ANNUAL REPORT 2008 - Eckes-Granini Group

AnnuAl rEport 2008

| Our Vision |
Leading European fruit juice and fruit
beverage company, based on strong
Number 1 / Number 2 brands, with an
excellent reputation for successful
innovations.
Profitable and sustainable growth, via
organic growth and acquisitions, mainly
in Europe.
With a motivated and competent team
in a very attractive company characterized
by an open and entrepreneurial culture.

| Corporate Boards |
Supervisory Board of Eckes AG
Peter Thiel Chairman
Dr Karl Brings Deputy Chairman
Michael Eckes
Bernard Huber
Dr Holger Karsten
Stefan Kobold
Executive Board of the Eckes-Granini Group GmbH
Thomas Hinderer Chairman
Michael Augustin Supply Chain
Sidney Coffeng Marketing, R&D, Export & Corporate Communication
Heribert Gathof General Manager Eckes-Granini Germany & Austria
Albert Grätz Finance, Controlling, M&A
Sabine Holtkamp Human Resources, Organizational Development
Jean-Marc Thevenin General Manager Eckes-Granini France

| National Organizations |
Austria Eckes-Granini Austria GmbH Kröllendorf/Austria
Denmark Valsølille Most Aps Glostrup / Denmark
Estonia Marli Eesti AS * Tallinn / Estonia
Finland Oy Marli Ab * Turku / Finland
France Eckes-Granini France SNC Sarre-Union/France
Germany Eckes-Granini Deutschland GmbH Nieder-Olm/Germany
Hungary SIÓ-ECKES Kft. Siófok / Hungary
Latvia SIA Marli Latvia * Riga / Latvia
Lithuania UAB Elmenhorster Vilnius * Vilnius / Lithuania
Norway Brämhults AS Oslo / Norway
Spain Eckes-Granini Ibérica S. A. Barcelona / Spain 51 %
Sweden Brämhults Juice AB Brämhult / Sweden
Switzerland Eckes-Granini Suisse S. A. Henniez / Switzerland 51 %
Romania Eckes-Granini Romania S. R. L. Bucharest / Romania
100 % interest unless otherwise indicated
| * Marli Eesti AS was officially renamed Eckes-Granini Eesti AS effective December 18, 2008.
Oy Marli Ab was officially renamed Eckes-Granini Finland Oy Ab effective February 1, 2009.
SIA Marli Latvia was officially renamed SIA Eckes-Granini Latvija effective January 13, 2009.
UAB Elmenhorster Vilnius was officially renamed UAB Eckes-Granini Lietuva effective March 19, 2009.

| Contents |
1. Foreword 2
2. Business Year 2008 5
3. People at 14
Eckes Granini
4. Our Countries 24
Overview 24
Germany 26
France 28
Austria 30
Baltic States 31
Finland 32
Hungary 33
Romania 34
Scandinavia 35
Spain 36
Switzerland 37
Export 38
5. Key Business Figures, 40
Commentary
6. Internet, Publishing Data 42

2 Foreword
| Eckes-Granini:
Long-term strategic orientation pays off |
In the fi rst business year following our decision to
focus on the European fruit juice business through
the Eckes-Granini Group, Eckes AG has established
a fi rm foundation for future success. On the basis
of our long-term strategic orientation, we took a
signifi cant step forward toward achievement of our
Vision 2010.
Business activities in 2008 were devoted above all
to the implementation of our long-term value-added
strategy. This included the consistent focus on our
strategic brands, which form the core of our business.
One aspect of this policy involves a systematic retreat
from the trade label sector. The sale of these operations
in France and the Sarre-Union plant in Alsace
was a part of this programme.
Other measures adopted within the context of our
value-added strategy, included the streamlining of
our country portfolio. The Group sold the Uslada
brand and has thus discontinued its direct marke ting
operations in Russia. The future acti vities of the
granini brand in Russia will be managed by the
Business Unit Export.
Due to the streamlining of portfolios in France and
Russia, Group volume sales and turnover decreased in
2008. Adjusted to account for these effects, turnover
in the core fruit beverage business rose by 4%. Earnings
before interest and taxes increased signifi cantly.
We are pleased with the development of our business
during the past year. We performed better than our
competitors in the brand segment and strengthened
our position as one of the leading producers of
branded fruit beverages in Europe. Our substantial
investments in advertising support for brands and
products has “paid off” in the most positive sense.
Our expenditures in this area have risen continuously
by more than 20 % over the past three years.
The Eckes-Granini Group is a healthy, independent
family enterprise which is now ideally prepared to
meet the challenges of the years to come. We will
continue to pursue our successful long-term valueadded
strategy in the future.

From left to right: Michael Augustin, Jean-Marc Thevenin, Heribert Gathof, Thomas Hinderer, Sabine Holtkamp, Sidney Coffeng, Albert Grätz.
Success would not have been possible without the
commitment and hard work of our competent,
highly motivated employees. “People make the
difference.” And we have made this one of our
core values for good reason. We are convinced that
people really do make the crucial difference. Our
organization is shaped by people – in all positions,
departments and countries – who strive with passion
to achieve our common goal. We wish to take this
opportunity to thank each and every one of them.
Our corporate identity and culture are embodied in
our Eckes-Granini Purpose, which was defi ned and
articulated for the entire Group in 2008. We know
that our Purpose makes an essential contribution to
the realization of our corporate goals, and provides
the framework for future action.
We look ahead with confi dence to the year 2009.
Although we are well aware that we will be opera ting
in a very diffi cult business environment and
that short-term setbacks may occur, we also know
that we are well prepared for the challenges to
come. The sustainable basis we have achieved in all
areas of our business will remain the key to our
success over time.
The Eckes-Granini Group is ideally equipped for the
future. With our well-qualifi ed, highly motivated
employees, with the courage to pursue new directions
and passionate devotion to our brands, we will
continue to move our company forward.
The Executive Board
Eckes-Granini Group
Vorwort
3

| Sustained value-added strategy bears fruit –
The market:
Value increase despite declining volumes
While the European fruit beverage market recorded
a value growth in 2008, volume sales were down
slightly from the preceding year. The increase in value
is due to rising prices during the fi rst half of the year
and to the persistently strong demand for premium
products in the chilled fruit beverage segment.
Business in the markets for fruit beverages of relevance
to Eckes-Granini (data from the retail food
trade in 11 core countries) developed in line with
the European market as a whole, as value rose by
5.4 % in 2008 despite a moderate decline in
volume sales (-2.1 %). *
The trend toward chilled beverages continued as
expected. However, following a promising start early
in the year, the smoothie segment lagged behind
expectations, as sales declined signifi cantly toward
the end of the year.
The demand for natural fruit beverages remained
strong in the refreshment segment. In terms of packaging,
consumers continued to favour the convenient
PET bottles over glass and carton packaging units.
earnings rise signifi cantly |
In this market environment, the Eckes-Granini Group
succeeded in maintaining its leading position in the
European fruit beverage market with a value-based
market share of 12.3 % (2007: 12.4 %). * The Group
therefore performed better than many other brand
producers in 2008.
Forecasts for 2009 indicate that markets will remain
under pressure due to the global economic crisis, as
became evident toward the end of 2008. This trend
was also accompanied by rising demand for lowerpriced
consumer products.
|* Market data for the retail food trade: Austria, Denmark,
Estonia, France, Germany, Hungary, Lithuania, Romania,
Spain, Sweden and Switzerland (market fi gures for Finland
are not available)
Business Year 2008
5

6 Business Year 2008
Key Figures 2006 2007 2008 Diff.
Volume sales in million litres 1,067 1,153 1,086 - 5.8 %
– of which fruit beverages (core business) 978 1,035 960 - 7.2 %
Net turnover in million EUR 818 921 917 - 0.4 %
– of which fruit beverages (core business) 802 899 889 - 1.1 %
Earnings before interest and taxes (EbIT) in million EUR 37.0 38.3 48.4 + 26.2 %
Employees * 1,457 1,527 1,445
| * Full-time equivalent
The Eckes-Granini Group:
Consistent focus on core business
In the face of a persistently challenging market environment,
the Eckes-Granini Group recorded positive
overall results in 2008. Total volume sales declined by
5.8 % to 1,086 million litres (2007: 1,153 million litres).
Volume sales in the core fruit beverage business were
down by 7.2 % to 960 million litres (2007: 1,035 million
litres). However, accounting for the planned divestments
– the withdrawal from the Russian market and
the sale of trade label operations in France – volume
sales in the core fruit beverage business actually rose
slightly in comparison to 2007 (+ 1 %).
A major growth driver in 2008 – the year of its 50th
anniversary – was the hohes C brand, which grew
volume sales by 6 % to roughly 225 million litres in
Germany. The Finnish Marli brand also performed well,
with volume sales up 5 % following gains of roughly
20 % in 2006 and 2007. In the wake of strong growth
in the preceding years, volume sales of the international
premium brand granini and the French Joker brand
remained stable at 2007 levels.
Total turnover for the Eckes-Granini Group nearly
matched the previous year’s level at 917 million
EUR (2007: 921 million EUR). The same applies to
revenues from the core fruit beverage business, which
amounted to 889 million EUR (2007: 899 million EUR).
Adjusted to account for divestments net turnover in
the core fruit beverage business actually rose by 4 %.
Strong brands drive significant earnings gain
Earnings before interest and taxes (EbIT) for the
Eckes-Granini Group rose by a substantial 26 % (an
absolute increase of 10.1 million EUR) to 48.4 million
EUR in 2008 (2007: 38.3 million EUR). This is clear
confirmation that consistent pursuit of the sustained
value-added strategy during the past several years has
indeed borne fruit.

574
Turnover 2001 – 2008 in million EUR
01 02 03 04 05 06 07 08
23.7
677
704
678
718
818
Earnings before interest and taxes
(EblT) in million EUR
25.6
37.4
35.8
921 917
43.6
37.0
868
Volume sales 2001 – 2008 in million litres
871
890
841
896
1,067
1,153
1,086
01 02 03 04 05 06 07 08
38.3
48.4
01 02 03 04 05 06 07 08
Business Year 2008
7

8 Business Year 2008
One of the most important steps along the way has
been the decision to focus on the strategic brands that
form the core of the Eckes-Granini Group’s business.
The retreat from the trade label business in France
must be viewed within this context.
The process of streamlining the country portfolio is
another key aspect of this strategy. Accordingly, the
Group sold the Uslada brand and has thus discontinued
its direct marketing operations in Russia. Activities
in support of the granini brand will be managed by
the Business Unit Export.
Although Group volume sales and turnover decreased
in 2008 due to the streamlining of portfolios in France
and Russia, earnings before interest and taxes rose
substantially.
The sustained success of the Eckes-Granini Group is
also attributable to increased investments in advertising
support for its strategic brands. Substantial invest-
ments in advertising support for brands and products
have risen by over 20 % during the past three years.
The Eckes-Granini Group will continue to ensure and
promote sustained growth in company value through
investments in its strategic brands in the future.
Our existing core business was strengthened by expanding
into the dynamically growing chilled premium
fruit juice segment through the acquisitions of Ulti in
France (January 2008), Elka in Germany (March 2008)
and zamba in Switzerland (December 2008).
With all of these measures, the Eckes-Granini Group
took major steps forward toward achievement of its
Vision 2010 next year. The goal is to increase company
value signifi cantly on a sustained basis.
Pursuing new directions with successful
innovations
With respect to brands and products, considerable
emphasis was placed during the past year on strategic
measures for which preparations had already been
initiated in 2007. These included the development
of a stronger presence in the refreshment beverage
segment through the introduction of such innovative
products as granini Rãcoarea Fructelor (Romania),
Marli kupliva (Finland) and hohes C Naturelle in
Germany. The launch of granini Smoothies in the
chilled cabinet fell well short of expectations due to

Strategic brands 86 %
granini 28 %
hohes C 23 %
Joker 16 %
Other strategic brands 19 %
| * Base: Core business fruit beverages
a signifi cant decline in demand. The Marli Vital Protect
health shot was successfully introduced under the
Marli brand in Finland. Its health benefi ts are based on
the natural antioxidants in the combination of berries
contained in the product.
On the other hand more than half of the innovations
presented during the past year were concentrated
in the Group’s core portfolio. A healthy core business
is the foundation for long-term growth in new segments.
Many of the most important innovations in the
core portfolio are trend-oriented products designed
to optimize the existing range, such as the addition of
hohes C Mild Multivitamin to the successful hohes C
Mild Juice concept.
The exotic Orange-Pitahaya variety was introduced
as part of the granini “Fruit of the Year” concept
in Switz erland and Spain. The new granini Apple-
Cranberry trend variety was launched in Germany.
Net sales shares by brand in 2008 (fi gures rounded)*
Tactical brands 3 %
Other turnover 11 %
Furthermore, new product concepts like Joker Bienfaits
(France) have been launched in the innovative Ovaline
carton: unusual fruit combinations that offer antioxidants
as an added health benefi t.
A completely new product was created specifi cally for
children: a 100 % fruit snack in the practical squeeze
pack. The product is sold in Austria and Germany
under the FruchtTiger brand and in Hungary as an
addition to the SIÒ VitaTigris line. This new fruit snack
satisfi es the demand for a healthy all-fruit product that
children will enjoy and parents will appreciate for the
added benefi ts it offers as a healthy, nutritious and
convenient between-meal treat.
Business Year 2008
9

10 Business Year 2008
Supply Chain:
Long-term investments in the future
The Eckes-Granini Group made sustained investments
in several different production plants during the past
business year in order to equip these facilities for the
future in the interest of long-term business success.
In keeping with the rigorous focus on brand business
and the decision to sell off the plant in Sarre-Union,
the investment programme for the French facility
in Mâcon included quality assurance and efficiency
enhancement measures focused primarily on branded
products in PET bottles. A comprehensive investment
programme devoted largely to quality assurance and
efficiency enhancement was also initiated at the
Brämhult plant acquired in 2007. This project is scheduled
for completion by the end of 2009. Last but not
least, the third PET filling line in Germany was installed
at the production plant in Bröl in order to meet the
strong demand for products in PET bottles.
Other activities in 2008 included further progress in
the process of centralizing the European purchasing
department initiated in 2007 and further improvements
in quality assurance processes.
Raw material prices, which had already risen substantially
in 2007, remained well above the average of previous
years in 2008. Raw material prices also remained
highly volatile throughout the year.
Human Resources:
Thinking globally, acting locally
In the spirit of the “Leadership in Change” concept
initiated and implemented in 2006, the International
Leadership Programme (ILP) was continued as an
established, ongoing programme for Group management
personnel during the past year. Important
aspects included open dialogue and consistent efforts
in support of networking and integration, particularly
of new employees, within the Eckes-Granini Group.
The goal of the programme is to create a common
culture of leadership while taking cultural differences
into account.
The International Development Programme (IDP) was
added to the portfolio of personnel development tools
in 2008. Conceived specifically for the Eckes-Granini
Group, the IDP is designed for selected employees
who hold key positions in different departments
within the various national organizations and are
thus effectively networked. These individuals serve as
multipliers in support of the realization of Vision 2010,
with a strong focus on entrepreneurship and leadership.
Consequently, cooperative action and effective
communication – within national organizations and
especially across national boundaries – are key aspects
of the training programme. Emphasis is placed on
the application of learning to participants’ day-to-day
work and the contribution every participant can make
to realization of Vision 2010 in his or her own area
of responsibility.

The Leadership Feedback system, introduced as an
additional human resources tool in 2007, was expanded
to cover other corporate levels. Within this context,
employees learned how to provide feedback to their
supervisors. The objective of this measure is to make
communication between supervisors and subordinates
more effective and effi cient. It also aims to promote
the development of shared concepts of tasks and
goals while strengthening personal commitment.
Striving for consistent growth in company value
in the face of increasingly tough challenges
On the whole, markets are expected to come under
even greater pressure in 2009 as a result of the anticipated
effects of the global fi nancial crisis. In spite
of the challenges posed by this increasingly diffi cult
market environment, the Eckes-Granini Group will
continue to pursue its long-term strategy devoted to
continuous growth in company value.
The current trend in favour of chilled products is likely
to weaken in the short run under the infl uence of the
global economic crisis but can be expected to regain
strength over time. The demand for natural, refreshing
fruit beverages should remain constant. Eckes-Granini
has established a good position in the non-carbonated
thirst-quencher and refreshment segment with such
successful concepts as hohes C Naturelle, granini
Rãcoarea Fructelor and SIÓ fresh & fruit. Carbonated
beverages, including granini Fruit Spritzer and Marli
kupliva, also appear to offer very promising future
growth potential.
The Group’s core business will be strengthened in
2009 by additional product innovations and line
extensions. The fruit snacks for children successfully
introduced under the FruchtTiger and SIÓ VitaTigris
brands in Germany and Hungary, respectively, will be
available under the Mehukatti brand (Finland) in 2009.
Focal points of activity in supply chain management
will include additional investments in Mâcon and
Brämhult and further adjustments to quality assurance
processes. Plans in this context call for certifi cation of
all production facilities in compliance with the International
Food Standard (IFS). Following the successful
conversion of granini from glass to PET bottles at
nearly all relevant facilities in Europe, the project will
also be implemented in Spain in 2009.
Business Year 2008
11

12 Business Year 2008
| Important events in 2008 |
January.
An extensive programme of investments devoted to
enhancing quality and effi ciency is launched at the
Brämhult production plant in Sweden. The project
is scheduled for completion in late 2009.
Production capacities at Elmenhorster in Lithuania are
expanded in 2008 with the installation and commissioning
of two carton fi lling systems (Tetra Prisma in
January and SIG Combibloc in April).
Existing core business is strengthened by expanding
into the dynamically growing chilled premium fruit
juice segment through the acquisitions of Ulti in
France (January 2008), Elka in Germany (March 2008)
and zamba in Switzerland (December 2008).
February.
The granini Rãcoarea Fructelor line of refreshing,
non-carbonated fruit beverages is launched in the
Romanian market – a signifi cant step forward for the
granini brand in Romania.
April.
In keeping with established corporate strategy, the
Eckes-Granini Group shifts its focus onto strong
brands in France as well. In the process, trade label
operations in Sarre-Union are sold and substantial
investments are made for the purpose of improving
quality assurance, effi ciency and production capacity
at the production facility in Mâcon.
April / May.
Managers, corporate executives and employees join
together in defi ning the Eckes-Granini Purpose, the
“common identity” of our company. The purpose
clearly identifi es what we stand for and articulates
the values and convictions that form the foun dation
and the guiding principles of our actions.
July.
A second cold-aseptic PET bottling line is installed
and commissioned at the production plant in Bröl.
This is the third such production line introduced by
Eckes-Granini in Germany. This investment responds
to the increasingly strong demand for products in
PET bottles.
August.
The hohes C brand celebrates its 50th birthday. For
generations, hohes C has been virtually synonymous
with ready-to-drink orange juice that is rich in natural
vitamin C. Eckes-Granini celebrates the milestone
anniversary with a big party for all employees.
The Group sells the Uslada brand in Russia to Rarität
Ltd. and has thus discontinued its direct marketing
operations in Russia. The future activities of the granini
brand in Russia will be managed by the Business
Unit Export.
October.
The groundbreaking ceremony signals the start of
construction for the new administration building
for the Eckes-Granini Group GmbH in Nieder-Olm
(Germany). Provided work proceeds as scheduled,
employees will move into their new offi ces during
the later half of 2009.

Geschäftsjahr 2008
13

| People make the difference at Eckes-Granini |
One of our essential beliefs is that “people make
the difference”. This means two things. First of all,
it means that it is people who shape our company’s
success and who get things moving at Eckes-Granini.
But it also relates to how people interact with each
other and how the company – supervisors and corporate
management – respects its employees, takes
them seriously and involves them in processes and
decisions.
What is so special about the people who work for
Eckes-Granini? They are authentic and committed
to the company’s goals. It is also immediately obvious
that they identify closely with the company and its
brands and products. Qualities such as self-initiative,
passion and the will to seize opportunities and create
new solutions for the benefit of all are actively
demon strated by employees in all departments and
at all levels of the corporate hierarchy.
This working atmosphere is fostered among other
things by flat hierarchies that facilitate direct communication
between employees and their super visors
and corporate management. Strong emphasis is also
placed on personal development. Employees are
consistently developed in keeping with their skills
and potential. Advancement across departmental
boundaries also plays an important role – as people
move from Controlling to Marketing, for example,
or from Marketing to Human Resources and Organizational
Development.
Actively promoting dialogue and networking
People at Eckes-Granini are supported and promoted
with the aid of special instruments, such as the “International
Development Programme” for employees in
specific key positions and the “International Leadership
Programme”, in which managers from all national
organizations receive advanced training and the opportunity
to benefit from the experience of others in the
areas of strategy, leadership, people management and
change competence.
Dialogue and networking among national organizations,
departments and employees are actively
pro mo ted on a sustained basis. That is the focus of
numerous international events, such as the Leadership
Forum 2007, at which 80 managers and executives
from all national organizations gathered to explore
and discuss leadership concepts and the organizational
analysis conducted in advance of the Forum.
One of the outgrowths of these activities was the
Purpose process launched in 2008, in the course of
which we defined our company’s “common identity”.
It was important to us to clearly identify what we
stand for and articulate the values and convictions that
form the foundation and the guiding principles of our
actions. “It was overwhelming to see just how much
we have in common – in spite of the existing cultural
differences”. This response by one employee to the
language of the Eckes-Granini Purpose reflected the
feelings of many employees. This was a major step
forward in our efforts to bring our ambitious goals
and our strong emphasis on achievement closer to
our employees at the emotional level. Thus the link
between strategy and Purpose will contribute significantly
to successful realization of our Vision 2010.

Pride in performance and success
We truly believe that people make the difference.
The performance potential of our employees is the
key success factor – their knowledge and experience,
their creativity and innovative drive, their fl exibility
and agility, their motivation and the commitment to
creating values and meeting the challenges of the
future. The interplay between the demands a company
places on its employees and the support it gives
them, between inspiration and shared identity, makes
Eckes-Granini a successful company and an attractive
employer. Pride in performance and success leads to
heightened productiveness and effi ciency in the work
process. We want to move forward, rather than stand
still, and thus we regard it as the company’s obligation
to do everything in its power to enable employees to
develop and apply their full potential.
Modern health management involves a holistic approach
to health, well-being and the capacity to perform,
and applies it to the context of the workplace.
It is also important to promote heightened health-consciousness
among employees and enable them to deal
with a constantly changing working environment.
Taking employee responsibility seriously
Responsibility for performance and the quality of life
and work is an important aspect of corporate culture.
That is why the Health Management project was
established as a transnational, long-term programme.
Employees are actively and constructively involved. The
fi rst step will be to conduct an anonymous employee
survey in cooperation with a university that plays a
leading role in research in this fi eld in order to assess
the workplace environment and develop a complete
picture of the current situation within the organization
as a whole. On the basis of these fi ndings, effective
measures can then be developed and implemented on
a systematic, country-by-country basis.
There is much that can be said about the culture and
the people in a business enterprise. An authentic
picture is conveyed, however, only if the employees
themselves are allowed to express their views. On the
following pages, colleagues from different national
organizations, departments and positions, people who
have served the company for many years and are well
acquainted with it, and people who have just recently
joined the Eckes-Granini Group offer their impressions.
People at Eckes-Granini
16

| We bring the best of fruit for a healthy
and enjoyable life. |
| Our Beliefs |
The consumer is at the heart of all we do.
Offering healthy and natural fruit beverages of superior quality.
The power of granini combined with local hero brands.
The magic of our brands.
People make the difference.
Diversity and cross-pollination make us smarter.
There is no performance without fun.
Always improving the quality in all we do.
Building business for the long term to secure our independence.
People at Eckes-Granini
17

18 Menschen bei Eckes-Granini

| Employees in dialogue |
The following people described their thoughts:
(The original interview was conducted in English.)
Sabine Holtkamp, Eckes-Granini Group,
Senior Vice President HR & OD, with the company
for over 19 years.
Sabine Vorberg, Eckes-Granini Group,
Director HR & OD, on the Human Resources staff
for nine years, previously in Marketing for
Eckes-Granini Deutschland.
Alexis Saric, Eckes-Granini France,
Director key Account Management, with the
company for eight years.
Heinrich Prinz Reuss, Eckes-Granini Germany,
Director Legal Affairs & Trademarks, joined
Eckes-Granini in April 2007.
Jarek Kluszczynski, Eckes-Granini Austria,
Chief Financial Offi cer for nearly three years,
previously Finance Controller at the Polish
subsidiary of Eckes-Granini.
Pascal Philipp, Eckes-Granini Group,
Managing Director Export, previously Chief
Financial Offi cer at Eckes-Granini Germany, then
Director International Business Development/Sales
Retail at Eckes-Granini Germany, nine years of
service with the company.
A SENSE OF BEING PART OF A WHOLE THAT kNOWS NO NATIONAL BOUNDARIES
What is Purpose?
Pascal Philipp: The Purpose initiative was a good
way to defi ne common ideas and values held at
Eckes-Granini, since the company has grown through
acquisitions and we have had to integrate many different
corporate cultures into one. At Eckes-Granini,
employees retain their cultural background, but we
share common ideas.
Sabine Holtkamp: I think it’s very important for a
company to emphasize values – values for shareholders
and employees alike. What our company needs is result
and goal orientation, on the one hand, and people who
have social competence and emotional intelligence, on
the other. Our Purpose encompasses both.
What was your experience during the rollout
stage of Purpose?
Sabine Vorberg: Two years ago we performed an
organizational analysis in which about 150 employees
provided feedback about our corporate strategy and
vision. We asked whether we were on track or needed
to make adjustments in some areas. We presented the
results at the Leadership Forum. One manager stood
up and said, “For me, the strategy is very clear, the
company is on track. But we are missing the emotional
dimension. It is not all about facts and fi gures. There’s
something in the company that you can feel. There
are common beliefs and ideas.” We decided that we
needed to give more concrete shape to our common
beliefs and defi ne the Eckes-Granini spirit behind the
facts and fi gures.
People at Eckes-Granini
19

Alexis Saric: Let’s put it this way: a lot of companies
are able to sell juice, but only we are able to create
such emotional brands and generate such feeling for
the consumer. That’s because of the people behind
the brands. That’s one of our common beliefs – people
make the difference.
Jarek Kluszczynski: I think it’s really important for
people to believe in the vision and understand how
important it is when it comes to steering the company
in the right direction. My friends asked me about
the project because I kept talking about purpose,
purpose, purpose, and they said I sounded like a
door-to-door salesman. But I find it much easier to
make management decisions now that I understand
our Purpose.
How has the Purpose impacted on people in
the company?
Heinrich Prinz Reuss: People think about their
behaviour and their thoughts and whether they are in
line with the Purpose. There’s a new basis for action.
The Purpose is a new benchmark for the company.
Jarek Kluszczynski: Purpose is an ongoing project,
which guides us in many different ways and which
influences us in our daily thoughts and actions. Our
Purpose is our guiding principle. It will definitely influence
product decisions, for example.
This discussion about creating the right working
environment for employees brings up another
question. What was your first impression of
Eckes-Granini?
Heinrich Prinz Reuss: I was asked to attend the
business kick-off meeting at the beginning of 2007
before starting my job. It was held at a hotel. I arrived
in the evening after dinner. Everybody was standing
around in the bar. They were in a good mood. They
were talking and telling stories. My first impression
was, “This is a family.” It was an honest picture they
presented to me. I don’t think that 150 people staged
this special scene for me.
Alexis Saric: The people at Eckes-Granini are all
highly engaged. They work with a sense of conviction,
they’re experts and they feel responsible. You
can have controversial discussions. But the goal
remains to do what is best for the business.

What are other reasons why you enjoy
working for Eckes-Granini?
Sabine Vorberg: We have a lot of freedom and
space we can fi ll at Eckes-Granini. At one of my
former companies, I got a thick book of rules and
regulations on my fi rst day. Here at Eckes-Granini,
you’re likely to get a long list of partners to talk
to. The career paths inside the company are very
individual. You can develop from one department
to another, and employees always have a chance to
bring their own ideas to the table. We have a fl at
hierarchy and our CEO also keeps an open door.
You are all talking about what makes Eckes-
Granini different. Any more observations?
Sabine Holtkamp: Being a family-owned company
is a big advantage. We are able to plan for the
long-term and we have very good managers with
a lot of experience, just like the big companies. But
we also have fl at hierarchies, we give responsibility
to our managers and we are good at taking quick
decisions.
Heinrich Prinz Reuss: People are very down to
earth, very pragmatic. They are very honest and
very normal. In other companies, there’s a clear
hierarchy and you have to ask someone for permission
before you can, let’s say, open a door.
At Eckes-Granini, you just open the door.
Jarek Kluszczynski: We’re a very cooperative and
team-oriented company. The diversity in the company
comes together nicely. We all feel that we are part
of something bigger. You also have opportunities
to meet with your colleagues in an informal way. I
wouldn’t say that at Eckes-Granini you have to get
together with your colleagues outside of work, but
you can.

22 People at Eckes-Granini
But what is it that really makes Eckes-Granini
different?
Heinrich Prinz Reuss: I think it’s our diversity. We
have Spanish colleagues, we have Finnish colleagues.
If you can see how your colleagues in another country
approach a problem you face, then you have the
chance to learn from them, to act in a different way
than you would if you hadn’t been exposed to the
idea.
Jarek Kluszczynski: One word expresses it well:
entrepreneur. People think about the company as if
it were their own.
Pascal Philipp: The structure of the company allows
people to try new things. If you see something that
can be changed for the better, you can offer your suggestion.
At the end of the day, you may have some
discussion about it, but basically you have the chance
to present your ideas.
What does “People make the difference”
mean to you?
Pascal Philipp: People are solution-oriented. They
don’t waste time looking around for someone to
blame if something goes wrong.
Sabine Vorberg: For me, “People make the difference”
means we open up fresh dimensions together,
as it is written in the Purpose. This doesn’t just
describe our approach to projects but how we work
together, how we cooperate. The focus is on the
“together”. We involve our people and are open to
new ideas and ways of doing things. The company
is made up of many brands and identities, but it all
comes together in one company in which people
think internationally.
In other words, our hearts are local, and our souls are
international.

Menschen bei Eckes-Granini
19

24 Our Countries / Overview
The Eckes-Granini Group is represented by national
organizations in 14 European countries. We also
export our products to over 70 countries around the
world. More than one-third of our turnover is still
generated in our home market of Germany, while
foreign markets account for the remaining two-thirds.
Together with our employees, our internationally
renowned premium brand granini and strong
local brands, known as “local heroes”, including
hohes C, Joker, SIÓ and Marli, are the foundation
of our business.
Germany France Spain Finland Hungary
Switzerland Austria Sweden Denmark
Lithuania Estonia Latvia Romania Norway
| The national organizations
of the Eckes-Granini Group |
DIVERSITY AND MUTUAL INSPIRATION ENABLE US TO PURSUE NEW DIRECTIONS
Diversity and mutual inspiration enable us to pursue
new directions. We benefit day in and day out from
the cultural diversity and the wide-ranging experience
of our colleagues.
We work as a team, within and beyond national and
departmental boundaries, to achieve synergy effects
that will benefit us all. Together, we pursue our objectives
with ambition, courage and entrepreneurial spirit.
“Growing together to grow closer together” is the
principle that guides us in our teamwork as we strive
to take advantage of our opportunities in Europe.

Country Strategic brands Value-based market share * Market position
Germany** hohes C, granini, FruchtTiger 14.0 % 1
France Joker, granini 12.2 % 2
Spain** granini 9.0 % 3
Finland Marli, Mehukatti, granini n.a. 1
Hungary SIÓ, hohes C 26.4 % 1
Switzerland granini, hohes C 9.9 % 1
Austria YO Sirup, hohes C, FruchtTiger 9.6 % 2
Sweden** Brämhults, granini 8.3 % 3
Denmark Valsølille 4.0 % 3
Lithuania** Elmenhorster, granini 18.1 % 1
Estonia Marli, granini, Elmenhorster developing market developing market
Latvia Marli, granini, Elmenhorster developing market developing market
Romania granini developing market developing market
Norway Brämhults, granini developing market developing market
| * Source: Leading market research institutes, base: value sales retail food trade
| ** New data base: Reference figure for 2007: Germany: 13.7 % (inclusive hohes C Naturelle), Spain: 9.6 %, Sweden: 8.5 %, Lithuania: 21.3 %
Germany
36.5 %
Relative contributions
of domestic/foreign turnover to total turnover
in 2008 * (rounded figures)
International
63.5 %
| * Base: Core business (fruit beverages)
Relative contributions
of individual national organizations to total
turnover in 2008 ** (rounded figures)
France
Export and
35 %
other turnover 13 %
Spain 12 %
Finland 11 %
Hungary 7 %
Switzerland 7 %
Scandinavia 5 %
Austria 5 %
Baltic States 3 %
Romania 2 %
| ** Basis: Total turnover in the core business (fruit beverages)
Our Countries / Overview
25

26 Germany
“ Our
products are healthy
and authentic,
and I’m proud of that.
Daniela May
”
| Germany |
ECkES-GRANINI DEUTSCHLAND GMBH:
CONTINUED SUCCESS FOR THE MARkET LEADER
The German non-alcoholic beverage market showed
slight gains in both volume sales and value sales
in 2008. Water-plus products achieved particularly
strong growth. The marked trend toward non-returnable
packaging units continued.
In contrast, the fruit beverage market experienced
another difficult year. Overall, volume sales declined
by 4.1 % – due to price increases during the first two
quarters. Value sales rose by 4.7 % despite a downward
trend toward the end of the year. Growth in
the smoothie segment slowed significantly over
the course of the year. *
Once again, Eckes-Granini Deutschland GmbH asserted
its strength in a difficult overall market situation
and achieved good growth. The German market
leader in fruit beverages recorded a turnover gain of
nearly 6 % and extended its lead with a value-based
market share of 14 % (2007: 13.7 %). *
This positive trend was driven by the basic portfolio
and by new products. By establishing its strategic
brands in new product categories, Eckes-Granini
Deutschland laid the foundation for future growth.
One key growth driver was the hohes C brand. Both
the classic fruit juice range – which clearly surpassed
the 200-million-litre mark in volume sales for the
first time – and the hohes C Naturelle water-plus line
introduced in 2007 contributed significantly to the
overall results. Following strong gains in 2006 and
2007, the granini brand fell slightly short of expectations
in 2008.
The hohes C Naturelle sub-range launched in 2007
proved its value as a sustainable innovation during
the past business year. With this unique thirst-quen ching
combination of natural, non-carbonated mineral
wa ter and pure juice, Eckes-Granini Deutschland
succeeded impressively in positioning itself as the
third-largest supplier in the water-plus segment. The
Apple-Pear variety added to the line in March 2008
at tracted new consumer groups to the hohes C brand.
The launch of the new hohes C Mild Multivitamin
juice was a complete success. With the new product
and the Mild Orange and Mild Apple varieties, hohes
C clearly dominates the growing “mild juice” segment
with a market share of 55 %.

The launch of the Apple-Cranberry variety represented
a timely addition to the granini range and a key
innovation in keeping with the trend toward red
fruit beverages. That applies as well to the Cranberry
Spritzer, which was developed exclusively for the outof-home
sector and provided new impulses to strong
sales of beverages in 0.2-litre table bottles.
Under the influence of weak growth performance of
the smoothie market, however, the granini Fruchtgenuss
Smoothie failed to meet expectations.
The company established a completely new category
with the fruit snacks introduced to the FruchtTiger
line for children. Now available in three varieties –
Apple-Banana-Strawberry, Multi-Fruit and Apple-
Cherry-Banana – the new product concept has
be come very popular among consumers. Made from
100 % fruit, the FruchtTiger fruit snack is an attractive
alternative as a healthy between-meal treat – and the
perfect solution for kids on the go in the convenient
pouch pack.
Despite the general stagnating trend in out-of-home
consumption, Eckes-Granini made good gains in
this sector as well. The granini brand extended its
market lead.
In addition to broad-based support for all brands
through media campaigns in all relevant channels
(print, TV, etc.) and attractive POS activities, advertising
activities in 2008 were focused on hohes C
Naturelle and a new TV commercial for the hohes C
juice range.
With the installation of a second PET filling line and
the successful upgrade of the water-treatment system,
the company has equipped the Bröl production
plant to meet the challenges of the future. Comprehensive
measures were undertaken to maintain and
expand the company’s key expertise in the field of
cold-aseptic filling.
Fittingly celebrated with a big party for employees
and a promotional campaign in the retail trade, the
50th birthday of the hohes C brand was truly a milestone
occasion. hohes C – a genuine brand classic –
has been synonymous with healthy orange juice for
half a century. With its superior quality and unique
position as a vitamin C supplier for the whole family,
hohes C was a success from the outset and has
retained its clear market lead ever since.
In 2009 the company plans to focus on strengthening
its portfolio of refreshing, thirst-quenching beverages
with hohes C Naturelle and granini Fruit Prickler, while
expanding the new “fruit snack” category under the
FruchtTiger line of children’s products. Core business
will also remain a focal point of marketing investments
in 2009.
| * Market data for the retail food trade, incl. hohes C Naturelle
Germany
27

28 France
“ Passion
for our job
is what drives us.
Marc Bândelier
”
| France |
ECkES-GRANINI FRANCE SNC:
REORGANIzATION LAYS THE FOUNDATION
FOR FUTURE SUCCESS
The French fruit beverage market was characterized
by stagnant volume sales and value sales growth
of 5 % in 2008. However, a downward trend was
noted toward the end of the year. The general economic
recession has now begun to affect fruit juice
consump tion as well, and the higher-priced chilled
juice seg ment has been particularly hard hit. This
trend has been accompanied by strong growth in
sales of trade labels, which now hold a 47 % valuebased
market share, as well as declining demand for
branded products. *
In spite of this problematic market situation,
Eckes-Granini France succeeded in positioning itself
for future success with its strategic brands during
the past business year. Following the sale of trade
label operations in April 2008, total turnover declined
as expected, while turnover from sales of branded
products rose by 2.5 %.
The most powerful growth driver is Joker, which
benefited from the sustained success of its “100 %
Pur Jus” premium segment and the strong performance
of the unique “Le Fruit” Ovaline carton line.
The brand was also strengthened by the introduction
of two new “Vital Bienfaits“ varieties, which were
among the best innovations in the ambient fruit
juice market in 2008.
In support of Joker, the company launched the new
“Obsession Quality” TV advertising campaign, which
emphasized the brand’s role as quality leader. The
new claim “Life in every glass“ underscores Joker’s
position as a healthy fruit juice brand.
As expected, Eckes-Granini France recorded lower
overall volume sales in the out-of-home sector, primarily
as the result of the decision to discontinue certain
unprofitable business operations. The strategic focus
on the granini brand in the out-of-home sector enabled
the company to strengthen the brand’s presence
while stimulating growth significantly, particularly in
the greater Paris area.

A major focus for Eckes-Granini France in 2008 was
the corporate restructuring process. As previously
announced in the autumn of 2007, the company divested
itself of its trade label operations in Sarre-Union
(Alsace) in April. The new owner is Laiterie de Saint
Denis de l’Hôtel (LSDH). This move enables the French
national organization – in keeping with the strategic
orientation adopted by the entire Eckes-Granini Group
– to focus on its strong brands and the production
facility in Mâcon in support of the goal of achieving
sustainable, long-term growth in company value.
Within the context of the reorganization of business
operations, a new sales offi ce was opened in Paris
and the Purchasing and Research & Development
Departments were consolidated in Mâcon. Management
and administrative departments have remained
in Sarre-Union as planned. The company has hired
more than 30 new employees in order to fi ll existing
vacancies and strengthen its business competence in
general. Furthermore, the fi rst steps in the implementation
of an extensive three-year investment
plan were taken at the Mâcon facility. The objectives
are to increase capacities and effi ciency, to achieve
further improvements in product quality and to mo dernize
the plant in the interests of establishing better
working conditions.
Having successfully realized a number of restruc turing
measures during the course of the past year, the
“new” Eckes-Granini France is now ideally equipped
to meet current and future challenges in the market.
The company has not only established an excellent
position with fresh ideas and programmes in support
of its brands, but has also enhanced its strength in all
major departments – including Sales, Supply Chain
and Finance – in terms of both personnel and organizational
competence, in anticipation of future market
developments.
| * Market data for the retail food trade
France
29

30 Austria
“ Why I’m glad to be working
for Eckes-Granini? The answer is simple:
we’ve got great brands,
and I’m part of a wonderful family.
Silke Goos-Pernecker
”
| Austria |
ECkES-GRANINI AUSTRIA GMBH:
FOCUS ON STRATEGIC BRANDS PAYS OFF
Despite a 3.7 % decline in volume sales, the Austrian
fruit beverage market recorded 8.3 % increase in value
sales in 2008, driven primarily by higher consumer
prices. Although volume sales in the Austrian syrup
market stagnated, value sales were up slightly compared
to 2007. *
Eckes-Granini Austria GmbH held its position in the
fruit beverage market with a value-based market share
of 9.6 %, while extending its lead in the syrup segment
with 30.3 % value-based market share. *
Total volume sales by Eckes-Granini Austria fell slightly
below the 2007 fi gure, due above all to the planned
decline in sales of tactical brands. The company’s
focus on strategic brands – hohes C, YO Syrup and
FruchtTiger – paid off, however.
The conversion from glass to PET bottles for hohes C
initiated in June 2007 was successfully established in
the market.
Achieving the highest rate of growth in the market as
a whole (+ 7 %), hohes C showed impressive strength
in the face of the overall downward trend. The hohes C
1-litre PET range was fi rmly established with the support
of an effective TV marketing campaign.
JetZt neu
An important factor in this positive development
was the launch of hohes C Mild Multivitamin, which
contributed signifi cantly to further growth for the
basic range.
Nur die
fruchtigsten
Früchte
Sales of the popular FruchtTiger children’s brand continued
to increase, thanks largely to the success of the
0.5-litre PET bottle. The launch of the FruchtTiger fruit
snack in the Apple-Banana-Strawberry and Multivitamin
varieties contributed to overall brand value growth,
while underscoring and enhancing the brand’s popularity
and innovative strength. Produced from 100 % fruit,
the FruchtTiger fruit snack offers a convenient source
of fruit as a between-meal treat. The practical squeeze
pack fi ts in every pocket.
With new listings and a larger market share, YO Syrup
established itself as the unrivalled leader in the Austrian
syrup market during the past year. The two new Apple
and Pear varieties contributed signifi cantly to continued
growth for the brand and provided substantial support
for the syrup range as a whole.
TV and radio commercials attracted considerable
attention to the YO Syrup brand in 2008. With its
slogan “Only the fruitiest fruits”, Eckes-Granini Austria
underscored the brand’s expertise in the fi eld of fruit
products and strengthened its unique, emotional
market position. Further impulses of YO Syrup will be
generated in support of long-term success and continued
growth in 2009.
| * Market data for the retail food trade

“
I feel proud to work
for Eckes-Granini –
a leading European
fruit beverages company.
Vidas Komparskas
| Baltic States |
UAB ELMENHORSTER VILNIUS * :
”
MARkET LEAD IN LITHUANIA MAINTAINED
Volume sales remained stable overall in the Lithuanian
fruit beverage market in 2008, despite a significant
decline toward the end of the year (-13 %). The value
of sales rose by 9.8 %, however. **
UAB Elmenhorster Vilnius * held its market lead in this
business environment with a value-based market share
of 18.1 % ** despite market share losses during the
first six months of 2008.
The installation of a 1.0-litre Tetra Prisma carton filling
line and a 2.0-litre SIG Combiblock line now enable
the production facility in Vilnius to keep pace with
current market developments.
The product portfolio of the Elmenhorster brand was
extended and optimized through the addition of new,
attractive varieties. The company opened the year
2008 with a relaunch of the 1.0-litre basic range in
the new Tetra Prisma carton and a new design. Two
new varieties – cherry and grapefruit – were also
introduced during the year.
Sustained advertising support focused largely on
TV commercials was provided primarily for the
Elmenhorster basic range.
Estonia and Latvia: Substantial growth
The strong growth trend of the preceding year in the
overall market for fruit beverages came to an end in
Estonia as well – the result of volume declines toward
the end of 2008.
The national organizations managed by Eckes-Granini
Nordic recorded solid double-digit volume sales gains.
This provided the foundation for a marked improvement
in value-based market share in Estonia to 8.4 % ** .
The most important growth driver in Estonia was the
Marli brand. The 2.0-litre carton, the most popular
packaging unit, appeared in a new design, and a new
1.0-litre range in cartons was introduced during the
year. The Marli brand also received advertising support
in 2008.
The positive performance trend in Latvia was driven
primarily by the Elmenhorster brand, which recorded
significant growth.
| * UAB Elmenhorster Vilnius was officially renamed UAB
Eckes-Granini Lietuva effective March 19, 2009.
| ** Market data for the retail food trade
Baltic States
31

32 Finland
“ Authentic in the way
we act and behave,
with heart and soul.
Essi Jokisipilä
”
| Finland |
OY MARLI AB * :
SUCCESS WITH INNOVATIVE CONCEPTS
Over the course of the year 2008 – and particularly
during the last quarter – fruit beverage consumption
began to shift toward the lower-priced segments as
consumers reacted to the troubled economic situation.
Total volume sales by Oy Marli Ab * fell short of last
year’s level, due to the planned decline in sales of tactical
brands, while strategic brands continued to perform
well. Marli and granini were the leading growth
drivers, as both brands recorded 5 % volume gains
and achieved equivalent turnover gains. Supported by
a 36 % increase in market investments, Oy Marli Ab *
succeeded in maintaining its dominant position.
One important innovation in 2008 was the launch of
the new Marli kupliva line, a combination of carbonated
spring water and fruit juice that was introduced
to the highly competitive carbonated refreshment
beverage segment in the spring. Both the concept
and the taste of the new product were well received
by consumers. Distribution is to be expanded with the
support of various promotional measures, including
tasting offers.
A second product launch followed in the autumn with
the introduction of Marli Vital Protect. The distinctive
feature of this product is a special combination of
different berries that are naturally rich in antioxidants
(protect cells against ageing), which makes it particularly
appealing to health-conscious consumers. The
launch progressed with very promising results.
The response to the new granini Fruit Moment concept
was equally positive. The product was introduced
to the rapidly growing chilled smoothies segment.
Product launches were supported in 2008 by broadreach
advertising campaigns that attracted considerable
attention. Both Mehukatti and Marli defended
their positions as the best-known brands in the fruit
beverage category in Finland.
key investments in 2008 included the installation of
a second carton filling line.
Oy Marli Ab * will continue to develop its strong
market position with innovative concepts in 2009 as
well. New impulses for the currently declining syrup
market are expected from the Marli Natural Syrup
line, which offers such distinctive features as high fruit
content, no preservatives and environmentally friendly,
recyclable carton packaging. As a totally new product
concept, the new Mehukatti Fruit Snacks made of
100 % fruit offer a healthy, convenient alternative for
between-meal treats.
| * Effective February 1, 2009, Oy Marli Ab was renamed as
Eckes-Granini Finland Oy Ab.

The attitude and leadership style
“ that prevail at our company
enable us to be open-minded.
János Barna
| Hungary |
SIÓ-ECkES kFT.:
POSITIVE IMPULSES FOR SIÒ
”
Volume sales in the Hungarian fruit beverage market
fell by 4.3 % in 2008, while value sales rose slightly
by 1 %. The recession, accompanied by declining real
income and rising inflation, confronted the business
community with major challenges. The global
economic crisis also impacted on the market for fruit
beverages, leading in turn to increasingly aggressive
competition among suppliers. *
In the face of this difficult business climate and
despite a slight downward trend in volume sales, SIÒ-
ECkES succeeded in strengthening its clear number 1
position with a value-based market share of 26.4 %. *
The strategic brands SIÓ and hohes C are the market
leaders in their respective segments.
Two new varieties – Pear and Multivitamin – were
added to the SIÓ premium range in 2008. Positive
impulses for the SIÓ brand were also generated by
the SIÓ fresh & fruit range of non-carbonated refreshment
beverages, which contributed significantly to
overall growth with a 16 % gain in volume sales.
The launch of SIÓ VitaTigris fruit snacks also played
an important role in the good overall performance.
A 100 % fruit product sold in the practical resealable
squeeze pack, this delicious, fruity snack is perfect for
people on the go. SIÓ-ECkES has established a new
product category in the Hungarian market with this
innovative concept. The SIÓ könny és zamatos (Light
and Delicious) line appeared in a new packaging
design and was also extended through the add ition of
new flavour varieties.
The hohes C range of Mild Juices was successfully
extended with the launch of the Mild Multivitamin
variety.
Advertising support was provided in 2008 for the SIÓ
Premium, SIÓ VitaTigris fruit snack and SIÓ fresh &
fruit brands as well as the hohes C range, with special
emphasis on the new hohes C Mild Multivitamin juice.
In 2008, SIÓ-ECkES initiated the “köszönjük, SIÓ!”
project, a children’s aid programme for needy families
with school-age children, who were equipped with
school bags.
The partnership with Szentkirályi, a leading mineral
water brand, was successfully continued in 2008.
SIÓ-ECkES strengthened its market position further
through cooperation with the producer of the Bomba!
energy drink. As market leader, SIÓ-ECkES will
continue to generate fresh impulses for the Hungarian
market with new products and initiatives in 2009.
| * Market data for the retail food trade
Hungary
33

34 Romania
“ We benefit every day
from our cultural diversity and our
wide-ranging experience.
Elena Maracine
”
| Romania |
ECkES-GRANINI ROMANIA S.R.L.:
BREAkTHROUGH WITH GRANINI IN ROMANIA
Driven by strong demand for juices and nectars, the
value of sales in the Romanian fruit beverage market
grew by about 4 %. *
In cooperation with its strategic partner Carlsrom
Beverage Co., Eckes-Granini Romania S.R.L. achieved
a marked improvement in the market position of the
granini brand in 2008. With volume sales totalling
16 million litres, the Romanian company reached a
new dimension, while building granini’s value-based
market share to 3.5 % during the past business year
(2007: 1.1 %). *
The launch of the granini Rãcoarea Fructelor noncarbonated
refreshment beverage line played a
crucial role in this positive development. Romanian
consumers were impressed above all by the extraordinary
fruitiness and the premium quality of the new
product. It was introduced in 1.5-litre and 0.5-litre PET
bottles in five refreshing varieties: Orange, Grapefruit,
Apple-Black Currant, Lemon and Orange-Passion Fruit.
The launch of this innovative line had a very positive
impact in terms of brand recognition. The new product
contributed significantly to the achievement of an
impressive brand recognition rating of 58 %.
Extensive advertising measures, including a TV campaign,
product samples and consumer promotions in
seven large cities, attracted considerable attention.
The range of granini juices and nectars introduced to
the Romanian market in 2006 also showed gratifying
results in 2008. The sustained success of the granini
brand and its products is due in large measure to the
effective expansion of the distribution network, with
strong support from the sales force, and not least of
all to the diverse, broad-based marketing programme
involving consumer advertising via traditional media
as well as POS activities.
Another important event in 2008 was the successful
commissioning of the cold-aseptic filling line at
the Bucharest plant. A total of 12 million EUR were
invested in this modern production line and in other
measures as well.
Plans for 2009 call for further expansion of the granini
Rãcoarea Fructelor refreshment beverage range and
the granini juice and nectar range with the introduction
of new products and strong advertising support.
| * Market data for the retail food trade

“ The feeling is
as if we are one big family,
where everyone works for everyone else
and supports one another.
Goran Mazalovic
| Scandinavia |
”
ECkES-GRANINI SCANDINAVIA:
SUBSTANTIAL INVESTMENTS IN THE PRODUCTION PLANT
IN SUPPORT OF FURTHER BUSINESS ExPANSION
Driven by the positive trend in demand for chilled fruit
juices, the Swedish fruit beverage market recorded significant
value growth (6.6 %) despite a 1.9 % decline
in volume sales resulting from decreasing demand for
non-chilled fruit beverages. Similar trends were evident
in Norway and Denmark in 2008. Scandinavian
markets felt the impact of increasing competition, a
large number of new product launches and a general
drop in demand during the last quarter of 2008. *
Brämhults Juice AB maintained its position as the
leading supplier of chilled premium fruit juices in the
Swedish market during the past business year. The
company ended the year with a value-based market
share of 8.3 % in Sweden. The market share in Denmark
was 4.0 %. *
All of the Group’s Scandinavian organizations contri b-
uted to growth in both turnover and volume sales.
The strongest gains were recorded in Norway. Market
growth is likely to slow in 2009, while Brämhults is
expected to make further advances in the premium
segment.
The new premium Orange-Raspberry and Orange-
Pineapple varieties introduced in the 1.0-litre range
in the autumn of 2008 contributed significantly to
these good results. Also offered for the first time in
the larger bottle, Brämhults Carrot Juice quickly advanced
to become one of the most popular vari eties
in the 1.0-litre range. Other new product launches
are planned in this premium segment in 2009. New
smoothies varieties in 1.0-litre bottles are expected
to stimulate further growth in this segment. The first
new smoothies flavours (Black Currant-Apple and
Carrot) were introduced in the autumn of 2008.
The Brämhults brand was supported by print ads
and continuation of the successful below-the-line
campaign designed to promote word-of-mouth
advertising. The popularity and impact of these products
were confirmed by two first prizes – one in the
“Taste Sensations” category – awarded to Brämhults/
Valsølille at the Food Expo, the largest food trade fair
in Denmark, which focused on the theme of “healthy
nutrition” in 2008.
Substantial investments were devoted to the expansion
of production capacities and further improvements
in efficiency and quality. These measures will
be completed during the third quarter of 2009. The
goal is to stimulate further business growth on a
sustainable basis.
| * Market data for the retail food trade
Scandinavia
35

36 Spain
“ I am very proud
of our brand granini.
It has a magical aura
and our consumers and
clients love it.
Santos Martinez
| Spain |
ECkES-GRANINI IBÉRICA S.A.:
MARkET POSITION MAINTAINED
IN A DIFFICULT COMPETITIVE ENVIRONMENT
Although the Spanish fruit beverage market recorded
slight volume growth overall in 2008, sales declined
signifi cantly during the last two quarters. The nonchilled
fruit beverage segment – which accounted
for 84 % of the total market – showed only a slight
downward trend towards the end of the year. Volume
sales of chilled fruit beverages declined more dramatically,
as consumers responded to the troubled economic
climate by choosing lower-priced products. *
Sales of beverages in PET bottles rose markedly, accompanied
by an appreciable decline in demand for
glass bottles and stagnation in the cartoned beverage
segment. *
”
Out-of-home consumption was also affected by
the weak economy and exhibited a downward trend
as well.
Eckes-Granini Ibérica performed clearly better than
most other brand suppliers in this extremely diffi cult
market environment. The company held its position in
the retail food trade with a value-based market share
of 9.0 %, * while turnover in the out-of-home sector
slumped along with the market as a whole.
The 1.5-litre PET line in the basic granini portfolio
achieved above-average results. The brand offered a
new taste sensation with the newly introduced exotic
granini “Fruit of the Year” – Orange-Pitahaya. The
granini Smoothies range and the granini Fruta Fresca
non-carbonated refreshment concept lagged behind
expectations in 2008.
PET will be the major focus of activities at Eckes-Granini
Ibérica in 2009. The entire granini 1-litre glass range
will be converted to the convenient PET bottle in the
summer. A new fi lling line has been installed at the
local facility of a strategic partner in order to ensure
suffi cient production capacities. The company views
this conversion as an important prerequisite for future
growth. The process will be accompanied by the imple
mentation of a modern production and logistics
concept devoted to concentrating production locally
in order to reduce logistics costs. The new logistics
centre will enable the company to supply the retail
food trade more effi ciently and effectively.
| * Market data for the retail food trade

“
For me it is
especially rewarding to work
with colleagues from
different countries.
Danielle Bloechle
| Switzerland |
”
ECkES-GRANINI SUISSE S.A.:
GRANINI AND HOHES C
RENEWED VOLUME SALES GAINS
The Swiss fruit beverage market recorded year-on-year
gains in both volume sales (+ 3.6 %) and sales value
(+ 6.0 %) in 2008. Volume and sales value rose at
double-digit rates in the chilled juice segment despite
a substantial decline in the demand for smoothies. *
Eckes-Granini Suisse S. A. achieved signifi cant volume
sales and turnover growth, driven by the strategic
brands granini and hohes C which increased their
volume sales by 5 %. This positive trend was evident
in both the retail food trade and the out-of-home
sector. Eckes-Granini Suisse S. A. maintained its leading
position in the Swiss fruit beverage market with a
value-based market share of 9.9 %. *
mont OP pronto:Mise en page 1 31.1.2008 10:37 Page 1
Orange-
Pitahaya
The launch of the Pink Grapefruit-Orange, the third
variety in the granini Frucht Prickler range, was a
success. The range continued to perform well in the
market, supported above all by a broad-based TV
advertising campaign.
Equally successful during the past year was the
granini “Fruit of the Year” concept featuring the
Orange-Pitahaya (dragon fruit) variety. This unique
combination of sun-ripened oranges – the most
popular fl avour in Switzerland – and the sweet-andsour
taste of the aromatic tropical cactus fruit was a
hit with consumers. Marketed with great success in
Switzerland for the past ten years, the “Fruit of the
Year” concept regularly offers new, unusual and
surprising taste varieties that underscore the fruit
expertise and versatility of the granini brand.
In addition to extending the “Fruit of the Year”
programme with the popular Orange-Pitahaya mix,
the company plans to introduce hohes C in the Mild
Orange and Multivitamin varieties in traditional 1-litre
cartons in 2009. The extensive granini range will also
be expanded once again through the addition of a
Peach variety in 1-litre PET bottles.
| * Market data for the retail food trade
NEU
na
Rafraîchissant, naturel et si fruit
nouveau
Switzerland
37

38 Export
“
Our objective for the future
is to develop our network in order
to get the most out of it.
Pascal Philipp
”
| Export |
BUSINESS UNIT ExPORT:
RESULTS ExCEED ExPECTATIONS
The export markets of interest to the Eckes-Granini
Group exhibited positive development during the
past business year. The largest contributors to growth
were premium brands and products in the Central
European fruit beverage markets. Positive trends were
also noted in the French Overseas regions and the
African markets.
Exports by the Eckes-Granini Group exceeded expectations
with a 5 % gain in volume sales. The Business
Unit Export made significant progress toward its objective
of establishing sustainable, profitable business
operations in the relevant export markets in 2008.
The focus on and investments in the premium brands
granini and YO Syrup, coupled with improvements in
market proximity, were key success factors.
The appointment of local business managers in such
important countries as the Czech Republic, Belgium
and Russia also contributed to these positive developments.
By filling these positions, the Group moved
FAVORIT VAŠÍ RODINY
NYNÍ I POMERANC
JEN TO
NEJOVOCNEJŠÍ
OVOCE
YO_clv.indd 1 10.3.2008 11:23:46
closer to local markets and enhanced its ability to
re spond effectively to individual market needs. Fur-
thermore, the new business models resulted in higher
turnover, which enables the Group to make investments
in marketing. An international marketing expert
appointed in 2008 is tasked with ensur ing sufficient
integrated marketing support.
The granini brand, the “export flagship” of the
Eckes-Granini Group, recorded good results with a
5 % gain in volume sales. YO Syrup achieved 24 %
growth, primarily in the Czech Republic and Slovakia.
Supported by a large-scale media and promotional
campaign, the new orange variety has now become
one of the most popular flavours in the premium
syrup market.
The Réa brand defended its leading position in the
French Overseas regions with a value-based market
share of 10 %. Joker recorded dynamic growth in the
same markets, driven above all by the demand for the
unusual, distinctive Ovaline carton packaging format.
The results of the first full business year following the
introduction of the new business model will be recorded
in Belgium, Russia, the Czech Republic and Slovakia
at the end of business year 2009. With the support of
the new local business managers and higher marketing
budgets and investments, the Eckes-Granini Group
expects to develop good prospects for sustained
growth in the export business.

Export
39

40 key Business Figures, Commentary
| Key Business Figures |
Profi t and loss statement (in million EUR) 2006 2007 2008
Volume sales in million litres 1,067.4 1,152.8 1,085.6
Net sales before excise taxes 818.1 921.0 917.3
Excise taxes 6.4 6.9 5.8
Net sales after excise taxes 811.8 914.1 911.4
Purchases - 480.4 - 574.5 - 541.3
Personnel costs - 79.0 - 80.4 - 80.6
Depreciation - 13.5 - 14.5 - 13.3
Other expenses / income - 202.0 - 206.4 - 227.8
Earnings before interest and taxes (EbIT) 37.0 38.3 48.4
EbIT margin 4.6 % 4.2 % 5.3 %
| Commentary |
Profi t and loss statement
Despite a diffi cult market environment the
Eckes-Granini Group achieved good results once
again in the past business year.
While total volumes sales declined, the Group
recorded both volume (+ 1 %) and turnover (+ 4 %)
gains in its core fruit beverage business following
its withdrawal from the Russian market and the
sale of trade label operations in France.
Earnings (EbIT) rose signifi cantly to 48.4 million EUR
despite turnover losses attributable to the troubled
economic situation in the fourth quarter of 2008.

Wesentliche kennzahlen, kurzerläuterungen
39

42 Internet / Publishing Data
| Eckes-Granini on the Internet |
Corporate websites:
www.eckes-granini.com
National websites:
www.eckes-granini.at
www.eckes-granini.ch
www.eckes-granini.de
www.eckes-granini.es
www.eckes-granini.fi
www.eckes-granini.fr
www.eckes-granini.hu
www.egnordic.com
www.bramhults.com
www.bramhults.se
www.bramhults.fi
www.bramhults.no
www.bramhults.dk
www.elmenhorster.lt
www.marli.ee
www.marli.fi
www.sioeckes.hu
Brand websites:
www.granini.com
www.granini.com.ro
www.granini.at
www.granini.ch
www.granini.de
www.granini.es
www.granini.fi
www.granini.fr
www.hohes-c.com
www.hohes-c.at
www.hohes-c.ch
www.hohes-c.de
www.hohes-c.hu
www.bramhults.com
www.elmenhorster.lt
www.fruchttiger.at
www.fruchttiger.de
www.joker.fr
www.marli.fi
www.mehukatti.com
www.rea.fr
www.sio-juice.hu
www.valsølille.dk
www.yofruchtsirup.at

Eckes-Granini Group GmbH AnnuAl rEport 2008

| Publishing Data |
Publisher
Eckes-Granini Group GmbH
Main Office
Ludwig-Eckes-Allee 6
55268 Nieder-Olm, Deutschland
Telephone: +49 (0) 61 36 / 35 05
Telefax: +49 (0) 61 36 / 35 10 81
E-mail: info@eckes-granini.com
Contact
Engel & Zimmermann AG
Agentur für Wirtschaftskommunikation, Gauting
Telephone: +49 (0) 89 / 89 35 63-3
Telefax: +49 (0) 89 / 89 39 84 29
E-mail: info@engel-zimmermann.de
Concept
Engel & Zimmermann AG
Agentur für Wirtschaftskommunikation, Gauting
Design and Realisation
Welcome Marketing GmbH, Schondorf am Ammersee
Photo Credits
Eckes-Granini Archive
Peter Hamel, Hamburg
Karl Newedel, Munich
Corbis, Masterfile
This Annual Report is also available in German.
Dieser Geschäftsbericht ist ebenfalls in deutsch erhältlich.