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LLEADERSHIP• EADERSHIP• LLEADERSHIP• LLEADERSHIP• EADERSHIP• LLEADERSHIP• LLEADERSHIP• LLEADERSHIP• LLEADERSHIP• LLEADERSHIP• EADERSHIP• EADERSHIP• LLEADERSHIP• LLEADERSHIP• LLEADERSHIP• LLEADERSHIP• LLEADERSHIP• LLEADERSHIP• LLEADERSHIP• LLEADERSHIP• LLEADERSHIP• GOVERNANCE 1-7 Groupe SEB has always set itself the mission of making day-to-day life easier and more agreeable all around the world. By creating innovative products and solutions, the Group aims to make consumers' domestic lives more pleasant, harmonious and worthwhile. A major player in "living well", it markets easy-to-use products that make the everyday life less constraining. To achieve this, Groupe SEB always stays connected with its surroundings, its consumers and global trends. Capitalising on its unique expertise accrued over the years, it is building the future and anticipating the aspirations of tomorrow's world. FUNDAMENTALS 8-37 BUSINESS 38-53 SUSTAINABLE DEVELOPMENT 54-73 OVERVIEW 74-83 Sales €4,060 million Operating result from activity €415 million Almost 25,000 employees Leading positions in more than 25 countries worldwide 24 emblematic brands 65 marketing companies Over the years, Groupe SEB has built up itself a leading position worldwide in small domestic equipment. Based on a combination of top local positions (first or second place) and a vast international presence, wellbalanced between mature and emerging or emerged markets, the Group's strength gives it a solid foundation from which to continue its expansion, whilst remaining reactive in an increasingly unstable environment. United States EADERSHIP• EADERSHIP• Canada Western Europe EADERSHIP• EADERSHIP• Ukraine EADERSHIP• EADERSHIP• Poland Russia Japan EADERSHIP• Over 1,500 own retail stores Mexico EADERSHIP• Colombia EADERSHIP• Brazil Turkey Saudi Arabia EADERSHIP• China EADERSHIP• EADERSHIP• South Korea EADERSHIP• SDA = Small Domestic Appliances CW = Cookware SDA + CW Mature countries Emerging countries
Thierry de La Tour d’Artaise In 2012, we once again experienced one of the crises in the global economy to which we have become accustomed over the past few years. After the crisis of 2008/2009, which stemmed from dysfunctions in the banking system, mainly in the United States, the crisis we have been enduring since the end of 2011 is largely due to the deterioration in the financial situation of many countries, particularly in Europe. The resulting budgetary restrictions have inevitably had an effect on consumer spending and economic activity in Europe, as well as in countries like China, which is heavily dependent on its exports to Europe and the United States. 1 GOVERNANCE Against this economic backdrop, which worsened throughout the course of 2012, the decreasing traffic in shops combined with the strong growth in internet shopping led to a highly competitive and promotional environment, largely fuelled by distribution. The Group was naturally affected by this tough context. 2012, A COMPLEX YEAR In this context, following two years of record highs in the growth in our sales and results, our 2012 performance can be considered respectable. The near stability of our sales, which for the first time exceeded 4 billion euros, as well as the limited decline in our Operating Result from Activity, which is still at one of the Group's all time highs, are performances that must be kept in perspective – these figures have doubled in ten years. This growth reflects the robustness of our business model, which is based on innovation, the strength of our brands, an in-depth understanding of distribution and a strategy with a firm international foundation. In 2012, our sales exceeded 4 billion euros
Page 1: BUSINESS and SUSTAINABLE DEVELOPMEN
Page 5 and 6: 3 GOVERNANCE We have therefore emba
Page 7 and 8: Operating methods Representative of
Page 9 and 10: The Executive Committee 1 2 3 4 5 6
Page 11 and 12: Finance p. 10 business units p. 16
Page 13 and 14: “Making sure that finance serves
Page 15 and 16: 2012 was marked by a deterioration
Page 17 and 18: Change in sales 2011-2012 in € mi
Page 19 and 20: |Capital At 31/12/2012 |Voting righ
Page 21 and 22: “Innovating to generate sustainab
Page 23 and 24: A pioneer accustomed to leading the
Page 25 and 26: 19 FUNDAMENTALS Communications in l
Page 27 and 28: An innovation community comprising
Page 29 and 30: “Making profound changes in distr
Page 31 and 32: Currently present in almost 150 cou
Page 33 and 34: 25 FUNDAMENTALS As close as possibl
Page 35 and 36: 27 FUNDAMENTALS them of course, wit
Page 37 and 38: “Developing long-term competitive
Page 39 and 40: The Group manufactures internally 7
Page 41 and 42: Creation of a 4th assembly line for
Page 43 and 44: 33 FUNDAMENTALS After-sales and rep
Page 45 and 46: “Supporting the Group's internati
Page 47 and 48: Attracting, developing and retainin
Page 49 and 50: 37 FUNDAMENTALS The right place for
Page 51 and 52: 39 WINDOW ON T HE WORLD
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Italy Moulinex, passionate red The
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France Cookeo, a revolution in the
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USA Canada All-Clad B3. Touché! Th
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Brazil Brazil Favourable winds Thou
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Russia CREATING A WELCOMING ATMOSPH
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Japan Get your Vitamins A clever an
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A winning network of own stores Jap
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55 SUSTAINABLE DEVELOPMENT challeng
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57 SUSTAINABLE DEVELOPMENT Reducing
Page 71 and 72:
To establish sustainable developmen
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CSR* criteria in the selection and
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Objective: To triple the number of
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Sebycat: New visual identity for sa
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Close to 24,000 Group products hand
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A cookery school is set up for eigh
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Since 2009, the global rate of retu
Page 85 and 86:
Silence Force Cyclonic: 30% improve
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financial overview p. 76 social ove
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Analysis of change in debt in € m
Page 91 and 92:
Revenue breakdown CUSTOMERS €4,05
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Lost time injuries rate* in % Numbe
Page 95 and 96:
Diagram of impact on the environmen
Page 97 and 98:
CONTACTS www.groupeseb.com Financia
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