The Hain Celestial Group, Inc. (HAIN)
UBS Global Consumer Conference
March 13, 2013 1:30 pm ET
John Carroll - Executive Vice President and Chief Executive Officer of Hain Celestial United States
Previous Statements by HAIN
» The Hain Celestial's CEO Discusses F2Q2013 Results - Earnings Call Transcript
» The Hain Celestial Group Management Discusses Q1 2013 Results - Earnings Call Transcript
» The Hain Celestial Group's CEO Discusses Q4 Results - Earnings Call Transcript
David Palmer - UBS Investment Bank, Research Division
David Palmer - UBS Investment Bank, Research Division
Okay. Guys, I think we'll get started. Good afternoon. I'm David Palmer, UBS food and restaurant analyst. We're honored to once again have Hain Celestial join us at the UBS Global Consumer Conference. Hain Celestial has been one of the best-performing stocks in the consumer staples area in the last 3 and 5 years and continues to have a bright future, as Americans scrutinize ingredients in their food and their brands.
With us today are John Carroll, Executive Vice President and Chief Executive Officer of Hain Celestial United States; Jim Meiers, President of Hain Celestial Personal Care and Chief Supply Chain Officer for Groceries, Snacks and Personal Care; and Mary Anthes, Senior VP of Corporate Relations.
John Carroll has been the CEO of Hain Celestial U.S. at the Hain Celestial Group since May 2008 and serves as its Executive Vice President. John served as the President of Grocery and Snacks division since 2006 and, before that, was in various leadership positions at the company. John joined Hain in 2003. From 1995 to 2003, John served in various roles at Heinz, including Managing Director of Heinz Frozen Foods.
Jim Meiers has been President, Hain Celestial Personal Care and Chief Supply Chain Officer, Grocery, Snacks and Personal Care since 2009. Jim has overseen the company's 12 manufacturing plants, along with numerous co-packer and distribution facilities, and led the company's purchasing and procurement and productivity. These initiatives have increased year-over-year and resulted in savings of $25 million last year. Before joining Hain Celestial, Jim served in various operational roles at Heinz and Kraft. Thank you again for joining us, John, Jim and Mary.
And over to you, John.
Good afternoon. I'm very excited to talk to you about the Hain Celestial Group and our growth opportunities for the future. Of course, there's going to be forward-looking statements here. Look, at Hain Celestial, we always talk about this, right. Being natural and organic is at the heart of our company, right. We want to be the best marketer, manufacturer and supplier of natural and organic products, and we wanted -- we want to be the best by anticipating our consumers' needs and requirements and over delivering against them. Additionally, look, we want to do this in a way that is environmentally sound in terms of our business practices, as well as our manufacturing processes that Jim will talk about.
Hain Celestial U.S. in the FY '12 pro forma is a $1.7-billion company, not including the 2 joint ventures we're involved in: Hain Pure Protein, as well as our Asian joint venture, which is about $200 million in total there between the 2 of them. If you look at the Hain portfolio, 58% of it is -- comes from the U.S. About 30% of it comes from the U.K., and that's been a pretty major strategic shift for us, and we'll talk about that. I'm quite excited about where that can go, and the balance is in the rest of the world, Canada and Europe.
Look at the Hain global footprint, all right. We start first with North America. Our headquarters is in Melville, New York, about to move as of April 12 to Lake Success, New York, both of which are in Long Island. We have a regional headquarters up in Toronto for our Canadian unit. When you move to Europe, we have 2 headquarters. We have 1 for the U.K., which is in Leeds, as well as our European headquarters, which is in Brussels. And then we have an office out in Asia to support our joint venture there. All told, Hain Celestial U.S. has 5,000 employees and 24 manufacturing facilities.
In talking about key brands, and often a misconception about Hain is you've got too many brands. No, no. Let's focus here. We've got -- if you look at the U.S., we have 18 brands that support a $1-billion-plus business, and these 18 brands account for 80-plus-percent of the sales and even a greater percentage of the contribution. Importantly, several of these brands, brands like Celestial, Terra, Dream, these are brands that have become international brands for Hain Celestial. And you can see as I go through the rest of the brands of the company. Take a look at Canada, you see Dream, you see Terra, you see Celestial, you see MaraNatha, but you also seeing 2 brands that are -- that grew up in the Canadian market in Yves, as well as Europe's Best. So they complement the brands that we've transported from the U.S.
Go to the U.K. So again, you see Terra, you see -- and in this case, we have Dream here, but -- and Celestial as well. But in the U.K., you've got 2 new sets of brands, you've got the brands that came from the Daniels acquisition, brands like New Covent Gardens, the leading refrigerated soup; Farmhouse Fare, a leading refrigerated dessert; Johnson's Juice, a leading fresh juice brand, coupled with the brands we just picked up from Premier, brands like Hartley's, Sun-Pat, Gale's, Robertson's. Then last, in the Europe -- in the balance of Europe, you see, again some of the key brands from the U.S., Terra, Celestial, Dream, complements brands that we have in that area -- that geography, specifically brands like, Natumi, Danival, Lima.