Annual Report 2009 - melitta.info

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Annual Report 2009
Annual Report 2009
Management Organization of the Melitta Group
Corporate Management
Dr. Thomas Bentz
Dr. Stephan Bentz
Business Units:
Melitta Household Products Europe
Dr. Franz-Josef Konert (until November 25th, 2009)
Volker Stühmeier (as of November 25th, 2009)
Corporate Division
Corporate Development
Joachim Olfermann
Jero Bentz (as of April 8th,2010)
Cofresco Freshkeeping Products Europe
Volker Stühmeier (until November 11th, 2009)
Dirk Löhmer (as of November 11th, 2009)
Melitta Coffee Europe
Hermann Arnold
Corporate Division
Finance
Kurt Groh
Melitta SystemService
Peter Tintelnot (until February 17th, 2010)
Harald Johanning-Meiners (as of February 17th, 2010)
Melitta Brasil
Bernardo Wolfson
Corporate Division
Legal Affairs & HR
Markus Zeyen
Melitta USA
Marty Miller
Melitta Canada
William J. Ivany
Wolf PVG
Dr. Lutwin Spix
Neu Kaliss Spezialpapier
John Paul Fender
Dieter Kirchner

Melitta Group 2009
Key Figures 2009
1 incl. intercompany sales
2 excl. sales to trade in Germany
2009
537,025
2008 551,521
2009
366,468
2008 391,903
2009
91,701
2008 94,714
2009
174,064
2008 159,077
Share
of sales Sales Total sales 1
2009
2008
Capital
expenditure Employees
in percent in € ’000 in € ’000 in € ’000 Average
Melitta Household Products Europe 34 404,704 513,298 5,174 1,277
Cofresco Freshkeeping Products Europe2 3 41,107 176,719 5,265 289
Melitta Coffee Europe 25 298,673 304,734 2,397 170
Melitta SystemService 10 115,145 144,456 2,117 702
Melitta Brasil 18 221,439 236,063 2,884 544
Melitta USA 4 53,830 75,032 2,774 122
Melitta Canada 2 20,269 20,269 74 10
Wolf PVG 2 18,618 50,441 2,369 237
Neu Kaliss Spezialpapier 2 28,497 30,386 725 128
Shareholdings 0 65 22,727 991 77
Melitta Group total 1,202,347 1,574,125 24,770 3,556
Regional Development 2009
Germany
Europe
(excl. Germany)
North America
South America
Asia
Sales by Region in € ’000 Employees by Region
1,758
1,802
2009
712
2008 715
2009
226
2008 170
2009
544
2008 536
2009
33,088 2009
316
2008 28,000
2008 162
Sales by Business Fields 2009
63%
Coffee / Tea Enjoyment
General Partners of the
Melitta Unternehmensgruppe
Bentz KG
Jörg Bentz
Dr. Thomas Bentz
Dr. Stephan Bentz
Managing Partners
Dr. Thomas Bentz
Dr. Stephan Bentz
Limited Partners
Jero Bentz
Claudia Tauß
Jara Bentz
Thomas Dominik Bentz
Advisory Council
Michael Gallenkamp (Osnabrück), Chairman
Claus Holst Gydesen (Neuss) as of June 15, 2009
Dr. Uwe Tillmann (Düsseldorf) as of June 15, 2009
Dieter Jünemann (Mettmann) until June 15, 2009
Heinz Schurtenberger (Zurich) until June 15, 2009
Jörg Bentz
Dr. Thomas Bentz
Dr. Stephan Bentz
15%
Freshness and Flavour
8%
Convenient Cleaning
5%
Industrial Paper
9%
Others

Contents
2 Foreword of the Management
4 Locations
6 Product Innovations 2009
10 In defence of politics
Business Units
14 Melitta Household Products Europe
18 Cofresco Freshkeeping Products Europe
22 Melitta Coffee Europe
26 Melitta SystemService
30 Melitta Brasil
34 Melitta USA
38 Melitta Canada
42 Wolf PVG
46 Neu Kaliss Spezialpapier
Financial Information
50 Group Management Report
54 Consolidated Balance Sheet
55 Notes to the Consolidated Balance Sheet
60 Imprint

2 2 Melitta Unternehmensgruppe Group Annual Report 2009 Geschäftsbericht 2008
Foreword of the Management 3
Ladies and gentlemen!
from left to right
Dr. Thomas Bentz
Dr. Stephan Bentz
General Partners of the
Melitta Group
In a very unsettled environment, the Melitta Group can look back on a year of mixed
success: although we enjoyed significant growth in most areas in our non-European
regions, business in Germany and the rest of Europe was slow. In the wake of the economic
and financial crisis, competition became noticeably fiercer. The markets for our
industrial products suffered strong declines. Nevertheless, we are still generally satisfied
with the course of business in the past year: a slight increase in volume enabled us to
almost reach the prior-year sales level, while earnings were within the expected range.
In view of the general economic situation, we remained relatively cautious in terms of
investment and finance in 2009: capital expenditures were restricted to urgent capacity
expansion and replacement purchases, while net bank borrowing was reduced and equity
strengthened. This has put us in a strong position for growth in the coming years.
The past few months have also seen significant change in the Group’s senior management:
we are delighted that with Dirk Löhmer at Cofresco and Harald Johanning-Meiners
at Melitta SystemService, we have been able to recruit two internationally acclaimed
executives. Drawing on their extensive management experience, the two new CEOs aim to
lead their respective operating divisions into a successful future.
As a family-owned company, we attach particular importance to values such as continuity,
trust, credibility and responsibility. We are also committed to living these values on a daily
basis – with regard to our consumers and customers, as well as our employees and society
in general. We give our consumers a binding brand promise which they can measure
against the quality of our products. Our corporate social responsibility is reflected in
numerous initiatives aimed at supporting worthy causes and various cultural events. And
for our employees – our most important allies on the path to a successful future – we
strive to provide the necessary space which will allow them to fully develop their skills to
the benefit of the Melitta Group.
Jero Bentz, the first representative of our family’s fourth generation of owners, took up a
position in the company in April of this year. It is intended that he will join Chief
Corporate Management in 2013.
The past financial year once again illustrated that in order to ensure continued success for
our Group, we must be fast, efficient and innovative. The Melitta Group’s ability to maintain
a healthy balance between strong traditional roots and a desire for change have
enabled it to enjoy several decades of stable development. From our early days as a company
with just a few core products, we have gradually developed into a diversified group of
companies with different product ranges in clearly defined strategic business fields, whose
facilities in Europe, the Americas and Asia successfully serve our global markets. We aim
to be a classic branded goods manufacturer whose key strategic decisions are geared
toward long-term, sustainable development. Our business decisions in 2010 will continue
to be guided by these principles.
We are optimistic about the current fiscal year: we expect that the economy will continue
to recover, enabling us to successfully place our existing products and new innovations. If
our operating divisions meet expectations, we will be able to record a further year-on-year
increase in sales of up to four percent. Following two years of cautious capital expenditure,
we will invest more heavily again in 2010 – above all in quality, capacity and new products.
In the medium term, we believe that our top-quality products will enjoy continued success
in our markets and help us achieve further growth. We have a strong portfolio of brands
with products that offer excellent value for money. The prospects are particularly encouraging
in our non-European regions. However, we also have positive expectations for
Europe.
Dr. Thomas Bentz Dr. Stephan Bentz

4 Melitta Group Annual Report 2009 Locations
5
Standorte weltweit
Locations
USA
Canada
Brazil
Melitta Companies Melitta Companies with facility
Spain
France
Belgium
Netherlands
Switzerland
Denmark
Germany
Sweden
Austria
Italy
Czech Republic
Poland
Russia China
Japan
EUROPE
Belgium
Lokeren
Melitta België N.V.
Overpelt
Airflo Europe N.V.
Denmark
Roskilde
Melitta Scandinavia A/S
Germany
Minden
Melitta Unternehmensgruppe Bentz KG
Melitta Bentz GmbH & Co. KG
Bentz Beteiligungs GmbH & Co. KG
Melitta Beratungs- und Verwaltungs
GmbH & Co. KG
Melitta Haushaltsprodukte
GmbH & Co. KG
Cofresco Frischhalteprodukte
GmbH & Co. KG
Melitta SystemService GmbH & Co. KG
is4 IT Services for Consumer Products &
IT-Providers GmbH & Co. KG (share 49 %)
Bremen
Melitta Kaffee GmbH
Berlin
Melitta Haushaltsprodukte
GmbH & Co. KG
Vlotho / Spenge
Wolf PVG GmbH & Co. KG
Neu Kaliß
Neu Kaliss Spezialpapier GmbH
Stollberg-Breinig
esw electronic service willms
GmbH & Co. KG (share 30 %)
France
Saint Tibault des Vignes
Melitta SystemService France S.A.S.
Paris
Cofresco S.A.S.
Melitta France S.A.S.
Chézy
Melitta France S.A.S.
Tourcoing
Codiac S.A.S.
Netherlands
Hardinxveld-Giessendam
Melitta SystemService Benelux B.V.
Gorinchem
Melitta Nederland B.V.
Austria
Salzburg
Melitta Ges.mbH
Melitta SystemService International
GmbH, Subsidiary Austria
Poland
Brodnica
Cofresco Polska Sp. z o.o
Russia
St. Petersburg
Melitta Russland AG
Sweden
Helsingborg
Melitta Scandinavia AB
Switzerland
Egerkingen
Melitta GmbH
Hunzenschwil
Cafina AG
Italy
Volpiano
Comital Cofresco S.p.A. (share 18 %)
Spain
Alcobendas / Madrid
Cofresco Iberica S.A.
Czech Republic
Prague
Melitta ČR s.r.o.
NORTH AMERICA
USA
Clearwater
Melitta USA Inc.
Cherry Hill
European Coffee Classics Inc.
Elgin
Melitta SystemService USA Inc.
Canada
Vaughan, Ontario
Melitta Canada Inc.
SOUTH AMERICA
Brazil
São Paulo / Avaré / Bom Jesus
Melitta do Brasil Industria
e Comércio Ltda.
Guaiba
Celupa – Indústrial Celulose e Papel
Guaiba Ltda.
ASIA
China
Hong Kong
Melitta Pacific Ltd.
Shenzhen
Shenzhen Melitta Household Products Ltd.
Japan
Tokyo
Melitta Japan Ltd.

6 Melitta Group Annual Report 2009 Product Innovations 2009
7
Melitta ® Doseur ® Filter Papers
Melitta’s new filter paper line now makes coffee
preparation easier than ever. The Melitta ® Doseur ®
filters feature an aroma scale to ensure exactly the
right amount of ground coffee is added. It marks
the right level for 2, 4 and 8 cups of coffee. This
makes it easy to find the right dosage and thus
guarantees perfect coffee enjoyment.
Product Innovations 2009
Melitta ® Look ®
Melitta has adapted the successful design of its
popular Look ® filter coffeemaker range to reflect
modern household trends. The look and feel is
based on the latest colors and materials preferred
by kitchen planners. The new Look ® range features
a clean-cut and classy design.
Melitta ® Look ® Aqua Vario ®
Attractive and intelligent: the innovative Look ® -
designed electric kettle features a temperature
controller to give users the choice between hot
and boiling water. That saves energy, as not every
hot drink needs boiling water. A blue illuminated
indicator and scales on both sides of the kettle
make checking the water level even more convenient.
Melitta ® La Tazza Verde ®
Do good while enjoying your coffee – the new
Melitta ® La Tazza Verde ® coffee blend combines
both: coffee beans from highland regions with
optimal climates in South and Central America,
grown ecologically and sold under Fairtrade conditions.
La Tazza Verde ® appeals to responsible coffee
lovers in the catering trade who attach particular
importance to healthy living.
Melitta ® CAFFEO ® SOLO ®
Melitta’s CAFFEO ® SOLO ® is one of the most
compact fully automatic coffee machines on the
market. It’s also easy to operate and simple to
clean. Allowing coffee lovers to focus on what’s
really important: perfect coffee enjoyment. The
CAFFEO ® SOLO ® offers the full aroma of whole
beans in its purest form with a creamy, soft crema
which melts on the tongue.
Swirl ® Eco Garbage Bags
The new Eco Garbage Bags from Swirl ® protect
the environment in two ways: they are made from
80% recycled material and can be recycled after
use – making them eco-friendly in production and
disposal. Special material processing makes the
bags reliably strong and watertight. The integrated
drawstring also makes them easy to close and
carry.

8 Melitta Group Annual Report 2009 Product Innovations 2009
9
Swirl ® Easy-Cleaning
Wet Wipes
Cleaning up everyday dirt with a quick wipe: the wet
disposable cleaning cloths can be removed individually
from their resealable packaging. Swirl ® Easy-
Cleaning wet wipes are available for the kitchen,
bathroom and toilet, glass and mirrors, and for the
floor. They are the ideal helpers for fast and simple
cleaning of those little mishaps.
Toppits ® Sandwich Bags
The sophisticated closing mechanism of Toppits ®
sandwich bags keeps snacks fresh and ensures
clean transport in school bags, picnic baskets or
briefcases. The integrated adhesive strip makes the
1-liter freshkeeping bags particularly easy to open
and close – as often as you like.
Toppits ® Meat & Cheese Paper
Pack cheese and cold meats like the professionals
and help keep food fresh longer – that’s what the
new Toppits ® Meat & Cheese Papers offer. The
special 2-layer paper consists of a paper and a
plastic layer to protect the flavor and aroma. Each
box contains 25 individual sheets which can be
folded and unfolded as often as you like.
Toppits ® Extra-Wide Cling Film
The popular Toppits ® cling film has added an
extra dimension: at 44-centimeters wide, the new
film is ideal for covering plates, platters and oven
trays – with a single strip. At the same time, the
new film retains its reliable cling and stretch properties.
The box also features the tried and trusted
permanent starter for easy handling.
Fair Trade Organic
(Melitta USA)
“Fair Trade Organic” coffees are grown using environmentally
friendly techniques and thus make an
important contribution toward sustainable coffee
cultivation. What’s more, the quality is particularly
high: the coffees are all from highland regions
with optimal soul conditions. The beans ripen
more slowly here – giving the coffee its unmistakable
flavor.
Swirl ® OXY-POWER
Special Cleaning Powder
Thorough cleaning in just one step – made possible
by the new OXY-POWER Special Cleaning
Powder from Swirl ® with its strong active oxygen
ingredient. The fine powder removes even stubborn
discoloring and deposits, yet is gentle on
surfaces and thus suited to all kinds of containers
– from thermos jugs to flower vases.
Melitta ® Premium Collection
(Melitta USA)
Melitta ® Premium Collection coffees use only the
best Arabica beans. These higher quality beans
are primarily sourced from smaller family-owned
farms located at ideal altitudes in the best coffee
producing regions. This gives them their unique
and unmistakable flavor.
Swirl ® Citrus-Clean Bio Descaler
This extra-thick gel easily descales kettles and
can be applied to exactly the right areas with its
integrated piping spout. It is also ideally suited
to kitchen and bathroom fittings and for cleaning
stainless steel surfaces. Thanks to its natural lactic
and citric acid ingredients, the descaler is also biodegradable.

10 Melitta Group Annual Report 2009 In defence of politics
11
In defence of politics
By Günther Nonnenmacher
There is an imbalance between business and politics. It can be illustrated perhaps by a
sentence that former German Chancellor Helmut Kohl used to utter during his visits
to the “Frankfurter Allgemeine Zeitung” (F.A.Z.), whenever his government’s economic
policy was criticized: “Editorials in the F.A.Z.’s business section may help you
win the Ludwig-Erhard Prize, but not an election.” In other words, a strict focus on
regulatory principles is often incompatible with political success.
Current Chancellor Angela Merkel has also made this experience. She entered the
German election campaign of 2005 on the back of resolutions adopted by the CDU’s
Leipzig party conference – policies which had been highly praised by organized business
for their market orientation (per capita health insurance contributions, tax
reform and deregulation of the labor market). Critics within her own party (and especially
from within the CSU) complained, however, that the CDU was narrowing its
appeal: since the foundation of the Federal Republic its program had always been a
blend of business-friendly policies and a desire for social equality, embodied by the
balance maintained between the pro-business and pro-labor wings of the party.
Who is right, is ultimately decided by reality. Instead of the 45 percent forecast in the
preceding months, the CDU ended up with only 36 percent in the 2005 general election
– just edging it over the SPD with whom they subsequently had to form a grand
coalition. Whatever other reasons there may have been for this relative failure (and
there were a few), the Chancellor drew the same conclusion as Helmut Kohl before
her: a mainstream party seeking success in general elections should not preach “pure
doctrine” but offer a program or policy which a majority of the population – and at
least its own voters – can subscribe to.
Chancellor Gerhard Schröder experienced a similar debacle under different ideological
circumstances. After narrowly winning the election in 2002, his Red-Green coalition
government adopted a reform package entitled “Agenda 2010”. Organized business
applauded Schröder’s courage and spoke of a “step in the right direction,” but complained
that the Agenda did not go far enough. Wherever the truth actually lay, the
subsequent volte-face with regard to the Agenda damaged Schröder’s ability to govern,
led to the premature dissolution of parliament and his defeat in the resulting election.
The reforms collectively known as Hartz IV also caused a schism within the SPD and
the formation of the WASG (and ultimately the Left Party). The crushing defeat of the
SPD in the 2009 election, which has temporarily led to the loss of its status as a mainstream
party, is also a late consequence of this policy which was more or less continued
by the grand coalition. In this sense, the crab-like path of the SPD over the past
years has been taken as a serious warning by the CDU: because the Social Democrats
moved too far away from their traditional supporters (during the grand coalition there
was also Müntefering’s almost single-handed enforcement of a higher retirement age),
voters left in droves.
Politics is determined by experiences such as this. Top politicians and party committees
draw conclusions from such events which often characterize their actions over the
following decades. The FDP provides an apt example of what could be termed “turncoat
syndrome”. It goes back to 1961 when the party publicly committed itself to only
entering into a coalition with the union parties if it was led by Ludwig Erhard. Shortly
afterwards, however, it “caved in“ and once again accepted a further term under
Chancellor Adenauer. The stubbornness with which Guido Westerwelle held the FDP
on a clear course during its years in opposition – even on the same course as the
coalition – is not only due to his strong convictions, but also to the trauma that the
FDP should never again be thought of as a “turncoat party”.
Only those who take such experiences and their significance for political parties and
persons into account can understand the stumbling start – to put it politely – of the
current CDU/CSU and FDP coalition. The so-called “marriage made in heaven”
(something as rare in politics as true friendship in real life) was dogged by misunderstandings
right from the start: the FDP believed that in a “bourgeois government”, the
Union parties (CDU/CSU) would be freed from the shackles of the SPD. Chancellor
Merkel would then be free to return to the principles she had espoused as CDU
chairman at the Leipzig party conference of 2003 – in other words, introduce the per
capita charge now dubbed “health premium”, simplify the tax system, reduce the
burden for the “middle classes”, reform the labor market, and above all end the creeping
adoption of a legally defined minimum wage which the grand coalition had been
heading toward.
The Union parties, in turn, believed that once the FDP was involved in the tedious
business of government, it would (have to) move away from the pure doctrine it had
preached during its time in opposition – not least because the sharp increase in state
debt caused by the financial and economic crisis had severely restricted the government’s
scope for action. The tension already apparent during coalition talks was
quickly glossed over with formulaic compromises and test orders. However, the
strains have become even greater during the first months of joint government.
Dissatisfaction with the current situation is widespread, but is particularly strong in
the business world – and this takes us back to the imbalance stated at the beginning.
Disappointment among business leaders with the “dream” bourgeois coalition often
manifests itself in a mixture of despair and contempt. Despair that “politicians” do not
seem to understand what needs to be done to ensure German companies can success-

12 Melitta Group Annual Report 2009 In defence of politics
13
fully compete on the global stage; and contempt that politicians don’t have the courage
to tell people the truth and take tough decisions because elections are always just
around the corner (the state election in North Rhine-Westphalia on May 9, 2010 has
had a decisive influence on the new government’s actions), or because they simply
don’t want to be unpopular.
The first criticism is wrong. Top politicians – and certainly members of government –
are in permanent close contact with companies and their leaders. Admittedly, the
major corporations and their managers have an advantage here over mid-size companies
(the German “Mittelstand”), but at least leading politicians are well aware of what
“business” thinks and wants. And contrary to received wisdom, they are not only well
informed, but can also grasp the issues intellectually – maybe not in detail, but in
principle – and are thus no different to many top managers. However, “politics” faces
the problem that opinions in “business” often diverge, as the interests of different
industries or companies may be inconsistent or contradictory. What exporters demand
may not be what’s best for the retail sector, and what the car industry wants may be
anathema to the construction sector. The clearest example of such diverging interests
could recently be seen and heard in the banking sector, where there was division (as
there often is) between private banks, savings banks and credit unions, or between
large and small institutes, and even among equals who happen to be competitors. And
because this is more the rule than the exception, the tables can also be turned: when
“business” doesn’t know what it wants, this can also exasperate politicians. Moreover,
industries and companies often change their opinions, as they cannot stick to the
same principles forever but regularly have to respond to new developments.
Contempt for politics or politicians, mostly expressed more moderately as opportunism
or populism, is also misplaced. You can twist and turn it as you will: democracy is
based on majority decisions. Often enough politicians have to fly in the face of what
opinion polls say the majority wants: from raising taxes to sending troops to
Afghanistan. But ultimately, when push comes to shove, i.e. at election time, it’s
majorities that count. At such times, it’s all about respecting what voters want and in
some cases giving in to these wishes. An election manifesto is like a basket of goods
– there have to be some sweets in there to offset the less appealing options. The idea
that a passionate “blood, sweat and tears” election speech might convince the majority
of a need to tighten their belts is plainly naive. Something else Ms. Merkel has had to
learn: the poor result of 2005 was partly due to the honesty with which she announced
a proposed sales tax increase during her election campaign.
Of course the principle of democracy, i.e. the fight for majorities, not only applies to
the state, but also to its political parties. Virtually all leading politicians have to ensure
their majorities on an annual basis: at national or federal state level within the party
organization. They can only obtain consensus if they are successful, and success is
generally measured by whether they can organize a majority for their policies – a
closed loop system that cannot be broken. And all this takes place under the watchful
eye of the public at large and with the constant scrutiny of political opponents and the
media. The latter dissect every slip-up under the microscope – at the same time
enlarging it – working on the principle that “only bad news is good news”. I can’t
think of any leading figure in the world of business who would find such a job appealing
under these conditions – especially considering the compensation on offer.
One cannot portray politics any more attractively than it is, and it would be strange if a
journalist of all people – whose job it is to analyze and comment on political events –
were to sing its praises without a few discordant notes. Nevertheless, I feel I have to
stick up for politicians, as one shouldn’t make them out to be worse than they are. It’s
not that long ago that politics and actions of the state were regarded almost as a disruptive
factor which only made life difficult for the economy and hindered the “Wealth
of Nations” (Adam Smith). At the lowest point of the financial crisis it was then recognized
that the state, and its politicians, were the last guarantors not only of our safety
but also of our prosperity. This is no reason to suddenly feel compelled to worship the
state. However, it should be reason enough to show politicians the respect they
deserve.
Günther Nonnenmacher
Co-editor of the
Frankfurter Allgemeine Zeitung

14 Melitta Group Annual Report 2009 Melitta Household Navigation Products Subnavigation Europe
15
15
Enjoy
frothy milk...
Melitta’s new CAFFEO ® LATTEA ® offers effortless fun
for young and trendy coffee lovers. With freshly ground
beans and the unique frothed milk feature “milk-
2shower” using powdered milk, it serves up a perfect
coffee for the modern lifestyle. The deliciously creamy
frothed milk is available in five different flavors – without
the need for fresh milk.
www.melitta.de
with Melitta.
Melitta Household Products Europe
Fully automatic coffee machine
“CAFFEO ® LATTEA ® ”
with milk2shower

16
Melitta Group Annual Report 2009
The operating division Melitta Household Products Europe
is the largest organization within the Melitta Group. It
accounts for around 34 percent of total Group sales. Its
most important product categories are filter papers, filter
coffee machines and fully automatic coffee machines
under the Melitta ® brand, as well as dust filter bags and
garbage bags under the Swirl ® brand. Melitta Household
Products Europe also acts as distributor for the food
wrapping products of its sister company Cofresco.
Unsettled market
The general economic climate was dominated by unusually
fierce predatory competition in the retail sector, even
greater price sensitivity among consumers and a falling
propensity to invest in durables. This unsettled market
environment had a particularly strong impact on business
in Western Europe. Although we made encouraging
progress in Germany, sales in France came under
pressure.
Quality strategy secures stable sales level
Under these circumstances, the excellent value for
money offered by our products in the strategic business
field “Coffee Enjoyment” proved highly successful. This
was illustrated in particular by growing sales of our filter
Volker Stühmeier
CEO
Dr. Franz-Josef Konert
CEO
(until November 25, 2009)
coffeemakers. We also successfully established our
CAFFEO ® range of fully automatic coffee machines on
the market. With the new LATTEA ® and SOLO ® lines,
we once again presented ourselves as the specialist for
all aspects of top-quality coffee enjoyment and enhanced
the perception of our profile as the market leader in
respect of expertise and quality.
In the strategic business field “Convenient Cleaning”,
with its categories Vacuum Cleaning and Waste
Disposal, business in Europe as a whole remained
stable. Despite the adverse market climate, the two
categories were even able to make slight gains in key
markets and thus vindicated our premium quality
strategy.
One key area of focus with regard to our internal organization
in the past year was the restructuring of our sales
organization in Germany. The more modern alignment
as a multi-channel sales operation has made the company
better equipped to tap new distribution channels.
Melitta Household Products Europe
Sales
in € ’000
2009
2008
Employees
Average
2009
2008
404,704
410,510
1,277
1,131
Capital expenditure
in € ’000
2009
2008
Outlook 2010: Actively developing markets
with enhanced sales competencies and further
innovations
We will continue to strengthen the new product drives
in our strategic business fields “Coffee Enjoyment” and
“Convenient Cleaning”. In addition, we plan to enter
further – new – product categories. We see great potential
particularly in the field of new product innovations.
We expect further defensive consumer behavior in the
current year. We will use 2010 to highlight product
quality as a key differentiation factor in our communication
with customers. We will also make further improvements
to our processes and, above all, continue to
enhance our distribution competencies. This includes
tapping new distribution channels with the aid of our
realigned sales organization and achieving even stronger
shelf presence.
For the year as a whole, we are cautiously optimistic –
despite the difficult market conditions.
Melitta ®
5,174
6,333
Our brand for
coffee enjoyment.
Swirl ®
supplies products for perfect
household cleaning.
Cilia ®
The brand for tea preparation.
Gameo ®
The Scandinavian brand for
dust filter bags and accessories.
Codiac ®
The French brand for dust filter
bags and electronic accessories.
Melitta Household Products Europe 17

18 Melitta Unternehmensgruppe Group Annual Report 2009 Geschäftsbericht 2008 2009 Cofresco Melitta Freshkeeping Haushaltsprodukte Navigation Products Subnavigation Europa Europe
19
Conjuring up
culinary
delights …
with Cofresco.
Master Baking Paper and Master Baking Paper Sheets
make it easy to cook like a master baker. They boast a
new 3D paper structure which reduces the surface area
in contact with the baked goods and thus minimizes the
risk of sticking. As a result, it’s now easier than ever to
conjure up culinary delights straight from the oven.
www.toppits.de
Cofresco Freshkeeping Products Europe
Toppits ® Master Baking Paper

20
Melitta Group Annual Report 2009
Cofresco Freshkeeping Products Europe produces household
films and papers at its manufacturing facilities in
Minden and Brodnica (Poland). Its brands include
Toppits ® , Albal ® , handy bag ® and Glad ® . Melitta is the
majority shareholder of the company with a stake of 65
percent. Products are marketed via the company’s own
subsidiaries as well as by the sales organizations of
operating division Melitta Household Products Europe.
Fierce competition leads to dip in sales
Cofresco Freshkeeping Products Europe was unable to
maintain its prior-year sales level in 2009. Whereas sales
fell in the major markets of Germany, France and Spain,
however, there was encouraging progress in Scandinavia
and Austria.
The decline was due in part to the economic and financial
crisis. This caused greater price sensitivity and led
many consumers to reach for cheaper private label
products.
The continued growth of discount stores and reduced
willingness of traditional retailers to participate in sales
promotion activities left their mark on sales volumes.
Dirk Löhmer
CEO
Volker Stühmeier
CEO
(until November 11, 2009)
Positive contribution from
product enhancements
In the past year, we made sustained improvements to
both our products and processes in order to offer consumers
an additional purchase incentive in the premium
segment. The results of these efforts include
easier removal and portioning of cling film and the
improved non-stick properties of baking paper through
material embossing.
By expanding our own manufacturing capacities, we
were able to access further value added levels. A forward-looking
raw material management system also
helped reduce the company’s dependency on volatile
markets.
Cofresco Freshkeeping Products Europe
Sales
in € ’000
2009
2008
Sales to trade
in €’ 000
2009
2008
41,107
45,585
184,974
197,920
Capital expenditure
in € ’000
2009
2008
Outlook 2010:
Expansion of business via stronger
market presence
We expect consumer spending to be cautious and price
sensitivity to remain high in the current fiscal year. We
have prepared for this trend by strengthening product
differentiation and intensifying consumer communication.
We will boost sales of our brands in core markets
with the aid of TV advertising campaigns. We are also
planning extensive sales promotion measures in all
countries, including activities linked to the FIFA World
Cup.
We will make further investments in equipment for the
production of our top-quality products in the fields of
waste disposal, baking and freezer bags. This will secure
our technological leadership with competitive procurement
costs and help position us even more strongly as
one of the market’s leading branded goods suppliers.
Entering the Russian market will be a key strategic
expansion objective for 2010.
5,265
6,435
Employees
Average
2009
2008
Toppits ® , the key to freshness
and flavour, is the brand for
innovative food wrappings and
more.
The products are marketed in
other countries under various
brand names: Albal ® in Spain
and France, Glad ® in Portugal,
Ireland and Scandinavia.
In France, handy bag ® is our
brand for garbage bags.
Cofresco Freshkeeping Products Europe 21
289
290

22 Melitta Unternehmensgruppe Group Annual Report 2009 Geschäftsbericht 2008 2009 Melitta Haushaltsprodukte Navigation Melitta Subnavigation
Coffee Europa Europe
23
The
perfect
blend …
Melitta’s whole-bean coffees – La Crema, Speciale and
Espresso – ensure perfect enjoyment for fully automatic
coffee machines. BellaCrema ® is 100 percent wholebean
Arabica quality. The exclusive coffees are the
guarantee for 100 percent enjoyment.
www.melitta.de
with Melitta.
Melitta Coffee Europe
BellaCrema ® Espresso

24
Melitta Group Annual Report 2009
With its wide range of ground filter coffees, whole beans
for fully automatic coffee machines, as well as coffee
pods and instant cappuccino, Melitta Coffee Europe has
the right coffee for every taste.
Good progress in all product categories
2009 was a successful year for Melitta Coffee Europe.
While the market as a whole enjoyed further modest
growth, sales were up in all product categories.
Domestic sales of filter coffees benefited in the first half
of the year from a favorable price situation. There was
also growth in the company’s non-German markets. We
therefore succeeded in continuing the current positive
trend in almost all regions.
German coffee market continues to grow
Demand for coffee products was once again encouraging
in our domestic German market. The trend toward
new coffee preparation methods remains unbroken,
despite slightly weaker growth rates for the “Whole
Bean” (fully automatic coffee machines) and “Single
Portion” (coffee pod machines) segments as a result of
the economic crisis. As a less expensive form of coffee
enjoyment, “Filter Coffee” was able to enjoy moderate
Hermann Arnold
CEO
growth for the first time in a while; its share of the
overall market, however, continued to fall.
Melitta Coffee expands market share
Melitta ® is one of the leading brands on the German
coffee market. As in the previous year, we grew much
faster than the total filter coffee market in 2009. We owe
this growth to our intensive and successful marketing in
the discount sector.
There was also encouraging growth once again in the
“Whole Bean” product group. Despite temporary distribution
losses, our BellaCrema ® coffees succeeded in
capturing further market share.
In the “Single Portion” segment, sales volumes were
increased with the aid of intensive marketing measures
and we once again outperformed the market as a whole.
Although the market for instant specialties shrank
slightly in the period under review, a wide range of
activities enabled us to improve our position slightly.
Melitta Coffee Europe
Sales
in € ’000
2009
2008
Employees
Average
2009
2008
298,673
309,351
170
179
Capital expenditure
in € ’000
2009
2008
Outlook 2010:
Further market growth with wide assortment
We expect consumer spending to remain cautious in
2010. Particular attention will continue to be paid to the
retail prices of those product groups with high customer
reach. Provided raw material costs do not necessitate
significant increases in retail prices, we expect further
modest growth for the German coffee market. The
“Whole Bean” and “Single Portion” segments will determine
the pace of growth.
Melitta Coffee Europe once again aims to enhance its
market standing in the current year. We will support the
development of our “Whole Bean” range with a wide
array of marketing activities. In the “Single Portion”
segment, we will further strengthen our Melitta ®
up&awake ® range. There will also be a major revamp of
our filter coffee range.
Melitta ®
2,397
3,046
Our brand for
coffee enjoyment.
Melitta Coffee Europe 25

26 Melitta Unternehmensgruppe Group Annual Report 2009 Geschäftsbericht 2008 2009 Melitta Haushaltsprodukte Navigation Melitta SystemService
Subnavigation Europa 27
Taste the
variety...
with Melitta.
The Melitta ® “c35” is the new flagship in our fleet of com-
mercial coffee machines. Just 35 centimeters wide, the
c35’s modern technology and ease-of-use ensure precise
and fast operation. Whether it’s espresso, coffee crème or
latte macchiato – the “c35” serves over 100 different products
at the press of a button.
www.melittasystemservice.de
Melitta SystemService
Melitta ® “c35”

28
Melitta Group Annual Report 2009
The operating division Melitta SystemService offers
one-stop coffee preparation solutions for the food service
sector. It produces and markets filter coffee machines
and fully automatic coffee specialty machines around the
world. The range is rounded out by the sale of coffee and
accessories as well as a technical support team consisting
mainly of the company’s own employees.
Position strengthened in slightly
shrinking market
Whereas the target markets of Melitta SystemService
have enjoyed steady growth over the past few years, they
were hit by a noticeable decline in the catering sector’s
purchases of new equipment in early 2009. Following
three years of double-digit growth, the year also got off
to a modest start for us. Although demand began to pick
up during the year, we were unable to reach the prioryear
sales level. Nevertheless, we succeeded in strengthening
our market position and achieved growth on the
fiercely contested German market.
Strong boost to sales from foreign business
The most outstanding events for Melitta SystemService
in 2009 were the successful conclusion of a major order
and establishment of our own customer service organi-
Harald Johanning-Meiners
CEO
Peter Tintelnot
CEO
(until February 17, 2010)
zation in the USA. The operating division now employs
around 100 staff and has established itself as a highperformance
systems partner for major customers. We
owe this success above all to our Swiss subsidiary
Cafina. The company proved its expertise and tremendous
flexibility in producing sufficient machines to meet
this large-scale order.
Our Japanese subsidiary Melitta Japan can also look
back on a successful financial year. After Germany, the
USA and Switzerland, Japan is already the fourth largest
market for Melitta SystemService. In 2009, we enjoyed a
very successful launch for our new Melitta ® “c35” – a
high-performance, fully automatic machine for coffee
specialties measuring just 35 cm in width.
Melitta SystemService
Sales
in € ’000
2009
2008
Employees
Average
2009
2008
115,145
122,697
702
645
Capital expenditure
in € ’000
2009
2008
Outlook 2010:
Expansion of business in the USA and Japan
The prospects for the current financial year are already
favorable: the out-of-house sector in particular expects
growing demand as the scope for investment in capital
goods increases again. Our coffee machine business will
be driven by demand from the catering sector for fully
automatic machines. We will also focus on gaining further
new customers among the food service chains. In
order to strengthen our expertise as a full-range supplier
for the highly discerning German catering sector, we will
be adding top-quality bio Transfair coffees and a new hot
chocolate assortment to our product range. We also expect
a further boost to sales from our exclusive cooperation
with TeeGschwendner.
We expect our core European markets to develop at highly
diverging rates – whereby the German market is already
showing strongly positive signals. In our other European
markets, we also see signs of recovery. In 2010, we will
focus in particular on developing our non-European
business: we aim to expand our distribution basis in the
USA and further develop our business in Japan.
Melitta ®
2,117
1,182
Our brand for
coffee enjoyment.
Cafina ®
The brand for fully automatic
coffee specialty machines.
Melitta SystemService 29

30 Melitta Unternehmensgruppe Group Annual Report 2009 Geschäftsbericht 2008 2009 Melitta Haushaltsprodukte Navigation Subnavigation
Melitta Europa Brasil
31
A more
refreshing break …
Aroma Max filter papers serve up a fuller coffee flavor:
only the finest coffee substances are allowed to pass
through the aroma pores to ensure an unspoiled aroma.
www.melitta.com.br
with Melitta.
Melitta Brasil
Melitta ® filter bags
Aroma Max

32
Melitta Group Annual Report 2009
Melitta Brasil was one of the first oversea subsidiaries of
the Melitta Group. Melitta has been represented in the
world’s largest coffee-producing nation since 1968 as a
full-range supplier of different coffee blends, filter papers
and coffee preparation systems. Industrial papers also
belong to the range. Melitta Brasil is well established in a
fiercely competitive coffee market with over 2,000 competing
brands – including many local. Our subsidiary is
Brazil’s market leader in both vacuum-packed coffee and
filter papers.
Strongly double-digit sales growth – despite
stagnating economy
Contrary to the generally assumed trend of long-term
decline on the Brazilian coffee market, the sector recovered
somewhat in 2009. After two poor years, the coffee
market recorded slight growth once again. Melitta Brasil
has repeatedly proven to be resilient to such adverse
market conditions and achieved its seventh successive
year of double-digit sales growth.
Sales of Melitta coffee and the regional brand Bom
Jesus ® increased 17 percent by volume – well above
overall growth for the coffee market. This highly encouraging
result was largely due to the successful market
Bernardo Wolfson
CEO
launches of the Sabor da Fazenda and Regiões
Brasileiras blends. These two coffees focus consumer
attention on the aspect of sustainability. The high degree
of market acceptance achieved by the regional Bom
Jesus ® brand, acquired by Melitta in 2006, also played a
key role. In just three years we have very successfully
established the brand on the market.
Filter paper business holding up well
Although households tended to reduce their coffee filter
consumption in the past year and the market thus
declined slightly, we also succeeded in raising sales of
our filter papers. This steady growth is mainly due to the
success of our pack size of 60 and 30 filter papers –
designed specifically to meet the needs of our target
groups.
Melitta Brasil
Sales
in € ’000
2009
2008
Employees
Average
2009
2008
221,439
207,315
544
536
Capital expenditure
in € ’000
2009
2008
Outlook 2010:
Capturing further market potentials
We expect demand to rise in Brazil during 2010 and aim
to benefit from this development with our strong range
of coffees. We will further establish the regional Bom
Jesus ® brand and drive sales of instant coffee with a
relaunch campaign. We are also upbeat about the filter
paper category with our new extended range. In total, we
intend to provide even stronger support for our brands
with the aid of advertising measures.
Melitta ®
2,884
2,139
Our brand for
coffee enjoyment.
Bom Jesus ®
Our regional brand for
everyday coffee enjoyment.
Melitta Brasil 33

34 Melitta Unternehmensgruppe Group Annual Report 2009 Geschäftsbericht 2008 Melitta Haushaltsprodukte Navigation Subnavigation
Melitta Europa USA
35
35
International
flavor …
Each of the six blends exudes the spirit of Europe’s
coffee house culture. The gourmet coffees of Melitta’s
Café Collection now bring this romantic coffee house
atmosphere to the US market. In the best European
tradition, only the choicest coffee blends of the highest
quality are used.
www.melitta.com
with Melitta.
Melitta USA
Melitta ® Café Collection

36
Melitta Group Annual Report 2009
Melitta has been represented by subsidiaries in the USA
since the 1960s. The current headquarters are located in
Clearwater, Florida. The company operates its own filter
paper production and coffee roasting facilities. Its most
important distribution channel is the grocery trade.
Basis laid for future growth despite
modest growth
2009 was dominated by fierce price competition, also in
the USA. As a consequence, revenue from sales of our
top quality coffees was down in the period under review.
Nevertheless, Melitta USA used the year to lay the
foundation for long-term growth with a variety of measures.
These included revamping and relaunching its
existing range of coffees, launching new coffees and
beginning a successful cooperation for electric coffee
preparation devices.
Despite the success we already enjoyed with our coffee
specialties in the past, we decided to completely revamp
our coffee range in the past year. This included changing
the pack designs and implementing a range of
measures aimed at positioning the brand more in line
with the European concept of coffee enjoyment. One
main area of focus was our new coffee line: the “Café
Marty Miller
CEO
Collection”. We launched six premium coffee blends of
this new line in Philadelphia, accompanied by intensive
communication measures. In addition to this premium
line, we also developed a selection of coffees grown
under sustainable conditions.
Business in our filter paper segment made encouraging
progress, with growth in sales of filter bags and a record
market share for basket filters. We successfully drove the
distribution of our filter papers via all channels throughout
the nation. This also applies to our new bamboo
filters, with which we support the sustainable use of
natural resources.
Large-scale modernization of roasting plant
In order to ensure we can meet the targeted growth, we
intend to modernize our roasting plant. All production
processes will be improved: from coffee bean delivery, to
roasting and grinding, to packaging. We successfully
completed part of the project in 2009.
Attractive cooperation with Hamilton Beach
A licensing agreement with the leading manufacturer of
coffee machines and small appliances, Hamilton Beach,
now enables us to jointly develop and market Melitta ®
Melitta USA
Sales
in € ’000
2009
2008
Employees
Average
2009
2008
53,830
53,360
122
118
Capital expenditure
in € ’000
2009
2008
coffeemakers on the US market. This will help us establish
ourselves even more strongly as the specialist for
coffee enjoyment in the USA.
Outlook 2010:
Entering further markets
We have ambitious targets for 2010: starting with the
completion of the roasting plant modernization project.
Above all, we aim to strongly drive coffee sales in our
main markets. Our new “Café Collection” coffee line will
play a major role in these efforts. We will continue to
support sales of our filter papers with the aid of sales
promotion activities in order to defend our market
shares.
Melitta ®
2,774
1,308
Our brand for
coffee enjoyment.
Melitta USA 37

38 Melitta Unternehmensgruppe Group Annual Report 2009 Geschäftsbericht 2008 Melitta Haushaltsprodukte Navigation Melitta Subnavigation Canada Europa 39
39
Bringing
Holiday
home … with Melitta.
Our six World Harvest Coffee blends offer the cream
of the crop for genuine coffee connoisseurs. Just like
with fine wines, the soil and climate determine the
flavor and quality of coffee beans. For its World
Harvest Coffees, Melitta insists on the best highland
areas, hand-picked harvests and professional drying.
www.melitta.ca
Melitta Canada
Melitta ® World Harvest Coffee

40
Melitta Group Annual Report 2009
Melitta Canada was founded in 1960 in Toronto and
markets filter papers and coffee. The rising number of
discerning coffee lovers in Canada has led to growing
demand for premium products and coffee specialties
over the years.
Sales growth in hotly contested markets
Despite growing competition from major national and
international coffee brands and a declining filter paper
market, Melitta Canada posted further growth in sales
in the period under review. The successful implementation
of extensive end-consumer campaigns and launch
of new products helped strengthen the company’s
market shares.
Highest coffee revenue since market entry
Melitta Canada increased its coffee revenue by 12 percent
in fiscal year 2009 to reach the highest level since
entering the Canadian market. The company owes this
success above all to the launch of five new premium
coffees which were well received by Canada’s discerning
coffee lovers. Despite growing competition, we therefore
succeeded in defending our market share.
William J. Ivany
CEO
Innovative filter papers help secure success
in shrinking market segment
The market for filter papers shrank slightly in the past
year. This was also reflected in the sales volumes of
Melitta Canada. Nevertheless, the company still succeeded
in growing revenue: the product innovation
Bamboo Filters helped us prevail over cheaper private
label goods.
An integrated communication campaign served to
further strengthen the Melitta ® brand, using both TV
sponsoring and consumer programs on our Internet
platform. The main focus of our print media advertising
was placed on the topic of quality. The provenance of
our coffees from the world’s best growing regions and
the resulting fine flavors were highlighted as a key
characteristic of the brand. We also used our mobile
serving unit at events and retail partner stores to enable
consumers to experience Melitta quality.
Melitta Canada
Sales
in € ’000
2009
2008
Employees
Average
2009
2008
20,269
18,550
10
10
Capital expenditure
in € ’000
2009
2008
Outlook 2010:
Slight growth and further differentiation from
private label brands
In 2010, we expect sales of coffee to drive revenue
growth. We will be focusing above all on new product
launches and increasing our communication of the core
messages “Premium Quality” and “Sustainable Coffee
Cultivation”. Product quality will also be highlighted in
our filter paper marketing in order to demonstrate our
superiority over private label brands.
Hamilton Beach Brands Canada – a leading distributor
of domestic kitchen appliances with whom Melitta USA
also cooperates – will be marketing coffeemakers under
the Melitta ® brand as part of a licensing agreement.
Melitta ®
74
108
Our brand for
coffee enjoyment.
Melitta Canada 41

42 Melitta Unternehmensgruppe Group Annual Report 2009 Geschäftsbericht 2008 Melitta Haushaltsprodukte Navigation Subnavigation Wolf Europa PVG
43
It’s
child’s play …
with Wolf PVG.
Swirl ® ’s floor and niche wizard is as simple to use as it
is effective: a quick click on the kick-mechanism separates
the vacuum cleaner wand with integrated dust
brush from the floor nozzle. The brush rim gently
penetrates every nook and cranny and quickly slots back
into the floor nozzle again when its job is done.
www.wolf-pvg.de
www.swirl.de
Wolf PVG
Swirl ® floor and
niche wizard

44
Melitta Group Annual Report 2009
Wolf PVG develops and manufactures vacuum cleaner
accessories, including vacuum cleaner nozzles, dust filter
bags and filters for vacuum cleaners and small appliances.
High-performance synthetic filter materials for air
filtration round out the range. The company’s customers
include the operating division Melitta Household
Products Europe as well as vacuum cleaner manufacturers.
Business remains weak
The economic crisis led to a sharp fall in sales of vacuum
cleaner manufacturers in the past year. Retailers
also felt the effects of reduced consumer spending in the
past year and many department stores and mail order
companies were unable to withstand the pressure.
As a result of falling sales of appliance manufacturers
and retailers, our own third-party sales also suffered
compared to the previous year. At the same time, however,
we were able to increase sales to our sister company.
On the cost side, the development of raw material
prices brought no significant relief. In view of these
exceptionally difficult conditions, we were still satisfied
with the development of business.
Dr. Lutwin Spix
CEO
Successful innovation work
We used the past year to once again develop a whole
range of new products. These include a floor nozzle
which is also being marketed by our sister company
Melitta Household Products Europe under the Swirl ®
brand, and vacuum cleaner bags for Wet&Dry vacuum
cleaners.
Our comprehensive range of services – everything under
one roof: from idea to mass manufactured product –
means that we offer a high degree of innovative
strength. In the last five years, we have applied for over
twenty patents. We continue to regard innovation as the
key to the future successful expansion of our business.
Wolf PVG
Sales
in € ’000
2009
2008
Employees
Average
2009
2008
18,618
22,917
237
270
Capital expenditure
in € ’000
2009
2008
Outlook 2010:
Return to growth planned
After a difficult 2009, we expect our customers to enjoy
increasing sales again in the current year. As a consequence,
we plan to achieve modest growth in 2010. We
hope to generate additional sales with the production
launch of various new products. We will also enhance
our productivity at all manufacturing facilities and
expand our sales activities in the field of filter materials.
Wolf ®
2,369
2,067
The brand for
vacuum cleaner bags
and accessories.
Wolf PVG 45

46 Melitta Unternehmensgruppe Group Annual Report 2009 Geschäftsbericht 2008 Melitta Haushaltsprodukte Neu Kaliss Spezialpapier
Europa 47
Accentuate
the positive …
with Neu Kaliss
Spezialpapier.
Linings produced by Neu Kaliss Spezialpapier provide a
stable, strong and removable base for various coatings.
They are mainly used in the production of wallpapers,
but are also in demand for a variety of other applications.
www.nkpaper.com
Neu Kaliss Spezialpapier
Nonwoven Base Wallpaper

48
Melitta Group Annual Report 2009
Neu Kaliss Spezialpapier can look back on a long history
in the paper industry. Today, the company is a leading
manufacturer of specialist papers and nonwoven materials.
These mainly comprise paper products for the production
of wallpapers as well as for other industrial
applications. Neu Kaliss Spezialpapier has been a member
of the Melitta Group since the beginning of the
1990s.
Satisfactory year as a whole
after difficult start
Due to foreign exchange fluctuations, German wallpaper
manufacturers faced considerable export difficulties in
2009. As a consequence, the industry reduced output
and purchased less raw materials and nonwovens. The
drastic reduction in material demand from our main
customers had a significant impact on our business.
We were also confronted with unexpected changes in the
technical requirements of our main customer. In order
to meet the desired changes, we had to significantly
reduce output at the beginning of the year. Thanks to
the commitment of our work force, we were able to
bridge this period by introducing short-time work.
Dieter Kirchner
CEO
John Paul Fender
CEO
We took a number of measures in reaction to the difficult
start to the new year: these included launching an
international sales drive, intensifying new product
development and implementing projects designed to
reduce cost. The success of these measures was already
noticeable during the course of the year. Sales rose
steadily and we even exceeded our growth targets in key
strategic areas.
All in all, we made satisfactory progress over the year as
a whole: although sales of wallpaper base nonwovens
fell in Germany, there was double-digit growth in
exports over the previous year. There was also stronger
demand for premium nonwovens, and year-on-year
growth even reached double figures. We gained important
new customers around the world and developed a
number of new nonwoven qualities ready for market
launch.
Neu Kaliss Spezialpapier
Sales
in € ’000
2009
2008
Employees
Average
2009
2008
28,497
34,565
128
128
Capital expenditure
in € ’000
2009
2008
Outlook 2010:
More stable business and new target groups
The market situation is expected to become more stable
in the current financial year. Nevertheless, we will
continue to drive measures launched in 2009 aimed at
enhancing our structures and processes.
Our aim is to be among the leading suppliers – with
regard to quality and quantity – in the key markets we
have defined for our business. An important step on this
path is to strengthen the position we already hold in our
core business: the manufacture and sale of high-quality
wallpaper base nonwovens. A further focus area will be
the expansion of our export business in Europe and
overseas. This will generate further growth and stabilize
our business.
725
640
Neu Kaliss Spezialpapier 49

50 Melitta Group Annual Report 2009 Group Management Report
51
Group Management Report
for the Fiscal Year 2009
In a very mixed economic environment, the Melitta
Group’s result for 2009 was still satisfactory, despite only
just reaching the prior-year sales level. With the aid of
further innovations, the Group plans a return to growth
in 2010.
Business activity:
the development, production, and marketing of
branded products in the categories Coffee, Food
Preparation and Household
As an international manufacturer of branded products,
Melitta is active in a variety of business fields. The
decentrally organized companies belonging to the Group
develop, produce, and market branded products for coffee
enjoyment, food storage and preparation, as well as
domestic cleaning. The Group’s main markets are in
Europe, as well as in North and South America, where
Melitta is mostly represented by its own companies.
Founded in 1908, the family-owned company features a
decentralized organization headed by a management
holding company comprising the managing partners
and classic corporate functions. The Group’s operating
business is managed by non-family executives via the
operating divisions Melitta Household Products Europe,
Cofresco Freshkeeping Products Europe, Melitta Coffee
Europe, Melitta SystemService, Melitta do Brasil, Melitta
USA and Melitta Canada, as well as the companies Wolf
PVG and Neu Kaliss Spezialpapier.
The strategic business field “Coffee and Tea Enjoyment”
accounts for 63 percent of the Group’s total consolidated
sales (prior year: 61 percent). Products of the Melitta ®
brand – coffee, filter papers and coffee machines for
domestic and commercial use – generate the largest proportion
of sales in this business field.
Products for household cleaning and tidying are pooled in
the strategic business field “Convenient Cleaning”. This
business accounts for 8 percent of sales (prior year: 7 per-
cent) and is managed by the operating division Melitta
Household Products, as well as Cofresco and Wolf PVG.
The strategic business field “Freshness and Flavour” is
allocated to the Cofresco group. The Group generates 15
percent (prior year: 17 percent) of its total revenues with
products designed to facilitate the fresh-keeping, storage
and preparation of food.
The Group’s other activities include industrial papers
and private label products. These account for 14 percent
of sales (prior year: 15 percent).
Development of business:
Global reach secures stable sales
The adverse economic climate of the past year also left its
mark on the business development of the Melitta Group.
Although our markets escaped the dramatic declines experienced
by other sectors, we were unable to reach the sales
growth figures planned at the beginning of 2009. Progress
in Europe was particularly weak: unusually strong predatory
competition in the grocery trade, increased price sensitivity
among consumers and a marked decline in consumption in
those countries with high unemployment combined to prevent
growth. This applies above all to the French and Spanish
markets. The development in North America and Brazil,
on the other hand, was affected less by the general economic
crisis. Brazil in particular saw a return to modest growth for
the coffee market after two weak years.
Sales revenue of the Melitta Group decreased by 2 percent
to € 1.20 billion in 2009 (prior year: € 1.22 billion),
despite an increase in sales volume of 1 percent for the
Group as a whole. The main reason was the high pressure
on prices, especially in Germany and particularly in
the German filter coffee market.
By contrast, the development in North America and Brazil
was encouraging once again – above all in Brazil,
where we enjoyed further strong progress. Adjusted for
currency fluctuations, sales grew by 11 percent. Our stable
development in North America and sales growth in
Brazil were thus almost sufficient to offset falling sales
in Western Europe, including Germany. Sales of our
strategic business field “Coffee and Tea Enjoyment”
were therefore almost unchanged in the period under
review compared to the previous year.
There was encouraging progress in the strategic business
field “Convenient Cleaning”. Both dust filter bags
and products for waste disposal and cleaning generated
year-on-year sales growth, enabling the business field to
post overall growth of 5 percent.
The general economic climate, and in particular the
price sensitivity of consumers, left their mark on the
strategic business field “Freshness and Flavour”. Total
sales were down 6 percent on the previous year.
The development of sales was varied in our industrial
business (industrial papers, vacuum cleaner accessories
etc.). However, revenues reached the same level as in the
previous year.
The decline in raw material prices first observed in late
2008 continued throughout the period under review.
There was an average annual decline in green bean prices
of 6 percent and of 8 percent for cellulose. The price
of aluminum and resin fell by well over 10 percent at
times. These improved purchasing conditions – additionally
bolstered by positive currency effects – had a
favorable impact on the Group’s earnings situation.
Personnel expenses increased in total by 2 percent in the
period under review. Increased wages and salaries were
offset in part by a reduction in pension payments.
An accrual formed in 2008 in connection with pending
litigation of the Federal Cartel Office was increased in
the period under review. The adjustment results from an
assessment as of the balance sheet date 2009 regarding
the amount of payment due.
All in all, the Melitta Group is still satisfied with the
development of sales and earnings in the past fiscal
year.
Assets and finance:
Equity structure remains strong, significant reduction
in liabilities
The Group’s total assets fell slightly by € 15 million,
from € 613 million to € 598 million. Against the backdrop
of uncertainty at the beginning of the past fiscal
year with regard to the general economic development,
capital expenditure across the Group was limited to the
same amount as depreciation. As of December 31,
2009, non-current assets therefore remained virtually
unchanged at € 207 million.
Due to favorable raw material prices, inventories were
deliberately increased during the past year.
There was a significant decrease in trade receivables,
due in particular to a change in conditions with certain
key accounts in France. The scheduled repayment of a
receivable from the sale of shares in previous years led
to a reduction in other assets.
Cash and cash equivalents rose from € 11 million to
€ 37 million. At the same time, bank liabilities were
reduced from € 64 million to € 24 million. This resulted
in a positive net bank balance of € 13 million as of the
balance sheet date, compared to net bank liabilities of
€ 53 million as of December 31, 2008.
The net income for the reporting period, foreign currency
changes without effect on income, and contributions/withdrawals
of the owners resulted in a net
increase in equity of € 29 million to € 200 million. At
year-end 2009, equity accounted for 35 percent of the
balance sheet total (prior year: 28 percent), after deduction
of cash in the same amount as bank liabilities.

52 Melitta Group Annual Report 2009 Group Management Report
53
The improvement in earnings and reduction in net cur-
rent assets resulted in a corresponding increase in cash
flow from operating activities.
Cash flow from financing activities was strongly influenced
by the scheduled repayment of financial liabilities
(especially a promissory note loan of € 20 million due at
the beginning of October 2009) and disbursements for
the company’s owners. In order to refinance the promissory
note loan and improve the maturity profile of its
finance, Melitta concluded two long-term loan agreements
in late 2009 with terms of up to 5 years and a
total volume of € 30 million. The two loans had not been
used as of year-end 2009.
Employees:
Further headcount growth in America and China
Melitta once again created new jobs in the period under
review. The Group employed an annual average of 3,556
people in 2009. This represents an increase of 171
employees or 5 percent compared to 2008. This growth
resulted in particular from the further expansion of an
assembly plant in China, the sales and service company
of MSS founded in the USA in 2008, and newly created
jobs in Brazil and Japan.
The number of apprentices at the Group’s German facilities
amounted to 72 as of the balance sheet date (prior
year: 68).
Opportunities/risk report:
Group in stable condition
The Melitta Group maintains a differentiated risk management
system aimed at the structured identification
and assessment of opportunities and risks. Risk management
is regarded as all organizational regulations
and measures for the early recognition, evaluation and
analysis of corporate risks. It also includes an adequate
risk reporting system and the development of suitable
measures for the limitation of risks. The Melitta Group
pursues a business strategy which can be classified as
risk-averse. In the course of auditing the annual financial
statements 2009, the external auditors once again
confirmed that the risk early recognition system was
suitable and in line with statutory requirements.
Group reporting on business developments and on the
status of its risk management system ensures that
potential risks and opportunities are quickly identified
and that effective and fast corrective measures can be
taken at company or group level where necessary.
The main risks of the Melitta Group include general economic
and sector risks, as well as risks which commonly
arise from current operating activities. In addition, the
Group is exposed to financial risks, and especially risks
from currency and raw material fluctuations.
Melitta counters raw material price risks by concluding
long-term procurement contracts and using derivative
financial instruments.
The monitoring and controlling of financial risks is
entrusted to the Group’s treasury division. Foreign
exchange and interest hedging instruments (options,
swaps, futures and interest derivatives) are used to
hedge against specific risks from existing or foreseeable
underlying transactions. Liquidity risks and risks from
cash flow fluctuations are countered by group-wide and
ongoing liquidity planning.
Based on an analysis of the current risk situation, it can
be stated that there are no risks at present which might
jeopardize the Group’s continued existence and that
there are no currently recognizable risks which might
jeopardize the Group’s continued existence in future.
Start of 2010 and outlook:
Investments and innovations set positive course
The economic outlook for 2010 is mixed: in Western
Europe, the general market situation is sufficiently stable
that no fall or dramatic decline in demand is expected
for 2010. The prospects are far more encouraging in
our overseas markets: in Brazil and North America, we
expect a favorable climate for consumer spending and
thus a noticeable boost to growth for our Group.
All in all, based on the positive expectations of our operating
units, we anticipate a return to growth in the current
year. We aim to increase sales by 3 to 4 percent.
This growth will be supported by new product launches
in all our strategic business fields. We also expect a
modest contribution to growth from the German coffee
market. Our industrial business is expected to make
good progress.
The recent favorable development of raw material prices
will not continue in 2010. Raw material prices will
increase again and burden contribution margins more
or less depending on the development of local retail
prices. We therefore expect a slight decline in earnings
for the current financial year.
In the current proceedings of the Federal Cartel Office,
Melitta has appealed against the fine imposed at the end
of 2009. In late January 2010, a pre-payment was made
to the Federal Cartel Office under protest and without
acknowledgement of debt to minimize the interest-rate
risk.
No material changes in the Group’s structure or significant
measures are planned for 2010.
After deliberately limiting capital expenditures in the
past two years, we will increase our investments in new
plant and machinery in 2010. Capital expenditures will
be far in excess of depreciation allowances.
Melitta will once again maintain its stable balance sheet
structure as at year-end 2010. Cash flow will cover
finance required for capital expenditures. After consideration
of funds required to expand business, payments
to the Federal Cartel Office, and scheduled withdrawals
by the owners, we expect net bank liabilities to reach
approximately € 50 million as at year-end 2010.
In general, we believe that the Melitta Group is on the
right path.

54 Melitta Group Annual Report 2009 Consolidated Balance Sheet
55
Consolidated Balance Sheet
Melitta Unternehmensgruppe Bentz KG
as at 12-31-2009 (short version)
Assets
in € ’000
12-31-2009 12-31-2008
Intangible assets 15,436 17,649
Tangible assets
Financial assets
167,323 163,955
Shares in affiliated companies 1,846 1,846
Participation interests 21,012 21,817
Other financial assets 940 1,012
Fixed assets 206,557 206,279
Inventories
Receivables and other current assets
123,441 114,378
Trade receivables 173,840 200,582
Other receivables and current assets 46,378 71,555
Cash and cash equivalents 36,679 11,140
Current assets 380,338 397,655
Other assets 10,849 8,636
Assets total 597,744 612,570
Equity and Liabilities
in € ’000
12-31-2009 12-31-2008
Equity (incl. share of other shareholders) 199,974 170,280
Pension accruals 129,588 130,471
Other accruals 136,864 144,355
Accruals 266,452 274,826
Debts 23,844 63,786
Trade payables 55,706 53,056
Other liabilities 47,852 46,418
Liabilities 127,402 163,260
Prepaid expenses 3,916 4,204
Equity and Liabilities total 597,744 612,570
Notes to the Consolidated Balance Sheet
1. Accounting and valuation principles
Certain items of the consolidated financial statements, drawn up in accordance with Sec.
13 German Company Disclosure Law (PublG) in combination with Sec. 294-314 German
Commercial Code (HGB), have been combined for the publication of this annual report
for fiscal 2009.
The consolidated financial statements include all domestic and foreign companies under
the common control of Melitta Unternehmensgruppe Bentz KG.
A list of the Group’s shareholdings concerning those companies included in the consolidated
financial statements as of December 31, 2009 has been made separately and is
available for inspection at the Group’s headquarters: Melitta Beratungs- und Verwaltungs
GmbH & Co. KG, Marienstraße 88, 32425 Minden, Germany.
Due to their minor importance for the assets, liabilities, financial position and earnings
of the Group, nine companies were not included in the consolidated financial statements.
Despite a shareholding of over 20%, three other companies were not included as
associated companies as Melitta Unternehmensgruppe Bentz KG exerts no significant
influence on their business and financial policy.
According to Sec. 311 HGB, major participations are to be valued using the equity method,
if a significant influence can be exerted. This is the case with two companies.
The consolidated financial statements were prepared as at December 31, 2009. This is
the balance sheet date for all affiliated companies included in the consolidated accounts.
In the capital consolidation process, the acquisition cost or balance sheet valuation of the
shareholding is offset against the proportional share of shareholders’ equity on the date
of the initial consolidation. A balancing item from initial consolidation is formed for any
resulting differences – insofar as these cannot be directly attributed to, and depreciated

56 Melitta Group Annual Report 2009 Consolidated Balance Sheet
57
with, individual asset items – and amortized over an expected useful life of no more than
15 years. This consolidation method is also used for investments in associated
companies.
Investments in associated companies are consolidated using the book value method.
Inter-group trading profits from transactions with associated companies were not
eliminated.
Debt was consolidated according to Sec. 303 (1) HGB, while income and expenditure
were consolidated pursuant to Sec. 305 (1) HGB and unrealized results eliminated in
accordance with Sec. 304 (1) HGB.
Uniform valuation of assets throughout the Group is guaranteed by the application of
corporate guidelines, valid for all members of the Melitta Group. These corporate guidelines
correspond to commercial law regulations.
The annual statements of foreign Group companies were translated as of December 31,
2009 using the current rate method, while positions of the profit and loss accounts were
translated using average annual exchange rates of 2009.
Intangible assets are valued at cost, while property, plant and equipment is valued at
acquisition or production cost; they are written down using the straight-line or diminishing
balance method. In addition to direct costs, production costs also include a proportionate
amount of overhead costs and depreciation. Financial assets are valued at the
lower of cost and fair value.
Inventories are valued at acquisition or production cost. Raw materials, supplies and
merchandise are valued at the lower of average purchase prices and current values.
Unfinished and finished goods are valued at production cost, which also includes a reasonable
amount of necessary overhead cost and depreciation. Production costs are lowered
accordingly, should this be necessary to avoid valuation losses. Suitable allowances
are made to cover inventory risk.
Advanced payments, accounts receivable and other assets are carried at their nominal
values or the lower buying rate for foreign currencies and the lower rate in the case of
recognizable risks. Lump-sum allowances have been made to cover general credit risks.
Accruals for pensions are made on the basis of actuarial calculations in Germany and in
accordance with tax regulations. A total of € 664k (prior year: € 753k) for pension commitments
made before January 1, 1987 (Art. 28 EGHGB) is not considered in the balance
sheet.
Other accruals cover all recognizable risks and uncertain commitments.
Liabilities are carried at their current repayment values.
In all other cases, foreign currency receivables and payables or assets acquired in foreign
currencies and the resulting income and expenses are always translated at the exchange
rates valid on the date of acquisition or incurred, or at average monthly rates.
The Melitta Group has issued internal binding guidelines regulating responsibilities,
scope and control with regard to the use of derivative financial instruments.
Derivative financial instruments are used by the Melitta Group to secure its operating
business and the related risks. The instruments used are marketable options, foreign
exchange futures and swaps.
As of December 31, 2009, we held the following derivative positions:
Nominal volumes Market values
in € million 12-31-2009 12-31-2008 12-31-2009 12-31-2008
Foreign exchange futures and swaps 81 114 2.2 5.6
Foreign exchange options 131 71 5.8 7.6
Raw material swap 27 24 4.0 – 1.6
239 209 12.0 11.6
Market value figures are based on prices quoted by the banks.
Financial instruments held to reduce currency risks are mainly in US dollar.
Accruals of € 0.1 million (prior year: € 3.1 million) were formed for impending losses
from financial derivatives. An amount of € 0.2 million (prior year: € 0.0 million) was
written down for paid option bonuses.

58 Melitta Group Annual Report 2009 Consolidated Balance Sheet
59
2. Fixed assets
in € ’000 12-31-2009 12-31-2008*
Book values as of Additions Depreciations
current year
other
changes
Intangible assets 15,436 17,649 2,940 5,854 701
Tangible assets
Land 96,263 99,394 707 4,964 1,126
Machines and equipment 52,075 44,823 10,246 12,295 9,301
Other tangible assets 18,985 19,738 10,850 3,198 – 8,405
Financial assets
167,323 163,955 21,803 20,457 2,022
Shares in affiliated companies 1,846 1,846 0 0 0
Participation interests 21,012 21,817 0 0 – 805
Other financial assets 940 1,012 27 0 – 99
23,798 24,675 27 0 – 904
206,557 206,279 24,770 26,311 1,819
* Differences arising from the currency translation of fixed and other assets at current
rate values are offset against shareholders’ equity or the corresponding liability items
without affecting earnings.
3. Inventories
in € ’000 12-31-2009 12-31-2008
Europe 89,231 91,725
North America 11,643 9,037
South America 17,788 9,707
Asia 4,779 3,909
123,441 114,378
4. Trade receivables
in € ’000 12-31-2009 12-31-2008
Europe 135,894 163,339
North America 9,499 15,373
South America 25,080 18,325
Asia 3,367 3,545
173,840 200,582
5. Debts
in € ’000 12-31-2009 12-31-2008
Europe 10,323 52,748
North America 32 182
South America 10,485 7,685
Asia 3,004 3,171
23,844 63,786
There are no liabilities due to banks with terms of over five years.
6. Trade payables
in € ’000 12-31-2009 12-31-2008
Europe 47,150 47,170
North America 3,463 2,276
South America 2,555 2,564
Asia 2,538 1,046
55,706 53,056
Minden, March 2010
General Partners
of Melitta Unternehmensgruppe Bentz KG

60 Melitta Group Annual Report 2009
Imprint
Published by the Melitta Group
Edited by
Public Relations and Corporate Finance
of the Melitta Group
Marienstraße 88
32425 Minden, Germany
Phone: +49 571- 40 46 - 0
Fax: +49 571- 40 46 - 499
E-mail: pr@mbv.melitta.de
Internet: www.melitta.info
Photos:
Ulrich Hartmann, Bielefeld, Germany
Concept and Design:
Kirchhoff Consult AG, Hamburg, Germany
Text editing:
Berichtsmanufaktur, Hamburg
Printing and Production:
W. Zertani, Druckerei und Verlag, Bremen, Germany
© 2010 Melitta Unternehmensgruppe Bentz KG
Online version: www.melitta.info