Henkel AG & Co. KGaA

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Düsseldorf (euro adhoc) - November 16, 2012

Outperform - Globalize - Simplify - Inspire

Henkel presents growth strategy
and financial targets for 2016
 - Strong potential for accelerated growth and increased profitability
   in all three business sectors
 - Financial targets 2016*:

      - 20 bn euros sales
      - 10 bn euros sales in emerging markets
      - 10 % EPS growth (CAGR)**

 - Strengthen competitiveness: Focus on brands, innovations, customers
 - Expand in emerging markets, leverage strong positions in
   mature markets
 - Increase investments: capex to rise by over 40% to total 2 bn euros
 - Ongoing adaptation and simplification of processes and structures
 - Strengthen global team: Leadership, Talents & Performance, Diversity

* Including continuous portfolio optimization  without  major  acquisitions  and
** Adjusted earnings per preferred share, compound annual growth rate

London/Düsseldorf - Today, Henkel  presented  its  new  strategy  and  financial
targets for the period up to 2016. At the same  time,  the  company  reconfirmed
its guidance for fiscal 2012 based on its strong  business  performance  in  the
first nine months of the year.

"The new strategy builds on the foundation of  our  corporate  values  and  will
drive Henkel's successful development in the coming years in  order  to  achieve
our long-term vision - to be a global leader in brands and technologies,"
explained Henkel CEO, Kasper Rorsted. "We will outperform our competition  as  a
globalized company with simplified operations and a highly inspired team -  this
is the essence of our new strategy.  We  will  accelerate  growth  and  increase
profitability in all our three business sectors. We  are  focusing  particularly
on the development of our core and growth categories and the  expansion  of  our
businesses  in  emerging  markets  while  we  are  continuously   adapting   our
structures and strengthening our global team."

The new strategy builds  on  the  successful  implementation  of  the  strategic
priorities defined in 2008 for the period up to 2012.  The  foundation  for  the
strategy until 2016 was a  detailed  analysis  of  the  major  long-term  market
trends. The portfolios of Henkel's three business sectors were reviewed  against
these trends to determine how they  are  positioned  for  delivering  profitable
growth in their respective markets.

As a result,  Henkel  has  identified  considerable  potential  for  accelerated
growth and increased profitability in each of its business sectors. The  company
will increase its investments and raise capital  expenditures  (capex)  by  more
than 40 percent to a total of around 2 billion euros until 2016.

Financial targets 2016

By 2016, Henkel aims to grow sales to 20 billion  euros,  of  which  10  billion
euros in emerging markets. For  adjusted  earnings  per  preferred  share  (EPS)
Henkel targets a compound annual growth rate (CAGR) of 10 percent until 2016.

These financial targets include an active  portfolio  optimization,  i.e.  small
and mid-sized acquisitions as well as divestments or the discontinuation of non-

strategic    activities (with  total  sales  of  currently  around  500  million
euros). Potential major    acquisitions or divestments are not accounted for  in
the financial targets.

Henkel will continue to focus on strong cash generation driven by  reducing  net

working capital to around 5 percent of sales by 2016.

Strategic priorities in summary

1. Outperform: Leverage potential in categories
Henkel will leverage its full potential in categories by actively  managing  its
portfolio,  strengthening  top  brands,  launching  powerful   innovations   and
focusing on customers and consumers.

In its core categories, Henkel will continue  to  invest  in  strengthening  and
expanding its leading positions. In growth  categories,  investments  will  fuel
overproportional growth of existing  and  new  segments.  In  value  categories,
investments will be      tailored to  maximize  profit  potential.  Henkel  will
focus  on  its  strong  brands:  By  2016,  the  top  10  brands  will  generate
approximately 60 percent of total sales (2012: around 46 percent).

To move its innovation capabilities closer  to  the  growing  consumer  base  in
emerging markets, Henkel will open seven new R&D facilities:  in  Pune  (India),
Seoul (Korea), Dubai, Moscow (Russia), Johannesburg (South  Africa),  São  Paulo
(Brasil) and Toluca (Mexico).

2. Globalize: Focus on regions with high potential
In mature markets, Henkel will leverage its strengths  and  generate  profitable
growth by increased brand investments and continued cost  focus.  By  2016,  the
company aims to gain more top positions while increasing profitability.

In emerging markets, Henkel will expand  its  existing  category  positions  and
accelerate growth in countries where the company has already a strong  presence.
In addition, Henkel will selectively enter new countries. By  2016,  12  out  of
Henkel's Top 20 countries are expected to be in emerging markets.

3. Simplify: Drive operational excellence
Henkel will continuously  improve  its  operational  excellence  by  making  its
processes faster, more standardized and more  digital,  driving  cost-efficiency
and reducing administration cost.

To expand the global coverage of its Shared Services Centers, Henkel  will  make
significant investments and plans to open  new  hubs  for  the  Arabic  speaking
region and Greater China/North East  Asia  in  addition  to  its  existing  four
Centers. The number of employees in Shared  Services  will  grow  to  more  than
3,000. A stronger IT focus will  be  critical  to  increase  the  efficiency  of
business processes. Henkel will   leverage  an  integrated  global  IT  platform
supported by incremental IT investments of 140 million euros until 2016.  Henkel
will also increase efficiency by sourcing via global hubs, expanding  e-sourcing
and reducing the number of suppliers globally by around 40 percent by 2016.

As Henkel continuously adapts its structures to  changing  market  environments,
the company will optimize its  global  manufacturing  footprint  on  an  ongoing

4. Inspire: Strengthen our global team
To strengthen its global team Henkel  will  focus  on  three  areas  Leadership,
Talents & Performance and Diversity.

As part of its focus on  developing  strong  leaders,  Henkel  will  expand  its
training and development programs, such as the  Executive  Resource  Program  at
Harvard Business School. To attract and retain  talents  globally,  Henkel  will
strengthen its employer brand  and  offer  competitive  compensation  linked  to
performance. Its revised Long-Term-Incentive Plan is fully aligned with the  new
financial targets for 2016.
As a diverse employee base with different cultural and professional  backgrounds
provides  a  competitive  advantage,  Henkel  promotes  diversity  by   actively
managing the dimensions nationality, age and  gender.  With  around  30  percent
women in management, Henkel has a leading position and strives to increase  this
ratio by 1 to 2 percentage points per year.

Long-term sustainability strategy through to 2030
At the beginning of 2012, Henkel already announced its long-term  sustainability
strategy with the target to triple its resource efficiency by 2030  and  defined
specific intermediate targets for five-year intervals.

Henkel operates worldwide with leading brands and technologies in three
business areas: Laundry & Home Care, Beauty Care and Adhesive Technologies.
Founded in 1876, Henkel holds globally leading market positions both in the
consumer and industrial businesses with well-known brands such as Persil,
Schwarzkopf and Loctite. Henkel employs about 47,000 people and reported sales
of 15,605 million euros and adjusted operating profit of 2,029 million euros in
fiscal 2011. Henkel's preferred shares are listed in the German stock index

This document  contains  forward-looking  statements  which  are  based  on  the
current estimates and assumptions made by the corporate management of Henkel  AG
& Co. KGaA. Forward-looking statements are characterized by  the  use  of  words
such as expect, intend, plan, predict, assume,  believe,  estimate,  anticipate,
forecast and similar formulations. Such statements are not to be  understood  as
in any way guaranteeing that those expectations will turn out  to  be  accurate.
Future performance and the results actually achieved by Henkel  AG  &  Co.  KGaA
and its affiliated companies depend on a number of risks and  uncertainties  and
may therefore differ materially from the  forward-looking  statements.  Many  of
these factors are outside Henkel's control and cannot  be  accurately  estimated
in advance,  such  as  the  future  economic  environment  and  the  actions  of
competitors and others involved in the marketplace.  Henkel  neither  plans  nor
undertakes to update forward-looking statements.


Lars Witteck                            Wulf Klüppelholz
Tel.  +49 211 797 - 2606                Tel. +49 211 797 - 1875
Fax   +49 211 798 - 4040                Fax  +49 211 798 - 4040
E-mail: {0>lars.witteck@henkel.com        E-
Mail:<}100{>lars.witteck@henkel.com       E-mail:


Henkel AG & Co. KGaA


Further inquiry note:
Irene Honisch
Assistent Corporate Communications
Tel.: +49 (0)211 797-5668
E-Mail: irene.honisch@henkel.com

end of announcement                               euro adhoc 

company:     Henkel AG & Co. KGaA
             Henkelstr. 67
             D-40191 Düsseldorf
phone:       +49 (0)211 797-0
FAX:         +49 (0)211 798-4008
WWW:      http://www.henkel.com
sector:      Consumer Goods
ISIN:        DE0006048432, DE0006048408
indexes:     DAX, CDAX, HDAX, Prime All Share
stockmarkets: free trade: Hannover, München, Hamburg, Düsseldorf, Stuttgart,
             regulated dealing: Berlin, regulated dealing/prime standard:
language:   English

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