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NATURA'S DAY
Cajamar | December 09
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Risk
management
and auditing
Natura
>
BRAZIL
·
Strengthen leadership using brand and channel penetration
·
Room for expanding market share in sub-categories
1
2
>
LATIN AMERICA
·
New growth cycle with significant market share
·
More customized business model
·
Acknowledgement for corporate behavior
>
MANAGEMENT
·
Business and Regional Units; Proximity to consumers
·
Development of leaderships
3
Looking ahead
Delivery of Triple
Bottom Line
Differentiated Value Proposition
channel
products
corporate behavior
brand
Source:Natura Processes Chain
Chain of Processes
Main processes
Support
processes
Management Processes
People
management
Information
technology
Finances
Business
Units
Brand management
Product
availability
NC order cycle
Commercial
management
Commercial
innovation
Relationship
management
Management of
Legal and regulat.
requirements
Management of
Sustainability
Planning
Corporate
Governance
M
a
r
k
e
t
W
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l

b
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d
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v
a
l
o
r
Regional
units
management
Quality
innovation
Product
Strategic
C
u
s
t
o
m
e
r
s

(
N
C
/
F
C
)
Differential
Natura
T
h
e

N
a
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a

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s
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Differentiated Value Proposition
Social:
>
Wealth creation for consultants
>
R$ 55 million invested in SER
1
>
Benefits shared with extractivist
communities
Economic:
>
Strong Cash Generation
>
Growth and Profitability
>
Consistent dividend distribution
Environmental:
>
Neutral carbon footprint
>
Use of refill packaging
>
Sustainable extraction
>
Use of recyclable and recycled
materials
Delivery of Triple Bottom Line
channel
products
Corporate behavior
brand
1
Social-environmental responsibility
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Natura
Differentiated Value Proposition
channel
products
corporate behavior
brand
Chain of Processes
Main processes
Support
processes
Management Processes
People
management
Information
technology
Finances
Business
Units
Brand management
Product
availability
NC order cycle
Commercial
management
Commercial
innovation
Relationship
management
Management of
Legal and regulat.
requirements
Management of
Sustainability
Planning
Corporate
Governance
M
a
r
k
e
t
W
e
l
l

b
e
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ng
/
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g

w
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N
a
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r
a
P
r
o
p
o
s
t
a

d
e

v
a
l
o
r
Regional
units
management
Quality
innovation
Product
Strategic
C
u
s
t
o
m
e
r
s

(
N
C
/
F
C
)
Differential
Natura
T
h
e

N
a
t
u
r
a

E
s
s
e
n
c
e
V
a
l
u
e

P
r
o
p
o
s
i
t
i
o
n
Source:Natura Processes Chain
>
BRAZIL
·
Strengthen leadership using brand and channel penetration
·
Room for expanding market share in sub-categories
1
2
>
LATIN AMERICA
·
New growth cycle with significant market share
·
More customized business model
·
Acknowledgement for corporate behavior
>
MANAGEMENT
·
Business and Regional Units; Proximity to consumers
·
Development of leaderships
3
Looking ahead
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Looking Ahead
>
BRAZIL
·
Strengthen leadership using brand penetration and channel
·
Room for expanding market share in sub-categories
1
2
3
>
LATIN AMERICA
·
New growth cycle with significant market share
·
More customized business model
·
Acknowledgement for corporate behavior
>
MANAGEMENT
·
Business and regional units
·
Development of leaderships
·
Greater proximity to consumers
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Natura
Risk
management
and auditing
>
BRAZIL
·
Strengthen leadership using brand and channel penetration
·
Room for expanding market share in sub-categories
1
2
>
LATIN AMERICA
·
New growth cycle with significant market share
·
More customized business model
·
Acknowledgement for corporate behavior
>
MANAGEMENT
·
Business and Regional Units; Proximity to consumers
·
Development of leaderships
3
Looking ahead
Delivery of Triple
Bottom Line
Differentiated Value Proposition
channel
products
corporate behavior
brand
Source:Natura Processes Chain
Chain of Processes
Main processes
Support
processes
Management Processes
People
management
Information
technology
Finances
Business
Units
Brand management
Product
availability
NC order cycle
Commercial
management
Commercial
innovation
Relationship
management
Management of
Legal and regulat.
requirements
Management of
Sustainability
Planning
Corporate
Governance
M
a
r
k
e
t
W
e
l
l

b
e
i
ng
/
b
e
i
n
g

w
e
l
l
E
s
s
ê
n
c
i
a
N
a
t
u
r
a
P
r
o
p
o
s
t
a

d
e

v
a
l
o
r
Regional
units
management
Quality
innovation
Product
Strategic
C
u
s
t
o
m
e
r
s

(
N
C
/
F
C
)
Differential
Natura
T
h
e

N
a
t
u
r
a

E
s
s
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n
c
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V
a
l
u
e

P
r
o
p
o
s
i
t
i
o
n
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Processes Chain
Natura's Day
Main processes
Management Processes
Business
Units
Brand management
Product availability
Product
innovation
Commercial
management
Commercial
innovation
Management of
legal and
regulatory
requirements
Strategic
planning
Corporate
governance
M
a
r
k
e
t
C
u
s
t
o
m
e
r
s

(
N
C
/
F
C
)
W
e
l
l

b
e
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n
g
/
be
i
n
g

w
e
l
l
Natura
Differential
T
h
e

N
a
t
u
r
a

e
s
s
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n
c
e
V
a
l
u
e

P
r
o
p
o
s
i
t
i
o
n
Source: Natura Processes Chain
Regional Units
Management of
sustainability
Risk
management
and auditing
NC order cycle
Support
processes
Quality
management
People
management
Information
technology
Finance
Relationship
management
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Natura's Day
Agenda
Welcome & Outlook
Business Units
Commercial Management, Regional Units and Commercial Innovation
International
Culture and Leadership
On-site visit
Coffee Break
Workshop: Natura Meeting
Breakfast
Product Innovation
Q&A
Q&A
Q&A
Lunch
Results
Operations & Logistics
Final Remarks
Sustainability
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Business Units
Mônica Gregori
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Business Units
Agenda
> Natura Chain of Processes
> Business Units: Concept
> Organization by Business/Regional Units and Processes
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Business Units
Agenda
>
Natura Chain of Processes
> Business Units: Concept
> Organization by Business/Regional Units and Processes
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Business Units
Organization by Business/Regional Units and Processes
Guidelines for Organizational Design
Market guidance:
organization able to identify, create and capture opportunities in
each region and in each category
Outlining of processes and organization, considering:
­ Management focused on
BUs and RUs
­ Opportunity and risks for Natura from
economic, environmental and social
impacts
­ Building
culture and brand
­ Relationship with
stakeholders
Clear definition of the roles and responsibilities
, minimizing fragmentation of
the processes and speeding decision-making
More horizontal organization generating increased
commitment, responsiveness,
autonomy and entrepreneurship.
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Business Units
Agenda
>
Natura Chain of Processes
> Business Units: Concept
> Organization by Business/Regional Units and Processes
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Business Units
Natura's Chain of Processes
Main processes
Management Processes
Business
Units
Brand management
Product availability
Product
innovation
Commercial
management
Commercial
innovation
Management of
legal and
regulatory
requirements
Strategic
planning
Corporate
governance
M
a
r
k
e
t
C
u
s
t
o
m
e
r
s

(
N
C
/
F
C
)
W
e
l
l

b
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g
/
be
i
n
g

w
e
l
l
Natura
Differential
T
h
e

N
a
t
u
r
a

e
s
s
e
n
c
e
V
a
l
u
e

P
r
o
p
o
s
i
t
i
o
n
Source: Natura Processes Chain
Regional Units
Management of
sustainability
Risk
management
and auditing
NC order cycle
Support
processes
Quality
management
People
management
Information
technology
Finance
Relationship
management
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Business Units
Agenda
> Natura Chain of Processes
> Business Units: Concept
> Organization by Business/Regional Units and Processes
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Business Units
Concept
Product
availability
Development
Business Units
Marketing
Planning
(estimate)
Sub-brand
marketing
Finance ­
Planning and
control
Note: Scheme represents the business unit concept, and does not represent the structure.
Consumer
Insight
Planning and
Processes
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THANK YOU!
Mônica Gregori
monicagregori@natura.net
55 11 4446 2650
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Commercial Management
Erasmo Toledo
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Main processes
Management Processes
Business
Management
Business Units:
A ­ Integrating body and
mind
B ­ Revealing beauty
C ­ Strengthening
relationships
D ­ Valuing diversity
Brand management
Product availability
Product
innovation
Commercial
management
Commercial
innovation
Management of legal
and regulatory
requirements
Strategic
planning
M
a
r
k
e
t
C
u
s
t
o
m
e
r
s

(
N
C
/
F
C
)
W
e
l
l

b
e
i
n
g
/
b
e
i
ng w
e
l
l
Natura
Differential
T
h
e

N
a
t
u
r
a

e
s
s
e
n
c
e
V
a
l
u
e

P
r
o
p
o
s
i
t
i
o
n
Source: Natura Processes Chain
Management of
sustainability
Risk management
and auditing
NC order cycle
Support
processes
Quality
management
People management
Information
technology
Finance
Relationship
management
Market
Management
SPc region
SPi region
Regions MG+RJ+ES+CO
Southern Region
Regions NE+N
Corporate
governance
Product and Commercial Management
Commercial Management
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Product & Commercial Management
Regional Units
SPC
RU
North
Northeast
RU
Brazilian
Midwest
RU
South
RU
SPI
RU
SPC
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Product and Commercial Management
Regional Units
JAN
FEB
MAR
APR
MAY
JUN
JUL
AUG
SEP
OCT
NOV
DEC
1
2
3
4
5
6
7
8
9 10 11 12 13 14 15 16 17 18
months
cycles
Week 1
Week 2
Week 3
Week 1
Week 2
Week 3
Week 1
Week 2
Week 3
Cycle 07
Week 1
Week 3
Week 3
Week 3
Week 1
Week 1
3 Weeks
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8
8
6
Product and Commercial Management
Sales Manager - SM
SM
·
·
Manages Results
Manages Results
·
·
Manages Teams
Manages Teams
·
·
Manages Regional Market
Manages Regional Market
·
·
Natura brand guardian in the region
Natura brand guardian in the region
sales manager
Commercial structure
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8
8
6
Product and Commercial Management
Relationship Manager - RM
RM
SM
With the NIC (Instructor Consultant):
With the NIC (Instructor Consultant):
· Management of sector results
· Development of the NICs (motivate, train and guide)
With the NCs:
With the NCs:
· Initial action with NC ­ a word of Welcome
· Train the NCs (Natura training and meeting)
· Motivate and recognize.
RM
RM
Relationship managers
Commercial structure
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8
8
6
Product and Commercial Management
Natura Instructor Consultant - NIC
SM
·
·
Invite people to become part of the Natura community
Invite people to become part of the Natura community
·
·
Encourage NCs to take part in events
Encourage NCs to take part in events
·
·
Visit and assist NCs of their group
Visit and assist NCs of their group
·
·
Support NCs in routine activities
Support NCs in routine activities
RM
RM
RM
NIC
instructor consultant
NIC
NIC
NIC
NIC
NIC
NIC
NIC
Commercial structure
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Commercial structure
8
8
6
Product and Commercial Management
Natura Consultant - NC
GV
GR
GR
GR
NC
Natura consultant
CNO
CNO
CNO
CNO
CNO
CNO
CNO
·
·
Disseminates our brand, product and services to our
Disseminates our brand, product and services to our
consumers
consumers
·
·
Strengthens FC
Strengthens FC
­
­
Natura relationship
Natura relationship
NC
NC
NC
NC
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Product and Commercial Management
Regional Units
·
Prepare and implement regional strategies
·
Market Planning Management
·
Implementation of Regional Training strategy
·
Attraction of Channel
·
Events and Recognition
·
Portfolio Management
·
Closer management contact with local stakeholders
RU
RU
­
­
objectives (main functions)
objectives (main functions)
MAXIMIZATION OF TRIPLE BOTTOM LINE
MAXIMIZATION OF TRIPLE BOTTOM LINE
(to be closer to the market/customer, capture regional opportuni
(to be closer to the market/customer, capture regional opportuni
ties, to have
ties, to have
a more dynamic management system)
a more dynamic management system)
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Product and Commercial Management
Commercial Management
Principal Sub-processes
Market Planning
Sales Planning
Integrated Communication
Demand Planning
Activation of SF and NC
Training
Relationship
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Product and Commercial Management
Commercial Management ­ Mission
Ensure the execution and evolution of marketing, sales and
relationship strategies through the governance of marketing, sales
and demand planning, communication, training, recognition,
relationship and incentives, enabling the strategies of the BUs and
RUs and optimizing triple bottom line results and strengthening
relations with the sales force, NIC, NC and FC.
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Product and Commercial Management
Commercial Management
Market Planning
Sales Planning
Integrated Communication
Demand Planning
Activation of SF and NC
Training
Relationship
promotions
Advertis
ing and
Media
samp
ling
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Product and Commercial Management
Commercial Management
Market Planning
Sales Planning
Communication Planning
Demand Planning
Activation of SF and NC
Training
Relationship
Availability
(registratio
n)
Productiv
ity
Activ
ity
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Product and Commercial Management
Commercial Management
Market Planning
Sales Planning
Integrated
Communication
Demand Planning
Activation of SF and NC
Training
Relationship
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Product and Commercial Management
Commercial Management
Marketing Planning
Sales Planning
Integrated Communication
Demand Planning
Activating SF and NC
Training
Relationship
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Product and Commercial Management
Commercial Management
Market Planning
Sales Planning
Integrated Communication
Demand Planning
Activation of SF and
NC
Training
Relationship
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Product and Commercial Management
Commercial Management
Market Planning
Sales Planning
Integrated Communication
Demand Planning
Activation of SF and NC
Training
Relationship
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Product and Commercial Planning
Commercial Management
Market Planning
Sales Planning
Integrated Communication
Demand Planning
Activation of SF and NC
Trainings
Relationship
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THANK YOU!
Erasmo Toledo
erasmotoledo@natura.net
55 11 4147 8400
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Innovation
Daniel Gonzaga
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Innovation
Agenda
> Research and Technology Centers
> Innovation to Economic Pillar
> Innovation to Social-environmental Pillars
> Organization and Infrastructure
> Natura Technological Innovation Campus Program
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Innovation
Agenda
> Research and Technology Centers
> Innovation to Economic Pillar
> Innovation to Socio-environmental Pillars
> Organization and Infrastructure
> Natura Technological Innovation Campus Program
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Innovation
Organization and Infrastructure
Desenvolvimento
de Produtos "D"
Pesquisa &
Tecnologia "P"
VP Inovação
Segurança de
Produtos
Cosmetic Surveillance
Clinical Research
Regulatory
Assuntos
regulatórios
Desenvolvimento
de Tecnologias
Development of
"D" Products
Research &
"P" Technology
VP Innovation
Product
development
Product
Safety
issues
Regulatory
Issues
Technology
Development
tecnologia de pele
tecnologia de pele
e de cabelos
e de cabelos
insumos
insumos
tecnologias
tecnologias
sustent
sustent
á
á
veis
veis
aplica
aplica
çõ
çõ
es
es
cosm
cosm
é
é
ticas e bem
ticas e bem
estar
estar
management of
technological
skin and hair
technology
raw materials
sustainable
technologies
cosmetic
use and
well being
innovation
and partnerships
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Innovation
Agenda
> Research and Technology Centers
> Innovation to Economic Pillar
> Innovation to Social-environmental Pillars
> Organization and Infrastructure
> Natura Technological Innovation Campus Program
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Innovation
Research and Technology Centers
Belém
SP - Cajamar
Paris
160 Researchers: 62% Post Graduates
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Innovation
Agenda
> Research and Technology Centers
> Innovation to Economic Pillar
> Innovation to Socio-environmental Pillars
> Organization and Infrastructure
> Natura Technological Innovation Campus Program
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Innovation
Economic Pillar
essential factor for growth
and business sustainability
Innovation Index*: 68%
*revenue from products launched in the past 2 years
Investment: 3% Net Revenue
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Innovation
Management Rituals
Technology Forum
R&T Director and Managers of technological platforms
Product Commitee
R&D Directors,
Managing Director
, VP Business, VP Innovation, Board Members
Innovation Committees
Director of BU, Prod. Dev. BU, Prod. Diss. BU, MKT
Product Innovation Process
New
Technology
Conclusion
Briefing
Design and
Prototype
Technical
Feasibility
Executive
Plan
Availability
Briefing
Technology Funnel
Innovation Funnel
Project Stages:
1,2,n...
Design and
Prototype
Financial
Feasibility
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Innovation
Open i
nnovation model... Innovation without frontiers
Research
Development
Company frontiers
The market
Research
Projects
Closed innovation:
internal ideas focus
CHESBROUGH, H. Open Innovation The New Imperative for Creating and
Profiting from Technology, Harvard Business School Press, 2003.
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Innovation
Open
Innovation model... Innovation without frontiers
New
market
Company frontiers
Research
Development
Research
Projects
Open innovation:
combines internal and
external ideas (ICT's, companies)
CHESBROUGH, H. Open Innovation The New Imperative for Creating and
Profiting from Technology, Harvard Business School Press, 2003.
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Innovation
Innovation in Products
Well Being / Being well
sensorial
Quality and efficiency
safety
biodiversity
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Innovation
Agenda
> Research and Technology Centers
> Innovation to Economic Pillar
> Innovation to Social-environmental Pillars
> Organization and Infrastructure
> Natura Technological Innovation Campus Program
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Innovation
Social-environmental Pillars
Responsible use of natural resources
"Vegetalization" of the formulas -
use of renewable raw material of vegetal
origin
Organic and sustainable vegetal production models
Recyclable and/or recycled packaging material
Use of refill
Information on environmental aspects of products
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Innovation
Environmental Table
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Innovation
Carbon Neutral
Commitment with the entire supply chain and relative
reduction of
emissions
of 33%, between 2007 and 2011 as compared with 2006
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Innovation
Shared Value Creation
34 native species
56 raw materials
~740 SKUs
34 supplier
communities
50 million
consumers
11
Countries
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Innovation
Agenda
> Research and Technology Centers
> Innovation to Economic Pillar
> Innovation to Social-environmental Pillars
> Organization and Infrastructure
> Natura Technological Innovation Campus Program
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Innovation
Natura Technological Innovation Campus Program
Differentiated technological innovation and sustainable
development
well being
Brazilian biodiversity
sustainable technologies
benefit or action mechanism unequalled worldwide (international
patentability)
raw material from renewable vegetal sources
Contribution towards sustainability:
clean processes, reduced environmental impact and socially just
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Innovation
Natura Technological Innovation Campus Program
Internet portal for receiving proposals for projects
and partnerships
www.natura.net/campus
>
6,500 monthly accesses
>
228 registered research groups
Objectives:
>
to stimulate basic and applied scientific
research in themes relevant to cosmetics
technology
>
to assist Natura's Innovation process, focused
on sustainable technologies
Partners:
>
academic metier ­ universities and scientific
and technological research institutes
>
research development and support bodies
Natura
Campus
Program
Natura open
Innovation program
(scientific research and
technological innovation
with outside partners)
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Innovation
Natura Technological Innovation Campus Program
Receipt of proposals:
>
79 proposals received from research
groups
at 10 Brazilian universities
>
19% approved for hiring
First result:
>
Launching of Chronos Passiflora (2007), in
partnership with UFSC
Launch:
>
Natura Campus Program: Nov/2006
>
Natura Campus Portal: Nov/2007
Recognition:
>
Natura Campus Award for Technological
Innovation ­ first edition in December
2008
Natura
Campus
Program
Natura open
Innovation program
(scientific research and
technological innovation
with outside partners)
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THANK YOU!
Daniel Gonzaga
danielgonzaga@natura.net
55 11 4446 2940
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Operations & Logistics
João Paulo
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Operations & Logistics
Agenda
> Strategy Lever
> New Global Supply Model
> Supply Chain Evolution
> Evolution in the Ordering Cycle
> New O&L strategy
> Key Element for Value Proposition
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Operations & Logistics
Agenda
> Strategy Lever
> New Global Supply Model
> Supply Chain Evolution
> Evolution in the Ordering Cycle
> New O&L strategy
> Key Element for Value Proposition
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Supplier
Supplier
Cajamar
Third parties
Third parties
Supplier
Third parties
Supplier
2004
Supplier
Supplier
Supplier
Third parties
Supplier
Cajamar
Third parties
Third parties
DC -BA
DC -MG
Third parties
DC -PE
HUB
DC -RS
Scheduled
for 2010
2009
Operations & Logistics
Evolution of Supply Chain
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Operations & Logistics
Agenda
> Strategy Lever
> New Global Supply Model
> Supply Chain Evolution
> Evolution in the Ordering Cycle
> New O&L strategy
> Key Element for Value Proposition
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Sustainable Results
Integration of economic, social and environmental dimensions through the
quality of relationships;
Consultants - our first consumers.
Chain optimization
brings improvements in
service
and optimization of
costs
which allow
Increased availability of products;
Greater frequency of orders and shorter waiting time;
Reduction of defects / non conformities;
Greater satisfaction and loyalty of consultants and final consumer.
Implementação
Operations & Logistics
Key Element for Value Proposal
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Operations & Logistics
Agenda
> Strategy Lever
> New Global Supply Model
> Supply Chain Evolution
> Evolution in the Ordering Cycle
> New O&L strategy
> Key Element for Value Proposition
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O&L Development Drivers
Operational Excellence:
Service
Cost
Cash
Quality
Safety
­
Internationalization
­
Innovation
­
Sustainability
Operations & Logistics
Strategy Lever
Redefinition of
O&L
Strategy
Implementation
2009
2010
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Operations & Logistics
Agenda
> Strategy Lever
> New Global Supply Model
> Supply Chain Evolution
> Evolution in the Ordering Cycle
> New O&L strategy
> Key Element for Value Proposition
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10-year horizon
Definition of Global Supply Network
Chain Parametrization and Optimization
Redesigning of Processes of Integrated Chain Planning
Footprint Optimization
Implementação
Operations & Logistics
New Global Supply Model
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Operations & Logistics
Agenda
> Strategy Lever
> New Global Supply Model
> Supply Chain Evolution
> Evolution in the Ordering Cycle
> New O&L strategy
> Key Element for Value Proposition
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New Service Policies
Optimization of Distribution Network
Radical Improvement in the Quality of Contacts
Deliveries
Orders
Implementação
Operations & Logistics
Evolution in the Order Cycle
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Operations & Logistics
Agenda
> Strategy Lever
> New Global Supply Model
> Supply Chain Evolution
> Evolution in the Ordering Cycle
> New O&L strategy
> Key Element for Value Proposition
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New O&L strategy in 2010
International Supply Network
New Platform for Logistical Excellence
Benefits
Services
Costs
Inventory
Availability
Quality
Footprint
Summary and Next Steps
Implementação
Operations & Logistics
New O&L strategy
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THANK YOU!
João Paulo Ferreira
joaopauloferreira@natura.net
55 11 4446 2100
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Sustainability
Marcos Vaz
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Sustainability
Agenda
> Priority Themes
> Natura Approach
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Sustainability
Agenda
> Priority Themes
> Natura Approach
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Sustainability
Approach
Scenario:
"new" society committed to the balanced use of natural resources and
increased social justice and inclusion (license to operate, sustainable development,
green economy, low carbon economy...)
Sustainability for Natura is..
· to ensure successful businesses over the long term, which by meeting
stakeholders interests have their support and engagement (search for loyalty).
· to contribute on a consistent basis in the transformation of society towards
sustainable development, creating a business model which combines economic
growth with social and environmental needs
How:
· conscious and genuinely interested leaders in environmental issues and in
economic and social development
· innovative strategies and initiatives
· robust processes which enable performance monitoring
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Sustainability
Agenda
> Natura Approach
> Priority Themes
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Sustainability
Priority Themes
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THANK YOU!
Marcos Vaz
marcosvaz@natura.net
55 11 4446 3350
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Results
Roberto Pedote
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Results
Agenda
> Consolidated Cash Flow
> Summary of the main results - Brazil
> Summary of the main results - LatAm
> Consolidated summary of the main results
> Evolution of NATU3 X Ibovespa
> Opportunities for 2010
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Results
Agenda
> Consolidated Cash Flow
> Summary of the main results - Brazil
> Summary of the main results - LatAm
> Consolidated summary of the main results
> Evolution of NATU3 X Ibovespa
> Opportunities for 2010
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Results
Triple Bottom Line
Notes:
1. Kg of CO2 emissions / Kg of invoiced product
2. Liters / unit
3. Kjoules / unit
Source: Company
Issue of Equivalent CO
21
3.93
3.69
3.58
3.32
2006
2007
2008
8M09
Water Consumption Per Invoiced Unit
2
0.53
0.42
0.38
2006
2007
2008
Energy Consumption per Invoiced Unit
3
469.5
510.2
424.1
2006
2007
2008
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Results
Triple Bottom Line
Highlights 2008
>
20% sale of refills
>
Investment of R$ 55 million in Corporate and Social Responsibility - CSR
>
587 thousand public school students benefited from "
Believing in Order to See"
>
Relationship through the generation of income for 1,895 extractivist families
>
Wealth of R$ 2 billion generated for consultants
2
Note
1. tpt/kg (thousand points per kilogram of invoiced product) ­ Natura uses the Eco-indicator 99 methodology which quantifies the environmental impacts through a
global score, expressed in "Points ­ Pt".
2. Calculated according to business volume estimated by ABEVD.
% raw material of vegetal origin
75.8%
78.8%
77.5%
77.7%
80.3%
2006
2007
2008
6M08
6M09
Environmental impact of packaging per
product amount (mpt/kg)
1
83.2
73.4
71.3
69.7
72.8
2006
2007
2008
6M08
6M09
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EBITDA (R$MM) EBITDA Margin (%)
432
564
654
706
847
704
605
24.4% 24.7% 23.7% 23.0% 23.7% 24.8% 24.1%
2004
2005
2006
2007
2008 9M08 9M09
EBITDA
EBITDA Margin
CAGR 04-08 = 18.3%
Results
Consolidated
Net Revenue (R$MM)
1,770
2,282
2,757
3,073
3,576
2,442
2,923
2004
2005
2006
2007
2008 9M08 9M09
CAGR 04-08 = 19.2%
19.7%
Gross Revenue (R$MM)
2,540
3,244
3,890 4,302
4,003
3,325
4,853
2004
2005
2006
2007
2008 9M08 9M09
CAGR 04-08 = 17.6%
20.4%
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Net Profit (R$MM) Net Margin (%)
300
397
461
465
518
497
379
17.0% 17.4% 16.7% 15.1% 14.5% 15.5% 17.0%
2004
2005
2006
2007
2008 9M08 9M09
Net Profit
EBITDA Margin
Results
Consolidated
CAGR 04-08 = 14.6%
Dividends (R$MM) Pay Out (%)
216
319
360
415
500
72%
80%
78%
89%
96%
2004
2005
2006
2007
2008
Dividends
Pay Out
CAPEX (R$MM)
83
111.6
193.6
124.1
102.7
140.0
61.0
76.8
2004
2005
2006
2007
2008 2009e 9M08 9M09
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Resultados
Agenda
> Consolidated Cash Flow
> Summary of the main results - Brazil
> Summary of the main results - LatAm
> Consolidated summary of the main results
> Evolution of NATU3 X Ibovespa
> Opportunities for 2010
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Results
Pro-Forma Cash Flow - Consolidated
12M06 12M07 12M08
9M08
9M09
Net income for the period
460.8
462.3
542.2
379.4
497.3
(+) Depreciation / amortization
54.6
74.9
88.0
64.9
68.0
Internal cash generation
515.4
537.2
630.2
444.3
565.3
Operating working capital*
(73.1) (207.2)
29.7
65.6
(181.1)
Other assets and liabilities**
(46.7)
(34.6)
(56.2)
(40.2)
(37.2)
Operating cash generation
395.6
295.4
603.7
469.6
347.0
Acquisition of property and
equipment
(193.6) (124.1) (102.7)
(61.0)
(76.8)
Free cash generation***
202.0
171.3
501.0
408.7
270.2
*Assets ­ Accounts receivable, inventory and recoverable short term tax. Liabilities ­ suppliers, salaries,
profit sharing, mandatory labor taxes, tax liabilities, provisions and freight payable.
** Assets ­ Advances to employees and suppliers, short-term deferred income tax and social
contribution, other credits and long term receivables. Liabilities ­ other short and long term accounts
payable and provisions for tax, civil and labor action risks.
*** (Internal cash generation) +/- (variations in working capital and long term liabilities) ­ (acquisition
of property, plant and equipment)
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Results
Pro-Forma Cash Flow ­ Adjusted Consolidated
1
1
Does not consider the extraordinary increase in the balance of accounts receivables of R$
122 million reflecting a more flexible credit policy used for the 2007 Christmas sales.
12M06 12M07 12M08
9M08
9M09
Net income for the period
460.8
462.3
542.2
379.4
497.3
(+) Depreciation / amortization
54.6
74.9
88.0
64.9
68.0
Internal cash generation
515.4
537.2
630.2
444.3
565.3
Operating working capital*
(73.1)
(85.2)
(92.3)
(56.4) (181.1)
Other assets and liabilities**
(46.7)
(34.6)
(56.2)
(40.2)
(37.2)
Operating cash generation 395.6
417.4
481.7
347.6
347.0
(193.6) (124.1) (102.7)
(61.0)
(76.8)
Free cash generation***
202.0
293.3
379.0
286.7
270.2
Acquisition of property and
equipment
*Assets ­ Accounts receivable, inventory and recoverable short term tax. Liabilities ­ suppliers, salaries,
profit sharing, mandatory labor taxes, tax liabilities, provisions and freight payable.
** Assets ­ Advances to employees and suppliers, short-term deferred income tax and social
contribution, other credits and long term receivables. Liabilities ­ other short and long term accounts
payable and provisions for tax, civil and labor action risks.
*** (Internal cash generation) +/- (variations in working capital and long term liabilities) ­ (acquisition
of property, plant and equipment)
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109,3
63,0
67,5
78,6
88,6
91,1
132,4
60,2
51,0
46,4
55,7
54,9
35,4
35,1
44,8
34,9
30,2
29,4
69,2
46,8
34,6
0
20
40
60
80
100
120
140
2004
2005
2006
2007
2008
9M08
9M09
PME
PMP
PMR
Results
Inventory, Accounts Payable and Suppliers
Strategy
adopted
for
YE/07
Increase in billing
term for receivables
YE/09 Strategy;
Decentralization of
DC;
Internationalization
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Results
Agenda
> Consolidated Cash Flow
> Summary of the main results - LatAm
> Evolution of NATU3 X Ibovespa
> Opportunities for 2010
> Summary of the main results - Brazil
> Consolidated summary of the main results
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Consultants (thousand)
483
561
632
731
691
839
2005
2006
2007
2008
9M08
9M09
CAGR 04-08 = 14.8%
21.3%
CAGR 04-08 = 15.5%
17.8%
Net Revenue (R$MM)
2,213
2,656 2,927
3,364
2,301
2,711
2005
2006
2007
2008
9M08
9M09
Results
Brazil
EBITDA
CAGR 04-08 = 15.9%
EBITDA (R$MM) EBITDA Margin (%)
597
699
760
930
660
763
27.0% 26.3% 26.0% 27.3% 28.7% 28.1%
2005
2006
2007
2008
9M08
9M09
EBITDA Margin
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Results
Agenda
> Consolidated Cash Flow
> Evolution of NATU3 X Ibovespa
> Opportunities for 2010
> Consolidated summary of the main results
> Summary of the main results - LatAm
> Summary of the main results - Brazil
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Net Revenue (R$MM)
66.8
91.3
121.2
164.4
108.8
158.0
2005
2006
2007
2008
9M08
9M09
Consultants (thousand)
36
51
69
90
86
108
2005
2006
2007
2008
9M08
9M09
Results
Consolidation
LatAm: Argentina, Chile and Peru
CAGR 05-08 = 35.0%
CAGR 05-08 = 35.5%
26.5%
EBITDA (R$MM) EBITDA Margin (%)
(10.6) (8.5)
(5.1)
(1.4)
(2.0)
9.5
-15.9% -9.3%
-4.2% -0.9%
-1.8%
6.0%
2005
2006
2007
2008
9M08
9M09
EBITDA
EBITDA Margin
45.3% (36.0% ML)
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Consultants (thousand)
1
5
16.4
28.2
40
26
2005
2006
2007
2008
9M08
9M09
Net Revenue (R$MM)
1
8
22
44
49
29
2005
2006
2007
2008
9M08
9M09
Finances
LatAm Implementation: Mexico, C
olomb
ia and Venezuela
EBITDA (R$MM)
(10)
(16)
(28)
(38)
(27)
(32)
2005
2006
2007
2008
9M08
9M09
CAGR 05-08 = 248.7%
CAGR 05-08 = 172.0%
56.2%
68.1% (69.2% ML)
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Finanças
Agenda
> Consolidated Cash Flow
> Opportunities for 2010
> Consolidated summary of the main results
> Evolution of NATU3 X Ibovespa
> Summary of the main results - Brazil
> Summary of the main results - LatAm
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Finances
Graph: NATU3 x Ibovespa
2004
2005
2006
2007
2008
2009
0
50
100
150
200
250
300
350
400
450
500
NATU3 Index
IBOVESPA INDEX
Earnings report
Dividends
Split
Follow-on
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Finanças
Agenda
> Consolidated Cash Flow
> Opportunities for 2010
> Consolidated summary of the main results
> Evolution of NATU3 X Ibovespa
> Summary of the main results - Brazil
> Summary of the main results - LatAm
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Finances
Opportunities for 2010
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THANK YOU!
Roberto Pedote
robertopedote@natura.net
55 11 4196 1410
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International
Alessandro Carlucci
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International
Agenda
> LatAm Challenges
> Strategy in LatAm
> International Presence
> Mexico: challenges
> France: objectives, characteristics and challenges
> New growth cycle - Latam
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International
Agenda
> LatAm challenges
> Strategy in LatAm
> International Presence
> Mexico: challenges
> France: objectives, characteristics and challenges
> New growth cycle - Latam
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International Presence
Peru
1994
Chile
1982
Argentina
1994
France
2005
Mexico
2005
Colombia
2007
8.3
2.7
1.3
1.7
2.8
16.1
Size of CF&T market
Retail Price, 2009 (US$ billion)
Source
: Euromonitor
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International
Agenda
> LatAm challenges
> Strategy in LatAm
> International Presence
> Mexico: challenges
> France: objectives, characteristics and challenges
>
New growth cycle - Latam
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International
New growth cycle in Latin America
>
Value proposal well accepted
>
Financial break-even in Argentina,
Chile and Peru
>
Significant base of 119 thousand
consultants in 2008 (as compared
with 20 thousand in 2004)
>
"Local" of marketing mix
-
Products
-
Channel
-
Communication
>
Recognition of corporate behavior
>
Operating efficiency gains
Current Status
Future Strategy
New growth
cycle
"Export"
Model
"Local"
Model
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International
Agenda
> LatAm challenges
> Strategy in LatAm
> International Presence
> Mexico: challenges
> France: objectives, characteristics and challenges
> New growth cycle - Latam
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International
LatAm challenges
Latin America
To change our level of activity in the region towards becoming
one of the
preferred brands
, recognized for being
the leading business
organization in sustainability
, achieving
leadership in the direct sales
market
on a profitable basis.
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International
Agenda
> LatAm challenges
> Strategy in Latam
> International Presence
> Mexico: challenges
> France: objectives, characteristics and challenges
> New growth cycle - Latam
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International
Strategy in LatAm
STRATEGY
CATEGORY
Right Fews, with focus
on key categories.
BUILDING THE
BRAND
Marketing Drive
Domestic market plan for
the Brand oriented to
prestige / glamour.
EVOLUTION OF THE
NIC MODEL
Strong expansion of the
channel through model
adjusted to domestic
reality.
Availability of products at the lowest possible cost
Inventory management, terms, level of service, local warehousing, local production
Skills Upgrading Plan Training and meetings
Remuneration of SF + NICs/NCs commission and awards
Leader in thinking and application of business practices for sustainability
PULL
PUSH
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International
Agenda
> LatAm challenges
> Strategy in LatAm
> International Presence
> Mexico: challenges
> France: objectives, characteristics and challenges
> New growth cycle - Latam
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International
Mexico: challenges
·
Evolution of NIC,
driving growth
·
Focus on
categories of
Direct Sales
·
Launch of
products
tailored for the
Mexican
market
·
Seeking
local/regional
alternatives for total
or partial
manufacture
·
Reduction in the
cost of the cycle of
orders via internet
seeking greater
efficiency with
partners
Active Entrepreneurial Posture and Leader
Brand
Commercial
Model
Products
Margin
·
Investment in
local media to
generate brand
awareness
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Internacional
Agenda
> LatAm challenges
> Strategy in LatAm
> International Presence
> Mexico: challenges
> France: objectives, characteristics and challenges
> New growth cycle - Latam
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International
France: objectives, characteristics and challenges
>
Objective
>
Sustainable operation, a source of enhanced
know-how
for future development
and innovation
>
Sole Characteristic of the business in France:
Multiple Approach
Web 2.0
Maison
Natura
Direct Sales
R&D
Laboratory
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Culture, Leadership and Final Remarks
Alessandro Carlucci
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Final remarks
Agenda
> Leadership Development
> Final Remarks
> Looking Ahead
> Organizational Culture
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Organizational Culture
Agenda
> Leadership Development
> Looking Ahead
> Final Remarks
> Organizational Culture
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Developing the Natura Culture
, constructing a base for our
Future Vision
, maintaining and reinforcing the
essence of the company.
This development will take place through the alignment of corporate stance,
symbols / rituals and management systems of the organization to the desired
culture.
Organizational Culture
Culture Project
Essence
Corporate Stance
Symbols / Rituals
Systems
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Development of Leadership
Agenda
> Leadership Development
> Looking Ahead
> Final Remarks
> Organizational Culture
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Allocation of an annual investment of 0.4% of net revenue for the
Leadership Development Program;
Development of all the leaders over the next five years in
countries in which it is present, approximately 450 leaders in
2010;
Planning the short, medium and long-term succession pipeline for
all the positions of leadership in the organization, ensuring a
development plan for each leader consistent and aligned to
Natura's strategy;
Formation of 120% of leaders as successors in the 90 critical
success positions, which directly impact the delivery of results
both short and as well as long term.
Formation of inspired and engaged
leadership for supporting future strategy
Leadership - a strategic priority
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The details of this objective include:
3 years
5 years
% of adherence to the leadership profile (360
o
)
70%
70%
% succession positions critical to Leadership with definition of successors over
the short, medium and long terms and with a prepared/validated development
and education plan
80%
120%
% leadership internally formed, occupying GS20 positions and above
70%
80%
Scope:
in all the countries in which Natura is
present
Objective of the Leadership Development Program:
in five year's
time, to have the large majority of the leadership adhering to the Natura
culture and 120% of successors defined and with validated development
succession plan for critical positions over the short, medium and long
terms.
Leadership - a strategic priority
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123
2010 ­
Implementation
Outline of the Program for
Development of Leadership,
focused on the future strategy
of Natura
2009 ­ Transition
2011 ­ Stabilization
Focus on the construction
and implementation of the
Natura Leadership
Development Program
Garner the first results and
retrofeed the Program
· Construct and execute the
performance appraisal cycle
· Execute succession pipeline
for critical posts
· Construct and execute the
Natura Leadership Academy
· Identify lessons learnt and
retro-feed the program
· Implement the performance
and development appraisal
cycle
· Implement the succession
pipeline for all leadership
positions
· Finalize the 360º Engagement
pilot scheme
· Finalize the hiring of the Trainees
Brazil 2010/2011 group
· Undertake the detailing of the
process of the 2010 cycle
· Launch the short-term succession
plan (hiring and development)
· Outline the initiatives for
development
Creation of the Leadership Office
Leadership - a strategic priority
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Final remarks
Alessandro Carlucci
> Leadership Development
> Looking Ahead
> Final Remarks
> Organizational Culture
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Final remarks
Alessandro Carlucci
>
Focus on
attractive and resilient markets
with superior growth potential in the direct
sales channel in
Brazil
and in
other Latin American countries
, with ambition and
potential for expansion to other regions and countries
>
Industry-leading position and benchmark in corporate behavior
>
Superior value proposition
>
Preferred brand among consumers
>
Consistent innovation focused on biodiversity and sustainability
>
Efficient and growing sales channel, generating income for consultants
>
Corporate behavior focused on the delivery of the Triple Bottom Line and the
relationship with all the stakeholders
>
Unique combination of
growth, profitability, low capital requirements
and
consistent distribution of
dividends
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Final remarks
Alessandro Carlucci
>
Focus on
attractive and resilient markets
with superior growth potential in the direct
sales channel in
Brazil
and in
other Latin American countries
, with ambition and
potential for expansion to other regions and countries
>
Industry-leading position and benchmark in corporate behavior
>
Superior value proposition
>
Preferred brand among consumers
>
Consistent innovation focused on biodiversity and sustainability
>
Efficient and growing sales channel, generating income for consultants
>
Corporate behavior focused on the delivery of the Triple Bottom Line and the
relationship with all the stakeholders
>
Unique combination of
growth, profitability, low capital requirements
and
consistent distribution of
dividends
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Final remarks
Alessandro Carlucci
Focus on
attractive and resilient markets: Brazil and Latin America
­ Operations in countries accounting for 13.8% of the total cosmetics and
fragrances market, with growth 2.3 times the world growth
Growth 2.3x the world
growth
Countries
2008
CAGR
04' - 08'
U.S.
52
1.8%
Japan
34
1.5%
Brazil
29
12.9%
Mexico
8
7.2%
Argentina, Chile, Colombia and
Peru
8
11.3%
Countries in which Natura
is present
46
11.5%
World
333
5.4%
Source: Euromonitor
CF&T Market Size (US$ billion)
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Final remarks
Alessandro Carlucci
Focus on
attractive and resilient markets: Brazil and Latin America
­ Operations in countries accounting for 13.8% of the total cosmetics and
fragrances market, with growth 2.3 times the world growth
­ Strong penetration of direct sales: 26% in LatAm
­ Mercado com crescimento 2,3x maior que o mercado total
­ Forte crescimento da Classe C brasileira
Region
Direct Sales (%)
Latin America
26.6%
Brazil
24.0%
Argentina
24.0%
Chile
23.1%
Colombia
42.1%
Mexico
30.2%
Peru
24.9%
Asia Pacific
10.3%
North America
9.3%
Western Europe
3.2%
Australasia
3.2%
Africa/Middle East
2.1%
Source: Euromonitor
Participation of Direct Sales in CF&T Market
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Final remarks
Alessandro Carlucci
Focus on
attractive and resilient markets: Brazil and Latin America
­ Operations in countries accounting for 13.8% of the total cosmetics and
fragrances market, with growth 2.3 times the world growth
­ Strong penetration of direct sales: 26% in LatAm
­ The CFT market in Brazil is growing 2.3x more than GDP
­ Forte crescimento da Classe C brasileira
Market growth
on average 2.3x
GDP
GDP growth
Core market growth
in real terms
2002
2.7%
2.5%
2003
1.1%
7.0%
2004
5.7%
12.2%
2005
3.2%
9.6%
2006
3.8%
10.1%
2007
5.4%
8.3%
2008
5.1%
10.8%
CAGR 02' - 08'
3.8%
8.7%
2009E
0.2%
2010E
4.8%
Real Growth of Market vs Brazil GDP
Sources: IBGE, Central Bank and ABIHPEC
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Final remarks
Alessandro Carlucci
Focus on
attractive and resilient markets: Brazil and Latin America
­ Operations in countries accounting for 13.8% of the total cosmetics and
fragrances market, with growth 2.3 times the world growth
­ Strong penetration of direct sales: 26% in LatAm
­ The CFT market in Brazil is growing 2.3x more than GDP
­ Strong growth in the Brazilian Class C
Source: Survey Cetelem - Ipsos 2005/2008
Distribution of Brazilian Population (%) and
Total Population (million)
15%
15%
34%
45%
40%
51%
2005
2008
A and B
C
D and E
182.1
189.8
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Final remarks
Alessandro Carlucci
>
Focus on
attractive and resilient markets
with superior growth potential through the
direct sales channel in
Brazil
and in
other Latin American countries
, with ambition
and potential for expansion to other regions and countries
>
Industry-leading position and benchmark in corporate behavior
>
Superior value proposition
>
Preferred brand among consumers
>
Consistent innovation focused on biodiversity and sustainability
>
Efficient and growing sales channel, generating income for consultants
>
Corporate behavior focused on delivery of the Triple Bottom Line and on the
relationship with all the stakeholders
>
Unique combination of
growth, profitability, low capital requirements
and
consistent distribution of
dividends
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Final remarks
Alessandro Carlucci
>
Industry-leading position and benchmark in corporate behavior
­ Largest CFT company in Brazil, according to Euromonitor
­ Prêmios em 2009
Source: Euromonitor
Natura's Market Share in the CF&T market
Euromonitor
12.8%
12.9%
9.9%
9.0%
7.0%
6.0%
5.6%
8.2%
7.9%
7.6%
6.2%
0.5%
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Final remarks
Alessandro Carlucci
>
Industry-leading position and benchmark in corporate behavior
>
Market share of 2.27% - Sipatesp, 8M09 and 12.9% - Euromonitor, 2008
­ Recognition of corporate behavior
1
Up until 2006, the awards were granted by segment (CF&T). After 2007, by sector.
2001, 2003, 2004, 2005, 2006, 2007,
Best Company in Consumer Goods Sector (EXAME) ¹
2004, 2006, 2007, 2008 and 2009
Company of the Year (EXAME)
1998 and 1999
Most Admired Company in Brazil (Carta Capital)
2009
Most Admired Company in the Personal Hygiene,
Cosmetics and Fragrance Sector (Carta Capital)
2008 and 2009
Best Company in the Personal Hygiene and Cosmetics
Sector (Valor Econômico - Valor 1000)
2005, 2006 and 2008
"Valor Company" Award (Valor Econômico)
2005 and 2009
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Final remarks
Alessandro Carlucci
>
Focus on
attractive and resilient markets
with superior growth potential through the
direct sales channel in
Brazil
and in
other Latin American countries
, with ambition
and potential for expansion to other regions and countries
>
Industry-leading position and benchmark in corporate behavior
>
Superior value proposition
>
Preferred brand among consumers
>
Consistent innovation focused on biodiversity and sustainability
>
Efficient and growing sales channel, generating income for the consultants
>
Corporate behavior focused on delivery of the Triple Bottom Line and on the
relationship with all the stakeholders
>
Unique combination of
growth, profitability, low capital requirements
and
consistent distribution of
dividends
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Final remarks
Alessandro Carlucci
Superior value proposition
­ Preferred brand among consumers
CF&T Brands by Preference
43
42
47
19
18
16
2006
2007
2008
Natura 2
nd
company
Top of Mind (%)
22
27
32
23
26
22
2006
2007
2008
Natura 2
nd
company
Source: Ipsos Brand Essence
Source: Ipsos Brand Essence
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Final remarks
Alessandro Carlucci
Superior value proposition
­ Preferred brand among consumers
­ Consistent innovation focused on biodiversity and sustainability
Source: Company
Note:
1
Percentage of new products in the company's revenues
Number of New Products and
Innovation Index
181
213 225
183
119 104 88
63.2%
69.8%
58.3%
56.8%
68.8%66.9%
66.8%
2004 2005 2006 2007 2008 9M08 9M09
Nr of new products
Innovation Index
Investments in innovation in R$ million
and percentage of net revenue
2.7% 3.2% 3.2%
3.5% 2.9%
3.0% 2.5%
Investments in Innovation
47
67
88
109
104
72
72
2004 2005 2006 2007 2008 9M08 9M09
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Final remarks
Alessandro Carlucci
Superior value proposition
­ Preferred brand among consumers
­ Consistent innovation focused on biodiversity and sustainability
­ Efficient and growing channel which provides income for consultants
+23.0%
NIC Model
RG
NC
NC
NC
NC
NC
NC
NC
NC
NC
NIC
NIC
NIC
High Productivity
2.3x higher than
competitors
High Satisfaction
Levels
88% in 2008
Training
458 thousand consultants
in 2008
Low Turnover
on average
30%
Consolidated Total of NCs (thousand) and Wealth
Distributed to NCs (R$ million)
617.3
718.6
849.5
803.1
988.1
1583.9
1722.1
2023.8
2006
2007
2008
9M08
9M09
Consolidated Consultant
Distribution of Wealth to NCs
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Final remarks
Alessandro Carlucci
Superior value proposition
­ Preferred brand among consumers
­ Consistent innovation focused on biodiversity and sustainability
­ Efficient and growing channel which provides income for the consultants
­ Corporate stance focused on the Triple Bottom Line and relationship with all the stakeholders
Social
>
Creation of wealth for consultants
>
R$ 55 MM invested in SER
1
in 2008
>
Benefits for extractivist
communities
Economic
>
Strong cash generation
>
Attractive growth and profitability
>
Consistent dividend payment
Environmental
>
Neutral Carbon footprint since 2007
>
Sale of refills
>
Sustainable extraction
>
Use of recycled and recyclable material
1
Social-environmental responsibility
Delivery of "Triple Bottom Line"
Attractive market with
Track record of superior growth
Canal
Produtos
Comportamento
empresarial
Marca
Channel
Products
Corporate
stance
Brand
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Final remarks
Alessandro Carlucci
>
Focus on
attractive and resilient markets
with superior growth potential in the direct
selling channel in
Brazil
and in
other Latin American countries
, with the ambition
and potential for expansion to other regions and countries
>
Industry-leading position and benchmark in corporate behavior
>
Superior value proposition
>
Preferred brand among consumers
>
Consistent innovation focused on biodiversity and sustainability
>
Efficient and growing sales channel, generating income for the consultants
>
Corporate behavior focused on delivery of the Triple Bottom Line and on the
relationship with all the stakeholders
>
Unique combination of
growth, profitability, low capital requirements
and
consistent distribution of
dividends
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Final remarks
Alessandro Carlucci
Unique combination of
growth, profitability, low capital requirements
and
consistent distribution of
dividends
Gross Revenue (R$ million)
3,890
4,302
4,853
3,325
4,003
2006
2007
2008
9M08
9M09
Net Profit (R$ million) and Net Margin (%)
461
462
542
379
497
16.7%
15.0%
15.0%
15.5%
17.0%
2006
2007
2008
9M08
9M09
Net Profit
Net Margin
Leverage
-0.1
0.2
0.1
0.4
2006
2007
2008
9M09
Dividends (R$ million) and Payout (%)
360
415
500
78%
89%
96%
2006
2007
2008
Dividends
Pay Out
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Final remarks
Alessandro Carlucci
> Leadership Development
> Final Remarks
> Organizational Culture
> Looking Ahead
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Looking Ahead
Alessandro Carlucci
XXI century agenda: will be based on
a low-carbon economy
and Brazil needs to
adjust to this new paradigm;
Brazil's privileged position
as social-environmental power with enormous
natural, social and cultural heritage;
Based on our rich biodiversity and the Amazon region, Brazil has the potential of
becoming an important
biotechnological pole;
Growth based on sustainable development translates into an opportunity for
innovation for transforming our
natural comparative advantages
into
global
competitive advantages;
We believe that the international community will recognize initiatives of
companies committed
to this new agenda for the XXI century. In this context, we
see that the
social-environmental challenges
can be transformed into
business
opportunities
, with a
return for our shareholders
and to the world.
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THANK YOU!
Alessandro Carlucci
alessandrocarlucci@natura.net
55 11 4446 2210