2009-10-01 01:59:06frank
[瑞士] 全世界最大的食品公司雀巢的執行長保羅·巴克
這十年來，我們鄰近的日本有不少大企業都任用客卿來掌舵，Nissan, Mitsubishi Motor, Sony, 台灣也有 Acer. 保羅·巴克（Paul Bulcke）一個比利時人在瑞士的跨國企業擔任執行長，而創辦人 Henri (Heinrich) Nestlé 也是從德國法蘭克福遷至瑞士的沃緯創立了雀巢。
雀巢，這個全世界最大的食品公司，一直飽受爭議，尤其是以大手筆的行銷廣告在第三世界國家教育婦女以配方牛奶來替代母奶。但是雀巢的作為不是這篇文章要討論的，我較感興趣的是它的執行長：保羅·巴克，一個通曉英、法、西、葡、德五國語言的客卿，如何經營這家公司。
Bulcke提到：不追求短期成長或利益，但求穩定成長。而瑞士人是有一定的信念和原則，然後就閉嘴去做。這似乎都是很老派的做法，但應該也是最實在的，在一家食品公司，可能更為重要。
不曉得這是不是公司的損失，還是每個公司都會發生的問題：與 Bulcke 角逐CEO一職的兩位高階主管後來都來開雀巢了，一個去了競爭對手聯合麗華，一個去家樂福。這或許會是個有趣的故事，也應該戲劇性十足。
贏得信賴與創造共同價值（與政府和非政府組織）是 Bulcke 要積極推動的兩項目標，如果雀巢不用併購，而還要追求穩健成長，扭轉世人對他的壞印象應該是很重要的。尤其又剛爆發雇用間諜去刺探反雀巢活動組織的事件。這兩個目標都不易達成，我很想知道雀巢要如何來達成此目標：真正改變企業行為就像Walmart, 或是以更精巧細膩的手法來掩飾？
From The Sunday Times
5-Jul-09
Paul Bulcke: Trust us, says the Kit Kat king
Nestlé needs to win over its critics — even if it can’t make them love the world’s biggest food company, admits Paul Bulcke, the chief executive
(Richard Lea-Hair)
Company man: Paul Bulcke at the lakeside HQ of Nestlé, which has 283,000 employees, 456 factories and food products sold in every country in the world - including North Korea
The Andrew Davidson Interview
Here’s a conundrum: many think Nestlé, the world’s biggest food company, is a little dull. It grows a bit every year, rarely makes a false move and prides itself on doing much the same with rigorous efficiency all the time.
Then there are others who see it as an evil empire, and boycott it. Paul Bulcke, Nestlé’s latest boss, cuts me short right there.
“Ach, you are from Englund,” he says in his Flemish-accented English. “It is less of a problem in America.” And in the developing world, he adds, the company is welcomed for the health and nutrition it provides, and the jobs it brings.
So why do some still have doubts? He shrugs. “I am with this company because I love this company and how it goes about its business. We do what we do because we are convinced it is right.”
Bulcke, 54, Belgian by birth but Nestlé to the core, offers a small smile. He’s invited me to lunch high in his sweep of modernist offices overlooking Lake Geneva in Vevey. He keeps his jacket on while I take mine off. It’s that kind of place.
Inside Nestlé, everything has its order. Bulcke unwinds by racing his 1100cc motorbike over mountain roads on a Sunday morning, but in the office, he’s as tightly drawn as a snare drum. Likewise, his business wants to be loved, but can’t quite loosen itself up enough to dispel the doubts. “Being Swiss means we do business with our own conviction and principles, and then we shut up, and sometimes that’s the problem,” he nods.
Outside, as Bulcke speaks, yachts scud across Lake Geneva, while beneath his windows, affluent Swiss promenade into Vevey. The elegant resort town, an hour north of Geneva by train, seems an odd base for so vast a business. But it was here that Heinrich Nestlé, a Lutheran German pharmacist, first invented his revolutionary infant cereal in 1867, and it’s here that the firm has kept its HQ ever since.
These days Nestlé, Switzerland’s biggest industrial company, has 283,000 employees and 456 factories worldwide, producing baby formula, breakfast cereals, coffee, chocolate, mineral water, pet foods, ready meals, dessert ingredients and more. In Britain its brands include Nescafé, Nespresso, Kit Kat, Quality Street, Perrier, San Pellegrino, Cheerios, Shreddies, Purina and Carnation. And right now, adds Bulcke proudly, Nestlé sells into every country in the world — including North Korea.
That power can be a force for good, or not, depending on where you stand. In particular, the company has suffered continued criticism for its marketing of baby formula to Third World mothers as an alternative to breast-feeding.
Film star George Clooney, who appears in Nestlé’s Nespresso ads, has even been drawn into the debate. In the past, Nestlé has tended to ignore protesters. More recently it has been embroiled in a court case in Switzerland, accused of hiring Securitas, the security firm, to put spies into anti-Nestlé campaign groups.
Did it? “I can’t discuss that,” says Bulcke, “it’s a legal case.” But he does admit that Nestlé, respected for its research and marketing prowess, has not handled criticisms well, preferring to retreat into its own certainties — the Swiss approach. “I am not going to judge what has happened in the past, but I don’t like the results,” he says carefully.
He hints that the style may be changing. “One of the targets I put when I defined our vision was to be trusted by all stakeholders. I don’t say ‘loved’, that’s stupid, but trusted. That’s a start.”
Yet reaching out to campaigners, he says, hasn’t worked, so now Nestlé has embarked on a proactive policy of emphasising its good works. In May it launched an initiative, Creating Shared Values, aimed at promoting partnerships with governments and non-governmental organisations around nutrition, water and rural development.
“It’s a way of expressing in a coherent way how we have always gone about business in 140 years of Nestlé. You cannot be successful if you don’t link up meaningfully for society at large, and that means creating value for society as well.”
He wipes the tablecloth by his plate for emphasis. High-domed and beady-eyed, Bulcke projects a sharp presence, treating each question like another crumb to be dispatched. His press team look anxious in his presence.
But he’s also happy to tackle anything head-on, and not short on wry humour. He gained the top slot after turning the Americas into Nestlé’s most profitable region, and is seen as a no-fuss manager who knows his brands inside out.
Yet he was not the investors’ favourite to become chief executive. That was Paul Polman, who later left to head British rival Unilever. Another rival, Lars Olofsson, left to head retailer Carrefour. The joke among journalists was that Polman was too charismatic to head Nestlé.
Bulcke lets out a short laugh. “Yeah, well, these journalists — they always get it wrong.”
He prefers to highlight what Nestlé does well. In the past decade or so, it has remodelled itself as a “health, nutrition and wellness” business offering premium products. And it has done that by evolution, not revolution — and by paying what it takes to get the brands it wants.
Analysts expect Bulcke to continue the good work. “He’s passionate, he has a hands-on approach, and he’s close to the business,” says Charles Mills, analyst at Credit Suisse. “You look at the categories Nestlé is in now, and it has got the best products.”
Bulcke himself is following the strategy laid out by his predecessor, Peter Brabeck-Letmathe, who is now chairman. That continuity is the Nestlé style. But what if Bulcke wanted to effect real change?
“Well, do we need to?” he counters. “I have been part of senior management for the last five years, I am not wanting to change a lot. But you don’t just sit there and enjoy it, you are goddamn afraid it is not going to work well tomorrow so you put your act together, you anticipate. You put a lot of energy and push behind the stability . . .”
It’s all part of Nestlé’s long-term philosophy. Investors may argue it could push harder for profit — the company likes to prioritise 5% revenue growth each year — but it has been improving margins recently.
“Yes, we could deliver more profit and growth short-term,” says Bulcke nodding, “but that’s a bit what happened to the world, isn’t it? It was all short term, get it today, another nice wave to ride tomorrow, and boom — they hit the wall. The Nestlé way is healthy growth, and every year the same kind of growth.”
Bulcke admits that growth may slip this year but margins should increase. Nestlé has responded to recession by selling smaller, cheaper versions of products in developing economies. So far, its move away from commodity items seems to be paying off.
As for Nestlé going on another buying spree, he acknowledges it’s now a possibility. “It appeals to my Cartesian logic — companies look cheaper, people have cash problems, but when they’re cheaper there is less reason to sell, too, so you have to watch out.”
Bulcke mentions “logic” a lot, citing his degree in applied economics as central to his mindset. Born the third child of six in Ostend, Bulcke was persuaded by his father, who ran a concrete factory, that combining economics with a practical application such as engineering would boost his business career.
Having married young, Bulcke started work in cost control for Scott Graphics, before ringing Nestlé and asking for a job. He had heard that it offered international careers. Nestlé responded by sending him to Peru, just as revolutionary guerrillas were targeting foreign businessmen. Postings to Ecuador, Chile, Portugal, Czechoslovakia and Germany followed.
Bulcke’s sales-oriented drive and go-anywhere style clearly chimed with Nestlé’s culture. The company has been trading internationally for more than a century — in the second world war it sent half its senior management to America to hedge its bets on the conflict’s outcome. That ruthless pragmatism hasn’t changed since.
Analysts wonder, however, if key decisions — such as whether Nestlé will bid for L’Oréal, the beauty group in which it holds a 30% stake — will rest not with Bulcke but with his chairman, Brabeck-Letmathe.
Predictably, that doesn’t bother Bulcke at all. As for L’Oréal, he is bored with being asked. “So thanks for not asking me, eh?” he laughs. “You insist? Okay, we have options. That’s it.”
He finishes lunch with a cup of instant Nescafé, then says he has to go — an analysts’ webcast session awaits. Does he know what they’ll ask? “A bit. They have their worries. The frustrating thing is, there are questions I cannot answer. You don’t want to give the competition clues.”
They read your briefings? “Of course,” he grins. And he reads theirs? “If a competitor says something relevant, I will know.” And with that, he’s gone.
http://business.timesonline.co.uk/tol/business/movers_and_shakers/article6639144.ece
Paul Bulcke
Chief Executive Officer, Head of American Business, Executive Vice President of USA, Canada, Latin America & Car, Deputy Executive Vice President of Vevey - Switzerland, Member of Executive Board and Director, Nestlé S.A.
Age Total Annual Compensation
55 SFr. 4,968,200 CHF (As of Fiscal Year 2008)
Paul Bulcke has been Chief Executive Officer of Nestle SA since April 2008 and also serves as its Member of Executive Board, Head of American Business and Executive Vice President of USA, Canada, Latin America & Car. Mr. Bulcke has been Deputy Executive Vice President of Vevey (Switzerland) of Nestle S.A. since October 2003. Mr. Bulcke joined Nestle Group in 1979. From 2000 to 2003, he served as Market Head of Nestlé Germany, Frankfurt am Main; from 1998 to 2003, he ... served as Managing Director of Nestlé Czech and Slovak Republic; from 1996 to 1998 at Nestlé Portugal as Market Head; from 1980 to 1996 served as Marketing, Sales and Division Functions at Nestlé Peru, Nestlé Ecuador and Nestlé Chile; from 1979 to 1980 served as Marketing Trainee of Nestlé S.A. Mr. Bulcke has been with Nestlé Group, Vevey (Switzerland) since 1979 and from 1977 to 1979, he served as Financial Analyst of Scott Graphics International, Bornem (Belgium). Mr. Bulcke serves as Co-Chairman of Beverage Partners Worldwide S.A. in Switzerland and Co-Chairman of the Supervisory Board of Cereal Partners Worldwide. He has been a Director of Alcon Inc. and Nestle SA since May 6, 2008. In 1995, he done Programme for Executive Development in IMD Switzerland; from 1976 to 1977, from University of Gent (Belgium) he received Post Graduate degree in Management and from 1972 to 1976, he received Commercial Engineering Degree from University of Leuven (Belgium). Mr. Bulcke knows French, English, Spanish, Portuguese and German Languages.
http://investing.businessweek.com/businessweek/research/stocks/people/person.asp?personId=8251118&ric=NESN.VX&previousCapId=31973&previousTitle=Nestle%20SA
The articles were taken from The Times and BusinessWeek. The copyright remain with their original owners. The Times and Business Week are not involved with, nor endorse the production of this blog.
雀巢，這個全世界最大的食品公司，一直飽受爭議，尤其是以大手筆的行銷廣告在第三世界國家教育婦女以配方牛奶來替代母奶。但是雀巢的作為不是這篇文章要討論的，我較感興趣的是它的執行長：保羅·巴克，一個通曉英、法、西、葡、德五國語言的客卿，如何經營這家公司。
Bulcke提到：不追求短期成長或利益，但求穩定成長。而瑞士人是有一定的信念和原則，然後就閉嘴去做。這似乎都是很老派的做法，但應該也是最實在的，在一家食品公司，可能更為重要。
不曉得這是不是公司的損失，還是每個公司都會發生的問題：與 Bulcke 角逐CEO一職的兩位高階主管後來都來開雀巢了，一個去了競爭對手聯合麗華，一個去家樂福。這或許會是個有趣的故事，也應該戲劇性十足。
贏得信賴與創造共同價值（與政府和非政府組織）是 Bulcke 要積極推動的兩項目標，如果雀巢不用併購，而還要追求穩健成長，扭轉世人對他的壞印象應該是很重要的。尤其又剛爆發雇用間諜去刺探反雀巢活動組織的事件。這兩個目標都不易達成，我很想知道雀巢要如何來達成此目標：真正改變企業行為就像Walmart, 或是以更精巧細膩的手法來掩飾？
From The Sunday Times
5-Jul-09
Paul Bulcke: Trust us, says the Kit Kat king
Nestlé needs to win over its critics — even if it can’t make them love the world’s biggest food company, admits Paul Bulcke, the chief executive
(Richard Lea-Hair)
Company man: Paul Bulcke at the lakeside HQ of Nestlé, which has 283,000 employees, 456 factories and food products sold in every country in the world - including North Korea
The Andrew Davidson Interview
Here’s a conundrum: many think Nestlé, the world’s biggest food company, is a little dull. It grows a bit every year, rarely makes a false move and prides itself on doing much the same with rigorous efficiency all the time.
conundrum n.[kə'nʌndrəm]
1. 雙關謎語利用詞語的雙重含義用雙關語解答的謎語
2. 難解的問題;謎一樣的人[物]
2. 難解的問題;謎一樣的人[物]
Then there are others who see it as an evil empire, and boycott it. Paul Bulcke, Nestlé’s latest boss, cuts me short right there.
“Ach, you are from Englund,” he says in his Flemish-accented English. “It is less of a problem in America.” And in the developing world, he adds, the company is welcomed for the health and nutrition it provides, and the jobs it brings.
So why do some still have doubts? He shrugs. “I am with this company because I love this company and how it goes about its business. We do what we do because we are convinced it is right.”
Bulcke, 54, Belgian by birth but Nestlé to the core, offers a small smile. He’s invited me to lunch high in his sweep of modernist offices overlooking Lake Geneva in Vevey. He keeps his jacket on while I take mine off. It’s that kind of place.
Inside Nestlé, everything has its order. Bulcke unwinds by racing his 1100cc motorbike over mountain roads on a Sunday morning, but in the office, he’s as tightly drawn as a snare drum. Likewise, his business wants to be loved, but can’t quite loosen itself up enough to dispel the doubts. “Being Swiss means we do business with our own conviction and principles, and then we shut up, and sometimes that’s the problem,” he nods.
Outside, as Bulcke speaks, yachts scud across Lake Geneva, while beneath his windows, affluent Swiss promenade into Vevey. The elegant resort town, an hour north of Geneva by train, seems an odd base for so vast a business. But it was here that Heinrich Nestlé, a Lutheran German pharmacist, first invented his revolutionary infant cereal in 1867, and it’s here that the firm has kept its HQ ever since.
affluent n. (匯入主流或湖泊的)支流;(注入處理廠的未淨化)污水;富裕的人
adj. 豐盛的,富裕的;豐富的,大量的;源源不斷流入的
promenade n. 1. 散步 2. (騎馬)閒逛 3. (開車)兜風
4. 隊伍 5. (正式舞會開始時全體賓客所作的)列隊繞場式
6. [方塊舞] 齊步行進 7. (聽眾站著或走著聽的)漫步音樂會
8. (海濱的)散步
adj. 豐盛的,富裕的;豐富的,大量的;源源不斷流入的
promenade n. 1. 散步 2. (騎馬)閒逛 3. (開車)兜風
4. 隊伍 5. (正式舞會開始時全體賓客所作的)列隊繞場式
6. [方塊舞] 齊步行進 7. (聽眾站著或走著聽的)漫步音樂會
8. (海濱的)散步
These days Nestlé, Switzerland’s biggest industrial company, has 283,000 employees and 456 factories worldwide, producing baby formula, breakfast cereals, coffee, chocolate, mineral water, pet foods, ready meals, dessert ingredients and more. In Britain its brands include Nescafé, Nespresso, Kit Kat, Quality Street, Perrier, San Pellegrino, Cheerios, Shreddies, Purina and Carnation. And right now, adds Bulcke proudly, Nestlé sells into every country in the world — including North Korea.
That power can be a force for good, or not, depending on where you stand. In particular, the company has suffered continued criticism for its marketing of baby formula to Third World mothers as an alternative to breast-feeding.
Film star George Clooney, who appears in Nestlé’s Nespresso ads, has even been drawn into the debate. In the past, Nestlé has tended to ignore protesters. More recently it has been embroiled in a court case in Switzerland, accused of hiring Securitas, the security firm, to put spies into anti-Nestlé campaign groups.
embroil vt. 連累,使被捲入(糾紛等);使混亂[糾纏],使起糾紛;使反目
Did it? “I can’t discuss that,” says Bulcke, “it’s a legal case.” But he does admit that Nestlé, respected for its research and marketing prowess, has not handled criticisms well, preferring to retreat into its own certainties — the Swiss approach. “I am not going to judge what has happened in the past, but I don’t like the results,” he says carefully.
prowess ['praυɪs] n. 武勇,勇敢,英勇,高超的本領
He hints that the style may be changing. “One of the targets I put when I defined our vision was to be trusted by all stakeholders. I don’t say ‘loved’, that’s stupid, but trusted. That’s a start.”
Yet reaching out to campaigners, he says, hasn’t worked, so now Nestlé has embarked on a proactive policy of emphasising its good works. In May it launched an initiative, Creating Shared Values, aimed at promoting partnerships with governments and non-governmental organisations around nutrition, water and rural development.
“It’s a way of expressing in a coherent way how we have always gone about business in 140 years of Nestlé. You cannot be successful if you don’t link up meaningfully for society at large, and that means creating value for society as well.”
He wipes the tablecloth by his plate for emphasis. High-domed and beady-eyed, Bulcke projects a sharp presence, treating each question like another crumb to be dispatched. His press team look anxious in his presence.
crumb n. 1. 碎屑;麵包屑;糕餅屑 2. (柔軟的)麵包心
3. (早餐點心等上用糖、牛油、麵粉等調合成的)糕點頂端混合配料
3. (早餐點心等上用糖、牛油、麵粉等調合成的)糕點頂端混合配料
But he’s also happy to tackle anything head-on, and not short on wry humour. He gained the top slot after turning the Americas into Nestlé’s most profitable region, and is seen as a no-fuss manager who knows his brands inside out.
head-on adj. adv. 正面的[地],迎面的[地]
wry vt, vi, adj. 1. 使歪斜,扭歪,扭曲 2. 皺(面孔)顯得不快[痛苦]
wry vt, vi, adj. 1. 使歪斜,扭歪,扭曲 2. 皺(面孔)顯得不快[痛苦]
Yet he was not the investors’ favourite to become chief executive. That was Paul Polman, who later left to head British rival Unilever. Another rival, Lars Olofsson, left to head retailer Carrefour. The joke among journalists was that Polman was too charismatic to head Nestlé.
charismatic adj. 1. 有領袖人物的超凡魅力的
2. [基督教] 相信神授超凡能力的指相信聖靈帶來的超自
然力量在教徒身上具有治病效力的宗教團體
2. [基督教] 相信神授超凡能力的指相信聖靈帶來的超自
然力量在教徒身上具有治病效力的宗教團體
Bulcke lets out a short laugh. “Yeah, well, these journalists — they always get it wrong.”
He prefers to highlight what Nestlé does well. In the past decade or so, it has remodelled itself as a “health, nutrition and wellness” business offering premium products. And it has done that by evolution, not revolution — and by paying what it takes to get the brands it wants.
Analysts expect Bulcke to continue the good work. “He’s passionate, he has a hands-on approach, and he’s close to the business,” says Charles Mills, analyst at Credit Suisse. “You look at the categories Nestlé is in now, and it has got the best products.”
Bulcke himself is following the strategy laid out by his predecessor, Peter Brabeck-Letmathe, who is now chairman. That continuity is the Nestlé style. But what if Bulcke wanted to effect real change?
“Well, do we need to?” he counters. “I have been part of senior management for the last five years, I am not wanting to change a lot. But you don’t just sit there and enjoy it, you are goddamn afraid it is not going to work well tomorrow so you put your act together, you anticipate. You put a lot of energy and push behind the stability . . .”
It’s all part of Nestlé’s long-term philosophy. Investors may argue it could push harder for profit — the company likes to prioritise 5% revenue growth each year — but it has been improving margins recently.
“Yes, we could deliver more profit and growth short-term,” says Bulcke nodding, “but that’s a bit what happened to the world, isn’t it? It was all short term, get it today, another nice wave to ride tomorrow, and boom — they hit the wall. The Nestlé way is healthy growth, and every year the same kind of growth.”
Bulcke admits that growth may slip this year but margins should increase. Nestlé has responded to recession by selling smaller, cheaper versions of products in developing economies. So far, its move away from commodity items seems to be paying off.
As for Nestlé going on another buying spree, he acknowledges it’s now a possibility. “It appeals to my Cartesian logic — companies look cheaper, people have cash problems, but when they’re cheaper there is less reason to sell, too, so you have to watch out.”
Bulcke mentions “logic” a lot, citing his degree in applied economics as central to his mindset. Born the third child of six in Ostend, Bulcke was persuaded by his father, who ran a concrete factory, that combining economics with a practical application such as engineering would boost his business career.
Having married young, Bulcke started work in cost control for Scott Graphics, before ringing Nestlé and asking for a job. He had heard that it offered international careers. Nestlé responded by sending him to Peru, just as revolutionary guerrillas were targeting foreign businessmen. Postings to Ecuador, Chile, Portugal, Czechoslovakia and Germany followed.
Bulcke’s sales-oriented drive and go-anywhere style clearly chimed with Nestlé’s culture. The company has been trading internationally for more than a century — in the second world war it sent half its senior management to America to hedge its bets on the conflict’s outcome. That ruthless pragmatism hasn’t changed since.
chime [tʃaɪm] vt. 1. 敲擊(一組鐘);用鐘聲報(時)
2. 敲鐘召集(人) 3. 單調地重複
vi. 1. (一組鐘、時鐘)鳴 2. 協調,合拍,一致
2. 敲鐘召集(人) 3. 單調地重複
vi. 1. (一組鐘、時鐘)鳴 2. 協調,合拍,一致
Analysts wonder, however, if key decisions — such as whether Nestlé will bid for L’Oréal, the beauty group in which it holds a 30% stake — will rest not with Bulcke but with his chairman, Brabeck-Letmathe.
Predictably, that doesn’t bother Bulcke at all. As for L’Oréal, he is bored with being asked. “So thanks for not asking me, eh?” he laughs. “You insist? Okay, we have options. That’s it.”
He finishes lunch with a cup of instant Nescafé, then says he has to go — an analysts’ webcast session awaits. Does he know what they’ll ask? “A bit. They have their worries. The frustrating thing is, there are questions I cannot answer. You don’t want to give the competition clues.”
They read your briefings? “Of course,” he grins. And he reads theirs? “If a competitor says something relevant, I will know.” And with that, he’s gone.
http://business.timesonline.co.uk/tol/business/movers_and_shakers/article6639144.ece
Paul Bulcke
Chief Executive Officer, Head of American Business, Executive Vice President of USA, Canada, Latin America & Car, Deputy Executive Vice President of Vevey - Switzerland, Member of Executive Board and Director, Nestlé S.A.
Age Total Annual Compensation
55 SFr. 4,968,200 CHF (As of Fiscal Year 2008)
Paul Bulcke has been Chief Executive Officer of Nestle SA since April 2008 and also serves as its Member of Executive Board, Head of American Business and Executive Vice President of USA, Canada, Latin America & Car. Mr. Bulcke has been Deputy Executive Vice President of Vevey (Switzerland) of Nestle S.A. since October 2003. Mr. Bulcke joined Nestle Group in 1979. From 2000 to 2003, he served as Market Head of Nestlé Germany, Frankfurt am Main; from 1998 to 2003, he ... served as Managing Director of Nestlé Czech and Slovak Republic; from 1996 to 1998 at Nestlé Portugal as Market Head; from 1980 to 1996 served as Marketing, Sales and Division Functions at Nestlé Peru, Nestlé Ecuador and Nestlé Chile; from 1979 to 1980 served as Marketing Trainee of Nestlé S.A. Mr. Bulcke has been with Nestlé Group, Vevey (Switzerland) since 1979 and from 1977 to 1979, he served as Financial Analyst of Scott Graphics International, Bornem (Belgium). Mr. Bulcke serves as Co-Chairman of Beverage Partners Worldwide S.A. in Switzerland and Co-Chairman of the Supervisory Board of Cereal Partners Worldwide. He has been a Director of Alcon Inc. and Nestle SA since May 6, 2008. In 1995, he done Programme for Executive Development in IMD Switzerland; from 1976 to 1977, from University of Gent (Belgium) he received Post Graduate degree in Management and from 1972 to 1976, he received Commercial Engineering Degree from University of Leuven (Belgium). Mr. Bulcke knows French, English, Spanish, Portuguese and German Languages.
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