Please accept our cookies to get the best experience of our website.
There are some features that may not work without cookies.
To find out more about the cookies we use, visit our . Cookie information page

Accept Decline
Corporate Reporting 2014

Henkel Corporate Reporting 2014

More Henkel Corporate Reporting 2014

Sustainability Report 2014

Henkel Sustainability Report 2014

Facts and Figures 2014

Henkel Facts and Figures 2014

Corporate Report 2014

Henkel Corporate Report 2014

Henkel app

Henkel app
Annual Report 2014

Our vision

A global leader in brands and technologies.

Our values

We put our customers at the center of what we do.

We value, challenge and reward our people.

We drive excellent sustainable financial performance.

We are committed to leadership in sustainability.

We build our future on our family business foundation.

Our strategic priorities

Leverage potential in categories

Focus on regions with high potential

Drive operational excellence

Strengthen our global team

We want to leverage the full potential in our product categories to gain market shares and thus to outperform our competition.

This will be done by:

  • actively managing our portfolio,
  • strengthening our top brands,
  • launching powerful innovations, and
  • focusing on our customers and consumers.

To capture the potential for accelerated growth and increased profitability in our categories, we have segmented them into three clusters:

Core, growth and value

In our core categories, we will continue to invest in strengthening and expanding our leading positions. In our growth categories, investments will fuel disproportionately high growth of existing and new segments. In our value categories, investments will be tailored to maximize our profit potential.

Strengthening our brands

We will continue to focus on our top brands such as Persil, Schwarzkopf or Loctite while further consolidating our brand portfolio. By 2016, our top 10 brands are expected to generate approximately 60 percent of total sales (2012: 44 percent). To achieve this, we will expand our global brands and support our top brands with strong innovations and focused marketing investments.

Innovation and customer focus

A consistent innovation process, driving trend-based innovations that are developed to meet the individual needs of our customers and consumers, will help us to reinforce our innovation leadership. By capitalizing on sustainability and on trends such as accessible luxury or convenience, we will ensure that our products remain highly attractive and relevant for our customers


The strategic priority “Globalize” describes our differentiated regional strategies to grasp growth opportunities around the world.

In mature markets, we will leverage our strengths and generate profitable growth by increasing our brand investments and maintaining our cost focus. By 2016, we aim to gain more top positions in these markets with our strong brands, while increasing profitability.

In emerging markets, we will expand our existing category positions and accelerate growth in countries where we already have a strong presence. We will also selectively enter new growth markets where we do not have a foothold yet.

Speed and efficiency

We are strengthening our global presence continuously.


“Simplify” is the strategic priority which summarizes our ongoing improvement of global processes. We will continuously drive our operational excellence by making our processes faster and more standardized, focusing on cost-efficiency as well as end-to-end optimization.

Extending shared services: new hubs, more business processes

We will extend our existing shared services by increasing the number of processes handled in shared service centers.

Integrated IT platform

In addition to shared services, a stronger focus on information technology (IT) will be critical to increasing the efficiency of our business processes. We will leverage an integrated global process platform supported by significant additional IT investments. Out of 2,200 existing processes, around 800 have been identified as global standard processes to be deployed in all regions and businesses.

Increased efficiency: driving value generation

We aim to increase our efficiency by sourcing via global hubs, expanding eSourcing and reducing the number of suppliers globally by around 40 percent by 2016. We will improve our structural costs and optimize our global manufacturing footprint on an ongoing basis.


“Inspire” is the strategic priority which describes our clear commitment to strengthen our global team. We will focus on three areas: Leadership, Talents & Performance, and Diversity.

Developing strong leaders

As part of our focus on developing strong leaders, we have defined new leadership principles which will provide guidance on how to manage the complexity of leadership roles and inspire our global teams. With the new Leadership Development series, for example, a mandatory training program for all people managers, we support them from their first operational leadership tasks up to advanced, strategically relevant leadership responsibilities.

Talents & Performance

To attract and retain talents globally, we will strengthen our employer brand and continue to concentrate on making Henkel a highly attractive employer. This includes competitive compensation and reward programs that are strongly linked to performance, as well as attractive career development opportunities in different businesses, offering international experience and participation in challenging projects.

Managing diversity as a competitive asset

As a diverse employee base with different cultural and professional backgrounds provides a competitive advantage, we promote diversity by actively managing the dimensions of nationality, age, and gender. We strive to increase the international composition of our teams, leverage the experience of our senior colleagues and systematically support female career development, while at the same time providing the right infrastructure in terms of flexible working models. In 2012, we reinforced the importance of flexible work arrangements for both employees and the company. All Board Members and our top management have demonstrated their strong commitment to flexible working and a culture of performance orientation at Henkel by signing our “Charter of Work-Life Flexibility.”

Our targets 2016


bn € sales


bn € Sales in emerging markets


% annual growth in earnings per share1

1Average annual growth in adjusted earnings per preferred share (compound annual growth rate / CAGR). Including continuous portfolio optimization.