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Strategic reviewcontinued3. Category reviewProject Refresh – progress reportCategory focusand priority12 month action plan(2010)> Review of Core Growthcategories> Review of Group-widecategory management andcategory developmenteffectiveness.> Implement first Group-widecategory investmentsDelivered(2011)> Three Core Growthcategories confirmed:laundry liquids, machinedishwashing and specialitycleaners. Future Growthcategories: Air care,Skincare, oral care andmale grooming> Group Categorymanagement leaders andCategory Developmentleaders established forlaundry liquids, machinedishwashing, Skincareand Air care> Launch of first 24-hourgerm kill trigger cleanersbased on Byotrol TMtechnology> Launch of superconcentratedlaundryliquids concepts in UKand France24 month action plan(2011 )> Continuing NPD ingrowth categories> Roll out of selected2010 launches acrossbusiness unitsPrivate Label contractsare being won in Europeand Asia based on ourproduct developmentexpertise in Brnoand Fortlab.Launching McBride Skincare capabilityMcBride has identified and prioritised those categorieswithin the European Household and Personal Care consumermarket which will provide the greatest opportunity forprofitable growth for McBride, its Private Label customersand shareholders.The Skincare sector is one of the largest segments of theEuropean Personal Care market, valued at over €16 billionat retail selling price. Over the last five years Skincare hasconsistently been the fastest growing Personal Care sector,driven by the demand for anti-ageing products.McBride may be new to the category in the perceptionof our customers but we have a wealth of Skincareknowledge and heritage in Brno. We therefore decidedto launch our capabilities at the PLMA (Private LabelManufacturers Association) exhibition in Amsterdam.As the PLMA is a truly international exhibition, McBride’scapabilities at both Brno in the Czech Republic and Fortlabin Malaysia were demonstrated.€16bnThe Skincare sector is oneof the largest segments of theEuropean Personal Care market,valued at over €16 billion atretail selling price.Our objective in developing the new ranges for the PLMAwas twofold: to showcase our wide range of formulationand manufacturing capabilities and also to demonstrateour exceptional knowledge of the latest ingredient andproduct trends. Skincare ranges were developed featuringproducts from everyday cleansers to high-performanceanti-ageing creams.By working closely with our ingredient and packagingsuppliers, and by monitoring and evaluating the latest globalSkincare trends, we were also able to develop a range ofadvanced Skincare serums to excite our customers andreally show off our Skincare development talents.Going forward, with the increasingly global reach of manyof our major customers there will be opportunities todevelop global Private Label brands. We believe McBridewill be well positioned to offer them breadth of productknowledge and flexibility of sourcing and we are alreadysharing our Skincare knowledge of the European marketwith our Far East colleagues.Overview Business review Governance Financials Shareholder informationMcBride Skincare capabilitylaunched at PLMA exhibitionin Amsterdam> New head of R&Dappointed> KPI: % of Private Labelrevenues from corecategories 48% (2010: 46%)> Increase the shareof Core categoriesas a percentage ofPrivate Label sales24 McBride plc Annual Report and Accounts 2011 McBride plc Annual Report and Accounts 2011 25
Strategic reviewcontinued4. Exploiting newopportunitiesProject Refresh – progress reportGeographicexpansion12 month action plan(2010)> Continue expansionin developing andemerging marketsDelivered(2011)Asia> Key multinational customermeetings in regionIntegration of FortlabMalaysia and NewlaneCosmetics into McBride AsiaImplant of McBride qualitysystems and processes andexpansion of capabilitiesin the region> Investment in deionisedwater plant in Vietnam> Investment in sachetproduction line in Vietnam> McBride Zhongshanfactory expanded toinclude Householdliquids capability> KPI: % of revenue fromdeveloping emergingmarkets 9.2% (2010: 7.1%)24 month action plan(2011 )> Continue geographicexpansion> Continue to build PrivateLabel competences andmanufacturing capabilityin the Far EastCEEBuild on our existing CEEmanufacturing capability toalign with growing Private Labeldemand in CEE.Exploiting new opportunitiesIn 2010, McBride acquired Fortlab in Malaysia and NewlaneCosmetics in Vietnam to expand on its manufacturing facilityin China and our sourcing office in Hong Kong.The primary objective in the current year was to integratethe business and grow scale in the region. A key elementbeing the implant of McBride quality systems, processesand Private Label skills into the business.Key Top-to-top customer meetings have been held withmultinational retailers in the region.2010/11The primary objectivein the current year was to integratethe business and grow scalein the region.Further investment in manufacturing capability in the regionincluding, McBride Zhongshan factory in China expandedto include Household liquids mixing and filling, investmentin single unit sachet line for Personal Care products inVietnam. Private Label Personal Care contract successesin Hong Kong, Malaysia, Thailand, Taiwan and Singaporevia Watson’s and Dairy Farm and also in Australia. In addition,McBride has launched versions of our Power Sport Men’sShower, i-clean and Clean ’n Fresh brands in Hong Kong.There is also a strong development pipe line throughAir care Category Leadership approach for new productsfrom McBride Zhongshan.McBride’s decision to invest in Malaysia and Vietnam hasbeen positively received by our customers in the region.A number of new Private Label contracts have already beengained and we are looking forward to a step change in thebusiness in Asia over the next 12 months.Overview Business review Governance Financials Shareholder informationCentral and Eastern Europe> Eastern Europe –integration of Brnoacquisition intoMcBride Group> Integration of Foetzand German operationsinto CEE business unit> Build on our existing CEEmanufacturing capabilityto align with growingPrivate Label demandin CEE> Exploit relationships withmultinational retailersexpanding across theCEE region26 McBride plc Annual Report and Accounts 2011 McBride plc Annual Report and Accounts 2011 27
Page 1 and 2: Being thebest at whatwe doMcBride p
Page 3: Being the bestat what we do> Buildi
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Page 8 and 9: What’s Main heading driving the m
Page 10 and 11: Chairman’s statementIain NapierCh
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Page 14 and 15: Strategic reviewcontinued1. Organis
Page 18 and 19: Managing Main heading and deliverin
Page 20 and 21: Managing and delivering growthof Co
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Page 24 and 25: Divisional performanceUK business r
Page 26 and 27: Divisional performancecontinuedCent
Page 28 and 29: Corporate social responsibility (CS
Page 30 and 31: Stakeholder relationshipsand commun
Page 32 and 33: Principal risks and uncertaintiesAs
Page 34 and 35: Corporate governance reportCode com
Page 36 and 37: Corporate governance reportcontinue
Page 38 and 39: Nomination Committee reportIain Nap
Page 40 and 41: Remuneration reportcontinuedComposi
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Page 46 and 47: Consolidated income statementfor th
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Useful information for shareholders
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Definitions and glossary of termsco
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McBride plc28th FloorCentre Point10
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