BUSINESS PERFORMANCE


BISCUITS BUSINESS

Alberto Hoyos Lopera

PRESIDENT

56 years old /
Part of Grupo Nutresa since 1993

  • The sales totaled COP 2.224.000 million, representing a 9,6% growth rate, doubling by 2,0 times the sales recorded in 2013. The Business’s sales abroad represented 53,9% of the total sales.
  • The exports from Colombia amounted to USD 51,6 million, exhibiting a growth rate of 8,8%.
  • The Business’s productivity was increased by 2,3% in relation to 2019 thanks to the prioritization of the portfolio, the streamlining of innovation and the adequate management of the epidemiological fences and preventive isolation measures.
  • Kibo Foods was strengthened and amounted USD 448.000 in sales in its first year of operation in the U.S., 89% of which were made through Amazon.
  • The strategic goals for 2020 in the environmental dimension were fulfilled in terms of water consumption (-38%), waste production (-26%) and waste recovery and reuse (92%); all these indicators are measured as per ton produced.

Total sales

Sales in Colombia

Sales abroad

EBITDA

Adaptation to change

The Business consolidated the Organization’s cultural attributes: adaptability, global thinking and entrepreneurship capacity, with 472 employees working from home, and operating without interruptions in all seven production platforms.

  • Strengthening the leadership of the Business’s brands in Colombia and Central America, improving the sales mix towards the nutrition and well-being portfolio.
  • Developing the healthy snacks segment in the region through brands such as Tosh and Kibo.
  • Consolidating the growth of the Business in the U.S. through the expansion of channels, a better coverage and new value propositions from the brands Li’l Dutch Maid, Chiky, Kibo y Tosh.
  • Focusing the actions on improving the comprehensive productivity of the Business in order to promote the fulfillment of the profitable growth and sustainability goals set for 2030.
  • Ensuring the early fulfillment of the goal that consists in using 100% of recyclable, reusable or compostable packaging materials for all the products of the Business.


COLD CUTS BUSINESS

Diego Medina Leal

PRESIDENT

60 years old /

Part of Grupo Nutresa since 1997

  • The Business achieved a 5,9% growth rate in terms of volume and 11,2% in terms of value in Colombia, and the totals for the Business were 6,5% and 12,2, respectively. These results were achieved through the strategies focused on our brands’ communication both at the points of sale and on social media.
  • The value proposition of the Berard and Blue Ribbon brands was strengthened in Panama and the development of the exports of fresh meat products will be continued. The sales abroad grew by 8,7%.
  • Youngsters and kids from cycling schools benefited from the Business’s contribution through the “Ruedas por Colombia” (Rolling for Colombia) Program, which enabled them to continue their training via digital means. Additionally, the Business supported its hot dog vendor clients with food packages during the pandemic.
  • Sustainable practices were promoted in the operation, such as the reincorporation of more than 5.000 crates manufactured with post-industrial plastic materials; and six ranches received the good livestock farming practices certification.
  • New categories were developed for Zenú: frozen thin and wedge potatoes, and canned tuna fillets. The Business expanded its Pietrán vegetable protein product offer with the “Veggie Desmechado” (pulled veggie) product, in addition to Ranchera’s BBQ cuts and marinated meats. The products that were launched in 2020 represented new sales that totaled more than COP 44.000 million.

Total sales

Sales in Colombia

Sales abroad

EBITDA

Adaptation to change

The Business incorporated dynamic routing models focused on the omnichannel methodology and made the operations more flexible by developing processes based on the demand.

  • Continue working on the internationalization of brands and categories, strengthening the presence in Central America and the U.S.
  • Expanding the portfolio of new categories complementary to the meat proteins focused on health and nutrition concepts.
  • Enhancing the leading supply chain practices in the extended chain, tackling the new challenges entailed by the market.
  • Reducing the environmental impact in the operations, implementing the use of alternative energies, diminishing the use of water in the processes and incorporating leading practices in terms of pig and livestock farming.
  • Continue working on the development and implementation of employee care and wellness programs, and reinforcing the Business’s leadership and culture.


COFFEE BUSINESS

Miguel Moreno Múnera

PRESIDENT

43 years old /

Part of Grupo Nutresa since 2003

  • The Business concluded 2020 with an EBITDA margin of 13,7%, growing 53,9% in relation to 2019. Additionally, the return on capital was greater than the one expected for Grupo Nutresa.
  • The Business doubled its sales as to the goal set in 2013.
  • The energy usage was reduced 27,5% per ton produced since 2010.
  • The “Retoma” (Retake) Program for Nutresa Express Pods was strengthened. With the recovery and reuse of these flexible materials, the school environment of an educational institution was improved through the provision of school furniture. More than 1.400 children benefited from this action.
  • The Business reinforced its commodity procurement model, which is essential for ensuring an adequate stance and response to the COVID-19 pandemic.

Total sales

Sales in Colombia

Sales abroad

EBITDA

Adaptation to change

The Business strengthened its digital transformation process with the evolution of its market entry methodology, the implementation of traceability measures for commodities and supplies, and the incorporation of new technologies such as RPA and the Organization’s first predictive analytics pilot project.

  • Boosting the growth strategy based on two of the pillars of Grupo Nutresa’s purpose: brands and B2B businesses, focusing on United States, Colombia, Latin America and Asia.
  • Continue increasing the value of coffee as a beverage and generating value by transforming agricultural assets and offering consumers differentiated healthy product proposals based on innovation, productivity and sustainability, with a return greater than the cost of capital.
  • Keep boosting the best global and diverse talent, offering development opportunities based on the best labor and safety practices and strengthening attributes such as authentic relations, agility and flexibility.
  • Maintaining sustainability as a fundamental pillar of the Business’s performance by following leading practices with a global and responsible sourcing process, reducing the impact on the environment and offering development opportunities to all the stakeholders.


TRESMONTES LUCCHETTI

BUSINESS

Justo García Gamboa

PRESIDENT

59 years old / Part of Grupo Nutresa since 2013

  • All categories were boosted thanks to the increased consumption of instant cold beverages (ICBs), pasta, sauces, dehydrated products, coffee, pastry and oils at the households.
  • Kryzpo’s stackable potato chips market was expanded into Panama, Costa Rica, Honduras, Guatemala, El Salvador, Ecuador and Colombia.
  • The strategic sourcing process was reinforced to ensure an efficient management of both productivity and competitiveness.
  • The Business contributed more than 300 tons of food to support senior citizens in Chile and Mexico.
  • The coffee product portfolio was strengthened in Chile by entering the pod and freeze-dried segments.
  • Tresmontes Lucchetti completed the transition to certifiable renewable sources for the electric power supply of its entire operation.

Total sales

Sales abroad

EBITDA

Adaptation to change

The Business established production, sourcing and commercial strategies with the aim of addressing the risks in its supply chain and the changing demand. Additionally, progress was made in the comprehensive value propositions for bricks and clicks and for last-mile companies for the development of e-commerce.

  • Generating profitable and sustained growth by consolidating a new innovation model that enables the Business to create an incremental layer of income with effective innovations.
  • Developing the Chile geography by increasing its competitiveness, expanding the core and omnichannel categories, boosting the channels with diversified value propositions, and getting adapted to the trends of the e-commerce channel.
  • Implementing a productivity plan for Mexico in 2021 and maintaining an efficient operation.
  • Implementing the digital transformation by developing capabilities related to consumer service and collaborative tools, and adapting communication strategies.
  • Expanding the presence of Kryzpo’s stackable potato chips, including the market in Mexico; and exploring the internationalization of Tresmontes Lucchetti’s diverse categories.


RETAIL FOOD BUSINESS

Juan Chusán Andrade

PRESIDENT

56 years old /

Part of Grupo Nutresa since 2013

  • The sales of the Business amounted to COP 660.000 million, with a 12,5% profitability rate.
  • The Business has the top brand in Colombia in the hamburger segment, with a 41% market share, and the top-two brand in the pizza category, with a 29% market share. In both categories, the growth rate achieved was higher than the industry average.
  • The ice cream product positioning was strengthened in the Caribbean markets: Jamaica, Barbados, Trinidad and Tobago, Saint Kitts, Antigua and Guyana. Additionally, the Business started developing the U.S. market by focusing on nostalgia-based attributes in both New York and New Jersey.
  • 45% of the total sales were made through new sales channels such as the call center, e-commerce, drive-thru, take out and gift certificates. Additionally, the Business consolidated its market entry with its own delivery team and its positioning by working with last-mile companies.
  • The care for our people was prioritized by implementing biosecurity protocols and providing economic aids for our teams, thus allowing the Business to maintain low levels of contagion, as well as committed teams.

Total sales

Sales in Colombia

Sales abroad

EBITDA

Adaptation to change

The Business established biosecurity protocols to build trust among the consumers focusing on an adequate management of packaging materials, the operational processes and adaptations in the facilities. In addition, constant audits were carried out to verify such protocols were duly fulfilled.

  • Developing flexible capabilities and operational models that allow the Business to continue being market leaders.
  • Strengthening the consumer experience in an omnichannel system by developing new markets and product categories that generate asset profitability and enhance both physical and digital capabilities.
  • Capitalizing opportunities from the international expansion of some of the Business’s brands, and boosting the digital brands.
  • Consolidating alliances with last-mile companies that support the economic model based on the alternative channels.
  • Improving the consumer experience through advanced analytics with the purpose of creating high-impact strategies.
  • Continue enhancing the capabilities of the employees as a differentiating attribute in the industry with the aim of offering the best service and experience.


ICE CREAM BUSINESS

Mario Alberto Niño Torres

PRESIDENT

54 years old /

Part of Grupo Nutresa since 2006

  • The Business consolidated the change of the image of the Crem Helado brand and reinforced its market share, which exceeded 80%.
  • A platform was developed with the aim of enabling customers to place their orders directly with the Business, and the portfolios of products for consuming at home were strengthened.
  • The innovation-driven sales rate amounted to 21,4% and progress was made in the digital transformation process in terms of market service, operational processes and the use of new technologies, among other aspects.
  • The nutritional profile of 21 products was improved by adjusting their fat and sugar contents.
  • The Business carried out projects related to environmental improvement, the fire sprinkler system and the refrigeration network at its production plant in Bogotá, and built a waste water treatment plant at its facilities in Armenia (both in Colombia), thus ensuring the sustainability of the operation and a lesser impact on the environment.

Total sales

Sales in Colombia

EBITDA

Adaptation to change

The Business developed sales models through vending machines and in gated communities, as well as its delivery platform in Bogotá (Colombia) with the purpose of bringing the products closer to all consumers.

  • Increasing the Business’s capacity for transformation by means of products with better nutritional profile and value.
  • Making progress in terms of product, process and business model innovation while contributing additional layers to growth and competitiveness.
  • Enhancing the adaptive capabilities among the employees as it provides higher levels of flexibility to deal with an increasingly demanding and variable business setting.
  • Consolidating the sustainable practices in order to reach the highest levels of competitiveness in the industry.
  • Delving into the work on the Business’s energy optimization process to ensure the sustainability of the refrigeration network.


PASTA BUSINESS

Fabián Andrés Restrepo Zambrano

PRESIDENT

46 years old /

Part of Grupo Nutresa since 1996

  • A 17,9% sales growth rate was achieved by means of new strategies based on the at-home eating habits.
  • The Business continued working on the development of international markets.
  • The profitability of the Business was secured thanks to the effective management of prices, the optimization of the portfolio, the 15,5% increase in the productivity, the efficiency at the production plants and the adequate management of fixed costs by increasing the volumes.
  • The zero-water-disposal operation was consolidated by achieving the recirculation of 100% of the wastewater and eliminating the disposal to water bodies. Additionally, the rainwater collection pilot program was launched.
  • The consumer experience was improved by means of the portfolio of products through virtual meals and advisory sessions.

Total sales

Sales in Colombia

EBITDA

Adaptation to change

Small work teams were created in order to overcome the internal and market-related challenges based on agile and innovation-centered methodologies and by making the most of the digital transformation.

  • Continue working on the comprehensive development of the employees, enhancing the Nutresa Talents of the Being, promoting a culture based on innovation, sustainability, digital transformation, adaptability, flexibility, diversity and equality.
  • Deploying circular economy projects, cycle-closing initiatives and sustainable packaging solutions.
  • Generating new inorganic layers with the implementation of new projects and business models.
  • Focusing strategies based on healthy products on the market to address the new trends and boost the seal-free portfolio.
  • Consolidating the internationalization with the development of new geographies and the strengthening of the existing ones.
  • Increasing the productivity and the eco-efficiency based on the knowledge on new technologies and the adoption of new ones.


REDES COMERCIALES SECAS

Juan Fernando Castañeda Prada

PRESIDENT

53 years old /

Part of Grupo Nutresa since 2011

  • The Business took advantage of its commercial and logistical capacity to generate superior growth in its pool of customers and clients: closeness-based segment (10%), province customers (14%) and digital channels (123%).
  • Outstanding results were accomplished in terms of customer satisfaction and loyalty, with ratings at 89,7 and 79,1, accordingly.
  • The greenhouse gas emissions were reduced with the creation of Novaventa’s digital magazines, preventing the production of 1.973 tons of CO2.
  • Ten electric vehicles were incorporated in the distribution process, which allow reducing approximately 104 tons of CO2 per month.
  • The Business vitalized its digital and analytics capacity and put it to the service of its customers, clients and employees to create value in the order reception process, payment methods, portfolio visibility, e-category management and the digital focus of business initiatives for shoppers.
  • Expanding the portfolio management to new categories, services and markets; creating business capacities and models; and generating memorable experiences for customers, clients, shoppers and employees, thus promoting the evolution and development of customers, clients and strategic segments.
  • Boosting both technology and information; fostering engagement; enhancing the distribution capacity and commercialization in order to continue being the best partners of our customers and clients.


SERVICIOS NUTRESA

Juan Mauricio Montoya Correa

PRESIDENT

52 years old / Part of Grupo Nutresa since 1991

  • Servicios Nutresa supported the process focused on integrating Grupo Nutresa’s operations in Panama.
  • Circular economy capabilities were developed by implementing the Refill project, which has allowed reducing the usage of packaging materials by 18% for the main brands of six of the Businesses through the network of Novaventa’s 242.656 entrepreneurs.
  • The Colombian Government’s “Obras por Impuestos” strategy was supported with investments totaling COP 19.954 million in school furniture with the aim of improving the school environments of multiple education institutions.
  • The digital transformation process was strengthened by exploring new technologies, 21 digital assistants, 25 analytics models and electronic collection tools, which increased the productivity of several of the Organization’s processes.
  • It is worth highlighting the progress made in terms of diversity and inclusion, a corporate model that was acknowledged with Equipares’s Gold Seal in the Employment Equity category.
  • Enabling the evolution of the portfolio and the service provision model in order to boost the competitiveness of the clients in all the geographies where they operate.
  • Democratizing the adoption of digital technologies and the use of agile and collaborative work models through the development of capabilities.
  • Strengthening both risk management and cybersecurity to ensure the continuity of the Businesses.
  • Boosting the strategies that focus on acting with integrity, adoption and fulfillment of Human Rights practices, diversity, inclusion and volunteer work.
  • Leading the responsible and productive sourcing capacity for Grupo Nutresa.
  • Consolidating a team of employees for whom the new ways of working, the adaptive leadership, a balanced life and the work with a purpose would be the drivers that enable reaching a superior performance.
  • Fostering projects focused on circular economy, energy management and sustainable mobility for Grupo Nutresa.


CHOCOLATES BUSINESS

Juan Fernando Castañeda Prada

PRESIDENT

53 years old /

Part of Grupo Nutresa since 2011

  • The Business achieved sales totaling COP 1.737.000 million thanks to an efficient management of innovation, the networks, the brands and the experiences.
  • The EBITDA of the Business amounted to COP 232.000 million, which allowed offsetting the greater costs from the commodities, the impact of the exchange rates in the geographies and the costs associated with the measures taken to address the COVID-19 crisis through efforts in terms of productivity and cost control.
  • The behavior of the demand of the categories and geographies was monitored, the supply chains with increased demand were reinforced and the production plans were adjusted.
  • The innovation-driven sales indicator reached 19,0%, exceeding the goal set in this regard.
  • The Business accomplished the following reductions in the consumption of energy and water, as well as in the emission of greenhouse gases –GHG– (per ton produced in all cases): 34,8% in energy usage; the goal was 25%. 42,4% in water usage; the goal was 30%. 61,7% in GHG emissions; the goal was 33%.

Total sales

Sales in Colombia

Sales abroad

EBITDA

Adaptation to change

The market strategies were strengthened based on the shopper and consumer patterns, adopting the knowledge about trends such as the permanent connection, healthier lifestyles and the use of digital sales channels.

  • Fine-tuning the projects for the multiple combinations of categories and geographies where the Business participates, seeking to generate profitable growth aligned with Grupo Nutresa’s expectations.
  • Consolidating the leadership in the mature geographies, making progress in terms of brand and sales fundamentals in the developing geographies and assessing new projects in prospective geographies.
  • Mobilizing the Business towards a superior performance through the development of the human talent with the aim of tackling the future challenges in subjects such as adaptability, innovation and digital transformation.