ÜLKER BİSKÜVİ
4Q23 EARNINGS
1
01 UpdateQuarterly | 02 |
04 PerformanceFinancial | 05 |
Operational | 03 | Sustainability |
Performance | Update |
Inflation | 06 | Outlook |
Accounting |
2
Quarterly Update
35% market share with continued share improvements
Significant brand investment
Robust top-line growth Successful cost management
Strong free cash flow generation
- Record bottom line performance
Strong volume growth across all regions particularly in Domestic and Central Asia Markets
Beyond Hazelnut project
Beyond Cocoa journey
Success in global indexes
4
02 OperationalPerformance
It is a Cultural Transformation towards «End-to-End» Excellence
Eliminate silos and barriers Transform to «One-Team with Winning Culture»
Phase-4 | |||||
Phase-3 | Non stop | ||||
Phase-2 | 2 - 3 years | Global Benchmark | |||
&Continuous | |||||
2 - 3 years | |||||
Phase-1 | End-to-End Excellence | improvement | |||
Roll - out | |||||
8 - 12 months | |||||
Pilot model | inside Factory | ||||
inside Factory
Total Employee Engagement in Loss Elimination
Transformation to Lean & Agile Teams focusing to End-to-End Excellence
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Deployment of Winning Culture. Layers & Spans optimizations. | Lean transformation. Consolidate our sales operations. Establish | |||||
Remove silos in organization. Implement High-Performance- | learning organizations. R&D Academy, Mnf Academy, SC | |||||
Work System and Culture | Academy, etc.. | |||||
Coaching in factories. Operator trainings, Focus on OEE, | Optimization and Synergy projects among manifacturing units. | |||||
Focus on digitalization,MCC and productivity leading edge | ||||||
Material Balance and Loss eliminations. | projects. | |||||
Initiate projects with Suppliers, focus on supplier capability | ||||||
developments. | ||||||
Standard Procedures. Roll-out best practices.Implement Reward | Fully leverage digital platforms and Technologies. Ensure SC | |||||
& Recognition system. «Akıl küpü» Kaizen system. | visibility end to end via digital solutions. Explore loT and future | |||||
of manufacturing techniques. | ||||||
Implement AI particularly into our supply chain and sales | ||||||
functions | ||||||
Productivity
Losses
2016 | 2017 | 2018 | 2019 | 2020 | 2021 | 2022 | 2023 | 7 |
Number of Layers | Span of Control | |||||||||
Significant | Continious | |||||||||
improvement in | improvement in span of | |||||||||
number of layers | control | |||||||||
7 | 4 | 4 | 6 | |||||||
A more agile and simplified | Too many organizational layers eliminated | Our strategy is to become a cost leader in | ||||||||
organization has been set up with the | in order to increase productivity, a lean | Leadership Success Model. | ||||||||
new structure. | organizational structure formed within the | |||||||||
scope of Leadership Success Model, | ||||||||||
manifesto of our entrepreneur spirit. | ||||||||||
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Turkey | ||
FY23 | +75,0% | |
Revenue Growth | ||
+105,4% | ||
EBITDA Growth | ||
Turkey Exports
FY23 | +46,0% |
Revenue Growth | |
+106,9% | |
EBITDA Growth |
North Africa | ||
FY23 | +33,6% | |
+64,4% | ||
Revenue Growth | ||
EBITDA Growth | ||
Central Asia | ||
FY23 | +22,6% | |
Revenue Growth | ||
+13,9% | ||
EBITDA Growth | ||
Middle East | ||
FY23 | 13,4% | |
Revenue Growth | ||
4,1% | ||
EBITDA Growth | ||
Growth numbers are based on the local currency changes | 9 |
Balanced Geographic Revenue Mix
TRY47Bn
TRY30B
TRY16B
Domestic | International |
65% | 35% |
Pre-Inflation accounting numbers
Net Revenue By Division
NA; 3% CA; 4% EXPORT; 13%
ME; 14%
TRY47
Billion
DOMESTIC;
65%
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