Value Creation through Transformation of Business Models

Transcription

1 Value Creation through Transformation of Business Models Dr. Jürgen Köhler, CEO Dr. Michael Majerus, CFO Investor Relations July 2015

2 Table of Contents. September 2014: Cornerstones of strategic realignment defined (Review) Page 3 July 2015: Result of comprehensive strategic portfolio review Page 6 BUs GMS and CFM: Launch growth initiative BU PP: Implement commodity business model and legal separation Page 11 Page 16 Initiatiate transformation through separation Page 19 Page 2 Investor Relations July 2015

3 September 2014: Cornerstones of strategic realignment defined (Review) Page 3 Investor Relations July 2015

4 September Transformation of SGL Group guided by clearly defined targets Create flexibility for restructuring and repositioning with capital increase and required disposal (HITCO, etc.) Stop loss makers and cash drainers by restructuring or disposing Capex for selective growth opportunities subject to minimum hurdle rates Return on capital is key management principle for strategic realignment and future investment Gearing ~ 0.5 Equity ratio > 30% Net debt/ebitda < 2.5 Positive net result Positive free cash flow* ROCE 15%** * Excluding disposal proceeds ** ROCE defined as EBITDA/Capital employed Page 4 Investor Relations July 2015

5 September Transformation process defined with cornerstones of strategic realignment 15% ROCE* 2 Improve performance Generate shareholder return 3 Minimum return on capital Right size 1 1) Right size SGL2015 asset and portfolio restructuring 2) Improve performance SGL2015 organizational restructuring SGL Excellence savings BU streamlining Process excellence initiatives 3) Generate shareholder return Define selective growth areas *EBITDA divided by capital employed Capital employed Page 5 Investor Relations July 2015

6 July 2015: Result of comprehensive strategic portfolio review Page 6 Investor Relations July 2015

7 Analysis of business model of GMS and CFM. Many similarities GMS/CFM Meaningful exposure to end markets growing above GDP driven by global mega trends High share of customer-specific products, tailored applications and solutions High potential for innovation since products typically serve as key enablers of innovation in target industries and/or provide vital products for their customers value chains In depth knowledge and control of the complete graphite and carbon value chain provides opportunity for product customization Specific application requirements allow to leverage knowledge and technology as competitive advantage Continued process and cost optimization as well as R&D investments necessary Page 7 Investor Relations July 2015

8 Analysis of business model of PP(GE). Market requirements increasingly differ from GMS and CFM PP(GE) Global steel markets in structural oversupply, thus EAF steel development cannot be expected to drive GE demand in near and mid term despite reasonable long term perspectives from increasing scrap availability in China Therefore supply-demand imbalances remain, industry becoming increasingly commoditized with customers focusing predominantly on price Consequently, GE in particular and PP in general have to be managed in a different way than before and also different to GMS/CFM Optimization efforts will have to continue to lower costs, improve processes and thus further increase competitiveness Continued overcapacities and low profitability will trigger the need for industry consolidation, in which we want to participate Page 8 Investor Relations July 2015

9 Business models of GMS and CFM share similarities, whereas PP(GE) has become distinctively different Separation will enable the businesses to progress without constraints associated with the plans of the other business GMS/CFM SGL Group has unique strengths and depth of knowledge to drive forward the development of GMS and CFM In our perception, the majority of the current investors of SGL Group are more excited about the innovation and growth businesses GMS and CFM PP(GE) GE/PP is increasingly becoming commoditized where the most required skills are capacity control, cost effectiveness and customer value (quality, supply reliability, etc.) PP needs to adapt its business model to changed market fundamentals and prepare for participation in potential industry consolidation scenarios Page 9 Investor Relations July 2015

10 Path forward for SGL Group. Dedicated business models for different market requirements Accelerate growth mode by adapting processes and launching growth initiatives Implement commodity business model and prepare for strategic options Graphite Materials & Systems (GMS) Graphite specialties Process technology Carbon Fibers & Materials (CFM) Carbon fibers Composite materials Performance Products (PP) Graphite electrodes Carbon electrodes Cathodes Furnace linings Page 10 Investor Relations July 2015

11 BUs GMS and CFM: Launch Growth Initiative Page 11 Investor Relations July 2015

12 GMS and CFM serve a broad range of fast growing segments linked to global megatrends. Growth drivers % Approx. market growth CAGR GMS and CFM ~10%* 7-9% 3-5% Energy* Digital Lifestyle Mobility Industry Urbanization 3-4% ~2% GMS >10% anode materials Stationary energy storage Lithium ion batteries 6-8% CFM carbon fibers/materials Wind, Pressure vessels Mobile 3C devices Aerospace, Automotive, Pressure vessels Industrial applications GMS high growth** ~6% Solar, Polysilicon, LED LED, Semiconductor Industrial applications 3-5% GMS medium growth*** Solar, Nuclear, Automotive engines (down sizing), Stationary energy storage, Polysilicon, Heat recovery Sapphire glass Exhaust gas recirculation, Brake assistant pumps Engine technologies, Gaskets (chemical), Chemical industry (process technology) Mechanical parts, Water management, Industrial applications Page 12 Investor Relations July 2015 Market potential 2015: < 50 mill. > 50 mill. > 100 mill. * Energy efficiency, storage, reversal of energy generation and climate change (10% growth rate represents renewable energy); ** Product Groups: Isostatic, Fiber materials; *** Product Groups: Extruded/Vibro, DieMolded, Expanded, Process technology

13 Target for GMS and CFM. Profitable organic sales growth of 50% by million sales at 8% ROCE EBITDA Moderate organic sales growth and process optimization phase Accelerated organic growth phase ~ 1.1 billion sales at or above min. 15% ROCE EBITDA Augmented by potential selective and accretive bolt-on acquisitions to complement our portfolio in terms of region, technology, etc. Page 13 Investor Relations July 2015

14 Internal and external growth opportunities in both GMS and CFM. GMS Strategy aims at becoming the leading provider of engineered graphite solutions. - Accelerated forward integration into finishing technologies, e.g. coating, is key for differentiation. - Real innovations are primarily triggered by customer developments (e.g. sapphire glass) Key areas of organic growth : graphite anode material, isostatic graphite, SiC coating and fiber materials. Technology-driven bolt-on acquisitions/ partnerships to improve GMS s technology position to enable the sale of engineered solutions CFM CFRP market still an emerging industry with many opportunities but also volatile developments. - Wind, automotive and pressure vessels represent the largest markets for industrial fibers - New applications in secondary aerospace structures provide new markets long-term. SGL Group needs to leverage its position in automotive CFM by market maker approach. - OEMs expect from suppliers capability along the entire CFM value chain including application and engineering know how. - Bolt-on acquisitions provide the opportunity for technology as well as regional expansion. Page 14 Investor Relations July 2015

15 GMS and CFM are the basis of an innovation driven, high growth SGL Group. Summary GMS and CFM materials and solutions enable several of the fastest growing economic trends including energy storage, digitalization, mobility and urbanization. Based on strong positions, GMS and CFM target to further improve their position in the value chain with particular emphasis on innovation, high value-add products, services and engineered solutions. Until 2020, GMS and CFM together aim to grow sales by 50% through profitable, organic growth potentially augmented by selective and accretive bolt-on acquisitions. EBITDA level is expected to increase significantly, thus exceeding the minimum EBITDA ROCE margin of 15%. Organic growth can be financed by own operating cash flow. Page 15 Investor Relations July 2015

16 BU PP: Implement Commodity Business Model and Legal Separation Page 16 Investor Relations July 2015

17 Performance Products. Key strengths and long-term growth opportunities Key Strengths Only graphite electrode producer with production footprint in all three major regions (NA/EU/Asia) Modern, efficient production facilities High-quality technical services Trusted partner for many large global customers Leading competitive position Growth opportunities Increased steel scrap availability will lead to significant long-term growth in graphite electrodes Steady demand growth in aluminum (5 % p.a.) will continue to drive demand for cathodes Furnace Linings and carbon electrodes as additional stable business We will position PP for sustainable and profitable long-term growth Page 17 Investor Relations July 2015

18 Path forward for PP. Implement legally separate structure with an adapted business model Ensure a globally leading commodity business and prepare for all strategic options Further increase competitiveness though continued optimization Continue to drive productivity improvements Optimize business model and processes Adapt sales and marketing efforts to market fundamentals Prepare business to participate in anticipated industry consolidation Adaption of business model will further increase efficiency and competitiveness while flexibility for strategic options will drive value Page 18 Investor Relations July 2015

19 Initiate Transformation through Separation Page 19 Investor Relations July 2015

20 Value creation through Transformation of Business Models. GMS/CFM PP Building an innovation and technologydriven materials and solutions powerhouse Increase share in exciting growth markets Build on fast developing economic trends Use pipeline of innovative products and engineered solutions Take advantage of preferential customer access Shift product mix to higher value add Expand technology base and process expertise Ensuring a globally leading commodity Performance Products business Increase competitiveness through further fixed asset optimization Continue to drive productivity improvements Optimize business model and processes Develop pricing strategy to reflect market fundamentals Prepare business to participate in expected industry consolidation Page 20 Investor Relations July 2015

21 Thank you for your attention! Copyright SGL CARBON SE Registered trademarks of SGL CARBON SE

22 Important note. This presentation contains forward looking statements based on the information currently available to us and on our current projections and assumptions. By nature, forward looking statements are associated with known and unknown risks and uncertainties, as a consequence of which actual developments and results can deviate significantly from the assessment published in this presentation. Forward looking statements are not to be understood as guarantees. Rather, future developments and results depend on a number of factors; they entail various risks and unanticipated circumstances and are based on assumptions which may prove to be inaccurate. These risks and uncertainties include, for example, unforeseeable changes in political, economic, legal and business conditions, particularly relating to our main customer industries, such as electric steel production, to the competitive environment, to interest rate and exchange rate fluctuations, to technological developments, and to other risks and unanticipated circumstances. Other risks that may arise in our opinion include price developments, unexpected developments associated with acquisitions and subsidiaries, and unforeseen risks associated with ongoing cost savings programs. SGL Group assumes no responsibility in this regard and does not intend to adjust or otherwise update these forward looking statements. Page 22 Investor Relations July 2015