Director Report for Kerry Group

This report covers issues relating to the group’s strategic and finance management. The focus of this report is to explore the phenomenon of interim management ("Kerry Properties Limited - 2016 Annual Report," n. d. The methodology of the research is based on the grounded theory involving the construction of theory by analysis of data. The interim managers will be interviewed using unstructured, free-flowing and in-depth interviews. 3% increase in consumer food • 12% increase in interim dividend per share • Increase in free cash flow to 379 million euros 7. 5% increase in the EPS adjusted  3. 2% increase in volume growth of the business with 3 billion euros revenue  3. 5% increase in taste and nutrition  2. 3% increase in growth of consumer foods •  7. 2% decrease in pricing. Trading profit achieved growth of 7. 4% with 10. 6% increase in trading profit margin by 70bps.

5% improvement in adjusted earnings per share with a decrease in basic earnings by 6. The was 7. 9% change in trading profit showing increase of 70 and 12. 8% increase in trading margin ("Kerry Company Profile – SWOT Analysis," n. d. Americas Region • Volume growth of 3. 3% volume growth with lower pricing of 2. 7% • Sales revenue reported at 734 million euros • Strong growth delivered by the food service via chains and the independent operators Markets within the EMEA region are challenging because of increase in the deflation of price within the developed markets of the region and activities of geopolitics in markets that are developing in the region. The sales revenues of 734 million euros reflect 0. 3% growth in a business volume alongside 2. 7% lower pricing. 5% growth increase alongside 1. 8 lower pricing. Leading to a reduction in revenue by almost 11.

4% as a result of the negative 13. 3% effect of business disposal net of acquisitions. Revenue increased by 2. 4%% to 697 million euros with the offset in the volume growth by the translation currency headwinds. In fact, the everyday fresh brand continued to enjoy a good quarter. The convenient meat solutions got influenced by lowered promotional activity in the quarter (Cheng & Humphreys, 2016, p. Good performance by foo-to-go allover retailers of Chee strings and fridge. 2) Adjusted earnings after taxation  7. 0 intangible asset amortization   (10. 4) Non-trading items   (2. 2) Profit after taxation  6. 8             EPS EPS     Cent Cent Basic-EPS 6. 2% impact on the adverse currency, 3. 2% contribution by business net acquisitions. There was 2. 6% increase in the taste and nutrition with increase of 3. 5% in business volume, 2. Profit and trading margin 7. 4% increase in trading profit to 322 million euros with trading margin increase of 70bps Finance cost (cost) Net cost of finance for the period improved by 39 million euros due to the generation of cash and a reduction in pension interest (Cheng & Humphreys, 2016, p.

Acquisitions The group managed to complete four with two bases of manufacturing in Vending-Spain and jungjin- South Kore Taxation There are 36 million euros charge in tax showing 13. 7% tax rate. This was due to variations in the profit made geographically ("Kerry Properties Limited - 2016 Annual Report," n. 2 “Calculation is done in accordance with the adjustment’s accounts alongside Interim-Financial Statements. ” Balance Sheet summary- 30 June 2016: Balance Sheet   H1 2016 €m H1 2015 €m FY 2015  €m Property, plant, equipment Intangible assets Other non-current assets Current assets 1,385. 7 Total assets 7,050. 0 Current liabilities Non-current liabilities 1,581. 1 Total liabilities 4,173. With e-tail, we have tried to digitalize our outlets and customers can even order on their own to serve them queuing and actually having to travel to get food ("'Towards 2020'," 2018). Thus, our sales volume and revenue has increased since the adoption of this strategy (Cheng & Humphreys, 2016, p.

Another strategy management is using is consistency in product differentiation. Significant product churn resulted in the need for innovation and differentiation in our products. Thus, to expand clientele and volumes of products consumed by customers, product differentiation enabled the group's new clientele growth rates to exceed its churn rate (Cheng & Humphreys, 2016, p. The Clean label movement has helped us partner with more than 13 famous universities and schools with Oxford, Nanyang, The Ohio State University on the list. The clean label is a movement driven by consumers demanding non-artificial, non-synthetic chemicals with authenticity and transparency. These top schools associate well with this movement as they are licensed to serve in the best interest of lives and thus how we come in. As these partnerships increase, the effect on our sales volume is a positive one and as a result, our revenue increases as well ("'Towards 2020'," 2018).

Brexit and Net Debt Brexit refers to a political move that is affecting many business operations with UK partners, Kerry Group is, unfortunately, one of those. Going concern We are a going concern of having an enough resource towards operational existence in the future. The budget has been revised for a period of time taking considering cash flow effects ("'Towards 2020'," 2018). Future prospects The group believe that international trading environment will be consistently changing in coming half of 2016, we have positioned our products in terms of unique taste and nutrition to meet the customer requirements within the changing marketplace. Improvement in the adjusted earnings per share will be increasing towards 10% ("Kerry Group Plc [SWOT Analysis] Weighted SWOT Matrix," n. d. Recommendation.

The group should employ more cash generation alongside a reduction in the interest of pension. This will actually help in reducing the net finance cost further. The group should check on its disposal of businesses and assets. This due to the fact that there is some loss which are accorded on disposal of business and assets. 7) Finance cost 39. 0 Income tax 33. 5 Non-trading item 4. 5 Intangible asset amortization 21. 4 Depreciation 66. 7) Purchase of non-current assets (62. 2) Free cash flow 379. 2 References Cheng, M.  M. , & Humphreys, K. d. Retrieved from https://www. euromonitor. com/kerry-group-in-ingredients/report Kerry Group Annual Report 2015. (n. d. Retrieved from https://www. just-food. com/market-research/kerry-group-plc-strategy-swot-and-corporate-finance-report_id285715. aspx Kerry Group Plc [SWOT Analysis] Weighted SWOT Matrix. Capital Mobilization and Regional Financial Markets. Riviere, M. , & Suder, G.