Values - Financial performance

We drive excellent sustainable financial performance.

We are a performance-driven company committed to growing the value of our business and providing a competitive return to our shareholders.


 
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Integrating suppliers in our production process

Within Laundry & Home Care, all our major liquid-product factories collaborate with selected partners for the manufacture of plastic containers right next to the production line.

The majority of our bottles are supplied in this way. Working hand-in-hand with our suppliers, we can optimize the manufacturing processes on our sites while maintaining high flexibility and low inventories. This approach also reduces our carbon footprint – due to the avoidance of thousands of truck loads and more than a million kilometers in the transportation of empty plastic containers.

Promoting the global implementation of this logistics concept has taken us to the top of international supply chain benchmarks within the detergents industry.



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Maria Lancellotti monitors the filling of liquid laundry/home care detergents in Düsseldorf. The plastic bottles are manufactured by an external supplier in a facility next to the filling plant, maximizing cost efficiency and environmental compatibility.
Maria Lancellotti monitors the filling of liquid laundry/home care detergents in Düsseldorf. The plastic bottles are manufactured by an external supplier in a facility next to the filling plant, maximizing cost efficiency and environmental compatibility.
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Maria Lancelotti documented the process surrounding the filling of liquid detergents and cleaning agents.
Maria Lancelotti documented the process surrounding the filling of liquid detergents and cleaning agents.
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On conveyor belts, the products are transported in the detergent factory from one station to another. The conveyor belts were designed so that they take little space as possible and does not interfere in the operations.
On conveyor belts, the products are transported in the detergent factory from one station to another. The conveyor belts were designed so that they take little space as possible and does not interfere in the operations.
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Nguyen Huy Hoang controls and checks a machine that automatically stick labels on plastic bottles.
Nguyen Huy Hoang controls and checks a machine that automatically stick labels on plastic bottles.
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Profitable growth

Profitable growth

Efficient processes and effective development are the cornerstones of our economic success. For us as a performance-driven company, progress in these domains is key if we are to maintain and constantly strengthen our long-term competitiveness. We intend, through innovation, to grow faster than our peers in our highly competitive markets, and to develop new markets wherever we can.

Increasing profitability is not an end in itself. On the other hand, we can only spend money that we earn. The more we earn, the more we can invest in research and innovations, and in our markets. This basic understanding guides the approach adopted by our three business sectors and our
corporate functions, each of which endeavors to optimize its processes and find synergies within the value chain – in close alliance with our strategic suppliers and our partners in research, development, production and logistics.

A high level of profitability guarantees us greater financial scope, gives us more flexibility and enhances our development possibilities. And the better we manage our business, the better are the conditions under which we can obtain funds for investment from the financial markets.

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High efficiency through centralized services

“Our Shared Service Centers in Bratislava and Manila serve the global Henkel organization in the fields of finance, procurement, human resources and information technology (IT).

Processes such as invoice recording, costing, the preparation of price lists or reports, to name but a few, are performed centrally by specialist teams within the Henkel organization. As these services are provided on behalf of many units at Henkel, we can achieve a high degree of standardization, assisted by our advanced, high-performance IT systems, enabling us to increase overall efficiency and speed while reducing the costs for each individual operation.

Important processes also become more transparent and we can guarantee better compliance. Further, these facilities enable us to attract young management talent from within Henkel’s emerging markets. And I am sure that the SSC concept offers a great deal more for the future.”




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The success of the Schwarzkopf brand

Our hair cosmetics brand Schwarzkopf is the biggest and fastest growing within the Henkel portfolio. Indeed, it is one of the most important hair cosmetics brands in the world. Its sales have grown from 500 million euros in 1995 to 1.8 billion euros in 2010. For the last 113 years, the name Schwarzkopf has been synonymous with hair competence, and values such as modernity, high quality and innovative strength. This makes Schwarzkopf an ideal umbrella for a clearly differentiated brands portfolio serving both our consumer segment and our international hair salon business, Schwarzkopf Professional.

www.schwarzkopf.de




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Communication with the capital market

The Investor Relations team from Henkel had more than 500 meetings and events involving investors and analysts last year. One of the main highlights happened on September 16, 2010 in Düsseldorf: top management from Adhesive Technologies provided around 70 international investors and analysts with a comprehensive insight into our adhesives markets, innovative portfolio and growth drivers. Aside from presentations, Henkel employees held an exhibition to show investors and analysts more of the great potential that Adhesive Technologies has to offer.




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