Mondelez 2013 Annual Report Download - page 6

Table of Contents
top 10% of global companies and top 20% of North American companies based on an extensive review of financial and
sustainability programs within each industry. We also participate in the Carbon Disclosure Project Climate and Water forums and
continue to disclose and work to reduce our carbon and water footprints. We are honored and committed to continue this and other
related work in the areas of sustainable resources and agriculture, mindful snacking, community partnerships and safety of our
products and people. Please see www.mondelezinternational.com/well-being for more information.
Strategy
We intend to leverage our core strengths, including market leadership positions and a significant global presence, to achieve two
primary goals: deliver top-tier financial performance and be a great place to work. We plan to achieve these goals by executing five
strategies:
Reportable Segments
Effective January 1, 2013, we reorganized our operations and management into five reportable operating segments:
2
• Unleash the Power of Our People. We recognize the importance of our people living our shared vision and delivering on our shared goals with joy, commitment and integrity. With our employees, we are creating collaborative, creative,
learning communities to share ideas and execute plans more efficiently and effectively.
• Transform Snacking . Our global Power Brands are the heart of our competitive advantage. Our Power Brands include
global brands such as Oreo and LU biscuits, Cadbury Dairy Milk and Milka chocolate, Halls candy, Jacobs coffee, Tang
powdered beverages and Trident gum, as well as several regional brands such as Ritz and Wheat Thins biscuits, Lacta
and Cote D’Or chocolate and Tassimo coffee. Our Power Brands and our entire portfolio of brands enable us to fulfill
consumers’ needs with a full range of snacking choices that fuel the body, treat the spirit and boost the mind. Our global
innovation platforms, such as those that help consumers “sustain energy” or “satisfy hunger,” also allow us to quickly
adapt successful products from one market to many others. By meeting the needs of consumers through innovation of
our portfolio of products, we expect to grow and maintain our market
-
leading positions.
• Revolutionize Selling.
As part of our focus on the opportunity to win in emerging markets, we have heavily invested in our
routes to market and sales capabilities around the globe. We plan to expand and further develop best-in-class sales and
distribution capabilities across our key markets both in emerging and developed markets.
• Drive Efficiency to Fuel Growth. We drive growth by managing our business through a virtuous cycle to deliver great
quality at advantaged costs. To drive sales and earnings growth, we focus on our Power Brands
and key markets and we
work to expand margins through overhead discipline and leveraging lean and simple cost management programs within
our integrated supply chain. We then reinvest savings to pursue additional targeted growth opportunities within our
portfolio. This past year, we launched our supply chain reinvention initiatives and are working to deliver $3 billion in gross
productivity gains and $1 billion of incremental free cash flow over 2014 to 2016 to invest back into growth opportunities.
• Protect the Well-being of Our Planet. We are committed to growing our business while protecting our planet and its
people. To accomplish this, we focus on delivering safe, high-quality foods and ensuring a safe work environment for our
employees. We also create foods that fit the way people eat today and provide balanced snacking choices by inventing
new solutions and improving our nutritional profile. We protect our resources, focusing on where we can have the
greatest impact. We empower farming communities to deliver innovative solutions throughout our ingredient supply
chain. We drive resource efficiency and design sustainability into our operations to minimize the impact we have on the
planet.
•
Latin America (formerly in our Developing Markets segment)
•
Asia Pacific (formerly in our Developing Markets segment)
•
Eastern Europe, Middle East & Africa (
“
EEMEA
”
) (
formerly in our Developing Markets segment)
•
Europe (now including certain European operations previously managed within the EEMEA segment)
•
North America