Let’s get back to business. The year that just ended was successful, but surely also unpredictable again, right?
Yes, we had very high demand for products for travel and leisure such as sun protection products, perfumes, beverages and culinary products. This was partly due to the advances made in fighting the pandemic. In 2020 it was totally different. The Nutrition segment grew the most in that year, particularly in the area of pet food, because a lot of people were forced to stay home during the many restrictions around the world. For me, however, this also shows that our strategy is working and that the products in our broad portfolio complement each other. Since 2009, we have increased the share of products outside scents and flavors, our core business at that time, from 10 to over 30 %. By 2025, we want to increase the areas of nutrition and care – for people and animals – to 40 % and by 2028 to half of our sales.
The portfolio is, along with growth and efficiency, one of three pillars of the corporate strategy. How do you achieve the goals connected with this?
By concerning ourselves with new topics internally, for example. In recent years, for example, we have increasingly focused on cooperation within the Group. The divisions are working intensively on joint projects, as can also be seen in the Corporate Report. For plant-based alternatives to meat and dairy products, we have set up teams across the Group to increase the development, production, market and sales know-how of the whole company. The area of plant-based food alternatives is one of the most exciting markets out there. It will grow by about 15 to 25 % annually by 2030, which will mean sales of around € 85 billion. Some say this number could be as high as € 250 billion. We can contribute a huge amount to this with our products for taste, texture and mouthfeel.