Callebaut Annual Report 2009

Masterpieces
We are passionate about creating fine chocolates.

And our technical advisers, all of them trained
pastry chefs, take pride in sharing their extensive
know-how and boundless creativity with our
artisan customers at our 13 Chocolate Academies
located around the world. Their masterpieces,
a delight for both the eye and the palate, are
showcased in this annual report.
2009/10
Annual Report
* in local currencies
Strengthening our global

Gourmet leadership
Financial performance
targets extended through
2012/13
In Brief
Strong year, dynamic growth:

sales volume +7.6%, EBIT
+7.9%*, net prot 13.5%*
2
Barry Callebaut at a glance
Barry Callebaut is organized into dierent regions: Region Europe (incl. Western and
Eastern Europe), Region Americas and Region Asia-Pacic. The globally managed Global
Sourcing & Cocoa business is reported as a separate segment like a region. There are
four dierent product groups: Cocoa Products, Food Manufacturers Products, Gourmet &
Specialties Products and Consumer Products.
Europe
Americas
Asia-Pacic
Global Sourcing &

Cocoa
Food Manufacturers,
Gourmet, Consumer
Food Manufacturers,
Gourmet
Food Manufacturers,
Gourmet
Cocoa
57.7% of consolidated
sales volume
sales volume
sales volume
sales volume
Volume growth vs.

prior year
+4.1%
+15.6%
+15.5%
+8.2%
EBIT growth vs.

prior year
+8.3%
+6.3%
+87.6%1
+5.4%
(in local currencies)
1 Excluding one-o gain on the sale of the Asian Consumer business in the prior year.
3
Key gures Barry Callebaut Group
for the scal year ended August 31,
2009/10
2008/09
Change (%)
in local
currencies
in reporting
currency
Income statement
Sales volume
Tonnes
7.6%
1,305,280
1,213,610
Sales revenue
CHF m
11.3%
6.8%
5,213.8
4,880.2
EBITDA1
CHF m
5.8%
3.2%
470.7
456.1
Operating prot (EBIT)
CHF m
7.9%
5.6%
370.4
350.8
Net prot for the year
CHF m
13.5%
10.9%
251.7
226.9
Cash ow2
CHF m
9.5%
457.8
418.1
(1.8%)
283.8
289.1
3,514.8
EBIT per tonne
CHF
0.3%
Balance sheet
Total assets
CHF m
1.6%
3,570.8
Net working capital3
CHF m
(4.5%)
964.9
1,010.1
Non-current assets
CHF m
(1.8%)
1,405.8
1,432.2
Net debt
CHF m
(7.6%)
870.8
942.7
Shareholders equity 4
CHF m
3.7%
1,302.3
1,255.6
CHF m
13.7%
Ratios
Economic value added (EVA)
147.7
129.9
14.8%
13.9%
19.6%
18.1%
66.9%
75.1%
Return on invested capital (ROIC)5
Return on equity (ROE)

Debt to equity ratio
Shares
Share price at scal year end
CHF
22.5%
703
574
EBIT per share (issued)
CHF
5.6%
71.6
67.8
Basic earnings per share6
CHF
10.5%
48.6
44.0
Cash earnings per share7
CHF
9.3%
88.6
81.1
Payout per share8
CHF
12.0%
14.0
12.5
0.3%
7,550
7,525
Other
Employees
1
2
3
4
5
6
7
8
EBIT + depreciation of property, plant and equipment + amortization of intangible assets

Operating cash ow before working capital changes
Includes current assets and liabilities related to commercial activities and current provisions
Total equity attributable to the shareholders of the parent company
EBIT x (1 eective tax rate)/average capital employed
Based on the net prot for the year attributable to the shareholders of the parent company/
basic shares outstanding
Operating cash ow before working capital changes/basic shares outstanding
Par value reduction instead of a dividend; 2009/10 as proposed by the Board of Directors
to the Annual General Meeting
Share price development

Barry Callebaut vs. indices
Rebased
Cocoa price
London Cocoa Terminal Market
6-month forward prices
in GBP/tonne
2,500
1,000
2,000
750
1,500
500
1,000
250
500
0
Sept. 05 Sept. 06 Sept. 07 Sept. 08 Sept. 09 Sept. 10
Barry Callebaut AG
SPI Swiss Performance Index
SPI Small & Mid-Cap Index

Dow Jones Euro Stoxx Food & Beverage Index
0
Sept. 05 Sept. 06 Sept. 07 Sept. 08 Sept. 09 Sept. 10
4
Key gures by region and product group
Sales volume
in tonnes
Sales revenue
in CHF million
1,400,000
5,000
1,200,000
4,000
1,000,000
800,000
3,000
600,000
2,000
400,000
1,000
200,000
0
05/06 06/07 07/08 08/09 09/10
05/06 06/07 07/08 08/09 09/10
EBIT
in CHF million
Net prot
in CHF million
375
250
300
200
225
150
150
100
75
50
0
05/06 06/07 07/08 08/09 09/10
By region
Europe
Americas
Asia-Pacic
Global Sourcing & Cocoa
753,011 Tonnes
291,399 Tonnes
47,984 Tonnes
212,886 Tonnes
By product group
Cocoa Products
Food Manufacturers Products
Gourmet & Specialties
Products
Consumer Products
212,886 Tonnes
830,849 Tonnes
133,048 Tonnes
128,497 Tonnes
Sales revenue
byregion
region
volume by
for
rst 6 months FY 2009/10
in tonnes
05/06 06/07 07/08 08/09 09/10
Sales volume
revenueby
byproduct
productgroup
group
in tonnes
for
rst 6 months FY 2009/10
16.8%
9.8%
18.0%
16.8%
16.3%
16.3%
10.2%
3.7%
3.9%
14.4%
17.3%
22.3%
50.8%
62.0%
57.7%
63.7%
Key gures by region

2009/10
2008/091
Change (%)
in local
currencies
in reporting
currency
Europe
Sales volume
Tonnes
4.1%
753,011
723,099
Sales revenue
CHF m
4.8%
(0.5%)
3,042.0
3,056.3
EBITDA
CHF m
7.1%
4.1%
324.1
311.4
EBIT
CHF m
8.3%
6.3%
268.7
252.7
252,159
Americas
Sales volume
Tonnes
15.6%
291,399
Sales revenue
CHF m
15.7%
10.8%
998.2
901.1
EBITDA
CHF m
7.0%
7.1%
108.1
100.9
EBIT
CHF m
6.3%
7.2%
92.5
86.3
Asia-Pacic
Sales volume
Tonnes
15.5%
47,984
41,544
Sales revenue
CHF m
23.2%
21.4%
211.1
173.9
EBITDA
CHF m
(26.3%)
(27.5%)
26.2
36.1
EBIT
CHF m
(27.4%)2
(28.4%)2
20.9
29.2

Sales volume
Tonnes
8.2%
212,886
196,808
Sales revenue
CHF m
29.9%
28.5%
962.5
748.9
EBITDA
CHF m
5.8%
3.6%
75.2
72.6
EBIT
CHF m
5.4%
3.9%
54.5
52.5
2009/10
2008/091
Key gures by product group

Change (%)
in local
currencies
in reporting
currency
Industrial Products
Sales volume
Tonnes
8.3%
1,043,735
963,858
Cocoa Products
Tonnes
8.2%
212,886
196,808
Tonnes
8.3%
830,849
767,050
CHF m
14.1%
9.7%
3,679.2
3,354.5
Cocoa Products
CHF m
29.9%
28.5%
962.5
748.9
CHF m
9.6%
4.3%
2,716.7
2,605.6
EBITDA
CHF m
6.1%
4.4%
350.5
335.8
EBIT
CHF m
7.5%
6.3%
290.6
273.5
249,752
Sales revenue
Food Service/Retail Products

Sales volume
Tonnes
4.7%
261,545
Gourmet & Specialties Products
Tonnes
17.3%
133,048
113,466
Consumer Products
Tonnes
(5.7%)
128,497
136,286
1,525.7
Sales revenue
CHF m
5.1%
0.6%
1,534.6
CHF m
19.4%
14.3%
707.6
619.0
Consumer Products
CHF m
(4.6%)
(8.8%)
827.0
906.7
EBITDA
CHF m
1.8%
(1.1%)
183.1
185.2
EBIT
CHF m
1.9%3
(0.8%)3
146.0
147.2
1
2
3
Certain comparatives have been reclassied to conform with the current periods presentation
+87.6% in local currencies (+85.0% in CHF) excl. the one-o gain on the sale of the Asian
Consumer business in prior year
+16.0% in local currencies (+12.9% in CHF) excl. the one-o gain on the sale of the Asian
Consumer business in prior year
6
Strategy
Based on Barry Callebauts nancial targets for the period 2009/10 through 2012/131,
the company aims to signicantly outperform the global chocolate market. Barry
Callebauts ambitious growth strategy is based on three pillars: expansion, innovation
and cost leadership.
Expansion
Barry Callebaut intends to accelerate the growth of its Gourmet business.

With regard to the industrial customers, the company wants to strengthen its position in
the mature markets of Western Europe and North America.
In recently entered emerging markets like Russia, China, Japan, Mexico and Brazil, Barry
Callebaut aims to develop their full potential. Lastly, the company will carefully evaluate
how to enter other emerging markets.
Implementing existing outsourcing volumes and strategic partnerships as well as securing
further outsourcing deals with regional and local food manufacturers will remain an
essential part of the business strategy.
Innovation
Barry Callebaut is recognized as the reference for innovation in the chocolate industry.
Dedicated R&D teams around the world focus on two dierent areas: Fundamental
research into the health-enhancing properties of the cocoa bean and pro-active research
and development leading to cutting-edge cocoa and chocolate products such as the
development of the Controlled Fermentation technology. The applied R&D teams, on the
other hand, support customers to improve their products and recipes as well as their
production processes on their own production lines.
In total, Barry Callebauts R&D department manages about 1,750 projects, runs almost
7,600 trials and conducts more than 400 technical visits with its customers every year.
Cost leadership
Cost leadership is an important reason why for example international customers outsource chocolate production to Barry Callebaut. The company is continuously improving
its operational eciency by upgrading the technology and achieving higher scale eects
through better capacity utilization, by optimizing product ows, logistics and inventory
management, as well as by reducing energy consumption and lowering xed costs. In
total, manufacturing costs per tonne in scal year 2009/10 were reduced by another 5%
(in local currencies).
1 These targets are on average 68% volume growth per annum and average EBIT growth in local currencies at least in line with
volume growth barring any major unforeseen events.
7
Highlights
Barry Callebaut has made signicant investments in building a foundation

for continued success. This scal year was marked by milestones that set the
stage for superior performance and growth in the future.
December 2009
Barry Callebaut
completed the acquisition of the Spanish
chocolate maker
Chocovic, S.A., specializing in specialty products
for industrial and
artisanal customers.
January 2010
Launch of multiplecertication project
UTZ, Rainforest Alliance
and other product
certication labels
with cocoa farmer
cooperatives in Ivory
Coast in response
to market needs and
trends.
March 2010
Barry Callebaut and
the Malaysian Cocoa
Board signed a Memorandum of Understanding on a collaborative research project
to increase the value of
Malaysian cocoa beans
with the Controlled
Fermentation method.
May 2010
Barry Callebaut
inaugurated a new
chocolate factory
located in Extrema,
Minas Gerais, near
So Paulo, Brazil the
companys rst chocolate factory in South
America.
During the World
Exhibition in Shanghai
from May until October,
Barry Callebaut acted
as the unique supplier
to Godiva, Neuhaus and
Guylian at the Belgian
Chocolate Corner.
August 2010
Barry Callebaut extended the successful farmer
program Quality
Partner Program (QPP)
from Ivory Coast to
cocoa-farming regions
in Cameroon, the fourth
largest cocoa producer
in Africa.
September 2010
Barry Callebaut signed
a long-term global supply agreement with
Kraft Foods Inc., making
Barry Callebaut the
key global cocoa and
industrial chocolate
supplier to the worlds
second largest food
company.
8
Vision and values
Our vision
Barry Callebaut is the heart and engine of the chocolate industry.
Our goal is to be No. 1 in all attractive customer segments and in all major world
markets.
Our heritage, our knowledge of the chocolate business from the cocoa bean to
the nest nished products make us the business partner of choice for the entire food
industry, from individual artisans to industrial manufacturers and global retailers.
We seek to apply our constantly evolving expertise to helping our customers grow
their businesses, and we are passionate about creating and bringing to market new,
healthy products that taste good, delight all senses, and are fun to enjoy.
Our strength comes from the passion and expertise of our people for whom we
strive to create an environment where learning and personal development is ongoing,
entrepreneurship is encouraged, and creativity can ourish.
Our values
Customer focus By anticipating market trends and investing time and eort to fully
understand customer needs, we go to great lengths to provide products and solutions of
superior value through a business partnership with every customer that is characterized
by professionalism and mutual trust.
Passion Our pride in what our company does inspires and motivates us to give our
best at work. We are eager to learn about our business and to share our know-how and
enthusiasm with others.
Entrepreneurship With the goal to create superior customer value, we constructively
challenge the status quo and explore opportunities to innovate: new eating trends, new
markets, new ideas for products and services, and new ways of doing business. We are
willing to take controlled risks and are determined to persevere.
Team spirit Whether in the eld, on the shop oor or in administration we are one
team, sharing a common purpose and common goals. All members of this team actively
engage in open communication and idea sharing and are committed to working together
to achieve our common goals across the whole organization.
Integrity We show respect for our fellow team members and all our stakeholders and
are honest, trustworthy, and open-minded in all our business activities and relationships.
We live up to high ethical standards that promote fairness, equality, and diversity.
As a food manufacturer, Barry Callebaut has a fundamental responsibility to ensure the safety and quality
of our products. As an international company with
operations in 26 countries, we recognize that our
businesses have an inuence on the livelihoods of
many people around the world. Accordingly, we
strive to contribute responsibly to the communities
where we operate.
9
Company history
Barry Callebaut, headquartered in Switzerland, resulted from the merger between

Belgian chocolate producer Callebaut and French chocolate maker Cacao Barry in 1996.
The merger combined Cacao Barrys know-how in procurement and initial processing
of cocoa beans with Callebauts extensive experience in producing and marketing
chocolate products. Since 1998, Barry Callebaut has been listed on the SIX Swiss
Exchange.
Today, the company is a fully integrated chocolate company with a global presence.
It provides comprehensive chocolate solutions to the entire food industry. As the
outsourcing partner of choice, Barry Callebaut has an estimated 40% share of volumes
in the open market. It is present in 26 countries, currently operates 43 production
facilities, employs about 7,500 people and generated sales of CHF 5.2 billion in scal
year 2009/10.
1999
2002
2003
2003
2004
2005
2007
2007
2007
2007
2008
2008
2008
2008
2008
2008
2008
2008
2009
2009
2009
2009
2009
2010
2010
Acquisition of Carma AG in Switzerland

Acquisition of the Stollwerck Group in Germany
Acquisition of Dutch Group Graverboom B.V. (including Luijckx B.V.)
Acquisition of Brachs Confections Holding, Inc. in the U.S.
Acquisition of the vending mix business of AM Foods in Sweden
Opening of a chocolate factory in California, U.S.
Opening of a chocolate factory in Chekhov, Russia
Divestment of Brachs Confections Holding, Inc., U.S.
Signing of major long-term outsourcing contracts with Nestl,
Hersheys and Cadbury
Acquisition of a cocoa factory in Pennsylvania, U.S.
Opening of a chocolate factory in Suzhou, China
Opening of a sales oce and Chocolate Academy in Mumbai, India
Acquisition of a 60% stake in KLK Cocoa in Malaysia
Sale of African Consumer business
Opening of four Chocolate Academies in Suzhou, China;
Zundert, The Netherlands; Chekhov, Russia; and Chicago, U.S.
Acquisition of IBC, specialist in decorations, in Kortrijk-Heule, Belgium
Outsourcing agreement with Morinaga in Japan and start of
production in new factory
Acquisition of a 49% stake in Biolands, Tanzania
Opening of a chocolate factory in Monterrey, Mexico
Sale of Asian Consumer business to Hersheys
Distribution agreement signed with Bunge Alimentos in Brazil
Acquisition of Danish vending mix company Eurogran
Acquisition of Spanish chocolate maker Chocovic, S.A.
Opening of a chocolate factory in Extrema, Brazil
Signing of a major global supply agreement with Kraft Foods Inc.
Download In Brief
www.barry-callebaut.com/documentation
Contents
1 In Brief
12 Interview with the Chairman and the CEO

18 Board of Directors and Management
22 Region Europe
25 Region Americas
27 Region Asia-Pacic
30 Global Sourcing & Cocoa
32 Corporate Social Responsibility
36 Operations & Supply Chain OSCO
38 Customers and Business Units
42 Innovation
46 Employees
52 Interview with the CFO

54 Financial Review
56 Consolidated Financial Statements
114 5-Year Overview
116 Financial Statements of Barry Callebaut AG
124 Corporate Governance
134 Glossary
136 Contacts, Financial calendar and Forward-looking statement
12
Interview with the

Chairman and the CEO
Strong year with dynamic top- and

bottom-line growth
Market conditions in scal year 2009/10 were challenging with a still rather fragile
world economy, a at global chocolate market, high raw material prices and important
currency uctuations. Barry Callebauts growth strategy, together with a robust business
model, eciency gains as well as tight cost control allowed the company to achieve top
results: sales volume up 7.6%, EBIT +7.9% and net prot +13.5% (both in local currencies).
Barry Callebaut will further rene its existing growth strategy in order to broaden as well
as deepen the expansion of its business.
Andreas Jacobs, Chairman
The global chocolate market declined for the rst time in more than a decade in the previous scal year. Has it returned to positive growth and how did Barry Callebaut perform
under the given market conditions?
Until April 2010, the global chocolate confectionery market was flat in volume terms.
Thereafter, it began to recover but, with a slight plus of 0.3%,1 it has still not returned
to its previous long-term average growth rate of 23% per year. Our industry was faced
with volatile and high raw material prices. Barry Callebaut navigated very well through
these challenges:At +7.6%, our sales volume again significantly outperformed the global chocolate market. Despite the continued pressure from the combined cocoa ratio2
on profitability, we generated a strong operating profit growth of 7.9% in local currencies (+5.6% in CHF) and achieved an excellent net profit growth of 13.5% (+10.9%
in CHF).
What were the most important factors in reaching your targets amid such a challenging market environment?
Juergen B. Steinemann, CEO First and foremost, we have a strong global footprint, which makes us an attractive
partner for our international customers as we can serve them with a comprehensive
range of products around the world. Besides that, we can offer a broad range of products to regional customers.We clearly benefited from our targeted expansion to emerging chocolate markets, most of which performed very well. Emerging markets will become increasingly important in compensating for lower growth rates in more mature
markets. In our Gourmet business we have powerful international brands with
Callebaut and Cacao Barry that offer great chocolate products with convenient applications. Last but not least, our cost leadership as well as our innovation power round
off all these success factors.
Q Do you see any need to reprioritize your corporate strategy?
AJ The past two truly challenging years confirmed that our strategy has served us well in
growing and developing our business. Therefore, we do not see the need for a revolution but rather an evolution: One of our strategic pillars, geographic expansion, was
in particular need of some fine-tuning because we also see opportunities to expand in
scale, breadth and depth.We intend to accelerate the growth of our Gourmet business.
With regard to industrial customers, we want to strengthen our position in the mature
markets of Western Europe and North America. In the emerging markets that we
have recently entered, we aim to develop their full potential. Lastly, we will carefully
evaluate how to enter other emerging markets. Implementing existing outsourcing
1 Source: Nielsen, September 2009August 2010
2 The (forward) combined cocoa ratio is the combined sales price for cocoa butter and cocoa powder relative to the cocoa bean price.
Interview with the

volumes and strategic partnerships as well as securing further outsourcing deals with
local and regional food manufacturers will remain an essential part of our business
strategy.
Q
JBS
JBS
You mentioned Gourmet as one of your key growth areas. Can you tell us more about
your strategy going forward?
We intend to further strengthen the global leadership of our Gourmet & Specialties
business. It is very different from our industrial business: We are talking about different customers, needs, products, and market mechanisms. We are now in the process of
combining the best of both worlds, i.e. we are positioning our Gourmet business as
independent from but interdependent with our industrial business. This means that
we have appointed dedicated management teams in Western Europe and North America, our biggest markets, who will get their own profit and loss responsibility within the
Region to even better steer the implementation of the Gourmet strategy. We will
better segment the different customer groups and markets and adapt our product range
to meet their needs. At the same time, Gourmet will remain interdependent with the
Groups industrial factories and benefit from their scope and manufacturing efficiency. Looking further ahead, we will develop Callebaut and Cacao Barry into global
Gourmet brands and build our marketing activities around them.
You recently announced that Barry Callebaut had become Kraft Foods key cocoa and
industrial chocolate supplier. Do you still see outsourcing and strategic partnerships as
a trend?
We are very pleased about this major long-term partnership agreement with the worlds
second largest food company. It is our first global agreement and the first one that
involves our entire value chain. We were only able to secure it by making a coordinated team effort across all regions, functions and product groups and because we are
fully dedicated to cocoa and chocolate. This contract confirms the trend towards outsourcing and long-term partnership agreements. However, we are not only focusing
on gaining large, global volumes; we are also keen on securing long-term contracts
with major local or regional food manufacturers.
We do not see the need for a revolution but rather an

evolution of our strategy. One of our strategic pillars,
geographic expansion, was in particular need of some
ne-tuning because we also see opportunities to
expand in scale, breadth and depth.
Andreas Jacobs
Chairman of the Board of Directors
13
14
Interview with the

Q
AJ
There is increasing concern over insucient cocoa supplies. Do you share these concerns?
We still see a lot of unsustainable agricultural practices, mainly in West Africa, that have
led to lower yields and quality. To address this situation, we started working directly
with cooperatives and are training cocoa farmers on how to improve crop yields and
quality: We initiated our very own Quality Partner Program (QPP) in Ivory Coast in
2005 and recently extended it to Cameroon. We are a major shareholder in some
other farmer programs: Biolands in Tanzania and Bio United in Sierra Leone. Beyond
that, our new, unique Controlled Fermentation method will give us access to superiorquality cocoa beans and increase yields.
Your activities seem to focus primarily on the quality of the cocoa beans but not on
working practices. What are you doing to eliminate child labor on cocoa farms?
We do not own any cocoa farms but we fully acknowledge our responsibility.We strongly condemn slavery and abusive labor practices that exploit children or put them in a
hazardous or harmful work environment. We believe that poverty is the main reason
why farmers resort to abusive child labor practices. We are convinced that improving
cocoa farmer livelihoods is imperative in the fight against poverty. For a decade,
Barry Callebaut has been working in concert with other leading companies and independent organizations to improve the social conditions of cocoa farmers. We will not
be able to end poverty in Africa by ourselves but we can contribute to a betterment
of the situation and with our active presence in these countries and our programs
we will continue to do so.
AJ
JBS
AJ
What key trends do you see in the chocolate market, and with what kind of innovations
will you respond to them?
As many of our customers are currently struggling to pass the high raw material costs
on to retailers, we see a strong move towards cost-efficient product solutions and a
growing interest in compounds and fillings, areas where we have expanded our offering. Health-conscious consumers want more permissibility when eating chocolate. For
this growing group, we offer applications that are free from allergens, for example, or
that contain higher levels of cocoa flavanols as well as functional ingredients. We have
a full range of rebalanced chocolate alternatives with less fat, sugar and calories. We
recently launched three innovations: A reformulated 100% dairy-free alternative to
milk chocolate, the first chocolate with Stevia a natural sugar substitute without
a laxative effect , as well as the first batches of chocolate based on Controlled Fermentation for premium chocolatiers.
What does Barry Callebaut do to attract and retain qualied employees to support its
growth ambitions?
The most important resource we have in making high performance happen is our people.
It is our aim to give all employees a chance to realize their full potential by offering
them opportunities to broaden their skills and experiences and by providing them struc-
Interview with the

tured feedback on their performance. While we want to continue to attract talented

people from outside to bring in new ideas, we are committed to developing more of
our future leadership from within.
At this point, I would like to thank all our employees for their excellent work. Without
their great dedication to our company, we would not have been able to achieve these
gratifying results. Sincere thanks also go to our highly esteemed customers and shareholders.
Q
JBS
What challenges do you see for the coming scal year 2010/11, and can you conrm your
performance targets?
We are cautiously optimistic with regard to the economic situation. We believe that
growth will continue to pick up even though the pace of recovery might vary geographically. As a consequence, we assume that the global chocolate market will only grow
approximately 12%, i.e. still below the long-term average of 23% per annum. We
expect raw material prices to stay above the historical averages and to remain volatile. Our strategic priorities will be accelerating the growth of our Gourmet business,
implementing recent outsourcing and strategic partnership agreements, setting the
stage for the next wave of geographic growth in emerging markets, and enhancing our
organizational structures for further successful growth. We will also focus on securing
our long-term supply of cocoa beans, the foundation of our business. With our finetuned strategy, we are confident that we will be able to achieve our financial targets3
for the extended period 2009/10 through 2012/13.
3
These targets are on average 68% volume growth per annum and average EBIT growth in local currencies at least in line with volume growth
barring any major unforeseen events.
Our strategic priorities will be accelerating the growth

of our Gourmet business, implementing recent outsourcing and strategic partnership agreements, setting
the stage for the next wave of geographic growth in
emerging markets, and enhancing our organizational
structures for further successful growth.
Juergen B. Steinemann
Chief Executive Ocer
15
Philippe Vancayseele, Master Pastry Chef, Chocolate Academy Wieze, Belgium:

Making pralines in the Chocolate Corner of the Belgian pavilion at the World Expo
2010 in Shanghai, China, will remain a lasting memory for me. We received about
30,000 visitors every day. Asians are crazy about good quality chocolate; many came
just for one praline! The World Expo was a unique opportunity for us to delight
millions of Asian consumers with our ne Belgian chocolates.
18
Board of Directors
and Executive Committee
Board of Directors and Executive Committee
Additional information:
www.barry-callebaut.com/organization and www.barry-callebaut.com/board
Board of Directors
Andreas Jacobs, Chairman
Andreas Schmid, Vice Chairman
Rolando Benedick
James L. Donald
Markus Fiechter
Stefan Pfander
Urs Widmer
General Counsel & Corporate Secretary
Roland Maurhofer
The Board of Directors proposes to the Annual General Meeting of the Shareholders that
Jakob Baer be elected as new member of the Board of Directors.
Board of Directors
and Executive Committee
19
www.barry-callebaut.com/executivecommittee
Executive Committee
1
2
Juergen B. Steinemann, Chief Executive Ocer

Victor Balli, Chief Financial Ocer
Massimo Garavaglia, Western Europe
David S. Johnson, Americas
Dirk Poelman, Chief Operations Ocer
Steven Retzla, Global Sourcing & Cocoa
Hans Vriens, Chief Innovation Ocer
Philippe Bertrand, Master Pastry Chef and decorated as Meilleur Ouvrier de France,
Chocolate Academy Meulan, France: The latest trends are crunchy, fondant and
a dash of exotic ingredients, such as Yusu, a Japanese citrus fruit, Matcha green tea or
Wasabi. I am sure they will be associated with speciality chocolates such as plantation
and origin chocolates. On the other hand, chocolate products with a long history or that
are associated with a family of cocoa growers are also being discovered.
22
Report by Regions
Europe
Europe Strong performance amidst

challenging market conditions
www.barry-callebaut.com/foodmanufacturers
After bottoming out by the end of calendar year 2009, the chocolate confectionery
markets in Western Europe saw a stagnating rst semester followed by a second half
with slightly increasing consumption Eastern Europe still shows negative growth
rates. Thanks to our strong footprint in most of the European countries as well as our
balanced portfolio ranging from artisanal Gourmet customers to large corporate
accounts, we weathered the challenging economic environment with adverse currency
eects and erce competition in our Food Manufacturers business very well.
In total, Barry Callebaut increased its sales volume in Region Europe by 4.1% to
753,011 tonnes. In local currencies, sales revenue outperformed the volume growth
(+4.8%), but was negatively affected by currency translation effects and decreased to
CHF 3,042.0 million or by 0.5% in CHF. Operating profit (EBIT) in the region rose
strongly to CHF 268.7 million, up 8.3% in local currencies (+6.3% in CHF), thanks to
efficiency gains, slight margin improvements and strict cost control.
Overall, the major chocolate confectionery markets in Western Europe reported a 0.9%
growth rate led by Germany (+2.3%) and Italy (+1.6%), while the U.K. and France
slightly contracted. Eastern Europe showed a drop of 5.3%, driven by declines in
Russia (7.4%) and Ukraine (10.7%).1
Western Europe Particularly successful in specialties products
In the Food Manufacturers business, we saw very strong growth in our decorations business and increasing demand for nut and specialties products as well as for compounds
and fillings. These are attractive market segments on which we will focus more in the
near future. We experienced increasing demand for certified chocolate and growing
interest in our own Quality Partner Program (QPP).The long-term global supply agreement we signed with Kraft Foods Inc. confirms the trend towards outsourcing and strategic partnerships.
In December 2009, Barry Callebaut closed the acquisition of Spanish chocolate

maker Chocovic; the full integration was completed in July 2010. Chocovic significantly strengthened our market position with respect to compounds and fillings and made
us the leader for industrial as well as artisanal products in Spain and Portugal. Chocovics specialties activities also contributed to the development of new business in
other regions.
Massimo Garavaglia
President Western Europe
Report by Regions
Europe
www.barry-callebaut.com/gourmet and www.cacao-barry.com and www.chocolate-academy.com and
www.barry-callebaut.com/beverages and www.barry-callebaut.com/consumers
The contribution from the Gourmet & Specialties Products business was particularly
noteworthy. The European gourmet markets recovered after having been hit by the
recession.The bakery/pastry and confectionery segment showed a stronger upturn than
the HORECA (hotels, restaurants, catering) business. Our distributors and artisans
maintained a low stock policy due to uncertainties about the strength of the recovery
as well as still tight credit lines from their banks.As a result of the acquisition of Chocovic, market share gains, organizational optimization and a strong focus on both existing customers as well as new business opportunities, Barry Callebaut was able to
achieve considerable growth in sales volume as well as revenue.
Following the trend towards the increasing popularity of at-home consumption, Barry
Callebaut launched a new series of 13 ready-to-use Gourmet products under the
Cacao Barry brand for the domestic kitchen. In partnership with Lentre, the ambassador of French gastronomy across the world, this Home Cooking product series was
launched in France and will soon be launched in other European countries.
With the acquisition of Chocovic, we now have a new Chocolate Academy in Spain,
expanding the network to six representations all over Europe with a total of 12 technical advisers and 100 Ambassadors, who inspire the 20,000 professionals attending
the more than 300 demonstrations and 100 training courses organized throughout the
year.
The sales volume of our Beverages division grew very strongly, driven by the acquisition of Eurogran. The company has now been successfully integrated into Barry
Callebaut within a challenging time schedule and is already exceeding the planned
synergies. Beverages has proven to be a highly attractive market especially in Europe,
where Barry Callebaut is now the market leader. A strong trend during this fiscal year
was seen in the growing interest of our customers to develop cocoa-based capsule
solutions for tabletop coffee machines.
In line with its strategic objective, the Consumer Products business was able to increase
its sales in major markets outside Germany and improved its country portfolio. We
started a process of carving out our consumer business from our other activities in
order to put it on a stand-alone basis, which will facilitate the eventual divestment. Our
plan remains unchanged to focus on our industrial and artisanal business and divest
our consumer activities.
Key gures for Region Europe

Change %
2009/10
2008/09*
in local in reporting
currencies
currency
Sales volume
Tonnes
4.1%
753,011
723,099
Sales revenue
CHF m
4.8%
(0.5%)
3,042.0
3,056.3
EBITDA
CHF m
7.1%
4.1%
324.1
311.4
EBIT
CHF m
8.3%
6.3%
268.7
252.7
* Restated gures due to rst-time application of IFRS 8.
23
24
Report by Regions
Europe
www.barry-callebaut.com/foodmanufacturers and www.barry-callebaut.com/gourmet
Eastern Europe Strong growth despite still challenging market conditions

Overall, the economic environment in the Eastern Europe Region is improving, but
still below our growth expectations.The chocolate confectionery market suffered much
more than in Western Europe.1 In contrast, Barry Callebauts overall volume and sales
revenue in the region grew at a double-digit pace compared to the previous fiscal year.
The combination of outsourcing, new business gains due to increased sales efforts in
countries such as Turkey and the former Soviet countries (CIS) as well as the continued geographic expansion of our Gourmet & Specialties Products business led to this
positive result. In addition, intensified sales efforts in the market of Hungary paid off
in the form of double-digit volume growth. The most important growth driver was
as in the last fiscal year Poland, but even Russia managed to deliver positive growth
despite the difficult conditions.
As the purchasing power of consumers is growing, demand for more innovative and
premium products is also increasing. We have noticed that new trends have not always
originated from the big multinationals; sometimes they came from local, fast growing
players. To support this development, we will continue to invest in more local R&D
people.
In our Food Manufacturers business, we achieved a double-digit increase in volumes
and profits in an overall declining market thanks to more efficient operations and
a better product mix. With the market picking up in Russia in the last quarter of fiscal
year 2009/10, Barry Callebaut generated slightly positive growth in an overall tough
market. We noted additional business originating from the CIS countries, where new
players have invested in high quality chocolate confectionery. In the ice cream business, we see more players using real chocolate instead of compound.
Russia and the CIS countries showed very strong volume growth in our Gourmet &
Specialties Products business as we extended our product portfolio and further
expanded our distribution network. Overall, Barry Callebaut increased volumes by
double digits in this product group. While we achieved our ambitious growth targets in
Turkey and Poland, Greece suffered from the countrys financial difficulties.
Filip De Reymaeker
President Eastern Europe
Report by Regions
Americas
Americas Substantial
growth in a mixed market environment
Despite aggressive competition and overall soft economic market conditions, Barry
Callebaut achieved solid results in Region Americas. In scal year 2009/10, we rounded
o our strong manufacturing footprint in the region with capacity expansions at existing
facilities and with the inauguration of our rst chocolate factory in South America
in May 2010. Barry Callebaut is now in a favorable position to tap a tremendous market
potential not only in Brazil but throughout the entire region.
The mature economies of the United States and Canada slowly returned to positive
GDP growth after being hit hard by the financial crisis. However, consumer confidence
softened and the economic recovery stalled in the second half of the fiscal year. In contrast, the developing regions of Brazil and Mexico showed consistent strength. Brazil
navigated the crisis relatively well and its 2010 GDP growth is expected to accelerate
to 6.4%. Mexico was strongly affected by the crisis, but is projected to rebound to
a growth rate of 4.3% for 2010. Growth potential in the Latin American region looks
promising at an estimated 4.2% per annum over the 20112012 period,1 which bolsters
our confidence in our recent expansions in Mexico and Brazil.
Chocolate consumption in the United States dipped to low levels in early 2010 but rebounded strongly in the third quarter of our fiscal year; overall, the chocolate market
in the United States grew by 2.7%. We also benefited from growth in the Brazilian
chocolate market, where volumes increased by 3.5%.2
Region Americas achieved strong overall sales volume growth of 15.6% to 291,399
tonnes, driven by long-term outsourcing and supply agreements with key Corporate
Accounts as well as through broad-based growth in our Gourmet business. Regional
sales revenue was just shy of the CHF 1 billion mark at CHF 998.2 million, corresponding to an increase of 15.7% in local currencies (+10.8% in CHF) versus last year.
Operating profit (EBIT) rose considerably by 6.3% in local currencies (+7.2% in CHF)
and amounted to CHF 92.5 million, positively influenced by the volume growth in both
the Food Manufacturers and the Gourmet & Specialties Products business, partly
offset by infrastructure investments to support the ongoing growth, including the startup costs for the new factory in Brazil.
The inauguration of our new chocolate factory in Extrema, Minas Gerais, Brazil, on
May 27, 2010 marked another milestone in Barry Callebauts strategy to selectively
expand its geographic presence to those emerging markets that offer above-average
growth opportunities. The combination of our new chocolate factory with our existing
cocoa factory in Ilhus, Bahia, rounds off our local, integrated footprint and we are now
1 Source: The World Bank, summer 2010
David S. Johnson
CEO and President Americas
25
26 Report by Regions
Americas
www.chocolate-academy.com and www.barry-callebaut.com/foodmanufacturers and www.barry-callebaut.com/gourmet
well positioned to become the No. 1 chocolate supplier to Brazils fast growing food
service industry, which includes restaurants, fast food restaurants, bakeries, pastry
shops, in-store bakeries, caterers, hotels, chocolatiers, hospitals and school canteens.
These markets offer Barry Callebaut significant growth opportunities.
The success of our Chocolate Academy in Chicago continued. Our staff of professional chefs and technical advisers conducted formal training courses for artisans, pastry
chefs and other professional users, providing a forum to improve their skills and techniques while informing them of the latest chocolate-making trends.
The Food Manufacturers Products business volume grew by double-digits, driven by
large key accounts, leading to an overall gain in market share. Barry Callebauts strong
global presence enabled us to win further business volume with customers based in
Region Americas who were looking to Barry Callebaut to meet their worldwide needs,
of which our recently announced deal with Kraft Foods Inc. is a good example. In
addition to base-business growth, our corporate innovations continue to drive specialties sales, strengthening our overall image as a leader in the cocoa and chocolate
industry. One new launch this year was our ACTICOA chocolate, which provides
high cocoa flavanol products for health-conscious consumers.
Over the period under review, the North American food service market served by our
Gourmet team experienced an only modest recovery from the economic crisis in terms
of overall volume. However, the Gourmet & Specialties Products business clearly outperformed general economic trends thanks to substantial growth in higher-end import
brands such as Callebaut and Cacao Barry. Moving forward, we are expanding our
Gourmet & Specialties business in Latin America with a combination of local brands
and Callebaut and Cacao Barry imports.
Key gures for Region Americas

Change %
2009/10
2008/09*
252,159
currencies
currency
Sales volume
Tonnes
15.6%
291,399
Sales revenue
CHF m
15.7%
10.8%
998.2
901.1
EBITDA
CHF m
7.0%
7.1%
108.1
100.9
CHF m
6.3%
7.2%
92.5
86.3
EBIT
Report by Regions
Asia-Pacic
27
Asia-Pacic A strong
growth story continues
The general growth dynamics in Asia did not translate into higher chocolate consumption
in all markets in scal year 2009/10: While some chocolate markets such as China, India,
Indonesia and Malaysia showed signicant growth, Japan one of the major markets
was at. Throughout the region, the market for compound is still growing faster than for
chocolate. However, our Gourmet business will continue to benet from demand for
high-quality chocolate as more companies upgrade from compound to chocolate and
from further expansion in the HORECA (hotels, restaurants, catering) sector.
In 2009 economic growth rates in Asia-Pacific were mixed, ranging from a GDP
decline of 5.2% in Japan to an impressively resilient growth rate of around 9% for
China. In 2010, GDP growth in the region is expected to range between 4.5% and 9.5%.1
The regional chocolate confectionery market grew by 4.0%,2 much faster than the global market, and we expect it to keep growing at the same pace. The launch of several
innovative products such as rebalanced and ACTICOA chocolate strengthened our
position in Asia-Pacific as innovation leader.
In Region Asia-Pacific, Barry Callebaut increased its sales volume by 15.5% to 47,984
tonnes. Sales revenue went up by 23.2% in local currencies (+21.4% in CHF) and came
in at CHF 211.1 million. Key drivers for this strong growth were a higher demand for
quality chocolate, including the companys imported European Gourmet products, and
market share gains. Due to the disposal of the Asian consumer business in the previous
fiscal year, operating profit (EBIT) decreased by 27.4% in local currencies (28.4%
in CHF) and amounted to CHF 20.9 million. Without this one-off effect, EBIT grew
87.6% in local currencies (+85.0% in CHF).
The volumes in our Food Manufacturers business grew at double-digit rate. In China,
the economy is booming and so is the chocolate confectionery market, growing on
average at 8.2%.2 Both our multinational as well as local customers showed a very good
performance. The other main growth markets were Korea, Malaysia and Australia.
In our Gourmet & Specialties Products business, we saw strong demand for both
European brands as well as for the local brands both showed double-digit growth in
almost every market.
1 Source: The World Bank, summer 2010
Key gures for Region Asia-Pacic

Change %
2009/10
2008/09*
currencies
currency
Maurizio Decio
President Asia-Pacic
Sales volume
Tonnes
15.5%
47,984
41,544
Sales revenue
CHF m
23.2%
21.4%
211.1
173.9
EBITDA
CHF m
(26.3%)
(27.5%)
26.2
36.1
EBIT
CHF m
(27.4%)1
(28.4%)1
20.9
29.2

+87.6% in local currencies (+85.0% in CHF) excluding the one-o gain on the sale
of the Asian Consumer business in the prior year.
Natascha Schwarzer, Master Pastry Chef, Chocolate Academy Zurich, Switzerland:

When I created this dessert, I was thinking about how the dierent textures, avors
and colors I was putting together would blend and complement each other, enhancing
the nal product; I was also thinking about the people who would actually be enjoying
my composition. Im hoping the patrons ordering this dessert are lled with eager
anticipation and I am denitely aiming for a wow eect when it is served.
30 Global Sourcing & Cocoa
Global Sourcing & Cocoa Creating value

through our core ingredients
With our strong presence in cocoa origin countries, we have direct access to our main
raw material: high-quality cocoa beans. As in the previous scal year, we saw volatile
cocoa markets and new historical highs driven by fears of a poor crop and heavy speculative buying. Having the adequate tools and teams in place, we dealt very well with this
challenging situation. Interest in organic cocoa leveled o but demand from customers
switching to certied products such as Rainforest Alliance, UTZ Certied or Fair Trade
increased considerably.
The globally managed Global Sourcing & Cocoa business is now reported as a separate operating segment like a Region. On the one hand, the segment is responsible for
the global procurement of our high-quality raw materials such as cocoa, sugar, dairy
products, oils, fats, nuts and other ingredients as well as packaging material. On the
other hand, Global Sourcing & Cocoa is the global cocoa production unit for semifinished products such as cocoa liquor, cocoa butter and cocoa powder. We sell about
half of these products to our industrial customers, who use them in their products, and
the other half is for our own use.
Global Sourcing & Cocoa strongly increased the volume of cocoa products sold
to third-party customers by 8.2% to 212,886 tonnes. North and South America were
the top performers, with both showing double-digit growth. Sales revenue came in
at CHF 962.5 million a significant increase in local currencies of 29.9% (+28.5% in
CHF) due to both higher cocoa bean prices and higher volumes. Operating profit
(EBIT) grew by 5.4% in local currencies (+3.9% in CHF) to CHF 54.5 million, positively influenced by the good management of our butter and powder activities.
Managing the volatile raw material markets
Cocoa prices were very volatile this fiscal year. Jumping aggressively in the initial
months, the terminal market price for cocoa in London reached a 33-year high in July
but then fell back to close at GBP 1,954 per tonne on August 31, 2010, around last years
level. The markets were concerned about the size of the 2009/10 crop in Ivory Coast
and Ghana, accountable for over 50% of the worlds cocoa production.These concerns
did not materialize and there was even a small surplus. The quality of this years crop
was relatively good and did not significantly deviate from the 2008/09 crop. There is
strong evidence that the crop in Ivory Coast will grow during the coming year and that
the world crop for 2010/11 will close with a surplus.
Since raw materials account for about 70% of our costs, their market prices represent
one of the major risks in our core business. Barry Callebaut navigated its way through
the volatile cocoa markets quite well and limited its exposure to price fluctuations by
applying a variety of sourcing strategies and risk management tools, such as vendor
assessment, price hedging through cocoa derivatives, futures and physical forward
contracts as well as arbitrage management. Using a Historical Value at Risk Engine
Model, we also kept our overall financial risk exposure to commodity price risks within the limits defined by the Board of Directors.
Steven Retzla
President Global Sourcing & Cocoa
31
www.barry-callebaut.com/cocoa-to-chocolate and www.barry-callebaut.com/csr and www.qualitypartnerprogram.com
Moving up the cocoa supply chain

Barry Callebaut does not own any cocoa farms but it has intensified its efforts to move
closer to the farmer. Direct sourcing puts us in the best position to control the quality
of our beans. It is our goal to move upstream in the cocoa supply chain and further
increase the proportion of directly sourced cocoa. With our Quality Partner Program
(QPP), for example, we now work directly with 48 cooperatives representing some
40,000 cocoa farmers in Ivory Coast, the largest cocoa-producing country in the world.
Since we started the program in 2005, we have more than tripled the beans sourced
from QPP cooperatives and this growth will accelerate in the coming fiscal year. In
August 2010, we launched QPP in Cameroon. Another example is Biolands in Tanzania. Since 2008, we have held a 49% stake in the company, one of the largest producers of certified organic cocoa in Africa. Barry Callebaut has supported the expansion
of Biolands farmer-centric model to Sierra Leone. Biolands has registered several thousands of farmers under its direct sourcing model. During fiscal year 2009/10, Barry
Callebaut directly sourced 65% of its cocoa beans from cooperatives, intermediaries
and government bodies in the cocoa origin countries.
Powder and butter prices challenging for pressing margins
We saw high demand for cocoa powder since the market segments using cocoa powder
as an ingredient mainly the bakery, ice cream and beverage industries did not
suffer as much from the global economic crisis as the chocolate confectionery market,
where cocoa butter is used to a great extent. Due to the stagnation in the global chocolate market, cocoa butter stocks further increased. As a result, the combined cocoa
ratio1 was under pressure because the high cocoa powder prices could not compensate
or the low cocoa butter prices. The combined cocoa ratio showed a recent improvement but it is too early to say whether this will last.
1 The (forward) combined cocoa ratio is the combined sales price for cocoa butter and cocoa powder relative to the cocoa bean price.
Combined cocoa ratio

Factor terminal market price
6-months forward
Key gures for Global Sourcing & Cocoa

Change %
2009/10
2008/09*
currencies
currency
3.9
3.7
3.5
Sales volume
Tonnes
8.2%
212,886
196,808
3.3
Sales revenue
CHF m
29.9%
28.5%
962.5
748.9
3.1
EBITDA
CHF m
5.8%
3.6%
75.2
72.6
2.9
EBIT
CHF m
5.4%
3.9%
54.5
52.5
2.7
2.5
Sept. 05
06
07
08
09
10
32
Corporate Social Responsibility
Sharpening our focus, stepping up

our commitment
www.barry-callebaut.com/csr and www.qualitypartnerprogram.com
Corporate Social Responsibility (CSR) or sustainability goes beyond making a prot.

It requires a balance between social, environmental and economic goals or People,
Planet, Prot. In alignment with our strategy and business objectives, our Executive
Committee (ExCo) has made the strategic choice to focus on three spheres of activity:
Cocoa, Environment and Employees. To ensure measurable progress, the ExCo has
dened so-called signature programs for each sphere and named an ExCo member
to serve as each programs champion.
Cocoa Empowering cocoa farmers to increase incomes and improve family livelihoods
Cocoa is a typical product of the tropics and very labor-intensive: About 4.5 million
smallholder cocoa farmers in about 30 countries situated around the equator produce
more than 3.5 million tonnes of cocoa every year. Without cocoa, there is no chocolate.
Therefore, helping to ensure sustainability in the cocoa sector is an imperative for us.
This is why we work with cocoa farmers to improve crop yields and quality, thereby
enhancing farmer incomes and improving family livelihoods. It is a win-win business
partnership: farmers can earn more and improve their livelihoods through higher yields
and better quality; we benefit by having sufficient quantities of quality cocoa to meet
our ambitious growth strategy; and consumers benefit from sustainably produced
chocolate. Improving farmer livelihoods is key in the fight against poverty; poverty is
the main reason for unfair labor practices, including abusive child labor. Ensuring responsible labor practices is a major concern of our industry and consumers worldwide.
Signature Program: Quality Partner Program (QPP) in Ivory Coast and Cameroon
ExCo program champion: Juergen Steinemann, CEO
Environment Conserving energy to reduce our impact on the environment

We share one planet, and need to make wise use of its natural resources. Processing
cocoa and making chocolate is energy-intensive and requires a lot of transport. As
a responsible company, we need to do our part to reduce overall energy consumption
in our factories and facilities, reduce our carbon emissions and increase our use of
green energy.
Signature Program: Energy management
ExCo program champion: Dirk Poelman, Chief Operating Ocer
Gaby Tschofen
Vice President Corporate Communications & CSR
Corporate Social Responsibility
Employees Developing our people to help our company continue to prosper and grow
It is our people who make Barry Callebaut competitive and successful. It is in our
interest to give all our employees a chance to realize their full potential by offering
development and training opportunities and providing regular feedback on their performance. While we want to continue to attract talented people from the outside to
gain new ideas, we are committed to developing more of our future leaders from
within.
Signature Program: Performance Management & Development Program PMDP
ExCo program champion: David S. Johnson, CEO and President Americas
As the heart and engine of the chocolate industry, we are committed to taking the lead
in empowering cocoa farmers to become more productive, in becoming as energyefficient as possible as a company, and in developing our people. This CSR roadmap
will guide our actions so we can continue to grow responsibly.
Assuming responsibility also in industry partnerships
As a member of the World Cocoa Foundation (WCF), we help fund research and
development programs that benefit farmers in the cocoa-growing regions of Africa,
Southeast Asia and the Americas.We also support the Sustainable Tree Crops Program
(STCP). Since 2000, STCP has been working to improve the economic and social wellbeing of tree crop farmers in West and Central Africa and the environmental sustainability of their agricultural systems. Barry Callebaut also joined with the World Cocoa
Foundation and the Bill & Melinda Gates Foundation to improve the livelihoods of
cocoa-farming households in Ivory Coast, Ghana, Nigeria, Cameroon and Liberia.
The key elements of our Corporate Social Responsibility (CSR) roadmap:

QPP Quality cocoa
for a better life
Our Quality Partner Program (QPP)

works to enable cocoa farmers to
improve the quality of their farms so
they can produce more and betterquality beans and thereby increase
their incomes and improve their livelihoods. Today, we work with 48 cooperatives representing some 40,000
cocoa farmers in Ivory Coast. Our QPP
targets are:
Increase the number of QPP
member cooperatives, as well
as the volume and the quality
of the beans they harvest
Committed to minimizing
the environmental impact
Barry Callebaut strives to be as energy-ecient as possible by conserving

energy, reducing carbon emissions
and using more green energy. We
seek to continuously improve the
performance in every plant, create
awareness amongst our employees
regarding our environmental footprint and comply with all relevant
laws, rules and regulations in the
countries where we operate. The targets we want to reach by 2013:
20% reduction of energy
consumption per tonne
Every QPP cooperative has a

farmer eld school by 2014
20% reduction of carbon

emissions per tonne
Every QPP cooperative has its

own nursery in place by 2015
20% of energy to come from

renewable sources
Employee development
Barry Callebaut is a fascinating company to work for: Globally active and

making a delicious product everybody
likes chocolate. We want to engage
our employees in contributing to our
companys high performance standards and oer development opportunities to gain the necessary skills
and experiences for todays business
challenges, but also to prepare our
future leaders. Our employee targets
are:
100% completion rate of
Performance Management &
Development Process (PMDP)
for management positions by
December 31, 2010
Filling 70% of key positions from
within
33
Abhiru Biswas, Master Pastry Chef, Chocolate Academy Mumbai, India: I was inspired
by a class called Creative Art on the Plate during training at Hotel School. I also watched
online demonstrations by French pastry chefs who had acquired the title of Meilleur
Ouvrier de France and I admired their skills. My own passion was enhanced by the
expertise of these distinguished French pastry chefs, and I now try to fuse French and
Indian Patisserie.
36
Operations & Supply Chain

OSCO
Expanding our footprint and increasing

our operational eciency
www.barry-callebaut.com/quality
Barry Callebauts factory network currently consists of 43 factories. We extended our

factory base during this scal year in order to close some geographical gaps as well
as to access new, emerging markets: The inauguration of our Brazilian chocolate factory
in Extrema in May 2010 puts us in a better position to unlock the attractive growth
potential of the South American chocolate market. Focused continuous improvement
initiatives contributed to an increase in overall eciency and a reduction in manufacturing costs per tonne.
In addition to building our first chocolate factory in South America, we increased the
capacity of some of our existing plants: For instance, we added a liquid chocolate line
in Pennsauken, U.S., as well as in Lodz, Poland, and installed a drops line in Singapore.
In the course of this fiscal year, Barry Callebaut invested a total of CHF 119.3 million
in the extension, maintenance as well as optimization of the factory base. By speeding
up our efficiency, we were able to reduce manufacturing costs per tonne of activity by
5%1 in this fiscal year.
In order to make our continuous improvement process more effective, we began a project with an external specialist to increase Barry Callebauts manufacturing efficiency
and introduce standardized and uniformly structured work processes. This project is
now underway at selected pilot plants in each region. During the implementation,
a team of local Barry Callebaut employees at each site is being trained that will later
implement this new way of working at the other plants in their region.
Four focus areas of our continuous improvement program
First, Barry Callebaut is taking action to ensure the continuous improvement of its
quality standards. All our factories worldwide must fulfill BRC standards by the end
of 2011 BRC stands for British Retail Consortium and is one of the five food safety
standards recognized by the Global Food Safety Initiative, a platform that regroups
global retailers and a large number of food manufacturers. Today, 60% of our factories
have already achieved BRC Grade A certification. The majority of them are located in
Europe.
1 In local currencies
Dirk Poelman
Chief Operations Ocer
Operations & Supply Chain

OSCO
Raw materials represent about 70% of our total costs. Therefore, secondly, we have
initiated special projects in the main regions in order to optimize the use of these
materials and to reduce waste.
A third focus area of continuous improvement is energy and the reduction of carbon
emissions: Processing cocoa and making chocolate is energy-intensive.As a responsible
company, we aim to reduce Barry Callebauts energy consumption and increase our use
of renewable energy. This will reduce overall carbon emissions originating from our activities. Three main targets were defined, to be realized by the end of fiscal year 2013:
20% reduction of energy consumption per tonne
20% reduction of carbon emissions per tonne
20% of energy to come from renewable sources
With a 4% reduction in our overall energy use per tonne at the end of year one, we are
slightly behind our target of 5% yearly savings. However, since some of the energy
efficiency improvements were not realized until the second half of the year, we expect
to catch up in meeting our target in the coming months. This fiscal year, we were able
to reduce our carbon emissions by 4% per tonne, mainly from the reduction of energy
consumption. By increasing the share of renewable energy sources, we will be able to
speed up the reduction in carbon emissions and reach our 4-year goals. For instance,
we are already using cocoa shells to produce steam. To extend this, we are optimizing
the efficiency of our shell burners, review the possibilities to extend our capacity to
produce steam based on this bio mass and we are setting up a test plant for the
production of bio gas, based on the fermentation of cocoa shells. This will be tested in
San Pedro in Ivory Coast.
The maintenance management system our fourth focus area which we began to implement this fiscal year, has already been rolled out at 12 sites in the Group. This tool
will also allow us to improve the purchasing of our spare parts through volume pooling in the different regions. Compared to last year, we were able to reduce our total
maintenance costs by 4% per tonne.
Reducing energy
consumption and costs
with new technology
Barry Callebaut routinely invests in

new technology to reduce its energy
needs. During this scal year, our
team of process engineers successfully developed a totally new technology for breaking cocoa beans that
can reduce the yearly gas consumption of a single liquor-making line by
1,830 megawatt hours or an equivalent of 340 tonnes of CO2. This application has already been successfully
introduced at our cocoa factory in
Louviers, France, and the global rollout is planned for all our cocoa factories over the next two years.
Signicant output
improvement in Cameroon
We implemented a project in our factory in Douala, Cameroon, to enhance

product quality and output volume. It
led to a number of improvements: The
implementation of preventive maintenance and operating procedures,
the upgrade and tuning of existing
factory equipment as well as technical training to increase knowledge at
sta and operator level. Thanks to this
project, we were already able to increase output by 20% versus prior
year. In addition, new investments
were recommended, which will be put
in place in scal year 2010/11.
Optimizing transport ows
With the acquisition of the Chocovic

chocolate factory, customers who had
previously been supplied from Belgium and France can now be served
from Spain. This has reduced average
transport distances by 700 km per
tonne, improved service levels thanks
to reduced lead times and produced
160 tonnes of CO2 emission savings.
Replacing conventional road transport with intermodal solutions combining road, rail and waterway networks reduced the cost per km for
long distances and also enabled us
to put in place more environmentally
friendly ows.
37
38
Customers and Business Units
Barry Callebaut and its customers

Partnering for success
www.barry-callebaut.com/foodmanufacturers and www.barry-callebaut.com/gourmet and www.barry-callebaut.com/consumers
Barry Callebaut works in close partnership with its approximately 6,000 industrial
customers and tens of thousands of artisanal customers worldwide. Our ability to
produce a comprehensive and unique range of specially tailored products manufactured from almost 2,000 recipes that meet our customers specications truly
sets us apart from the competition.
Of the large number of projects we had the pleasure to conclude with our customers
during this fiscal year, we would like to highlight some examples in each of the different product groups:
Food Manufacturers Products:
Barry Callebauts role as chocolate supplier to the world-renowned Belgian chocolate
makers Godiva, Guylian and Neuhaus during the World Expo in Shanghai from May
until October 2010 generated much attention both from customers and the media.
Every day, 30,000 visitors at the Belgian pavilion were delighted by the exquisite chocolate creations of Belgian artisanal chocolatiers.
Gourmet & Specialties Products:
Hotel Chocolate is one of the fastest growing chocolate retail businesses in Europe
and the world. Ever since it was founded 15 years ago, it has been brazenly committed
to bringing quality and innovation to the high street and is now present in the U.K.,
the U.S. and the Middle East. Barry Callebaut is proud to be Hotel Chocolates key
supplier, fuelling its growth and helping it overcome many challenges from the supply
chain to product development, in particular their change from solid to liquid supply.
Consumer Products:
Kfer is an internationally acclaimed brand of premium products for connoisseurs and
gourmets all over the world. Stollwerck is proud to be the sole licensee of the entire
line of Kfer chocolate. Together with Kfer, it developed an exquisite portfolio of
pralines and truffles that is now being launched in the German food retail sector.
Presented in an especially designed display, it enables retailers to expand their gourmet expertise and enhance their offering on the premium confectionery shelf.
Customers and Business Units
We put customers first, which is why we are very proud to serve some of the best-known
names in the food industry:
Chocolat Frey (Switzerland) As the No. 1 producer in the Swiss chocolate market, we
dont view Barry Callebaut as a conventional supplier but rather as a business partner
which is also why we decided to become involved in Barry Callebauts Quality Partner
Program. With this program, Barry Callebaut gives us precise information on the origin
of the beans and we can be assured that the farmers receive a fair price.
Cacao Fine Chocolates (Australia) Undoubtedly, Barry Callebaut is our preferred
supplier of premium chocolate. With its Australian and international support team, we
never have to go far for assistance and knowledge. The relationship between Barry
Callebaut and us has been built on a mutual understanding of the importance of quality
and service, two priorities that very much go hand in hand.
J.CO Donuts & Coee (Singapore) Barry Callebaut delivers the finest of their
premium quality products with a consistency that we can always trust while providing
excellent customer service for its clientele. We are proud to have Barry Callebaut as our
supplier.
Magnat 100% chocolate (Russia) As the leading, most indulgent brand in the
Russian ice cream market, we searched the world for the best chocolate for our ice cream.
Only Barry Callebaut chocolate was able to satisfy our needs and the tastes of Russian
ice cream lovers. Barry Callebaut is our strategic and most valuable partner.
To serve our customers most eectively, Barry Callebaut is organized by region. There are
four dierent product groups: Cocoa Products, Food Manufacturers Products, Gourmet
& Specialties Products and Consumer Products.
Business Segment
Industrial Business
Cocoa Products
Food Manufacturers
Products
Gourmet &
Consumer Products
Specialties Products
Processing cocoa into seminished goods that are

partly sold to industrial
customers and partly used
for in-house needs.
Providing chocolate to
multinational and national
branded consumer goods
manufacturers who incorporate these ingredients
in their consumer products.
Providing chocolate products that are specically

designed for artisanal and
professional users such
as chocolatiers, bakers and
pastry chefs as well as for
the Food Service industry,
which includes restaurants,
in-store bakeries, caterers,
hotels and canteens.
Product Group
Activity
Food Service/Retail Business
Supplying global retailers

with private label and
branded products. In order
to help bring innovations to
the market, Barry Callebaut
also has its own local consumer brands: Sarotti (Germany), Jacques (Belgium)
and Alprose (Switzerland).
39
Jrme Landrieu, Master Pastry Chef, Chocolate Academy Chicago, Illinois, U.S.:
I sometimes feel that chefs lose sight of the end consumer when making their chocolate
creations. It was therefore clear to me and my team that we also needed to oer nonprofessional-level classes to teach consumers about our premium chocolates. Local grocery
stores and markets are now carrying our Callebaut products, and we are oering
consumers courses to develop and rene their palates.
42
Innovation
Detecting trends and developing

winning products for our customers
www.barry-callebaut.com/innovation
At Barry Callebaut, we have dedicated innovation teams proactively developing and

oering innovative products in response to emerging consumer trends. There are
also regional Research & Development (R&D) teams that focus on the requests and
inquiries of our several thousand customers worldwide, addressing their needs as
rapidly as possible. We call these applied R&D teams. In total, our R&D department
manages about 1,750 projects a year and runs almost 7,600 trials in their quest
for success. Furthermore, we conduct more than 400 technical visits to instruct our
customers on how to use our products more eciently.
Barry Callebaut is the only global cocoa and chocolate manufacturer with an integrated R&D network. We operate 15 R&D centers worldwide, where we conduct applied
R&D for our customers. The innovation and applied R&D teams use 14 pilot facilities
and 15 application labs to conduct small-scale test runs producing high-quality cocoa
and chocolate products, to make end applications, and to improve products and recipes for our customers and their production processes.
Key market trends that drive our R&D eorts
We expect cocoa raw material prices to rise in the coming years. Because of this, we
have to find new ways to manufacture products with the same quality, but at lower costs.
Many of our customers are increasingly moving towards cost-efficient product solutions and we see a growing interest in compounds and fillings, where we already have
the broadest assortment of products in the industry for every possible application.
On the other hand, indulgence remains the best rationale for premium chocolate products. That is why we also notice that many of our key customers are focusing on the development of premium-praline-type products with multiple ingredients for sale in
mass retail. With our broad specialty assortment as well as our capabilities in fillings,
inclusions, new texture elements and decorations, we are well positioned to successfully support our customers.
Although chocolate is the ultimate comfort food, consumers are interested in healthier alternatives to standard chocolate: More and more, they are choosing products that
are free from allergens or that have cleaner labels like gluten-free, lactose-free, and
without artificial colors and aromas. Alternatives also include chocolates with higher
levels of cocoa flavanols or functional ingredients. Increasing obesity levels are an
acknowledged health issue worldwide. Barry Callebaut needs to actively develop
indulgent chocolate alternatives containing fewer calories, less fat and less sugar
we call these applications rebalanced. This fiscal year, we conducted more than
200 customer projects in this area.
Hans Vriens
Chief Innovation Ocer
Innovation
Controlled Fermentation Reinventing premium chocolate from the ground up

Over the past few years, Barry Callebaut worked intensively on enhancing cocoa
fermentation. This year, we introduced a revolutionary new method under the banner
of Controlled Fermentation aimed at producing chocolate with even more authentic
and intense cocoa flavors. Through patented, unique fermentation techniques, Barry
Callebaut manages to yield superior cocoa quality. Cocoa beans produced by Controlled Fermentation have a fruitier, more intense flavor pallet, can be tailored to
deliver exclusive tastes at customers requests and can also have a higher concentration of healthy, functional components such as cocoa flavanols. This new fermentation method also brings advantages to cocoa farmers themselves since better quality
leads to lower rejection rates from bean processors and thus higher income for farmers.
Barry Callebaut has implemented the Controlled Fermentation process in a number

of plantations across Africa as part of our Quality Partner Program and our collaboration with Biolands. Barry Callebaut also signed a Memorandum of Understanding
with the Malaysian Cocoa Board: Controlled Fermentation will allow us to match the
taste of Indonesian cocoa with the taste of West African cocoa since many consumers
in Europe and North America are used to the flavor of West African cocoa.
Further expanding our R&D resources
We added four new pilot lines and application laboratories this year. Besides the new
facilities in Extrema (Brazil), Port Klang (Malaysia) and Osaka (Japan), we opened
a new cocoa-processing pilot line and an application laboratory in Louviers (France),
making Barry Callebaut the only company worldwide to operate these facilities side
by side. This gives us the possibility to create new prototypes and innovations for our
customers, ranging from the processing of the cocoa beans to the finished chocolate.
We are very proud to have launched several major product innovations exclusively for
three Gourmet customers during the scal year:
Dairy-free alternative to
milk chocolate
Barry Callebaut found an ideal partner in Celtic Chocolates, one of

Irelands leading chocolatiers and
providers of gourmet chocolate for
people with allergies and food intolerances, to develop and launch a
100% dairy-free alternative to milk
chocolate. It is the perfect solution
for adults and children with a milk
allergy or lactose intolerance who
were unable to indulge in milk chocolate before as well as for the increasing number of people with food
intolerances.
Premium chocolate for

premium confectioners
The renowned Dutch premium chocolate specialist Visser Chocolade is

Barry Callebauts rst customer for
chocolate made with cocoa beans
especially treated with the companys unique Controlled Fermentation method. Chocolate made from
these specially cured cocoa beans is
the ideal ingredient for demanding
chocolate professionals like Visser
Chocolade.The unique chocolate also
oers a new look for premium chocolate, where even dark, cocoa-rich
chocolate has a lighter color like milk
chocolate.
First chocolate sweetened

with Stevia extract
Stevia, a plant native to subtropical

and tropical regions, is widely known
for its sweet leaves, which can be used
as a natural sugar substitute. Barry
Callebaut has been the rst to launch
chocolate sweetened with Stevia
extract without a laxative eect on
an industrial scale a unique selling
proposition. Barry Callebaut launched
the chocolate exclusively with Cavalier, a renowned family-owned company in Belgium that has exclusively
produced chocolate products with no
added sugar since 1996.
43
Marcin Pazdzior, Master Pastry Chef, Chocolate Academy Lodz, Poland: I graduated
from the Culinary School in my hometown Wroclaw, Poland; then I acquired professional
expertise in one of the best pastry shops and hotels in town. In the courses I teach for
our artisanal customers, I try to emphasize that the most important factor when working
with chocolate is devotion. Devotion always leads to success.
46 Employees
Shaping careers and

growing future leaders
www.barry-callebaut.com/careers and www.barry-callebaut.com/learning
Barry Callebauts business environment constantly demands higher performance.

The most important resource in making performance happen is our employees.
As a company, we want to help them to be prepared for the increasing responsibilities
that are required of them as our business continues to grow. That is why we strengthened the current performance management process by creating the new Performance
Management & Development Process (PMDP), which gives us greater strategic control
of our personnel development activities and also serves as a powerful instrument for
succession planning.
It is our employees who make Barry Callebaut successful. To achieve our ambitious
business goals, we need to define clear targets for each employee and prepare them for
the future challenges in our demanding business environment. With the new PMDP,
we have developed a business tool that helps to align the efforts and targets of individuals with the strategic priorities and goals of our company. We strongly believe that
offering excellent personal development and career opportunities is the fuel for our
future success. That is why the PMDP emphasizes the personal development and
career aspirations of our bonus-eligible employees. In addition, it helps each employee
to understand how his or her job fits within the broader mission of Barry Callebaut
and how success is ultimately defined.
An important tool for personal development and
The PMDP is a business steering instrument for Barry Callebaut. It is closely tied to
the business planning cycle and the companys overall targets.As of fiscal year 2010/11,
the PMDP is initiated at the beginning of each fiscal year with a performance review
meeting between managers and employees. In this discussion, employee performance
is assessed and the relevant targets for the new fiscal year are defined.
A central aspect of the newly introduced PMDP is a discussion of the employees

development. Together with their manager, employees identify their talents, experiences and skills in order to determine appropriate development actions, including
internal and external training.Targeted employee development supports our high-performance culture and helps to determine what steps are to be taken next in individual
career planning.
Barry Callebauts succession planning
The PMDP will also play an important role in Barry Callebauts succession planning
as this input enables us to detect our high performing leaders. At Barry Callebaut, we
aim to grow the majority of our leaders from within. The PMDP will support us in
identifying and promoting outstanding people for management positions from within
the company.
Barbara Becker
Head of Global Human Resources
Employees
47
www.barry-callebaut.com/trainees
Yourfuture@BC: Starting a challenging career with the global market leader

Barry Callebaut recently repositioned its trainee program Yourfuture@BC. The
program offers talented university graduates the opportunity to work in different
positions within Barry Callebaut in order to acquire business knowhow and to prepare
them for challenging international careers as functional specialists. It is divided into
two to three assignments. Participants are offered the opportunity to work abroad and
in several positions within one of our five functional areas: Sales & Marketing, Finance
& Controlling, Sourcing, Innovations and Operations. Yourfuture@BC also offers excellent development opportunities through training courses and feedback sessions with
a personal coach and a mentor.
Two former trainees talk about the experience they gained in their specific field and
what their next career steps after program completion will be:
Maa Adoma Addae-Afoakwa, Graduate Trainee, Ghana
I never thought I would cut cocoa beans myself! Being in the program has
helped me a lot to understand Barry Callebauts business from the said
cocoa beans to the finished product on retail shelves. While working in different countries like Ghana, Ivory Coast, France and the U.K., I also gained lots
of insights with respect to the different cultures. I am now looking forward to continuing my career within Barry Callebaut in the area of project implementation in my home
country Ghana.
Frdric De Wolf, Graduate Trainee, Barry Callebaut Belgium
I now have a very good idea of how our company is organized. The program
also helped me to further develop my career visions. In the coming years, I plan
to focus on building my commercial skills and becoming more familiar with
our products from an application point of view by understanding our customers and markets better which I will do in my new function as Product Manager for
our Food Manufacturers business in Eastern Europe. I think this is an ideal starting
point.
Number of employees
per geographic region
Number of employees
per function
8%
Average seniority
in years
12%
Europe
Americas
Asia-Pacic
Africa
7%
19%
13.5
8.9
5.0
9.5
28%
Personnel expenses
in CHF million
60%
66%
2009/10
2008/09
2007/08
Europe
Americas
Asia-Pacic
Africa
Number of employees: 7,550
4,959
1,462
492
637
Management
Oce sta
Factory sta
926
2,094
4,530
488.5
489.6
520.3
48 Employees
Excellence Award 2010

Rewarding peak performance
The Excellence Award recognizes managers and their teams who are willing to go the
extra mile, who are putting all their passion into their work and, thus, have made
a positive impact on the company in the scal year. The seven Excellence Award 2010
winners were nominated by their Presidents.
And the winners are:

Bernard Castermant, Plant Manager, Dijon for successfully managing a complex
plant in difficult economic circumstances.
Alain Freymond, Cocoa Trader, Zurich for coming up with a specific cocoa pricing
solution that meets the expectations of our customer Kraft and leverages Barry Callebauts strengths.
An Parrein, Manager Applied R&D Europe, Wieze for implementing and bringing
to market the complex project of certified cocoa and chocolate products with different
internal and external stakeholders.
Gaby Tschofen, VP Corporate Communications & CSR, Zurich for having done an
outstanding job in developing Barry Callebauts communications strategy and shaping
the image and reputation of our company among our various stakeholders, both internal
and external, in the past nine years.
Philippe Janvier, Vice President Sales & Trade Marketing Gourmet Western Europe,
Meulan for successfully turning around the Food Service business in Europe and thus
increasing our Gourmet results.
Jean-Olivier Tast, Vice President Global Accounts Food Manufacturers Europe,
Wieze for his remarkable contribution to the successful achievement of the global
supply agreement with Kraft.
Sarah ONeil, Director of Sales and Marketing Corporate Accounts Food Manufacturers North America, Chicago for playing a critical support role in securing the Kraft deal,
having always been there with her knowledge and problem-solving skills.
The Excellence Award winners 2010
From left: Bernard Castermant, Alain Freymond, An Parrein, Gaby Tschofen, Philippe Janvier, Jean-Olivier Tast and Sarah ONeil
Employees
Chairmans Award 2010

For outstanding employee personalities
www.barry-callebaut.com/award and www.barry-callebaut.com/csr and www.barry-callebaut.com/codeofconduct
The annual Chairmans Award recognizes employees who have been with Barry Callebaut
for a number of years and have demonstrated outstanding performance at work, as
well as a strong social commitment in their local communities. They are individuals who
embody the Barry Callebaut values of customer focus, passion, entrepreneurship, team
spirit and integrity.
The Chairmans Award was inaugurated in 1995 by Klaus Jacobs, the former Chairman
of Jacobs Holding AG and founder of Barry Callebaut. Since then, the Chairmans
Award has been given to a selected number of employees each year.
In 2010, fourteen Barry Callebaut employees from eleven countries received the award
and were invited together with their spouses or partners to come to Switzerland to be
given the award by Chairman Andreas Jacobs and CEO Juergen Steinemann.
Customer focus. Passion. Entrepreneurship. Team spirit. Integrity.

Our company values reect how we strive to interact with
colleagues, with external business partners, with all our stakeholders. They reect how we believe business should be done
responsibly. Every Barry Callebaut employee is an ambassador of
the company. We expect all employees to behave in ways that
demonstrate our company values and to show social responsibility
and good citizenship in business dealings. The principles
and guidelines for behavior are set forth in our Code of Conduct.
The 2010 winners are:

Back, from left: Christian Bcker (Sweden), Juergen Steinemann (CEO), Maciej Moritz (Poland), Rene Nkwamen (Cameroon),
Herv Raoul Ko (Ivory Coast), Andreas Jacobs (Chairman), Michael Lohde (Germany), Geert Bosteels (Belgium)
Front, from left: Esther Wlchli (Switzerland), Cristina Podico (Italy), Miriam Madrigal (U.S.), Elena Rossi (Italy), Ana Carolina
Bomm Silva (Brazil), Anna Maria Lagrow (U.S.), Andrew Duong (U.S.). Not in the picture: Alicia Lim (Singapore)
49
Contents
52 Interview with the CFO

54 Financial Review
56 Consolidated Financial Statements
56 Consolidated Income Statement
57 Consolidated Statement of Comprehensive Income
58 Consolidated Balance Sheet
59 Consolidated Cash Flow Statement
61 Consolidated Statement of Changes in Equity
62 Summary of Accounting Policies
70 Notes to the Consolidated Financial Statements
113 Report of the Statutory Auditor
114 5-Year Overview
52
Konzernrechnung
Interview
with the CFO
The CFOs view
Q How did Barry Callebaut manage to achieve double-digit net prot growth despite the
relatively weak economic environment?
Victor Balli The key is to generate top-line momentum and grow sales volumes much faster than the
market. If we can continuously reduce manufacturing and logistics costs per tonne at
the same time and keep overhead costs stable both a major focus of our company for
years we can create a strong basis for profitable growth.
Q With the level of top-line growth you have achieved, would it be possible to show an even
greater operating leverage?
VB If the Group continues to grow volumes at the current pace, it is difficult to increase
profits even faster. We are constantly investing in new factories or expanding existing
lines and operations. As the outsourcing partner of choice we cannot afford to make
any mistakes. As such we need to invest in quality and services as well. Over time,
though, we should be able to further optimize current processes and achieve better
leverage.
Q How do you manage the volatility of raw material prices and other risks within the
business?
VB First of all, for about 80% of our sales we run a business model that allows us to pass on
fluctuations in costs of raw material prices to our customers. We quote market prices
to our customers and once we receive an order, we hedge the underlying raw materials needed. Similarly, we constantly eliminate all transactional currency exchange risks
through our central treasury department. My risk department monitors commodity
prices and currency exposures on a regular basis using a Value at Risk (VaR) model.
Q Your net nancial expenses are going down year by year. Will this continue?
VB This fiscal year, we benefited from lower average interest rates, a flat net debt and our
stable financing structure. This should continue for at least another year. While there is
no refinancing pressure, we constantly monitor the financial and capital markets to look
for windows of opportunity to further improve our capital structure and the average
term of our financing.
Competitive financing and tax cost, focus

on working capital plus daily management
of risks are vital for our growth strategy.
Victor Balli
Chief Financial Ocer
Konzernrechnung
Interview
with the CFO
Q Following a review of Barry Callebauts annual accounts by SIX Swiss Exchange, you have
announced that you will modify the companys accounting model. What eect will this
have and when will it be applied?
VB The review showed that there are different expert views on how to best apply IFRS on
our business model. While Barry Callebaut was cleared of all charges, we nonetheless
decided to adapt a less controversial accounting model effective fiscal year 2010/11, in
line with the Groups strategy of increased sourcing in the origin countries. In the new
model, we will value inventories at the lower of cost and net realizable value. The
cocoa price risks related to inventories exceeding firm chocolate sales commitments
will be hedged with cocoa futures in a fair value hedge relationship. I expect the revised
model to produce essentially the same result for the income statement as today.
Q Information Management is also under your responsibility. What contribution did this
department make to the overall Group?
VB The IT/IM department is an important pillar for the fast development of our business.
Without the appropriate systems we would not be able to cope with the speed of our
growth. Most of our factories and operations worldwide run on a common SAP platform. This allows us to smoothly add new factories and create transparency and traceability along the entire supply chain.We have continuously increased IT/IM investments
over the past years and they now run at about CHF 30 million per annum; at the same
time, IT operating expenses were kept flat.
Q What is your main focus for scal year 2010/11?
VB Besides achieving our guidance in terms of growth and profitability, we will continue
to closely monitor and reduce our working capital. At the same time, we will try to
simplify and centralize our support and overhead processes. Finally, securing long-term
credit facilities at competitive terms, maintaining our attractive tax rate plus finding
and keeping good talents are a permanent focus of my teams.
New program Capital Excellence started
In view of our fast growth combined with the high volatility of raw material prices, pressure from customers paying later
and attempts of suppliers to reduce credit terms, Barry Callebaut initiated a program called Capital Excellence this scal
year. The objective is to reduce working capital by 20% over 3 years on a comparable basis. The program is driven by nancial controllers but operational business people are also heavily involved. It is also part of the bonus incentive plan of most
managers. In the rst year, we made good progress in inventory and receivables management while payables need further
improvement.
Specic actions and achievements
a) Inventories (days sales in inventory)

Stocks were signicantly reduced thanks to a focus on better planning and review of inventory levels needed. There was
an overall reduction of 11.7 days of sales coverage.
b) Receivables (days sales outstanding)
Average days outstanding were reduced by 1.4; there was a strong focus on reducing overdues and optimizing the collection process including electronic invoicing/EDI.
c) Payables (days payable outstanding, DPO)
Despite a substantial increase in awareness within our purchasing organization, we only marginally improved DPOs.
It was dicult to renegotiate existing contracts and payment terms need to be benchmarked against potential increases
in price. We plan to introduce supply chain nancing to improve our payable situation next year.
Overall Capital Excellence achieved a positive impact of CHF 114 million (or 11.3% of net working capital) on average over
the past year, excluding uctuations of foreign exchange rates and raw material prices.
53
54
Konzernrechnung
Financial
Review
Financial Review
Consolidated Income Statement

Sales volume showed solid growth of 7.6% from 1,213,610 tonnes to
1,305,280 tonnes, to which all regions and both the Industrial and the
Food Service/Retail Products contributed. In the Food Service/
Retail Products, the growth recorded in Gourmet & Specialties Products more than compensated for the decline in the Consumer
Products business.The latter was affected by the disposal of our business in Asia during the prior year. Additionally, there was a shift of
volumes between the Product Groups (from Food Manufacturers to
Consumer Products) due to restatements of prior year figures in line
with the segment reporting changes introduced in 2009/10.
Revenue from sales and services grew by 6.8% from CHF 4,880.2
million to CHF 5,213.8 million. The positive impact of the high raw
material prices, namely for cocoa, on revenue were largely offset by
significant foreign currency translation effects. Adjusted for these
effects, revenues from sales and services grew by 6.5%, driven by the
volume increase as pointed out above.
Gross profit increased by 4.0% to CHF 736.2 million from
CHF 707.8 million in prior year. Gross profit was negatively affected
by translation effects and the low combined cocoa ratio throughout
the year but the volume growth, in particular the disproportionately
high growth of the higher margin Gourmet business, more than compensated for these effects. In local currencies, gross profit grew by
6.3%.
Gross profit in relation to revenue from sales and services edged
down to 14.1% from 14.5% in the prior year. Gross profit per tonne
receded slightly by 3.3% to CHF 564 from CHF 583 the year before.
This is mainly due to translation effects as most currencies weakened
against the Groups reporting currency, the Swiss franc.
Marketing and sales expenses amounted to CHF 120.8 million,
almost constant compared to prior year (CHF 120.3 million). Additional costs coming from acquisitions and the growth in sales were
partly compensated for by positive foreign currency effects and partly by cost-saving measures, without compromising on the Groups
strategy to strengthen customer relationships.
General and administration expenses decreased slightly to
CHF 248.8 million from CHF 250.6 million. The effects from growth
and acquisitions were offset by cost savings and positive effects from
the currency translation.
Other income in the amount of CHF 20.5 million was recorded

compared to CHF 34.4 million in prior year. In both years, this
position included operating but non-sales-related income items, such
as gains on disposals of subsidiaries and assets, sales of waste products and income generated by the Groups Training Center, Schloss
Marbach. Prior years figure included the gain on disposal of the
Asian Consumer business.
Other expenses amounted to CHF 16.6 million compared to
CHF 20.5 million in the prior year. This position comprises restructuring costs, litigation and severance payments, impairment charges
and losses on sales of property, plant and equipment and other nonrecurring items.
Operating profit (EBIT) increased by 5.6% to CHF 370.4 million,
compared to CHF 350.8 million in the prior year. Excluding the impact from foreign currency translation, the EBIT growth amounted
to 7.9%.All regions and product groups made a positive contribution
to EBIT; also to EBIT growth all contributed except for Region AsiaPacific and the Consumer Products Group, which benefited from the
non-recurring gain on the sale of the Asian Consumer business in
prior year. The biggest absolute contribution to EBIT came from
Region Europe in terms of geography and from Food Manufacturers
in terms of product groups.The biggest contributions to EBIT growth
came from Region Europe and the Gourmet Product Group.
EBIT per tonne receded slightly to CHF 283.8 from CHF 289.1
due to currency translation effects. The decline of EBIT per tonne
in Global Sourcing & Cocoa (due to the effects of the combined
cocoa ratio development) and Asia (due to the non-recurring gain
on the sale of the Consumer business in prior year) were compensated for by a higher EBIT per tonne in the other regions. This is the
result of expenses growing at a slower rate than volume due to tight
cost control and scale effects on overhead costs. In local currencies,
EBIT per tonne edged up by 0.3%.
Financial income declined to CHF 2.0 million from CHF 5.9 million in the preceding year as a result of both lower interest income
and the absence of gains on derivative financial instruments this year.
Financial expenses were significantly lower at CHF 83.1 million
compared to CHF 97.5 million in the prior year. This decrease resulted mainly from lower average interest rates on the floating rate debt
and currency translation effects, which, however, were partly offset
by losses on derivative financial instruments related to the hedging
of interest rates.
Result from investment in associates and joint ventures amounted to CHF 0.2 million compared to CHF 0.5 million in the year before and contains the Groups share in equity movements of equityaccounted investees, i.e. participations in companies, over which the
Group has significant influence but not control.
Konzernrechnung
Financial
Review
Income taxes increased to CHF 37.3 million from CHF 32.7 million in prior year. This is mainly the result of a higher profit before
income taxes whereas the Groups effective tax rate was almost constant at 12.9% compared to 12.6% the year before.
Net profit for the year amounted to CHF 251.7 million, a strong
growth of 10.9% compared CHF 226.9 million in prior year. In local
currencies, the increase amounted to 13.5%. This is the result of the
higher operating result and lower net financial expenses. Net profit
for the year attributable to the shareholders of the parent company
amounted to CHF 251.2 million, compared to CHF 226.9 million in
the precedent year.
Basic earnings per share increased by 10.5% to CHF 48.62, up
from CHF 43.99 last year. Cash earnings per share, defined as operating cash flow before working capital changes divided by basic
shares outstanding, showed a considerable improvement of 9.3% to
CHF 88.60 up from CHF 81.05 in prior year.
Consolidated Balance Sheet and nancing structure

Total assets at the end of August 2010 stood at CHF 3,570.8 million,
an increase of CHF 56.0 million or 1.6% compared to CHF 3,514.8
million one year before. This is mainly the result of higher assets
required due to the growth of the business, partly compensated for
by currency translation effects and operational improvements related
to working capital management.
Net working capital was further reduced by CHF 45.2 million or
4.5% to CHF 964.9 million at the end of August 2010 compared to
CHF 1,010.1 million at the end of the prior year. This is the result of
the favorable impact from foreign currency translation and operational improvements, partly offset by higher inventories, receivables
and other current assets resulting from the volume growth and by
higher net derivative financial assets and liabilities.
Net debt at August 31, 2010 decreased by CHF 71.9 million to
CHF 870.8 million from CHF 942.7 million in prior year, benefiting
from currency effects due to the strong Swiss franc.The weighted average maturity of the Groups total debt portfolio including undrawn
committed facilities decreased from 6 to 5 years.
Equity including equity attributable to the shareholders of the
parent company and non-controlling interests increased by
CHF 47.1 million or 3.7% to CHF 1,303.2 million from CHF 1,256.1
million at the end of August 2009. Equity attributable to the shareholders of the parent company amounted to CHF 1,302.3 million compared to last years CHF 1,255.6 million.The debt-to-equity ratio improved from 75.1% to 66.9% and the solvency ratio improved from
35.7% to 36.5%. The increase in equity and the improvement of the
aforementioned key figures resulted from the positive impact of net
profit on equity, although this was offset to a large extent by significant foreign currency translation impacts and the repayment of share
capital in lieu of a dividend. The return on invested capital (ROIC)
increased to 14.8% from 13.9% in the prior year.
Consolidated Cash Flow Statement

Operating cash flow before working capital changes improved considerably by 9.5% to CHF 457.8 million compared to CHF 418.1 million in the prior year.
The cash outflow for working capital changes was significantly
higher mainly due to the higher cash outflow for inventories as a result of the business growth and high raw material prices, partly offset
by higher payables. Cash outflow for interest and taxes on the other
hand was lower than in prior year.
This resulted in an overall decline in the Net cash flow from
operating activities (including working capital changes) to CHF 177.7
million down from CHF 240.6 million the year before.
Net cash flow from investing activities amounted to CHF 156.1
million, compared to CHF 138.9 million in the preceding year. This
years amount included the cash outflow of CHF 36.2 million for the
acquisition of a business in Spain and deferred payments for earlier
acquisitions (prior year CHF 16.9 million for acquisition and
CHF 17.2 million from the disposal of subsidiaries). The biggest outflow in both years, however, related to capital expenditures for operations such as capacity expansions, replacements, modernizations and
Information Technology (CHF 145.1 million in the current and
CHF 144.4 million in the prior year).This position also includes proceeds from the sale of assets (CHF 19.6 million in the current and
CHF 2.4 million in the prior year) as well as some other minor items.
Net cash flow from financing activities amounted to CHF 23.0
million compared to CHF 78.1 million in prior year. This position
mainly includes the net proceeds from the issue of new debt in
the amount of CHF 47.4 million (in prior year repayment of
CHF 10.1 million), the repayment of share capital of CHF 64.6 million (in prior year CHF 59.4 million) and the net purchase/sale of
treasury shares in the amount of CHF 5.7 million (prior year
CHF 8.8 million).
55
56
Konzernrechnung
Consolidated
Financial Statements
Consolidated Income
Statement
Notes
2009/10
2008/09
5,213,779
4,880,177
(4,477,608)
(4,172,355)
736,171
707,822
in thousands of CHF
Revenue from sales and services
Cost of goods sold
Gross prot
Marketing and sales expenses
General and administration expenses
(120,781)
(120,324)
(248,794)
(250,608)
Other income
20,456
34,357
Other expenses
(16,641)
(20,494)
370,411
350,753

Financial income
2,021
5,904
Financial expenses
(83,122)
(97,493)
Result from investments in associates and joint ventures
17
(225)
484
289,085
259,648
(37,342)
(32,723)
251,743
226,925
251,226
226,907
517
18
Basic earnings per share (CHF/share)
48.62
43.99
Diluted earnings per share (CHF/share)
48.47
43.85
Prot before income taxes

Income tax expenses
10

of which attributable to:
shareholders of the parent company
non-controlling interest
Earnings per share
11
Consolidated
57
Consolidated Statement of
Comprehensive Income
Notes
2009/10
2008/09
251,743
226,925
(3,580)
(6,339)
in thousands of CHF
Cash ow hedges
Tax eect on cash ow hedges
14
1,585
2,566
Currency translation dierences
(138,026)
(86,930)
Other comprehensive income for the year, net of tax
(140,021)
(90,703)
111,722
136,222
111,309
136,257
413
(35)
Total comprehensive income for the year

of which attributable to:
shareholders of the parent company
non-controlling interest
58
Consolidated
Consolidated Balance Sheet
Assets
as of August 31,
Notes
2010
2009
17,360
33,993
in thousands of CHF
Current assets
Cash and cash equivalents
Short-term deposits
750
2,137
Trade receivables and other current assets
12
587,380
524,847
Inventories
13
1,186,231
1,294,545
Current income tax assets

Derivative nancial assets
14
Total current assets
2,760
5,489
370,580
221,649
2,165,061
2,082,660
872,458
Non-current assets
Property, plant and equipment
15
830,866
Investments in associates
17
3,479
4,038
Intangible assets
18
512,494
493,684
Deferred income tax assets
19
51,361
51,918
7,586
10,089
Other non-current assets

Total non-current assets
1,405,786
1,432,187
Total assets
3,570,847
3,514,847
2010
2009
Liabilities and equity

as of August 31,
Notes
in thousands of CHF
Current liabilities
Bank overdrafts
20
13,466
29,338
Short-term debt
20
175,938
222,885
Trade payables and other current liabilities
21
769,537
832,440
Current income tax liabilities

Derivative nancial liabilities
14
Provisions
22
Total current liabilities
41,968
36,026
371,059
153,922
15,558
16,751
1,387,526
1,291,362
Non-current liabilities
Long-term debt
23
699,516
728,293
Employee benet obligations
24
105,114
122,701
Provisions
22
5,861
4,202
Deferred income tax liabilities
19
58,721
68,455
Other non-current liabilities
10,946
43,689
Total non-current liabilities
880,158
967,340
2,267,684
2,258,702
Total liabilities
Equity
Share capital
25
197,494
262,119
Retained earnings and other reserves
1,104,787
993,437
1,302,281
1,255,556
Non-controlling interest
Total equity
Total liabilities and equity
882
589
1,303,163
3,570,847
1,256,145
3,514,847
Consolidated
59
Consolidated Cash Flow

Statement
Cash ows from operating activities
Notes
2009/10
2008/09
289,085
259,648
in thousands of CHF
Adjustments for:
Depreciation of property, plant and equipment
15
77,861
82,309
Amortization of intangible assets
18
22,428
23,065
7, 15
566
(1,502)
Impairment of property, plant and equipment

Recognition of negative goodwill on acquisitions
(Gain) on disposal of property, plant and equipment, net
(Gain) on sale of subsidiary
(6,152)
(30)
(17,950)
Foreign exchange (gain) loss
(15,852)
28,408
Fair value (gain) loss on derivative nancial instruments
(58,016)
(47,183)
Fair value (gain) loss on hedged rm commitments
(82,503)
(76,721)
Fair value (gain) loss on inventories
160,038
57,951
4,768
5,462
Write-down of inventories
13
Increase (decrease) of allowance for doubtful receivables

Increase (decrease) of provisions
Increase (decrease) of employee benet obligations
(1,384)
3,024
2,615
16,033
(6,078)
(8,455)
4, 24
5,716
225
11,577
(484)
(Interest income)
(2,021)
(3,883)
Interest expenses
67,061
86,223
457,791
418,058
(24,513)
(24,199)
Equity-settled share-based payments


(Increase) decrease in trade receivables and other current assets
(Increase) decrease in inventories
Increase (decrease) in trade payables and other current liabilities
Use of provisions
Cash generated from operations
(Interest paid)
(Income taxes paid)
Net cash ow from operating activities
(143,387)
(9,307)
2,025
(19,004)
(11,151)
(4,231)
280,765
361,317
(62,221)
(77,604)
(40,800)
(43,070)
177,744
240,643
60 Consolidated
Consolidated Cash Flow

Statement
Cash ows from investing activities
Notes
2009/10
2008/09
15
(119,258)
(113,314)
in thousands of CHF
Purchase of property, plant and equipment
Proceeds from sale of property, plant and equipment
Purchase of intangible assets
19,580
2,370
18
(25,850)
(31,129)
61
(36,199)
(16,938)
Proceeds from sale of intangible assets

Acquisition of subsidiaries, net of cash acquired
Acquisition of associates and joint ventures
Proceeds from disposal of subsidiaries
Purchase of short-term deposits

Proceeds from sale of short-term deposits
(164)
17,198
(1,396)
1,309
175
(141)
(589)
Proceeds from sale of other non-current assets
2,453
2,048
Interest received
1,986
2,787
(156,120)
(138,891)
2009/10
2008/09
Purchase of other non-current assets
Net cash ow from investing activities
Cash ows from nancing activities

in thousands of CHF
Proceeds from the issue of short-term debt
Repayment of short-term debt
Proceeds from the issue of long-term debt
Repayment of long-term debt
112,546
94,493
(136,198)
(246,946)
151,820
149,077
(80,750)
(6,748)
Capital reduction and repayment
25
(64,619)
(59,392)
Purchase of treasury shares
25
(5,988)
(8,808)
Sale of treasury shares

Dividends paid to non-controlling interest
25
Eect of change in non-controlling interest
25
Net cash ow from nancing activities

Eect of exchange rate changes on cash and cash equivalents
307
(120)
(68)
300
(23,002)
(78,092)
617
5,559
(761)
29,219
Cash and cash equivalents at the beginning of the scal year
4,655
(24,564)
Cash and cash equivalents at the end of the scal year
3,894
4,655
(761)
29,219
Net increase (decrease) in cash and cash equivalents
Net increase (decrease) in cash and cash equivalents

Bank overdrafts
Cash and cash equivalents as dened for the cash ow statement
17,360
33,993
(13,466)
(29,338)
3,894
4,655
Consolidated
61
Consolidated Statement
of Changes in Equity
Attributable to the shareholders of the parent company

Share
capital
Treasury Retained
shares
earnings
Hedging
reserves
Cumulative
translation
adjustments
Total
Non-controlling
interest
Total
equity
in thousands of CHF
As of August 31, 2008
321,574
(13,604)
908,320
Currency translation adjustments

Eect of cash ow hedges (note 14)
(39,149)
1,175,922
392
1,176,314
(86,877)
(86,877)
(6,339)
(53)
(86,930)
(6,339)
(3,773)
(86,877)
(90,650)
(53)
(90,703)
226,907
18
226,925
(3,773)
(86,877)
136,257
(35)
(6,339)
Taxes recognized in equity (note 14, 19)
2,566
Other comprehensive income, net of tax

226,907
226,907
(1,219)
(59,455)
2,566
63
(59,392)
Movements of non-controlling interest (note 25)
(8,808)

262,119
17,799
(6,222)
(4,613)
1,129,068
Eect of cash ow hedges (note 14)

Taxes recognized in equity (note 14, 19)
Other comprehensive income, net of tax
251,226
251,226
(64,625)
589
1,256,145
(137,922)
(137,922)
(104)
(138,026)
(3,580)
(3,580)
1,585
1,585
(1,995)
(137,922)
(1,995)
(137,922)
(139,917)
197,494
(3,580)
1,585
(104)
(140,021)
251,226
517
251,743
111,309
413
(64,619)
11,577
1,255,556
(5,988)
Sale of treasury shares
232
(8,808)
(126,026)
Movements of non-controlling interest (note 25)

232
11,577
(4,992)
136,222
(59,392)
(8,808)
2,566
111,722
(64,619)
(120)
(5,988)
(120)
(5,988)
329
(22)
307
307
7,081
(1,365)
5,716
5,716
(3,191)
1,378,913
(6,987)
(263,948)
1,302,281
882
1,303,163
62 Consolidated
Summary of
Accounting Policies
Organization and business activity

Barry Callebaut AG (The Company) was incorporated on November 24, 1994 under Swiss law, having its head office in Zurich, Switzerland, at Pfingstweidstrasse 60. Barry Callebaut AG is registered in
Switzerland and has been listed on the SIX Swiss Exchange (BARN,
ISIN Number: CH0009002962) since 1998. As of August 31, 2010,
Barry Callebauts market capitalization based on issued shares was
CHF 3,632 million (August 31, 2009: CHF 2,968 million).The Groups
ultimate parent is Jacobs Holding AG with a share of 50.11% of the
shares issued (August 31, 2009: 50.21%).
Barry Callebaut AG and its subsidiaries (The Group) is one of
the worlds leading cocoa and chocolate companies, serving the food
industry, from food manufacturers to professional users of chocolate
(such as chocolatiers, pastry chefs or bakers) to global retailers. The
Group offers a broad and expanding range of chocolate and other
cocoa-based products with numerous recipes. It also provides a comprehensive range of services in the fields of product development,
processing, training and marketing. The Group is fully vertically integrated along the entire value chain: from sourcing of raw materials
to finished products on the shelf.
The principal brands under which the Group operates are Barry
Callebaut, Callebaut, Cacao Barry, Carma, Luijckx, Van Leer and
Van Houten for chocolate products; Barry Callebaut, Bensdorp, Van
Houten and Chadler for cocoa powder; Bensdorp, Van Houten,
Caprimo and gonblink for vending mixes; Sarotti, Alpia, Jacques
and Alprose for consumer products.
The principal countries, in which the Group operates, include
Belgium, Brazil, Cameroon, Canada, China, Cte dIvoire, France,
Germany, Ghana, Italy, Japan, Malaysia, Mexico, the Netherlands,
Poland, Russia, Singapore, Spain, Sweden, Switzerland, the United
Kingdom and the U.S.
Basis of presentation
The consolidated financial statements of the Group have been prepared in accordance with International Financial Reporting Standards (IFRS) and comply with Swiss law.
For consolidation purposes, Barry Callebaut AG and its subsidiaries prepare financial statements using the historical cost basis
as disclosed in the accounting policies below, except for the measurement at fair value of derivative financial instruments, hedged firm
commitments and inventories and except for defined benefit obligation that is accounted for according to the projected unit credit
method.
The prior years Consolidated Balance Sheet has been reclassified to conform with the current periods presentation, whereas
financial assets of CHF 0.4 million (2009: CHF 0.5 million) have been
combined with other non-current assets.
Management assumptions and signicant estimates
The preparation of financial statements requires management to
make judgments, estimates and assumptions that affect the application of accounting policies and the reported amounts of assets,
liabilities, income and expenses. Actual results may differ from these
estimates.
Estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognized in the
period in which the estimate is revised and in any future periods
affected.
In particular, information about significant areas of estimation
uncertainty and critical judgments in applying accounting policies
that have the most significant effect on the amount recognized in the
financial statements are described below:
Note 1
Acquisitions Fair value measurement
Note 13
Inventories Application of broker-trader exemption
Note 14
Derivative nancial instruments and hedging activities

Designation of inventory as a hedging instrument
Goodwill Measurement of the recoverable amounts
of cash-generating units
Deferred tax assets and liabilities Utilization of tax losses
Note 18
Note 19
Note 24
Employee benet obligation Measurement of dened

benet obligations
Scope of consolidation/Subsidiaries
The consolidated financial statements of the Group include all the
assets, liabilities, income and expenses of Barry Callebaut AG and
the companies which it controls. Control is presumed to exist when
a company owns, either directly or indirectly, more than 50% of the
voting rights of a companys share capital or otherwise has the
power to exercise control over the financial and operating policies of
a subsidiary so as to obtain the benefits from its activities. Non-controlling interest are shown as a component of equity in the balance
sheet and the share of the net profit attributable to non-controlling
interest is shown as a component of the net profit for the period in
the Consolidated Income Statement. Newly acquired companies are
consolidated from the date control is transferred (the effective date
of acquisition), using the purchase method. Subsidiaries disposed of
are included up to the effective date of disposal.
All intragroup balances and unrealized gains and losses or
income and expenses arising from intragroup transactions are eliminated in preparing the consolidated financial statements. Unrealized
gains arising from transactions with associates and jointly controlled
entities are eliminated to the extent of the Groups interest in the
entity. Unrealized losses are eliminated in the same way as unrealized
gains, but only to the extent that there is no evidence of impairment.
Purchases and disposals of non-controlling interest in subsidiaries
The Group applies the policy of treating transactions with noncontrolling interest equal to transactions with equity owners of the
Group. For purchases from non-controlling interest, the difference
between consideration paid and the relevant share acquired of the
carrying value of net assets of the subsidiary is recorded in equity.
Gains or losses on disposal to non-controlling interest are also recorded in equity.
Consolidated
Options over existing non-controlling interest

The Group accounts for written put options over existing non-controlling interest in derecognizing the non-controlling interest and
records instead a liability to the extent of the put option exercise price,
discounted to the balance sheet date. Should the option expire without being exercised by the minority shareholders, the liability is derecognized and non-controlling interest is recorded.

Cash and cash equivalents comprise of cash on hand, checks, bank
balances and unrestricted bank deposit balances with an original
maturity of 90 days or less. Bank overdrafts that are repayable on
demand and form an integral part of the Groups cash management
are included as a component of cash and cash equivalents for the
purpose of the Consolidated Cash Flow Statement.
Investments in associates and joint ventures

Associates are those companies in which the Group has significant
influence but not control.This is normally presumed when the Group
holds between 20% and 50% of the voting power of another entity.
Joint ventures are those entities over whose activities the Group has
joint control, established by contractual agreement and requiring
unanimous consent for strategic financial and operating decisions.
Associates and joint ventures are accounted for using the equity
method (equity-accounted investees) and are recognized initially at
cost. The Groups investment includes goodwill identified on acquisition, net of any impairment losses. The consolidated financial statements include the Groups share of the income and expenses and
equity movements of equity-accounted investees from the date that
significant influence or joint control commences until the date
significant influence or joint control ceases.
Trade receivables and other current assets

Trade receivables are stated at amortized cost, less anticipated
impairment losses. Impairment provision for receivables represent
the Groups estimates of incurred losses arising from the failure or
inability of customers to make payments when due. These estimates
are assessed on an individual basis, taking into account the aging
of customers balances, specific credit circumstances and the Groups
historical default experience. If the Group is satisfied that no
recovery of the amount owing is possible, the receivable is written off
and the provision related to it is reversed.
The Group maintains an asset-backed securitization program for
trade receivables, transferring the contractual rights to the cash flows
of third-party trade receivables at their nominal value minus a
discount.These receivables are derecognized from the balance sheet.
The net amount reported under other current assets (see note 12) or
other current liabilities (see note 21) is the amount of the discount
minus the receivables already collected at the balance sheet date but
not yet remitted to the asset-purchasing company.
Foreign currency transactions

The functional currency of the Groups entities is the currency of their
primary economic environment. In individual companies, transactions in foreign currencies are recorded at the rate of exchange at
the date of transaction. Monetary assets and liabilities denominated
in foreign currencies are translated into respective functional currencies at the exchange rate prevailing at the year-end date. Any resulting exchange gains and losses are taken to the income statement.
If related to commercial transactions or to the measurement of financial instruments in coverage of commercial transactions, such foreign
currency gains and losses are classified as cost of goods sold. Otherwise, foreign currency gains and losses are classified as financial
income and financial expense.
Foreign currency translation
For consolidation purposes, assets and liabilities of subsidiaries
reporting in currencies other than Swiss francs are translated to
Swiss francs using year-end rates of exchange. Income and expenses
are translated at the average rates of exchange for the year. Differences arising from the translation of financial statements using the
above method are recorded as cumulative translation adjustments
in equity.
Major foreign exchange rates
Closing rate
Average rate
Closing rate
2009/10
Average rate
2008/09
EUR
1.2925
1.4482
1.5220
GBP
1.5740
1.6561
1.7285
1.5189
1.7501
USD
1.0210
1.0578
1.0666
1.1250
Derivative nancial instruments and hedging activities

The nature of its business exposes the Group to a variety of risks. The
Groups overall risk management program acknowledges volatility of
markets and seeks to minimize the potential adverse effects on the
financial performance of the Group in a cost-efficient manner. Further
information on risk management can be found under note 26.
The Group uses derivative financial instruments in accordance
with its risk management policies to hedge its exposure to chocolate
sales (related commodity price risks), which consist of the price risk
of cocoa and other commodities such as dairy, sweeteners and nuts,
foreign exchange risks and interest rate risks arising from operational, financing and investment transactions.
The Groups purchasing and sourcing center frequently buys and
sells cocoa beans and other chocolate ingredients for the purpose of
generating a profit from short-term fluctuations in price or dealers
margin. The practice of net cash settlement of commodity purchase
and sale contracts results in these contracts qualifying as derivative
financial instruments.
Following the Groups risk management policy, generally the
operating group companies do not hold derivative financial instruments for trading purposes.
Derivative financial instruments are accounted for at fair value
with fair value changes recognized in the income statement.
63
64 Consolidated
Accounting Policies
Hedge accounting
For manufacturing and selling of their products, the operating companies require commodity raw materials such as cocoa beans and
semi-finished cocoa products as well as non-cocoa components such
as dairy, sweeteners and nuts.The value of the Groups open sales and
purchase commitments and inventory of raw materials changes continuously in line with price movements in the respective commodity
markets. The Group uses commodity futures, forward contracts
and inventory to manage price risks associated with the firm sales
commitments of industrial chocolate (Contract Business see risk
management note 26).
The Group and its subsidiaries enter into sales and purchasing
contracts denominated in various currencies and consequently are
exposed to foreign currency risks, which are hedged by the Groups
treasury department or in case of legal restrictions with local
banks. The Groups interest rate risk is managed with interest rate
derivatives.
Hedge accounting is applied to derivatives that are effective in
offsetting the changes in fair value or cash flows of the hedged items.
The hedge relation is documented and the effectiveness of such
hedges is tested at regular intervals, at least on a semi-annual basis.
Fair value hedging for commodity price risks and foreign currency
exchange risks related to the Contract Business
Generally, fair value hedge accounting is applied to hedge the Groups
exposure to changes in fair value of a recognized asset or liability or
an unrecognized firm commitment or an identified portion of such an
asset, liability or firm commitment, that is attributable to a particular
risk, e.g. commodity price risks, and that could affect profit or loss. For
fair value hedges, the carrying amount of the hedged item is adjusted
for gains and losses attributable to the risk being hedged, the derivative (hedging instrument) is remeasured at fair value and gains and
losses from both are taken to the income statement. When an unrecognized firm commitment is designated as a hedged item, the subsequent cumulative change in the fair value of the firm commitment
attributable to the hedged risk is recognized as an asset or liability
with a corresponding gain or loss in the income statement. The changes in the fair value of the hedging instrument are also recognized in
the income statement.
For the chocolate price risk related to the sales contract of industrial chocolate (Contract Business), the firm sales commitments,
including cocoa and non-cocoa components, such as sweeteners, dairy
and nuts, are designated as the hedged items while the forward
purchase commitments and Contract Business inventories related to
cocoa and non-cocoa components as well as cocoa future contracts
are designated as the hedging instruments. The hedging instruments
(purchase side) as well as the hedged items (sales side) are measured
at fair value at the balance sheet date. The components of sales
contracts represent commodities and are quoted in an active market
or are reliably determinable. The fair values thus calculated for the
hedged items are recorded under the position Fair value of hedged
firm commitments included in trade receivables and other current
assets or trade payables and other current liabilities depending on
whether the resulting amount is positive or negative. The fair values
thus calculated for the hedging instruments are recorded under

the position Derivative financial assets or Derivative financial
liabilities depending on whether the resulting amount is positive or
negative.
For foreign currency exchange risks related to the firm sales commitments of industrial chocolate (Contract Business), fair value
hedge accounting is also applied. The hedge relationship is between
the unrecognized firm sales commitment (hedged item) and the
foreign currency forward sales contract (hedging instrument). The
changes in fair value of the hedging instrument are recognized in
the income statement. The cumulative change in the fair value of the
firm sales commitment attributable to the foreign currency risk is
recognized as an asset or liability with a corresponding gain or loss
in the income statement.
Cash ow hedging for interest rate risks
In general, Barry Callebaut applies cash flow hedge accounting for
interest rate derivatives, converting a portion of floating rate borrowings to fixed rate borrowings.
Interest rate derivatives hedging exposures to variability in cash
flows of highly probable forecasted transactions are classified as cash
flow hedges. For each cash flow hedge relationship, the effective part
of any gain or loss on the derivative financial instrument is recognized
directly in equity. Gains or losses that are recognized in equity are
transferred to the income statement in the same period in which the
hedged exposure affects the income statement. The ineffective part
of any gain or loss is recognized immediately in the income statement
at the time hedge effectiveness is tested.
Hedge accounting is discontinued when the hedging instrument
expires or is sold, terminated or exercised, or no longer qualifies for
hedge accounting. At that point in time, any cumulative gain or loss
on the hedging instrument recognized in equity is kept in equity
until the forecasted transaction occurs. If a hedged transaction is no
longer expected to occur, the net cumulative gain or loss recognized
in equity is immediately transferred to the income statement.
No hedge accounting designation
The Groups purchasing and sourcing center and the In-house Bank
of the Group fair value their derivative financial instruments without
applying hedge accounting.
Price List Business commodity risk hedging is based on forecasted sales volume and excluded from hedge accounting, as no
derivatives can be clearly designated to the forecasted price list sales.
Therefore, these derivatives are carried at fair value with fair value
changes recognized in the income statement.
In respect of the foreign exchange exposure of a recognized
monetary asset or liability, no hedge accounting is applied. Any gain
or loss on the financial derivative used to economically hedge this
risk is recognized in the income statement thus compensating the
gains and losses that arise from the revaluation of the underlying
asset or liability.
Consolidated
Inventories
The Group principally acquires cocoa beans, any semi-finished products resulting from cocoa beans (such as cocoa liquor, butter, cake
or powder), other raw materials such as sweeteners, dairy and nuts
and has industrial chocolate inventories with the purpose of selling
them in the near future and generating a profit from fluctuations in
price or broker-traders margin. The Group therefore acts as a broker-trader of such commodities and these inventories are measured
at fair value less costs to sell in accordance to the broker-trader
exemption per IAS 2.5 (Inventories).
Other inventories, such as finished consumer products and other
items related to the Price List Business are stated at the lower of cost
and net realizable value. The cost of inventories comprises the costs
of materials, direct production costs including labor costs and an
appropriate proportion of production overheads and factory depreciation. For movements in inventories, the average cost method is
applied. Net realizable value is defined as the estimated selling price
less costs of completion and direct selling and distribution expenses.
Assets held for sale and liabilities directly associated with
assets held for sale
Long-term assets and related liabilities are classified as held for sale
and shown on the balance sheet in a separate line as Assets held for
sale and Liabilities directly associated with assets held for sale if
the carrying amount is to be realized by selling, rather than using, the
assets. This is conditional upon the sale being highly probable to
occur and the assets being ready for immediate sale. For a sale to be
classified as highly probable, the following criteria must be met:
management is committed to a plan to sell the asset, the asset is marketed for sale at a price that is reasonable in relation with its current
fair value and the completion of the sale is expected to occur within
12 months.
Assets held for sale are measured at the lower of their carrying
amount or the fair value less costs to sell. From the time they are
classified as held for sale, depreciable assets are no longer depreciated or amortized.
Financial assets
Financial assets are accounted for in accordance with IAS 39, Financial Instruments: Recognition and Measurement. Accordingly,
financial assets are classified into the following categories: held-tomaturity, at fair value through profit or loss, loans and receivables and
available-for-sale. Financial assets with fixed or determinable payments and fixed maturity that the Group has the positive intent and
ability to hold to maturity except for loans and receivables originated
by the Group are classified as held-to-maturity investments. Financial
assets acquired principally for the purpose of generating a profit from
short-term fluctuations in price are classified as at fair value through
profit or loss. All other financial assets, excluding loans and receivables, are classified as available-for-sale.
All purchases and sales of financial assets are recognized on the

trade date. Financial assets are recognized when the Group becomes
a party to the contractual provisions and are initially measured at fair
value, which is the consideration given for them, plus transaction costs
in the case of financial assets and liabilities not at fair value through
profit or loss. Available-for-sale and fair value through profit or loss
investments are subsequently carried at fair value by reference to
their quoted market price at the balance sheet date, without any
deduction for transaction costs that the Group may incur on their
sale or other disposal.
Gains or losses on measurement to fair value of available-for-sale
investments are included directly in equity until the financial asset is
sold, disposed of or impaired, at which time the gains or losses are
recognized in net profit or loss for the period.
Held-to-maturity investments and loans and receivables are
carried at amortized cost using the effective interest rate method.
Financial assets are derecognized, using the weighted average
method, when the Group loses control of the contractual rights to the
cash flows of the assets or when the Group sells or otherwise disposes of the contractual rights to the cash flows, including situations
where the Group retains the contractual rights but assumes a contractual obligation to pay the cash flows that comprise the financial
asset to a third party. Such control is lost when the rights and benefits specified in the contract are realized, expired, or are surrendered.
Intangible assets
Goodwill
Goodwill on acquisitions is the excess of acquisition-date fair value
of total consideration transferred and the acquisition-date fair value
of assets, liabilities and contingent liabilities. Following initial recognition, goodwill is measured at cost less any accumulated impairment
losses. Goodwill is reviewed for impairment annually or more
frequently if events or changes in circumstances indicate that the
carrying value may be impaired.
Negative goodwill is recognized directly in the income statement.
At the acquisition date, any goodwill acquired is allocated to each of
the cash-generating units expected to benefit from the combinations
synergies.
Impairment is determined by assessing the recoverable amount
of the cash-generating unit to which the goodwill relates. Where the
recoverable amount of the cash-generating unit is less than the
carrying amount, an impairment loss is recognized. Where goodwill
forms part of the cash-generating unit and part of the operation within that unit is disposed of, the goodwill associated with the operation
disposed of is included in the carrying amount of the operation when
determining the gain or loss on disposal of the operation. Goodwill
disposed of in this circumstance is measured on the basis of the relative values of the operation disposed of and the portion of the cashgenerating unit retained.
65
66 Consolidated
Accounting Policies
Research and development costs

Research costs are expensed as incurred, whereas product development costs are only expensed as incurred when it is considered impossible to quantify the existence of a market or future cash flows for
the related products or processes with reasonable assurance.
Development costs for projects relate to software, recipes and
innovation and are capitalized as an intangible asset if it can be demonstrated that the project is expected to generate future economic
benefits. Development costs previously recognized as an expense are
not recognized as an asset in a subsequent period. Development costs
that have been capitalized are amortized on a straight-line basis over
the period of their expected useful life. The amortization periods
adopted do not exceed five years.
Other intangible assets
Other acquired intangible assets include patents, trademarks, brand

names and licenses. Patents and licenses are amortized over their
period of validity. All other intangible assets are amortized on a
straight-line basis over their anticipated useful life not exceeding
20 years.
Property, plant and equipment are measured at the acquisition or
construction cost less accumulated depreciation and accumulated
impairment losses. A straight-line method of depreciation is applied
through the estimated useful life. Estimated useful lives of major
classes of depreciable assets are:
Buildings (including warehouses and installations)
20 to 50 years
Plant and machinery
10 to 20 years
Oce equipment, furniture and motor vehicles
3 to 10 years
Maintenance and repair expenditures are charged to the income

statement as incurred.
The carrying amounts of property, plant and equipment are
reviewed at least at each balance sheet date to assess whether they
are recoverable in the form of future economic benefits. If the recoverable amount of an asset has declined below its carrying amount,
an impairment loss is recognized to reduce the value of the assets to
its recoverable amount. In determining the recoverable amount of
the assets, expected cash flows are discounted to their present value.
Leased assets
Leases are classified as finance leases whenever the terms of the lease
transfer substantially all the risks and rewards of ownership to the
lessee.
Assets held under finance leases are stated as assets of the Group
at the lower of their fair value and the present value of the minimum
lease payments at inception of the lease, less accumulated depreciation and impairment losses. The corresponding liability to the lessor
is included in the balance sheet as a finance lease obligation. Finance
costs are charged to the income statement over the term of the
relevant lease so as to produce a constant periodic interest charge on
the remaining balance of the obligations for each accounting period.
Leases where a significant portion of the risks and rewards of

ownership are retained by the lessor are classified as operating
leases. Rentals payable under an operating lease are charged to the
income statement on a straight-line basis over the term of the lease.
Financial liabilities
Financial liabilities are initially recognized at fair value, net of transaction costs, when the Group becomes a party to the contractual
provisions.They are subsequently carried at amortized cost using the
effective interest rate method. A financial liability is removed from
the balance sheet when the obligation is discharged, cancelled, or
expires.
Provisions
Provisions are recognized when the Group has a present legal or constructive obligation as a result of past events and it is probable that
an outflow of resources will be required to settle the obligation, and
a reliable estimate thereof can be made. Provisions are recorded for
identifiable claims and restructuring costs. Restructuring provisions
mainly comprise employee termination payments. Specific provisions
for restructuring costs are recorded at such time as the management
approves the decision to restructure and a formal plan for restructuring is communicated.
Employee benet obligations/Post-employment benets
The liabilities of the Group arising from defined benefit obligations
and the related current service costs are determined on an actuarial
basis using the projected unit credit method.
Actuarial gains and losses are recognized in the income statement
over the remaining working lives of the employees to the extent that
their cumulative amount exceeds 10% of the greater of the present
value of the obligation and of the fair value of plan assets.
For defined benefit plans, the actuarial costs charged to the
income statement consist of current service cost, interest cost, expected return on plan assets and past service cost, gains or losses related
to curtailments or early settlements as well as actuarial gains or
losses to the extent they are recognized. The past service cost for the
enhancement of pension benefits is accounted for over the period
that such benefits vest.
Some benefits are also provided by defined contribution plans;
contributions to such plans are charged to the income statement
as incurred.
Post-retirement benets other than pensions
Certain subsidiaries provide healthcare and insurance benefits for
a portion of their retired employees and their eligible dependents.
The cost of these benefits is actuarially determined and included in
the related function expenses over the employees working lives.The
related liability is also included in the position Employee benefits.
Consolidated
Employee stock ownership program

For the employee stock ownership program, treasury shares are used.
In accordance with IFRS 2, the compensation costs in relation with
shares granted under the employee stock ownership program are
recognized in the income statement over the vesting period at their
fair value as of the grant date.
Other long-term employee benets
Other long-term employee benefits represent amounts due to employees under deferred compensation arrangements mandated by
certain jurisdictions in which the Group conducts its operations.
Benefit cost is recognized on an actuarial basis in the income statement. The related liability is included in other long-term liabilities.
Share capital/Purchase of own shares
Where the Company or its subsidiaries purchase the Companys
shares, the consideration paid including any attributable transaction
costs is deducted from equity as treasury shares. Where such shares
are subsequently sold or reissued, any consideration received is
included in equity.
Dividends
Dividends on ordinary shares are recognized as a liability when they
are approved by the shareholders.
Taxes
Current income taxes are recognized based on taxable income,
whereas other taxes such as non-recoverable taxes withheld on dividends, management fees and royalties received or paid are reported
under other expense. Non-recoverable withholding taxes are only
accrued if distribution by subsidiary companies is foreseen.
Income taxes are calculated in accordance with the tax regulations in effect in each country.
The Group recognizes deferred income taxes using the balance
sheet liability method. Deferred income tax is recognized on all
temporary differences arising between the tax values of assets and
liabilities and their values in the consolidated financial statements.
Deferred income tax assets are recognized to the extent it is probable
that future taxable profit will be available against which the temporary differences can be utilized. Deferred income tax assets and
liabilities are calculated using tax rates that are expected to apply
to the period when the asset is realized or the liability is settled,
based on tax rates and laws that have been enacted or substantively
enacted at the balance sheet date.
Revenue recognition
Revenues from sales and services consist of the net sales turnover of
semi-processed and processed goods and services related to foodprocessing.
Revenues from the sale of goods are recognized when the significant risks and rewards of ownership of the goods have been transferred to the buyer, which is mainly upon shipment.Appropriate provisions are made for all additional costs to be incurred in connection
with the sales including the cost of returns. Additionally, gains and
losses related to derivative financial instruments used for hedging

purposes are recognized in revenues in accordance with the policies
set out in this section.
Revenues and costs related to trading of raw materials, which are
fair valued, are netted. Interest income is recognized as it accrues on
an effective yield basis, when it is determined that such income will
flow to the Group. Dividends are recognized when the right to receive
payment is established.
Government grants
Provided there is reasonable assurance that they will be irrevocably
received, grants relating to capital expenditure are deducted from
the cost of property, plant and equipment and thus recognized in the
income statement on a straight-line basis over the useful life of
the asset.
Other grants that compensate the Group for expenses incurred
are deferred and recognized in the income statement over the period
necessary to match them with the costs they are intended to compensate.
Segment reporting
Operating segments are reported in a manner consistent with the
internal reporting provided to the chief operating decision-maker.
The chief operating decision-maker, who is responsible for allocating
resources and assessing performance of the operating segments, has
been identified as the Groups Executive Committee.
For more details refer to Changes in accounting policies IFRS 8.
67
68 Consolidated
Accounting Policies
Changes in accounting policies

Amended International Financial Reporting Standards and Interpretations which became eective for this nancial year
IFRS 3 (Revised) Business Combinations (eective July 1, 2009)
The revised standard has been adopted for acquisitions after September 1, 2009. Therefore, the Group has not included acquisitionrelated expenses in the consideration paid. For further details on business combinations refer to note 1 Acquisitions.
IFRS 7 (Amendment) Financial Instruments
Disclosures (eective January 1, 2009)
The amendments to IFRS 7 expand the disclosures required in
respect of fair value measurements and liquidity risk. The Group has
elected not to provide comparative information for these expanded
disclosures in the current year in accordance with the transitional
reliefs offered in these amendments. Disclosures in these financial
statements (note 26) have been modified to reflect the International
Accounting Standards Boards clarification (as part of Improvements
to IFRSs [2009]).
IFRS 8 Operating Segments (eective January 1, 2009)
IFRS 8 supersedes IAS 14 Segment Reporting. The new standard
requires that reportable segments are identified consistent with the
internal information upon which the chief operating decision-maker
(CODM) is allocating the resources and assessing the performance
of the operating segments. The Group has identified the Executive
Committee as the CODM. It reviews the segments Global Sourcing
& Cocoa, Western Europe, Eastern Europe, Americas and AsiaPacific. For the purpose of the consolidated financial statements,
Western Europe and Eastern Europe were aggregated. Global
Sourcing & Cocoa has in the old format of the segment reporting
(IAS 14) been allocated to the regions. The prior-year figures have
been restated accordingly. In addition to the operating segments, information for the following product groups is also disclosed: Cocoa
Products, Food Manufacturer Products, Gourmet & Specialties
Products and Consumer Products.
IAS 1 (Revised) Presentation of Financial Statements
(eective January 1, 2009)
The Group has opted to present a separate statement of comprehensive income in addition to the consolidated income statement.
Furthermore, the standard includes non-mandatory changes of the
titles of the financial statements. The Group has chosen the option
to maintain the existing titles.
IAS 23 (Revised) Borrowing Costs (eective January 1, 2009)
The revised standard eliminates the option of recognizing borrowing
costs immediately as an expense, to the extent that they are directly
attributable to the acquisition, construction or production of a
qualifying asset. Capitalization of such directly attributable costs is
now mandatory. This revised standard had no material impact on the
Groups consolidated financial statements.
IAS 27 (Revised) Consolidated and Separate Financial Statements

(eective July 1, 2009)
The revised standard requires that effects of all transactions with noncontrolling interest are to be recorded in equity if there is no change
in control.These transactions will no longer result in goodwill or gains
and losses.The standard also specifies the accounting treatment when
control is lost. Any remaining interest in the entity is remeasured to
fair value, and a gain or loss is recognized as a profit or loss. The
Group has changed its accounting policy accordingly.
IFRIC 18 Transfer of Assets from Customers (eective July 1, 2009)
This interpretation clarifies the circumstances in which the definition
of an asset within the scope of IFRIC 18 is met, and how to recognize
the asset and measure its cost on initial recognition. The Group will
apply the interpretation to transactions which meet the respective
criteria. As of August 31, 2010, no such transaction exists.
Improvements to IFRS (eective January 1/July 1, 2009)
Several standards have been modified on miscellaneous points. No
material impacts on the Groups consolidated financial statements
were identified.
The following standards and interpretations that became effective in

fiscal year 2009/10 are not relevant to the Groups operations:
IFRS 2 Amendment Share-based payments, Vesting conditions
and cancellation
IAS 32 Amendment Financial Instruments: Presentation and
IAS 1 Presentation of Financial Statements, puttable financial
instruments and obligations arising on liquidation
IAS 39 Amendment Financial Instruments: Recognition and
measurement, Eligible hedged items
IFRIC 15 Agreements for the construction of real estate
IFRIC 16 Hedges of a net investment in a foreign operation
IFRIC 17 Distributions of non-cash assets to owners
Improvements to IFRS 2010
Amended International Financial Reporting Standards and Interpretations, not yet eective for the Group and not early adopted
The following standards and amendments to existing standards have
been published and are mandatory for the Groups accounting
periods beginning on or after September 1, 2010, but the Group has
not early adopted them:
IFRS 9 Financial Instruments (eective January 1, 2013)
This standard introduces new requirements for the classification
and measurement of financial assets. All recognized financial assets
that are currently in the scope of IAS 39 will be measured at either
amortized cost or fair value. The standard gives guidance on how to
apply the measurement principles. A fair value option is available as
an alternative to amortized cost measurement.All equity investments
within the scope of IFRS 9 are to be measured on the consolidated
balance sheet at fair value with the default recognition of gains and
losses in profit or loss. Only if the equity instrument is not held for
trading, an irrevocable election can be made at initial recognition to
Consolidated
measure it at fair value through other comprehensive income with

only dividend income recognized in profit or loss. All derivatives
within the scope of IFRS 9 are required to be measured at fair value.
This includes derivatives that are settled by the delivery of unquoted
equity instruments, however, in limited circumstances cost may be an
appropriate estimate of fair value. The Group has not yet decided
whether or not it will early adopt the standard. Thus, potential
impacts on the Groups consolidated financial statements were not
yet fully assessed.
Improvements for IFRS (eective January 1, 2010)
Several standards have been modified on miscellaneous points. They
are not going to have a material impact to the Groups consolidated
financial statements. The Group will apply these changes for the
accounting period starting September 1, 2010.
Interpretations and amendments to existing standards, not yet
eective and not relevant for the Groups operations
IFRS 2 Share-based payments (eective January 1, 2010)
These amendments clarify the accounting for group-settled sharebased payment transactions. In these arrangements, the subsidiary
receives goods or services from employers or suppliers, but its parent
or another entity in the group must pay those suppliers. An entity
that receives goods or services in a share-based arrangement must
account for those goods or services no matter which entity in the
group settles the transaction and no matter whether the transaction
is settled in shares or cash. The IASB additionally clarified that in
IFRS 2 a group has the same meaning as in IAS 27 Consolidated
and Separate Financial Statements.
IAS 32 Financial Instruments: Classication of rights issued
(eective February 1, 2010)
Under the amendment rights, options and warrants otherwise
meeting the definition of equity instruments in IAS 32 issued to
acquire a fixed number of an entitys own non-derivative equity
instruments for a fixed amount in any currency are classified as
equity instruments provided the offer is made pro-rata to all existing
owners of the same class of the entitys own non-derivative equity
instruments.
IAS 24 Related party disclosures (eective January 1, 2011)
The revised standard simplifies the disclosures requirements for
entities that are controlled, jointly controlled or significantly influenced by a government and clarifies the definition of a related party.
A reporting entity might be exempted from the general disclosure
requirements set out in IAS 24 in relation to related party transactions and outstanding balances (including commitments), if certain
requirements are met.
IFRIC 14 Prepayments of a minimum funding requirement

(eective January 1, 2011)
Under the amended IFRIC 14, if there is a minimum funding requirement for contributions relating to future service, the economic benefit available as a reduction in future contributions (and, therefore,
the surplus that should be recognized as an asset) is comprised of:
(a) any amount that reduces future minimum funding requirement
contributions for future services because the entity made a prepayment; and (b) the estimated future service cost in each period less the
estimated minimum funding requirement contributions that would
be required for future service in that period if there were no prepayment of those contributions as described in (a).
IFRIC 19 Extinguishing nancial liabilities with
equity instruments (eective July 1, 2010)
The interpretation addresses divergent accounting by entities issuing
equity instruments in order to extinguish all or part of a financial
liability (often referred to as debt-for-equity swaps).An entity should
measure the equity instruments issued as extinguishment of the
financial liability at their fair value on the date of extinguishment of
the liability, unless the fair value is not reliably measureable.
69
70 Consolidated
Notes to the
Consolidated Financial Statements
Changes in the scope of consolidation

The scope of consolidation has during the fiscal year 2009/10 changed as follows:
Acquisitions
Name and location of company acquired
Trade & Trade S.A., Spain
Date of rst consolidation
Acquired stake
December 23, 2009
100%
Date of deconsolidation
Disposed stake
Disposals
Name and location of company disposed
none
1. Acquisitions 2009/10
In fiscal year 2009/10, the following acquisitions/business combinations took place:

On December 23, 2009, the Group obtained control of Chocovic Group, a Spanish chocolate manufacturing group, by acquiring 100% of the shares and voting interests of Trade & Trade, S.A, Chocovic
Groups ultimate parent. As a result of the acquisition, the Group is expected to further expand its core
business with industrial and artisanal customers as well as its geographic presence, mainly in Southern
Europe.
The following summarizes the major classes of consideration transferred:
in thousands of CHF
2009/10
Consideration
Cash paid
23,374
Consideration oset with receivables from seller
16,870
Consideration deferred
Total consideration transferred
15,835
56,079
The deferred payments are contractually due at the first and fifth anniversary of the closing date. Most
of the deferred payment is due short-term. The consideration due on the fifth anniversary of the closing
shall be offset with indemnification claims by the Group. No pre-existing relationships were settled in
this transaction.
The agreements with the seller do not contain arrangements for contingent considerations.
The Group expensed acquisition-related costs, such as fees for due diligence work and lawyers, of
CHF 1.1 million over the course of the project immediately in the Consolidated Income Statement
(included in General and administration expenses), of which CHF 0.7 million was recognized in the prior
fiscal year.
Consolidated
in thousands of CHF
71
2009/10
Recognized amounts of identiable assets acquired and liabilities assumed

2,218
Trade receivables and other assets
42,031
Inventories
8,684
6,786
Intangible assets
6,291
Deferred income tax assets

Bank overdrafts
Trade payables and other current liabilities
290
(7,625)
(20,247)
Deferred income tax liabilities
(1,012)
(6,166)
Total identiable net assets
31,250
Goodwill
24,829
Total consideration at fair value
56,079
The goodwill of CHF 24.8 million arising from the acquisition is attributable to the skills and technical
talents of Chocovic work force, synergies expected to be achieved from integrating the company into the
Groups existing business and economies of scale expected from combining the operations of the Group
and Chocovic Group. None of the goodwill recognized is expected to be deductible for income tax
purposes.
The fair value of trade receivables and other assets is CHF 42.0 million and includes trade receivables
with a fair value of CHF 18.3 million. The gross contractual amount of trade receivables due is CHF 20.8
million, of which CHF 2.5 million is expected to be uncollectible.
The Group has not yet finished the valuation of the defined benefit obligations as the actuarial valuation
reports were not yet available.
Contingent liabilities of CHF 2.7 million have been recognized for potential outflow of resources embodying economic benefits arising from past events.The liabilities have not been discounted as the settlement
is expected to take place within 12 months.As of August 31, 2010, there has been no change in the amounts
recognized at the acquisition date, as there has been no change in the range of outcomes or assumptions
used to develop the estimates.
The selling shareholders have contractually agreed to indemnify Barry Callebaut for amounts that may
become payable in respect of certain above-mentioned past events. An indemnification asset of CHF 0.8
million, equivalent to the fair value of the indemnified liability, has been recognized by the Group.
The indemnification asset is deducted from consideration transferred for the business combination.
As is the case with the indemnified liability, there has been no change in the amount recognized for
the indemnification asset as at August 31, 2010, as there has been no change in the range of outcomes or
assumptions used to develop the estimate of the liability.
The revenue included in the Consolidated Income Statement since December 23, 2009, contributed by
Chocovic Group, was CHF 42.5 million. Chocovic Group has also contributed profit of CHF 3.1 million
over the same period.
Had Chocovic Group been consolidated from September 1, 2009, it would have contributed revenue of
CHF 72.1 million and net profit for the year of CHF 4.4 million to the Consolidated Income Statement.
The initial accounting for the acquisitions of International Business Company (IBC) and the business
from the Japanese confectionery Morinaga & Co. Ltd in the comparable period which were determined
provisionally, have been completed in the meantime. The finalization of the purchase accounting of the
Eurogran acquisition led to a minor adjustment of CHF 0.5 million from Goodwill to Brand names.
72
Consolidated
Notes
2008/09
In fiscal year 2008/09, the following acquisitions/business combinations took place:
International Business Company (IBC) BVBA
On October 1, 2008, the Group closed the transaction to acquire 100% of the share capital in IBC, a
Belgian company active in the chocolate decoration market. The company mainly serves customers in
the Groups Gourmet & Specialties business in Europe and was therefore integrated in the Food
Service/Retail Business segment and the geographical Region Europe, respectively. Goodwill resulting
from that transaction has also been allocated to those segments.
Morinaga Tsukaguchi factory
On December 1, 2008, the Group has acquired assets from the Japanese confectionary Morinaga & Co.
Ltd and entered into a long-term supply agreement with Morinaga & Co. Ltd. Due to the substance of
the acquisition agreement entered into with Morinaga, the Group has concluded that the acquisition
qualifies as a business combination in the scope of IFRS 3. The business was subsequently integrated in
the Groups Industrial Business segment and the geographical Region Asia-Pacific since the business
does generate its sales solely in Asia. The accounting for the transaction has led to a negative goodwill
which was immediately recognized in the Consolidated Income Statement.
Eurogran A/S
On June 1, 2009, the Group has closed the acquisition of the Danish beverage company Eurogran A/S
with a subsidiary in United Kingdom. The Danish operations were integrated in the Groups beverage
business. The business acquired serves customers in Europe, consequently it was integrated into the
Groups Food Service/Retail segment and the geographical Region Europe, respectively. Goodwill
resulting from this acquisition was allocated to the same segments as well.
Acquisitions
in thousands of CHF
Pre-acquisition carrying
amounts
2008/09
Fair value
adjustments
2008/09
Recognized
values on
acquisition
2008/09
Inventories
7,010
(985)
Trade receivables and other assets
9,758
(81)
9,677
16,795
1,209
18,004

Intangible assets
Other current liabilities and deferred income
Deferred tax, net
6,025
3,731
3,731
(12,331)
(817)
(13,148)
(610)
(1,872)
(2,482)
(6,227)
(57)
(6,284)
Fair value of assets and liabilities acquired
14,395
1,128
15,523
Goodwill on acquisition
24,890
Negative goodwill on acquisition
(1,502)
Consideration, recognized as current and

non-current liability
(18,742)
Consideration, paid in cash1
20,169
Cash and cash equivalents less bank overdrafts (net) acquired
(2,657)
Cash outow for acquisition of subsidiaries, net of cash

and bank overdrafts acquired
1 Includes legal and consultancy fees of CHF 1.1 million
17,512
Consolidated
73
The goodwill amounting to CHF 24.9 million reflects the value of highly skilled staff, the immediate
access to manufacturing resources, supply chain and profound knowledge of the regional market characteristics. The acquisitions allow the Group to leverage on these factors and use related synergies for
its strategically targeted regional and business expansion path.
The negative goodwill recognized is related to the acquisition of the Tsukaguchi factory and is mainly
the result of differences between the value at which property, plant and equipment were acquired and
their fair value assessed by the Group and reflecting the business plan underlying the acquisition.
The effect of last years acquisitions on the Groups sales were approximately CHF 42 million on net
sales revenue and CHF 5.3 million on net profit from continuing operations. Had the acquisitions occurred
on September 1, 2008, the Groups net sales revenue would have been approximately CHF 4,923 million
and the net profit from continuing operations approximately CHF 229 million.
2. Disposals
Disposals in 2009/10
No subsidiaries were disposed of in 2009/10.
Disposals in 2008/09
Van Houten (Singapore) Pte Ltd
On February 28, 2009, Barry Callebaut has sold its Consumer Products subsidiary Van Houten
(Singapore) Pte Ltd, domiciled in Singapore, to The Hershey Company and has also licensed the
Van Houten brand name and trademarks to Hersheys for use in relation to the sale of consumer
products in Asia-Pacific, the Middle East, and Australia/New Zealand.
The transaction resulted in a total gain of CHF 17.9 million (net of transaction costs).
in thousands of CHF
2009/10
Current assets
3,907
Financial liabilities
(1,308)
Other liabilities
Net assets disposed of
(2,447)
Costs to sell
17,950
17,479
17,198
Cash and cash equivalents and bank overdrafts (net) disposed of

Cash inow on disposals
157
(628)
Prot/(loss) on current years disposals

Total disposal consideration
2008/09
(281)
74
Consolidated
Notes
3. Segment information
External segment reporting is based on the internal organizational and management structure, as
well as on the internal information reviewed regularly by the Chief Operating Decision Maker. Barry
Callebauts Chief Operating Decision Maker has been identified as the Executive Committee, consisting
of the Group Chief Executive Officer, the Chief Financial Officer and the Presidents of the Regions
Europe, Americas and Global Sourcing & Cocoa as well as the Chief Operating Officer and the Chief
Innovation Officer.
Financial information by reportable segments

Europe
Americas
in thousands of CHF
2009/10
2008/091
2009/10
2008/091
2009/10
2008/091
Revenues from external customers
962,596
748,899
3,041,943
3,056,318
998,173
901,075
Revenues from transactions with other operating segments

of the Group
Net revenue
Depreciation and amortization
Impairment losses
Total assets
Additions to property, plant, equipment and intangible assets
2,138,833
1,944,585
54,772
44,119
3,101,429
2,693,484
3,096,715
3,100,437
998,173
901,075
54,476
52,516
268,762
252,578
92,452
86,282
(20,773)
(20,006)
(55,331)
(58,841)
(15,676)
(14,636)
(237)
(329)
1,538,286
1,426,612
1,443,612
1,520,697
593,921
574,141
(27,349)
(36,330)
(48,997)
(36,892)
(41,706)
(44,120)
1 Certain comparatives have been reclassied to conform

with the current periods presentation
The Executive Committee considers the business from a geographic view and, hence, Presidents were
appointed for each region. Since the Groups sourcing and cocoa activities operate independently of
the regions, the Global Sourcing & Cocoa business is reviewed by the Chief Operating Decision Maker
as an own segment in addition to the geographical Regions Western Europe, Eastern Europe, Americas
and Asia-Pacific. For the purpose of the consolidated financial statements, the Regions Western Europe
and Eastern Europe were aggregated since the businesses are similar and meet the criteria for aggregation. Furthermore, the Executive Committee also views the Corporate function independently. The
function Corporate consists mainly of headquarters services to other segments and does not generate
revenues. Thus, the Group reports Corporate as a reconciling item between the segments and the consolidated figures.
Consolidated
75
The segment Global Sourcing & Cocoa is responsible for the procurement of ingredients for chocolate
production (mainly cocoa; sugar, dairy and nuts are also common ingredients) and the Groups cocoa
processing business. Most of the revenues of Global Sourcing & Cocoa are generated with the other
segments of the Group. The business conducted in the regions consists of chocolate production for
industrial customers, hotel, restaurants and cafeterias (gourmet business) and to a lesser extent,
consumer products.
The revenues generated by Global Sourcing & Cocoa with other segments are conducted on an arms
length basis. For internal purposes, some of its operational profits are allocated to the regions which act
as major customers of Global Sourcing & Cocoa.
Asia-Pacic
Total Segments
Corporate
Eliminations
Group
2009/10
2008/091
2009/10
2008/091
2009/10
2008/091
2009/10
2008/091
2009/10
2008/09
211,067
173,885
5,213,779
4,880,177
5,213,779
4,880,177
2,193,605
1,988,704
(2,193,605)
(1,988,704)
211,067
173,885
7,407,384
6,868,881
(2,193,605)
(1,988,704)
5,213,779
4,880,177
20,908
29,227
436,598
420,603
(66,187)
(69,850)
370,411
350,753
(5,262)
(6,870)
(97,042)
(100,352)
(3,247)
(5,021)
(100,289)
(105,374)
(566)
(566)
114,038
116,077
3,689,857
3,637,527
661,502
626,282
(780,512)
(748,962)
3,570,847
3,514,847
(4,274)
(5,766)
(122,326)
(123,108)
(22,783)
(21,335)
(145,108)
(144,443)
Segment revenue, segment results (operating profit EBIT) and segment assets correspond to the Groups
consolidated financial statements. Financial income and expense, the Groups interest in the profit of
associates and joint ventures accounted by the equity method and income taxes are not allocated to the
respective segment for internal management purposes. These items can be found below in the reconciliation of the EBIT to the net profit for the year.
The following table shows the reconciliation of EBIT to net income for the year as reported in the
Consolidated Income Statement:
Reconciliation of EBIT to net prot for the year
in thousands of CHF
2009/10
2008/09
Operating prot
Financial income
370,411
2,021
350,753
5,904
Financial expense
(83,122)
(97,493)
(225)
484
289,085
259,648
Income taxes
(37,342)
(32,723)
251,743
226,925
76
Consolidated
Notes
Additional entity-wide disclosures

Information on geographical regions
The entity is domiciled in Switzerland; however, its major revenues are generated in other countries.
The following table shows revenues and non-current assets excluding deferred tax assets and pension
assets allocated to the entitys country of domicile and the major countries where the Group is generating revenues and/or to those countries where the non-current assets as defined above are material.
Revenues
in thousands of CHF
2009/10
Non-current assets
2008/09
2009/10
2008/09
182,207
United States
820,523
713,504
182,103
Germany
741,936
787,426
127,467
159,854
France
499,132
593,822
100,714
115,060
United Kingdom
492,403
508,588
30,120
33,245
Italy
342,025
341,827
24,630
27,198
Belgium
339,749
350,188
269,770
285,996
49,786
52,333
74,546
52,626
Other
Switzerland
1,928,225
1,532,489
534,010
509,956
Total
5,213,779
4,880,177
1,343,360
1,366,142
Information on product groups

The Group has numerous products that are sold to external customers. Therefore, for internal review
by the Chief Operating Decision Maker, information on products is aggregated on a business level. The
following table breaks down external revenues into product groups:
Segment information by product group
in thousands of CHF
Cocoa Products
2009/10
2008/09
962,596
748,901
2,716,509
2,605,608
707,636
619,028
Consumer Products
827,038
906,640
5,213,779
4,880,177
Revenues from external customers
No single external customer accounts for more than 10% of total consolidated revenues.
Consolidated
Konzernrechnung
77
4. Personnel expenses
in thousands of CHF
2009/10
2008/09
Wages and salaries
(376,359)
(372,074)
(89,679)
(92,430)
Compulsory social security contributions

Expenses related to dened benet plans
Contributions to dened contribution plans
Increase in liability for long service leave
(5,716)
(11,577)
(15,607)
(12,671)
(1,058)
(825)
(36)
(61)
(488,455)
(489,638)
in thousands of CHF
2009/10
2008/09
Total research and development expenses
(16,990)
(19,378)
Total personnel expenses
5. Research and development expenses
Research and development costs not qualifying for capitalization are directly charged to the Consolidated Income Statement and are reported under Marketing and sales expenses and General and
administration expenses.
6. Other income
in thousands of CHF
2009/10
2008/09
Gain on disposal of property, plant and equipment
6,177
1,615
Group training centers, museums, outlets and rental income
3,799
3,522
Sale of shells of cocoa beans and waste
3,198
3,285
Litigations, claims and insurance
2,902
1,923
Release of unused provisions and accruals
1,678
837
17,950
Gain on disposal of subsidiaries (note 2)

Recognition of negative goodwill on acquisitions (note 1)
1,385
2,702
3,840
20,456
34,357
2009/10
2008/09
Restructuring costs
(8,916)
(9,947)
Loss on sale of waste
(2,088)
(2,910)
Litigations and claims
(1,741)
(1,518)
Costs related to chocolate museums
(1,022)
(696)
(25)
(1,585)
Other
Total other income
7. Other expenses
in thousands of CHF
Loss on sale of property, plant and equipment

Impairment on property, plant and equipment (note 15)
(566)
Other
(2,849)
(3,272)
Total other expenses
(16,641)
(20,494)
78
Konzernrechnung
Consolidated
Notes
8. Financial income
in thousands of CHF
Interest income
Gains on derivative nancial instruments
Total nancial income
2009/10
2008/09
2,021
3,883
2,021
2,021
5,904
In prior year, gains on derivative financial instruments amounted to CHF 2.0 million and, among other,
comprise the fair value change of the free-standing interest rate derivatives for 2008/09.
9. Financial expenses
in thousands of CHF
2009/10
2008/09
(86,223)
Interest expenses
(67,061)
Loss on derivative nancial instruments
(6,664)
Structuring fees
(1,560)
(1,207)
(1,485)
(1,709)
(76,770)
(89,139)
Bank charges and other nancial expenses
(4,417)
(5,079)
Foreign exchange losses, net
(1,935)
(3,275)
(83,122)
(97,493)
Charges on undrawn portion of committed credit facilities

Total interest expenses
Total nancial expenses
Interest expenses include the net cost of interest rate swaps and result from paying fixed interest rates
in exchange for receiving floating interest rates. Interest expenses for 2009/10 also include interest paid
under the asset-backed securitization program for trade receivables of an amount of CHF 3.5 million
(2008/09: CHF 3.9 million).
Loss on derivative financial instruments amounted to CHF 6.7 million and, among other, comprise the
fair value change of the free-standing interest rate derivatives for 2009/10.
Structuring fee expenses are mainly attributable to the EUR 850 million Revolving Credit Facility and
the EUR 350 million Senior Bond (see note 23) and represent the related amortization charges.
The charges on the undrawn portion of the committed EUR 850 million Revolving Credit Facility amount
to CHF 1.5 million for 2009/10 (2008/09: CHF 1.7 million).
Konzernrechnung
Consolidated
79
10. Income tax expenses

in thousands of CHF
2009/10
2008/09
Current income tax expenses
(46,801)
(32,312)
Deferred income tax income/(expenses)
9,459
(411)
(37,342)
(32,723)
2009/10
2008/09
289,085
259,648
Expected income tax expenses at weighted average applicable tax rate
(48,996)
(49,705)
(3,492)
(3,550)
16,262
17,592
Total income tax expenses
Reconciliation of income tax expenses

in thousands of CHF
Non-tax deductible expenses

Tax deductible items not qualifying as an expense under IFRS
Tax exempt income
Income recognized for tax declarations purposes only
Prior period related items
Changes in tax rates
Losses carried forward not yet recognized as deferred tax assets
Tax relief on losses carried forward formerly not recognized as deferred tax assets
Total income taxes
2,355
2,770
(1,392)
(1,684)
(6,458)
1,439
1,014
2,351
(5,221)
(7,929)
8,586
5,993
(37,342)
(32,723)
For the reconciliation as above, the Group determines the expected income tax rate by weighting
the applicable tax rates in the jurisdictions concerned based on the mix of the profit before taxes per
jurisdiction, resulting for 2009/10 in a weighted average applicable tax rate of 16.95% (2008/09 : 19.14%).
The applicable expected tax rate per company is the domestic corporate income tax rate applicable to
the profit before taxes of the company for fiscal year 2009/10.The decrease of the weighted average applicable tax rate is due to the more favorable company mix of the profit before taxes.
The tax relief on tax losses carried forward formerly not recognized as deferred tax assets amounts to
CHF 8.6 million for the year 2009/10. The amount consists of CHF 4.6 million utilization of tax losses
carried forward previously not recognized and CHF 4.0 million tax losses carried forward recognized
as a deferred tax asset for the first time during the year 2009/10.
11. Earnings per share

in CHF
2009/10
2008/09
Basic earnings per share (CHF/share)
48.62
43.99
Diluted earnings per share (CHF/share)
48.47
43.85
The following amounts of earnings have been used as the numerator in the calculation of basic and
diluted earnings per share:
in thousands of CHF
2009/10
2008/09
251,226
226,907
Net prot for the year attributable to ordinary shareholders,

used as numerator for basic earnings per share
After-tax eect of income and expenses on dilutive potential ordinary shares
Adjusted net prot for the year used as numerator for diluted earnings per share
251,226
226,907
80 Konzernrechnung
Consolidated
Notes
The following numbers of shares have been used as the denominator in the calculation of basic and
diluted earnings per share:
Weighted average number of shares issued
Weighted average number of treasury shares held

Weighted average number of ordinary shares outstanding, used as denominator
for basic earnings per share
Adjusted weighted average number of ordinary shares, used as denominator
for diluted earnings per share
2009/10
2008/09
5,170,000
5,170,000
2,978
11,981
5,167,022
5,158,019
16,196
16,944
5,183,218
5,174,963
2010
2009
12. Trade receivables and other current assets

as of August 31,
in thousands of CHF
Trade receivables
314,636
349,416
Fair values of hedged rm commitments
98,651
42,534
Prepayments
72,063
28,713
Other current assets
7,915
8,966
Accrued income
4,123
2,760
Receivables from related parties

Other taxes and receivables from government
192
55,990
62,710
Loans and other receivables
34,000
29,556
Total trade receivables and other current assets
587,380
524,847
The Group runs an asset-backed securitization program, whereby trade receivables are sold at their
nominal value minus a discount in exchange for cash.The net amount of the sold receivables is CHF 255.1
million as of August 31, 2010 (2009: CHF 262.4 million), and was derecognized from the balance sheet.
Aging of trade receivables
as of August 31,
2010
2009
Total trade receivables
334,650
372,008
Less impairment provision for trade receivables
(20,014)
(22,592)
314,636
349,416
269,092
276,232
in thousands of CHF
Of which:
Not overdue
Impairment provision for trade receivables not overdue
Past due less than 90 days
Impairment provision for trade receivables past due less than 90 days
Past due more than 90 days
(144)
(653)
35,427
54,178
(347)
(396)
30,131
41,598
Impairment provision for trade receivables past due more than 90 days
(19,523)
(21,543)
314,636
349,416
The trade receivables are contractually due within a period of one to 120 days.
The individually impaired receivables mainly relate to customers, which are in difficult economic situations.
Consolidated
Konzernrechnung
81
Movements in impairment provision for trade receivables

in thousands of CHF
as of September 1,
Additions
Amounts written of as uncollectible
2009/10
2008/09
22,592
20,514
7,171
7,783
(3,850)
(4,279)
Unused amounts reversed
(2,330)
(209)
Currency translation adjustment
(3,569)
(1,217)
as of August 31,
20,014
22,592
Based on historic impairment rates and expected performance of the customers payment behavior, the
Group believes that the impairment provision for trade receivables sufficiently covers the risk of default.
Based on an individual assessment on the credit risks related with other receivables, the Group identified no need for an impairment provision. Details on credit risks can be found in note 26.
13. Inventories
as of August 31,
2010
2009
in thousands of CHF
Cocoa bean stocks
369,758
436,754
Semi-nished and nished products
698,243
722,986
Other raw materials and packaging materials

Total inventories
118,230
134,805
1,186,231
1,294,545
Thereof stocks carried at fair value less costs to sell

Cocoa bean stocks
351,064
420,179
Semi-nished and nished products
539,752
555,267
Other raw materials
50,998
58,219
Total stocks carried at fair value less costs to sell
941,814
1,033,665
Barry Callebaut applies the broker-trader exemption in accordance with IAS 2.5 for the Contract
Business and therefore measures its Contract Business inventories at fair value less costs to sell. Barry
Callebaut fulfills the requirement of a broker-trader as it holds inventories with the purpose of generating a profit from short-term fluctuations in price or dealers margin. All commodities, including
industrial chocolate, are valued based on the raw material prices at the balance sheet date.
In the Price List Business Barry Callebaut is committed to sell its products at a fixed price over a certain
period of time, i.e. the period of validity of the respective price list. Inventories dedicated to the Price
List Business are therefore measured at the lower of cost or net realizable value.
As of August 31, 2010, inventories amounting to CHF 19.1 million (2009: CHF 5.8 million) are pledged
as security for financial liabilities.
In fiscal year 2009/10, inventory write-downs of CHF 4.8 million were recognized as expenses
(2008/09: CHF 5.5 million).
82
Konzernrechnung
Consolidated
Notes
14. Derivative nancial instruments and hedging activities

Derivative
nancial
assets
Derivative
Derivative
nancial
nancial
liabilities
assets
2010
as of August 31,
Derivative
nancial
liabilities
2009
in thousands of CHF
Cash Flow Hedges
Interest rate risk
7,030
7,731
Forward and futures contracts

Foreign exchange risk
41,175
13,290
17,782
40,852

Other no hedge accounting
23,332
16,149
20,970
15,880
256,285
267,420
162,334
58,528
49,788
63,744
19,298
30,928
3,426
1,265
Swaps
Fair Value Hedges
Sales price risk (Cocoa/other ingredients)
Raw materials
Forward and futures contracts and
other derivatives
Interest rate risk
Swaps
Total derivative nancial assets
Total derivative nancial liabilities
370,580
221,649
371,059
153,922
Derivative financial instruments consist of items used in a cash flow hedging model, items used in a fair value
hedging model and fair valued instruments, for which no hedge accounting is applied.
For detailed information on fair value measurement refer to note 26, Fair Value Hierarchy.
Konzernrechnung
Consolidated
83
Eect of cash ow hedges on equity

Interest rate risk
Total hedging reserve
in thousands of CHF
as of August 31, 2008
(1,219)
(1,219)
(6,380)
(6,380)
Movements in the period:

Gains/(losses) taken into equity
Transfer to the Consolidated Income Statement for the period
Taxes
(22)
(22)
2,566
2,566
63
63
(4,992)
(4,992)

Movements in the period:
(6,465)
(6,465)
Transfer to the Consolidated Income Statement for the period
Gains/(losses) taken into equity
1,801
1,801
Taxes
1,585
1,585
1,084
1,084
(6,987)
(6,987)
Cash ow hedges
In the course of fiscal year 2009/10, the Group entered into interest rate derivatives (exchanging floating
into fixed interest rates) according to the guidelines stipulated in the Groups Treasury Policy (refer to
note 26). In order to avoid volatility in the income statement, the interest rate derivatives have been put
in cash flow hedge relationship reflecting the underlying currency mix of the Groups debt portfolio. The
following table provides an overview over the periods in which the cash flow hedges are expected to
impact the Consolidated Income Statement (before taxes):
First
year
Second
to fth
year
After
ve
years
Expect- First
ed cash year
ows
2010
as of August 31,
Second
to fth
year
After
ve
years
Expected cash
ows
2009
in thousands of CHF
Derivative nancial
liabilities
Total net
(3,035)
(4,921)
555
(7,401)
(5,598)
(2,960)
(8,558)
(3,035)
(4,921)
555
(7,401)
(5,598)
(2,960)
(8,558)
84 Consolidated
Notes
Fair value hedges

Fair value hedges include forward purchase commitments, cocoa future contracts and inventories at fair
value less cost to sell designated as the hedging instruments for commodities related to firm sales
commitments as well as in relation to foreign currency risks.
For the fair value hedge relationship of the Contract Business, the Group also considers its related
inventories carried at fair value less costs to sell as hedging instruments. Inventories held in accordance
with the broker-trader exemption have essentially similar characteristics to a derivative financial instrument on commodities and therefore qualify as hedging instrument in accordance with Barry Callebauts
business model in the Contract Business. The amount of fair value adjustments to inventories on August
31, 2010, was CHF -78.1 million (2009: CHF 78.2 million).
All financial derivatives and the hedged items are marked at fair value. For fair value hedges, the
Group recorded a loss on hedging instruments of CHF 92.8 million for fiscal year 2009/10 (2008/09: loss
of CHF 49.0 million) and a gain on hedged items of CHF 92.8 million (2008/09: gain of CHF 49.0 million).
The fair value at balance sheet date of the hedged firm commitments under the fair value hedge accounting model being the related firm sales commitments in respect of sales price risk (including cocoa components and non-cocoa components, such as sweeteners, dairy and nuts) and the related sales and purchase contracts with respect to foreign currency risks is outlined in the table hedged firm commitments
below. The balance of these items at balance sheet date is presented under trade receivables and other
current assets (see note 12) and trade payables and other current liabilities (see note 21), respectively.
Hedged rm commitments
in thousands of CHF
Assets
Liabilities
as of August 31,
Assets
Liabilities
2010
2009
Commodity price risk

(cocoa and other ingredients) sales contracts
91,406
41,174
40,852
95,979

sales and purchase contracts
Total fair value of hedged rm commitments
7,245
581
1,682
5,593
98,651
41,755
42,534
101,572
Other no hedge accounting

This position contains the fair values of derivative financial instruments of the Groups purchasing and
sourcing center and the Groups Treasury center, which are not designated for hedge accounting.
Consolidated
85
15. Property, plant and equipment
2009/10
Land and
buildings
Plant and
machinery
Oce
Under
equipment,
construction
furniture and
motor vehicles
Total
in thousands of CHF
At cost
606,490
1,408,051
144,002
40,546
80
5,595
275
836
6,786
Additions
12,241
50,624
7,517
48,876
119,258
Disposals
(26,520)
(17,188)
(2,441)
(46,149)
(63,213)
(146,098)
(17,327)
(3,733)
(230,371)
2,100
20,720
1,361
(24,181)
189
30
(219)
531,367
1,321,734
133,168
62,344
2,048,613
319,830
888,114
118,687
1,326,631
Depreciation charge
14,973
54,782
8,106
77,861
Disposals
(19,608)
(10,897)
(2,216)
(32,721)
(38,362)
(101,127)
(14,535)
(154,024)
861
(798)
(63)
277,694
830,074
109,979
1,217,747
Net as of August 31, 2010
253,673
491,660
23,189
62,344
830,866
Change in Group structure acquisitions
Reclassications from under construction

Other reclassications
2,199,089
Accumulated depreciation and impairment losses
86 Consolidated
Notes
2008/09
Land and
buildings
Plant and
machinery
Oce
equipment,
furniture and
motor vehicles
Under
construction
Total
in thousands of CHF
At cost
621,747
1,338,885
147,117
125,532
2,233,281
1,883
15,972
149
18,004
(67)
(67)
20,589
58,976
7,111
26,638
113,314

Change in Group structure disposals
Additions
Disposals
(159)
(15,676)
(2,342)
(9)
(18,186)
(43,818)
(87,844)
(9,421)
(6,174)
(147,257)
(105,441)
Reclassications from under construction

7,747
97,427
267
(1,499)
311
1,188
606,490
1,408,051
144,002
40,546
2,199,089
324,687
897,975
119,706
1,342,368
(62)
(62)
15,148
59,178
7,983
82,309
Accumulated depreciation and impairment losses

Change in Group structure disposals
Depreciation charge
Impairment losses
Disposals
559
566
(73)
(13,524)
(2,249)
(15,846)
(19,206)
(56,201)
(7,297)
(82,704)
(726)
127
599
319,830
888,114
118,687
1,326,631
286,660
519,937
25,315
40,546
872,458
As required by the accounting standards, the Group periodically reviews the remaining useful lives of
assets recognized in property, plant and equipment.
There was no impairment loss in property, plant and equipment in fiscal year 2009/10
(2008/09: CHF 0.6 million).
Repair and maintenance expenses for the fiscal year 2009/10 amounted to CHF 65.0 million
(2008/09: CHF 61.9 million).
The fire insurance value of property, plant and equipment amounted to CHF 2,749.8 million as of
August 31, 2010 (2009: CHF 2,866.9 million).
As of August 31, 2010, plant and equipment held under financial leases amounted to CHF 2.9 million
(2009: CHF 0.2 million). The related liabilities are reported under short-term and long-term debt
(see notes 20 and 23).
As of August 31, 2010, no financial liabilities were secured by means of mortgages on properties
(2009: none).
Consolidated
87
16. Obligations under nance leases

Minimum lease payments
as of August 31,
2010
Present value of minimum

lease payments
2009
2010
2009
in thousands of CHF
Amounts payable under nance leases
within one year
in the second to fth year inclusive
673
40
637
35
1,027
72
895
68
more than ve years

Total amount payable under nance leases
457
359
2,157
112
1,891
103
Less: future nance charges
(266)
(9)
Present value of lease obligations
1,891
103
1,891
103
Amount due for settlement next 12 months (note 20)
637
35
Amount due for settlement after 12 months (note 23)
1,254
68
The Group entered into finance leasing arrangements for various assets. The weighted average term of
finance leases entered into is 5.8 years (2008/09: 4.7 years). The average effective interest rate was 4.7%
(2008/09: 3.2%). Interest rates are fixed at the contract date. All leases are on a fixed repayment basis
and no arrangement has been entered into for contingent rental payment.
as of August 31,
Net carrying amount of

property, plant and
equipment under nance
lease
2010
2009
in thousands of CHF
Land and buildings
Plant and machinery
Furniture, equipment and motor vehicles
Total assets under nancial lease
1,286
936
74
696
172
2,918
246
17. Investments in associates and joint ventures

The carrying amount of investments in associates and joint ventures changed as follows:
in thousands of CHF
as of September 1 ,
Acquisition of associates and joint ventures
Share of (loss)/prot
2009/10
2008/09
4,038
3,528
165
(225)
484
Exchange dierences
(334)
(139)
as of August 31,
3,479
4,038
The Groups investments in associates and joint ventures are attributable to the following companies:
Ownership in %
2009/10
2008/09
as of August 31,
African Organic Produce AG, Switzerland
49
49
Biolands International Ltd, Tanzania
49
49
Shanghai Le Jia Food Service Co. Ltd, China
50
50
Pastelera Totel, S.L., Spain
20
20
Bombones y Chocolates Semar, S.L., Spain
20
20
88 Consolidated
Notes
Summarized financial information in respect of the Groups associates and joint ventures is set out below.
in thousands of CHF
2010
2009
12,584
17,157
6,334
6,291
Total current liabilities
13,187
16,230
Total non-current liabilities
2,943
2,845
Net assets as of August 31,
2,788
4,373
Groups share of net assets of associates and joint ventures
3,479
4,038
2009/10
2008/09
34,143
33,799
in thousands of CHF
Total revenue
Total prot for the period
(477)
708
Groups share of prots of associates and joint ventures
(225)
484
18. Intangible assets

2009/10
in thousands of CHF
Goodwill
Brand
names
Development
costs
Other
Total
At cost
411,843
38,134
194,960
14,585
24,372
6,749
31,121
23,974
1,876
25,850

Additions
Disposals
659,522
(598)
(598)
(7,079)
(821)
(26,614)
(1,011)
(35,525)
429,136
44,062
191,722
15,450
680,370
Accumulated amortization and impairment losses

26,335
132,899
6,604
165,838
Amortization charge
2,180
19,302
946
22,428
Disposals
(540)
(540)
(38)
(19,002)
(810)
(19,850)
28,477
132,659
6,740
167,876
429,136
15,585
59,063
8,710
512,494
Consolidated
2008/09
in thousands of CHF
Goodwill
Brand
names
Development
costs
Other
89
Total
At cost
397,446
36,691
174,211
13,301
621,649
24,796
3,251
28,047
Additions
30,611
518
31,129
Disposals
(61)
(231)
(292)
(10,399)
11
(9,934)
(689)
(21,011)
(1,819)
133
1,686
411,843
38,134
194,960
14,585
659,522

Accumulated amortization and impairment losses

22,671
121,068
6,580
150,319
Amortization charge
3,846
18,769
450
23,065
Disposals
(231)
(231)
(3)
(6,998)
(314)
(7,315)
(179)
60
119
26,335
132,899
6,604
165,838
411,843
11,799
62,061
7,981
493,684
Additions to development costs amount to CHF 24.0 million in fiscal year 2009/10 (2008/09: CHF 30.6
million). In both years additions mainly included costs related to various projects of internally generated
software. Furthermore, costs related to recipes and innovations of CHF 2.5 million were capitalized as
development costs.
The remaining amortization period for brand names varies between three and five years, for software
between two and five years and for other including patents between four and fourteen years. The
amortization charge is included in the position General and administration expenses in the Consolidated
Income Statement.
Impairment testing for cash-generating units containing goodwill
The carrying amount of goodwill for the Group amounts to CHF 429.1 million (2008/09: CHF 411.8 million). The allocation to the segments is as follows:
as of August 31,
2010
in million of CHF
149.5
Western Europe
248.9
Americas
Asia-Pacic
Total
25.2
5.5
429.1
The Group has reorganized its internal reporting to better reflect its organizational structure and the
Companys strategic goal to expand its activities in high-growth countries in order to increase its global
presence. As a result, there have been changes in the composition of cash-generating units (CGU) to
which goodwill has been allocated and hence, to the external segment reporting. Goodwill had to be
reallocated to the newly determined CGUs at which goodwill is monitored for internal management
purposes.
90 Consolidated
Notes
The goodwill impairment testing was based on the new CGUs and the related assumptions. The testing
for the previous year was not re-performed.The allocation of goodwill had been made in respect of business segments in prior years and was as follows:
as of August 31,
2009
in million of CHF
Cocoa
149.4
Food Manufactures
77.9
128.6
Consumer
55.9
Total
411.8
Goodwill acquired in a business combination is allocated to the respective segment that is expected to
benefit from the synergies of the combination, at acquisition date. The segments represent the lowest
level within the entity at which the goodwill is monitored for internal management purposes. Due to the
Groups fully integrated business in the regions, the segments are identified as the lowest level of identifiable cash inflows. Thus, the impairment test is performed on a segment level.
For the impairment test, the recoverable amount of a CGU is based on its value in use and is compared
to the carrying amount of the corresponding CGU. Future cash flows are discounted using a pre-tax rate
that reflects current market assessments based on the weighted average cost of capital (WACC).
The Group performs its impairment test during the fourth quarter of the fiscal year. This approach was
chosen since the Mid-Term Plan covering the next three fiscal years is updated annually at the beginning
of the fourth quarter. The Mid-Term Plan is based on the assumption that there are no major changes to
the Groups organization. The residual value is calculated from an estimated continuing value, which is
primarily based on the third year of the Mid-Term Plan. The terminal growth rate used for determining
the residual value does not exceed the expected long-term growth rate of the industry.
Key assumptions used for value-in-use calculations
2010
Discount rate
Terminal growth rate
9.5%
1.5%
Western Europe
9.3%
1.0%
Americas
10.7%
0.9%
9.5%
3.8%
Discount rate
Terminal growth rate
Asia-Pacic
2009
10.0%
2.0%
Food Manufactures
Cocoa
9.0%
2.0%
9.0%
2.0%
Consumer
9.0%
2.0%
Based on the impairment tests, no need for recognition of impairment losses in fiscal year 2009/10 has
been identified.
The key sensitivities in the impairment test are the WACC as well as the terminal growth rate.Therefore,
the Group has carried out a sensitivity analysis, containing various scenarios. Taking reasonable possible
changes in key assumptions into account, no impairment losses have been revealed.
Consolidated
Konzernrechnung
91
19. Deferred tax assets and liabilities

Movement in deferred tax assets and liabilities
Invento- Property,
ries
plant,
equipment/
intangible
assets
Other
assets
Provisions
Other
Tax loss Total
liabilities carryforwards
in thousands of CHF
(10,247)
(39,153)
(7,930)
111
3,690
34,406
2,540
(8,967)
1,475
(13,123)
4,525
13,139
(411)
Charged to equity
2,566
2,566
Eect of acquisitions
(2,406)
129
(205)
(2,482)
Eect of disposals
(46)
(46)
472
5,024
528
(57)
(866)
(2,142)
2,959
(7,235)
(45,502)
(5,927)
(12,940)
9,710
45,357
(16,537)
9,459
Charged to the income statement
Currency translation eects

Charged to the income statement
(19,123)
5,032
(7,262)
(6,221)
13,401
(1,035)
5,544
Charged to equity
1,585
1,585
Eect of acquisitions
(1,697)
(110)
1,085
(722)
Currency translation eects

159
5,722
109
684
(1,877)
(5,942)
(1,145)
(2,044)
(48,739)
(12,149)
1,145
9,468
44,959
(7,360)
The effect of acquisitions for fiscal year 2009/10 is related to the fair value measurement at acquisition
of Chocovic.
Recognized deferred tax assets and liabilities
The recognized deferred tax assets and liabilities, without taking into consideration the offsetting of
balances within the same tax jurisdiction, are attributable to the following:
Assets
Liabilities
Net
as of August 31,
Assets
Liabilities
Net
2010
2009
in thousands of CHF
Inventories
5,077
(7,121)
(2,044)
1,140
(8,375)
(7,235)
(45,502)
Property, plant & equipment/

14,344
(63,083)
(48,739)
17,344
(62,846)
Other assets
intangible assets
7,746
(19,895)
(12,149)
11,699
(17,626)
(5,927)
Provisions
1,176
(31)
1,145
980
(13,920)
(12,940)
Other liabilities
19,690
(10,222)
9,468
18,594
(8,885)
9,710
Tax loss carry-forwards
44,959
44,959
45,357
45,357
Tax assets/(liabilities)
92,992
(100,352)
(7,360)
95,114
(111,652)
(16,537)
Set-o of tax
(41,631)
41,631
(43,196)
43,196
51,361
(58,721)
51,918
(68,455)
Reected in the balance sheet
92 Konzernrechnung
Consolidated
Notes
Tax loss carry-forwards excluded from recognition of related deferred tax assets
Tax loss carry-forwards not recognized as deferred tax assets have the following expiry dates:
as of August 31,
2010
2009
in thousands of CHF
Expiry
Within 1 year
189
8,278
After 1 up to 2 years
1,549
2,396
58,716
56,955
213,353
222,547
Unlimited
After 1 0 years
284,981
340,577
Total unrecognized tax losses carried forward
561,184
628,361
Tax losses carried forward are assessed for future recoverability based on business plans and projections
of the related companies. Those are capitalized only if the usage within a medium period is probable.
Tax losses carried forward utilized during the year 2009/10 were CHF 41.7 million (2008/09: CHF 28.5
million). The tax relief hereon amounted to CHF 12.8 million, of which CHF 8.2 million were already
recognized as a deferred tax asset in the year before (2008/09: CHF 8.4 million of which CHF 4.0 million were already recognized as a deferred tax asset in the year before).
As of August 31, 2010, the Group had unutilized tax losses carried forward of approximately CHF 711.5
million (August 31, 2009: CHF 775.0 million) that are available for offset against future taxable income.
Of the total tax losses carried forward, an amount of CHF 150.3 million has been recognized for deferred
taxation purposes resulting in a deferred tax asset of CHF 45.0 million (2008/09: CHF 146.7 million
recognized resulting in a deferred tax asset of CHF 45.4 million).
20. Bank overdrafts and short-term debt

Carrying amounts
as of August 31,
2010
Fair values
2009
2010
2009
in thousands of CHF
Bank overdrafts
13,466
29,338
13,466
29,338
Commercial Paper
69,570
194,699
69,570
194,699
Short-term bank debts
105,157
27,775
105,157
27,775
552
342
552
342
22
34
22
34
637
35
637
35
175,938
222,885
175,938
222,885
189,404
252,223
189,404
252,223
Short-term portion of long-term bank debts (note 23)

Interest-bearing loans from employees
Finance lease obligations (note 16)
Short-term debt
Bank overdrafts and short-term debt
The decrease in the outstanding amount under the Groups domestic Commercial Paper Program is
partially offset by an increase of the drawn amounts under the Revolving Credit Facility (note 23).
Konzernrechnung
Consolidated
93
Short-term financial liabilities are mainly denominated in EUR, XAF and BRL as shown in the table
below:
Split per currency
Amount
Interest range
in thousands of CHF
from
as of August 31,
Amount
Interest range
to
from
2010
to
20091
EUR
102,363
0.57%
5.90%
208,227
0.50%
GBP
n/a
n/a
6,213
0.45%
6.00%
1.33%
USD
4,685
0.26%
2.00%
12,543
0.41%
3.26%
BRL
12,518
4.50%
4.50%
n/a
n/a
XAF
63,980
5.00%
6.00%
280
5.00%
6.00%
MYR
2,921
3.62%
4.00%
22,077
2.34%
2.73%
Other
2,937
0.13%
5.50%
2,883
0.13%
6.50%
189,404
0.13%
6.00%
252,223
0.13%
6.50%
2010
2009
Total
1 Certain comparatives have been reclassied to conform with the current periods presentation.
as of August 31,
in thousands of CHF
Split xed/oating interest rate:
Fixed rate
Floating rate
Total bank overdrafts and short-term debt
1,003
529
188,401
251,694
189,404
252,223
21. Trade payables and other current liabilities

as of August 31,
2010
20091
460,442
427,371
41,755
101,572
in thousands of CHF
Trade payables
Fair value of hedged rm commitments (note 14)
Related parties
Accrued wages and social security
3,531
2,609
75,854
88,351
Other taxes and payables to governmental authorities
19,752
16,366
Accrued expenses
52,586
69,083
3,141
10,868
Deferred income
Liability put option over existing non-controlling interest
31,188
Other payables
81,288
116,220
769,537
832,440
Total trade payables and other current liabilities

1 Certain comparatives have been reclassied to conform with the current periods
presentation.
As disclosed in notes 9 and 12, the Group participates in a program where receivables are sold to a financial institution and derecognized from the balance sheet. Amounts payable to the financial institution
amounted as of August 31, 2010 to CHF 22.8 million (2009: CHF 32.9 million), consisting of the
balance of receivables collected before the next roll-over date of CHF 44.2 million (2009: CHF 58.8 million), less discounts on receivables sold of CHF 21.4 million (2009: CHF 25.9 million). These amounts
are included in other payables.
Other payables also consist of outstanding ledger balances with commodity brokers.
The seller of the in 2007/08 acquired stake in Barry Callebaut Malaysia Sdn Bhd (BCM), KL-Kepong
Industrial Holdings Sdn Bhd, has a put option (CHF 31.2 million) exercisable between the second and
the fifth anniversary of the closing of the acquisition of BCM (i.e. April 30, 2008), which, if exercised,
would require Barry Callebaut to purchase the remaining 40% of BCM. The put exercise price is fixed
in USD. The agreement gives Barry Callebaut a call option, exercisable in the identical time frame, to
acquire the remaining 40% of the shares at fair value. The call option has a fair value close to zero.
94 Konzernrechnung
Consolidated
Notes
22. Provisions
2009/10
Restructuring
Litigation & Other

claims
Total
in thousands of CHF
Balance as of August 31, 2009
10,467
3,834
6,652
500
775
3,439
4,714
4,435
574
4,666
9,675
(7,920)
(648)
(2,582)
(11,150)
(61)
(165)
(226)
(1,235)
(385)
(927)
(2,547)
6,186
3,985
11,248
21,419
5,846
3,395
6,317
15,558
340
590
4,931
5,861
Change in Group structure -acquisition

Additions
Usage
Release of unused provisions
20,953
of which:
Current
Non-current
2008/09
Restructuring
Litigation & Other

claims
Total
in thousands of CHF
Balance as of August 31, 2008
525
4,930
4,066
494
494
10,079
1,071
5,039
16,189
Usage
(2,073)
(2,652)
(4,725)
Release of unused provisions
(156)
(156)
(133)
133
(4)
(71)
(295)
(370)
10,467
3,834
6,652
20,953
10,249
3,135
3,367
16,751
218
699
3,285
4,202
Change in Group structure -acquisition

Additions
Reclassication
9,521
of which:
Current
Non-current
Restructuring
During fiscal year 2009/10, CHF 7.9 million of restructuring provisions have been used (2008/09: none).
Litigation & claims
The amount includes provisions for certain litigations and claims that have been set up to cover legal
and administrative proceedings that arise in the ordinary course of business. In managements opinion,
after taking appropriate legal advice, the outcome of these legal claims will not give rise to any significant loss beyond the amounts provided as of August 31, 2010.
Other provisions
Other provisions relate mainly to amounts that have been provided to cover the negative outcome of
onerous contracts.
Consolidated
Konzernrechnung
95
23. Long-term debt

Carrying amounts
as of August 31,
2010
Fair values
2009
2010
2009
in thousands of CHF
Senior notes
442,394
519,987
461,524
484,412
Long-term bank debts
256,406
207,790
256,406
207,790
(552)
(342)
(552)
(342)
14
790
14
790
1,254
68
1,254
68
699,516
728,293
718,646
692,718
Less current portion (note 20)

Interest-bearing loans from employees
Finance lease obligation (note 16)
Total long-term debt
On July 13, 2007, the Group issued a 6% Senior Note with maturity in 2017 for an amount of EUR 350
million. The Senior Note has been issued at a price of 99.005%, and include a coupon step-up clause of
0.25% (limited to 1.00%) per downgraded notch by one or more rating agencies. It ranks completely
pari passu with the Groups EUR 850 million Revolving Credit Facility. The Senior Notes being issued
by Barry Callebaut Services NV are guaranteed by Barry Callebaut AG and certain of its subsidiaries.
On July 12, 2007, the Group amended and restructured the syndicated EUR 850 million Revolving Credit
Facility, leading to a 5-year multi-purpose single tranche facility with two extension options (in 2008 and
2009) to be agreed upon by the participating banks at their sole discretion.The first extension option has
been exercised successfully for 83% of the total amount leading to a prolongation of the maturity date
by one year to 2013, whereas the remaining 17% has been kept at the initial maturity date in 2012.
The Group did refrain from exercising the second extension option in line with the prevailing market
circumstances. The Revolving Credit Facility being issued by Barry Callebaut Services N.V. is guaranteed by Barry Callebaut AG and certain of its subsidiaries.
As a result, the maturity profile of the long-term debt can be summarized as follows:
as of August 31,
2010
2009
in thousands of CHF
2010/11
2011/12
5,013
3,102
3,125
2012/13
247,413
196,833
2013/14
3,303
3,895
2014/15 and thereafter (for 2008/09)
349
521,338
2015/16 and thereafter (for 2009/10)
443,438
699,516
728,293
The weighted average maturity of the total debt decreased from 4.5 years to 3.5 years. Considering that
the short-term debt is fully covered with the committed Revolving Credit Facility, the average maturity
of the total debt stands at 4.9 years from a liquidity point of view.
96 Konzernrechnung
Consolidated
Notes
Long-term financial liabilities are to a major extent denominated in EUR and at fixed interest rates.
The part of the long-term debt reported at floating interest rates relates to the drawings on the syndicated facility in EUR and CAD.
Split per currency
Amount
Interest range
as of August 31,
from
in thousands of CHF
Amount
Interest range
to
from
to
2010
2009
EUR
572,151
0,97%
6.14%
520,485
4.00%
6.14%
CAD
115,552
1.10%
1.58%
116,792
1.26%
1.30%
MYR
8,763
3.62%
4.00%
10,871
2.88%
3.85%
USD
n/a
n/a
79,995
0.96%
0.96%
BRL
2,700
4.50%
4.50%
n/a
n/a
350
4.00%
6.80%
150
5.00%
7.00%
699,516
0.97%
6.80%
728,293
0.96%
7.00%
Other
as of August 31,
2010
2009
Fixed rate
447,148
522,842
Floating rate
252,368
205,451
699,516
728,293
in thousands of CHF
Split xed/oating interest rate:
24. Employee benet obligations

A. Pension and other long-term employment benet plans
The Group has, apart from the legally required social security schemes, numerous independent pension
plans. In most cases, these plans are externally funded in vehicles that are legally separate from the Group.
For certain Group companies, however, no independent assets exist for defined benefit pension plans
and other long-term employment plans. In these cases, the related liability is included in the balance
sheet.
The amounts recognized in the balance sheet are determined as follows:
as of August 31,
Other long-term
Dened benet pension
plans employment benet plans
2010
2009
2010
2009
in thousands of CHF
Present value of funded obligations
229,610
202,666
Fair value of plan assets
(144,177)
(151,719)
Excess of liabilities (assets) of funded obligations
85,433
50,947
Present value of unfunded obligations
66,538
69,089
19,325
19,988
(65,136)
(17,790)
(1,231)
106
86,835
102,246
18,094
20,094
(185)
(361)
87,020
102,607
18,094
20,094
Net unrecognized actuarial gains (losses)

Net employee benet obligations recognized in the balance sheet
thereof recognized as an asset
thereof recognized as a liability
Consolidated
Konzernrechnung
97
The changes in the present value of the defined benefit obligations are as follows:
in thousands of CHF
Dened benet pension

Other long-term
2009/10
2008/09
2009/10
2008/09
Opening dened benet obligation
271,757
279,363
19,987
21,186
8,820
9,404
788
883
368
488
Interest cost
14,972
15,267
736
626
Actuarial losses (gains)
42,978
514
3,074
884
(756)
(10)
(170)
Current service cost

Past service cost
Losses (gains) on curtailment

Exchange dierences on foreign plans
(25,016)
(16,318)
(2,992)
(1,174)
Benets paid
(16,975)
(16,961)
(2,258)
(2,248)
Closing dened benet obligation
296,148
271,757
19,325
19,987
229,610
202,666
66,538
69,089
19,325
19,987
thereof funded obligations

thereof unfunded obligations
The movement in the fair value of plan assets is as follows:
in thousands of CHF
Opening fair value of plan assets
Expected return
Actuarial gains (losses)
Dened benet pension

Other long-term
2009/10
2008/09
2009/10
2008/09
151,719
167,121
8,447
10,025
(6,527)
(18,191)
Contributions by employer
6,911
7,214
Contributions by employees
3,261
3,232
Exchange dierences on foreign plans
(9,094)
(7,597)
Benets paid
(10,540)
(10,085)
144,177
151,719
Closing fair value of plan assets
Composition of plan assets

Dened benet pension plans
as of August 31,
2010
2009
66,510
in thousands of CHF
Equities
53,021
Bonds
25,883
18,957
Cash and other assets
65,273
66,252
Total fair value of plan assets
144,177
151,719
The plan assets do not include ordinary shares issued by the Company nor any property occupied by the
Group or one of its affiliates.
98 Konzernrechnung
Consolidated
Notes
The amounts recognized in profit or loss are as follows:
in thousands of CHF
Dened benet pension

Other long-term
2009/10
2008/09
2009/10
2008/09
Current service costs
8,820
9,404
788
883
Interest on obligation
14,972
15,267
736
626
Expected return on plan assets
(8,447)
(10,025)
576
(740)
1,821
170
Net actuarial losses (gains) recognized in year

Past service cost
Losses (gains) on curtailments and settlements
Contributions by employees
First-time recognition of pension assets
Total dened benet expenses
Actual return on plan assets
368
488
(756)
(10)
(170)
(3,261)
(3,232)
12,272
11,162
3,335
1,509
1,918
(8,167)
The service cost for 2010/11 are expected to amount to CHF 8.3 million. The expected return on plan
assets is based on market expectations and composition of plan assets.
in thousands of CHF
2009/10
Total dened contribution expenses
1,058
2008/09
825
The defined benefit expenses are recognized in the following line items in the Consolidated Income
Statement:
in thousands of CHF
2009/10
2008/09
Cost of goods sold
(7,380)
(6,302)
Marketing and sales expenses
(1,255)
(594)
General and administration expenses
(5,494)
(4,130)
Research and development expenses
(389)
(310)
Other income
Other expenses
Total dened benet expenses recognized in income statement
(8)
697
(1,081)
(2,032)
(15,607)
(12,671)
Weighted average assumptions used
in %
Dened benet pension

plans
2009/10
2008/09
Other long-term
employee benet plans
2009/10
2008/09
Discount rate
4.1%
6.2%
4.0%
Expected return on plan assets
5.7%
5.9%
Expected rate of salary increase
1.1%
0.7%
2.1%
1.5%
5.0%
5.0%
Medical cost trend rates
6.0%
Consolidated
Konzernrechnung
99
Additional historical information

Dened benet plans
in thousands of CHF
Present value of dened benet obligations
Fair value of plan assets
Funding decit of the plans
2009/10
2008/09
2007/08
2006/07
315,473
291,744
300,549
323,740
(144,177)
(151,719)
(167,121)
(182,024)
171,296
140,025
133,428
141,716
Experience adjustments arising from plan liabilities
(17,719)
(9,427)
6,573
5,151
Experience adjustments arising from plan assets
(6,529)
(18,191)
(15,018)
(338)
The significant increase of the funding deficit of the defined benefit plans has significantly been influenced
by the sharp decrease of the discount rates used to determine the present value of the defined benefit obligations.The long-term interest rates for the local currencies in which the defined benefit plans are expressed
were at a historically low level on the closing date of the fiscal year 2009/10 and have recovered significantly afterwards. Therefore, the funding deficit as per August 31, 2010 and the movement in comparison to
prior year 2008/09 should be interpreted with the necessary prudence.
B. Equity compensation benets
Employee Stock Ownership Program
Shares are granted to participants according to individual contracts and the current Employee Stock
Ownership Program. The Nomination & Compensation Committee determines the number and price
of shares granted at its discretion. In the past, the price for the granted shares has been zero. The shares
granted are entitled to full shareholders rights upon vesting. The vesting periods are ranging between
one and three years. In case of resignation or dismissal, the initially granted but not yet vested shares
become forfeited. The Group currently uses treasury shares for this program.
The fair value of the shares granted is measured at the market price at grant date. 15,260 shares were
granted in fiscal year 2009/10 (15,007 shares in 2008/09). The fair value of the shares at grant date is
recognized over the vesting period as a personnel expense. For 2009/10 the amount recognized (before
taxes) was CHF 5.7 million with a corresponding increase in equity (2008/09: CHF 11.6 million). The
average fair value for the shares granted during the fiscal year 2009/10 amounted to CHF 581
(2008/09: CHF 518).
25. Equity
Share capital
as of August 31,
2010
2009
2008
197,494
262,119
321,574
in thousands of CHF
Share capital is represented by 5,170,000 authorized
and issued shares of each CHF 38.20 fully paid in
(in 2009: 50.70; in 2008: 62.20)
The issued share capital is divided into 5,170,000 registered shares with a nominal value of CHF 38.20
each (CHF 50.70 as of August 31, 2009). All of the issued shares are fully paid and validly issued and are
not subject to calls for additional payments of any kind.
Instead of a dividend, the Annual General Meeting held on December 8, 2009, resolved a share capital
reduction and repayment of CHF 12.50 per share resulting in a total share capital reduction of
CHF 64.6 million (December 2008: capital reduction and repayment of CHF 11.50 per share resulting in
a total share capital reduction of CHF 59.5 million).The respective repayment took place in March 2010.
The Company has one class of shares, which carries no right to a fixed dividend.
100 Consolidated
Konzernrechnung
Notes
Treasury shares are valued at weighted average cost and, in accordance with IFRS, have been deducted
from equity. The fair value of the treasury shares as of August 31, 2010, amounted to CHF 3.3 million
(2009: CHF 4.0 million).
As of August 31, 2010, the number of outstanding shares amounted to 5,165,239 (2009: 5,163,068)
and the number of treasury shares to 4,761 (2009: 6,932). During this fiscal year, 9,174 shares have been
purchased, 10,845 transferred to employees under the Employee Stock Ownership Program and 500 sold
(2008/09: 14,212 purchased and 23,734 transferred). In prior year, no treasury shares have been sold.
Retained earnings
As of August 31, 2010, retained earnings contain legal reserves of CHF 42.7 million (2009: CHF 57.0 million), which are not distributable to the shareholders pursuant to Swiss law.
Hedging reserves comprise the effective portion of the cumulative net change in the fair value of cash
flow hedging instruments related to hedged transactions that have not yet occurred.
Cumulative translation adjustments comprise all foreign currency differences arising from the translation
of the financial statements of foreign operations.
Movements of non-controlling interest
in thousands of CHF
as of September 1,
Non-controlling share of prots / (losses)
2009/10
2008/09
589
392
517
18
Changes in ownership interest in subsidiaries
300
Dividends paid to non-controlling shareholders
SIC Cacaos SA
(120)
(68)
(104)
(53)
882
589
as of August 31,
26. Financial risk management

The nature of its business exposes the Group to a variety of financial risks including the effects of
changes in market prices (commodity prices, foreign exchange rates, interest rates) as well as credit risks
and liquidity risks.
The Groups overall strategy for managing these risks is consistent with the Groups objectives to maintain cost leadership, reduce earnings volatility in a cost-effective manner and minimize potential adverse
effects of such market exposures on the financial performance of the Group. The Groups risk management continuously monitors the entities exposures to commodity price risk, interest rate risk and
foreign currency risk as well as the use of derivative instruments.
The Group manages its business based on the following two business models:
Contract Business: Sales contracts for industrial, gourmet or consumer chocolate, where Barry
Callebaut has entered into contracts with customers to deliver fixed quantities at fixed prices.These contractually fixed prices are generally based on the forward market prices of the raw material components
valid at the contract date for the forward delivery date, at which the chocolate is planned to be delivered
to the customers.
Price List Business: Barry Callebaut sets price lists for certain gourmet and consumer products.These
price lists are normally updated at intervals of six to twelve months. Customers buy products based on
the issued price lists without fixed commitments on quantities.
Consolidated
Konzernrechnung
Commodity price risks

The Groups purchasing and sourcing center operates as an integral part of the Group but also acts as a
broker-trader in the sense that it makes sourcing and risk management decisions for the raw materials
based on market expectations, separate from the manufacturing business and its third party sales commitments. Its objectives are to generate profits from fluctuations in commodity prices or broker-trader
margins. Additionally, the manufacturing of the Groups products requires raw materials such as cocoa
beans, sweeteners, dairy, nuts, oil and fats. Therefore, the Group is exposed to price risks relating to the
trading business as well as to the sale of chocolate.
The value of the Groups open sales and purchase commitments and inventory of raw materials changes
continuously in line with price movements in the respective commodity markets.
The Groups policy is to hedge its chocolate price risk which consists of the price risk of cocoa and other
commodities such as milk, sugar and nuts for open sales contracts of industrial chocolate (Contract Business). It uses commodity futures, commodity forward contracts and inventories to manage price risks
associated with firm sales commitments of industrial chocolate (Contract Business). The related account-ing treatment is explained in the section Summary of Accounting Policies under the caption Derivative financial instruments and hedging activities.
The Group Commodity Risk Committee (GCRC) is a committee consisting of key risk management
stakeholders of the Group who meet on a regular basis (at least every six weeks) to discuss Group
Commodity Risk Management issues. The GCRC monitors the Groups Commodity Risk Management
acti-vities and acts as the decision-taking body for the Group in this respect. The members of the GCRC
include the Groups Chief Executive Officer (CEO), the Groups Chief Financial Officer (CFO)
acting as Chairman of the committee the President of Global Sourcing & Cocoa and the Groups Head
of Risk Management (GRM).
The GCRC reports via the GRM to the Groups Audit, Finance, Risk, Quality & Compliance
Committee (AFRQCC) and must inform the latter about key Group Commodity Risk issues and the
key mitigation decisions taken. The AFRQCC reviews and approves GCRC requests and makes sure
that the commodity risk management strategy is consistent with the Groups objectives. It also sets the
Groups Value at Risk (VaR) limit. The AFRQCC makes recommendations to the Board of Directors if
deemed necessary and advises the Board of Directors on important risk matters and/or asks for approval.
In order to quantify and manage the Groups consolidated exposure to commodity price risks, the
concept of historical VaR is applied. The VaR concept serves as the analytical instrument for assessing
the Groups commodity price risk incurred under normal market conditions. The VaR indicates the loss
which, within a time horizon of 10 days for raw materials, will not be exceeded at a confidence level of
95% using 7 years of historical market prices for each major raw material component. The VaR is complemented through the calculation of the expected shortfall and worst cases as well as the use of stress
test scenarios. However, liquidity and credit risks are not included in the calculation and the VaR is based
on a static portfolio during the time horizon of the analysis. The GCRC breaks down the Group VaR
limit into a VaR limit for the Sourcing unit as well as limits in metric tonnes for the other risk reporting
units. The Board of Directors is the highest approval authority for all Group Commodity Risk Management (GCRM) matters and approves the GCRM Policy as well as the Group VaR limit.
The VaR framework of the Group is based on the standard historical VaR methodology; taking 2,000
days (equivalent to 7 years) of the most recent prices, based on which the day-to-day relative price changes
are calculated. This simulation of past market conditions is not predicting the future movement in
commodity prices. Therefore, it does not represent actual losses. It only represents an indication of
the future commodity price risks. As of August 31, 2010, the Group had a VaR of CHF 10.8 million
(2009: CHF 8.2 million) well within the Group limit. The nominal exposure to commodity price risks is
shown under contractual maturities.
101
102 Konzernrechnung
Consolidated
Notes
Foreign currency risks

The Group operates across the world and consequently is exposed to multiple foreign currency risks,
albeit primarily in EUR, GBP and USD. The Group actively monitors its transactional currency exposures and consequently enters into currency hedges with the aim of preserving the value of assets,
commitments and anticipated transactions. The related accounting treatment is explained in the section
Summary of Accounting Policies under the caption Derivative financial instruments and hedging
activities.
All risks related to foreign currency exposures of assets and liabilities, certain unrecognized firm
commitments and highly probable forecasted purchases and sales are centralized within the Groups
In-house Bank, where the hedging strategies are defined.
Accordingly, the consolidated currency exposures are hedged in compliance with the Groups Treasury
Policy, mainly by means of forward currency contracts entered into with high credit quality financial
institutions. The Groups Treasury Policy imposes a dual risk control framework of both open position
limits and near-time fair valuation of the net currency exposures. Both levels of control are substantially
interlinked, avoiding excessive net currency exposures and substantial volatility in the income statement.
The Groups Treasury department is supervised by the Group Finance Committee, which meets at least
on a monthly basis, to discuss Group Treasury risk management issues. The Group Finance Committee
monitors the Groups foreign currency risk position and acts as a decision-taking body for the Group
in this respect. The Group Finance Committee consists of the Groups CFO, the Groups Head of Risk
Management, the Groups Head of Treasury, Tax, Insurance and Legal and other Group Finance stakeholders.
The Groups Treasury Policy giving guidance on treasury risk management including foreign currency
and interest rate risks is approved and annually reviewed by the AFRQCC. The Groups Risk Management department reviews the consistency of the Groups treasury management strategy with the Groups
Treasury Policy and reports the status to the Groups CFO periodically. The AFRQCC is informed by
the CFO about the status and important matters in their quarterly meetings and approves requests of
the Groups Finance Committee on important treasury risk matters including foreign currency risks for
recommendation to the Board of Directors. The Board of Directors is the highest approval authority for
all Group Treasury Risk Management matters.
The table below provides an overview of the net exposure of EUR, GBP and USD against each
functional currency in the Group. According to the Groups Treasury Policy, foreign exchange exposures
are hedged as from identification on an intra-day basis in line with the approved exposure limits. In case
of deviation from the agreed foreign exchange exposure limits, approval has to be sought from the
Groups Finance Committee. Companies with the same functional currency are shown in one group.
Net foreign currency exposures
as of August 31,
Net exposure in thousands of
2010
EUR
GBP
USD
2009
EUR
GBP
USD
Functional currency
EUR
CHF
(533)
(1,524)
(446)
(486)
309
CAD
USD
(1,007)
(12,005)
6,340
(145)
1,094
(97)
5
1,936
(472)
BRL
1,266
(328)
SGD
154
(229)
CNY
(613)
MYR
(310)
RUB
699
Total
(752)
(390)
(2,400)
(681)
(577)
562
(117)
(1,346)
(104)
(182)
(2,374)
99
(1,317)
53
(2,362)
(13,467)
6,603
Konzernrechnung
Consolidated
103
In order to quantify and manage the Groups consolidated exposure to foreign currency risks, the concept of historical VaR has been implemented for 2009/10. The VaR concept serves as the analytical
instrument for assessing the Groups foreign currency risk incurred under normal market conditions.
The VaR indicates the loss, which, within a time horizon of 1 day, will not be exceeded at a confidence
level of 95% using 7 years of historical market prices for each major currency pair. The VaR is complemented with the calculation of the expected shortfall and worst cases. The VaR is based on static exposures during the time horizon of the analysis. The simulation of past market conditions is not predicting
the future movement in foreign currency rates. Therefore, it does not represent actual losses. It only
represents an indication of future foreign currency risks. As of August 31, 2010, the Group had a VaR
of CHF 0.1 million (2009: CHF 0.3 million).
as of August 31,
2010
2009
97
333
CHF
17
196
EUR
83
143
USD
24
78
GBP
26
158
Value at Risk on net exposures in thousands of CHF

Total for the Group and per main exposure currencies
Total Group
Others
Diversication Eect
37
91
48%
50%
Interest rate risks

The Group is exposed to changes in interest rates through its short- and long-term debt obligations mainly
located in and centralized at the Groups In-house Bank. The Groups In-house Bank provides the
necessary liquidity in the required functional currency towards all companies of the Group. Consequently,
the Groups debt obligations are adjusted with the real currency mix of the Groups liabilities in order
to reflect the correct exposure to interest rates.
It is the Groups policy to manage its interest cost using an optimal mix of fixed and floating rate debt.
This optimal mix is primarily determined by the level of the Groups interest cover ratio and is achieved
by entering into interest rate derivative instruments, in which it exchanges fixed and floating interest
rates.
As described in the caption Foreign currency risks, the Groups Finance Committee, which meets on
a monthly basis, monitors the Groups interest risk positions and acts as a decision-taking body for the
Group in this respect.
The Groups Treasury Policy also covers the management of interest rate risks. As for foreign currency
risks, the Groups Risk Management department supervises the compliance of the treasury interest rate
risk management strategy with the Groups Treasury Policy and reports the status periodically to the
Groups CFO, who informs the AFRQCC in their quarterly meetings. The AFRQCC approves requests
from the Group Finance Committee on important treasury matters including interest rate risks and
provides recommendations thereon to the Board of Directors, which is the highest approval authority
for all Group treasury matters.
104 Konzernrechnung
Consolidated
Notes
The following schedule provides an overview of all interest-bearing items per year-end closing.
as of August 31,
2010
2009
in thousands of CHF
Fixed interest bearing items
Carrying amount of nancial liabilities
448,151
523,371
Reclassication due to interest rate derivative
245,572
310,939
Net xed interest position
693,723
834,310
(18,110)
(37,862)
Floating interest bearing items

Carrying amount of nancial assets
Carrying amount of nancial liabilities
Reclassication due to interest rate derivative
Net oating interest position
440,769
457,145
(245,572)
(310,939)
177,087
108,344
Sensitivity analysis on interest rate risks

The following table shows the impact of a parallel shift of interest rates by 100 basis points (BP) up and
25 BP down on the Groups equity and income statement, net of tax. Due to lower interest rates, the
underlying assumptions for the sensitivity analysis have been aligned with prevailing market circumstances. The calculation is performed on both, the portion of the outstanding debt (excluding the assetbacked securitization program; see notes 9 and 12) at floating interest rates and the outstanding derivatives exchanging floating into fixed interest rates at the respective year-end. This sensitivity analysis only
indicates the potential impact for the respective fiscal year at the prevailing conditions in the financial
markets. Consequently, it does not represent actual or future gains or losses, which are strictly managed
and controlled, as clearly indicated in the Groups Treasury Policy.
as of August 31,
Impact on
in thousands of CHF
2010
Income statement
Equity
100 BP
increase
100 BP
increase
25 BP
decrease
25 BP
decrease
2009
Income statement
Equity
100 BP
increase
100 BP
increase
25 BP
decrease
25 BP
decrease
Floating rate
bearing items
(3,076)
769
(3,145)
786
Interest rate swaps
2,366
(608)
8,039
(2,123)
1,834
(478)
4,646
(1,202)
(710)
161
8,039
(2,123)
(1,311)
308
4,646
(1,202)
Total interest rate

sensitivity
Credit risk and concentration of credit risk

Credit risk, i.e. the risk of counterparties defaulting, is controlled by the application of credit approvals,
limits and monitoring procedures.As of August 31, 2010, the largest customer represents 10% (2009: 4%)
whereas the 10 biggest customers represent 26% (2009: 18%) of trade receivables. Due to the diverse
geographic and large customer base, the Group has no material credit risk concentration.
The extent of the Groups credit risk exposure is represented by the aggregate balance of amounts receivable, reduced by the effects of netting arrangements, if any, with counterparties. The maximum nominal
credit risk exposure in the event all other parties fail to perform their obligation was CHF 750.4 million
as of August 31, 2010 (2009: CHF 649.3 million). The Group has insured certain credit risks through a
credit insurance policy. Selected number of customers with significant outstanding amounts are covered
by that policy.
Konzernrechnung
Consolidated
105
Liquidity risk
Liquidity risk arises through a surplus of financial obligations over available financial assets due at any
point in time. The Groups liquidity is ensured by means of regular Group-wide monitoring and planning of liquidity coordinated by the In-house Bank. For extraordinary financing needs, adequate credit
lines with financial institutions have been arranged (see note 23).
Contractual maturities
The table below provides an overview of contractual maturities for financial liabilities and derivatives.
In the rst year
In the second to
the fth year
After ve years
Contractual
amount
in thousands of CHF
Non derivative nancial liabilities
Bank overdrafts
(13,466)
(13,466)
Short-term debt
(175,938)
(175,938)
Trade payables
(463,973)
Long-term debt
(30,646)
Other liabilities
(240,916)
(463,973)
(372,780)
(504,730)
(908,156)
(240,916)
Derivatives
Interest rate derivatives
(4,883)
(6,887)
555
(11,215)
Currency derivatives
Inow
Outow
5,620,356
56,847
5,677,203
(5,630,801)
(57,511)
(5,688,312)
Commodity derivatives
Inow
Outow
Total net
1,372,061
12,440
1,384,501
(1,346,632)
(1,389)
(1,348,021)
(914,838)
(369,280)
In the rst year
In the second to
the fth year
(504,175)
After ve years
(1,788,293)
Contractual
amount
in thousands of CHF
Non derivative nancial liabilities
Bank overdrafts
(29,338)
(29,338)
Short-term debt
(222,885)
(222,885)
Trade payables
(429,980)
Long-term debt
(33,650)
Other liabilities
(260,848)
(429,980)
(342,030)
(626,272)
(1,001,952)
(260,848)
Derivatives
Interest rate derivatives
(6,322)
(1,923)
(8,245)
Currency derivatives
Inow
Outow
3,603,658
24,660
3,628,318
(3,609,846)
(24,829)
(3,634,675)
Commodity derivatives
Inow
Outow
Total net
1,075,900
212,750
1,288,650
(1,244,561)
(122,193)
(1,366,754)
(1,157,872)
(253,565)
(626,272)
(2,037,709)
106 Consolidated
Notes
Fair value of nancial instruments

Carrying amount and fair value of each class of financial asset and liability are presented in the table
below.
Loans and
receivables
Fair value
through prot
and loss
trading1
Financial
liabilities at
amortized
cost
Available
for sale
Derivatives
used
in hedging
Total
carrying
amount
Fair value
in thousands of CHF
Cash equivalents
17,360
17,360
750
750
750
314,638
314,638
314,638
370,580
370,580
Short-term deposits
Trade receivables
306,073
Other assets
46,650
Total Assets
379,398
64,507
432
306,073
432
64,507
17,360
47,082
47,082
750,410
750,410
Bank overdrafts
13,466
13,466
13,466
Short-term debt
175,938
175,938
175,938
463,973
463,973
Trade payables
463,973
334,590
Long-term debt
36,469
699,516
Other liabilities
240,916
Total Liabilities
334,590
1,593,809
36,469
371,059
371,059
699,516
718,646
240,916
240,916
1,964,868
1,983,998
1 The category Fair value through prot and loss trading mainly includes derivatives held in subsidiaries with the broker/trader status
and does not mean that they are held for trading.
Loans and
receivables
Fair value
through prot
and loss
trading1
Financial
liabilities at
amortized
cost
Available
for sale
Derivatives
used
in hedging
Total
carrying
amount
Fair value
in thousands of CHF
Cash equivalents
Short-term deposits
Trade receivables
33,993
33,993
2,137
2,137
2,137
349,608
349,608
349,608
221,649
221,649
182,897
Other assets2
41,440
Total Assets
427,178
38,752
512
182,897
512
38,752
33,993
41,952
41,952
649,339
649,339
Bank overdrafts
29,338
29,338
29,338
Short-term debt
222,885
222,885
222,885
429,980
429,980
Trade payables
429,980
89,459
Long-term debt
728,293
Other liabilities2
Total Liabilities
64,463
260,848
89,459
1,671,344
64,463
1 The category Fair value through prot and loss trading mainly includes derivatives held in subsidiaries with the broker/trader status
and does not mean that they are held for trading.
2 Certain comparatives have been reclassied to conform with the current periods presentation.
153,922
153,922
728,293
692,718
260,848
260,848
1,825,266
1,789,691
Consolidated
107
Fair Value Hierarchy

As of September 1, 2009, the fair value measurements of financial assets and liabilities are classified using
a fair value hierarchy that reflects the significance of the inputs used in making the measurements.
The fair value hierarchy has the following levels:
Level 1: The fair value is based on unadjusted, quoted prices in active markets which gives the best possible objective indication for the fair value of a financial asset or liability.The assets and liabilities included
in this fair value hierarchy mainly consist of commodity futures.
Level 2: The estimation of the fair value is based on the results of a valuation model.The valuation model
for commodity derivatives includes quoted prices in active markets, recent arms length transactions or
dealer and supplier quotes adjusted for the specific characteristics of the underlying commodities such
as the cost of carry, differentials for the properties and conversion yields. Corroborated market data is
used for the valuation of foreign exchange and interest rate derivatives.
Level 3: The valuation models used are based on parameters and assumptions not observable on the
market.
The following table summarizes the use of level with regard to financial assets and liabilities:
Level 1
Level 2
Level 3
Total
in thousands of CHF
13,100
357,480
370,580
3,383
367,676
371,059
There have been no transfers between the levels during the fiscal year 2009/2010.
108 Consolidated
Notes
Capital management
It is the Groups policy to maintain a sound capital base to support the continued development of
the business. The Board of Directors seeks to maintain a prudent balance between debt and equity. In
compliance with bank covenants, the minimal target solvency ratio (equity in % of total assets, adjusted
for derivative financial instruments on a netted basis) is set at 20%.
The target payout ratio to shareholders currently amounts to approximately 30% of the net profit for the
year in the form of a share capital reduction and repayment or dividend. The target ratio and the form of
the payout recommended by the Board are reviewed on an annual basis and are subject to the decision
of the Annual General Meeting of Shareholders.
The Groups subsidiaries have complied with applicable local statutory capital requirements.
27. Related parties

The following shareholders hold a participation of more than 3% of the issued share capital of the
Groups ultimate parent Barry Callebaut AG:
as of August 31,
2010
2009
Jacobs Holding AG, Zurich, Switzerland
50.11%
50.21%
Renata Jacobs
8.48%
8.48%
Nicolas and Philippe Jacobs1
6.14%
6.14%
Nathalie Jacobs
3.07%
3.07%
1 Form a group of shareholders according to Swiss Stock exchange regulations as published

in the Swiss Ocial Gazette of Commerce of February 4, 2008
Significant transactions and balances between the Group and related parties are as follows:
in thousands of CHF
Nature of cost/revenue
Sales to related parties

Pastelera Totel, S.L.
Revenue from sales and services
Purchases from related parties

African Organic Produce AG
Cost of goods sold
Operating expenses charged by related parties
2009/10
2008/09
173
476
173
476
(11,424)
(9,554)
(11,424)
(9,554)
(7,692)
(8,746)
Jacobs Holding AG
Management services
(1,650)
(1,678)
Adecco Group
Human resources services
(5,940)
(6,886)
Management services
(13)
Biolands International Ltd
Management services
(67)
Other
Trade receivables from related parties
(102)
(102)
192
Jacobs Holding AG
Adecco Group
186
3,531
2,609
Trade payables to related parties

Jacobs Holding AG
310
316
Adecco Group
1,282
1,144
African Organic Produce AG
1,882
1,097
33
57
19
Biolands International Ltd

Other
Transactions with related parties were carried out on commercial terms and conditions at market prices.
All receivables from related parties are non-interest bearing and their collection is expected within the
next twelve months.
Consolidated
109
Compensation of key management personnel

The key management personnel are defined as the Board of Directors and the Executive Committee
Key management compensation consists of the following:
in million of CHF
2009/10
2008/09
Short-term employee benets
8.2
7.1
Post-employment benets
1.5
0.6
Share-based payments
Total
4.2
8.5
13.9
16.2
Further details related to the requirements of the Swiss Transparency law (Art. 663bbis and 663c Swiss
Code of Obligations) are disclosed in note 6 in the Financial Statements of Barry Callebaut AG.
28. Commitments and contingencies

Capital commitments
as of August 31,
2010
2009
in thousands of CHF
1,047
153
Intangible assets
2,747
964
Total capital commitments
3,794
1,117
Operating lease commitments

Operating lease commitments represent rentals payable by the Group for certain vehicles, equipment,
buildings and offices. Equipment and vehicle leases were negotiated for an average term of 3.6 years
(2008/09: 3.0 years).
The future aggregate minimum lease payments under non-cancellable operating leases are due as
follows:
as of August 31,
2010
2009
in thousands of CHF
In the rst year
13,697
14,173
In the second to the fth year
37,096
37,237
After ve years
28,517
33,989
Total future operating lease commitments
79,310
85,399
2009/10
2008/09
14,274
13,921
in thousands of CHF
Lease expenditure charged to the income statement
110 Consolidated
Notes
Contingencies
Group companies are involved in various legal actions and claims as they arise in the ordinary course of
the business. Provisions have been made, where quantifiable, for probable outflows. In the opinion of
the management, after taking appropriate legal advice, the future settlements of such actions and claims
will not have a material effect on the Groups financial position.
29. Group companies

The principal subsidiaries of Barry Callebaut as of August 31, 2010, are the following:
Country
Switzerland
Belgium
Subsidiary
Ownership in %
Currency
Capital
Barry Callebaut Sourcing AG
100
CHF
2,000,000
Barry Callebaut Schweiz AG
100
CHF
4,600,000
Chocolat Alprose SA
100
CHF
7,000,000
Barry Callebaut Services N.V.
100
EUR
615,000,000
62,700,000
Barry Callebaut Belgium N.V.
100
EUR
International Business Company Belgium BVBA
100
EUR
65,000
Pierre Iserentant SA
100
EUR
260,908
Brazil
Barry Callebaut Brasil SA
Cameroon
Socit Industrielle Camerounaise des Cacaos SA

SEC Cacaos SA
Canada
Barry Callebaut Canada Inc.
China
Barry Callebaut Suzhou Chocolate Ltd
Cte dIvoire
Barry Callebaut Ngoce SA

Czechia
Barry Callebaut Czech Republic s.r.o.
Denmark
Barry Callebaut Danmark APS
100
DKK
125,000
Eurogran A/S
100
DKK
3,000,000
Ecuador
Barry Callebaut Ecuador SA
100
USD
50,000
France
Barry Callebaut Manufacturing France SAS
100
EUR
6,637,540
Barry Callebaut France SAS
100
EUR
50,000,000
Barry Callebaut Manufacturing Bourgogne SAS
100
EUR
2,000,000
Barry Callebaut Deutschland GmbH
100
EUR
51,129
Van Houten GmbH & Co KG
100
EUR
15,338,756
Germany
100
BRL
26,114,993
78.35
XAF
1,147,500,000
100
XAF
10,000,000
100
CAD
2,000,000
100
USD
27,000,000
Barry Callebaut Suzhou Chocolate R&D Center
100
USD
2,000,000
Socit Africaine de Cacao SACO SA
100
XAF
25,695,651,316
100
XAF
3,700,000,000
100
CZK
200,000
C.J. van Houten & Zoon Holding GmbH
100
EUR
72,092,155
Van Houten Beteiligungs AG & Co KG
100
EUR
99,975,000
Stollwerck GmbH
100
EUR
20,500,000
Stollwerck Schokoladenvertriebs GmbH
100
EUR
7,184,000
Van Houten Beteiligungs GmbH
100
EUR
25,000
Schloss Marbach GmbH
100
EUR
1,600,000
Ghana
Barry Callebaut Ghana Ltd
100
USD
9,204,219
Great Britain
Barry Callebaut Manufacturing (UK) Ltd
100
GBP
15,467,852
Barry Callebaut UK Ltd
100
GBP
3,200,000
Barry Callebaut Vending UK Ltd
100
GBP
40,000
Hong Kong
Van Houten (Asia Pacic) Ltd
100
HKD
India
Barry Callebaut India
100
INR
10,000,000
Barry Callebaut Italia S.p.A.
100
EUR
104,000
Barry Callebaut Manufacturing Italy Srl.
100
EUR
2,646,841
Dolphin Srl.
100
EUR
110,000
Barry Callebaut Japan Ltd
100
JPY
1,260,000,000
Barry Callebaut Malaysia Sdn Bhd
60
MYR
36,000,000
Selbourne Food Services Sdn Bhd
60
MYR
2,000,000
Barry Callebaut Mexico Distributors SA de CV
100
MXN
117,196,530
Barry Callebaut Servicios SA de CV
100
MXN
50,000
Barry Callebaut Mexico, S. de RL de CV
100
MXN
13,027,200
Italy
Japan
Malaysia
Mexico
Consolidated
Country
Poland
Subsidiary
111
Ownership in %
Currency
Capital
10,000,000
Barry Callebaut Manufacturing Polska Sp. z o.o.
100
PLN
Barry Callebaut Polska Sp. z o.o.
100
PLN
50,000
Russia
Barry Callebaut Netherlands Russia LLC
100
RUB
1,046,463,481
Gor Trade LLC
100
RUB
685,000,000
Singapore
Barry Callebaut Asia Pacic (Singapore) Pte. Ltd
100
SGD
83,856,669
Spain
Barry Callebaut Ibrica SL
100
EUR
25,000
80
EUR
300,000
Chocovic S.A.
100
EUR
987,600
Barry Callebaut Sweden AB
100
SEK
100,000
Eurogran Nordic AB
100
SEK
100,000
Barry Callebaut Nederland B.V.
100
EUR
21,435,000
18,242
Barry Callebaut Pastry Manufacturing Ibrica SL

Sweden
The Netherlands
Luijckx B.V.
100
EUR
Hoogenboom Benelux BV
100
EUR
18,152
70
EUR
22,689
40,000
Dings Dcor B.V.

Turkey
Barry Callebaut Eurasia Gida Sanayi VE Ticaret Ltd Sti
100
TRL
USA
Barry Callebaut Cocoa USA Inc.
100
USD
7,663
Barry Callebaut North America Holding Inc.
100
USD
100,001,000
Barry Callebaut USA LLC.
100
USD
100,190,211
Barry Callebaut has some dormant companies which are not enclosed as principal subsidiaries, for example Barry Callebaut Belgium Consumer NV,
Van Houten Service AG, Barry Callebaut Holding (UK) Ltd, Adis Holding Inc., Barry Callebaut USA Holding, Inc., Omnigest SAS, Alliance Cacao SA
112 Consolidated
Notes
30. Risk assessment disclosure required by Swiss Law

Group Risk Management
Barry Callebauts Group Risk Management (GRM) is a corporate function responsible for implementing and managing all Group Risk Functions including the Enterprise Risk Management (ERM) under
the direction and as approved by the Audit, Finance, Risk, Quality and Compliance Committee (AFRQCC)
of the Board of Directors. The Groups ERM Framework is designed to create an aggregate view on all
existing major risks, enabling the Group to systematically evaluate, prioritize and control the Groups
risk portfolio. The ERM is based on the framework of the Committee for Sponsoring Organizations
(COSO) and classifies risks into major five risk categories: Strategic, Market, Financial Reporting,
Operating and Compliance/Legal Risks. The Groups ERM is multidimensional in the form, that risks
are identified, assessed and controlled not only directly from the legal entity but also from specialized
Corporate Functions such as Quality Assurance, Sourcing and Cocoa, Group Finance and Treasury,
Operations & Supply Chain Organization (OSCO), Information Management, Global Human Resources, Innovations and Research and Development and Group Insurance and supervised by the GRM. Risk
assessments are the responsibility of line management but overseen and controlled by GRM. Thus,
issues and risks on all levels can be identified, addressed and mitigated efficiently and effectively.
The results of the Group ERM are presented to the AFRQCC quarterly or immediately in the event of
an emergency individual risk issue.
Financial risk management is described in more detail in note 26.
31. Subsequent events
The Consolidated Financial Statements were authorized for issue by the Board of Directors on
November 2, 2010, and are subject to approval by the Annual General Meeting of Shareholders
on December 7, 2010.
Konzernrechnung
Report
of the Statutory Auditor
KPMG AG
Audit
Badenerstrasse 172
CH-8004 Zurich
P.O. Box
CH-8026 Zurich
Telephone +41 44 249 31 31

Fax +41 44 249 23 19
Internet www.kpmg.ch
Report of the Statutory Auditor on the Consolidated Financial Statements to the General Meeting
of Shareholders of
Barry Callebaut AG, Zurich

As statutory auditor, we have audited the accompanying consolidated financial statements of Barry
Callebaut AG, which comprise the income statement, statement of comprehensive income, balance sheet,
cash flow statement, statement of changes in equity and notes on page 56 to 112 for the year ended
August 31, 2010.
Board of Directors Responsibility
The board of directors is responsible for the preparation and fair presentation of the consolidated financial statements in accordance with International Financial Reporting Standards (IFRS) and the requirements of Swiss law.This responsibility includes designing, implementing and maintaining an internal control system relevant to the preparation and fair presentation of consolidated financial statements that
are free from material misstatement, whether due to fraud or error. The board of directors is further
responsible for selecting and applying appropriate accounting policies and making accounting estimates
that are reasonable in the circumstances.
Auditors Responsibility
Our responsibility is to express an opinion on these consolidated financial statements based on our audit.
We conducted our audit in accordance with Swiss law and Swiss Auditing Standards as well as International Standards on Auditing. Those standards require that we plan and perform the audit to obtain reasonable assurance whether the consolidated financial statements are free from material misstatement.
An audit involves performing procedures to obtain audit evidence about the amounts and disclosures
in the consolidated financial statements. The procedures selected depend on the auditors judgment,
including the assessment of the risks of material misstatement of the consolidated financial statements,
whether due to fraud or error. In making those risk assessments, the auditor considers the internal
control system relevant to the entitys preparation and fair presentation of the consolidated financial
statements in order to design audit procedures that are appropriate in the circumstances, but not for the
purpose of expressing an opinion on the effectiveness of the entitys internal control system. An audit
also includes evaluating the appropriateness of the accounting policies used and the reasonableness of
accounting estimates made, as well as evaluating the overall presentation of the consolidated financial
statements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide
a basis for our audit opinion.
Opinion
In our opinion, the consolidated financial statements for the year ended August 31, 2010 give a true and
fair view of the financial position, the results of operations and the cash flows in accordance with International Financial Reporting Standards (IFRS) and comply with Swiss law.
Report on Other Legal Requirements
We confirm that we meet the legal requirements on licensing according to the Auditor Oversight Act
(AOA) and independence (article 728 CO and article 11 AOA) and that there are no circumstances
incompatible with our independence.
In accordance with article 728a paragraph 1 item 3 CO and Swiss Auditing Standard 890, we confirm that
an internal control system exists, which has been designed for the preparation of consolidated financial
statements according to the instructions of the board of directors.
We recommend that the consolidated financial statements submitted to you be approved.
KPMG AG
Roger Neininger
Licensed Audit Expert
Auditor in Charge
Marc Ziegler
Zurich, November 2, 2010

KPMG AG/SA, a Swiss corporation, is a subsidiary of KPMG Holding AG/SA,
which is a subsidiary of KPMG Europe LLP and a member of the KPMG network of independent rms aliated with KPMG International Cooperative
(KPMG International), a Swiss legal entity.
Member of the Swiss Institute

of Certied Accountants and Tax Consultants
113
114 5-Year
Konzernrechnung
Overview
5-Year Overview
Key Figures Barry Callebaut Group
CAGR(%)14
2009/10
2008/09
2007/08
2006/07
2005/0615
Consolidated Income Statement

Sales volume
Tonnes
7.5%
1,305,280
1,213,610
1,166,007
1,059,200
976,661
Sales revenue
CHF m
8.9%
5,213.8
4,880.2
4,815.4
4,106.8
3,713.2
EBITDA1
CHF m
4.6%
470.7
456.1
443.7
427.1
392.5
CHF m
5.9%
370.4
350.8
341.1
324.0
295.0
189.7
Net prot from continuing operations2
CHF m
7.3%
251.7
226.9
209.1
207.0
CHF m
8.2%
251.7
226.9
205.5
124.1
183.5
Cash ow 3
CHF m
7.1%
457.8
418.1
434.3
406.8
347.9
7.1%
7.2%
7.1%
7.9%
7.9%
CHF
(1.5%)
283.8
289.1
292.5
305.9
302.0
Total assets
CHF m
6.2%
3,570.8
3,514.8
3,729.5
3,186.7
2,811.8
Net working capital4
CHF m
1.2%
964.9
1,010.1
1,037.1
883.9
920.9
Non-current assets
CHF m
4.4%
1,405.8
1,432.2
1,423.7
1,211.3
1,184.9
Net debt
CHF m
(1.0%)
870.8
942.7
1,041.2
930.2
906.9
Shareholders equity5
CHF m
6.8%
1,302.3
1,255.6
1,175.9
1,059.1
999.2
Capital expenditure6
CHF m
6.1%
145.1
144.4
249.9
153.1
114.7
CHF m
8.8%
EBIT/sales revenue
EBIT per tonne
Balance Sheet
Ratios
Economic Value Added (EVA)
147.7
129.9
126.3
122.9
105.4
14.8%
13.9%
14.0%
14.3%
13.7%
19.6%
18.1%
17.7%
19.5%
19.0%
66.9%
75.1%
88.5%
87.8%
90.8%
35.5%
Return on invested capital (ROIC)7
Return on equity (ROE)

Debt to equity ratio
Solvency ratio8
Interest coverage ratio9

Net debt/EBITDA
CAPEX/sales revenue
36.5%
35.7%
31.5%
33.2%
2.3%
5.8
5.0
4.8
5.1
5.3
(4.7%)
1.9
2.1
2.3
2.2
2.3
2.8%
3.0%
5.2%
3.7%
3.1%
548
Shares
Share price at scal year-end
CHF
6.4%
703
574
724
873
EBIT per share (issued)
CHF
5.8%
71.6
67.8
66.0
62.7
57.1
Basic earnings per share10
CHF
7.3%
48.6
44.0
40.4
40.2
36.7
Cash earnings per share11
CHF
7.3%
88.6
81.1
83.9
78.6
66.9
Payout per share12
CHF
7.5%
14.0
12.5
11.5
11.5
10.5
29%
28%
28%
29%
29%
Payout ratio
Price-earnings ratio at year-end13
(0.8%)
14.4
13.0
17.9
21.7
14.9
CHF m
6.4%
3,631.9
2,967.6
3,743.1
4,510.8
2,833.2
0.0%
5,170,000
5,170,000
5,170,000
5,170,000
5,170,000
CHF m
11.8%
64.6
59.5
59.5
54.3
41.4
1.8%
7,550
7,525
7,281
7,592
7,028
Beans processed
Tonnes
6.9%
569,875
541,847
471,149
442,378
435,825
Chocolate & compound production
Tonnes
5.9%
1,053,906
971,951
947,387
885,372
838,940
Market capitalization at year-end

Number of shares issued
Total capital repayment
Other
Employees
1
2
3
4
5
6
7
8
EBIT + depreciation of property, plant and equipment +

amortization of intangible assets
Net prot from continuing operations (including non-controlling interest)
Includes current assets and liabilities related to commercial activities
and current provisions
Capital expenditure for property, plant and equipment and intangible
assets (excl. acquisitions)
EBIT x (1-eective tax rate)/average capital employed
Total equity attributable to the shareholders of the parent company/
total assets
9
10
11
12
13
14
15
EBITDA/net nancial expense

Based on the net prot for the year attributable to the shareholders of the parent company/
basic shares outstanding
Operating cash ow before working capital changes/basic shares outstanding
Par value reduction instead of a dividend; 2009/10 as proposed by the Board of Directors
to the Annual General Meeting
Share price at year-end/basic earnings per share
Compound annual growth rate
Certain comparatives have been restated or reclassied to conform to the current periods
presentation
Contents
116 Financial Statements of Barry Callebaut AG

116
Income Statement
117
Balance Sheet
118
Notes to the Financial Statements
121 Report of the Statutory Auditor
116 Konzernrechnung
of Barry Callebaut AG
Income Statement
2009/10
2008/09
Dividend income
130,870,000
110,000,000
Financial income
9,769,770
7,661,120
License income
40,259,531
38,513,363
Management fees
21,556,186
22,510,824
8,885,175
15,466,509
211,340,662
194,151,816
Personnel expenses
(28,139,426)
(33,478,497)
Financial expenses
(14,432,489)
(13,290,633)
in CHF
Income
Other income
Total income
Expenses
Depreciation of property, plant and equipment

Amortization of intangible assets
License expenses
Unrealized loss on treasury shares
(588,538)
(770,364)
(3,055,936)
(12,702,883)
(570,990)
(2,119)
(439,966)
Other expenses
(25,940,834)
(26,888,636)
Total expenses
(72,159,342)
(88,141,969)
Prot before taxes
139,181,320
106,009,847
Income taxes
(2,095,374)
(922,490)
137,085,946
105,087,357
2009/10
2008/09
956,043,024
841,902,604
1,422,174
8,990,434
Retained earnings
in CHF
Retained earnings as of September 1,
(Increase) decrease of reserve for treasury shares
Capital reduction on treasury shares
Net prot
Retained earnings as of August 31,
5,763
62,629
137,085,946
105,087,357
1,094,556,907
956,043,024
Konzernrechnung
117
Balance Sheet
Assets
as of August 31,
2010
2009
in CHF
Current assets
Treasury shares
Accounts receivable from Group companies
Short-term loans granted to Group companies
Other current assets
32,841
42,523
3,188,572
4,172,899
16,196,438
25,990,075
425,308
19,357
2,820,819
2,537,091
22,663,978
32,761,945
1,243,716
1,562,389
1,853,772,715
1,723,177,978
Non-current assets
Financial assets
Investments
Intangible assets
Trademarks
7,753,946
6,514,687
Patents/Product development costs
2,861,710
2,016,984
912,163
543,806
Other
1,866,544,250
1,733,815,844
Total assets
1,889,208,228
1,766,577,789
2010
2009
Liabilities and shareholders equity

as of August 31,
in CHF
Current liabilities
Bank overdrafts
Accounts payable to third parties
Accounts payable to Group companies
Accounts payable to shareholders
Short-term loans from Group companies
Accrued liabilities
Accrued taxes
5,832
1,925,783
5,055,923
10,795,931
5,385,251
309,605
316,011
405,887,809
359,149,996
16,193,986
15,559,877
1,828,291
1,316,449
436,947,237
386,783,507
Share capital1
197,494,000
262,119,000
Legal reserves
157,019,393
157,019,393
Total liabilities
Shareholders equity
Reserve for treasury shares
3,190,691
4,612,865
Retained earnings
1,094,556,907
956,043,024
Total shareholders equity
1,452,260,991
1,379,794,282
Total liabilities and shareholders equity
1,889,208,228
1,766,577,789
1 The share capital as of August 31, 2010, consists of 5,170,000 fully paid-in shares
at a nominal value of CHF 38.20 (August 31, 2009: CHF 50.70)
118 Konzernrechnung
1. Liens, guarantees and pledges in favor of third parties

The Company is a co-debtor for bank loans of max. EUR 850 million (CHF 1,098.6 million; 2008/09:
CHF 1,293.7 million) obtained by Barry Callebaut Services N.V., Belgium, whereof the maximal liability is limited to the freely distributable retained earnings (CHF 1,094.6 million less 35% withholding
tax). Furthermore, the Company is also a co-debtor for the Senior Notes of EUR 350 million (CHF 452.4
million; 2008/09: CHF 532.7 million) issued by Barry Callebaut Services N.V., Belgium. Additionally,
the Company issued several corporate guarantees for various credit facilities granted to direct and
indirect subsidiaries for an amount of up to CHF 773.7 million (2008/09: CHF 713.9 million).
The Swiss Barry Callebaut entities form a VAT subgroup and, hence, every company participating in the
subgroup is liable for VAT debt of other subgroup participants.
2. Fire insurance value of property, plant and equipment

as of August 31,
2010
2009
6,800,000
5,200,000
in CHF
Fire insurance value of property, plant and equipment
3. Investments
Name and domicile
Share capital
Purpose
Percentage of investment
as of August 31,
2010
2009
ADIS Holding Inc., Panama
CHF
41,624,342
Dormant
100%
100%
Barry Callebaut Belgium N.V.,
EUR
62,700,000
Production, Sales
99.99%
99.99%
EUR
21,435,000
Holding
100%
100%
NGN
10,000,000
Sales
1%
1%
CHF
4,600,000
Production, Sales
100%
100%
EUR
615,000,000
In-house Bank
99.99%
99.99%
CHF
2,000,000
Sourcing
100%
100%
EUR
61,500
Dormant
99.99%
99.99%
Chocolat Alprose SA, Switzerland CHF
7,000,000
Production, Sales
100%
100%
C.J. Van Houten & Zoon Holding
72,092,155
Holding
100%
100%
Belgium
Barry Callebaut Nederland B.V.,
The Netherlands
Barry Callebaut Nigeria Ltd,
Nigeria
Barry Callebaut Schweiz AG,
Switzerland
Barry Callebaut Services N.V.,1
Belgium
Barry Callebaut Sourcing AG,
Switzerland
BC Belgium Consumer N.V.,
Belgium
EUR
GmbH, Germany
Luijckx B.V., The Netherlands
EUR
18,242
Production, Sales
100%
100%
Schloss Marbach GmbH
EUR
1,600,000
Conference and
100%
100%
CHF
100,000
100%
100%
Germany
Van Houten Service AG,
Training Center
Dormant
Switzerland
1 In 2009/10 share capital was increased by EUR 86,290,000.
Investments are stated at cost less any provision for impairment.
4. Treasury shares
The Company holds 4,761 treasury shares as of August 31, 2010 (2009: 6,932). In 2009/10, the Company
bought 9,174 shares at an average price of CHF 652.65 per share (2008/09: 14,212 shares at an average price
of CHF 619.80) and transferred 10,845 shares at an average price of CHF 652.91 per share (2008/09: 23,734
Konzernrechnung
119
shares transferred at an average price of CHF 749.94). Furthermore, the Company sold 500 treasury shares
at an average price of CHF 613.50 (2008/09: none). As of August 31, 2010, the treasury shares have been
valued at average price of CHF 669.73 per share (2008/09: average price of CHF 601.98 per share).
5. Signicant shareholders
as of August 31,
2010
2009
Jacobs Holding AG, Zurich, Switzerland
50.11%
50.21%
Renata Jacobs
8.48%
8.48%
Nicolas and Philippe Jacobs1
6.14%
6.14%
Nathalie Jacobs
3.07%
3.07%
1 Form a group of shareholders according to Swiss Stock exchange regulations as published

in the Swiss Ocial Gazette of Commerce of February 4, 2008
6. Disclosures according to Art. 663bbis and 663c Code of Obligations
Remuneration of key management1 for the fiscal year 2009/10

in thousands of CHF
Board of Directors (BoD)
325.0
360
208.8
Total
remuneration 09/10
533.8
160.0
53.5
180
104.4
317.9
376.7
105.0
23.8
180
104.4
233.2
208.2
112.5
180
104.4
216.9
222.3
135.0
180
104.4
239.4
204.8
127.5
23.2
180
104.4
255.1
210.5
965.0
100.5
1,260
730.8
1,796.3
1,702.8
Remuneration
Executive Committee8
3,528.1
3,474.0
1,555.3
10,150
5,887.0
14,444.4
16,118.1
Total remuneration of
key management
4,493.1
3,474.0
1,655.8
11,410
6,617.8
16,240.7
17,820.9
Highest individual
remuneration within
Executive Committee:
CEO Barry Callebaut Group
1,000.0
1,011.1
680.4
3.750
2,175.0
4,866.5
n/a 9
Andreas Jacobs
Chairman/Delegate
Andreas Schmid
Vice Chairman
Member of the AFRQCC5
Rolando Benedick
Member of the NCC6
James L. Donald
Member of the NCC
Markus Fiechter7
Member of the AFRQCC
Stefan Pfander
Chairman of the NCC
Urs Widmer
Chairman of the AFRQCC
Total remuneration
Board of Directors
Compensation x
Compensation
variable
Other
compensation2
Number
of shares3
Value of
shares4
Total
remuneration 08/09
480.3
There were no termination payments nor payments to former members of the Board of Directors or
Executive Committee during the fiscal year.
As of August 31, 2010, no loans or credits to members of the Board of Directors or Executive
Committee or parties closely related to them are outstanding.
120 Konzernrechnung
Holdings of shares10
Number of
Shares
2009/10
Number of
Shares
2008/09
Board of Directors
Andreas Jacobs (Chairman) 11,12
Andreas Schmid (Vice Chairman)
Rolando Benedick
2,341
1,200
12,330
12,150
1,500
1,320
James L. Donald
180
Markus Fiechter
Stefan Pfander
780
600
Urs Widmer
980
800
Senior Management Team

Juergen B. Steinemann, CEO Barry Callebaut Group
93
906
310
Massimo Garavaglia, President Western Europe
2,300
3,000
David S. Johnson, President Americas
2,320
1,800
Victor Balli, CFO Barry Callebaut Group
Steven Retzla, President Global Sourcing & Cocoa
650
150
Dirk Poelman, Chief Operations Ocer
4,280
n/a
Hans P. Vriens, Chief Innovation Ocer
2,250
n/a
1
2
3
4
5
6
7
9
10
11
12
Key management is dened as Board of Directors (BoD) and Executive Committee

(since November 2009, formerly Senior Management Team [SMT])
Including social security and pension contributions, as well as other benets
Number of shares granted in relation to the scal year under review; vesting subject to meeting
service and/or performance conditions
Value dened as closing share price at grant date, which might be historical rates before
the scal year under review
Audit, Finance, Risk, Quality & Compliance Committee
Nomination & Compensation Committee
No compensation paid. Services rendered by Markus Fiechter as a member of the BoD
are covered by the service fee charged by Jacobs Holding AG (see note 27 in the Consolidated
Financial Statements of Barry Callebaut Group)
Disclosure relates to the Executive Committee as in place on August 31, 2010, i.e. Juergen
B. Steinemann, Victor Balli, Massimo Garavaglia, Steven Retzla, Dirk Poelman, Hans Vriens and
David S. Johnson. The prior year comparative number is related to the SMT and includes the
remuneration for the prior CEO Patrick De Maeseneire for his services rendered in 2008/09 as
well as the remuneration paid to Andreas Jacobs for assuming the role of CEO a.i. The Executive
Committee members Hans Vriens and Dirk Poelman were not members of the SMT in prior year
The highest individual remuneration in 2008/09 was related to the prior CEO
Patrick De Maeseneire and amounted to CHF 6.2 million.
Including shares of related parties to the individual BoD/Executive Committee member
Excluding the 50.11% participation held by Jacobs Holding AG
On August 31, 2009, a related party to Andreas Jacobs held 5,000 call options with a strike price
of CHF 545 and an expiry date of September 7, 2009.
7. Risk assessment disclosures

Barry Callebaut AG as the ultimate parent of the Barry Callebaut Group, is fully integrated into the
Group-wide Risk Management (GRM) process and the respective Enterprise Risk Management Model.
The GRM process consists of reporting quarterly to the Audit, Finance, Risk, Quality and Compliance
Committee (AFRQCC) on identified risks, events and respective response by the management. The
processes and actions to identify the risks and remediation are identified by specialized corporate
functions (Commodity management, Treasury, Legal, Internal Audit, Quality, Operations and Supply
Chain, etc.) under the GRM program, supported by the legal entities and divisions concerned. These
Group function departments are responsible to monitor those procedures and processes and ensure
effective measures while Group risk manager oversee the global process.
The Groups general Risk Management process and the Financial Risk Management in particular is
described in the Groups consolidated financial statements in notes 30 and 26, respectively.
8. Subsequent events
There are no further events after the balance sheet date to be disclosed.
Appropriation of available earnings
The Board of Directors proposes to carry forward the balance of retained earnings of CHF 1,094,556,907.
Konzernrechnung
Report
of the Statutory Auditor
KPMG AG
Audit
Badenerstrasse 172
CH-8004 Zurich
P.O. Box
CH-8026 Zurich
Telephone +41 44 249 31 31

Fax +41 44 249 23 19
Internet www.kpmg.ch
Report of the Statutory Auditor on the Financial Statements to the General Meeting of Shareholders of
Barry Callebaut AG, Zurich

As statutory auditor, we have audited the accompanying financial statements of Barry Callebaut AG,
which comprise the income statement, balance sheet and notes on pages 116 to 120 for the year ended
August 31, 2010.
Board of Directors Responsibility
The board of directors is responsible for the preparation of the financial statements in accordance with
the requirements of Swiss law and the companys articles of incorporation. This responsibility includes
designing, implementing and maintaining an internal control system relevant to the preparation of
financial statements that are free from material misstatement, whether due to fraud or error. The board
of directors is further responsible for selecting and applying appropriate accounting policies and
making accounting estimates that are reasonable in the circumstances.
Auditors Responsibility
Our responsibility is to express an opinion on these financial statements based on our audit. We
conducted our audit in accordance with Swiss law and Swiss Auditing Standards.Those standards require
that we plan and perform the audit to obtain reasonable assurance whether the financial statements are
free from material misstatement.
An audit involves performing procedures to obtain audit evidence about the amounts and disclosures
in the financial statements. The procedures selected depend on the auditors judgment, including the
assessment of the risks of material misstatement of the financial statements, whether due to fraud or
error. In making those risk assessments, the auditor considers the internal control system relevant to the
entitys preparation of the financial statements in order to design audit procedures that are appropriate
in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the
entitys internal control system. An audit also includes evaluating the appropriateness of the accounting
policies used and the reasonableness of accounting estimates made, as well as evaluating the overall
presentation of the financial statements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.
Opinion
In our opinion, the financial statements for the year ended August 31, 2010 comply with Swiss law and
the companys articles of incorporation.
Report on Other Legal Requirements
We confirm that we meet the legal requirements on licensing according to the Auditor Oversight Act
(AOA) and independence (article 728 CO and article 11 AOA) and that there are no circumstances
incompatible with our independence.
In accordance with article 728a paragraph 1 item 3 CO and Swiss Auditing Standard 890, we confirm that
an internal control system exists, which has been designed for the preparation of financial statements
according to the instructions of the board of directors.
We further confirm that the proposed appropriation of available earnings complies with Swiss law and
the companys articles of incorporation. We recommend that the financial statements submitted to you
be approved.
KPMG AG
Roger Neininger
Auditor in Charge
Marc Ziegler
Zurich, November 2, 2010
KPMG AG/SA, a Swiss corporation, is a subsidiary of KPMG Holding AG/SA,

which is a subsidiary of KPMG Europe LLP and a member of the KPMG network of independent rms aliated with KPMG International Cooperative
(KPMG International), a Swiss legal entity.
Member of the Swiss Institute

of Certied Accountants and Tax Consultants
121
Contents
134 Glossary
136 Contacts, Financial calendar and Forward-looking statements
124 Corporate
Konzernrechnung
Governance
Corporate Governance
www.barry-callebaut.com/corporate_governance and www.barry-callebaut.com/organization
The information that follows is provided in accordance with the Directive on

Information Relating to Corporate Governance issued by the SIX Swiss Exchange.
The principles and rules of Corporate Governance as practiced by Barry Callebaut
are laid down in the Articles of Incorporation, the Regulations of the Board and
the Charters of the Board Committees. These are reviewed regularly by the Board
of Directors and adapted as needed.
Group structure and shareholders

The organization of the Barry Callebaut Group has a structure
which is divided into three different regions: Region Europe (incl.
Western and Eastern Europe), Region Americas and Region AsiaPacific. The globally managed Global Sourcing & Cocoa business is
reported as a separate segment like a region. There are four different

product groups: Cocoa Products, Food Manufacturers Products,
Gourmet & Specialties Products and Consumer Products.The following chart provides an overview of the operational Group structure
as of November 4, 2010:
Board of Directors
Chairman
Andreas Jacobs
AFRQCC**
AFRQCC Chairman
Urs Widmer
NCC***
NCC Chairman
Stefan Pfander
Internal Audit
Karel Diepenhorst
General Counsel &

Corporate Secretary
Roland Maurhofer
CEO
Juergen B. Steinemann*
CFO
Victor Balli*
Corporate Communications & CSR

Gaby Tschofen

Hans P. Vriens*
Head of Global Human Resources

Barbara Becker

Dirk Poelman*
Quality Assurance
Willy Geeraerts
Gourmet
Olivier Schucht
Western Europe
Massimo Garavaglia*
Eastern Europe
Filip De Reymaeker
Americas
David S. Johnson*
Asia-Pacic
Maurizio Decio

Steven Retzla*
* Member of the Executive Committee

** AFRQCC: Audit, Finance, Risk, Quality & Compliance Committee (see page 128)
*** NCC: Nomination & Compensation Committee (see page 128)
Information about the stock listing, principal subsidiaries and significant shareholders of Barry Callebaut is given on pages 62, 70, 108,
110 and 111 of the Consolidated Financial Statements and on pages
118, 119 and 120 of the Financial Statements of Barry Callebaut AG.
There are no cross-shareholdings equal to or higher than 5% of the
issued share capital.
Capital structure
The information required by the SIX Corporate Governance Directive regarding the capital structure is given in note 25 (share capital,
movements in the share capital) of the Consolidated Financial Statements. The company has no convertible bonds outstanding. In the
past three years, the Groups capital structure has not changed.
Konzernrechnung
Corporate
Governance
www.barry-callebaut.com/board and www.barry-callebaut.com/regulations
Board of Directors
The Board of Directors is ultimately responsible for the policies and
management of Barry Callebaut.The Board establishes the strategic,
accounting, organizational and financing policies to be followed, and
appoints the Executive Committee, to which the Board of Directors
has delegated the operational management of Barry Callebaut.
Besides its non-transferable and inalienable duties, the Board has
retained certain competencies as set forth in the Companys Internal
Regulations, which are publicly accessible on the Barry Callebaut
website.
Name
Nationality
As of August 31, 2010, the Board of Directors consisted of seven nonexecutive members. Each Director is elected by the shareholders
of Barry Callebaut AG at the General Meeting for a term of office of
one year and may be re-elected to successive terms.
Function
Member since
Andreas Jacobs
German
Chairman
2003
Andreas Schmid
Swiss
Vice Chairman
1997
2001
Rolando Benedick
Swiss
Director
James L. Donald
U.S.
Director
2008
Markus Fiechter
Swiss
Director
2004
Stefan Pfander
German
Director
2005
Urs Widmer
Swiss
Director
2004
Andreas Jacobs
Chairman of the Board since 2005, member of the Board
since 2003, German national
In December 2005, Andreas Jacobs (1963) was appointed Chairman

of the Board of Barry Callebaut AG. He had served as a member of
the Board since 2003.
Since 1992, Andreas Jacobs has been an independent entrepreneur with a stake in several companies (Minibar AG, Baar; and
Acentic GmbH) plus minority interests in several other companies.
From 1991 to 1993, Andreas Jacobs worked as a consultant and project manager at The Boston Consulting Group in Munich. He is also
Chairman of Jacobs Holding AG, Chairman of Infront Sports &
Media AG and member of the Board of Adecco SA.
Andreas Jacobs studied law at the Universities of Freiburg im
Breisgau, Munich and Montpellier and subsequently obtained a postgraduate degree in European competition law (Dr. iur.) from the University of Freiburg im Breisgau. Afterwards, he obtained a Master of
Business Administration from Insead in Fontainebleau.
Andreas Schmid
Vice Chairman, member of the Board since 1997,
Swiss national
Andreas Schmid (1957) was appointed CEO of Jacobs Holding AG

in 1997. In 1999, he became Chairman of the Board and CEO of
Barry Callebaut AG. In June 2002, he handed over the CEO function
but continued to assume the responsibility of Chairman until December 2005. Since then he has been Vice Chairman of the Board.
He started his career in 1984 at Union Bank of Switzerland.
Following a position as assistant to a Swiss industrialist, he was CEO
and Managing Director of Kopp Plastics (PTY) Ltd in South Africa
from 1989 to 1992. He then worked for the Jacobs Group in various
staff and line functions until 1993. From 1993 to 1997, Andreas Schmid
was President of the Mvenpick Consumer Goods Division and a
member of the worldwide Group Executive Board of Management.
Between 2002 and 2006, he chaired the Board of Kuoni Travel Holding AG. He was a member of the Board of Adecco SA from 1999 to
2004 and a member of the Advisory Board of the Credit Suisse Group
from 2001 to 2007, before the Advisory Board was dissolved.
Andreas Schmid is Chairman of Oettinger Davidoff Group and
Flughafen Zrich AG. He is Chairman of the Supervisory Board of
Symrise AG, Chairman of the Board of Directors of gategroup
Holding AG and member of the Board of Directors of Karl Steiner AG.
Andreas Schmid holds a Masters degree in law and studied
economics at the University of Zurich.
125
126 Corporate
Konzernrechnung
Governance
Rolando Benedick
Director since 2001, Swiss national
Rolando Benedick (1946) was appointed CEO of the Manor Group

in 1989, which includes Manor department stores, FLY Switzerland
and Athleticum Sportmarkets: three chains belonging to Maus Frres
Holding, as well as China-based Herma Ltd. In 2000, he was appointed Chairman of the Board. From 2006 to December 2007, he served
as Executive Chairman. In January 2008, he passed on his responsibilities as Executive Chairman to his successor and continued to serve
as Chairman of the Board until the end of 2008.
Rolando Benedick joined the Manor Group in 1970 after completing his secondary studies and various trainee programs at
renowned retail groups in Germany, France and Switzerland. In 1970,
he was given responsibility for the planning and construction of the
new shopping center in Monthey. He then became director of the Sion
store. He was Chief Executive of the Innovazione chain in Ticino from
1973 to 1989.
Rolando Benedick is Chairman of the Manor Sud SA and Executive Chairman of Valora Holding AG. He is a member of the Supervisory Board of the Galfa Group (Galleries Lafayette, Monoprix,
Laser). In addition, he serves as a non-executive Board member
of Messe Schweiz MCH Group AG, the Gottlieb Duttweiler Institute (GDI) and of the Chamber of Commerce beider Basel. He is
Chairman of the Leopard Club Locarno and of the Freiwilliger
Museumsverein Basel (FMB).
James L. Donald
Director since 2008, U.S. national
James Jim L. Donald (1954) has been President and CEO of

Haggen, Inc., a 33-store Pacific Northwest grocery company based
in Bellingham since September 2009. He also serves as a Board
Member of Rite Aid Corporation, one of the leading drugstore chains
in the U.S. with more than 4,900 stores in 31 states.
James Donald was President & Chief Executive Officer of
Starbucks Corporation from April 2005 to January 2008. From
October 2002 to March 2005, James Donald served as President
of Starbucks, North America. Under his leadership, Starbucks experienced strong growth and performance. From October 1996 to
October 2002, James Donald served as Chairman, President & Chief
Executive Officer of Pathmark Stores, Inc., a USD 4.6 billion regional
supermarket chain located in New York, New Jersey and Pennsylvania. Prior to that time, he held a variety of senior management positions with Albertsons, Inc., Safeway, Inc. and Wal-Mart Stores, Inc.
James L. Donald graduated with a Bachelors degree in Business
Administration from Century University, Albuquerque, New Mexico.
Markus Fiechter
Markus Fiechter (1956) has been CEO of Jacobs Holding AG since

September 2004.
He started his career as Assistant Professor in Chemistry at the
University of Applied Sciences in Horw, Lucerne. From 1984 until
1991, he held various managerial positions at Mettler Toledo AG.
From 1991 to 1994, he worked for The Boston Consulting Group
as a Manager at the Zurich office. From 1994 to 2004, he was CEO
of the Minibar Group. Markus Fiechter is Vice President of the Board
of Directors of Valora Holding AG and a member of the Board of
Directors of Minibar AG.
Markus Fiechter holds a Masters degree in Chemical Engineering from the Federal Institute of Technology in Zurich (ETH) and an
MBA from the University of St. Gallen.
Stefan Pfander
Director since 2005, German national
Stefan Pfander (1943) started his career in 1971 as Product Manager

with General Foods GmbH in Elmshorn, Germany, and later worked
for Mars Inc. (as Marketing Manager for Effem GmbH, Verden,
Germany, as Marketing Director for Kal Kan Foods Inc., Los Angeles, U.S.). In 1981 he joined the Wm. Wrigley Jr. Company as Managing Director initially responsible for Germany later Europe, Middle
East, Africa and India building leading market positions for Wrigley
in over 40 countries. Until January 2006, he was Chairman Europe
and Vice President of the Wm. Wrigley Jr. Company in Chicago, U.S.
Stefan Pfander is a Supervisory Board Member of Maxingvest
AG (Holding company, Beiersdorf AG, Tchibo GmbH), Deputy
Chairman of the Supervisory Boards of GfK SE (market research
institute) and Chairman of the advisory board of Treofan GmbH. He
also serves as a member on the Board of Directors of Sweet Global
Network e.V. (international confectionery trade association).
Stefan Pfander holds a degree in Economics from the University
of Hamburg.
Urs Widmer
Urs Widmer (1941) is an attorney at law with a practice in Ksnacht,

Zurich.
Urs Widmers professional career began as an assistant to the
Executive Board of Alusuisse. In 1974, he joined ATAG Ernst &
Young, where he held various positions. From 1974 to 1980, he worked
in the legal department and was promoted to Department Head
in 1980. In 1984, he was appointed a member of the Executive Board
of ATAG debis Informatik AG. In 1986, he was appointed General
Manager of ATAG Wirtschaftsinformation Holding AG and member
of the Group Executive Board of ATAG Ernst & Young AG. He was
elected a member of the Board of Directors of ATAG Ernst & Young
AG in 1988 and the Delegate of the Board of Directors in 1990. He
joined the Executive Board of Ernst & Young Europe in Brussels in
1991 and the Global Executive Board of Ernst & Young International, New York and London, in 1994. In 1995, he assumed the position
of Delegate and Chairman of the Board of Directors of Ernst &
Young Holding AG. From 1998 to 2002, Urs Widmer was Chairman
of the Board of Directors of Ernst & Young AG.
Urs Widmer has served as Chairman of the Board of Directors
of Vontobel Holding AG and Bank Vontobel AG since 2005. He
is also a member of the Board of Directors of Helvetia Holding AG.
He is a trustee of various foundations such as Technopark Foundation and Zoo Zurich.
Urs Widmer earned a doctorate from the Faculty of Law at
Zurich University.
127
Functioning of the Board

The Board of Directors constitutes itself at its first meeting subsequent to the Ordinary General Meeting.The Board elects its Chairman and its Vice Chairman. It meets as often as business requires, but
at least four times per fiscal year. The meetings usually take place in
Zurich. If possible, the Board meets once per year at one of the
Barry Callebaut production sites and combines this meeting with a
visit of the local operation. During this last fiscal year, the Board of
Directors met six times for regular Board meetings. Four meetings
lasted approximately six hours, two meetings lasted three hours, one
of which took place in the form of a conference call. In the year under review the Board held one of the regular meetings in the context
of a two-day visit to the production sites in Pennsauken, New Jersey,
and Eddystone, Pennsylvania, both in the U.S.
The Chairman invites the members to the meetings in writing,
indicating the agenda and the motion for resolution thereto. The
invitations are sent out at least ten business days prior to the meeting. Each member of the Board can request the Chairman to call a
meeting without undue delay. In addition to the materials for meetings, the Board members receive monthly financial reports.
At the request of one member of the Board, members of the
Executive Committee shall be invited to attend meetings. The Board
of Directors can determine by majority vote that other third parties,
for example external consultants, may attend part or all of the meeting. In the past fiscal year, the CEO, the CFO and, depending on the
agenda items, other members of the Executive Committee or management were present at all Board and Committee meetings.
Resolutions are adopted by a simple majority of the Board members present or represented. Members may only be represented by
a fellow Board member. In the event of a tie vote, the proposal is
deemed to be not resolved. Resolutions made at the Board meetings
are documented through written minutes of the meeting.
Directors may request any information necessary to fulfill their
duties. Outside of meetings, any Director may request information
from members of the Executive Committee concerning the Groups
business development. Requests for information must be addressed
to the Chairman of the Board.
The Board of Directors has formed the following committees:

Audit, Finance, Risk, Quality & Compliance Committee
Urs Widmer (Chairman), Andreas Schmid and Markus Fiechter
The primary task of the Audit, Finance, Risk, Quality & Compliance
Committee (AFRQCC) is to assist the Board in carrying out its responsibilities and make recommendations for the Boards policy decisions as they relate to the companys accounting policies, financial
reporting, internal control system, legal and regulatory compliance
functions and quality management. In addition, to ensure financial
risk management, the AFRQCC reviews the basic risk management
principles and guidelines, reviews the hedging and financing strategies, reviews the bases upon which the Board of Directors determines
risk tolerance levels and trading limits, and reviews the appropriateness of the risk management instruments and techniques employed.
The Audit, Finance, Risk, Quality & Compliance Committee

assists the Board of Directors in fulfilling its oversight responsibility
of the external auditors. The specific steps involved in carrying out
this responsibility include recommending the external auditors, reviewing their qualifications and independence, approving the audit
fees, overseeing the external audit coverage, specifying how the
external auditors report to the Board and/or the Audit Committee,
assessing additional non-audit services, reviewing accounting policies
and policy decisions, and reviewing the annual financial statements
and related notes.
The scope of internal auditing encompasses the examination and
evaluation of the adequacy and effectiveness of the organizations
system of internal control and the quality of performance in carrying
out assigned responsibilities. The internal audit function reports to
the Chairman of the AFRQCC. Significant findings of internal
audits are presented and reviewed in the meetings of the AFRQCC
and of the Board of Directors. In the last fiscal year, no internal
audit task was carried out by a third party.
The external auditors attended one meeting of the Audit, Finance,
Risk, Quality & Compliance Committee in fiscal year 2009/10.
The AFRQCC meets as often as business requires, but at least
three times per fiscal year.The meetings usually take place in Zurich.
In the last fiscal year, the committee met five times. The meetings
lasted for approximately two hours. One of the meetings took place
in the context of the Boards visit to the production sites in Pennsauken,
New Jersey, and Eddystone, Pennsylvania, both in the U.S. One
meeting took place in the form of a conference call.
Nomination & Compensation Committee
Stefan Pfander (Chairman), Rolando Benedick, James Donald
The responsibilities of the Nomination & Compensation Committee

(NCC) are to make recommendations to the Board with respect
to the selection, nomination, compensation, evaluation, and, when
necessary, the replacement of key executives. The NCC establishes
jointly with the CEO a general succession planning and development
policy.The committee also reviews remuneration paid to members of
the Board of Directors, ensures a transparent Board and Executive
Committee nomination process, and is responsible for monitoring
and managing potential conflicts of interest involving executive
management and Board members.
The NCC meets as often as business requires, but at least three
times per fiscal year. The meetings usually take place in Zurich. In
the last fiscal year, the committee met four times. The meetings lasted
for approximately two hours. One of the meetings took place in the
context of the Boards visit to the production sites in Pennsauken,
New Jersey, and Eddystone, Pennsylvania, both in the U.S.
www.barry-callebaut.com/executivecommittee
Executive Committee
As of November 2009, the former Senior Management Team has
been extended by two additional members and renamed to Executive Committee which is headed by the Chief Executive Officer. For
external activities of the members of the Executive Committee see
their curriculum vitae.
Name
Function
Chief Executive Ocer
German
2009
Victor Balli
Chief Financial Ocer
Swiss
2007
Massimo Garavaglia
Western Europe
Italian
2004
David S. Johnson
Americas
U.S.
2009
Steven Retzla
U.S./Swiss
2008
Dirk Poelman
Belgian
2009
Hans P. Vriens
Dutch
2009
Chief Executive Ocer, German national
Juergen B. Steinemann (1958) was appointed Chief Executive Officer

of Barry Callebaut AG in August 2009.
Before joining Barry Callebaut, Juergen Steinemann served as a
member of the Executive Board of Nutreco and as Chief Operating
Officer since October 2001. Nutreco, quoted on the Official Market
of Euronext Amsterdam, is an international animal nutrition and
fish feed company, headquartered in the Netherlands.
From 1999 to 2001, Juergen Steinemann served as CEO of Unilevers former subsidiary Loders Croklaan, which produced and marketed specialty oils and fats for the chocolate, bakery and functional
foods industry. Between 1990 and 1998, Juergen Steinemann was with
the former Eridania Beghin-Say Group, where he held various senior
positions in business-to-business marketing and sales, ultimately in
the Corporate Plan et Stratgie unit at the head office in Paris.
Juergen Steinemann graduated from his economics/business
studies at the European Business School in Wiesbaden, Germany,
London, and Paris in 1985.
Nationality
Member since
Victor Balli
Chief Financial Ocer, Swiss national
Victor Balli (1957) was appointed Chief Financial Officer and member of the Executive Committee of Barry Callebaut AG in February
2007.
Before joining Barry Callebaut, Victor Balli was with Minibar
since 1996. He began his career at Minibar as CFO and additionally
held the position of CEO EMEA as of 2005. During this time he also
served as executive director and board member of several group
companies of Niantic, a family investment holding. From 1991 to 1995,
he worked as a Principal with Adinvest AG, a corporate finance
advisory company with offices in Zurich, San Francisco, New York,
and London. From 1989 to 1991, Victor Balli served as Director
of Corporate Finance with Marc Rich & Co. Holding in Zug. He
started his professional career in 1985 working as a Financial Analyst
& Business Development Manager with EniChem International SA
in Zurich and Milan.
Victor Balli holds a Masters degree in Economics from the University of St. Gallen and a Masters degree as a Chemical Engineer
from the Swiss Federal Institute of Technology in Zurich.
129
Massimo Garavaglia
President Western Europe, Italian national
Massimo Garavaglia (1966) was appointed President Western Europe

in June 2009, and is a member of the Executive Committee of Barry
Callebaut AG.
From 1990 to 1992, Massimo Garavaglia was sales manager for
an Italian food products importer. Joining Callebaut Italia S.p.A. in
1992, he served as country manager for Italy. After the merger between Callebaut and Cacao Barry in 1996, he was Barry Callebauts
country manager for Italy until 2003. From 2003 until September
2004, he was Manager Mediterranean Countries/Middle East/Eastern Europe. From September 2004 until 2006, he was President Food
Manufacturers. From September 2006 to April 2009, he served as
President Americas.
Massimo Garavaglia holds a Masters degree in Economics and
Business Administration from Bocconi University, Milan.
Dirk Poelman
Chief Operations Ocer, Belgian national
Dirk Poelman (1961) was appointed Chief Operations Officer in September 2006 and member of the Executive Committee in November
2009. Since 1984, he has been working with Callebaut which merged
with Cacao Barry in 1996 in various positions and countries: first
as Engineering Manager, then as Production Manager, Operations
Director and Chief Manufacturing Officer.
In 1997, Dirk Poelman became Executive Vice President Operations responsible for the operations of the total Group and a member of the Senior Management Team. In 2004, he was appointed
Vice President Operations and Research & Development.
Dirk Poelman holds an industrial engineering degree in electromechanics from the Catholic Industrial High School in Aalst, Belgium.
Steven Retzla
President Global Sourcing & Cocoa, U.S. and Swiss national
David S. Johnson
CEO and President Americas, U.S. national
David S. Johnson (1956) was appointed CEO and President Americas in May 2009, and is a member of the Executive Committee of
Barry Callebaut AG.
Before joining Barry Callebaut, David Johnson served as CEO
and member of the board for Michael Foods, Inc., a food processor
and distributor headquartered in Minnetonka, Minn., U.S.
From 1986 to 2006, David Johnson was with Kraft Foods Global,
Inc., the second largest food and beverage company in the world.
At Kraft Foods, he held several senior positions in different divisions,
including marketing, strategy, operations, procurement and general
management. His last position was President Kraft North America
and Corporate Officer Kraft Foods Global, Inc. He started his career
in 1980 at RJR Nabisco.
David Johnson is a member of the board of directors of Arthur
J. Gallagher & Co, an international insurance brokerage and risk
management company with headquarters in Itasca, Ill., U.S.
David Johnson holds both a Bachelors and Masters degree in
business from the University of Wisconsin.
Steven Retzlaff (1963) was appointed President Global Sourcing &

Cocoa and member of the Executive Committee of Barry Callebaut
AG in January 2008.
Steven Retzlaff started his career in 1987 at KPMG Peat
Marwick, San Francisco, as an auditor. From 1990 to 1993, he worked
as a Supervising Audit Senior and Audit Manager for KPMG Fides,
Zurich. He then joined JMP Newcor AG, Zug, as Director of European Finance and Operations, where he worked for three years.
Steven Retzlaff joined Barry Callebaut as CFO of Barry
Callebaut Sourcing AG in 1996. From 1999 to 2001, he served as CFO
Swiss Operations (BC Sourcing AG and BC Switzerland AG). From
2001 to 2003, he was CFO of the business unit Cocoa, Sourcing &
Risk Management and from 2003 to 2004 he worked as the Cocoa
Division Head. In 2004, he was appointed President Sourcing &
Cocoa and member of the Senior Management Team in Zurich. From
September 2006 until December 2007, he focused on developing the
Groups global compound business.
Steven Retzlaff is a Certified Public Accountant (CPA) and holds
a Bachelor of Arts in Economics from Whitman College. He also
studied at the Institute of European Studies in Madrid and at Insead
in Fontainebleau.
Hans P. Vriens
Chief Innovation Ocer, Dutch national
Hans P. Vriens (1965) was appointed to the position of Chief Innovation Officer and member of the Management Team in December
2005. Since November 2009, Hans Vriens has been a member of the
Executive Committee.
From 2001 to 2005, Hans Vriens was active as the owner of
VF&CO. B.V. in Amsterdam, Netherlands, a holding company which
invests in and develops new consumer brands for itself and for thirdparty customers.Activities include consulting for large multinational
companies in functional foods, a partnership selling an energy drink
in a new packaging concept, as well as the production and distribution of a functional dairy product.
Prior to this, Hans Vriens served as Executive Board Member
responsible for Sales, Marketing and Interactive at EM-TV & Merchandising AG in Munich, Germany, and was active in various nonexecutive board positions in related media companies.
From 1994 to 1999, he held various functions with Red Bull
GmbH, among which Managing Director for Red Bull North America in Los Angeles, U.S. From 1989 to 1994, Hans Vriens worked as
Brand Manager for Procter & Gamble in Austria and in Germany.
He started his career in brand management and marketing with Mars/
Effems in Spain and in the Netherlands.
Hans Vriens holds a BBA in Marketing from the Nijenrode
Business University in Breukelen,Netherlands,an MBA in Marketing/
International Business from the University of Oregon, U.S., and
received Post Graduate Education at Stanford University, U.S.
131
Compensation, shareholdings and loans

The Board of Directors has the final responsibility for the remuneration of the Directors and the Executive Committee. The Nomination
& Compensation Committee assists the Board in fulfilling its responsibility by evaluating the remuneration strategy and proposing individual compensation packages for the Executive Committee members and other key members of the management.
The Nomination & Compensation Committee ensures that
Barry Callebaut offers an overall remuneration package which is
aligned with corporate and individual performance and market practice, in order to attract and retain Directors and Executives with the
necessary skills. The current remuneration scheme is not linked to
any external benchmarks. For the Board it is based on fixed directors
fees and the granting of Barry Callebaut AG shares.
The top management remuneration framework of Barry Callebaut
consists of four elements: fixed base salary, short-term cash-based incentives related to EBIT/EVA/Working Capital targets in the fiscal
year under review (target incentive 50% to 100% of base salary),
long-term incentives in the form of share allocations (valued at 70%
to 125% of base salary) and benefits (valued at 10% to 20% of base
salary). The short-term bonus criteria for the members of the Executive Committee are for the CEO and CFO: Group EVA, Group EBIT,
Working Capital and Earnings per Share (each weighted with 25%),
and for the other members of the Executive Committee: Regional
EBIT or Group EBIT respectively for the corporate functions
(weighted with 50%), as well as Working Capital (weighted with
25%) and Strategic Targets relating to the Region/Corporate Function (weighted with 25%). The granting of shares is based on a
deferred share plan scheme. Participants are granted a number of
shares, of which 80% are granted without being linked to performance criteria. The shares vest as follows in three tranches: 30%
after one year, 30% after two years and 40% after three years,
of which half of the third tranche (20%) are subject to achieving the
performance criteria defined by the Nomination & Compensation
Committee. The performance criteria for the grants made in the
fiscal year under review are based on the earnings per share of Barry
Callebaut shares.
On a yearly basis, usually at the November Board meeting, the
Board, upon recommendation of the NCC, decides on the performance-related cash bonuses relating to the previous fiscal year and
the compensation system for the coming calendar year.
For details regarding the compensation, shareholdings and loans
of the members of the Board of Directors and the Executive Committee during the last fiscal year see note 6 in the Financial Statements of Barry Callebaut AG.
Barry Callebaut and Jacobs Holding AG, Zurich, have agreed to
execute administrative service agreements, under which Jacobs Holding AG offers to Barry Callebaut certain management and consultancy services. In the fiscal year 2009/10, the total compensation paid
by Barry Callebaut under these agreements amounted to CHF 1.7
million. The contract is yearly renewable.
Shareholders participation
Each share of Barry Callebaut AG carries one vote at the General
Meeting. Voting rights may be exercised only after a shareholder has
been registered in the Barry Callebaut AG share register as a shareholder with voting rights.
No shareholder holding more than 5% of the share capital may
be registered as a shareholder with voting rights with respect to the
shares such shareholder holds in excess thereof. For purposes of the
5% rule, groups of companies and groups of shareholders acting in
concert or otherwise related are considered to be one shareholder.
Shareholders may register their shares in the name of a nominee
approved by Barry Callebaut AG and may exercise their voting rights
by giving instructions to the nominee to vote on their behalf.
However, a nominee holding more than 3% of the share capital
will be registered as nominee for shareholders with voting rights only
if it discloses the identity of each beneficial owner of shares claiming
0.5% or more of the share capital. No nominee holding more than
8% of the share capital may be registered as a shareholder with
respect to the excess shares. The Board of Directors may, however,
on a case-by-case basis, permit some or all of the excess shares to be
registered with voting rights. In fiscal year 2009/10, no such exception
was granted by the Board of Directors.
A resolution passed at the General Meeting with a majority of at
least two-thirds of the shares represented at such meeting is required
to lift the restrictions on the transferability of registered shares.
Shareholders may be represented at the General Meeting by
proxy. Proxy holders must themselves be shareholders, or be appointed by Barry Callebaut, independent representatives nominated by
Barry Callebaut AG, or a depository institution.
The Articles of Incorporation follow the majority rules and the
provisions on convocation prescribed by the Swiss law concerning
general meetings of shareholders.
Shareholders with voting rights holding shares representing in
total at least 0.25% of the share capital or the voting rights have the
right to request in writing giving at least 60 days notice that
a specific proposal be discussed and voted upon at the next General
Meeting.
Shareholders registered in the share register with voting rights
at the date specified in the invitation will receive an invitation to the
Annual General Meeting.
Change of control and defense measures
An investor who acquires 3313 % of all voting rights has to submit
a take-over offer for all shares outstanding, according to the Swiss
Stock Exchange Law. Barry Callebaut has not elected to change or
opt out of this rule.
The employment contracts of two members of the Executive
Committee have a fixed minimum duration of three years, ending
2012 and 2013 respectively, while the employment contracts with the
remaining members of the Executive Committee are open-ended and
contain notice periods of 6 to 12 months, during which they are entitled to full compensation.
Konzernrechnung
Corporate
Governance
www.barry-callebaut.com/documentation
External auditors
At the Annual General Meeting of Barry Callebaut AG on December 8, 2005, the shareholders voted to appoint KPMG AG, Zurich,
as statutory auditors. The statutory auditors are appointed annually
by the General Meeting for a one-year term of office. The current
auditor in charge has exercised this function since fiscal year 2005/06.
For the fiscal year 2009/10, the remuneration for the audit of the
accounting records and the financial statements of Barry Callebaut
AG, and the audit of the consolidated financial statements, amounted
to CHF 2.6 million. This remuneration is evaluated by the AFRQCC
in view of the scope and the complexity of the Group. The performance of the auditors is monitored by the AFRQCC, to which they
present a detailed report on the result of the audit of the Group.
Prior to the presentation to the AFRQCC, the lead auditor reviews
the audit findings with the Chairman of the AFRQCC without the
presence of any members of the management.
KPMG received a total amount of CHF 0.2 million for additional services, i.e. for transaction and other advisory (incl. due diligence).
Adequate measures for the avoidance of potential conflicts of interests between the different services provided by KPMG were observed.
Information policy
Barry Callebaut is committed to continuous and open communication with its shareholders, potential investors and other stakeholders based on the principles of transparency and equal treatment, i.e.
simultaneous provision of price-sensitive information and no selective disclosure.
The Group provides detailed information on its business activities and financial performance in its annual and half-year reports and
press releases, at the conferences for media and financial analysts as
well as at the Annual General Meeting. Further, representatives of
the Group regularly meet (potential) investors in personal meetings
as well as present Barry Callebaut at industry events and investor
conferences.
Presentations are also made available on the Groups website,
which is updated continuously. The financial calendar for the fiscal
year 2010/11 and contacts are given on page 136.
133
134 Glossary
Konzernrechnung
Glossary
A
ACTICOA
A process developed by Barry
Callebaut which conserves to a
very high degree the polyphenols
naturally present in the cocoa
bean, that may otherwize
destroyed during the chocolate
production process.
B
Biolands
Biolands in Tanzania is the largest
African exporter of certied organic cocoa. Barry Callebaut acquired
a 49% stake in Biolands in 2008.
Biolands is working directly with
smallholders, in order to guarantee them fair prices and to help
them improve the quality and
value of their production. They
have another framer project in
Sierra Leone.
Butter
Refers to cocoa butter, the fat
of the cocoa bean.
C
Cocoa butter ratio
Price of 1 metric tonne of cocoa
butter relative to the price of
1 metric tonne of cocoa beans.
Cocoa powder ratio
Price of 1 metric tonne of cocoa
powder relative to the price
of 1 metric tonne of cocoa beans.
Combined cocoa ratio
Combined sales prices for cocoa
butter and cocoa powder relative
to the cocoa bean price.
Compound
Consists of a blend of sugar, vegetable oil, cocoa liquor, powder
and/or butter and other products.
Vegetable oil is substituted for
cocoa butter to reduce the product cost and to develop special
melting proles.
Conche
A large tank with a powerful
stirring device inside that kneads
the chocolate mixture slowly
over a long time. Contact with air,
heat and friction results in several
dierent physical and chemical

processes, necessary for the
nal taste and mouthfeel of the
chocolate.
Controlled Fermentation
Barry Callebaut developed a way
to control and optimize cocoa
fermentation. With the so-called
Controlled Fermentation method,
dened micro-organisms provide
a consistent, predictable and
100% superior grade cocoa bean
quality. This in turn leads to improved avor characteristics, zerodefault cocoa beans, enhanced
levels of functional components
(e.g. avanols), and improved processability.
Criollo
Criollo is known as the prince
among cocoa trees. This variety
is fragile and produces small
harvests. It grows primarily in
South and Central America,
and accounts for only 10% of the
world crop. The cocoa has a pale
color and a unique aroma. It is
used in the production of highquality chocolate and for blending.
D
Dark chocolate
Dark chocolate is chocolate that
contains more than 43% cocoa
solids coming from cocoa liquor,
powder and/or butter. This is the
chocolate most often used for
premium chocolate confections.
Besides cocoa ingredients it
contains sugar, vanilla, and often
lecithin.
Drying
After fermentation, the beans
still contain 60% moisture, which
must be reduced to 8% or less
in order to ensure optimum conservation during storage and
transportation. Drying can either
be done by spreading the beans
out in the sun or by placing them
on a heated surface or by hot
air. Thorough drying avoids the
formation of molds.
Dutching
A treatment used during the
making of cocoa powder in which
cocoa solids are treated with

an alkaline solution to neutralize
acidity. This process darkens
the cocoa and develops a milder
chocolate avor.
E
EBIT
Operating prot (Earnings Before
Interest and Taxes).
EBITDA
Operating prot before
depreciation and amortization
(Earnings Before Interest, Taxes,
Depreciation and Amortization).
F
Fairtrade
The Fairtrade Labelling Organizations International (FLO) arranges
direct contracts with thousands
of small manufacturers, traders,
importers and exporters of foodstus, and ensures that they are
paid a higher price for their products. Barry Callebaut is certied
by the FLO-CERT to produce a
range of Fairtrade cocoa and chocolate products. These products
are manufactured with raw materials purchased from Fairtrade
manufacturers.
Fermentation
Fermentation is an essential and
delicate stage in cocoa bean
processing. Beans and pulp are
heaped in piles, covered with
banana leaves or put in boxes and
left to ferment for several days.
During fermentation the beans
lose their natural bitterness and
astringency.
Flavanol
A specic type of polyphenol,
known for its antioxidant activity.
Forastero
Forastero are the most commonly
grown and used cocoa beans.
Compared to Criollo, Forastero is
a stronger tree that is easier
to cultivate and produces larger
yields. They make up about 90%
of the worlds production and are
grown mainly in West Africa.
The cocoa has a pungent aroma.
Konzernrechnung
Glossary
I
Industry Protocol
Also known as Harkin-Engel
Protocol. The Protocol was signed
in 2001 by cocoa and chocolate
manufactuers, industry and trade
associations, government organizations and NGOs in response to
reports of children working under
abusive labor conditions on cocoa
farms in West Africa. The signers
condemned abusive labor practices, in particular the worst forms of
child labor as dened by the International Labor Organization (ILO),
and committed to work together to
address the issue. Barry Callebaut
is a signer of the Protocol.
L
Liquor
Also known as cocoa liquor or
cocoa mass. The thick liquid paste
that is produced in the grinding
process.
M
Milk chocolate
Chocolate with at least 25% cocoa
solids coming from cocoa liquor,
powder and/or butter to which
powdered milk, sugar, vanilla, and
lecithin has been added. Good
milk chocolate contains 30%
chocolate liquor. Premium milk
chocolate contains even more.
Molding
The process of creating gures
and shapes out of chocolate.
Chocolate is melted to 45C, then
cooled below its crystallization
point, then heated again to 30C.
Following this tempering process,
the chocolate is poured onto
the inner surface of the molds,
also heated to 30 C. After cooling,
the nal product is unmolded
to reveal a glossy chocolate gure.
N
Nib
The center of the cocoa bean.
P
Polyphenols
Cocoa beans contain polyphenols
of unusually high quality and
eectiveness. Polyphenols are

antioxidants. By inhibiting oxidation, they protect body cells from
damage caused by the oxidative
eects of free radicals, which contribute to the aging process and to
certain heart and brain diseases.
Powder
Refers to cocoa powder and is
the product that remains when a
big part of the cacao butter is
removed from the cocoa liquor.
Q
Quality Partner program
Barry Callebauts program with
cocoa cooperatives in Cte dIvoire.
The goal is to provide farmers
with access to better training in
agricultural techniques and
how to manage their business
and personal nances, as well as
access to healthcare for themselves and their families, and sensitization about child labor issues
and the importance of schooling
for their children. The training
enables farmers to improve the
quality of their farms and business practices and to deliver more
and better-quality cocoa beans
for which they will earn more.
R
Rainforest Alliance
The Rainforest Alliance works to
conserve biodiversity and ensure
sustainable livelihoods by
transforming land-use practices,
business practices and consumer
behavior.
Roasting
Roasting is a heating process
aimed at developing the chocolate
aroma. Roasting certain foods not
only makes them more digestible,
but also more aromatic. Cocoa
beans are roasted to a greater or
lesser extent depending on what
they are being used for. Cocoa
powder needs more intense roasting, whereas chocolate requires
ner roasting.
S
Semi-nished products
Examples include cocoa liquor,
cocoa butter and cocoa powder.

Also called cocoa products.
Stevia
Stevia is a natural sugar substitute that is obtained from the
Stevia plant (Stevia Rebaudiana
Bertoni) that does not have a laxative eect. When rened, Stevia
extract has between 100 and 400
times the sweetness of ordinary
sugar while having zero calories.
Sugar
Sugar is the largest commodity
on the world market, followed by
coee and cocoa. It is used as
one of the main ingredients for
chocolate (up to 55%).
T
Trinitario
Trinitario beans are a cross of
Criollo and Forastero cocoa. It has
characteristics of both: the trees
are easy to cultivate and the cocoa
beans have a strong, but relatively
rened aroma.
U
UTZ
UTZ CERTIFIED Good Inside is
dedicated to creating an open and
transparent marketplace for
agricultural products. Founded in
2002, UTZ CERTIFIED has been a
pioneer in the eld of certication
and traceability of coee supply
chains. Based on this success, it is
developing sustainability models
for other sectors, such as cocoa,
tea and palm oil.
V
Viscosity
The measure of the ow characteristics of a melted chocolate.
Vegetable fats
Sometimes used as a less expensive alternative to cocoa butter in
chocolate products.
W
White chocolate
White chocolate is made from
cocoa butter (at least 20%), powdered milk, sugar, and vanilla. It
contains no cocoa liquor or powder.
135
136 Konzernrechnung
Contacts, Financial calendar and
Forward-looking statements
Contacts
Barry Callebaut head oce
Barry Callebaut AG
West-Park
Pngstweidstrasse 60
8005 Zurich, Switzerland
Phone +41 43 204 04 04
Fax +41 43 204 04 00
www.barry-callebaut.com
Mailing address
Barry Callebaut AG
P.O. Box
8021 Zurich, Switzerland
Investor Relations
Evelyn Nassar
Head of Investor Relations
Phone +41 43 204 04 23
Fax +41 43 204 04 19
investorrelations@
barry-callebaut.com
Media
Raphael Wermuth
External Communications
Manager
Phone +41 43 204 04 58
Fax +41 43 204 04 00
media@barry-callebaut.com
Address changes
SIX SAG Aktienregister AG
P.O. Box
4609 Olten, Switzerland
Phone +41 62 311 61 11
Fax +41 62 311 61 12
Financial calendar
Date
Annual General Meeting 2009/10, Zurich
December
7, 2010
3-month key sales gures 2010/11
January
12, 2011
Half-year results 2010/11, Zurich
April
1, 2011
9-month key sales gures 2010/11
June
30, 2011
Year-end results 2010/11, Zurich
November
10, 2011
Annual General Meeting 2010/11, Zurich
December
8, 2011
Forward-looking statements
Certain statements in this Annual Report 2009/10 regarding the business of Barry Callebaut are of a
forward-looking nature and are therefore based on managements current assumptions about future
developments. Such forward-looking statements are intended to be identified by words such as believe,
estimate, intend, may, will, expect, and project and similar expressions as they relate to the
company. Forward-looking statements involve certain risks and uncertainties because they relate to future
events. Actual results may vary materially from those targeted, expected or projected due to several
factors. The factors that may affect Barry Callebauts future financial results are discussed in this Annual
Report. Such factors are, among others, general economic conditions, foreign exchange fluctuations,
competitive product and pricing pressures as well as changes in tax regimes and regulatory developments.
The reader is cautioned to not unduly rely on these forward-looking statements that are accurate only
as of November 4, 2010. Barry Callebaut does not undertake to publish any update or revision of any
forward-looking statements.
Imprint
Graphics: Luar, Zurich (CH)
Photos: Marcel Van Coile, Zemst (B)
Prepress/Press: Visiolink AG, Zurich (CH)
2009/10
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Masterpieces

We are passionate about creating fine chocolates.

Strengthening our global

Strong year, dynamic growth:

Global Sourcing &

Volume growth vs.

EBIT growth vs.

(in local currencies)

for the scal year ended August 31,

Operating prot (EBIT)

Net prot for the year

EBIT per tonne

Net working capital3

Return on invested capital (ROIC)5

Return on equity (ROE)

EBIT per share (issued)

Basic earnings per share6

Cash earnings per share7

Payout per share8

EBIT + depreciation of property, plant and equipment + amortization of intangible assets

Share price development

SPI Small & Mid-Cap Index

05/06 06/07 07/08 08/09 09/10

05/06 06/07 07/08 08/09 09/10

Key gures by region

Global Sourcing & Cocoa

Key gures by product group

Food Manufacturers Products

Food Manufacturers Products

Food Service/Retail Products

Gourmet & Specialties Products

Gourmet & Specialties Products

Barry Callebaut intends to accelerate the growth of its Gourmet business.

Barry Callebaut has made signicant investments in building a foundation

Barry Callebaut, headquartered in Switzerland, resulted from the merger between

Acquisition of Carma AG in Switzerland

12 Interview with the Chairman and the CEO

52 Interview with the CFO

124 Corporate Governance

Interview with the

Strong year with dynamic top- and

Andreas Jacobs, Chairman

Interview with the

We do not see the need for a revolution but rather an

Interview with the

Interview with the

tured feedback on their performance. While we want to continue to attract talented

Our strategic priorities will be accelerating the growth

Philippe Vancayseele, Master Pastry Chef, Chocolate Academy Wieze, Belgium:

Board of Directors and Executive Committee

Juergen B. Steinemann, Chief Executive Ocer

Massimo Garavaglia, Western Europe

David S. Johnson, Americas

Dirk Poelman, Chief Operations Ocer

Steven Retzla, Global Sourcing & Cocoa

Hans Vriens, Chief Innovation Ocer

Europe Strong performance amidst

In December 2009, Barry Callebaut closed the acquisition of Spanish chocolate

Key gures for Region Europe

* Restated gures due to rst-time application of IFRS 8.