succeed in India.
Saeed Amidi keynote at TEC International Startup Conference (Dec 6,2011)Stas Khirman
More details at http://www.tecglobal.org
Saeed Amidi is the Founder, President and CEO of Plug and Play Tech Center. Plug and Play is the premier technology startup accelerator in the world with over 200 companies which collectively have raised over $750 million.
Saeed has been investing in technology companies for over 15 years and holds successful investments in over 70 technology companies such as PayPal, Powerset, Danger, Bix, etc.
Vempain Teknikka plans to become a leader in the cellular communications industry in Pakistan and South Asia by identifying emerging trends, responding quickly to technology changes, providing high-quality service, investing in marketing, and expanding into specialty markets. They will introduce a revolutionary new cell phone called the Nano-Gadget, which uses flexible, transparent materials and integrated sensors. It will be powered by renewable energy sources and have self-cleaning and preserving properties. Initially it will be solely manufactured by Vempain Teknikka, but later they plan to form global alliances for manufacturing and fundraising. An early prototype was displayed at the Museum of Modern Art to generate awareness and interest.
The document discusses HUL's performance in the growing FMCG market in India and the challenges it faces. It shows that while HUL remains the market leader, its market share is declining due to increased competition from companies like P&G, CavinKare, and L'Oreal. To combat this, HUL needs to focus on improving penetration in rural markets, consider lower price points, and focus on categories like salt and toothpaste where growth has been decreasing. The company also needs to effectively manage its large and complex supply chain to ensure efficient fulfillment of demand across India.
Governance can be an expense or opportunity for businesses. While some regulations are mandatory, adopting best practices is important for commercial reasons even if not legally required. Effective monitoring systems and management procedures are needed for any business to adhere to best practices and improve performance. Implementing proper corporate governance increases business value by improving strategy execution, innovation, performance management, and risk management. These benefits can outweigh the costs of governance.
This document provides an overview of a premier merchant bank focused on building resource companies. It discusses the bank's business model of identifying and advancing natural resource assets from discovery to production. It also outlines the bank's integrated leadership team with expertise across technical, legal, financial, and administrative functions. Key details include the bank being headquartered in Toronto with a global network and track record of over $8 billion in market capitalization for its group companies.
This document contains 10 learning questions from Chapter 22 of a marketing management class. The questions cover topics like conducting a marketing profitability analysis, defining different types of market share, using brand-asset management teams, organizing products into category management, factors for corporate social responsibility activities, direct vs indirect costs, purposes of a marketing audit, and microsales analysis. Sample answers are provided for each multiple choice question.
This document contains a list of 10 learning questions for a chapter on managing holistic marketing organizations long-term. It provides the questions, multiple choice answers, and explanations of the key concepts being tested. The questions cover topics like conducting marketing profitability analysis, defining different types of market share, using brand asset management teams, and factors involved in corporate social responsibility activities.
The organization helps private and public sector clients innovate, implement strategy, drive performance improvement, and transform through strategy implementation, performance improvement, project management, innovation management, and consulting services. Typical outcomes include focusing efforts on strategy implementation and results, strengthening alignment to value proposition, and improving organizational performance, business intelligence, and decision making. The organization delivers successful projects through tailored and PRINCE2 methodologies. It also helps stimulate great ideas from employees, customers, and partners to identify new opportunities and enhance products, lower costs, and improve processes.
Axis Bank (Formerly known as UTI) was one of the few private banks to have began operations in 1994
The Bank was promoted jointly by the Administrator of the specified undertaking of the Unit Trust of India (UTI)
Life Insurance Corporation of India (LIC).
General Insurance Corporation Ltd (GIC).
National Insurance Company Ltd.
The New India Assurance Company.
The Oriental Insurance Corporation.
United Insurance Company Ltd.
Headwaters Overview Industrial December 2011jippolito
Headwaters is a leading independent investment bank and advisory firm with over 65 senior professionals and national offices across the United States. It has experience with over $15 billion in middle market deals. Headwaters provides services including investment banking, merchant banking, advisory services, and family office direct investment. It has industry expertise in sectors such as industrial technology, consumer products, energy, healthcare, aerospace and defense, and building products and construction services. Headwaters also has a global reach through strategic partnerships with firms in 30 countries.
A hospitality consulting firm specializing in providing hospitality owners and management companies with solutions geared towards service excellence and growth of share holders profitability
We specialize in hospitality related concepts , efficiencies and performances, whilst providing practical and simplistic strategies, solutions and services that focus on Revenue Generation and Profitability
Marketing professionals use various publications to reach their target audiences, including internal memos and external magazines, journals, and press releases. Internally, memos provide a formal way to communicate within a company, while quarterly releases report financial performance to shareholders. Externally, marketing magazines inform readers about business marketing strategies and financial journals maintain accounting records of transactions. Press releases aim to draw media attention to new products or events. Mobile technology now helps both companies promote themselves and customers access services like loyalty programs on the go.
The rise of the web 3.0 company, by Mr. Jacques BughinVlerick_Alumni
\n\nThe document discusses the evolution of the internet and the rise of "web 3.0". It provides statistics on internet usage and outlines three waves of the internet - web 1.0, web 2.0, and the emerging web 3.0. Web 3.0 is characterized by an intelligent enterprise, real-time business intelligence using big data, and new open business models utilizing tools like cloud computing and crowdsourcing.\nThe document also examines the economic and social impacts of the internet. It has significantly contributed to GDP growth, increased social capital, and led to more jobs being created than reduced in several countries. However, it notes there will be both winners and losers with the continuing evolution of web 3.0.\n
This document provides an introduction and overview of a 12-week management accounting course. It discusses the course structure, aims, examination format, and reasons for producing accounting information. It explains who internal and external accounting information is intended for and provides definitions of strategic management accounting and good decision making. Key concepts covered include cost management techniques like target costing, kaizen costing, life cycle costing, and just-in-time systems. Students are assigned supplemental reading and asked to research a management accounting technique for the following week's discussion.
Key Market Developments in Q3-2011: Market Vista BriefingEverest Group
Focus of this webinar:
Present key findings from the Q3 2011 Market Vista report and implications for buyers and service providers
Provide perspectives on the state of the global services industry in Poland and implications for stakeholders
SCA reported strong results for Q2 2016. Organic operating profit growth was strong due to good organic sales growth in hygiene products and emerging markets. Cash flow was also strong. Efficiency gains contributed positively despite provisions for anti-trust and tax cases. The divestment of businesses in Asia closed on April 1 for integration with Vinda. Seven new product innovations were introduced, including for TENA, Okay, Lotus, Zewa, and Tork.
Through continued focus on our strategic priorities profitable growth, innovation and efficiency, we delivered favorable organic sales and earnings growth for the first quarter of 2016.
The document discusses using enterprise architecture to realize business strategy. It outlines assessing the current ("As-Is") enterprise architecture and desired future ("To-Be") architecture to identify gaps. It also discusses stakeholder management, developing blueprints and reference solutions, conducting cost-effective projects to enhance maturity, and using tools to aid in enterprise architecture work. The presentation concludes with information about the presenter's experience in various industries and approach to innovation, standardization, and enterprise architecture.
Measuring the ROI of Your Sales Performance Initiative (Messaging Matters web...Corporate Visions
Corporate Visions and guest, Scott Watson, from the leading research company, Beyond ROI, examine how the best companies are getting believable results measurements from their sales training investments.
NP Group Company Overview13226445704706 Phpapp01 111130031703 Phpapp01David Clark
np group is a leading provider of specialist technology resource through a campaign methodology. They deliver search and contract resource solutions within the technology and communications sectors. They have a proven track record of successful international campaigns across multiple regions for large organizations. The document provides an overview of np group's services, how they deliver campaigns, their methodology, and the markets they specialize in, which include networking, telecoms, unified communications, Windows, information security, enterprise applications, software development, IT management, and business consulting.
WebMD plans to expand into India to provide medical information to its large population through various channels including websites, apps, magazines, and in healthcare facilities. It will combine Eastern and Western medical approaches. While India offers a large potential market and skilled labor, challenges include infrastructure issues, poverty, and unreliable healthcare. WebMD will need to address regulatory issues and compete with local companies to succeed in India.
Saeed Amidi keynote at TEC International Startup Conference (Dec 6,2011)Stas Khirman
More details at http://www.tecglobal.org
Saeed Amidi is the Founder, President and CEO of Plug and Play Tech Center. Plug and Play is the premier technology startup accelerator in the world with over 200 companies which collectively have raised over $750 million.
Saeed has been investing in technology companies for over 15 years and holds successful investments in over 70 technology companies such as PayPal, Powerset, Danger, Bix, etc.
Vempain Teknikka plans to become a leader in the cellular communications industry in Pakistan and South Asia by identifying emerging trends, responding quickly to technology changes, providing high-quality service, investing in marketing, and expanding into specialty markets. They will introduce a revolutionary new cell phone called the Nano-Gadget, which uses flexible, transparent materials and integrated sensors. It will be powered by renewable energy sources and have self-cleaning and preserving properties. Initially it will be solely manufactured by Vempain Teknikka, but later they plan to form global alliances for manufacturing and fundraising. An early prototype was displayed at the Museum of Modern Art to generate awareness and interest.
The document discusses HUL's performance in the growing FMCG market in India and the challenges it faces. It shows that while HUL remains the market leader, its market share is declining due to increased competition from companies like P&G, CavinKare, and L'Oreal. To combat this, HUL needs to focus on improving penetration in rural markets, consider lower price points, and focus on categories like salt and toothpaste where growth has been decreasing. The company also needs to effectively manage its large and complex supply chain to ensure efficient fulfillment of demand across India.
Governance can be an expense or opportunity for businesses. While some regulations are mandatory, adopting best practices is important for commercial reasons even if not legally required. Effective monitoring systems and management procedures are needed for any business to adhere to best practices and improve performance. Implementing proper corporate governance increases business value by improving strategy execution, innovation, performance management, and risk management. These benefits can outweigh the costs of governance.
This document provides an overview of a premier merchant bank focused on building resource companies. It discusses the bank's business model of identifying and advancing natural resource assets from discovery to production. It also outlines the bank's integrated leadership team with expertise across technical, legal, financial, and administrative functions. Key details include the bank being headquartered in Toronto with a global network and track record of over $8 billion in market capitalization for its group companies.
This document contains 10 learning questions from Chapter 22 of a marketing management class. The questions cover topics like conducting a marketing profitability analysis, defining different types of market share, using brand-asset management teams, organizing products into category management, factors for corporate social responsibility activities, direct vs indirect costs, purposes of a marketing audit, and microsales analysis. Sample answers are provided for each multiple choice question.
This document contains a list of 10 learning questions for a chapter on managing holistic marketing organizations long-term. It provides the questions, multiple choice answers, and explanations of the key concepts being tested. The questions cover topics like conducting marketing profitability analysis, defining different types of market share, using brand asset management teams, and factors involved in corporate social responsibility activities.
The organization helps private and public sector clients innovate, implement strategy, drive performance improvement, and transform through strategy implementation, performance improvement, project management, innovation management, and consulting services. Typical outcomes include focusing efforts on strategy implementation and results, strengthening alignment to value proposition, and improving organizational performance, business intelligence, and decision making. The organization delivers successful projects through tailored and PRINCE2 methodologies. It also helps stimulate great ideas from employees, customers, and partners to identify new opportunities and enhance products, lower costs, and improve processes.
Axis Bank (Formerly known as UTI) was one of the few private banks to have began operations in 1994
The Bank was promoted jointly by the Administrator of the specified undertaking of the Unit Trust of India (UTI)
Life Insurance Corporation of India (LIC).
General Insurance Corporation Ltd (GIC).
National Insurance Company Ltd.
The New India Assurance Company.
The Oriental Insurance Corporation.
United Insurance Company Ltd.
Headwaters Overview Industrial December 2011jippolito
Headwaters is a leading independent investment bank and advisory firm with over 65 senior professionals and national offices across the United States. It has experience with over $15 billion in middle market deals. Headwaters provides services including investment banking, merchant banking, advisory services, and family office direct investment. It has industry expertise in sectors such as industrial technology, consumer products, energy, healthcare, aerospace and defense, and building products and construction services. Headwaters also has a global reach through strategic partnerships with firms in 30 countries.
A hospitality consulting firm specializing in providing hospitality owners and management companies with solutions geared towards service excellence and growth of share holders profitability
We specialize in hospitality related concepts , efficiencies and performances, whilst providing practical and simplistic strategies, solutions and services that focus on Revenue Generation and Profitability
Marketing professionals use various publications to reach their target audiences, including internal memos and external magazines, journals, and press releases. Internally, memos provide a formal way to communicate within a company, while quarterly releases report financial performance to shareholders. Externally, marketing magazines inform readers about business marketing strategies and financial journals maintain accounting records of transactions. Press releases aim to draw media attention to new products or events. Mobile technology now helps both companies promote themselves and customers access services like loyalty programs on the go.
The rise of the web 3.0 company, by Mr. Jacques BughinVlerick_Alumni
\n\nThe document discusses the evolution of the internet and the rise of "web 3.0". It provides statistics on internet usage and outlines three waves of the internet - web 1.0, web 2.0, and the emerging web 3.0. Web 3.0 is characterized by an intelligent enterprise, real-time business intelligence using big data, and new open business models utilizing tools like cloud computing and crowdsourcing.\nThe document also examines the economic and social impacts of the internet. It has significantly contributed to GDP growth, increased social capital, and led to more jobs being created than reduced in several countries. However, it notes there will be both winners and losers with the continuing evolution of web 3.0.\n
This document provides an introduction and overview of a 12-week management accounting course. It discusses the course structure, aims, examination format, and reasons for producing accounting information. It explains who internal and external accounting information is intended for and provides definitions of strategic management accounting and good decision making. Key concepts covered include cost management techniques like target costing, kaizen costing, life cycle costing, and just-in-time systems. Students are assigned supplemental reading and asked to research a management accounting technique for the following week's discussion.
Key Market Developments in Q3-2011: Market Vista BriefingEverest Group
Focus of this webinar:
Present key findings from the Q3 2011 Market Vista report and implications for buyers and service providers
Provide perspectives on the state of the global services industry in Poland and implications for stakeholders
SCA reported strong results for Q2 2016. Organic operating profit growth was strong due to good organic sales growth in hygiene products and emerging markets. Cash flow was also strong. Efficiency gains contributed positively despite provisions for anti-trust and tax cases. The divestment of businesses in Asia closed on April 1 for integration with Vinda. Seven new product innovations were introduced, including for TENA, Okay, Lotus, Zewa, and Tork.
Through continued focus on our strategic priorities profitable growth, innovation and efficiency, we delivered favorable organic sales and earnings growth for the first quarter of 2016.
- Organic sales growth and operating profit increased in Q3 2015 for the Group overall. Emerging markets saw strong growth while mature markets saw modest increases.
- Key events included acquiring Wausau Paper Corp, divesting businesses in Asia to integrate with Vinda, and intended closure of a paper machine to improve efficiency.
- Strategic priorities are increasing efficiency across the value chain and driving innovation and profitable growth.
- SCA reported good organic growth in sales and operating profit in Q2 2015, with strong growth in emerging markets. Cash flow was also strong.
- Personal care sales grew 12% with 6% organic growth, driven by price increases, higher volumes, and cost savings. Tissue sales grew 15% with 4% organic growth.
- Operating profit increased for both personal care and tissue, despite higher raw material costs. Forest products profit grew 39% on higher prices and volumes.
- The report highlighted continued strategic priorities of efficiency, innovation, and profitable growth, with several new product launches and investments.
Net sales rose 15% (6% excluding exchange rate effects) to SEK 27,958m (24,234). Organic sales growth, which excludes exchange rate effects, acquisitions and divestments, was 6%. Operating profit, excluding items affecting comparability, rose 9% to SEK 2,872m (2,630).
The operating margin, excluding items affecting comparability, was 10.3% (10.9). Profit before tax, excluding items affecting comparability, rose 11% to SEK 2,602m (2,342). Items affecting comparability totaled SEK -122m (-247). Earnings per share were SEK 2.43 (2.12). Return on capital employed, excluding items affecting comparability, was 11.2% (11.0). Cash flow from current operations was SEK 1,246m (667).
In 2014 SCA delivered its highest profit before tax ever and good organic sales growth. We increased our operating profit, excluding items affecting comparability, by SEK 1,468m. We achieved this thanks to the continued work with our strategic priorities – growth, innovation and efficiency.
We have presented a report for the second quarter of 2014 with continued sales growth, higher earnings and a higher margin compared with the same period a year ago. During the quarter, several innovations and product launches were carried out under the Libero, Libresse, TENA and Tork brands. The efficiency programs in the hygiene and forest products operations continue to deliver cost savings according to plan. Our Tissue and Forest Products business areas showed significant earnings growth. Personal Care was negatively impacted by higher raw material costs and negative exchange rate effects in emerging markets.
The SCA interim report was published on April 29 at approximately 8.00 CET. At the subsequent press conference CEO Jan Johansson held this presentation.
The document summarizes information about SCA Group, a leading global hygiene and forest products company. Some key details include:
- SCA Group has annual sales of SEK 99 billion, 44,000 employees, and sells products in about 100 countries.
- Major brands and market positions include TENA and Tork as leading global brands, China's third largest tissue company, and Europe's largest private forest owner.
- The company has undergone transformation through acquisitions, divestments, efficiency programs, and investments in emerging markets to drive growth.
- Financial targets include annual organic sales growth of 5-7% for Personal Care and 3-4% for Tissue, and a return on capital employed
The document summarizes a presentation given by Jan Johansson, President and CEO of SCA Group, at a UBS conference in Boston. It provides details on SCA's financial results, including sales of SEK 99 billion and 44,000 employees. It also outlines SCA's transformation through acquisitions, divestments, efficiency programs, and focus on hygiene, tissue, and forest products. SCA's priorities are described as efficiency, innovation, and growth to drive sales increases, especially in emerging markets.
This is SCAs presentation of the Year-end Report 2013. The presentation was held by CEO Jan Johansson on January 29. SCA further strengthened its position in emerging markets in 2013. During the fourth quarter of 2013, the offer for the Chinese tissue company Vinda was completed, and SCA is today the majority owner of Vinda with 51.4% ownership in the company. SCA decided during the year to invest in local production of hygiene products in India and has launched Libero baby diapers and Tempo consumer tissue in the Indian market.
The efficiency programs in the hygiene and forest products operations are continuing according to plan.
Consolidated net sales for 2013, excluding exchange rate effects and divestments, rose 10% compared with a year ago. The increase is mainly attributable to acquisitions and higher volumes. Operating profit, excluding items affecting comparability, exchange rate effects and divestments, rose 19%. Cost savings, higher volumes, the acquisition in Europe and gains on forest swaps contributed to the earnings improvement. Operating profit for Personal Care and Tissue, excluding items affecting comparability, exchange rate effects and divestments, rose 4% and 27%, respectively. Operating profit for Forest Products, excluding items affecting comparability, rose 35%. Profit before tax, excluding items affecting comparability, exchange rate effects and divestments, rose 25%.
Consolidated net sales for the fourth quarter of 2013, excluding exchange rate effects and divestments, rose 1% compared with the same period a year ago. The increase is mainly attributable to higher volumes. Operating profit, excluding items affecting comparability, exchange rate effects and divestments, rose 31%. Cost savings and gains on forest swaps contributed to the earnings improvement. The corresponding profit for Tissue rose 18%, while profit for Personal Care decreased by 12% as a result of lower earnings for baby diapers associated with an increase in marketing activities. However, incontinence care products and feminine care products had a positive earnings impact. Operating profit for Forest Products, excluding items affecting comparability, rose 188%. Profit before tax, excluding items affecting comparability, exchange rate effects and divestments, rose 38%.
SCA´s net sales for the first nine months rose 14% excluding exchange rate effects and divestments and amounted to SEK 66,577m. Operating profit rose 15% excluding items affecting comparability and exchange rate effects to SEK 6,885m (6,224).
Consolidated net sales for the first quarter of 2013, excluding exchange rate effects and divestments, rose 20% compared with the same period a year ago. The increase is mainly attributable to acquisitions and higher volumes.
Operating profit excluding exchange rate effects and items affecting comparability rose 25%. The corresponding profit for Personal Care and Tissue rose 27% and 40%, respectively, while profit for Forest Products decreased by 22%. Forest Products includes positive earning effects of SEK 121m attributable to land swaps and negative exchange rate effects of approximately SEK 110m. Profit before tax, excluding exchange rate effects and items affecting comparability, rose 34%. The Group’s operating cash flow improved by 5%, to approximately SEK 1.9bn.
SCA is a leading global hygiene and forest products company. The Group develops and produces sustainable personal care, tissue and forest products. Sales are conducted in about 100 countries under many strong brands. The Group has about 36,000 employees and sales in 2012 amounted to SEK 85bn (EUR 9.8bn). Read more on www.sca.com.
The SCA reported on its performance in 2012. Key points include:
- Sales grew 11% due to acquisitions and strong growth in emerging markets, though the forest products business declined.
- EBIT increased 17% due to higher volumes, lower costs, and cost savings programs.
- In Q4, sales grew 21% and EBIT grew 16% compared to Q4 2011, led by growth in the hygiene business in emerging markets.
- For the full year, net income increased significantly and cash flow grew 30%, while debt was reduced.
- The company continued executing its strategy around efficiency, innovation, growth and sustainability.
SCA hosted the Capital Markets Day in Stockholm. The Group-wide financial targets and strategy remains with a focus on efficiency, innovation, growth and sustainability. The target for return on capital employed for Tissue and Forest Products has been adjusted. In recent years, SCA has completed hygiene acquisitions and divested for example the packaging operations. In order to further strengthen profitability in the hygiene operations, measures are initiated for decreased costs and improved efficiency.
The document summarizes an interim report for SCA for Q3 2012. It found that sales increased 16% due to acquisitions in tissue and strong growth in emerging markets, particularly for personal care and tissue products. EBIT increased 20% due to acquisitions, higher volumes, lower raw material costs, and cost savings. However, forest products faced lower demand and prices in European markets. Overall the hygiene business saw good sales growth and profitability while forest products faced challenging market conditions.
Jan Johansson, CEO of SCA, discussed the company's major changes in 2012 including divesting packaging businesses, acquiring Georgia-Pacific's European tissue operations, and establishing a joint venture in Australia/New Zealand. SCA also acquired several hygiene product companies. Johansson outlined SCA's strategic priorities of efficiency, innovation, and growth. SCA has leading market positions globally and regionally in tissue, solid wood products, and hygiene products. Despite economic challenges, hygiene products show growth in emerging markets.
The interim report summarizes the company's performance in the second quarter of 2012. It notes that the global economy slowed in 2012 due to issues in Western Europe. The hygiene products business saw good growth in emerging markets. Forest product sales and prices decreased in Europe. The company acquired several businesses and divested its packaging business. Sales increased 2% year-over-year due to growth in hygiene products, while EBIT grew 16% on higher volumes and lower costs. The personal care and tissue segments saw higher sales and profits from emerging markets. Forest products struggled with lower prices.
UnityNet World Environment Day Abraham Project 2024 Press ReleaseLHelferty
June 12, 2024 UnityNet International (#UNI) World Environment Day Abraham Project 2024 Press Release from Markham / Mississauga, Ontario in the, Greater Tkaronto Bioregion, Canada in the North American Great Lakes Watersheds of North America (Turtle Island).
Methanex is the world's largest producer and supplier of methanol. We create value through our leadership in the global production, marketing and delivery of methanol to customers. View our latest Investor Presentation for more details.
ZKsync airdrop of 3.6 billion ZK tokens is scheduled by ZKsync for next week.pdfSOFTTECHHUB
The world of blockchain and decentralized technologies is about to witness a groundbreaking event. ZKsync, the pioneering Ethereum Layer 2 network, has announced the highly anticipated airdrop of its native token, ZK. This move marks a significant milestone in the protocol's journey, empowering the community to take the reins and shape the future of this revolutionary ecosystem.
Cleades Robinson, a respected leader in Philadelphia's police force, is known for his diplomatic and tactful approach, fostering a strong community rapport.
2. Contents
SCA at a glance.......................... 2 Sustainability ............................ 32
Strategy ...................................... 4 Integrating sustainability .......... 34
Strategic priorities ...................... 5 Economic responsibility ........... 35
Innovation ................................... 6 Environmental responsibility..... 36
Building strong brands ............ 10 Social responsibility.................. 37
Our business ............................ 14 Employees ................................ 38
Personal Care ........................... 16 Key figures................................ 40
Tissue ....................................... 20 Addresses................................. 41
Packaging................................. 24
Forest Products ........................ 28
SCA has been listed SCA was named one of the SCA was ranked as one of In 2008, SCA became a UN
on the FTSE4Good global world’s most ethical compa- the world’s most sustaina- Global Compact member. SCA’s
sustainability index nies by the Ethisphere Insti- ble companies in 2010 by 2008 and 2009 Communication
since 2001. tute in the US. the responsible business on Progress reports were selec-
magazine Corporate ted as representative of Best
Knights. Practice.
❯ Read more at www.sca.com
3. SCA at a glance
SCA is a global hygiene and paper company
that develops, produces and markets personal
care products, tissue, packaging, publication
papers and solid-wood products. SCA has
sales in more than 100 countries and about
45,000 employees. In 2010, SCA had annual
sales of SEK 109bn.
This is SCA
4. Rubriknivå 1
The year at a glance
• Net sales amounted to SEK 109,142m (110,857)
ipsum lorem SEK 8,492m (8,004)
1)
• Profit before tax totalled
• Earnings per share amounted to SEK 7.90 (6.78)
Dividend of SEK 4.00 (3.70) per share
1)
Excluding items affecting comparability.
Group’s largest markets
SEKm
Germany
UK
US
France
Sweden
Italy
Netherlands
Spain
Australia
Denmark
0 4,000 8,000 12,000 16,000
SCA’s sales per region
Europe, 75%
North America, 9%
Latin America, 6%
Asia, 5%
Australasia, 4%
Other countries, 1%
2 This is SCA
5. SCA in numbers
15 %
22% 25 %
29 %
Group Group
27 % 109,142 9,608
SEKm SEKm
16 %
36 %
30 %
Net sales Operating profit
11 % 9%
19 %
31 %
Group Group
102,227 36 % 34 % 45,341
SEKm
38 %
22 %
Capital employed Average number of employees
Personal Care Tissue Packaging Forest Products
This is SCA 3
6. Strategy
Business concept
To sustainably develop, produce and market increasingly
value-added products and services within Personal Care,
Tissue, Packaging and Forest Products. SCA’s products
simplify the everyday lives of hundreds of millions of people
around the globe. They also generate strong cash flow
that enables favourable dividend growth and increased
value for the SCA share.
Mission
To provide essential products that improve
the quality of everyday life.
Vision
To be recognized as the leading provider of value
for customers, shareholders and employees in its field.
❯ Read more at www.sca.com
4 This is SCA
7. Strategic priorities
To improve profitability, increase growth and achieve the Group’s financial target
for return on capital employed, SCA has established the following prioritised areas:
Costs and cash flow · Capital efficiency · Innovation · Growth
Personal Care Tissue Packaging Forest Products
• Higher growth in • Continued focus • Raise the share of • Shift toward more
prioritised emerging on innovation complete packaging value-added and
markets • Greater presence in solutions customised products
• Advance SCA’s emerging markets • Lead development in within publication pa-
leading position in • Optimisation of pro- the packaging market pers and solid-wood
incontinence care duction and distribution through innovation and products
under the TENA brand • Increase growth in AFH product development • Utilise the potential
• Increase the launch under the Tork brand • Continued rationalisa- for energy production
rate of innovations • Continued develop- tion and efficiency • Continued productivity
• Enhance the efficiency ment of the brand plat- enhancement improvements
of production and form within consumer • Continued focus on • Greater raw material
distribution tissue in Europe Europe integration
• Gradual expansion
of the pulp operation
The Group’s financial target: return on capital employed of 13%
In 2010, return on capital employed, excluding restructuring costs, was 9%
This is SCA 5
8. Innovation for profitable growth
SCA has a long history of successful inno-
vations. Successful innovation activities lead
to differentiation and increased added value
for SCA’s customers and consumers, thereby
contributing to strong, market-leading positions
and brands, and creating value for SCA’s
shareholders and other stakeholders.
SCA’s general innovation process is deeply
embedded in the Group’s strategy and business
model. It represents a fundamental framework
for concept generation and innovation.
6 This is SCA
9. SCA’s general innovation process
Innovation is a means of developing and differentiating SCA’s products and services,
retaining and strengthening market positions, building stronger brands and driving growth.
SCA’s general innovation process • customer and consumer insight
is deeply embedded in the • new technology
Group’s strategy and business • business model
model. It represents a fundamental
framework for concept generation Innovations can start anywhere
and innovation based on trends in in the Group or in cooperation
the business environment, insight with external partners in a net-
into customer and consumer work. Experience proves that
requirements and technological an innovation becomes successful
progress. The innovation-related only when there is coherence
processes are continuously honed between customer and consumer
and streamlined. insight, new technology and the
Innovation activities in the business model.
Group’s four business areas rest
on three basic building blocks:
Driving forces for continuous innovation activities
Meet changing demands Create long-term, profitable Create value by combining Generating growth
and requirements among differentiation vis-à-vis higher customer and con- in sales, earnings and in
customers and consumers. competitors. sumer value with reduced the number of customers
manufacturing costs. and consumers.
This is SCA 7
10. Innovation activities
Innovation in the hygiene business
Innovation in the hygiene segment is a prerequisite for retaining
and strengthening market shares, building strong brands and
creating new values for customers and consumers. A faster
innovation and launch pace are two focus areas.
Innovation in Packaging
SCA’s Packaging business area has innovation expertise
in many areas throughout the organisation. Packaging
seeks to develop optimal packaging solutions with regard
to function, design, logistics, transport, and environmental
footprint. Another innovation area is strengthening retail
points of sale and reducing the complexity of the industry’s
packaging solutions.
Innovation in Forest Products
Innovations are a tool used by the Forest Products business
area to further strengthen its competitiveness. Efforts in this
respect permit Forest Products to move up the value chain
and produce products and solutions with higher value and
margins. By this means, SCA differentiates itself from the rest
of the industry, while also meeting the requirements of business
partners and customers.
8 This is SCA
11. Examples of innovation
ZeoCool Tork Xpressnap Café TENA Ultra Thins
ZeoCool is a temperature- In response to the demands During the year, TENA launched
controlled packaging that main- of the growing café market for a new ultra-thin incontinence
tains complete product integrity a customized solution, SCA has pad, featuring improved comfort
of +2° C to +8° C by controlling launched a napkin dispenser, and the same safety and odour
the internal payload space by which delivers only one napkin control of a thicker pad.
reacting to the external ambient at a time. This reduces costs for
temperature. Among other consumers and saves resources.
applications, ZeoCool is
designed for shipping pharma-
ceutical and medicinal products
requiring constant low tempera-
tures during shipping. ❯ Read more at www.sca.com
This is SCA 9
12. Building strong brands to stay competitive
SCA’s brand-building focuses on developing
distinct and relevant brands based on high
customer and consumer insight. Innovation
is a key element in this work. Successful
innovation work results in differentiation
and higher added-value for customers and
consumers, which contributes to strong
market-leading brands and value creation
for SCA’s shareholders and other stakeholders.
10 This is SCA
14. Brand strategy
SCA’s strategy is to build a strong Group-wide brand in which SCA
is a guarantor for all of the Group’s product brands.
SCA ensures that products, raw global strength, creates close consumer needs drive innovation
materials, processes and the entire relations with customers and and business activities, and
operations are developed in a sus- consumers while the economies these are decisive for developing
tainable and responsible manner. of scale result in increased effi- SCA’s brands. The expertise
In addition, the strategy is to ciency. The strategy also facilitates and commitment of the
build a brand portfolio with strong crossmarket synergies and cost employees is crucial in this effort.
product brands, globally, region- savings.
ally and locally. A strong local Responsiveness and insight
presence, combined with SCA’s with regard to customer and
Packaging and Forest Products • SCA’s pulp grades are Product brands
mainly conduct operations marketed under the product within Packaging
under the SCA brand, but also names Celeste, Star and Luna. To secure a unique offering
work with product brands. • Publication paper products for customers, Packaging has
are presented as part of the a number of patented packaging
Product brands Grapho family, for example, solutions and paper grades that
within Forest Products GraphoCote, GraphoVerde are positioned under the brands
• Power Pot is the seedling and GraphoMax. Herculight, ZeoCool, Mira,
developed by SCA that is Trueflo and Freshpack.
marketed to forest owners.
12 This is SCA
15. Global and regional brands
Global brands within the hygiene business
SCA is world-leading In the AFH tissue seg-
in incontinence care ment, SCA is the world’s
with the global brand third-largest supplier
TENA. TENA is sold with the global brand
in more than 100 Tork. Tork is sold in 80
countries, with sales countries, with sales
exceeding EUR 1bn. of more than EUR 1bn.
Examples of regional brands within the hygiene business
SCA’s strongest market Libresse is SCA’s lead- Tempo is SCA’s consumer SCA’s baby diapers
for baby diapers is the ing brand for feminine tissue brand with strong are sold in Southeast
Nordic region, with more care products and is market positions in Europe Asia under the Drypers
than a 60% market share centred geographically and Asia. Tempo offers brand and are market-
for the Libero brand. in Europe. products for personal leading in Malaysia
hygiene, including toilet and Singapore.
paper and handkerchiefs.
This is SCA 13
16. Our business
SCA consists of four business areas – Personal
Care, Tissue, Packaging and Forest Products.
The Group operates in 100 countries and has
production in about 40 countries. Although
Europe is SCA’s main market, the Group also
holds strong positions in North America, Latin
America and Asia Pacific. Expansion takes
place through organic growth and acquisitions.
14 This is SCA
17. Personal Care Tissue Packaging Forest Products
The business area com- Consumer tissue consists SCA is a full-service Production comprises
prises three product seg- of toilet paper, kitchen supplier of packaging publication papers, pulp
ments: incontinence care, rolls, facial tissue, hand- solutions and offers both and solid-wood products,
baby diapers and feminine kerchiefs and napkins. transport and consumer and is conducted at 17
care. Production is In the Away-From-Home packaging. SCA operates facilities in three countries.
conducted at 27 facilities (AFH) tissue segment, one innovation centre Products are mainly sold
in 23 countries. Products SCA delivers complete and 16 design centres. in Europe, but also in Asia,
are sold in more than 100 hygiene concepts to com- Production is conducted North Africa and North
countries throughout the panies and institutions. at 170 facilities in 21 coun- America.
world. Production is conducted tries. Products are sold in
at 38 facilities in 18 36 countries in Europe.
countries. Products are
sold in some 80 countries
throughout the world.
This is SCA 15
18. • Strengthened global leadership for the TENA
brand in incontinence care.
• Higher pace of innovation and launch of improved
customers offerings.
• Start of production of baby diapers in Russia.
• Acquisition of baby diaper operation in Mexico.
• Efficiency improvement programme commenced
in European baby diaper operations.
16 This is SCA
19. Personal Care
SCA is one of the world’s largest companies in personal care products and
has a portfolio of incontinence care, baby diapers and feminine care products.
Market low market penetration drive totals 25% and the market shares
The global market for personal demand for incontinence prod- in Europe and the US are 41%
care products has annual sales ucts. In developing countries, and 20%, respectively.
of just over SEK 290bn and is the use of all product categories
growing at a rate of some 3% is expanding as the level of dis- Baby diapers
annually. Europe accounts for posable income increases and SCA is the third-largest player
about 30% and North America insight into the health benefits in baby diapers in Europe with
for 20% of the overall market. of hygiene grows. a market share of 12%. In Europe,
Growth is fuelled by innovation, SCA sells baby diapers under
higher market penetration and Incontinence care own brands and retailers’ brands.
increased disposable incomes. In incontinence care, SCA is SCA’s strongest market is the
In mature markets, baby diapers a world leader with its global Nordic region with a market share
and feminine care products have brand TENA, which generates of more than 60% under the
attained high market penetration, annual sales of more than EUR Libero brand, which is also grow-
while the aging population and 1 billion. The global market share ing rapidly in Russia and parts of
Net sales, 22% Operating profit, 29% Capital employed, 11% Av. no. of employees, 19%
SEK 25,027m SEK 2,922m SEK 10,620m 8,610 employees
This is SCA 17
20. Eastern Europe. SCA commands strong feminine care brands
a leading position in Southeast supported by SCA’s global
Asia with the Drypers brand and brand platform.
in South America with the Peque-
ñín brand through a joint venture. Growth
Several factors suggest the con-
Feminine care tinuation of healthy growth in per-
SCA is the third largest player sonal care products, particularly
in feminine care in Europe with in emerging markets. Growth is
a market share of 8%. SCA holds driven by innovation, the global
leading positions in the Nordic population increase, an aging
region, Australia, New Zealand population, higher market pene- In 2010, SCA continued to develop
and fast-growing markets in East- tration and increased disposable new products at an increasingly rapid
ern Europe, Russia, Latin America incomes. SCA’s target is annual pace, advanced its positions in both
and the Middle East. Libresse, organic growth of 5–7%. mature and emerging markets and
strengthened the global brand TENA
Libra, Bodyform, Saba, Nosotras
and its regional and local brands.
and Nana are some of SCA’s
18 This is SCA
21. Strategic priorities: SCA’s sales by region
• Develop SCA’s world-leading position
in incontinence care under the TENA brand. Europe, 64%
• Continuously enhance production and North America, 14%
distribution efficiency. Latin America, 8%
Asia, 7%
• Continue to gain in-depth insight into
Australasia, 5%
consumer and customer needs and apply
Other, 2%
this knowledge to product development
and increase the launch rate of innovative
product offerings.
• Increase the growth rate in fast-growing
markets in Eastern Europe, Russia, Asia,
Latin America and the Middle East. SCA’s market positions
• Grow through category expansion North
under global brands and a greater share Europe America Global
of high-value products. Incontinence care 1 (41%) 3 (20%) 1 (25%)
• Continue activities related to the global Baby diapers 3 (12%) – 4 (5%)
brand platforms and utilise synergies. Feminine care 3 (8%) – 5 (5%)
Data is based on market data and SCA’s estimates.
This is SCA 19
22. • Higher market shares for the Tork brand.
• Higher pace of innovation and launch
of new products.
• Start of production at tissue plant in Mexico.
20 This is SCA
23. Tissue
SCA offers consumer tissue products including toilet paper, kitchen rolls, facial
tissue, handkerchiefs and napkins. In the Away-From-Home (AFH) tissue segment,
SCA delivers complete hygiene concepts to companies and institutions.
Market Consumer tissue SCA is the second-largest tissue
The global market for tissue SCA is Europe’s largest supplier supplier in Australia. Tempo,
is valued at approximately of consumer tissue, with a market Zewa and Plenty are the leading
SEK 385bn annually. Europe share of 25%, and is the world’s brands in large parts of Europe.
accounts for some 25% and third-largest with an 8% market The Edet brand has a strong
North America for about 30% share. position in the Nordic region.
of the overall market, with growth SCA has the brands Familia
rates of 3% and 2%, respectively. and Favorita in South America AFH tissue
There is a higher growth rate in through joint ventures, which hold For AFH tissue, SCA is number
Eastern Europe than in more strong positions in such emerging three globally with the Tork brand,
mature markets in the West as a markets as Colombia, Chile and which commands a 16% share
result of rising disposable incomes Equador. SCA has a strong posi- of the market. SCA is the market
and greater use of tissue products. tion with the Regio brand in the
large Mexican market.
Net sales, 36% Operating profit, 30% Capital employed, 36% Av. no. of employees, 38%
SEK 39,870m SEK 3,041m SEK 36,168m 17,327 employees
This is SCA 21
24. leader in Europe with a 19% Market penetration outside West-
market share and is number ern Europe and the US remains
three in North America with relatively low, with considerable
a market share of 20%. growth potential. SCA’s target is
annual organic growth of 3 – 4%.
Growth
The conditions for continued
growth in tissue are favourable,
particularly in emerging markets.
Growth is driven by innovation,
the global population increase,
higher market penetration and SCA continued to develop new
increased disposable incomes. products at an increasingly fast
pace, advanced its positions in both
mature and emerging markets and
strengthened the global brand Tork
and its regional brands.
22 This is SCA
25. Strategic priorities: SCA’s sales by region
• Continue to strengthen the global
Tork brand in AFH tissue. Europe, 66%
• Increase growth in AFH tissue. North America, 18%
Australasia, 8%
• Continue to focus on consumer and customer
Latin America, 7%
insight, innovations, product development
Asia, 1%
and marketing.
• Raise the company’s presence in emerging
markets, mainly through proprietary brands.
• Continue development of the consumer
tissue brand platform in Europe.
• Strengthen positions of own consumer
tissue brands. SCA’s market positions
• Provide a clearer, added-value offering North
for retailers’ brands. Europe America Global
• Enhance efficiency of production Consumer tissue 1 (25%) – 3 (8%)
and distribution. AFH tissue 1 (19%) 3 ( 20%) 3 (16%)
Data is based on market data and SCA’s estimates.
This is SCA 23
26. • Increased rate of innovation and growth
in high value-added segments.
• Restructuring programme carried out as planned.
• Divestment of the Asian corrugated board
operation.
24 This is SCA
27. Packaging
SCA is a full-service supplier of packaging solutions and offers both
transport and consumer packaging. Most of SCA’s packaging is used
for food, consumer durables and industrial products.
Market vation and design, SCA holds Corrugated board
The European corrugated-board a strong position in the high-value The two largest market categories
market is valued at approximately segment of food and consumer for corrugated board packaging
SEK 235bn and SCA is the durables. are the food and manufacturing
second-largest producer of corru- In collaboration with its industries, which account for
gated board and containerboard customers, the Group develops approximately 45% and 30%,
in Europe with market shares of complete packaging solutions to respectively. The largest segment
10% and 8%, respectively. meet exacting demands regarding in the food industry is processed
SCA commands favourable the quality and appearance food, followed by fresh food and
market positions in transport of packaging. SCA holds large beverages. Consumer durables
packaging where customers often market shares in the fast-growing is another major market category,
seek to establish long-term part- international luxury goods seg- accounting for about 15% of the
ners for complete logistics and ment in where quality and product total market.
design solutions. Thanks to its presentation and the brand can
market-leading position in inno- be enhanced through packaging.
Net sales, 27% Operating profit, 16% Capital employed, 22% Av. no. of employees, 34%
SEK 29,633m SEK 1,577m SEK 22,229m 15,218 employees
This is SCA 25
28. Growth In the long term, SCA’s focus
Within Packaging, SCA will con- is to develop its leading positions Strategic priorities:
tinue to focus on Europe, with the in advanced packaging in high • Continue to rationalise
aim of achieving growth in pace value-added segments. These and streamline operations.
with the market. Continued focus segments have a more stable • Provide complete
on efficiency and innovation are rate of growth and offer SCA packaging solutions
important initiatives to increase future expansion opportunities and added-value offering.
the share of value-added prod- with solid growth.
• Lead development in the
ucts. Work on developing the
packaging market through
value chain and making it more
innovation and product
efficient and sustainable as well
development.
as finding new product areas are
• Capitalise on growth
also initiatives aimed at strength-
opportunities in profitable,
ening competiveness. Long-term
high-value segments.
competitiveness is also benefited
by SCA’s environmental profile. • Continued focus on
Europe.
26 This is SCA
29. SCA’s sales by product segment
Conventional corrugated board
packaging, 69%
Consumer packaging, 20%
Service, 4%
Industrial packaging, 4%
Protective packaging, 3%
The Packaging business area
is fully integrated – from forest
to recycling.
This is SCA 27
30. • New business unit formed, SCA Energy.
• Sales company established in China.
• Jointly-owned sawmill company founded.
• Efficiency improvement programme commenced
at Ortviken paper mill.
• Increased share of value-added products.
28 This is SCA
31. Forest Products
SCA is one of Europe’s most profitable producers of forest products
that offers its customers publication papers, pulp and solid-wood products.
Market GraphoVerde is a high-quality publication) and LWC paper
SCA is Europe’s largest private magazine paper with more than (Light Weight Coated). These
forest owner with a holding of 50% recycled fibre. paper grades are used for maga-
2.6 million hectares of forest, GraphoMax is an uncoated zines, catalogues and advanced
of which 2.0 million is managed publication paper grade based printed advertising, which are
for timber production. SCA is the entirely on fresh fibre. The printing all areas that offer favourable long-
sixth-largest publication papers characteristics of GraphoMax term global growth.
manufacturer and the third-largest are very impressive, making the SCA is the sixth-largest
solid-wood products manufacturer. paper grade ideal for advertising publication papers manufacturer
Forest Products primarily con- materials in particular. in Europe and the eighth largest
ducts operations under the SCA among manufacturers of LWC
brand but also works with product Publication papers paper. SCA is also the sixth-
brands. SCA specialises in the prime- largest among producers of SC
Luna is a strong brand for a pulp quality segments in magazine paper and newsprint.
grade with high absorption capacity. paper – SC (Super Calandered
Net sales, 15% Operating profit, 25% Capital employed, 31% Av. no. of employees, 9%
SEK 17,123m SEK 2,455m SEK 31,475m 4,186 employees
This is SCA 29
32. Pulp, timber and and furniture. SCA is the third-
solid-wood products largest solid-wood products
The European market for solid- manufacturer in Europe.
wood products amounts to some
SEK 110bn, with demand primarily Growth
deriving from the construction and The aim for Forest Products is
house building industries, which to grow in line with the market.
are relatively cyclical. Continuing the work on enhancing
Forest Products has an annual efficiency and customer-driven
pulp capacity of 520,000 tonnes. innovation is essential for
Approximately 40% of this capa- consolidating positions and
city is utilised within SCA for the improving profitability. The primary The European market for publication
production of tissue and public- focus is on increasing the share papers amounts to SEK 140bn.
ation papers. The remainder is of customised publication papers
sold to external customers. and solid-wood products. Efforts
SCA is also a qualified supplier to develop the value chain, make
of purpose-designed wood prod- it more efficient and sustainable,
ucts to the industry for further and develop new product areas
processing into such items as are also important to strengthen-
panels, floors, windows, doors ing competitiveness.
30 This is SCA
33. Strategic priorities: SCA’s sales by region
• Rationalisation and efficiency enhancement
to achieve higher profitability. Europe, 88%
• Higher share of value-added and customised Asia, 8%
products in publication papers and solid-wood Africa, 2%
products. North America, 1%
Latin America, 1%
• Greater raw material integration.
• Utilise the commercial strength of SCA’s leading
position in the environmental area, for example,
in renewable raw materials and recyclable products.
• Capitalise on the potential of energy production
and effective energy solutions available in SCA’s
extensive holdings of forests and forestland and
in the industry’s processes and by-products.
• Gradual expansion of the pulp operations.
This is SCA 31
34. Sustainability
For SCA, sustainability is not just a buzz word. It is an integral part of
our operations and a part of our strategy for growth and value creation.
We have a long tradition of taking responsibility for people and for nature.
As early as the 1950s, SCA had an extensive social programme for its
employees. And our origins as a forest products company have given
us a deep connection with and responsibility to the environment.
All around the world, SCA is involved in sustainability initiatives based on
our core values: respect, excellence and responsibility. We have a system-
atic approach and our intent is to be as transparent as possible. The foun-
dation of our sustainability strategy comprises on four long-term targets.
32 This is SCA
35. SCA’s four sustainability targets
Carbon dioxide from 100% control of fresh- Improved Universal Code
fossil fuels shall be fibre raw materials water usage of Conduct
reduced by 20%
SCA has worked pro- SCA is Europe’s largest SCA’s target is to Over the past two
actively for some time private owner of forest- reduce water usage decades, SCA has
to reduce emissions land and the Group’s by 15% and to reduce grown into a global
from fossil fuels. The own forests have been the organic content in company with about
Group adopted its first certified in accordance wastewater by 30% 45,000 employees
carbon dioxide target with the FSC, Forest during the period 2005 worldwide. This places
in 2001. In 2008, SCA Stewardship Council, to 2010. SCA’s water stricter demands on
introduced a new quan- since 1999. SCA also target 2005 – 2010 has the company’s social
tified carbon dioxide purchases large quanti- reached its conclusion and environmental
target that requires the ties of fresh-fibre raw and work is under way responsibility. SCA’s
Group to reduce emis- materials from external to prepare future water Code of Conduct ap-
sions from fossil fuels suppliers. SCA’s goal is initiatives and targets. plies to all employees at
by 20% by the year that no wood fibre used all locations worldwide.
2020, with 2005 as in production derives
a reference year. from controversial
sources. ❯ Read more at www.sca.com
This is SCA 33
36. Integrating sustainability into strategy
Sustainability is an integral part of SCA’s operations and the company’s
strategy for growth and value creation.
For SCA, corporate sustainability • Sustainable solutions: “SCA
is a business approach that proactively delivers sustainable SCA Sustainab
ility Report
2010
generates long-term shareholder and innovative solutions based
value by embracing opportunities on customer and consumer
and managing risks deriving from insights, with added value for
economic, environmental and SCA and its stakeholders.”
social developments.
There are good reasons for • Sustainable operations: “SCA
sustainability excellence. It im- delivers sustainable products
proves competitiveness, reduces through safe, resource-efficient
cost and risk. It also contributes and environmentally sound
to strengthening the SCA brand operations.”
and to attract investors and • Sustainable dialogue with
employees. stakeholders: “SCA is one
The sustainability strategy is of the industry leaders within
an integral part of the company’s sustainability and the company SCA publishes a separate sustain-
strategy and business plans, and proactively interacts with key ability report each year. The Global
Reporting Initiative (GRI) guidelines,
supports SCA’s strategic focus stakeholders.”
level A+, are applied in the report
areas: cost and cash flow, capital and a detailed GRI index table can
efficiency, innovation and growth. be viewed at www.sca.com.
The sustainability strategy frame- The Sustainability Report was
work is divided into three key reviewed in its entirety by PwC.
directions: SCA’s Sustainability Report is
available at www.sca.com.
34 This is SCA
37. Economic responsibility
Sustainability programmes are of key importance to SCA’s ability to attract
customers, employees and investors. From an owner perspective, sustainability
initiatives help to maximise the value of the company.
Creating value regions to develop economically included. In 2010, interest from SRI
for stakeholders through the business relationships (Socially Responsible Investment)
Through its business operations, SCA has with local stakeholders, players remained considerable.
SCA helps to generate economic such as employees and local
development in society and eco- suppliers.
nomic development among its
stakeholders – both directly and SCA included in many
indirectly. sustainability indexes Our economic agenda
SCA provides its customers with SCA is assessed annually by • Long-term competitiveness,
products and it purchases mater- several ranking institutes. Since delivering growth and
ials and services from suppliers. 2001, SCA has been listed on profitability.
Wages are paid to employees, FTSE4Good, an index measuring • Create value for our
who in turn contribute to society earnings and performance among stakeholders.
through taxes and purchasing companies that meet globally
• Deliver sustainable prod-
power. Shareholders receive divi- recognised norms for corporate
ucts based on resource-effi-
dends and society receives responsibility. Carbon Disclosure
cient, safe and environmen-
income in the form of taxes. Project, Global Challenges Index,
tally compatible operations.
SCA’s community involvement Vigeo, Orange SeNSe Fund and
OMX GES Nordic Sustainability • Solid, long-term business
contributes positively to the local
Index are examples of other relationships.
communities. SCA’s operations
in emerging markets help these indexes and funds in which SCA is • Contribute to economic
development in emerging
markets.
This is SCA 35
38. Environmental responsibility
SCA endeavours to minimise its environmental footprint to the greatest
possible extent. The emphasis in the environmental work is on climate
and energy, responsible use of wood raw material and water.
Climate and energy ardship Council (FSC), the most paper. Accordingly, two water
SCA is an energy intensive com- stringent international standard for targets were introduced in 2005.
pany and major investments are forest management. SCA is one of The water target was concluded
required to achieve the Group’s the world’s largest suppliers of in 2010 and work is under way
carbon dioxide target. SCA works FSC-certified products. All of the to develop new targets for SCA’s
systematically to replace coal and timber supplied to SCA’s pulp and water management.
oil with natural gas and biofuel. paper mills and sawmills is FSC
ESAVE is SCA’s energy effi- certified or meets the FSC criteria
ciency programme. Since its for controlled wood.
launch in 2003, more than 1,300 The level of growth in SCA’s
projects have been carried out, forests exceeds the harvesting rate Our environmental agenda
resulting in accumulated saving by 20%, which means that SCA’s
effects of 700 GWh of electricity forests absorb a net amount of • Reduce carbon emissions
and 1,400 GWh of heat on an 2.6 million tonnes of carbon dioxide from own use of fossil
annual basis. In financial terms, per annum. This corresponds to the fuels and from purchased
this corresponds to approximately total amount of carbon emissions electricity and heat.
SEK 600m in annual savings. generated by all of the Group’s • Control sources of all fresh
production facilities. fibre-based raw material.
Responsible use of wood • Reduce water usage in
raw material Systematic work to areas with water scarcity.
SCA’s own forest holding is enhance water usage • Ensure high quality of
certified in accordance with the SCA uses large volumes of water wastewater.
requirements of the Forest Stew- in the manufacture of pulp and
36 This is SCA
39. Social responsibility
SCA activities in the field of corporate social responsibility
are an important part of corporate sustainability.
Its work is based on the Code audit unit. Since 2005, SCA has responsible conditions in its own
of Conduct, which provides the conducted evaluations of the operations and sets correspond-
basis for SCA’s approach to such Code of Conduct, including ing requirements for suppliers and
issues as health and safety, human rights, at facilities in other business partners.
employee relations, human rights, countries where an elevated risk
business ethics and community is assessed to exist. In 2010, the
involvement. process was updated for evalua-
tions of the Code of Conduct and
SCA’s Code of Conduct in December, an initial evaluation
SCA is committed to ensuring was conducted in Mexico accord-
compliance with the Code of ing to the new guidelines. Our social agenda
Conduct and policies in all its
• Strong focus on health
operations throughout the world. Supplier evaluation
and safety.
This is achieved through regular In 2010, a new global supplier
reviews and follow-up of non- standard was developed for • Ensure human rights
compliance with the Code. In SCA’s hygiene business based compliance.
2010, a total of eight cases of on the previous supplier standard. • Prevent corruption
non-compliance with the Code Compliance with SCA’s values and bribes.
of Conduct were reported. and ethical principles is an impor- • Assessment of suppliers.
Business Practice Reviews are tant part of the standard. SCA • Recruit, retain and develop
used to monitor compliance with sets high standards for socially employees with the right
business ethics and are regularly skills.
carried out by the SCA internal
This is SCA 37
40. Employees
SCA has 45,000 employees in 60 countries. The Group has operations in countries
with widely differing conditions and regulations relating to the working environment.
Shared values A living Code of Conduct
SCA’s three core values Respect, SCA has produced its Code of
Responsibility and Excellence, Conduct based on the Group’s
form the basis for how the Group three core values. The Code
conducts business and advances serves as a tool enabling opera-
the operation – with a strong tions to be conducted in accord-
of Conduct
focus on environmental and ance with ethical principles, appli- SCA Code
social responsibility. These cable legislation and regulations.
values unite all 45,000 employees The Code of Conduct is an inte-
at SCA under a shared set of gral part of the way the company Code of Conduct
beliefs that form the basis for does business.
leadership and employeeship. The Code provides guidelines The Code of Conduct is avail-
Respect and responsibility for SCA and its employees regard- able in 19 languages and is
for people and the environment ing health and safety, human based on SCA’s core values of
involves continuously developing rights, business ethics, employee “Respect, Responsibility and
operations in a sustainable and relations and community involve- Excellence,” and a number
responsible manner. The pursuit ment. Ensuring that the Code of internationally accepted
of excellence provides inspiration of Conduct is a living document declarations and conventions,
to renew and improve products throughout the Group requires including the UN’s declaration
and solutions in order to generate continuous efforts to reinforce on human rights, ILO’s core
increased added value for all of and rebuild awareness of its conventions and the OECD’s
SCA’s customers, consumers and principles. guidelines for multinational
other stakeholders. companies.
38 This is SCA
41. Employer awards and ratings
Below are some examples of recognition we’ve received
from outside groups for being a model employer.
Top Arbeitgeber 2011
On March 10th, the international research company CRF
Institute awarded SCA’s hygiene business with the title Top
Arbeitgeber 2011 for its outstanding and modern personnel
management. For the fourth time in a row, SCA was able to
qualify for the title as one of 101 companies. SCA particu-
larly impressed in the areas of career opportunities as well
as in additional employer benefits and work-life balance.
Universum Ideal Employer 2011 (Sweden)
In 2011 SCA conquered again rank 7 in Universum's sur-
vey "Sveriges bästa arbetsgivare", where employees rated
their employers.
Top Workplace 2011 (USA)
SCA’s Philadelphia employees participated in a workplace
survey conducted by Workplace Dynamics LCC, the Phila-
delphia Inquirer and Philadelphia Daily News. We are proud
to announce that SCA has been named as one of the Top
Workplaces in the survey.
Súper Empresas 2010 (Mexico)
SCA is represented on rank 11 in CNN Expansións list Súper
Empresas 2010 with Mexico's most popular employers.
This is SCA 39
42. Key figures
2010 2009
SEK EUR SEK EUR
Net sales, SEKm/EURm 109,142 11,450 110,857 10,466
Operating profit, SEKm/EURm 8,677 911 8,190 773
1)
Operating profit , SEKm/EURm 9,608 1,008 9,648 910
Operating margin, % 8 7
Operating margin, %1) 9 9
Profit before tax, SEKm/EURm 7,561 794 6,546 618
1)
Profit before tax , SEKm/EURm 8,492 891 8,004 755
Profit for the year, SEKm/EURm 5,592 587 4,830 456
1)
Profit for the year , SEKm/EURm 6,281 659 5,906 557
Earnings per share, SEK 7.90 6.78
1)
Earnings per share , SEK 8.89 8.32
Cash flow from current operations per share, SEK 10.53 16.36
Dividend, SEK 4.00 3.70
Strategic investments, incl. acquisitions, SEKm/EURm –2,920 –306 –3,082 –291
Equity, SEKm/EURm 67,821 7,538 67,906 6,577
Return on capital employed, % 8 7
1)
Return on capital employed, % 9 9
Return on equity, % 8 7
1)
Return on equity, % 9 9
Debt/equity ratio, multiple 0.51 0.60
Average number of employees 45,341 49,531
1)
Excluding items affecting comparability.
40 This is SCA
43. SVENSKA CELLULOSA AKTIEBOLAGET SCA (publ)
PO Box 200, SE-101 23 STOCKHOLM, Sweden. Visiting address: Klarabergsviadukten 63
Tel +46 8 788 51 00, fax +46 8 788 53 80 Corp. Reg. No.: 556012-6293 www.sca.com, info@sca.com
OPERATIONS
GHC (Global Hygiene Category) SCA Tissue Europe and SCA Packaging Europe
SE-405 03 GOTHENBURG SCA Personal Care Europe Culliganlaan 1 D
Sweden München Airport Center (MAC) BE-1831 DIEGEM
Visiting address: Postfach 241540 Belgium
Bäckstensgatan 5, Mölndal DE-85336 MÜNCHEN-FLUGHAFEN Tel + 32 2 718 3711
Tel + 46 31 746 00 00 Germany Fax + 32 2 715 4815
Visiting address:
Terminalstrasse Mitte 18
Tel + 49 89 9 70 06-0
Fax + 49 89 9 70 06-204
SCA Forest Products SCA Americas SCA Asia Pacific
SE-851 88 SUNDSVALL Cira Centre Unit 516, 159 Madang Road
Sweden Suite 2600 Xintiandi, Luwan District
Visiting address: 2929 Arch Street SHANGHAI 200020
Skepparplatsen 1 PHILADELPHIA, PA 19104 China
Tel + 46 60 19 30 00 USA Tel + 86 21 6135 7288
+ 46 60 19 40 00 Tel + 1 610 499 3700 Fax + 86 21 6135 7264
Fax + 46 60 19 33 21 Fax + 1 610 499 3402
The emission of green house gases from the production C ECOL AB
DI
R
of this printed product including paper, other materials,
EL
NO
and transports has been offset by investment in the 341 123
corresponding amount of certified reduction units from
ER
PR
IN T
the CDM project Gayatri Agro Industrial Power Limited. TE
D M AT
This report is produced by SCA in cooperation with Hallvarsson & Halvarsson. Photo: Peter Hoelstad, Håkan Lindgren and Juliana Yondt. Print: Elanders in Falköping 2011.